The document outlines an agenda for an error proofing techniques workshop. It discusses defining the current problem state and quality issues using metrics like parts per million defects. It emphasizes that people will inadvertently make mistakes and that the goal of error proofing is to develop systems for detecting and preventing defects before they reach customers. Example error proofing techniques presented include design for manufacturability and "Poka-Yoke" setup devices to help operators assemble products correctly from the first piece.
The document discusses the concept of poka yoke, which are error-proofing devices used in manufacturing to prevent defects. It describes Shigeo Shingo's definition of poka yoke as preventing inadvertent mistakes. It also discusses different types of inspection processes and how poka yoke aims to eliminate defects by detecting errors early in the production process through the use of simple error-proofing devices built into operations. Shingo's method uses poka yoke systems and devices to achieve zero defects, zero waste, and zero delays in production.
Some days ago, I found a discussion about the difference between Efficiency and Productivity.
I tried to answer in that forum from my understanding. In that discussion i called OEE as Productivity.
Overall Equipment Effectiveness (OEE) measures the efficiency of machines during their loading time. OEE figures are determined by combining the availability and performance of equipment with the quality of parts made. Availability is affected by planned and unplanned downtime. Performance considers the actual speed of the machine compared to the ideal cycle time. Quality yield looks at the total quantity of good parts produced compared to the total processed. An OEE calculation takes the product of these three factors - availability, performance, and quality yield - to determine the overall equipment effectiveness percentage.
This document provides an overview of error proofing techniques. It begins with objectives and logistics for a workshop on error proofing. It then discusses the basic principles of error proofing, including achieving zero defects through prevention of errors at their source. Several examples are given of companies that significantly reduced defects through error proofing. Common causes of errors like adjustments, tooling changes, and production conditions that can lead to defects are identified. Inspection techniques like source inspection are described. Finally, specific error proofing devices and how to implement them are covered.
POKA-YOKE - A Lean Strategy to Mistake ProofingTimothy Wooi
A Lean Strategy in Human Error Prevention aims to detect and correct possible error immediately, eliminating defects at the source.
Poka-Yoke overcome the inefficiencies of inspection through the use of automatic devices that seek,
1.Not to accept a defect for the process
2.Not to Create a Defect
3.Not to Allow a Defect to be passed to the next process
Its purpose is to eliminate product defects by preventing, correcting, or drawing attention to human errors as they occur.
The concept was formalized, and the term adopted, by Shigeo Shingo as part of the
Toyota Production System.
It was originally described as baka-yoke, meaning "fool-proofing“ or “idiot proofing” but the name was later changed to the milder poka-yoke.
The ultimate guide and hidden secrets of OEE. The presentation include how you can utilize OEE to improve productivity, eliminate wastes and increase performance.
Overall equipment efficiency (OEE) is a total productive maintenance (TPM) module; machine capacity is a part of all three terms: availability, performance, and quality. Each term present numerous improvement opportunities.
Presentation contents:
1. OEE calculation to find the improvement opportunities.
2. Relation between wastes and profitability.
3. Review of OEE as a TPM module.
4. OEE metrics - Measurement, Analysis & Improvement.
5. OEE Analysis Process.
6. Following Toyota Way of solving problems.
Jidoka is a Lean manufacturing tool that allows for processes to be automatically stopped when a defect is detected. It was first developed in the late 19th century for textile looms to stop when a defective thread was detected. The key principles of Jidoka are to not accept defects, not produce defects, and not pass defects to subsequent processes. When a defect occurs, the process is stopped, the immediate issue is addressed, and the root cause is investigated and corrected.
The document discusses the concept of poka yoke, which are error-proofing devices used in manufacturing to prevent defects. It describes Shigeo Shingo's definition of poka yoke as preventing inadvertent mistakes. It also discusses different types of inspection processes and how poka yoke aims to eliminate defects by detecting errors early in the production process through the use of simple error-proofing devices built into operations. Shingo's method uses poka yoke systems and devices to achieve zero defects, zero waste, and zero delays in production.
Some days ago, I found a discussion about the difference between Efficiency and Productivity.
I tried to answer in that forum from my understanding. In that discussion i called OEE as Productivity.
Overall Equipment Effectiveness (OEE) measures the efficiency of machines during their loading time. OEE figures are determined by combining the availability and performance of equipment with the quality of parts made. Availability is affected by planned and unplanned downtime. Performance considers the actual speed of the machine compared to the ideal cycle time. Quality yield looks at the total quantity of good parts produced compared to the total processed. An OEE calculation takes the product of these three factors - availability, performance, and quality yield - to determine the overall equipment effectiveness percentage.
This document provides an overview of error proofing techniques. It begins with objectives and logistics for a workshop on error proofing. It then discusses the basic principles of error proofing, including achieving zero defects through prevention of errors at their source. Several examples are given of companies that significantly reduced defects through error proofing. Common causes of errors like adjustments, tooling changes, and production conditions that can lead to defects are identified. Inspection techniques like source inspection are described. Finally, specific error proofing devices and how to implement them are covered.
POKA-YOKE - A Lean Strategy to Mistake ProofingTimothy Wooi
A Lean Strategy in Human Error Prevention aims to detect and correct possible error immediately, eliminating defects at the source.
Poka-Yoke overcome the inefficiencies of inspection through the use of automatic devices that seek,
1.Not to accept a defect for the process
2.Not to Create a Defect
3.Not to Allow a Defect to be passed to the next process
Its purpose is to eliminate product defects by preventing, correcting, or drawing attention to human errors as they occur.
The concept was formalized, and the term adopted, by Shigeo Shingo as part of the
Toyota Production System.
It was originally described as baka-yoke, meaning "fool-proofing“ or “idiot proofing” but the name was later changed to the milder poka-yoke.
The ultimate guide and hidden secrets of OEE. The presentation include how you can utilize OEE to improve productivity, eliminate wastes and increase performance.
Overall equipment efficiency (OEE) is a total productive maintenance (TPM) module; machine capacity is a part of all three terms: availability, performance, and quality. Each term present numerous improvement opportunities.
Presentation contents:
1. OEE calculation to find the improvement opportunities.
2. Relation between wastes and profitability.
3. Review of OEE as a TPM module.
4. OEE metrics - Measurement, Analysis & Improvement.
5. OEE Analysis Process.
6. Following Toyota Way of solving problems.
Jidoka is a Lean manufacturing tool that allows for processes to be automatically stopped when a defect is detected. It was first developed in the late 19th century for textile looms to stop when a defective thread was detected. The key principles of Jidoka are to not accept defects, not produce defects, and not pass defects to subsequent processes. When a defect occurs, the process is stopped, the immediate issue is addressed, and the root cause is investigated and corrected.
The document provides an overview of Jishu Hozen (Autonomous Maintenance), which involves operators performing basic maintenance tasks on their own equipment. It discusses how this helps free up skilled maintenance workers for more complex tasks. The goals of Jishu Hozen include preventing equipment deterioration and failures. It outlines the steps operators take, such as initial cleaning, identifying abnormalities, developing maintenance standards, and sustaining autonomous activities through training and audits. The overall approach is to train operators so they better understand their equipment and can conduct basic upkeep independently.
Poka-yoke is a Japanese term that means "mistake-proofing" and refers to mechanisms in manufacturing processes that help operators avoid errors. Its purpose is to eliminate defects by preventing, correcting, or drawing attention to human mistakes. Poka-yoke was developed by Shigeo Shingo at Toyota to achieve "zero defects" through fail-safe mechanisms. Examples include lifts that prevent overloading and include alarms if weight limits are exceeded. Implementing poka-yoke helps improve quality, productivity, and efficiency by reducing errors, rework, and waste in manufacturing processes.
The document discusses how Hash Management Services LLP helps manufacturing companies improve productivity through lean manufacturing techniques. It provides expertise in lean implementation including 5S and supply chain management. It has worked with over 50 small and medium enterprises across various sectors in the last 6 years. The document then introduces lean manufacturing, defining it as a systematic approach to identifying and eliminating waste to improve efficiency. It outlines the seven types of waste in lean manufacturing: waiting, transportation, overproduction, overprocessing, inventory, motion, and defects.
Human: Thank you for the summary. Summarize the following additional section from the document in 1-2 sentences:
Where to apply the Lean Manufacturing Principles ?
Poka-yoke, also known as mistake-proofing, aims to eliminate defects by preventing or correcting mistakes as early as possible. It was developed by Dr. Shigeo Shingo as part of the Toyota Production System. The presentation defines poka-yoke, discusses common errors and their impacts, and provides examples of mistake-proofing strategies and devices that make errors harder or impossible, like limit switches, guide pins, and checklists. The goal of poka-yoke is to achieve zero defects through early detection and prevention of mistakes in the production process.
My Home page is Japanese Gemba Kaizen Web
http://takuminotie.com/english/
Please Look and Like us on Facebook
Table of contents
1. TPM Concept
2. TPM Definition
3. TPM Philosophy
4. TPM Essence
5. Improvement lead to real benefits
6 .Case of small amount of work
7.TPM organization
8. TPM History
9.TQC&TPM
10. Step 12 of the TPM program
11.8 main pillars of TPM
12. Participation of all employees activities
13. TPM Promotion Organization
14. Case of TPM promotion organizations
15. TPM basic policy and Goal
16. Ask the machine
In all reality, there are the production waste. Here I explain the 7 wastes from most towns elliminare. Based on the TPM and Lean Management.
For info please contact me.
The document discusses assembly line balancing. It provides examples of unbalanced toy train and chocolate assembly lines that have bottlenecks or low utilization. The key points of line balancing are to understand when a line is balanced or unbalanced, calculate takt time which is the maximum time a workpiece can spend at each station, and identify methods to balance lines such as adding workers, combining stations, or automating processes. The goal of line balancing is to eliminate waiting times and have a smooth flow of work from one station to the next.
The document discusses the concept of Overall Equipment Effectiveness (OEE) and how to calculate it. OEE is a measure of how well a manufacturing line or equipment is utilized compared to its full potential. It is calculated by multiplying three individual rates: operating rate, performance rate, and quality rate. The document provides examples and calculations to demonstrate how to determine a line's OEE based on production data, downtime, and standard cycle times.
Daily Production Management - 5 Tips to Maintain Stability & Exclusion of Abn...Antonius Pompi Bramono
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.
[Note: To download the complete presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Autonomous Maintenance (Jishu Hozen) is one of the most important building blocks in any Total Productive Maintenance (TPM) program. Autonomous Maintenance refers to TPM activities that involve operators in maintaining their own equipment, independent of the maintenance department.
One of the basic principles of TPM is that operators are the first line of defense against unplanned equipment downtime. Operators and others in daily contact with equipment can use their knowledge and familiarity with operating conditions to predict and prevent breakdowns and other equipment-related losses. They do this through regular cleaning and inspection of equipment, and through team-based autonomous. maintenance activities that tackle equipment-related problems.
Activities in an Autonomous Maintenance program include: daily inspections, lubrication, parts replacement, simple repairs, abnormality detection and precision checks.
The goals of the Autonomous Maintenance program are to prevent equipment deterioration, restore equipment to its ideal state, and establish basic conditions needed to keep equipment well maintained.
Developed by our JIPM-certified TPM instructor, this Autonomous Maintenance (Jishu Hozen) PPT presentation is packed with diagrams, examples and practical tips and can be used to train shopfloor staff participating in autonomous maintenance activities.
LEARNING OBJECTIVES
1. Understand the key concepts of TPM and AM activities
2. Learn how to implement the AM activities, step by step
3. Learn how to use activity boards, meetings and one-point lessons to promote TPM goals
4. Learn how to measure and audit AM activities and performance
5. Familiarize with the JIPM TPM excellence criteria for AM
6. Understand the critical success factors in sustaining AM activities on the shopfloor
This document provides an overview of lean manufacturing principles. It defines lean manufacturing and the lean enterprise as philosophies focused on minimizing waste and meeting customer needs. The key aspects of lean covered include identifying the seven types of waste, implementing 5S techniques, designing cellular manufacturing layouts, using just-in-time processes, and value stream mapping to optimize workflow. The goals of lean are to continuously improve processes, reduce costs and lead times, and increase quality and efficiency.
