Anticipatory Failure Determination <afd> is a method similar to FMEA in design, to extract and discover failures in design ad how to cope and manage these risks.
This document discusses maintenance management and phenomenon and mechanism analysis, specifically P-M analysis. P-M analysis was developed in Japan as a way to physically analyze chronic losses and their underlying causes. It involves 8 steps: 1) clarifying the phenomenon, 2) conducting a physical analysis, 3) defining constituent conditions, 4) studying correlations with production inputs, 5) establishing optimal conditions, 6) surveying causal factors, 7) determining abnormalities, and 8) proposing improvements. The document provides examples of using P-M analysis to identify abnormalities that cause failures in machines. It also discusses factors that could cause P-M analysis to be unsuccessful if not properly implemented.
This document provides an overview of Failure Mode and Effects Analysis (FMEA). FMEA is a systematic method used to evaluate potential failure modes in a design, process or service and their causes and effects. It involves analyzing potential failures, their likelihood and severity, and identifying actions to address potential failures with high risk priority numbers. The document defines key terms in FMEA like severity, occurrence, detection and risk priority number. It also outlines the FMEA process, including steps to identify potential failure modes, effects, causes, current controls and priority actions.
CADmantra Technologies Pvt. Ltd. is one of the best Cad training company in northern zone in India . which are provided many types of courses in cad field i.e AUTOCAD,SOLIDWORK,CATIA,CRE-O,Uniraphics-NX, CNC, REVIT, STAAD.Pro. And many courses
Contact: www.cadmantra.com
www.cadmantra.blogspot.com
www.cadmantra.wix.com
This document provides information and examples for evaluating airplane pilot performance. It includes six high-level performance appraisal methods: Management by Objectives, Critical Incident Method, Behaviorally Anchored Rating Scales, Behavioral Observation Scales, 360 Degree Feedback, and Checklist/Weighted Checklist Method. For each method, it describes the process, provides examples of performance factors and ratings, and notes advantages and disadvantages. The goal is to help managers objectively evaluate pilots and provide constructive feedback to improve their skills and job performance.
The document provides an overview of Advanced Product Quality Planning (APQP) and Production Part Approval Process (PPAP). It describes:
1) APQP as a cross-functional planning process with 5 phases to ensure a product meets customer expectations. It involves tools like DFMEA, PFMEA, control plans.
2) PPAP is required when a product or process changes and validates that production meets requirements. There are 5 submission levels with varying documentation required.
3) Both APQP and PPAP aim to launch defect-free products and improve quality, customer satisfaction and cost savings through thorough upfront planning and validation of designs and manufacturing processes.
This document provides an overview of Total Productive Maintenance (TPM). It discusses the 8 pillars of TPM including Overall Equipment Effectiveness (OEE), Autonomous Maintenance, Planned Maintenance, and others. It outlines the philosophy and goals of TPM, which include maximizing equipment efficiency with zero accidents, defects, and breakdowns. The document also provides examples of TPM implementation including forming cross-functional teams, conducting training, creating activity boards, and establishing steering committees to guide the TPM process.
This PDF talk about the difference between rework and repair with various examples / case studies.
For more information and free resources on IATF 16949:2016, visit here - https://submastery.com/
This document discusses maintenance management and phenomenon and mechanism analysis, specifically P-M analysis. P-M analysis was developed in Japan as a way to physically analyze chronic losses and their underlying causes. It involves 8 steps: 1) clarifying the phenomenon, 2) conducting a physical analysis, 3) defining constituent conditions, 4) studying correlations with production inputs, 5) establishing optimal conditions, 6) surveying causal factors, 7) determining abnormalities, and 8) proposing improvements. The document provides examples of using P-M analysis to identify abnormalities that cause failures in machines. It also discusses factors that could cause P-M analysis to be unsuccessful if not properly implemented.
This document provides an overview of Failure Mode and Effects Analysis (FMEA). FMEA is a systematic method used to evaluate potential failure modes in a design, process or service and their causes and effects. It involves analyzing potential failures, their likelihood and severity, and identifying actions to address potential failures with high risk priority numbers. The document defines key terms in FMEA like severity, occurrence, detection and risk priority number. It also outlines the FMEA process, including steps to identify potential failure modes, effects, causes, current controls and priority actions.
CADmantra Technologies Pvt. Ltd. is one of the best Cad training company in northern zone in India . which are provided many types of courses in cad field i.e AUTOCAD,SOLIDWORK,CATIA,CRE-O,Uniraphics-NX, CNC, REVIT, STAAD.Pro. And many courses
Contact: www.cadmantra.com
www.cadmantra.blogspot.com
www.cadmantra.wix.com
This document provides information and examples for evaluating airplane pilot performance. It includes six high-level performance appraisal methods: Management by Objectives, Critical Incident Method, Behaviorally Anchored Rating Scales, Behavioral Observation Scales, 360 Degree Feedback, and Checklist/Weighted Checklist Method. For each method, it describes the process, provides examples of performance factors and ratings, and notes advantages and disadvantages. The goal is to help managers objectively evaluate pilots and provide constructive feedback to improve their skills and job performance.
The document provides an overview of Advanced Product Quality Planning (APQP) and Production Part Approval Process (PPAP). It describes:
1) APQP as a cross-functional planning process with 5 phases to ensure a product meets customer expectations. It involves tools like DFMEA, PFMEA, control plans.
2) PPAP is required when a product or process changes and validates that production meets requirements. There are 5 submission levels with varying documentation required.
3) Both APQP and PPAP aim to launch defect-free products and improve quality, customer satisfaction and cost savings through thorough upfront planning and validation of designs and manufacturing processes.
