|
|
|
|
Lean flow control and quality work together. It is difficult to control flow when quality is unpredictable. Conversely, shorter lead-times resulting from lean applications help in quality problem diagnosis and solution. Stability results from predictable processes in terms of output and quality. Specific techniques along with benefits and activities are described below. Defect Reduction - Quality Problem Solving Defect reduction starts with measuring and counting defects followed by determining their relative impacts. This provides targets for improvement by process engineering and quality control. Several tools are used to bring about defect reduction including SIPOC Form (Suppliers, Inputs, Processes, Outputs, Customers), Process Mapping, CEDAC (Cause and Effect Diagrams with Addition of Cards), Pareto ranking, brainstorming, prioritization, action planning and follow-through. Defect Reduction Outline and Quality Problem Solving Example Corrective Action Processes in companies often involve many hand-offs and don’t obtain desired results. Often fixes are short-term or band-aid in nature and do not address the root causes for long-term solutions. Experience with corrective action systems and information flow mapping help to identify and correct deficiencies. Corrective Action Example and Accelerated Process Improvement GuidelinesKey Benefits
Activities
Does your product generate excess waste in the form of scrap and rework? Do customers complain about defects that escape your process? If so, get help to effectively apply quality problem solving tools to drive defect reduction. Standard Work - Process Control Effective processes must be standardized and controlled. Current methods are analyzed using observation and videotaping. Then procedures and forms are used to document standard work. Standard work is the formal sequence of human tasks required to make a product using the best methods currently known to minimize waste. It identifies the work sequence to improve methods and balance work content. Every time a task is performed we can verify that the person doing the task is capable of executing it correctly and that the work sequence and content produce the expected results. It is the foundation for continuous improvement at the shop floor level. Every operator is poised to detect results different from expectations and is encouraged to pursue improvements with the team. Standard Work Process Standard work removes operator variability from the process, improving process control. Statistical Process Control (SPC) monitors a process over time for random and assignable cause variation. Operators input to SPC using digital gauges connected to automatic control chart displays. In this way trends can be identified and common cause variation differentiated from assignable cause variation. Procedures, policies and visual controls define the standard process and control strategy - what to do in response to out of control condition. Use of SPC avoids process tweaking, which can introduce or amplify variation. Process control can be applied to product / output measurement or to actual process elements such as sensors measuring load on motors, heat or vibration. Process Control Example Key Benefits
Activities
Do operators follow non-standard practices leading to increased opportunities for error and inefficiencies? Is your process out of control - generating excessive defects? If so, get help to effectively apply standard work process analysis and statistical process control to stabilize production and improve quality. Communications Process Engineering Communications Process Engineering is used to diagnose communications process problems and implement improvements. Effective business and manufacturing is much more than what happens on the shop floor. A lot goes on behind the scenes. For example, what do product development teams need to communicate within the team and to others within the organization? What critical information would manufacturing support staff such as quality, engineering and production control need to communicate to the workforce? Which information should be updated automatically from the process and what are the control thresholds? Which messages lend themselves to the various communications approaches such as visual, verbal, electronic or television? In short, the goal is to enhance performance by providing appropriate methods to deliver timely, actionable messages. One of the key tenets of Performance Management is feedback. Feedback needs to be SSIP – Specific, Sincere, Immediate, and Personalized. Much of today’s performance feedback is delayed by an hour, a day, a week, or even longer. Conversely, with timely targeted information, workers can take immediate steps for improved performance. Communications Process Engineering and Automated Communications Example Key Benefits
Activities
Visual systems provide effective tools to support performance management with a self-reporting and self-reinforcing workplace. Visual systems communicate schedule and performance data to the total workforce. These mechanisms help to synchronize production to the customer beat (Takt time), clearly display load vs. capacity, control the rate of material flow, communicate linearity, and involve each person in achieving plant goals. Out of control situations become clearly visible for corrective action. Visual systems include such things as color-coding, labeling tool positions, marking inventory locations, posting schedule boards – tracking production, workplace identification signs - flow paths, and kanban – queue controls. A visual device is a mechanism that is intentionally designed to share information vital to the task at hand, at a glance, so that what is supposed to happen, does happen. Some common visual devices are: Traditional: bulletin boards, white boards, performance charts - graphs; and Enhanced: Andon lights / boards, color-coded location / status, Kanban - pull system for visual inventory control and televisions / kiosks. Visual System Guidelines, Visual System Examples 5S - focuses on effective
workplace organization, simplifies the work process, improves housekeeping and
reduces waste while improving quality and safety. There is no hope for
efficiency or quality improvement with a dirty, disorganized workplace, wasting
time and materials. The five S’s stand for the five first letters of these
Japanese words shown with their corresponding English counterparts: ü Seiri Sort ü Seiton Set in Order ü Seiso Shine ü Seiketsu Standardize ü Shitsuke Sustain Key Benefits
Activities
Is the workplace cluttered, disorganized or dirty? Are visual cues unclear so that confusion reigns? If so, get help to conduct a 5S program and introduce Visual Controls.
|
Send mail to GregHart@HartInnovations.com
with
questions or comments about this web site.
|