Jishu Hozen or Autonomous Maintenance DEEPAK SAHOO
The document discusses establishing standards for equipment preventive maintenance through steps like identifying areas for cleaning, lubrication, inspection and tightening, deciding tools and methods, setting goals and timelines, introducing visual controls, and preparing standards that can be easily followed to help maintain equipment in optimal condition and prevent failures. It provides examples of potential standards for cleaning, lubrication and inspection activities.
Railroad workers face occupational exposures to various chemicals and hazards that may increase their risk of developing pancreatic cancer. These exposures include diesel exhaust, welding fumes, asbestos, silica, heavy metals, and pesticides/herbicides. Epidemiological studies have found elevated risks of pancreatic cancer for workers in metalworking, welding, and other jobs involving exposures to solvents, nickel, and PAHs. However, most individual agents show only weak or no association on their own. The risks are likely due to combined, cumulative exposures over many years during which railroad workers lacked adequate protective equipment and safety standards.
The 7 steps of autonomous maintenance are outlined, with a focus on steps 1 and 2. Step 1 involves thoroughly cleaning equipment, removing unnecessary items, and detecting abnormalities. Step 2 aims to eliminate sources of contamination, minimize inaccessible areas, and reduce cleaning time by improving problem areas identified in Step 1. Various problem solving methods are introduced, such as Ishikawa diagrams, Why-Why analysis, and the corrective action report process.
The document discusses mistake proofing and poka-yoke techniques. It covers key aspects of a zero defect quality system including point of origin inspection, 100% audit checks, immediate feedback, and poka-yoke methods. Poka-yoke refers to using sensors or devices to detect errors and can be either control systems that shut down processes when errors are detected or warning systems that signal operators to correct issues.
APQP or Advanced Product Quality Planning is a structured 5-phase method for ensuring a product satisfies the customer. The 5 phases are: 1) Plan and Define, 2) Design and Development, 3) Process Design and Development, 4) Product and Process Validation, and 5) Feedback, Assessment and Corrective Action. Key activities include understanding customer needs, design reviews, failure analysis, verification and validation, and proactive feedback. The benefits are early planning, directing resources to the customer, identifying required changes early, providing quality on time and at lowest cost.
The document provides an overview of forklift operator safety training. It covers legislation requirements, pre-use checks of forklifts, safe operating practices like looking in the direction of travel and applying the parking brake before operating hydraulics. It also discusses safely handling loads and their effect on forklift stability, as well as operating on slopes, parking procedures, and pedestrian safety. The conclusion emphasizes that forklifts require pre-use checks, loads impact stability, and operators must watch out for hazards and pedestrians.
This document discusses Single Minute Exchange of Dies (SMED), a method developed by Shigeo Shingo to reduce changeover times in manufacturing. SMED separates changeover tasks into internal and external activities, converts internal tasks to external to reduce downtime, and streamlines all changeover activities. Implementing SMED can reduce changeover times from hours to minutes, increasing production flexibility and reducing costs. The five stages of SMED are: 1) observe current changeover, 2) separate internal/external tasks, 3) convert internals to externals, 4) streamline all tasks, and 5) document new standardized changeover procedures.
This document discusses counterfeit parts prevention and the role of standards like AS9100 and AS5553. It covers the definition of counterfeit parts, how they enter the supply chain, and their impact. Industry efforts to address counterfeiting through organizations like G-19 are presented. The roles and risks at different points in the supply chain are examined, along with methods for auditing counterfeit parts prevention. Linking the requirements of AS9100 and AS5553 to address challenges in preventing counterfeits is also discussed.
Overview of Lean and in Supply chain management and Warehouse distribution, identifying the value and NVA steps, streamlining the supply-distribution network to reduce warehouse storage, inventory and lead time
Poka Yoke, also known as mistake-proofing, aims to eliminate errors by making wrong actions impossible or easier to detect. The document discusses Poka Yoke concepts and techniques including:
- Using sensors and error-proofing devices to prevent mistakes from occurring or detect them before they reach the next process step.
- Common types of sensors like contact, inductive, and capacitive sensors that can be used for error-proofing.
- The benefits of error-proofing include ensuring first piece quality, preventing defects, and reducing waste from inspection and rework.
The document provides an overview of Jishu Hozen (Autonomous Maintenance), which involves operators performing basic maintenance tasks on their own equipment. It discusses how this helps free up skilled maintenance workers for more complex tasks. The goals of Jishu Hozen include preventing equipment deterioration and failures. It outlines the steps operators take, such as initial cleaning, identifying abnormalities, developing maintenance standards, and sustaining autonomous activities through training and audits. The overall approach is to train operators so they better understand their equipment and can conduct basic upkeep independently.
Poka-yoke is a Japanese term that means "mistake-proofing" and refers to mechanisms in manufacturing processes that help operators avoid errors. Its purpose is to eliminate defects by preventing, correcting, or drawing attention to human mistakes. Poka-yoke was developed by Shigeo Shingo at Toyota to achieve "zero defects" through fail-safe mechanisms. Examples include lifts that prevent overloading and include alarms if weight limits are exceeded. Implementing poka-yoke helps improve quality, productivity, and efficiency by reducing errors, rework, and waste in manufacturing processes.
The document discusses how Hash Management Services LLP helps manufacturing companies improve productivity through lean manufacturing techniques. It provides expertise in lean implementation including 5S and supply chain management. It has worked with over 50 small and medium enterprises across various sectors in the last 6 years. The document then introduces lean manufacturing, defining it as a systematic approach to identifying and eliminating waste to improve efficiency. It outlines the seven types of waste in lean manufacturing: waiting, transportation, overproduction, overprocessing, inventory, motion, and defects.
Human: Thank you for the summary. Summarize the following additional section from the document in 1-2 sentences:
Where to apply the Lean Manufacturing Principles ?
Poka-yoke, also known as mistake-proofing, aims to eliminate defects by preventing or correcting mistakes as early as possible. It was developed by Dr. Shigeo Shingo as part of the Toyota Production System. The presentation defines poka-yoke, discusses common errors and their impacts, and provides examples of mistake-proofing strategies and devices that make errors harder or impossible, like limit switches, guide pins, and checklists. The goal of poka-yoke is to achieve zero defects through early detection and prevention of mistakes in the production process.
My Home page is Japanese Gemba Kaizen Web
http://takuminotie.com/english/
Please Look and Like us on Facebook
Table of contents
1. TPM Concept
2. TPM Definition
3. TPM Philosophy
4. TPM Essence
5. Improvement lead to real benefits
6 .Case of small amount of work
7.TPM organization
8. TPM History
9.TQC&TPM
10. Step 12 of the TPM program
11.8 main pillars of TPM
12. Participation of all employees activities
13. TPM Promotion Organization
14. Case of TPM promotion organizations
15. TPM basic policy and Goal
16. Ask the machine
In all reality, there are the production waste. Here I explain the 7 wastes from most towns elliminare. Based on the TPM and Lean Management.
For info please contact me.
The document discusses assembly line balancing. It provides examples of unbalanced toy train and chocolate assembly lines that have bottlenecks or low utilization. The key points of line balancing are to understand when a line is balanced or unbalanced, calculate takt time which is the maximum time a workpiece can spend at each station, and identify methods to balance lines such as adding workers, combining stations, or automating processes. The goal of line balancing is to eliminate waiting times and have a smooth flow of work from one station to the next.
The document discusses the concept of Overall Equipment Effectiveness (OEE) and how to calculate it. OEE is a measure of how well a manufacturing line or equipment is utilized compared to its full potential. It is calculated by multiplying three individual rates: operating rate, performance rate, and quality rate. The document provides examples and calculations to demonstrate how to determine a line's OEE based on production data, downtime, and standard cycle times.
Daily Production Management - 5 Tips to Maintain Stability & Exclusion of Abn...Antonius Pompi Bramono
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.
[Note: To download the complete presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Autonomous Maintenance (Jishu Hozen) is one of the most important building blocks in any Total Productive Maintenance (TPM) program. Autonomous Maintenance refers to TPM activities that involve operators in maintaining their own equipment, independent of the maintenance department.
One of the basic principles of TPM is that operators are the first line of defense against unplanned equipment downtime. Operators and others in daily contact with equipment can use their knowledge and familiarity with operating conditions to predict and prevent breakdowns and other equipment-related losses. They do this through regular cleaning and inspection of equipment, and through team-based autonomous. maintenance activities that tackle equipment-related problems.
Activities in an Autonomous Maintenance program include: daily inspections, lubrication, parts replacement, simple repairs, abnormality detection and precision checks.
The goals of the Autonomous Maintenance program are to prevent equipment deterioration, restore equipment to its ideal state, and establish basic conditions needed to keep equipment well maintained.
Developed by our JIPM-certified TPM instructor, this Autonomous Maintenance (Jishu Hozen) PPT presentation is packed with diagrams, examples and practical tips and can be used to train shopfloor staff participating in autonomous maintenance activities.
LEARNING OBJECTIVES
1. Understand the key concepts of TPM and AM activities
2. Learn how to implement the AM activities, step by step
3. Learn how to use activity boards, meetings and one-point lessons to promote TPM goals
4. Learn how to measure and audit AM activities and performance
5. Familiarize with the JIPM TPM excellence criteria for AM
6. Understand the critical success factors in sustaining AM activities on the shopfloor
This document provides an overview of lean manufacturing principles. It defines lean manufacturing and the lean enterprise as philosophies focused on minimizing waste and meeting customer needs. The key aspects of lean covered include identifying the seven types of waste, implementing 5S techniques, designing cellular manufacturing layouts, using just-in-time processes, and value stream mapping to optimize workflow. The goals of lean are to continuously improve processes, reduce costs and lead times, and increase quality and efficiency.
Jishu Hozen or Autonomous Maintenance DEEPAK SAHOO
The document discusses establishing standards for equipment preventive maintenance through steps like identifying areas for cleaning, lubrication, inspection and tightening, deciding tools and methods, setting goals and timelines, introducing visual controls, and preparing standards that can be easily followed to help maintain equipment in optimal condition and prevent failures. It provides examples of potential standards for cleaning, lubrication and inspection activities.
Railroad workers face occupational exposures to various chemicals and hazards that may increase their risk of developing pancreatic cancer. These exposures include diesel exhaust, welding fumes, asbestos, silica, heavy metals, and pesticides/herbicides. Epidemiological studies have found elevated risks of pancreatic cancer for workers in metalworking, welding, and other jobs involving exposures to solvents, nickel, and PAHs. However, most individual agents show only weak or no association on their own. The risks are likely due to combined, cumulative exposures over many years during which railroad workers lacked adequate protective equipment and safety standards.
The 7 steps of autonomous maintenance are outlined, with a focus on steps 1 and 2. Step 1 involves thoroughly cleaning equipment, removing unnecessary items, and detecting abnormalities. Step 2 aims to eliminate sources of contamination, minimize inaccessible areas, and reduce cleaning time by improving problem areas identified in Step 1. Various problem solving methods are introduced, such as Ishikawa diagrams, Why-Why analysis, and the corrective action report process.
The document discusses mistake proofing and poka-yoke techniques. It covers key aspects of a zero defect quality system including point of origin inspection, 100% audit checks, immediate feedback, and poka-yoke methods. Poka-yoke refers to using sensors or devices to detect errors and can be either control systems that shut down processes when errors are detected or warning systems that signal operators to correct issues.
APQP or Advanced Product Quality Planning is a structured 5-phase method for ensuring a product satisfies the customer. The 5 phases are: 1) Plan and Define, 2) Design and Development, 3) Process Design and Development, 4) Product and Process Validation, and 5) Feedback, Assessment and Corrective Action. Key activities include understanding customer needs, design reviews, failure analysis, verification and validation, and proactive feedback. The benefits are early planning, directing resources to the customer, identifying required changes early, providing quality on time and at lowest cost.
The document provides an overview of forklift operator safety training. It covers legislation requirements, pre-use checks of forklifts, safe operating practices like looking in the direction of travel and applying the parking brake before operating hydraulics. It also discusses safely handling loads and their effect on forklift stability, as well as operating on slopes, parking procedures, and pedestrian safety. The conclusion emphasizes that forklifts require pre-use checks, loads impact stability, and operators must watch out for hazards and pedestrians.