This document provides an overview of Total Productive Maintenance (TPM). It discusses the 8 pillars of TPM including Overall Equipment Effectiveness (OEE), Autonomous Maintenance, Planned Maintenance, and others. It outlines the philosophy and goals of TPM, which include maximizing equipment efficiency with zero accidents, defects, and breakdowns. The document also provides examples of TPM implementation including forming cross-functional teams, conducting training, creating activity boards, and establishing steering committees to guide the TPM process.
This PDF talk about the difference between rework and repair with various examples / case studies.
For more information and free resources on IATF 16949:2016, visit here - https://submastery.com/
The document discusses Failure Mode and Effects Analysis (FMEA), a systematic method for evaluating potential failures in design, manufacturing, and production processes. It was originally developed in the 1940s for the military and is now commonly used in various industries. An FMEA involves analyzing how and how often a process might fail and classifying the failures by severity, occurrence, and detection. The analysis helps prioritize risks and identify actions needed to prevent failures.
This document provides an overview of Failure Mode and Effects Analysis (FMEA). It discusses that FMEA is a systematic group activity to recognize and evaluate potential failures, identify actions to address failures, and document findings. The document outlines the different types of FMEAs, including Design FMEA and Process FMEA. It also describes the typical steps to conduct a Process FMEA, including developing a process flow, identifying failure modes and their causes and effects, and estimating the risk priority number. The FMEA is presented as a team tool to prevent failures.
This document provides forms and checklists to support Kaizen and quality improvement programs. It includes an overview of Kaizen and its benefits in driving improvements to create a leaner business. Various Kaizen tools and methods are described such as 5S, value stream mapping, PDCA cycles and A3 problem solving. Checklists and forms are presented to guide activities like setting targets, observing processes, identifying issues, planning and tracking improvements through Kaizen workshops and events. The goal is to establish standard work and continuously measure and improve performance.
The document discusses failure mode and effects analysis (FMEA). It provides definitions and descriptions of different types of FMEAs, including design FMEA (DFMEA) which focuses on potential design failures, and process FMEA (PFMEA) which focuses on potential process failures and their causes. The document outlines the key steps in conducting a PFMEA, including developing a process flow diagram, identifying potential failure modes and their effects and causes, analyzing the risks associated with failures, and creating a process control plan to address potential failures.
The document outlines an agenda for an FMEA training workshop. It discusses Failure Mode and Effects Analysis (FMEA), including its history, purpose, and process. FMEA is a methodology used to ensure potential problems are addressed in product and process development. The agenda includes explaining FMEA, its use as a design tool, the development process, management's role, team member responsibilities, and examples. It provides details on FMEA scope, functions, failure modes, effects, occurrence, detection, and criticality analysis. The workshop aims to train participants on effectively developing and applying FMEAs.
[To download this poster, visit:
https://www.oeconsulting.com.sg/training-presentations]
The Quality Maintenance (Hinshitsu Hozen) Poster describes the systematic approach for establishing and maintaining zero-defect conditions to create 100% good products.
The poster comes in four monochrome variations. Formatted in PDF and in editable PPTX, the poster can be easily printed on an A3 or A4-sized paper from an office copier machine and displayed on employee workstations, or distributed together with your workshop handouts.
The Quality Maintenance Poster complements the 'Quality Maintenance (Hinshitsu Hozen)' training presentation materials. It serves as a takeaway and summary of your TPM and Quality Maintenance presentation.
The 8 Steps of Quality Maintenance are:
Step 1: Verify the Existing Situation
Step 2: Investigate the Processes where Defects Occur
Step 3: Identify & Analyze 4M Conditions
Step 4: Plan Action to Correct Deficiencies
Step 5: Establish Conditions that Allow Good Products to be Achieved
Step 6: Eliminate Flaws in 4M Conditions and Finalize
Step 7: Consolidate Checking Methods
Step 8: Determine Standard Values for Checks & Revise Standards
To downoad this poster, visit:
https://www.oeconsulting.com.sg/training-presentations
FMEA is a systematic tool used to identify potential failures, prioritize them, and develop prevention methods. It generates a living document updated regularly. An FMEA team brainstorms failures, assigns severity, occurrence, and detection ratings, and calculates a Risk Priority Number to prioritize failures. The team then takes actions to eliminate or reduce high priority failures. FMEA is most effective when conducted early in the design process to prevent failures.
The document discusses failure mode and effects analysis (FMEA) of engine systems to identify potential failures, analyze their causes and effects, and determine corrective actions to improve reliability. It provides details on conducting a DFMEA, including assembling a cross-functional team, documenting functions and potential failure modes, analyzing severity, occurrence, and detection of failures, and calculating a risk priority number. The goal is to iteratively conduct the DFMEA, take corrective actions, and reduce the risk priority numbers to design more reliable engine components and systems.
The document discusses Process Failure Modes and Effects Analysis (PFMEA) which analyzes manufacturing and assembly processes to identify potential failure modes caused by process deficiencies. A PFMEA includes a process flow diagram, failure analysis matrix, and process control plan. It assumes the design is valid, analyzes failure causes and effects, and recommends actions to eliminate root causes and detect failures. Benefits include improved processes, performance monitoring, and prioritizing resources to ensure process improvements benefit customers.
John Day developed a proactive maintenance process in 1978 and manage maintenance and engineering at Alumax Mt. Holly and later at Alcoa Mt Holly for over 20 years. These are the slides he presented at the 1997 SMRP Conference. Great slides with great information. If you would like the slides and not PDF send me an email at rsmith@maintenancebestpractices.com. I worked for John Day back in the early 1980s which started my journey in Proactive Maintenance.
