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PeaCe

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Problem exterminator actions and Checked efficiency

Problem exterminator actions and Checked efficiency


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  • 1. Gábor Bárdos PeaCe – The new MINDSET of Gumiművek Phoenix Hungária Ltd.
  • 2.  
  • 3. Why?
    • We have to …
      • … change our mindset!
      • … understand the processes!
      • … be the best in the market!
    PeaCe – The new MINDSET
  • 4. The Temple of the PeaCe
  • 5. I. Based on Data
    • Data feedback – mostly in Access databases (inhouse developed)
    • Alarm levels
      • self alarm levels
      • feedback alarm levels
    • Extrusion
      • ppm from machine disturbs
      • ppm from Autoclave
      • ppm from 100% control
    • Autoclave
      • self ppm before heating
      • ppm from 100% control
    • 100% Control
      • ppm from over control
    • Marking
      • ppm from over control
    • Assembly
      • self ppm
      • ppm from over control
    • Over control
      • --
  • 6. Database samples
  • 7. II. 5S
    • Goal:
      • order in the plant
    • Tools:
      • Seiri - sorting and removing unnecessary items
      • Seiton - putting the necessary items in the real place
      • Seiso - cleaning
      • Seiketsu - visual controls and guidelines
      • Shitsuke - follow the standard + improvement
  • 8. II. 5S: Seiri – sorting and removing unnecessary items
      • sorting of all items:
        • removing the unnecessary items
        • marking the not ambiguous necessary items with orange label
      • Make a list about the usage of the orange labeled items in the test period
      • After the test period, according to the list, necessary – unnecessary decide
  • 9. II. 5S: Seiton – put in the real place
      • mark the place of all items
      • put the items in the marked place
      • marking the stocking areas
      • communicate the best layout
  • 10. II. 5S: Siketsu – visual controls and guidelines
      • make instructions
      • status documentation with photos
      • training
      • instruction into the production
    II. 5S: Shitsuke – follow the rules
      • trainings
      • follow the removing – placing – cleaning, check
      • improvements actions
    II. 5S: Seiso – cleaning
      • purchase of cleaning materials
      • training of the cleaning
      • making of the regular cleaning
      • kill the pollution root causes
  • 11. II. Standardized workplaces, methods, instructions
    • Goal:
      • Maximum support of the production with standardized, high quality instruction, standard working places, comparable working, quality work and cleanliness
      • To say HOW, not just WHAT!!
    • Tools:
      • Best practice industrialization
        • OK for economy, safety and quality
        • easy to understand the process
      • Unification of the same process points
      • Regular check (see IX. Efficiency check)
    Standardized working areas Quality in the documentation Nr1 High level document design
  • 12. III. Communication
    • Goal:
      • quick, based on data, transparent, planned and team building communication (meeting) methods
    • Tools:
      • PeaCe meetings (production line [PL] and plant [CC])
            • ActionMan
  • 13. III. Communication – Planned meeting Goal: Effective handling of the customer complaints and internal problems, structural improvement actions and effective follow up Key figure: Continually decreasing of the internal and external ppm results
    • Agenda:
    • customer complaints
    • internal ppm results from day before
    • overview of the quick analysis and quick actions
    • help for the deep analysis and action definition
    • open points, deadlines
    Output: Action plans Input (sample):
    • Extruder:
    • daily ppm results – area man
    • high ppm analysis – area man
  • 14. III. Communication
    • Tools:
      • PeaCe meeting [CC] - Plant
    Daily ppm results from the main processes Customer complaint table Open PeaCe actions
  • 15. II. Communication
    • Tools:
      • PeaCe meeting [CC]
    Daily ppm results
    • Open PeaCe actions:
    • Customer
    • Nr.
    • Open date
    • Failure description
    • Recurrence?