This document discusses Single Minute Exchange of Dies (SMED), a method developed by Shigeo Shingo to reduce changeover times in manufacturing. SMED separates changeover tasks into internal and external activities, converts internal tasks to external to reduce downtime, and streamlines all changeover activities. Implementing SMED can reduce changeover times from hours to minutes, increasing production flexibility and reducing costs. The five stages of SMED are: 1) observe current changeover, 2) separate internal/external tasks, 3) convert internals to externals, 4) streamline all tasks, and 5) document new standardized changeover procedures.
This document discusses counterfeit parts prevention and the role of standards like AS9100 and AS5553. It covers the definition of counterfeit parts, how they enter the supply chain, and their impact. Industry efforts to address counterfeiting through organizations like G-19 are presented. The roles and risks at different points in the supply chain are examined, along with methods for auditing counterfeit parts prevention. Linking the requirements of AS9100 and AS5553 to address challenges in preventing counterfeits is also discussed.
Overview of Lean and in Supply chain management and Warehouse distribution, identifying the value and NVA steps, streamlining the supply-distribution network to reduce warehouse storage, inventory and lead time
Poka Yoke, also known as mistake-proofing, aims to eliminate errors by making wrong actions impossible or easier to detect. The document discusses Poka Yoke concepts and techniques including:
- Using sensors and error-proofing devices to prevent mistakes from occurring or detect them before they reach the next process step.
- Common types of sensors like contact, inductive, and capacitive sensors that can be used for error-proofing.
- The benefits of error-proofing include ensuring first piece quality, preventing defects, and reducing waste from inspection and rework.
The Push From Within - A Journey of Transformation at Walmart Labs by Claude ...Sauce Labs
Claude Jones, Sr. Director of Engineering at Walmart Labs, provides an inside look of what it took to push from within and help one of the world’s largest companies adopt a culture of quality. His presentation covers identifying the right project, building the right team structure, removing the fear of change, providing value with the right metrics, making testing fun and reinforcing the benefits. This case study will challenge you to re-think your approach or empower you to stay on your current path of adopting a culture of quality.
The document provides information on autonomous maintenance training for operators and technicians. It discusses the goals of autonomous maintenance which are to prevent equipment deterioration, maintain optimal conditions and eliminate failures. Autonomous maintenance expects operators to continuously monitor equipment, make minor adjustments and perform basic maintenance tasks. It emphasizes the importance of understanding how equipment works in order to recognize abnormalities early. The benefits include preventing waste, maximizing effectiveness and boosting productivity by freeing up maintenance staff for more critical tasks.
This document outlines an agenda for an Island of Excellence training. The agenda includes safety and housekeeping videos and presentations. It details a two phase improvement process, with phase one focusing on manufacturing basics like safety, housekeeping, and maintenance, and phase two focusing on performance results like reducing downtime and set up times. Short term goals include safe, clean machines meeting performance targets, and long term goals include single digit downtime and average machine speeds of 75% of maximum. The training will help teams establish improvement processes to elevate machine performance to sustainable world-class levels through a dedicated team approach.
This document provides definitions and explanations of key quality-related terms including quality, quality control, statistical quality control, total quality management, and ISO 9000. It discusses the different phases of quality including quality of concept, design, production, conformance, and performance. It also covers quality control techniques like inspection planning, control charts, and statistical process control. The document outlines principles of total quality management and benefits of the ISO 9000 quality management system standard.
This document defines key quality-related terms and concepts such as quality, quality control, statistical quality control, total quality management, and ISO 9000. It discusses the different phases of quality including quality of concept, design, production, conformance, and performance. It also describes quality control techniques like inspection planning, control charts, and statistical process control. The document outlines the principles of total quality management and benefits of the ISO 9000 quality management system standard.
Failure Mode and Effects Analysis WithAdrian™ FMEA 2013 Adrian BealeAdrian Beale
The document discusses Failure Mode and Effects Analysis (FMEA). It defines FMEA as a reliability method used to evaluate systems, designs, and processes to identify potential failures. The document outlines the general FMEA process which involves selecting a team, brainstorming failure modes and their causes/effects, assigning ratings, calculating risk priority numbers, and defining actions to address high risks. It provides guidance on team composition and dynamics, as well as tips for effectively conducting and documenting an FMEA.
Artificial Intelligence (AI) the Good the Bad and the Ugly of Manufacturing O...Luis Cabrera
The document discusses different approaches to manufacturing operations management and the potential role of artificial intelligence. Standard process management focuses on balancing production lines and collecting real-time data to optimize operations. Crisis and chaos management styles prioritize unpredictable decision-making and creating turmoil. Artificial intelligence applications could integrate with ERP systems to automate routine meetings, data analysis, decision-making and work instructions across the manufacturing process for more efficient and reliable operations.
This document contains a summary of a presentation on best practices in maintenance and reliability by Ricky Smith. It discusses key topics like reliability definitions, failure patterns, predictive maintenance, FRACAS systems, and reliability metrics. It emphasizes that most equipment failures are self-induced due to issues like improper installation, maintenance, or lubrication. It also outlines steps for improving reliability like prioritizing assets, identifying maintenance strategies, and using failure data for continuous improvement. The goal is to move from reactive to proactive maintenance through practices like condition monitoring and root cause analysis.
The document outlines Toyota's business practice (PDCA) approach to problem solving. It includes clarifying the problem, breaking it down, setting a target, analyzing the root causes, developing countermeasures, implementing them, and evaluating the results. An example is provided where the problem of late emergency repairs is investigated. Data is analyzed and the problem of average lead times over the target of 60 minutes is clarified. Potential root causes like disorganized tools and extra walking are identified. Countermeasures like organizing supplies and standardizing tools are developed and tested, showing improved lead times below the target.
Leandro Melendez - Switching Performance Left & RightNeotys_Partner
Since its beginning, the Performance Advisory Council aims to promote engagement between various experts from around the world, to create relevant, value-added content sharing between members. For Neotys, to strengthen our position as a thought leader in load & performance testing. During this event, 12 participants convened in Chamonix (France) exploring several topics on the minds of today’s performance tester such as DevOps, Shift Left/Right, Test Automation, Blockchain and Artificial Intelligence.
Failure Modes and Effects Analysis (FMEA) is a systematic tool used to identify potential failures, their causes, and effects. It helps prioritize issues based on a Risk Priority Number calculated from severity, occurrence, and detection ratings. FMEA was first used in the aerospace industry and has since been applied to automotive and other sectors. The analysis involves identifying failure modes, causes, and effects, then taking actions to reduce risks.
HH Technical Services is an LLC formed in 2014 that provides contracted services including electronic technicians, mechanics, equipment operators, and training. It operates throughout the continental US and internationally from its headquarters in Houston, Texas. Using contracted services provides clients labor cost savings over employing workers directly by charging a single hourly rate without overtime, while HH Technical Services handles taxes, insurance, training, and other expenses. This flexible model allows clients to utilize skilled workers as needed.
This document discusses quality management and total quality management (TQM). It defines quality as meeting customer expectations. Key aspects of TQM include top management commitment, customer focus, continuous improvement, and empowering employees. TQM aims to produce products and services that are considered best by customers by doing everything right the first time and continuously improving. Elements of a TQM system include quality design, statistical process control, supplier partnerships, and benchmarking against world-class standards. Both products and services require quality management programs to monitor and improve performance.
OSRAM is an innovative lighting company with over 100 years of experience that supplies lighting solutions in many areas to illuminate the world through better vision, shaping spaces, and transferring information. They have a presence in over 150 countries and believe in speed, efficiency, focus and quality to gain a competitive edge. The document invites readers to explore the endless possibilities at OSRAM to discover, create and improve lighting.
OSRAM is an innovative lighting company with over 100 years of experience that supplies lighting solutions in many industries to illuminate the world through improved vision, mood lighting, efficiency and information transfer. They have a presence in over 150 countries and believe in speed, efficiency and quality to drive their competitive edge as they continue growing and discovering new ways to light up the world. Visitors are encouraged to explore OSRAM's opportunities and experience their lighting innovations firsthand.
OSRAM is an innovative lighting company with over 100 years of experience that supplies lighting solutions in many areas to illuminate the world through better vision, shaping spaces, and transferring information. They have a presence in over 150 countries and believe in speed, efficiency, focus and quality to drive their competitive edge. The document invites readers to explore the endless possibilities at OSRAM to discover, create and improve lighting.
SIMMCO is an industrial services company focused on safety, quality, and customer satisfaction. It provides turnaround, construction, and fabrication services to industries such as refining, chemicals, pulp/paper, and steel. SIMMCO has a large workforce, extensive training programs, and a strong safety record. It recently completed a large project for ThyssenKrupp Stainless in Calvert, Alabama which involved mechanical, piping, and structural work.
IBL Biotechnology provides integrated solutions for process design, automation, and control across various industries. They offer services such as process design, mechanical and electrical installation, commissioning and training. IBL is committed to ensuring projects are delivered according to specifications. They partner with technology leaders including Siemens, Alfa Laval, and IFM to provide market-leading solutions. IBL has experienced engineers and technicians who work to define challenges and provide customized solutions that meet clients' needs.
End-to-end pipeline agility - Berlin Buzzwords 2024Lars Albertsson
We describe how we achieve high change agility in data engineering by eliminating the fear of breaking downstream data pipelines through end-to-end pipeline testing, and by using schema metaprogramming to safely eliminate boilerplate involved in changes that affect whole pipelines.
A quick poll on agility in changing pipelines from end to end indicated a huge span in capabilities. For the question "How long time does it take for all downstream pipelines to be adapted to an upstream change," the median response was 6 months, but some respondents could do it in less than a day. When quantitative data engineering differences between the best and worst are measured, the span is often 100x-1000x, sometimes even more.
A long time ago, we suffered at Spotify from fear of changing pipelines due to not knowing what the impact might be downstream. We made plans for a technical solution to test pipelines end-to-end to mitigate that fear, but the effort failed for cultural reasons. We eventually solved this challenge, but in a different context. In this presentation we will describe how we test full pipelines effectively by manipulating workflow orchestration, which enables us to make changes in pipelines without fear of breaking downstream.
Making schema changes that affect many jobs also involves a lot of toil and boilerplate. Using schema-on-read mitigates some of it, but has drawbacks since it makes it more difficult to detect errors early. We will describe how we have rejected this tradeoff by applying schema metaprogramming, eliminating boilerplate but keeping the protection of static typing, thereby further improving agility to quickly modify data pipelines without fear.
Codeless Generative AI Pipelines
(GenAI with Milvus)
https://ml.dssconf.pl/user.html#!/lecture/DSSML24-041a/rate
Discover the potential of real-time streaming in the context of GenAI as we delve into the intricacies of Apache NiFi and its capabilities. Learn how this tool can significantly simplify the data engineering workflow for GenAI applications, allowing you to focus on the creative aspects rather than the technical complexities. I will guide you through practical examples and use cases, showing the impact of automation on prompt building. From data ingestion to transformation and delivery, witness how Apache NiFi streamlines the entire pipeline, ensuring a smooth and hassle-free experience.
Timothy Spann
https://www.youtube.com/@FLaNK-Stack
https://medium.com/@tspann
https://www.datainmotion.dev/
milvus, unstructured data, vector database, zilliz, cloud, vectors, python, deep learning, generative ai, genai, nifi, kafka, flink, streaming, iot, edge
"Financial Odyssey: Navigating Past Performance Through Diverse Analytical Lens"sameer shah
Embark on a captivating financial journey with 'Financial Odyssey,' our hackathon project. Delve deep into the past performance of two companies as we employ an array of financial statement analysis techniques. From ratio analysis to trend analysis, uncover insights crucial for informed decision-making in the dynamic world of finance."
4th Modern Marketing Reckoner by MMA Global India & Group M: 60+ experts on W...Social Samosa
The Modern Marketing Reckoner (MMR) is a comprehensive resource packed with POVs from 60+ industry leaders on how AI is transforming the 4 key pillars of marketing – product, place, price and promotions.
