5 tips to maintain stability & exclusion of abnormality in your daily production management by implementing 5S, Visual Control, Observing & Enforcement of Standard, Failsafe Devices and Abnormality Control.

1. Daily Production Management
“5 Tips to Maintain Stability & Exclusion of
Abnormality”

2. 1. Implement 5S

3. 5S is one of the most widely adopted techniques from the lean
manufacturing. 5S is a "foundational" lean management (waste
removing) concept, as it establishes the operational stability required for
making and sustaining continuous improvements.

4. 1. Sort: Separate what is needed and what is not
needed, and keep only those things that are needed in
the workplace. Discard unnecessary items.
2. Set-In-Order: Neatly place and identify needed work
items. Designate a place for everything so that anyone
can find it. Always put things back in their designated
spots.
3. Shine: Clean up thoroughly and take measures
against the sources of dust, leakage of oil, etc.
4. Standardize: Maintain 5 S’s by indicating the rules in
visible forms.
5. Sustain: Guide the people never to allow a violation of
the rule. Maintain and practice the first four S’s.
Points of 5S’s

5. 2. Implement Visual Control

6. Purpose of
Visual
Control
• Visual control
methods aim to
increase the
efficiency and
effectiveness of
a process by
making the
steps in that
process more
visible.

7. Requirements for Visual Control
1. Make control items and criteria clear
2. Make everyone instantly recognize the
situation. Normally called “visual
expression.”

8. Points of Visual Control
1. Abnormalities and problems to be instantly
identified with the item on the spot
• Control criteria are incorporated in the things
on the spot
• Conventional visual control
2. The status of control to be identified at a glance
with the things on the spot
• Control on 5M conditions and characteristics
visually identified
3. Observance of rules and standards visually
identified, including the checking by manager

9. 3. Observing & Enforcement of
Standard

10. Points of Observance and
Enforcement of Standard
Clarificationofrolesand
responsibilities
Devicestoimprovedifficult
works
Devicestomakenormalconditions
andabnormalitiesvisuallyidentifiable
Standard
Observance and enforcement of
Observance and enforcement of
Observance and enforcement of
Securingbasicquality
100%assurance
working standard
working standard
working standard
Improvement to enable observance and
enforcement
Enhancement of quality consciousness for
observance and enforcement of standards

11. Three Standards at The Production
Site
Standard Operation Confirmation of Quality Remedies of Abnormalities
 Production Standard
 Operation Standard
 One Operation, One Production
 First In, First Out
 Daily Check of Facilities, Jigs
and Tools
 Control of Manufacturing
Conditions
 Safety Standard
 Recording of Production and
Material Use Histories
 Identification and Classifications
by Lots
 Working Qualification System
 Rules on Special Process
 Inspection Standard
 Rules on Self Check of The
Process
 Rules on third-party confirmation
 Rules on Daily Checking of
Measuring Instruments
 Rules on Quality Confirmation at
The Time Set-Up or Equipment
Abnormalities
 Rules on Quality Confirmation at
The Time Renewal or
Improvement of Equipment and
Tools
 Rules on Control of Measuring
Instruments
 Definition of Abnormalities
 Rules on Remedies for
Abnormalities
 “Go to The Jobsite, See The
Object, and Confirm The
Phenomenon Immediately”
 Rules on Control of
Changed Points
 Judgment of The Lots and
Taking Measures Against
The Defect Product

12. Promotion of Observance and
Enforcement of Standards
Review and
Improvement
Set Up the
Right
Standards
Sort Out the
Work Hard To
Do or Standards
Difficult To
Observe, &
Propose
Improvements
Observe the
Standards
Securely
(Confirm
Secure
Observance of
Standards)
- Create the Climate of the Jobsite Strict on Fundamentals
Firmly Observe What was Determined
Always Follow the Right Procedures When Changing Rules
Build Up
Dependable
Qualities

13. Points to be Noticed in Establishing
Standards
1. Focus on the necessary rules.
 Is it really necessary? (Not influenced by nominal
principles or preoccupations)
 Can it be done by the hardware? (By
automatization or failsafe devices)
2. Make clear the objectives, scope of work, sharing
the roles, responsibilities and authorizations.
3. Make clear the risks if the rules are not observed.
4. Reflect the opinion of the operators.
5. Avoid vague expressions
6. Make the points clear.

14. 14
Managers and supervisors
Make standards that can be observed
Revision of the
standards
Study the improvement of standards
Sort out the points by observation of
jobsite
Operators
Observe the right methods
Implementation
Propose improvement of
the standards that are hard
to be observed
1. Is the work done according to the right procedure?
2. Are points of work observed?
3. Are there any work hard to do or standards difficult to
observe?
The Roles of the Operators and
Supervisors in Rotating the PDCA Cycle

15. Devices to make off-standards
apparent
Third-party confirmation
(Confirmation of the state of
confirmation)
Building up the
quality
(Causes)
 Failsafe devices
 Alarm devices work when condition not fulfilled
 Automatic shutdown of equipment
 Standardization of the place and manner of
storage
 Effective use of computers
 Checking of production records
 Checking by patrol
 Indication of standard passage
 Simplification and standardization of work
 Shortening the cycle by “one-piece-at-a-
time system
Confirmation
of quality
(Results)
 Equipment for 100% inspection
 Failsafe devices
 Computer checking
 Comparison with actual checking
 Graphic management
 Automatic shutdown of equipment
 Retaining of actual product
 Inspection records
 Checking by patrol
 Audit (Not double-checks)
Framework to Identify Off-Standards