Total Productive Maintenance (TPM) is a Japanese concept that involves all employees in an organization working together to improve equipment reliability and reduce breakdowns and losses. The goals of TPM include increasing production quality and job satisfaction through continuous improvement efforts and empowering employees. It aims to move organizations from a breakdown-based model of maintenance to a proactive, preventative approach through techniques like predictive maintenance, overall equipment effectiveness measurement, and 5S practices.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Explore the evolution of Kaizen, a transformative strategy originating in the 1980s that has revolutionized the success of renowned Japanese companies like Toyota. Beyond a conventional management concept, Kaizen is a dynamic and contemporary approach to achieving continuous improvement, fostering a culture that adapts to the demands of the modern business landscape.
Key Insights:
1. Adaptable Evolution: Kaizen has evolved into a dynamic strategy that remains a cornerstone for continuous improvement, adaptable to the fast-paced modern business world.
2. Inclusive Empowerment: Kaizen involves all levels of an organization, empowering everyone to contribute to the pursuit of perfection and fostering a culture of innovation.
3. Daily Improvement Culture: Beyond a management concept, Kaizen is a lifestyle that encourages a culture of perpetual improvement, seizing daily opportunities for organizational enhancement.
4. Collaborative Problem Solving: Kaizen excels in solving cross-functional challenges, fostering collaboration and innovation across departments.
5. Customer-Centric Excellence: Kaizen is inherently customer-driven, focusing on quality, cost, and scheduling to keep organizations competitive and responsive.
6. Process-Focused Thinking: Kaizen places a significant emphasis on process-oriented thinking, inspiring continuous improvement by delving into core organizational processes.
This Kaizen PPT training presentation is crafted for today's business leaders, managers, supervisors, facilitators, and continuous improvement steering committees. It serves as a comprehensive guide to kick-start and implement Kaizen activities in work areas, ensuring organizations can drive meaningful change and achieve enduring success in the contemporary business landscape.
LEARNING OBJECTIVES
1. Comprehend the fundamental concepts of Kaizen, including its principles and philosophy.
2. Acquire knowledge of Kaizen management practices, focusing on their application to enhance organizational performance.
3. Develop proficiency in implementing Kaizen activities to systematically eliminate waste and drive continuous improvement within the organization.
4. Learn problem-solving tools and techniques for effective Kaizen implementation, emphasizing the crucial role of management.
CONTENTS
1. Introduction to Kaizen
2. Kaizen Concepts
3. Kaizen Practices
4. Kaizen Management
5. Kaizen Approach to Problem Solving
6. Key Kaizen Problem Solving Tools
7. Kaizen Implementation
8. Key Factors for Kaizen Success
ABOUT THE TRAINING PROGRAM :-
Failure Mode and Effects Analysis or FMEA is a structured technique to analyze a process to determine shortcomings and opportunities for improvement. By assessing the severity of a potential failure, the likelihood that the failure will occur, and the chance of detecting the failure, dozens or even hundreds of potential issues can be prioritized for improvement.
DESIGNED FOR :-
Sr. Engineer, Engineer, Supervisor and Foreman engaged in maintenance, operation, Store, Supply chain, Quality, Safety and Engineering activities.
OBJECTIVE :-
Employees completing this training will be able to effectively participate on an FMEA team and can make immediate contributions to quality and productivity improvement efforts.
The document describes a technical risk methodology proposed by QAI Inc. that utilizes multiple levels of analysis with increasing detail to assess risk. It involves considering potential failure modes and their causes related to methods, machines, materials, measurement, environmental factors, and human factors. The methodology uses tools like Ishikawa diagrams, P-diagrams, FMEAs, fault tree analysis, and human factors analysis to identify risks and recommend preventative and detective controls. The goal is to focus efforts only on exceptions and drive processes toward mistake-proofing and variation control.
This document contains a job performance evaluation form for an account specialist. It includes sections to rate an employee's performance on various factors such as administration, communication, teamwork, and customer service. It also includes spaces for noting employee strengths, areas for improvement, and signatures. The subsequent pages provide additional resources for performance evaluations, including example phrases to use in evaluations and descriptions of key performance indicators and job responsibilities for an account specialist.
The document discusses strategies for achieving manufacturing excellence, including adopting a lean approach, strengthening manufacturing capabilities, and establishing world-class manufacturing processes. It emphasizes continuous improvement, quality focus, flexibility, and customer orientation. Specific initiatives outlined include 5S discipline, waste reduction, visual factory layouts, performance tracking, and training programs.
This document provides an overview of conducting a Process Failure Modes and Effects Analysis (P-FMEA). A P-FMEA helps improve processes, reduce failures, monitor production issues, improve quality checks, and teaches systematic analysis. The key steps include: 1) Listing all process steps and potential failures, 2) Estimating the likelihood of failures, 3) Recording prevention and detection actions, 4) Calculating a Risk Priority Number, and 5) Proposing improvements for high priority risks. An example of analyzing a solar concentrator subsystem in a solar power system is provided. The assumptions, inputs/outputs, and 6-step approach to conducting a P-FMEA are outlined.
The document discusses Process Failure Mode and Effect Analysis (PFMEA). It explains that every product or process can have failure modes, even established ones, and that effective FMEAs require a team effort and should be done early in the design process. It also outlines the basic steps for a process FMEA, which involves identifying potential failures, effects, risks, and taking actions to reduce high-risk failures. The objective is to uncover process problems and reduce the risk of failures affecting products, efficiency or safety.
The document provides an overview of Failure Mode and Effects Analysis (FMEA) as a tool to identify, analyze, and prevent potential product and process failures. It discusses the history and definitions of FMEA, the different types of FMEAs (system, design, process), how to conduct an FMEA including forming a team, terminology, scoring, and developing action plans to address high risks.