ViewShift: Hassle-free Dynamic Policy Enforcement for Every Data LakeWalaa Eldin Moustafa
Dynamic policy enforcement is becoming an increasingly important topic in today’s world where data privacy and compliance is a top priority for companies, individuals, and regulators alike. In these slides, we discuss how LinkedIn implements a powerful dynamic policy enforcement engine, called ViewShift, and integrates it within its data lake. We show the query engine architecture and how catalog implementations can automatically route table resolutions to compliance-enforcing SQL views. Such views have a set of very interesting properties: (1) They are auto-generated from declarative data annotations. (2) They respect user-level consent and preferences (3) They are context-aware, encoding a different set of transformations for different use cases (4) They are portable; while the SQL logic is only implemented in one SQL dialect, it is accessible in all engines.
#SQL #Views #Privacy #Compliance #DataLake
4. Process
• PROCESS FLOW & DATA WORKSHEETS
• QUALITY RESULTS
• PROCESS MEASURES
• PROBLEM DEFINITION
PROJECT
SELECTION
• CUSTOMER QUALITY CONCERN
• HIGH RPPM / REPEAT PR/R’s
• PART IN CONTROLLED SHIPPING
• CHRONIC QUALITY PROBLEM
• HIGH WARRANTY IMPACT
• HIGH COST OF QUALITY
SELECT
TEAM MEMBERS
• GM PRODUCT/PROCESS ENGINEER
• SUPPLIER PERSONNEL (ENGR., MFG,
QUALITY, OPERATORS, ETC)
• PURCHASING
• SUPPLIER QUALITY ENGINEER
• CUSTOMER REPRESENTATIVE
IDENTIFY
POSSIBLE
CAUSES
• BRAINSTORMING
• 5 WHY’s
• CAUSE & EFFECT DIAGRAM
• STORYBOARD
• COLLECT THE DATA
• RUN CHARTS
• FREQUENCY DISTRIBUTION
• PICTOGRAPH
• SCATTER DIAGRAMS
• PROCESS CAPABILITY STUDY
• DESIGN OF EXPERIMENTS
• PROCESS DISSECTION
ANALYZE THE DATA
SELECT GOOD IDEAS
• GATHER NEW DATA AS NECESSARY.
• DEVELOP ACTION PLANS FOR CONTAINMENT,
CORRECTION, AND PREVENTION.
• DOCUMENT RECOMMENDED CHANGES AND
ACTION PLANS.
• ESTABLISH IMPLEMENTATION TIMING AND
RESPONSIBILITY.
PLAN & IMPLEMENT
CORRECTIVE ACTION
• BASED ON PROFOUND KNOWLEDGE
• OVERCOMING ROADBLOCKS
• ACTION PLANS PROCESSED ASAP
LOOK FOR NEW
OPPORTUNITIES
RECOGNIZE
EFFORTS OF
PEOPLE
EVALUATE
AND ADJUST
• EVALUATE EFFECTIVENESS OF THE
ACTION PLANS.
• MEDIAN & RANGE CHARTS
• AVERAGE & RANGE CHARTS
• PROCESS CAPABILITY
OPERATION:
FROM:___________________________ QUANTITY PER SHIFT:______________ CUSTOMER CYCLE TIME:__________________
TO: _____________________________ SHIFT:________ OPERATOR CYCLE TIME:__________________
DESCRIPTION OF ELEMENT TIME STANDARD IN- QUALITY CRITICAL
NO. OPERATION HAND W ORK
MACHINE
W ALK PROCESS STOCK CHECK OPERATION
SAFETY
WORKSTATION AREA DRAWN TO SCALE
C
Q
03/23/94
1
2
3
4
5
MAKE ALL PEOPLE
AFFECTED AWARE
OF WHAT IS
GOING TO HAPPEN
DEFINE
CURRENT
SITUATION
5. WHAT IS AN ERROR???
• Errors are inadvertent, unintentional,
accidental mistakes made by people because
of the human sensitivity designed into our
products and processes
• Errors result in those “once in a while”
defects that we always find difficult to
control
7. EXAMPLES OF ERRORS AT HOME . . .
• Running out of gas
• Locking keys in your car
• Forgetting to stop
• Forgetting to turn off the coffee
pot
• Forgetting to unplug the iron
8. What if you had to write your name 1500
times every day?
With all of life’s distractions......
Are you 100% sure that you would never
make a mistake?!!!!
9. EXAMPLES OF ERRORS AT WORK . . .
• Missing Parts
– Forgetting to assemble a part - screws, labels, orifice tubes...
• Misassembled Parts
– Misassembly - loose parts, upside down, not aligned
e.g. - brackets (backwards), seals (not aligned),
screws (loose), labels (upside down), ...
• Incorrect Processing
– Disposing of a part rejected at test to the wrong pile
• Incorrect Parts
– Retrieving and assembling the wrong part from a model mix selection -
seals, labels, brackets, cases...
10. WHAT ABOUT ERRORS AT WORK?
Mistakes = Lost Time, Lost Money,
and
possibly Lost
Business!!!!
INJURIES
11. PROBLEM SELECTION CRITERIA
• High Parts per Million
• High PR/R Frequency
• Chronic Quality Problem
• High Cost of Quality
• PFMEA Identified Areas
• High Warranty Cost
15. WHY DO ERRORS
HAPPEN?
The quality of an operator dependent process is affected by the:
Knowledge (Skill)
Vigilance (Attention to detail)
An operator must have knowledge of the job in order to know
what to do and when a quality part has been produced
In addition, a knowledgeable operator may have to be vigilant
with each part produced to be sure it meets all the quality
expectations
Operator
16. KNOWLEDGE AND
VIGILANCE
I may be an expert at driving
a car (KNOWLEDGE)
BUT.....
Occasionally, I lock my keys
in the car or run out of gas
(LACK OF VIGILANCE!!!)
EXAMPLE:
19. OOPS!!!!!!
This is how this job goes...
What are you doing tonight?
What do you think of this new design?
Boredom
Break time!!!
Machine’s down...
Overtime tonight?
There’s a problem with the parts you’re making....
People Distractions
20. People Distractions
VIGILANCE
OOPS!!!!!!
This is how this job goes...
What are you doing tonight?
What do you think of this new design?
Boredom
Break time!!!
Machine’s down...
Overtime tonight?
There’s a problem with the parts you’re making....
21. WHY ARE MISTAKES A PROBLEM?
Cost us money
Cost us time
Cause us danger/possible injury
22. THINGS DONE RIGHT 99.9% OF
THE TIME MEANS . . .
• One hour of unsafe drinking water per month
• Two unsafe landings at O’Hare Airport each day
• 16,000 lost pieces of mail per hour
• 20,000 incorrect drug prescriptions per year
• 500 incorrect surgical operations per week
• 50 newborn babies dropped each day by doctors
• 22,000 checks per hour deducted from wrong accounts
• 32,000 missed heartbeats per person each year
23. THE ERROR PROOFING
ATTITUDE
• People CAN and WILL make inadvertent
mistakes!
• If one person makes a mistake - ANYONE
can!
• ONE mistake out the door is too many!!
• Mistakes CAN be eliminated and MUST be
eliminated for us to become
COMPETITIVE!!!!
24. WHAT DO WE DO?
By designing our products and processes
so that they minimize the opportunity
for the mistake to happen in the first place
This is where the concept of
ERROR PROOFING
comes in.......
If errors are so easy to make, how will we ever
send our customers 100% good product?????
25. A SYSTEM IS NEEDED
TO COMBAT THESE DRAWBACKS:
• Detect an error in the process before a defective
product is passed to the next station; whenever
possible before a defective product is produced.
• Perform detection and notification of operator
immediately; i.e. for every unit of product.
26. ERROR PROOFING TECHNIQUES
BENEFITS
Assures 1st Piece Quality
Assures Consistency during Set-Ups
Prevents Production of Defective Parts
Makes Quality Problems More Visible
Creates a Safer Work Environment
Eliminates Waste of Inspection and Repair
Lowers Cost of Design (DFM) and Cost to
Manufacture (Poka-Yoke Devices)
27. To improve the PROCESS by helping
people prevent ERRORS and increase the
chances of DETECTION, so that FAILURE
MODE occurrences are
ELIMINATED.
ERROR PROOFING TECHNIQUES
OBJECTIVE
28. Error Proofing Techniques
• INTRODUCTIONS / OPENING COMMENTS.
• OVERVIEW OF SITE OPERATIONS AND DISCUSSION OF
PROBLEM AREA(S).
• WORKSITE REVIEW TO ASSESS PROBLEM AREA FOCUS
AND ISSUES.
• OVERVIEW OF WORKSHOP PROCESS AND ACTIVITIES.
• PRE-WORKSHOP PREPARATION REQUIREMENTS.
• GENERAL DISCUSSION AND ADJOURN.
31. Process
• PROCESS FLOW & DATA WORKSHEETS
• QUALITY RESULTS
• PROCESS MEASURES
• PROBLEM DEFINITION
PROJECT
SELECTION
• CUSTOMER QUALITY CONCERN
• HIGH RPPM / REPEAT PR/R’s
• PART IN CONTROLLED SHIPPING
• CHRONIC QUALITY PROBLEM
• HIGH WARRANTY IMPACT
• HIGH COST OF QUALITY
SELECT
TEAM MEMBERS
• GM PRODUCT/PROCESS ENGINEER
• SUPPLIER PERSONNEL (ENGR., MFG,
QUALITY, OPERATORS, ETC)
• PURCHASING
• SUPPLIER QUALITY ENGINEER
• CUSTOMER REPRESENTATIVE
IDENTIFY
POSSIBLE
CAUSES
• BRAINSTORMING
• 5 WHY’s
• CAUSE & EFFECT DIAGRAM
• STORYBOARD
• COLLECT THE DATA
• RUN CHARTS
• FREQUENCY DISTRIBUTION
• PICTOGRAPH
• SCATTER DIAGRAMS
• PROCESS CAPABILITY STUDY
• DESIGN OF EXPERIMENTS
• PROCESS DISSECTION
ANALYZE THE DATA
SELECT GOOD IDEAS
• GATHER NEW DATA AS NECESSARY.
• DEVELOP ACTION PLANS FOR CONTAINMENT,
CORRECTION, AND PREVENTION.
• DOCUMENT RECOMMENDED CHANGES AND
ACTION PLANS.
• ESTABLISH IMPLEMENTATION TIMING AND
RESPONSIBILITY.
PLAN & IMPLEMENT
CORRECTIVE ACTION
• BASED ON PROFOUND KNOWLEDGE
• OVERCOMING ROADBLOCKS
• ACTION PLANS PROCESSED ASAP
LOOK FOR NEW
OPPORTUNITIES
RECOGNIZE
EFFORTS OF
PEOPLE
EVALUATE
AND ADJUST
• EVALUATE EFFECTIVENESS OF THE
ACTION PLANS.
• MEDIAN & RANGE CHARTS
• AVERAGE & RANGE CHARTS
• PROCESS CAPABILITY
OPERATION:
FROM:___________________________ QUANTITY PER SHIFT:______________ CUSTOMER CYCLE TIME:__________________
TO: _____________________________ SHIFT:________ OPERATOR CYCLE TIME:__________________
DESCRIPTION OF ELEMENT TIME STANDARD IN- QUALITY CRITICAL
NO. OPERATION HAND W ORK
MACHINE
W ALK PROCESS STOCK CHECK OPERATION
SAFETY
WORKSTATION AREA DRAWN TO SCALE
C
Q
03/23/94
1
2
3
4
5
MAKE ALL PEOPLE
AFFECTED AWARE
OF WHAT IS
GOING TO HAPPEN
DEFINE
CURRENT
SITUATION
32. Error Proofing Techniques
Agenda
OPENING COMMENTS & INTRODUCTIONS
ERROR PROOFING OVERVIEW
WORKSHOP EXPECTATIONS - Why Are We Here Problem
Statement
DEFINE CURRENT STATE
ERROR PROOFING AWARENESS & TECHNIQUES
BRAINSTORMING - Problem Solving Solutions Utilizing
Error Proofing Techniques
DEVELOP ACTION PLANS & IMPLEMENTATION
CLOSING & WRAP-UP
33. PROBLEM SELECTION CRITERIA
• High Parts per Million
• High PR/R Frequency
• Chronic Quality Problem
• High Cost of Quality
• PFMEA Identified Areas
• High Warranty Cost
36. WHY ARE MISTAKES A PROBLEM?
Cost us money
Cost us time
Cause us danger/possible injury
37. THINGS DONE RIGHT 99.9% OF
THE TIME MEANS . . .