16. 4. Implement Failsafe Devices

17. Fact: People Make Mistakes.
A good failsafe device makes it impossible to make a
mistake.

18. Points to be Noticed on Failsafe
Devices
• Checking of the functions of failsafe devices is
necessary (at regular intervals)
• Design the process upon full understanding of
actual situation of the jobsite (work)
• Reflect the opinions from the jobsite to avoid
unnecessary difficulties of work
• Let the operators well understand the significance
of failsafe devices

19. Abnormality is the condition different from
normal, but not necessarily troubles or
defects.
Select and put out acceptable products
only
Right treatment for finished products.
Preventive measures against possible
claims.
The group is
in trouble!
Combine all the
technologies and
skills
5. Abnormality Control

20. Heavy injury Claim
<Latent>
Slight injury
Near miss or
near accident
Defects
Quality
abnormalities
 Insufficient enforcement of standards
 Insufficient establishment of rules
 Insufficient horizontal deployment of know-how
 Insufficient succession of technologies
Identification of
potential defects is
the points (just as
with safety)
<Apparent> (Safety) (Quality)
<Latent>
Causes of Quality & Safety Defect

21. Detection of abnormalities and remedies
Early detection of
abnormalities
Quick judgment and
countermeasures
Rules of remedies for abnormalities
Atmosphere of jobsite to make reporting
customary
Enhancement of abilities to detect
abnormalities
Abnormalities are: conditions different from
normal
 Work cannot be done in accordance with
standards.
 Inexperienced defects occurred
 Conditions of materials or equipment differ
from normal
 Continuous defects occurred
 The results went off the control limit.
(Control chart, etc.)
Points of Abnormality Control

22. - Off-specification products - Out of controlled conditions
- Off-company-rule products* but within - Quality different from normal
official specifications - Quality abnormalities
- Off-specification products but accepted - Abnormalities in 5 M’s with
by the customer equipment, materials, etc
Defects are
Waiver concessions
are
Manners of occurrence,
Characteristics and appearance,
Beyond control limits
Manners of occurrence
Beyond control limits
*Company rules: Established on the basis of
process
Abnormalities are
Defects and Abnormalities

23. Abnormality control by control chart
A control chart is a time series linear graph representing data with
specific control lines, in order to see if the processes are in stable
condition (whether there are abnormalities) or to maintain the processes
in stable condition.
Upper control limit (UCL)
Center line (CL)
Lower control limit (LCL)
Early Detection of Abnormalities

24. Qualitative characteristics cannot be
controlled by control charts.
Enhancement of the abilities to detect
abnormalities of the forefront
operators
Detecting
Abnormalities
 Abnormalities are the differences in sound, colour, touch,
smell, temperature, etc. from normal.
 Repeated education on abnormalities.
 Example of identifying a problem by detection of abnormalities
A part-timer identified the change in material quality of piston
sealing by a slight difference of touch
Education on Abnormalities

25. 1. Definition of abnormalities and education on them
o Clarification of rules of measures and easy-to-see
indication
o Enhancement of abilities to detect abnormalities
o Simulated training on measure for abnormalities
2. Enforcement of rules on irregularity measures for
abnormalities
o Report: Quick report to the superiors
o Notification: Information to the previous and next
processes, relevant divisions, customers, etc.
o Consultation: Emergency measures for the
abnormalities and prevention of recurrence
3. Making the framework for recurrence prevention of
abnormalities
Rules on Abnormalities

26. Upon detecting or perceiving abnormalities either in own process or in other
processes, report to the superiors and notify the inspection division for prompt
remedies.
Upon detecting or perceiving abnormalities of equipment which may lead to quality
defects, report to the superiors for the prevention of defects.
Aim
1. Out line of the system 2. Route of application
1) Targets
I. Defects of parts purchased
II. Defects of preceding processes
III.Troubles with equipment
Operators (Report to the superiors)
Managers Notification and processing
Drafting of the application
Manager of the QA Department
(Examination)
An abnormality was detected or perceived by the
efforts of the employees, appropriate measures
were taken by the organization and quality defects
were prevented
Commendation System for Detection of
Abnormalities

27. Report (1) Quickly to the superiors
(2) Notify relevant parties in precedent and
following processes
2. Identification of abnormal situation (1) Comparison with previous level
- Rough analysis of the phenomenon (2) Comparison with non-defective
products
(3) Observation of the defectives, Micro
analysis
3. Identification of the lots (1) Tracing the background of production
and material
4. Measures taken to the specified goods (1) Production shutdown
(2) Separation of the specified goods
(3) Judgements as lots
(4) Arrangement of substitutes, observing
the delivery time
(5) Treatment: Disposal, selection, reworks
5. Measures taken to the processes and design (1) Detailed analysis of the phenomenon
- Identification of the cause
(2) Investigation of the cause
(3) Emergency measures: Target subject and
similar product. Both for occurrence and
outflow
(4) Permanent measures: Target subject and
similar product. Both for occurrence and
outflow
5M: Equipment (Machine) + 1D: Design
Materials and parts (Material)
Production standards (Method)
Skill, human factors (Man)
Measurement, inspection (Measurement)
Quick Judgment and Measures

28. That’s a Wrap!

30. Feel free to contact:
 Antonius P. Bramono e: pbramono@gmail.com