This document provides an overview of Failure Mode and Effects Analysis (FMEA) as a tool for analyzing and managing risks in product design and processes. It discusses how FMEA is used to systematically prioritize risks, identify ways to reduce causes of failure, and document prevention plans. The key steps of an FMEA include determining potential failure modes and their effects, identifying causes, assessing current controls, and calculating risk priorities to inform action planning. FMEA should be conducted throughout the design process and involve cross-functional teams.
The document provides information on conducting a Failure Modes and Effects Analysis (FMEA) to identify potential failures, their causes and effects, and determine appropriate actions. It discusses when an FMEA should be used, the different types (system, design, process), how to link it to other Lean Six Sigma tools like SIPOC, process map and Cause & Effect matrix. The document outlines the FMEA procedure and provides an example of conducting an FMEA on the process of making coffee at the All Ranks Club to improve customer satisfaction.
The Effectiveness of the Hazard and Operability Study Methodology in Process ...PECB
HAZOP is the acronym for HAZard and OPerability study. It is a structured and systematic examination of a planned or existing product, process, procedure or system. It is used to identify risks to people, equipment, environment and/or organizational objectives, focusing primarily on the design intent of the particular system.
The presentation introduces best practice approaches in conducting a HAZOP Study based on IEC Standard- 61882.
In this webinar, the presenter speaks freely of his experience in leading an actual HAZOP Study and highlights the advantages of this risk assessment technique.
Main points covered:
• How to create awareness of the use of the Hazard and Operability (HAZOP) Methodology in process Hazard Analysis (PHA)?
• How to familiarize Potential HAZOP Team Members with their Roles and Responsibilities in the HAZOP Examination of a Typical Facility?
A Case Summary Study Approach will be used based on the presenter’s own experience of leading an actual HAZOP Study.
Presenter:
This session was presented by PECB Trainer Jacob McLean, Principal Consultant and Managing Director of Kaizen Training & Management Consultants Limited.
Link of the recorded session published on YouTube: https://youtu.be/IvsrlHFADTo
The document discusses Failure Mode and Effects Analysis (FMEA), a systematic method for evaluating potential failures in design, manufacturing, and production processes. It was originally developed in the 1940s for the military and is now commonly used in various industries. An FMEA involves analyzing how and how often a process might fail and classifying the failures by severity, occurrence, and detection. The analysis helps prioritize risks and identify actions needed to prevent failures.
This document provides an overview of Failure Mode and Effects Analysis (FMEA). It discusses that FMEA is a systematic group activity to recognize and evaluate potential failures, identify actions to address failures, and document findings. The document outlines the different types of FMEAs, including Design FMEA and Process FMEA. It also describes the typical steps to conduct a Process FMEA, including developing a process flow, identifying failure modes and their causes and effects, and estimating the risk priority number. The FMEA is presented as a team tool to prevent failures.
This document provides forms and checklists to support Kaizen and quality improvement programs. It includes an overview of Kaizen and its benefits in driving improvements to create a leaner business. Various Kaizen tools and methods are described such as 5S, value stream mapping, PDCA cycles and A3 problem solving. Checklists and forms are presented to guide activities like setting targets, observing processes, identifying issues, planning and tracking improvements through Kaizen workshops and events. The goal is to establish standard work and continuously measure and improve performance.
The document discusses failure mode and effects analysis (FMEA). It provides definitions and descriptions of different types of FMEAs, including design FMEA (DFMEA) which focuses on potential design failures, and process FMEA (PFMEA) which focuses on potential process failures and their causes. The document outlines the key steps in conducting a PFMEA, including developing a process flow diagram, identifying potential failure modes and their effects and causes, analyzing the risks associated with failures, and creating a process control plan to address potential failures.
The document outlines an agenda for an FMEA training workshop. It discusses Failure Mode and Effects Analysis (FMEA), including its history, purpose, and process. FMEA is a methodology used to ensure potential problems are addressed in product and process development. The agenda includes explaining FMEA, its use as a design tool, the development process, management's role, team member responsibilities, and examples. It provides details on FMEA scope, functions, failure modes, effects, occurrence, detection, and criticality analysis. The workshop aims to train participants on effectively developing and applying FMEAs.
[To download this poster, visit:
https://www.oeconsulting.com.sg/training-presentations]
The Quality Maintenance (Hinshitsu Hozen) Poster describes the systematic approach for establishing and maintaining zero-defect conditions to create 100% good products.
The poster comes in four monochrome variations. Formatted in PDF and in editable PPTX, the poster can be easily printed on an A3 or A4-sized paper from an office copier machine and displayed on employee workstations, or distributed together with your workshop handouts.
The Quality Maintenance Poster complements the 'Quality Maintenance (Hinshitsu Hozen)' training presentation materials. It serves as a takeaway and summary of your TPM and Quality Maintenance presentation.
The 8 Steps of Quality Maintenance are:
Step 1: Verify the Existing Situation
Step 2: Investigate the Processes where Defects Occur
Step 3: Identify & Analyze 4M Conditions
Step 4: Plan Action to Correct Deficiencies
Step 5: Establish Conditions that Allow Good Products to be Achieved
Step 6: Eliminate Flaws in 4M Conditions and Finalize
Step 7: Consolidate Checking Methods
Step 8: Determine Standard Values for Checks & Revise Standards
To downoad this poster, visit:
https://www.oeconsulting.com.sg/training-presentations
FMEA is a systematic tool used to identify potential failures, prioritize them, and develop prevention methods. It generates a living document updated regularly. An FMEA team brainstorms failures, assigns severity, occurrence, and detection ratings, and calculates a Risk Priority Number to prioritize failures. The team then takes actions to eliminate or reduce high priority failures. FMEA is most effective when conducted early in the design process to prevent failures.