    • Actual action
    • Responsible
    • Deadline
    • PM – Protective measure
    • PD – Plan Do
    • CA – Check action
    Good/Bad parts
  • 16. II. Communication
    • Tools:
      • PeaCe meeting [CC] – customer complaints board
    Customer complaints (pcs and ppm) Lists, actions Last complaints with Ishikawa
  • 17. II. Communication
    • Tools:
      • PeaCe meeting [PL] – production line
    Good/bad parts
    • Open PeaCe Actions:
    • Nr
    • Open date
    • Failure description
    • Recurrence?
    • Actual actions
    • Responsible
    • Deadline
    • PM – Protective measure
    • PD – Plan Do
    • CA – Check Act
    Dailiy ppm results per shift Weekly ppm results Process spec. statistics
  • 18. II. Communication
    • Plant PeaCe meeting
      • participants:
        • process owners, area managers
        • plant manager
        • production manager
        • shift leader
        • quality manager
      • Agenda:
        • results from the day before  Open PeaCe form if it’s needed
        • actual complaints  Peace form
        • LLC failure parts
        • status of the open actions
        • other quality issues
    • Production line PeaCe meeting
      • participants:
        • process owner, area manager
        • group leader(s)
        • (worker)
      • Agenda:
        • results from the day before  Open PeaCe form if it’s needed
        • actual complaints  Peace form
        • LLC failure parts
        • status of the open actions
        • other quality issues
  • 19. IV. Failure detection – based on data
    • Goal:
      • Transparent , based on data failure description – action driving
    • Tools:
      • Customer (internal/external) side:
        • What
        • Why
        • When
        • Where
        • How
        • How many
      • Production side:
        • What
        • Was rework
        • When
        • Similar
        • Capturing
        • Recurrence
      • Compare the good and the bad parts!
    1 2 3
  • 20. IV. Failure detection – self control
    • Goal:
      • Improve the efficiency of the self control and degrease the not added value final control activities
    • Tools:
      • Integrated scrap analysis databases with automatic self-control statistic modules.
      • Regular feedback to the TOP 3 (10) workers with samples.
      • Improve the visualization of the failure descriptions, catalogues.
  • 21. V. Protective measure
    • Goal:
      • secure the customer, avoid the short time recurrence complaints
    • Tool:
      • Protective measure
      • Clear, visual failure description
      • Actions per process + sign from the production
      • Good part identification
      • Daily check
    1 2 3
  • 22. VI. Factors
    • Goal:
      • Understand the processes!
    • Tools:
      • Factors (FT)
        • The atoms of the processes …
      • 5 Why
        • Ask as the children …
      • FMEA
        • Failure Method and Effect Analysis
  • 23. VI. Factors
    • Factors - definitions
      • Those points, phase of the process or product, which are clear isolable, definable and measurable
      • The factors are the atoms of the process, which can be defined with parameters, and to cut to smaller units is not possible, or hasn’t got sense.
      • The factors are the blocks of the flowchart.
      • The factors are the setup parameters of a machine
      • In all cases the attributes of the factors have to be defined with parameters (Yes/No can be also parameter).
      • The factors has to be splitted – especially in case of non conformity – into the 2 following groups:
        • Occurrence
        • Not detection
  • 24. VI. Factors – 5Why
    • 5Why
      • Systematical method to find the real root cause. The five is not a law. You have to ask so many times, till you find the real root cause.
      • Example:
        • Surface damage on the Washington monument.
        • Why? – Hard, aggressive liquid onto the surface. Why? – Clean the pigeon guano. Why (lot of guano)? – They eat from the lot of spiders. Why (lot of spider)? – They eat from the lot of mosquito Why (lot of mosquito)? – They comes onto the light at nightfall.
        • Solution: switch on the lights just after dark!
        • www.isixsigma.com
  • 25. VI. Factors - FMEA
    • FMEA - sample
      • „ conventional” FMEA:
      • Factor FMEA columns :
    Factors Customer RPN Process RPN Product RPN Factor failure Effect on the process Effect on the product Effect on the customer
  • 26. VI. Factor FMEA N ew MINDSET
  • 27. VI. Factors – FMEA
    • Sample II.