• One hour of unsafe drinking water per month
• Two unsafe landings at O’Hare Airport each day
• 16,000 lost pieces of mail per hour
• 20,000 incorrect drug prescriptions per year
• 500 incorrect surgical operations per week
• 50 newborn babies dropped each day by doctors
• 22,000 checks per hour deducted from wrong accounts
• 32,000 missed heartbeats per person each year
38. THE ERROR PROOFING ATTITUDE
People CAN and WILL make inadvertent mistakes!
If one person makes a mistake - ANYONE can!
ONE mistake out the door is too many!!
Mistakes CAN be eliminated and MUST be eliminated for
us to become COMPETITIVE!!!!
39. A SYSTEM IS NEEDED
TO COMBAT THESE DRAWBACKS:
• Detect an error in the process before a defective
product is passed to the next station; whenever
possible before a defective product is produced.
• Perform detection and notification of operator
immediately; i.e. for every unit of product.
40. Awareness: Having the forethought that a mistake can be made, communicating the potential, and
planning the design of the product or process to detect or prevent it.
Detection: Allowing the mistake to happen but providing some means of detecting it and alerting
someone so that we fix it before sending it to our customer.
Prevention: Not allowing the possibility for the mistake to occur in the first place.
Error Proofing is the activity of awareness, detection, and
prevention of errors which adversely affect:
Our customers (defects)
Our people (injuries)
and result in WASTE!
WHAT IS ERROR PROOFING?
42. Techniques:
• Design For Manufacturability (DFM)
Technique that Results in Designs that Cannot
be Incorrectly Manufactured or Assembled.
This Technique can also be used to “Simplify”
the Design and therefore reduce its cost.
ERROR PROOFING
43. Techniques (Continued)
• “Poka-Yoke” System*
Set-Up Devices or Inspection Techniques that Assure that
Set-Up is Done Correctly; i.e. Produces 100% Good Parts
from the First Piece on
“Zero Quality Control: Source Inspection and the Poka-Yoke System” - Shigeo Shingo; 1986
ERROR PROOFING
44. Missing Parts
Forgetting to assemble a part - screws, labels, orifice tubes...
Misassembled Parts
Misassembly - loose parts, upside down, not aligned
e.g. - brackets (backwards), seals (not aligned),
screws (loose), labels (upside down), ...
Incorrect Processing
Disposing of a part rejected at test to the wrong pile
Incorrect Parts
Retrieving and assembling the wrong part from a model mix selection -
seals, labels, brackets, cases...
EXAMPLES OF ERRORS AT WORK . . .
45. Identify Error Proofing Opportunities
• PFMEA
• Quality Data, PR/R, Warranty Data...
• Brainstorm (Questions to Ask, Free Form...)
Prioritize Opportunities (RPN, Pareto...)
Determine Level of Error Proofing
Brainstorm Error Proofing Mechanisms
• Build on past experience
• Can use more than one mechanism
Select Error Proofing Mechanism
• Most cost effective
• Simple
Plan (Process Mechanisms)
• Action plan
• Error Proofing Control Plan (EPCP)
Implement Error Proofing Mechanism
•Installation
•Validation
• EPCP
•Check sheet/Log
•Operator Instructions
Evaluate Results
IDENTIFY
PLAN
ANALYZE
IMPLEMENT
EVALUATE
HOW
TO
ERROR
PROOF
46. TOOLS FOR ANALYSIS
Flow Chart Fishbone Diagram Pareto Chart
Histogram 5 Why’s Run Chart
Scatter Plot Control Chart Pictograph
Problem
Problem
Root Cause
Why
Why
Why
Why
Why
47. Assures 1st Piece Quality
Assures Consistency during Set-Ups
Prevents Production of Defective Parts
Makes Quality Problems More Visible
Creates a Safer Work Environment
Eliminates Waste of Inspection and Repair
Lowers Cost of Design (DFM) and Cost to
Manufacture (Poka-Yoke Devices)
ERROR PROOFING TECHNIQUES
BENEFITS
48. ERROR-PROOFING TECHNIQUES
(Poka-Yoke) CONCEPT
SENSOR INFORMATION:
BASIC TYPES OF SENSORS
• Discrete sensors
• Analog sensors
TYPES OF PRESENCE SENSORS
• Physical contact
• No physical contact
TYPES OF NON-CONTACT SENSORS
• Reed relays
• Inductive
• Capacitive
• Photoelectric sensors
ADVANTAGES OF THE VARIOUS TYPES
• Functionality
• Costs
• Areas of application
49. ERROR-PROOFING TECHNIQUES
(Poka-Yoke) CONCEPT
BASIC TYPES OF SENSORS:
ANALOG SENSORS
• Answer the question: “Where is the part?”
or
• “To what level have we filled the container?”
DISCRETE SENSORS
• The part is present or is not present.
• Most frequently asked question in a manufacturing
operation.
50. ERROR-PROOFING TECHNIQUES
(Poka-Yoke) CONCEPT
TYPES OF PRESENCE SENSORS:
PHYSICAL CONTACT
• e.g. Limit switches
• Advantages - Can carry more current
- Gap between terminals
NO PHYSICAL CONTACT
• Advantages - No physical contact
- Better for counting sensitive surfaces,
e.g. painted or polished surfaces
- No moving parts
- Faster
51. ERROR-PROOFING TECHNIQUES
(Poka-Yoke) CONCEPT
TYPES OF NON-CONTACT SENSORS:
REED RELAYS
• Target is magnetic
• Will not respond to non-magnetic targets
with reliability.
INDUCTIVE
• Based on metal targets; will not respond
to non-metallic targets with high reliability.
CAPACITIVE
• Cannot distinguish between the real target
and something else in the target region.
Must control what comes close to the target.
PHOTOELECTRIC
• Can be fooled by a non-target.
52. ERROR-PROOFING TECHNIQUES
(Poka-Yoke) CONCEPT
TYPES OF NON-CONTACT SENSORS:
REED RELAYS
Typical range: Up to 1.5 in. (approx. 4 cm)
• Two hermetically sealed metal foil reeds which make contact
with each other to close the circuit, when in the vicinity of a
magnet (permanent or electro-magnet).
• The differential is determined by differencing the point of first
contact from the point of last contact.
• Magnet approach must be in a direction parallel to the direction
of the line connecting the tow reeds.
Best applications for magnetically actuated switches in general:
• Security and safety
• to avoid false tripping
• security door interlock for heavy machinery; end of travel
for elevators, cranes, and the like.
• Sensing through walls (non-ferrous, e.g. Aluminum and
Magnesium).
• Pallet identification in synchronous automated assembly lines.
• Relative dirty environments (e.g. dust, dirt, sand, oil, or coolant
fluids).
• Whenever high response speeds are required.
Disadvantages - poor long-term reliability (moving parts)
53. ERROR-PROOFING TECHNIQUES
(Poka-Yoke) CONCEPT
TYPES OF NON-CONTACT SENSORS:
INDUCTIVE SENSORS
• Principle of Operation:
• Eddy currents are induced in the target (metallic)
by the electromagnetic.
• The target reacts with the Eddy currents as a
function of the distance from the field.
• Inside the field, the target attenuates the magnitude
of the Eddy currents.
• Outside the field, the target does not impede the
Eddy currents.
• This type of oscillator is referred to as a ECKO
(Eddy Current Killed Oscillator).
54. ERROR-PROOFING TECHNIQUES
(Poka-Yoke) CONCEPT
TYPES OF NON-CONTACT SENSORS:
CAPACITIVE SENSORS
• Principle of Operation:
• Senses all materials
• Contain a high frequency oscillator with one of its
capacitor plates built into the sensor.
• Method of Application:
• All materials are sensed through a change on the
dielectric characteristics.
• Ideal applications include bulk materials and liquids
in containers of glass and plastic.
• Characteristics:
• Poor choice for metal targets.
• Is very sensitive to environmental factors.
• Sensing range depends greatly on the material being
sensed.
• Can be misled and therefore it is important to control
the material which is presented to the sensor.
55. ERROR-PROOFING TECHNIQUES
(Poka-Yoke) CONCEPT
TYPES OF NON-CONTACT SENSORS:
PHOTOELECTRIC SENSORS
Photoelectric controls need no physical contact and are ideal where sensed
objects must remain untouched. Photoelectric controls respond rapidly to
parts moving quickly and in varying positions along a conveyor, yet operate
dependably if actuated only infrequently. There are controls for indoor or
outdoor use, for varying ambient light conditions, for high vibration, for areas
restrictive in space, and even for explosive locations.
Typical applications include:
• Counting
• Labeling
• Conveyor control
• Bin level control
• Parts inspection
• Feed and/or fill control
• Package handling
• Thread break detection
• Edge guide
• Web break detection
• Regristration control
• Food processing
• Parts monitoring and sorting
• Batch counting
• Robotics
• Parts handling
56. ERROR-PROOFING TECHNIQUES
(Poka-Yoke) CONCEPT
TYPES OF NON-CONTACT SENSORS:
PHOTOELECTRIC SENSORS
Conveyor Control
This application involves sorting brown cardboard boxes which are coded with up to four black marks per
box. The application is to sense the number of marks on each box.
Package Handling
A diffuse scan photoelectric control is used to detect the light reflected from the object in this application.
The control detects the light reflected off the box, turning ON and OFF the gluing machine.
Labeling
This application is designed to detect the leading edge of a black bar code on a read and write label. The
labels are edge to edge on a spool. When the bar code is detected the sensor output triggers a laser bar
code reader which reads the bar code.
Food Processing
This application monitors the level of an accumulator in a meat processing facility. A photoelectric control
detects a fill level of hot-dogs in the accumulator then turns on the conveyor for a preset time period. Side
walls of the accumulator are polished stainless steel. The equipment is subject to daily washdown.
Fill Level Control
This application inspects the fill level of various jars of food products. The photoelectric system produces
an output when either an under or over fill condition is detected.
Parts Handling
Fiber optics are ideal for areas too small for a standard photoelectric control. The fiber optic cables direct
the light from the base to where the sensing is needed.
57. Target
Thru:
• Light source (emitter) and
receiver are placed opposite
each other.
• The object to be detected passes
between the two.
Advantages:
1. Most reliable when target is opaque
2. Long range scanning, most excess gain
3. Use in high contamination areas, dirt, mist,
condensation, oil film, etc.
4. Precise positioning or edge-guiding of opaque
material
5. Parts counting
Types of Non-Contact Sensors
Photoelectric Sensors
Emitter Receiver
THRU
ERROR-PROOFING TECHNIQUES
(Poka-Yoke) CONCEPT
58. ERROR-PROOFING TECHNIQUES
(Poka-Yoke) CONCEPT
Diffuse:
• Light beam is directed at the
object to be detected.
• Light will be reflected off the
object in many directions.
• Some of the light reflected from
the object will be sensed by the
receiver.
Advantages:
1. No reflector required.
2. Convenient for installation.
3. One sided scanning.
4. Senses clear materials when
distance is not fixed.
5. Ease of alignment
Types of Non-Contact Sensors
Photoelectric Sensors
Target
59. ERROR-PROOFING TECHNIQUES
(Poka-Yoke) CONCEPT
TYPES OF NON-CONTACT SENSORS:
PHOTOELECTRIC SENSORS
Proximity (diffuse) Background Suppression
Background suppression utilizes 2 receivers behind the receiving lens. They are
aimed at a precise point in front of the unit and sense the presence of a target
when the output of both receives are equal.
Applications:
• Material handling - conveying systems
• Collision detection for AGV’s (Automatic Guided Vehicles)
• Car / truck wash
• Level sensing
60. Retroreflective:
• Light beam is directed at a reflective target
(reflector, tape or other reflective object) -
one which returns light along the same
path it was sent.
• The object to be detected passes between
photoelectric control and reflective target.