The document discusses failure mode and effects analysis (FMEA) of engine systems to identify potential failures, analyze their causes and effects, and determine corrective actions to improve reliability. It provides details on conducting a DFMEA, including assembling a cross-functional team, documenting functions and potential failure modes, analyzing severity, occurrence, and detection of failures, and calculating a risk priority number. The goal is to iteratively conduct the DFMEA, take corrective actions, and reduce the risk priority numbers to design more reliable engine components and systems.
The document discusses Process Failure Modes and Effects Analysis (PFMEA) which analyzes manufacturing and assembly processes to identify potential failure modes caused by process deficiencies. A PFMEA includes a process flow diagram, failure analysis matrix, and process control plan. It assumes the design is valid, analyzes failure causes and effects, and recommends actions to eliminate root causes and detect failures. Benefits include improved processes, performance monitoring, and prioritizing resources to ensure process improvements benefit customers.
John Day developed a proactive maintenance process in 1978 and manage maintenance and engineering at Alumax Mt. Holly and later at Alcoa Mt Holly for over 20 years. These are the slides he presented at the 1997 SMRP Conference. Great slides with great information. If you would like the slides and not PDF send me an email at rsmith@maintenancebestpractices.com. I worked for John Day back in the early 1980s which started my journey in Proactive Maintenance.
Total Productive Maintenance (TPM) is a Japanese concept that involves all employees in an organization working together to improve equipment reliability and reduce breakdowns and losses. The goals of TPM include increasing production quality and job satisfaction through continuous improvement efforts and empowering employees. It aims to move organizations from a breakdown-based model of maintenance to a proactive, preventative approach through techniques like predictive maintenance, overall equipment effectiveness measurement, and 5S practices.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Explore the evolution of Kaizen, a transformative strategy originating in the 1980s that has revolutionized the success of renowned Japanese companies like Toyota. Beyond a conventional management concept, Kaizen is a dynamic and contemporary approach to achieving continuous improvement, fostering a culture that adapts to the demands of the modern business landscape.
Key Insights:
1. Adaptable Evolution: Kaizen has evolved into a dynamic strategy that remains a cornerstone for continuous improvement, adaptable to the fast-paced modern business world.
2. Inclusive Empowerment: Kaizen involves all levels of an organization, empowering everyone to contribute to the pursuit of perfection and fostering a culture of innovation.
3. Daily Improvement Culture: Beyond a management concept, Kaizen is a lifestyle that encourages a culture of perpetual improvement, seizing daily opportunities for organizational enhancement.
4. Collaborative Problem Solving: Kaizen excels in solving cross-functional challenges, fostering collaboration and innovation across departments.
5. Customer-Centric Excellence: Kaizen is inherently customer-driven, focusing on quality, cost, and scheduling to keep organizations competitive and responsive.
6. Process-Focused Thinking: Kaizen places a significant emphasis on process-oriented thinking, inspiring continuous improvement by delving into core organizational processes.
This Kaizen PPT training presentation is crafted for today's business leaders, managers, supervisors, facilitators, and continuous improvement steering committees. It serves as a comprehensive guide to kick-start and implement Kaizen activities in work areas, ensuring organizations can drive meaningful change and achieve enduring success in the contemporary business landscape.
LEARNING OBJECTIVES
1. Comprehend the fundamental concepts of Kaizen, including its principles and philosophy.
2. Acquire knowledge of Kaizen management practices, focusing on their application to enhance organizational performance.
3. Develop proficiency in implementing Kaizen activities to systematically eliminate waste and drive continuous improvement within the organization.
4. Learn problem-solving tools and techniques for effective Kaizen implementation, emphasizing the crucial role of management.
CONTENTS
1. Introduction to Kaizen
2. Kaizen Concepts
3. Kaizen Practices
4. Kaizen Management
5. Kaizen Approach to Problem Solving
6. Key Kaizen Problem Solving Tools
7. Kaizen Implementation
8. Key Factors for Kaizen Success
ABOUT THE TRAINING PROGRAM :-
Failure Mode and Effects Analysis or FMEA is a structured technique to analyze a process to determine shortcomings and opportunities for improvement. By assessing the severity of a potential failure, the likelihood that the failure will occur, and the chance of detecting the failure, dozens or even hundreds of potential issues can be prioritized for improvement.
DESIGNED FOR :-
Sr. Engineer, Engineer, Supervisor and Foreman engaged in maintenance, operation, Store, Supply chain, Quality, Safety and Engineering activities.
OBJECTIVE :-
Employees completing this training will be able to effectively participate on an FMEA team and can make immediate contributions to quality and productivity improvement efforts.
The document describes a technical risk methodology proposed by QAI Inc. that utilizes multiple levels of analysis with increasing detail to assess risk. It involves considering potential failure modes and their causes related to methods, machines, materials, measurement, environmental factors, and human factors. The methodology uses tools like Ishikawa diagrams, P-diagrams, FMEAs, fault tree analysis, and human factors analysis to identify risks and recommend preventative and detective controls. The goal is to focus efforts only on exceptions and drive processes toward mistake-proofing and variation control.
This document contains a job performance evaluation form for an account specialist. It includes sections to rate an employee's performance on various factors such as administration, communication, teamwork, and customer service. It also includes spaces for noting employee strengths, areas for improvement, and signatures. The subsequent pages provide additional resources for performance evaluations, including example phrases to use in evaluations and descriptions of key performance indicators and job responsibilities for an account specialist.
The document discusses strategies for achieving manufacturing excellence, including adopting a lean approach, strengthening manufacturing capabilities, and establishing world-class manufacturing processes. It emphasizes continuous improvement, quality focus, flexibility, and customer orientation. Specific initiatives outlined include 5S discipline, waste reduction, visual factory layouts, performance tracking, and training programs.