    • Factor FMEA
    Spray head Spray head damage Viscosity Viscosity too high Temperature Pressure Temp. too high Press. too high
  • 28. VI. Factors
    • Factor – FMEA – 5 Why
    • Cause chain:
    • At high RPN numbers, or in case of customer complaint the 5Why onto the sub facto r s has to be used!
    Factors Causes, sub factors Fail Cause 1 Cause 2 Cause 3 Cause n
  • 29. VI. Factors
    • Factor – FMEA – 5 Why
    • Not ok Sticking
    Material surface Factors Glue type Glue quantity Place of gluing Time Causes Polluted clamp Cause 2.1 Cause 3.1 Cause 2.2 Polluted hose Missing rough Missing process step No sandpaper Run out, No order No minimum check Not in the stock system High RPN / complaint 5Why
  • 30. VII. Analysis, reproduction
    • Factor analysis
      • All occurrence factor.
      • All not detection factor
  • 31. VIII. Actions
    • Goal:
      • On the real root cause defined, easy follow up, documented action handlings
    • Tools:
      • PeaCe boards and forms
            • ActionMan
  • 32. VIII. Actions - ActionMan
    • Projects:
      • Customer claims, customer audits, internal audits, improvement projects… = PeaCe projects
      • Target has to be defined.
      • Project leader has to be appointed.
  • 33. VIII. Actions - ActionMan
    • PeaCe in the ActionMan:
    Factors from the Factor FMEA = Guided Brain Storming Actions Factors analysis, root causes
  • 34. IX. Efficiency check
    • Goal:
      • Well organized feed back about the actions, data delivery in the real time to the further action defines.
    • Tools
      • Lessons Learned Card
        • Internal audits
  • 35. IX. Lessons Learned Card
    • Goal:
      • Communication.
      • Well organized efficiency check.
      • Feed back.
    • Tool – LLC:
      • Failure description
      • Improvement description
      • Improvement validation
      • Efficiency check
      • All of the non conform part numbers, which are under LLC has to checked and analyzed in the daily PeaCe meeting!
    1 2 3 3 4
  • 36. IX. Efficiency check – internal audits
    • Goal:
      • Regularly self and management check
    • Types:
    Manag Start of prod and complaint audit Supplier audit Complete mindset audit PeaCe audit Actions and factor audit Complaint close audit Work station audit Quick audit Complete audit on 5 parts Product audit Production and stock processes Process audit Complete system audit System audit Area manag Description Type
  • 37. IX. Efficiency check – internal audits
    • Quick audit – Layered audit
    • Goal:
      • Self control, OJT (OnJobTraining)
    • Tool:
    Questions Result Action Check Process
  • 38. IX. Efficiency check – internal audits
    • Quick audit – Layout (+ methodology) audit
    • Tool:
    Questions Layout Results Process
  • 39. IX. Efficiency check – internal audits
    • Quick audit – Layered audit
    • Tool:
    Question daily self audit results QM check of the daily self audits Plant man. check of the complete process Process Well done audit Not well done audit
  • 40. X. Peace in the Customer Complaint Handling 4. Failure detection 5. Protective m. 3. Communication 5. Protectiv m. 4. Failure detection 6. Factors 7. Analysis 8. Actions 1. Communication 3. Communication 3. Commication 9. Efficiency 2. Standardization 9. Efficiency 1. Communication
  • 41. Thanks! Gábor Bárdos Head of Quality & Environment Management Gumiművek Phoenix Hungária Kft. Continental ContiTech Group Heating/Cooling/Turbo charger H-2600 Vác, Külső Rádi út 290/1 [email_address] Tel.: +36 27 513 528 | Fax: +36 27 513 550 | Mobil: +36 70 314 9144

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