Advantages:
1. One-sided scanning
2. Ease of alignment
3. Immune to vibration
Types of Non-Contact Sensors
Photoelectric Sensors
Target
Retroreflective
Reflector
ERROR-PROOFING TECHNIQUES
(Poka-Yoke) CONCEPT
61. Convergent:
• Light beam is directed at object to be
detected (ignores background
surfaces)
• Object must be at a given distance in
relationship to photoelectric control
before light will be reflected to receiver
Advantages:
1. First choice for detecting clear
materials
2. Ignores unwanted background
surface reflection
3. Detects objects with low reflectivity
4. Detects height differential
Types of Non-Contact Sensors
Photoelectric Sensors
Target
Convergent Beam
Fixed
Distance
ERROR-PROOFING TECHNIQUES
(Poka-Yoke) CONCEPT
62. ERROR-PROOFING TECHNIQUES
(Poka-Yoke) CONCEPT
TYPES OF NON-CONTACT SENSORS:
PHOTOELECTRIC SENSORS
Fiber Optic Sensors
What do you do when the physical constraints of the application don’t allow for
installing regular, self-contained sensors? Maybe the target is in a high temperature
or chemically aggressive environment. Perhaps the target is small or very fast-moving.
Fiber-optics, applied to photoelectric scanning, solves these problems.
Fiber Optics and Sensing
All fiber optic sensing mode are implemented using one type of amplifier which contains
both emitter and receiver in one housing.
Fiber Optic Thru-beam Scanning
Using two opposed, individual fiber optic cables, the object to be detected breaks the
beam. The target must be at least the same dimension as the effective beam, which in
this case, is the bundle diameter. Because the beam is very small, the detection can be
very precise. A typical application might be edge detection for a web printing press.
Needle tips reduce the beam dimension for use with extremely small targets, typical for
application in semiconductors and pharmaceutical industries.
Typical application:
• Small parts detection
• Edge detection
• High temperature environment (600 degrees F+)
63. Fiber Optic:
• Not a scanning technique but rather another way of transmitting light beam.
Advantages:
1. High temperature applications 4. Corrosive areas
2. Where space is limited 5. Noise immunity
3. Size and flexibility of fiber leads 6. Color sensing
Types of Non-Contact Sensors
Photoelectric Sensors
Target or
Reflector
Thru
ERROR-PROOFING TECHNIQUES
(Poka-Yoke) CONCEPT
64. Polarized:
• Will work only with comercube
reflector or special polarized
reflective tape.
• Will not false trigger when
sensing shiny object.
Advantages:
1. One-sided sensing
2. Does not false trigger off
highly reflective object
3. Senses clear materials
4. Ease of alignment
5. Immune to vibration
Types of Non-Contact Sensors
Photoelectric Sensors
Target
Polarized
Special
Reflector
ERROR-PROOFING TECHNIQUES
(Poka-Yoke) CONCEPT
65. ERROR-PROOFING TECHNIQUES
(Poka-Yoke) CONCEPT
APPLICATION SCAN TECHNIQUE
Small parts detection Fiber optics or Thru scan with aperatures
Long distance scanning Thru scan
High temperature sensing Fiber optic
Shiny object or film detection Polarized scan
Severe environment (Extreme dust or dirt) Thru scan
Limited mounting space Fiber optic
Explosive environment Thru scan or Retro
Washdown environment Thru, Retro-reflective or Diffuse
Analog position sensing Diffuse or Fiber Optic
Conveyor Monitor
- Jam detection
- Part count
- Part position
Polarized, Diffuse or Retro
Vibratory Feeder Fiber optic
Lid or Cap detection Convergent beam or Fiber Optic
Clear bottle detection Polarized or Fiber Optic
Transparent material Polarized scan
Label detection Diffuse or Fiber Optic
Bin or hopper level Thru when using window Diffuse from above
Mold or die clear to close Thru scan or Fiber Optic (high temp)
Max height monitor (i.e. Fork trucks) Thru scan
Opaque material on semitransparent carrier Thru scan
Motion detection All scan type
APPLICATIONS FOR PHOTOELECTRIC SENSORS
66. ERROR-PROOFING TECHNIQUES
(Poka-Yoke) CONCEPT
ADVANTAGES DISADVANTAGES APPLICATIONS
Magnet Operated - Inexpensive - Magnet required - Security and safety
(reed relay) - Very selective target - Sensitive to welding interlocking
identification fields - Sensing thru metal
Hall Effect - Complete switching - Magnetic target only - Keyboard
function is in a single - Extremely sensitive to
integrated circuit industrial environment
- Operates up to 150khz
- High temperature
(150 degrees C)
- Good resolution
Ultrasonic - Senses all materials - Resolution - Anti-collision on AGV
- Repeatability Doors
- Sensitive to background
and environment changes
- Distance limitation to
60mm
Inductive - Resistant to harsh - Presence detection on all
environments kinds of machines
- Easy to install - Very popular
- Very predictable
Capacitive - Senses all materials - Very sensitive to - Level sensing with liquids
- Detects through walls environment changes and non-metallic parts
Photoelectric - Senses all materials - Subject to contamination - Parts detection
- Material handling
- Packaging
- Very popular
Piezo-electric - Torque (automated or
manual)
67. ERROR-PROOFING TECHNIQUES
(Poka-Yoke) CONCEPT
NEW APPLICATIONS:
• Pressure sensing
• Shape sensing
• Weight sensing
• Presence sensing
• Color sensing (dark vs light)
• Torque sensing (Piezo-electric)
• Position sensing
• Custom / adaptive size parts
• Vacuum sensing
• Flow sensing (e.g. gallon / minute)
68. ERROR-PROOFING TECHNIQUES
(Poka-Yoke) CONCEPT
POKA-YOKE Sensors at a Deming Prize Winner
1. Mechanical 9. Heat Sensor
2. Magnetic 10. Gas Sensor
3. Beam Cut 11. Force Sensor
4. Super Sonic 12. Torque Sensor
5. Image Sensor 13. Meter Relay
6. Counter 14. Vibration Sensor
7. Beam Reflector 15. Automatic Measurement
8. Pressure Sensor
69. ERROR-PROOFING TECHNIQUES
(Poka-Yoke) CONCEPT
THE MOST EFFECTIVE TYPES OF ERROR NOTIFICATION MEANS
Getting the Operator’s Attention:
• Visual Signal (flashing light is best)
• Audio Signal (loud and persistent, e.g. burglar alarm)
• Protective Barrier (to prevent defect or operator injury)
• When used: low defect occurrence rate and when
repairs can be made.
Shutting Down the Operation:
• Upon detecting a “non-conformance” the operation
is simply shut down, i.e. the next part will not be
processed.
• When used: relatively higher occurrence rates and
when repairs are not possible.
70. ERROR-PROOFING TECHNIQUES
(Poka-Yoke) CONCEPT
Problem Type
Error Proofing
Installed
Type of
Sensor Used
Type of
Intervention Used
Missing Components Counter to verify Micro-switch Machine interlock
correct number of
components
Pre-counting the None None
number of components
Fixture at the operation Proximity switch Machine interlock
to detect the presence
of component from the
previous operation
Incorrect Processing Process sequence None (all fixtures None
fixturing specially designed)
Wrong Components Verifying component Light transmission Video or audio alarms
shape, weight, or
dimension switches
EXAMPLES OF POKA-YOKE’S
FOR THE THREE MOST COMMON PROBLEMS
71. ERROR-PROOFING TECHNIQUES
(Poka-Yoke) CONCEPT
What is the best method for sensing fluid levels
for a machine?
What is the best method for sensing magnets for
electric motors?
What are three possible methods for sensing burs
on a cylinder bore?
What is the best method for detecting the presence
of an O-ring?
BEST SENSING IDEAS
72. Four Categories of Errors - Questions to Ask????
Missing Parts
– Is there a model mix such that some models require a
part while others require nothing at all in that location?
– Is the part assembled as a small part after some main
activity?
– Is the part difficult to see after being assembled?
73. Missing Parts
Is the part :
Unseen or untouched in
subsequent process steps?
Difficult to see during assembly?
Difficult to assemble?
Difficult to see after assembly?
Difficult to differentiate between pre
and post assembly?
Can anything be done to resolve this
in design of product/process?
Can the part be combined with
another part?
Can the part be eliminated?
What can be done to detect whether
the part has been assembled?
Detection device - torque
counter, photoelectric eye over
container, limit switch at
dispenser,....
Lock out subsequent operation if part
is missing.
Lock out device - limit switch,
conductivity sensor...
Implement operator instructions,
visual aids and training as minimum
requirement
YES
NO
NO
Implement Error Proofing
(process/design change and/or
detect/lock out device)
Verify results
YES
74. Brainstorm Error Proofing Mechanism
• Make visible/obvious if missing
– Color contrast
– Visible at numerous operations and pack
– Use mirrors
– Position of part as moves down line
– Visual aid/picture posted with part present and highlighted
• Redefine process
– Assemble early in process
– Successive check
– Rearrange multiple write-up to eliminate “sometimes do/sometimes don’t”
• Monitor part supply
– Only supply parts needed for that model (no questions-if there are parts present, use
them)
– Lot control, count parts-must equal # pieces produced
• Sensors
– Photoelectric eyes to detect, lock out until corrected
– Limit switch to detect, lock out until corrected
• Modify design
– Eliminate part
Missing Parts - Thought Starters
75. Misassembled Parts
– Is the operation difficult for the operator to see
as they perform the job?
– Is there an assembly or positioning operation
that can be completed incorrectly?
Four Categories of Errors-Questions to Ask????
76. Misassembled Parts
Is the part :
Difficult to see during assembly?
Difficult to assemble?
Difficult to see after assembly?
Difficult to differentiate between pre
and post assembly?
Lacking guides or fixtures for proper
assembly or proper alignment?
Can anything be done to resolve this
in design of product/process?
(guides, fixtures, automation)
Can the part be combined with
another part?
Can the part be eliminated?
What can be done to detect whether
the part has been misassembled?
Detection device - torque counter,
photoelectric eye, limit switch
Lock out subsequent operation if part
is misassembled.
Lock out device - limit switch,
conductivity sensor...
Implement operator instructions,
visual aids and training as minimum
requirement
YES
NO
NO
Implement Error Proofing
(process/design change and/or
detect/lock out device)
Verify results
YES
77. Brainstorm Error Proofing Mechanism
• Visual aids
– Visual aid/picture posted with correct position highlighted
• Redefine process
– Assemble early in process
– Successive check
• Workplace organization
– Organize for maximum ease and visibility
• Sensors
– Photoelectric eyes to detect, lock out until corrected
– Limit switch to detect, lock out until corrected
• Modify/design fixture
– Unable to assemble incorrectly
• Modify design
– Eliminate part
– Prevent misassembly - e.g. two sizes of studs
– Provide guides or references
Misassembled Parts- Thought Starters
78. Incorrect Processing
Is there an operation that requires a recognition of some
characteristic to determine what to do with the part next?
REJECTS
GOOD
Four Categories of Errors-Questions to Ask????
79. Incorrect Processing
Does the operation require recognition
of some characteristic to determine
what to do with the part?
(e.g. Red light indicates place in reject
pile, visual inspection for pre-defined
defects)
Can anything be done to resolve this
in design of product/process?
(fixtures, automation)
Can the part be combined with
another part?
Can the part be eliminated?
What can be done to detect whether
the part has been incorrectly
processed?
Detection device - reset button,
photoelectric eye, limit switch
Lock out subsequent operation if part
is incorrectly processed.
Lock out device - limit switch,
conductivity sensor...
Implement operator instructions,
visual aids and training as minimum
requirement
YES
NO
NO
Implement Error Proofing
(process/design change and/or
detect/lock out device)
Verify results
YES
80. Brainstorm Error Proofing Mechanism
• Visual aids
– Quality alert indicating high potential for error
– Fixture or template outlining pre-defined defects
– Bogey or sample boards for visual inspection
• Redefine process
– Reset or acknowledge but at the appropriate next operation
– Automate
• Workplace organization
– Separate and clearly label reject locations/containers
• Sensors
– Photoelectric eyes to detect, lock out until corrected
– Limit switch to detect, lock out until corrected
Incorrect Processing- Thought Starters
81. Incorrect Parts
Is there a selection of parts in front of the operator that would
allow for the wrong part to be chosen and assembled?
Four Categories of Errors-Questions to Ask????