This document provides an overview of conducting a Process Failure Modes and Effects Analysis (P-FMEA). A P-FMEA helps improve processes, reduce failures, monitor production issues, improve quality checks, and teaches systematic analysis. The key steps include: 1) Listing all process steps and potential failures, 2) Estimating the likelihood of failures, 3) Recording prevention and detection actions, 4) Calculating a Risk Priority Number, and 5) Proposing improvements for high priority risks. An example of analyzing a solar concentrator subsystem in a solar power system is provided. The assumptions, inputs/outputs, and 6-step approach to conducting a P-FMEA are outlined.
The document discusses Process Failure Mode and Effect Analysis (PFMEA). It explains that every product or process can have failure modes, even established ones, and that effective FMEAs require a team effort and should be done early in the design process. It also outlines the basic steps for a process FMEA, which involves identifying potential failures, effects, risks, and taking actions to reduce high-risk failures. The objective is to uncover process problems and reduce the risk of failures affecting products, efficiency or safety.
The document provides an overview of Failure Mode and Effects Analysis (FMEA) as a tool to identify, analyze, and prevent potential product and process failures. It discusses the history and definitions of FMEA, the different types of FMEAs (system, design, process), how to conduct an FMEA including forming a team, terminology, scoring, and developing action plans to address high risks.
This document provides an overview of Failure Mode and Effects Analysis (FMEA) as a tool for analyzing and managing risks in product design and processes. It discusses how FMEA is used to systematically prioritize risks, identify ways to reduce causes of failure, and document prevention plans. The key steps of an FMEA include determining potential failure modes and their effects, identifying causes, assessing current controls, and calculating risk priorities to inform action planning. FMEA should be conducted throughout the design process and involve cross-functional teams.
The document provides information on conducting a Failure Modes and Effects Analysis (FMEA) to identify potential failures, their causes and effects, and determine appropriate actions. It discusses when an FMEA should be used, the different types (system, design, process), how to link it to other Lean Six Sigma tools like SIPOC, process map and Cause & Effect matrix. The document outlines the FMEA procedure and provides an example of conducting an FMEA on the process of making coffee at the All Ranks Club to improve customer satisfaction.
The Effectiveness of the Hazard and Operability Study Methodology in Process ...PECB
HAZOP is the acronym for HAZard and OPerability study. It is a structured and systematic examination of a planned or existing product, process, procedure or system. It is used to identify risks to people, equipment, environment and/or organizational objectives, focusing primarily on the design intent of the particular system.
The presentation introduces best practice approaches in conducting a HAZOP Study based on IEC Standard- 61882.
In this webinar, the presenter speaks freely of his experience in leading an actual HAZOP Study and highlights the advantages of this risk assessment technique.
Main points covered:
• How to create awareness of the use of the Hazard and Operability (HAZOP) Methodology in process Hazard Analysis (PHA)?
• How to familiarize Potential HAZOP Team Members with their Roles and Responsibilities in the HAZOP Examination of a Typical Facility?
A Case Summary Study Approach will be used based on the presenter’s own experience of leading an actual HAZOP Study.
Presenter:
This session was presented by PECB Trainer Jacob McLean, Principal Consultant and Managing Director of Kaizen Training & Management Consultants Limited.
Link of the recorded session published on YouTube: https://youtu.be/IvsrlHFADTo
МАРИНА ШУЛЬГА «Чому розробка ядерних програм США може навчити софтверних тест...QADay
Lviv Quality Assurance Day 2018
МАРИНА ШУЛЬГА
«Чому розробка ядерних програм США може навчити софтверних тестерів. Risk Assessment в дії»
Телеграм канал: wwww.t.me/goqameetup
Фейсбук сторінці: www.fb.com/goqaevent
Сайт: www.qaday.org
This document provides an overview of Failure Mode and Effects Analysis (FMEA). FMEA is a systematic method for evaluating potential failure modes within a design, identifying their causes and effects, and prioritizing risks. The document outlines the history and purpose of FMEA, defines key terms, and describes how to conduct an FMEA, including establishing a team, documenting the process on a worksheet, scoring risks, and developing action plans. FMEA is a useful tool for proactively identifying and mitigating risks within a product or process design to improve quality and prevent failures.
Corrective and Preventative Action (CAPA) is a system of quality procedures required to eliminate the causes of an existing nonconformity and to prevent recurrence of nonconforming product, processes, and other quality problems.
The document provides an overview and agenda for a training on Failure Mode and Effects Analysis (FMEA). It discusses the history and purpose of FMEAs, how they are used to systematically identify and prevent potential failures in products and processes, and the benefits of conducting FMEAs. The training will cover both Design FMEAs (DFMEA) and Process FMEAs (PFMEA) and include exercises for participants to work through.
This document discusses reliability engineering and how it fits within the system engineering lifecycle. It provides an overview of reliability engineering processes and tools used to optimize risk for projects. Some key points made include:
- Reliability engineering exists to help design out failure modes and reduce operational risk through a partnership with system engineering teams.
- Reliability processes are applied throughout the project lifecycle from requirements development through operations and disposal. Tools include FMEA, FTA, simulation, testing and data analysis.
- The goal is for engineers to think about both success space (how things work) and failure space (how things can fail) to design out failures and ensure mission success.
