Mr. Barber is the General Manager and Senior Quality Consultant / Trainer for Omnex Canada Inc. He has been a full time consultant since 1998, and estimates a total of 5,000 hours of in-class instructional training and 3,000 hours of client consultation since that time.
Mr. Barber has over 20 years experience in the Quality profession with the majority of this time being spent in Quality Director / Manager and Quality Engineering roles. He has a diverse background with experience in the automotive, medical devices, consumer electronic, telecommunications, plastics, machining, and stamping industries. Mr. Barber has assisted companies in the development and implementation of cohesive quality systems that have resulted in the achievement of ISO 9001:1994, QS-9000, TS16949:1999, ISO 9001:2000, TS16949:2002, TL9000, ISO/IEC 17025 and Six Sigma projects.
Mr. Barber is a fourteen-year senior member of the American Society for Quality (ASQ) and is a Certified Quality Engineer. He received his Quality Assurance Certificate (accredited by the ASQ) from Centennial College of Applied Arts and Technology, has a diploma in Electronics from Radio College of Canada.
Omnex provides training, consulting and software to the international market with offices in the USA, Brazil, Canada, India, Mexico, Venezuela, China (PRC) and Thailand. Omnex offers over 70 training courses in business and quality management systems worldwide.
Workshop – When and Where to apply a specific tool?
History Quality (Tools) 1920 – Quality was a inspection function 1924 – Statistical Quality Control - Dr.Walter Shewhart 1930 – Acceptance Sample Late 1940’s – Could not produce quick enough (Japan Struggled) 1950’s – Quality Tools defined (Juran, Feiganbaum, Taguchi, etc.) 1960’s – FMEA’s in Aerospace, COQ loses favor 1980’s – ISO 9000, Six Sigma, (Tools part of business) 1990 to 2002 – Fine tune tools, program management 1970’s – QFD & Team Problem Solving (More Tools) 2006 – How to effectively & efficiently apply the right tools (does it work, at what $)
Having The “Right” Amount Of Detail To Identify The Issues Is Essential Too little detail will not expose the problem. Too much detail will hide the problem. Input Output Process Well we can see the issue is the process, but where? I can’t find the issue in all this detail!
A second level Pareto is used to drill down into the data.
In Minitab, chart defects data in ‘Flaws,’ BY variable in ‘Period.’
Flaws Period Scratch Day Scratch Day Peel Day Peel Day Smudge Day Scratch Day Other Day Other Evening Peel Evening Peel Evening Peel Evening Peel Evening Scratch Evening Scratch Evening Peel Night Scratch Night Smudge Night Scratch Night Peel Night Peel Night Peel Night Peel Night Other Night Other Night Scratch Night Scratch Night Peel Night Scratch Night Smudge Night Scratch Night Other Night Scratch Night Scratch Night Peel Weekend Peel Weekend Peel Weekend Smudge Weekend Smudge Weekend Smudge Weekend Other Weekend You should drill down using third level, fourth level, etc., as far as it makes sense in solving your problem.
The Fishbone Diagram, also known as the Cause and Effect Diagram or Ishikawa Diagram, is a graphical construct used to identify and explore on a single chart, in increasing detail, the possible causes which lead to a given effect. The ultimate aim is to work down through the causes to identify basic root causes of a problem.
FMEA Sequence Process Steps What can go wrong? What are the Effect(s)? How bad is it? What are the cause(s)? How can this be prevented and detected? How often does it happen? How good are the method(s) of detection? What can be done to improve the process? Risk Priority Number What is the new RPN? Analysis 1 Analysis 2 Analysis 3 Current Process Controls Detection Current Process Controls Prevention R P N D e t Occ Sev Actions Taken Action Results Responsibility & Target Completion Date Recomm’d Action(s) RPN Detec Occur Potential Cause(s)/ Mechanism(s) Of Failure Class Sev Potential Effect(s) of Failure Potential Failure Mode Process Function Require.
Calculate inventory days for each storage location
Label and date the map – current state map for….
Current State Mapping Icons Customer Delivery Supplier Delivery Outside Customer or Supplier Operation Operator I Inventory Storage Point I Inventory Pushed Ahead Shipment Data Box Electronic Information Flow Scheduling Information Flow
Draw value-added time down on the timeline, draw non value-added time up
Inventory Days Inventory Days Cycle Time Cycle Time Cycle Time Total N.V.A. Time Total V.A. Time
8400 pcs/mo Skid = 40 pieces Distributors & Installers Weekly FS = 600 SQ FS = 800 SQ FS = 300 SQ FS = 4000 SQ 9.5 days 7 days 2.4 days 1.9 days 5.2 days 11.4 days 25 seconds 60 seconds 35 seconds 20 seconds 40 seconds Weekly Ship Schedule Weekly Schedule C/T=25 sec. C/O= 90 sec. U/T = 95% QR = 99% SHEAR PUNCH 1 C/T=60 sec. C/O= 0 U/T = 95% QR = 98% 1 FS = 600 SQ S. WELD QR = 98% QR = 97% PAINT/BOX PRODUCTION CONTROL MRP Weekly PO fax 90/60/30 Day Forecast 90/60/30 Day Forecasts Weekly Order Weekly I Sheets 4000 I 3000 I 1000 I 800 I 2200 I 4800 Lead Time = 37.4 DAYS Production Time = 180 sec 2500 Sheets Michigan Steel Co. FORM 1 C/T=35 sec. C/O=40 min. U/T = 90% QR = 95% 1 C/T = 20 C/O=0 U/T = 99% 10 C/T=40 sec. C/O=0 U/T = 95% SHIPPING Staging
Future State Maps describe the value stream as it could be – the ideal state!
The Future State Map is the Blueprint you will use to plan improvement projects.
Future State Icons Withdrawal form a Supermarket Supermarket Withdrawal Kanban Leveling Production Kanban Kanban Path Signal Kanban OXOX Kaizen Project Required Kanban Post Kanban Arriving in Batches First-In First-Out Flow max 50 pcs FIFO
8400 pcs/mo Skid = 40 pieces Distributors & Installers Daily Daily Ship Schedule 2 Days 10 PAINT/BOX Body Cell 2 Days Daily 1 Present State Map DSM Cabinet Body Cell November 7, 2003 TT = 60 sec. PRODUCTION CONTROL MRP Daily PO fax 90/60/30 Day Forecast 90/60/30 Day Forecasts Daily Order 500 Sheets Michigan Steel Co. SHIPPING Staging 1 Day 40 C/T = 59 sec. C/O = 90 sec. Uptime = 99% FTQ = 99% FS = 875 FS = 4000 SQ C/T=40 sec. C/O=0 U/T = 95% FTQ = 97% 40 40
Process Scorecard for: ____________________ DSM Cabinet Body Mfg. 9. 5 Days 2 Days 79% 16. 5 Days 1 Day 94% 11. 4 Days 2 Days 82% 37. 4 Days 5 Days 87% 88% 94% + 6% 2300 SQ Ft. * 875 SQ Ft. * -1425 Sq Ft. 2. 4 Days 2.5 hours 85% 105 / OP. * 420 / OP. * 400% . 02% . 07% 250% * Mfg. Only. Measure Baseline State Present State Improvement Raw Inventory Days WIP Inventory Days F.G. Inventory Days Process Leadtime Process Efficiency Rolled Throughput Yield Floor Space E.P.E.I. Labor Productivity