82. Incorrect Parts
Is there a selection of parts available
at the workstation?
Are similar parts assembled onto the
product at the same location?
Can anything be done to resolve this
in design of product/process?
(Consolidation, separate operations)
Can the part be combined with
another part?
Can the part be eliminated?
What can be done to detect whether
the incorrect part has been
assembled?
Detection device - bar code,
photoelectric eye, limit switch
Lock out subsequent operation if the
incorrect part is detected
Lock out device - limit switch,
conductivity sensor...
Implement operator instructions,
visual aids and training as minimum
requirement
YES
NO
NO
Implement Error Proofing
(process/design change and/or
detect/lock out device)
Verify results
YES
83. Brainstorm Error Proofing Mechanism
• Make visible/obvious if incorrect part
– Color code - match part to product
– Visible at numerous operations and pack
– Position of part as moves down line
– Visual aid/picture posted with correct part present and highlighted
• Redefine process
– Assemble early in process
– Successive check
– Rearrange multiple write-up to separate assembly of like parts
• Monitor part supply
– Only supply parts needed for that model
• Sensors
– Photoelectric eyes to detect, lock out until corrected
– Limit switch to detect, lock out until corrected
• Modify/design fixture
– Unable to assemble incorrect part
• Modify design
– Eliminate part
– Prevent assembly of incorrect part
Incorrect Parts- Thought Starters
84. The Error Proofing Process:
– Utilizes a multi-functional approach
– Is driven by Customer Satisfaction and allows for Quick
response and implementation of solutions
– Is used to “Kill” problems
– Is documented in the ‘Problem Solving Document’ (PSD)
– Supports Continuous Improvement Methodology
– Is the ‘Contain’ step in the 5 Step Problem Solving
Process
People
&
Teamwork
5. Evaluate 1. Identify
2. Analyze
3. Plan
4. Implement
Prevent Select
Contain
Correct
Error-Proofing Process
“Quick Response / Quick Implementation”
Institutionalize
the Solution
and the Ongoing
Control
Institutionalize
Continuous
Improvement
Opportunity
Problem Solving Documentation
First Time
Quality
(F.T.Q.)
at
Operation
Departmental
Containment
Station
Network
Internal
Plant
Audit
Customer
Rejects
(PPM)
Systematic
Problem
Solving
Process
Candidates for Error Proofing
Warranty
Information
88. Implementation Procedure:
• Product Tooling Design Phase
¶ Predict Potential Quality Defects during
Product Tooling Design Stage.
Use DFM to modify Tooling Design to
Prevent Potential Defects from Occurring in
Production based on Potential Defects
Identified.
Build Poka-Yoke Devices into the Process
where Design “Fixes” can not be
Incorporated.
ERROR PROOFING
89. • Production Phase
¶ Retro-fit Poka-Yoke Devices into Existing
Tooling
Use Quality History to Target Potential Error
Proofing Application Sites
Obtain Set-Up Operator Input as to Where to
Apply “Error Proofing” Devices as well as
the Type of Devices to Use.
Implementation Procedure (Continued):
ERROR PROOFING
90. Some Error Proofing Guidelines:
• Standardize Press Shut Heights
• Utilize Digital Process Parameter Gages
• Apply Locating Devices to Dies, Fixtures, Etc.
• Gages Pre-calibrated prior to Start of Set-Up
• Utilize Common/”Quick Connect Fittings and
Clamping Hardware
• “One Way” Loading
• 100% Component Presence Check
• Verify “Machine Cycle Completed”
• Detected “Error” Stops Process
ERROR PROOFING
91. CASUAL CONNECTIONS BETWEEN DEFECTS AND HUMAN ERRORS
Causes
of Defects
Omitted Processing
Processing Errors
Errors Setting Up Workpieces
Missing Parts
Wrong Parts
Processing Wrong Workpiece
Misoperation
Adjustment Error
Improper Equipment Setup
Improper Tools and Jigs
Human
Errors
International
Misunderstanding
Forgeful
Misidentification
Amateurs
Willful
Inadvertent
Slowness
Non-Supervision
Surprise
Strongly Connected Connected
SOURCE: NKS/Factory Magazine “Poka-Yoke”
92. To improve the PROCESS by helping
people prevent ERRORS and increase the
chances of DETECTION, so that FAILURE
MODE occurrences are
ELIMINATED.
ERROR PROOFING TECHNIQUES
WORKSHOP OBJECTIVE
95. WHAT IS NECESSARY TO BE
SUCCESSFUL?
• Management Support
• Team Members who:
• Are team players
• Communicate well
• Not afraid to contribute
• Are empowered
• Have the desire to solve problems
• Can make it happen
96. KEY AREAS:
• OPERATORS & INSPECTORS FROM STUDY
AREA
• PROCESS AND DESIGN ENGINEER
• QUALITY REPRESENTATIVE
• SKILLED TRADES
• MANAGEMENT REPRESENTATIVE - MIDDLE
TO UPPER LEVELS
• MANUFACTURING REPRESENTATIVE
OPTIONAL AREAS:
• MAINTENANCE REPRESENTATIVE
• OTHER TECHNICAL REPRESENTATIVES:
• INDUSTRIAL ENGINEER
• UNION REPRESENTATIVE
Error Proofing Techniques
TEAM RECOMMENDATION
97. KNOWLEDGE AND EXPERIENCE OF THE PROCESS BEING
STUDIED.
POSSESSING A TEMPERAMENT TO WORK IN TEAMS AND
CONTRIBUTE TO TEAM GOALS.
WILLING TO MAKE CHANGE AND THINK BEYOND NORMAL
PRACTICES.
EMPOWERED TO SPEAK FOR ORGANIZATION AND
KNOWLEDGEABLE TO WHOM TO REACH FOR CRITICAL
DECISIONS OR ANSWERS TO QUESTIONS.
INNOVATIVE AND CREATIVE THINKING PROCESS.
ABILITY TO REPRESENT AND CONVEY ATTITUDES OF AREA
/ FUNCTION REPRESENTED.
AWARE OF INDUSTRY AND COMPANIES COMPETITIVE
SITUATION, AND NEED TO CHANGE.
UNDERSTAND AND ACCEPT THAT THE WORKSHOP
PROCESS MAY INVOLVE LONG HOURS.
Error Proofing Techniques
TEAM MEMBERS DESIRED BACKGROUND
98. SUGGESTED INFORMATION
FOR REVIEW
• PFMEA Data
• Internal Audit Information
• Control Plan
• Process Flow
• Root Cause Analysis Performed to Date
• Process Capability
• Customer Rejections/Warranty Information
• Scrap Rate Information by Cause
• Poka-Yoke Devices
• Other?
99. Page 1 of 2
CHECKLIST
STATUS ITEM
CONFERENCE ROOM-KICKOFF MEETING DAY ONE, TIME TBD, LARGE ENOUGH FOR TEAM MEMBERS, STAFF, AND VISITORS.
- TRANSPARENCY PROJECTOR
- VHS TAPE MACHINE
- EASEL WITH MARKERS
CONFERENCE ROOM-WRAP-UP MEETING LAST DAY, TIME TBD, LARGE ENOUGH FOR TEAM MEMBERS, STAFF, AND VISITORS.
- TRANSPARENCY PROJECTOR
- VHS TAPE MACHINE
- EASEL WITH MARKERS
CONFERENCE ROOM-FOR EACH WORKSHOP TEAM FROM DAY ONE TILL LAST DAY LARGE ENOUGH FOR UP TO 15 PEOPLE.
- TRANSPARENCY PROJECTOR
- EASEL WITH MULTI-COLORED MARKERS AND PLENTY OF EASEL PAPER
- VHS TAPE MACHINE
- MASKING TAPE
- LAYOUT OF ROOM CONDUCIVE TO GOOD TEAM INVOLVEMENT (NOISE, FURNITURE CONFIGURATION, TEMPERATURE CONTROL).
- ACCESS TO COPY MACHINES FOR COPIES AND TRANSPARENCIES.
- LOCATION CLOSE TO WORKSITE FOR IMPLEMENTATION WORKSHOP.
- BLANK TRANSPARENCIES AND MARKERS AVAILABLE.
BREAKOUT ROOM(S)-FOR WORKSHOP TEAM TO MEET IN SUBGROUPS AT VARIOUS TIMES.
WORKSHOP TEAM MEMBERS SELECTED.
PARTICIPANT REVIEW OF PROCESS AND PURPOSE/EXPECTATIONS (GM TO ASSIST?).
WORKSITE AND AFFECTED AREA REVIEW OF WORKSHOP PLANS AND PURPOSE/EXPECTATIONS (GM TO ASSIST?).
MESSAGE CENTER ARRANGEMENT ESTABLISHED FOR PARTICIPANTS AND VISITORS,
NAME TAGS FOR EACH TEAM MEMBER (NOT STICK ON TYPE).
REFRESHMENTS FOR MORNING AND AFTERNOON (COFFEE, POP, FRUIT, WATER) FOR TEAMS AND KICKOFF MEETING.
LUNCH ARRANGEMENTS TO MINIMIZE TRAVEL TIME (IF PRESET MENU, KEEP ON LIGHT SIDE).
PARTICIPANT MATERIALS AVAILABLE.
- WRITING PAD & PEN
- SAFETY EQUIPMENT
- WORKSHEETS (GM TO PROVIDE)
- CLIPBOARD OR HARD WRITING SURFACE
OTHER ATTENDEES FOR KICKOFF AND WRAP-UP MEETING IDENTIFIED.
100. Page 2 of 2
CHECKLIST
STATUS ITEM
WORKSHOP WORKSITE INFORMATION PROVIDED/AVAILABLE:
- PLANT LAYOUT OF WORKSITE AREA SHOWING PRODUCT FLOW AND OPERATORS (ON 8 1/2 X 11 PAPER).
- CUSTOMER SPECIFICATIONS AND REQUIREMENTS.
- EQUIPMENT PROCESS CAPABILITY AND PERFORMANCE RECORDS AVAILABLE.
- INTERNAL PLANT AUDIT INFORMATION.
- CUSTOMER REJECTIONS BY TYPE AND CAUSE
- REJECTION RATE (IN-PROCESS SCRAP)
- SETUP REQUIREMENTS (PEOPLE & TIME)
- CHANGEOVER TIME
- EQUIPMENT DOWNTIME OR UPTIME
- PFMEA DATA
- PROCESS FLOW INFORMATION AND CONTROL PLAN DATA
DRESS CODE ESTABLISHED AS CASUAL PLUS PLANT SAFETY REQUIREMENTS (E.G. HARD SOLE SHOES, LONG SLEEVES, ETC).
TRANSPARENCY DESCRIBING ADMINISTRATIVE DETAILS:
- LAYOUT AND LOCATION OF CONFERENCE ROOMS.
- REST ROOM LOCATIONS.
- LUNCH ARRANGEMENTS
- LIST OF ATTENDEES/PARTICIPANTS BY NAME, COMPANY, AND TITLE
- SAFETY REQUIREMENTS
- MESSAGE CENTER(S)
- PHONE LOCATIONS
- SMOKING REGULATIONS (NO SMOKING IN CONFERENCE AND TEAM ROOMS REQUESTED)
FINALIZE OPENING KICKOFF SPEAKER IDENTIFICATION, TIMING, AND CONTENT.
MTG ARRANGED FOR END OF EACH DAY WITH TOP MANAGEMENT AND TEAM LEADERS TO REVIEW STATUS/ADDRESS ROADBLOCKS.
LOGISTIC ARRANGEMENTS MADE TO ALLOW GM PERSONNEL TO DRIVE DAILY ON PLANT PROPERTY TO WORKSITE/MEETING ROOMS.
101. NAME COMPANY CURRENT JOB ASSIGNMENT BUSINESS PHONE
ERROR PROOFING TECHNIQUES
ATTENDEES
102.