CompTIA exam study guide presentations by instructor Brian Ferrill, PACE-IT (Progressive, Accelerated Certifications for Employment in Information Technology)
"Funded by the Department of Labor, Employment and Training Administration, Grant #TC-23745-12-60-A-53"
Learn more about the PACE-IT Online program: www.edcc.edu/pace-it
This document outlines a software development process improvement plan consisting of addressing common problems, implementing the improvement concept, creating an implementation plan, establishing measurements, and realizing benefits. The implementation plan involves developing a strategy map, disciplining people, optimizing processes using techniques like Kaizen and Kanban, utilizing open source technology like JIRA, and establishing balanced scorecard measurements. The goal is to improve people, processes, and technology to increase customer satisfaction, project control and quality, while reducing costs and increasing revenue through continuous improvement.
This document outlines challenges in process industries like maximizing production while ensuring quality and safety. It discusses the importance of troubleshooting skills given increasing risks and responsibilities. While most training approaches are too generic or equipment-specific, the presented approach describes a 5-phase troubleshooting methodology including understanding the background, identifying event sequences, analyzing causes, making conclusions, and providing recommendations. The goal is to teach a systematic approach while prioritizing safety.
This document discusses tools and methods for assessing risk in projects. It introduces risk assessment and explains that risk management proactively identifies, assesses, and mitigates risks throughout a project. Several tools are described for assessing risk, including a risk standards matrix, risk identification matrix, and controls assessment matrix. The risk standards matrix prompts consideration of how a project may impact various areas. The risk identification matrix involves brainstorming risks, prioritizing their potential impact and likelihood, and focusing on high impact/likelihood risks. The controls assessment matrix identifies controls to mitigate high priority risks and ensures controls are sufficient.
Introduction of FMEA; Definition, Activities, important terms, factors, RPN; Process of FMEA; Steps of FMEA
Types of FMEA; FMEA Application; FMEA Related Tools:
Root Cause Analysis, Pareto Chart, Cause Effect Diagram
The document provides an overview of a presentation on Process Failure Mode and Effects Analysis (PFMEA) which is a tool used to identify potential failures in a manufacturing or assembly process and ensure product quality. It discusses the purpose and benefits of a PFMEA, the roles of team members, how to conduct a PFMEA including developing a process flow diagram, and key terms used in a PFMEA. The overall goal is to familiarize participants with PFMEAs and how they can be used to prevent failures and improve processes.
The document discusses corrective and preventive actions (CAPA) for recurring problems. It explains that CAPA is a structured process required by ISO 9001 to investigate nonconformities, determine appropriate corrections and actions, and measure effectiveness. The CAPA process involves defining the problem, investigating the root cause, developing solutions, verifying the solutions address the root cause, and checking effectiveness. Root cause analysis tools discussed include 5 whys, cause-and-effect diagrams, IS/IS NOT analysis, and the 8D (eight disciplines) approach. The document emphasizes finding facts over fault to properly solve problems.
Reducing Product Development Risk with Reliability Engineering MethodsWilde Analysis Ltd.
Overview of how reliability engineering methodology and software tools can help companies manage risk during product development and improve performance.
Presented at the Interplas'2011 exhibition and conference at the NEC on 27th October 2011 by Mike McCarthy.
This presentation looks at how ‘Reliability Engineering’ tools and methods are used to reduce risk in a typical product development lifecycle involving both plastic and metallic components. These tools range in complexity from simple approaches to managing product reliability data to the application of sophisticated simulation methods on large systems with complex duty cycles. Three examples are:
- Failure Mode Effects (and Criticality) Analysis (FMECA) to identify, manage and reuse information on what could go wrong with a design or manufacturing process and how to avoid it
- Design of Experiments for optimising performance through a structured and efficient study of parameters that affect the product or manufacturing process (e.g. injection moulding)
- Accelerated Life Testing to identify potential long term failure modes of products released to market within a shortened development time.
We will explore how gathering enough of the right kind of data and applying it in an intelligent way can reduce risk, not only in plastic product design and manufacture, but also in managing the associated supply chain and in the ‘Whole Life Management’ of products (including warranties). Furthermore, we will show how ‘sparse’ data gathered from previous or similar products, such as field/warranty reports, engineering testing data and supplier data sheets, as well as FEA, CFD and injection moulding/extrusion simulation, can inform and positively influence new product design processes from concept stage onwards.
Lean Six Sigma Course Training Part 16Lean Insight
Here is the Lean Six Sigma Course Training Part 16, presented by Lean-insight.om
Are you looking for six sigma related courses in Bangalore, then consult lean-insight.com
Courses:
Six Sigma Training
Six Sigma Green Belt Training
Six Sigma Black Belt Training
Lean Six Sigma Training
For more details visit: http://lean-insight.com/six-sigma-training-bangalore/
Learn how manufacturers use root cause analysis, rca training for manufacturersTonex
Learn how manufacturers use root cause analysis, rca training for manufacturers.
Index / Highlights
Why is root cause analysis used in manufacturing ?
How manufacturers use root cause analysis ?
What are the benefits RCA comes with ?
Implementing root cause analysis basics
What are the “5 why’s” ?
What is Failure Modes effect analysis (FMEA) ?
What is “Scatter Diagram” ?
What is “Fishbone Diagram” ?
Role of RCA in “6 Sigma” ?
Which professionals should learn ?
RCA for manufacturers : Training structures
Workshops and case studies.
RCA for Manufacturers, Workshop, Case-studies
Interactive Course By: Tonex Training
Request more information
https://www.tonex.com/training-courses/root-cause-analysis-for-manufacturers/
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Sumyag Insights provides data science and analytics services. They have a diverse team of over 15 data scientists and engineers with expertise in areas like machine learning, natural language processing, computer vision, and IoT. Their solutions include data wrangling, predictive modeling, prescriptive analytics, and building custom applications and dashboards. They follow an agile approach with sprints and focus on rapid prototyping to provide quick insights and business value to clients in industries like banking, insurance, retail, and manufacturing.
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1. Sankara was born in Kerala, India in the 5th century AD to a Brahmin family. He had several spiritual experiences from a young age and became a sannyasi at a young age.
2. As a philosopher, he traveled throughout India debating scholars of other schools and establishing the doctrine of Advaita Vedanta. He wrote commentaries on the principal Upanishads, Bhagavad Gita, and Brahma Sutras.
3. S
My read and summarization of the booklet on devops by mike loukides from O Reilly, great read for starters.. a good reference on automation, inreastructure as code
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The document discusses the growing importance and opportunities of analytics for businesses. It notes that there is a widening performance gap between top performers and bottom performers in their use of data and analytics. While the amount of data is growing exponentially, there is also a significant skills gap in having enough talent to effectively analyze and use data. The document outlines several major themes where businesses are applying analytics, including customer insights, risk management, operations, and product design. It argues that analytics can drive significant business value when integrated into operations and transformations.
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The document provides an overview of Six Sigma, which is a philosophy and methodology for process improvement. It aims to reduce defects and variability in processes by measuring defects, focusing on areas for improvement, and setting a target of 3.4 defects per million opportunities. Six Sigma has helped companies like GE, Motorola, HP and American Express achieve significant cost savings and quality improvements through systematic efforts to measure processes, identify sources of defects, and continuously improve performance. The principles of Six Sigma can also be seen in small organizations like the Mumbai Tiffinmens Association, which delivers lunches with only one defect per 17.5 million opportunities through cultural emphasis on quality, measurement and continuous improvement.
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The document discusses three skills that are important for an effective executive:
1. Conceptual skills - The ability to understand complex situations and see the big picture. This includes skills like strategic thinking, problem solving, and decision making.
2. Human skills - Skills for motivating, communicating with, and developing people. This involves skills like leadership, team building, and coaching.
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This document discusses the importance of design and innovation in developing new dimensions and business models. It outlines an iterative design process that involves early prototyping and user feedback to develop deep user understanding. Case studies are presented of how design was used at Target Pharma to improve prescription bottles, at Boeing to transform their workplace culture, and at Pfizer to reframe communication around Viagra to increase patient-doctor dialogue. The process involves understanding user activity, multi-prototyping with feedback, and considering use in broader contexts to drive breakthrough innovation.
Robert Katz identified 3 key skills for effective executives:
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Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
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Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
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These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
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Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
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DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
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3. What is AFD?
• Failure Analysis
– Thoroughly analyze given failure mechanisms
• Failure Prediction
– Obtain an exhaustive set of potential failure "scenarios"
• Failure Precaution
– Develop "inventive" solutions to prevent, counteract, or minimize the
impact of the failure scenarios
4. What are the drawbacks in traditional
approaches
• Linear along design
– Psychological Inertia
– Looking from the design & designer POV
• Little beyond the design, does not study
– Excess and limited use scenarios
– Prohibitive usage scenarios
• Solution is a problem resolution stop gap
– Not a design innovation
5. So how does AFD go about?
1. Invert the problem inventive process
– From "Why did the failure happen?" to "How can I make it happen?“
– Ethical hacking the design
– Challenge to subvert the system design
2. Identify failure hypothesis
– Simulate and create previous failures
3. Utilize Resources to resolve
– Once failures are exposed and transparent
– Design team gets into control measures
– 7 categories
• substances, field effects, space available, time, object structure, system
functions, and other data on the system
7. Comparison of AFD with FMEA
Criteria FMEA AFD
Purpose Identify potential failure, study effects, Invert the design, study past, identify failure
prioritize and manage impact through scenarios, take innovative actions on harmful
mitigation outcomes using TRIZ methods
Scope System design, product design, process System design, product design, process design
design
Tools Previous FMEAs, SMEs, internal engg & FMEA + problem formulation; inventive analogs
warranty data, FMEA logic using : Inventive Principles, Standard Solutions,
incorporation of System and Environmental
Resources
Process Linear following design intent I terative and "inverted" or subversive by probing
how failures can be deliberately created.
9. AFD is complementary to FMEA
FMEA Step AFD Integration
Potential Failure Failure Prediction | Cause – effect diagrams for the system (sub-system, component)
| Inverted Problem formulation | AFD knowledge base (Checklists and Operators)
Modes
Potential Effects of Destroying the system's resistance to a specific effect | Making the system vulnerable
| Intensifying the failure | Masking the failure
Failure
Potential Cause – effect diagrams | Localizing the failure | Inverted Problem formulation |
failure generation methods | Failure providing components | Revealing failure
Causes/Mechanisms components | Typical sources of high danger | Transforming harmless object into
of Failure danger | Intensifying an available harmful effect | Destroying the system's resistance
to a specific effect
Recommended Mitigating harmful effect through >> Eliminating the causes | Removing the source or
properties | Modifying | Counteracting |Isolating | Increasing resistance | Modifying or
Actions substituting the effected object | Localizing | Reducing | 'Blending in' defects |
Transience | Facilitating detection
10. References
• Genrich Altshuller, Boris Zlotin, Alla Zusman, Vitalii Filatov.
“Searching for New Ideas.” Kishniev: Kartya
Moldovenyaska Publishing House, 1989.
• Boris Zlotin, Alla Zusman, “Solving All Scientific
Problems” Kishniev: Kartya Moldovenyaska Publishing House,
1989.
• Stan Kaplan, “Finding Failures before They Find Us: An
Introduction to The Theory of Scenario Structuring and the Method
of Anticipatory Failure Determination.” Proceedings of the 9th
Symposium on Quality Function Deployment, June, l997.
http://www.qfdi.org
• Ideation International AFD™ Software, 1999. www.ideationtriz.com