103. DATE OF WORKSHOP:_________________
SHORT TERM F/U DATE:_______________
LONG TERM F/U DATE:________________
Error Proofing Technique Workshop
SUMMARY OF RESULTS
SUPPLIER:__________________________________________________________________________________
GM SPONSORING DIVISION:___________________________________________________________________
PROCESS:___________________________________________________________________________________________________________________________________________________
PPAP REQUIREMENTS ADDRESSED (Y/N):____________________________
CREATIVITY TEAM NAME & NUMBER:___________________________________________________________
PARAMETERS
COST OF
QUALITY
_________________
FIRST TIME
QUALITY
_________________
PROCESS
CAPABILITY
_________________
OVERALL QUALITY
MEASURE
_________________
COMMENTS:
Please indicate the measures used:
TEAM LEADERS:
PHONE:
104. DEFINE CURRENT STATE
• AREAS OF INVESTIGATION AND CONFIRMATION:
• PROCESS FLOW DIAGRAM
• REVIEW OF PROBLEM AREA
• PFMEA
• INTERNAL AUDITS AND INFORMATION
• ROOT CAUSE ANALYSIS EFFORTS TO DATE
• CUSTOMER REJECTIONS
• CONTROL PLANS
• COMPLETE “SUMMARY OF RESULTS” CURRENT STATE
105. POTENTIAL
(PROCESS FMEA) FMEA Number ________________________________
Page _________ of ___________________________
Item________________________ Process Responsibility______________________ Prepared by __________________________________
Model Year(s) / Vehicle(s)_______________________Key Date________________________________ FMEA Date (Orig.)________________ (Rev.)________
Core Team______________________________________________________________________________________________________________________________________________________________
9 10 11 12 13 14 15 16 17 18 19 20 21 22
Process C O D Action Results
Function l Potential c e
Potential Potential S a Cause(s)/ c Current t R. Responsibility S O D R.
Failure Effect(s) E s Mechanism(s) u Process e P. Recommended & Target Actions e c e P.
Requirements Mode of Failure V s of Failure r Controls c N. Actions Completion Date Taken v c t N.
EPFORM-L.PPT Pg.1
02/13/00
FAILURE MODE AND EFFECTS ANALYSIS
106.
107. Potential Error EP # Error Proofing Mechanism Level of Install Operator Process Audit
Control Date Instruct. # Method Frequency Responsible
ERROR PROOFING CONTROL PLAN
108. DATE: __________
SHORT TERM F/U DATE:________
LONG TERM F/U DATE:_________
Error Proofing Techniques SUMMARY OF RESULTS
SUPPLIER:__________________________________________________________________________________
GM SPONSORING DIVISION:_____________________________________________________________
PROCESS:__________________________________________________________________________________________________________________________________
PPAP REQUIREMENTS ADDRESSED (Y/N):____________________________
CREATIVITY TEAM NAME & NUMBER:______________________________________________________
PARAMETERS
COST OF
QUALITY
_________________
FIRST TIME
QUALITY
_________________
PROCESS
CAPABILITY
_________________
OVERALL QUALITY
MEASURE
_________________
COMMENTS:
Please indicate the measures used:
TEAM LEADERS:
PHONE:
110. Awareness: Having the forethought that a mistake can be made, communicating the potential, and
planning the design of the product or process to detect or prevent it.
Detection: Allowing the mistake to happen but providing some means of detecting it and alerting
someone so that we fix it before sending it to our customer.
Prevention: Not allowing the possibility for the mistake to occur in the first place.
Error Proofing is the activity of awareness, detection, and
prevention of errors which adversely affect:
Our customers (defects)
Our people (injuries)
and result in WASTE!
WHAT IS ERROR PROOFING?
111. PURPOSE OF ERROR PROOFING EFFORT:
• Drive simple and inexpensive devices into our processes
to help people notice errors
KEY CONCEPTS / ASSUMPTIONS:
• People want to do a good job
• People make mistakes
• An error only becomes a defect if it’s passed on
• The only way to notice errors is to have devices do
100% inspection (not people)
WHY DO WE SUGGEST ERROR PROOFING?
112. SOURCES OF DEFECTS
OMITTED PROCESSING
PROCESSING ERRORS
ERRORS SETTING UP WORKPIECES
MISSING PARTS
WRONG PARTS
PROCESSING WRONG WORKPIECE
MISOPERATION
ADJUSTMENT ERROR
EQUIPMENT NOT SET UP PROPERLY
TOOLS AND JIGS IMPROPERLY PREPARED
113. DIFFERENT KINDS OF ERRORS
FORGETFULNESS
ERRORS DUE TO MISUNDERSTANDING
ERRORS IN IDENTIFICATION
ERRORS MADE BY AMATEURS
WILLFUL ERRORS
INADVERTENT ERRORS
ERRORS DUE TO SLOWNESS
ERRORS DUE TO THE LACK OF STANDARDS
SURPRISE ERRORS
INTENTIONAL ERRORS
114. FIVE TYPES OF
DEFECT OCCURRENCES
1. INAPPROPRIATE STANDARD OPERATING
PROCEDURES OR METHODS.
2. TOO MUCH VARIABILITY IN ACTUAL
OPERATIONS EVEN THOUGH STANDARD
METHODS ARE APPROPRIATE.
(CARRY OUT PROPER MAINTENANCE BEFORE OPERATIONS
BEGIN)
3. DAMAGED MATERIALS OR EXCESSIVE
VARIABILITY IN THICKNESS.
(USE APPROPRIATE MATERIALS AND INSPECT CAREFULLY ON
RECEIPT)
115. 4. WORN MACHINE BEARINGS
OR TOOLS
(CARRY OUT THOROUGH MAINTENANCE AND
TOOL MANAGEMENT)
5. SIMPLE MISTAKES OR
IMPERFECTLY
CONTROLLED TASK
EXECUTION
FIVE TYPES OF DEFECT OCCURRENCES
116. ZERO QUALITY CONTROL
COMPONENTS
• SOURCE INSPECTION:
• Checks for factors that cause errors, not the resulting defect.
(Locator pin)
• 100% INSPECTION:
• Uses inexpensive Poka-Yoke devices to inspect automatically
for errors or defective operating conditions. (Limit switch).
• IMMEDIATE CORRECTIVE ACTION:
• Operations are stopped instantly when a mistake is made and
not resumed until it’s corrected. (Machine is shut down)
• RECOGNIZE THAT PEOPLE ARE HUMAN AND USE
POKA-YOKE DEVICES TO FULFILL “CHECKING
FUNCTIONS”.
119. Techniques:
• Design For Manufacturability
(DFM)
Technique that Results in Designs that Cannot
be Incorrectly Manufactured or Assembled.
This Technique can also be used to “Simplify”
the Design and therefore reduce it’s cost.
ERROR PROOFING
120. DESIGN STAGE - BEST OPPORTUNITY TO
IMPACT QUALITY & COST
TIME
CHANCES FOR
QUALITY & COST
IMPROVEMENTS
COST TO
IMPLEMENT
COST
START OF PRODUCTION
122. Techniques (Continued)
• “Poka-Yoke” System*
Set-Up Devices or Inspection Techniques that
Assure that Set-Up is Done Correctly; i.e.
Produces 100% Good Parts from the First Piece
on
“Zero Quality Control: Source Inspection and the Poka-Yoke System” - Shigeo
Shingo; 1986
ERROR PROOFING
123. ERROR PROOFING TECHNIQUES
ERROR PROOFING THE PROCESS
Problem: Missing Weld Nuts
• Automatically
Stops Process
• Provides Visual
& Audio Control
Up
Down
Height of Nut
Up
Down
Welding Machine
Nut
Product
124. Effective Error Proofing
techniques can reduce or
eliminate our dependence
on operator knowledge and
vigilance, therefore
reducing the number of
defects we send to our
customers!!
125. Levels of Error Proofing
No
Controls
Instructio
n
Training /
Visual Aids
Visual
Control
s
Containment*
- 100% Inspect
Defect Detection
- Stops Process
Avoidance
- Robust Product /
Process Designs
- Autonomation
AWARENESS DETECTION PREVENTION
* 100% inspection for containment of a defect should be implemented only as a temporary fix, as it, too, is subject
to operator vigilance.
127. DETECTION DEVICES FOR
POKA-YOKE SYSTEMS
CONTACT DETECTION DEVICES
NON-CONTACT DETECTION DEVICES
DEVICES THAT DETECT PRESSURE,
TEMPERATURE, ELECTRIC CURRENT,
VIBRATION, CYCLES, TIME, TIMING AND
INFORMATION TRANSMISSION
129. NON CONTACT DETECTION DEVICES
PROXIMITY SWITCHES
PHOTOELECTRIC SWITCHES
BEAM SENSORS
FIBER SENSORS
AREA SENSORS
DIMENSION SENSORS
DISPLACEMENT SENSORS
METAL PASSAGE SENSORS
COLOR MARKING SENSORS
DOUBLE-FEED SENSORS
WELDING POSITION SENSORS
TAP SENSORS
FLUID SENSORS
130. FIVE BEST POKA-YOKE
1. GUIDE PINS OF DIFFERENT SIZES
2. ERROR DETECTION AND ALARMS
3. LIMIT SWITCHES
4. COUNTERS
5. CHECKLIST(S)
131. Where Poka-Yoke
is technically
or economically
unfeasible in
self-check system...
Incorporate
Poka-Yoke
functions
into successive
check systems.
132. • Missing Parts
– Forgetting to assemble a part - screws, labels, orifice tubes...
• Misassembled Parts
– Misassembly - loose parts, upside down, not aligned
e.g. - brackets (backwards), seals (not aligned),
screws (loose), labels (upside down), ...
• Incorrect Processing
– Disposing of a part rejected at test to the wrong pile
• Incorrect Parts
– Retrieving and assembling the wrong part from a model mix selection -
seals, labels, brackets, cases...
EXAMPLES OF ERRORS AT WORK . . .
135. PROBLEM SOLVING PROCESS
For Customer Satisfaction
Institutionalize
Continuous
Improvement
Opportunity
People
&
Teamwork
5. Evaluate 1. Identify
2. Analyze
3. Plan
4. Implement
Prevent Select
Contain
Correct
136. Identify Error Proofing Opportunities
• PFMEA
• Quality Data, PR/R, Warranty Data...
• Brainstorm (Questions to Ask, Free Form...)
Prioritize Opportunities (RPN, Pareto...)
Determine Level of Error Proofing
Brainstorm Error Proofing Mechanisms
• Build on past experience
• Can use more than one mechanism
Select Error Proofing Mechanism
• Most cost effective
• Simple
Plan (Process Mechanisms)
• Action plan
• Error Proofing Control Plan (EPCP)
Implement Error Proofing Mechanism
•Installation
•Validation
• EPCP
•Check sheet/Log
•Operator Instructions
Evaluate Results
IDENTIFY
PLAN
ANALYZE
IMPLEMENT
EVALUATE
HOW
TO
ERROR
PROOF
137. TEAM PROCESS
STEP:
1. IDENTIFY FAILURES
PRIORITIZE FAILURES
SELECT ONE
DOCUMENT CURRENT CONDITION
2. ROOT CAUSE ANALYSIS
WHY - WHY
FLOOR REVIEW
INVESTIGATION
3. BRAINSTORM ERROR PROOF DEVICES
SELECT BEST IDEAS
PLAN IMPLEMENTATION
4. IMPLEMENT IDEAS
COMPLETE BEFORE AND AFTER DOCUMENT
5. COMPLETE FUTURE ACTION PLANS
DOCUMENT NEW CONDITION
SELECT NEXT FAILURE AND BEGIN STEP 1
138. TOOLS FOR ANALYSIS
Flow Chart Fishbone Diagram Pareto Chart
Histogram 5 Why’s Run Chart
Scatter Plot Control Chart Pictograph
Problem
Problem
Root Cause
Why
Why
Why
Why
Why
139. IMPLEMENTATION
• TRY DIFFERENT IDEAS
• Error Proofing Device / Tool
• New Containers
• Different Process (ask Employees to try)
• Different Flow of Materials
• Detection of Defects
• Re-route
• CALL SOMEONE
• Packaging
• Design Changes
• Layout Changes
• Approvals from Division
• PAPERWORK
• Write P.M. Process
• Re-Write Process Steps
• Purchase Order
• Revise / Revised Layout
140. • Criticism Forbidden
• Freewheeling Encouraged
• Quantity (Going for a lot of ideas)
• Combine and Expand - Hitch-hiking
OSBORN’S RULES FOR
BRAINSTORMING