This document provides a template for a Kaizen Spiral PDCA project report from Global Quality Management Solutions. The template includes sections for defining the problem, analyzing data to identify specific issues, setting priorities and targets, assigning a team, studying the actual facts through process observation, and describing the problem. The overall template guides a team through the PDCA process of identifying a problem, analyzing it, developing and implementing a solution, and checking the results.
The document discusses Failure Mode and Effects Analysis (FMEA), a systematic method for evaluating potential failures in design, manufacturing, and production processes. It was originally developed in the 1940s for the military and is now commonly used in various industries. An FMEA involves analyzing how and how often a process might fail and classifying the failures by severity, occurrence, and detection. The analysis helps prioritize risks and identify actions needed to prevent failures.
This document provides guidance for leading a Kaizen team. It outlines six basic Kaizen rules, traits of an effective leader, tips for leading meetings, managing differences and decisions. It also gives tips for delegating tasks, coaching team members, using sub-teams, managing the daily schedule, and preparing for closing meetings. Standard processes are defined for opening, daily, and closing Kaizen meetings.
An in-depth discussion on the new automotive Quality Mangement System Standard 16949: 2016 and the challenges in moving to this new version from the old ISO/TS 16949. From processes to procedures, work instructions to risks, Michael Wolfe and Jonathan Brun discuss the best practices to stay in complete compliance with the standard.
A Process Failure Modes and Effects Analysis (PFMEA) is a structured analysis that uses a cross-functional team to identify potential failures in a process, determine their causes and effects, and identify actions to address potential failures. The document outlines how to conduct an effective PFMEA, including establishing objectives, choosing team members, conducting a failure modes analysis, identifying corrective actions, and documenting results. It also describes how to organize the PFMEA team and the forms used to document the analysis.
Chuck Blair, Regional Automotive Program Manager, and Mike Brannock, Automotive SBU Director, go through the highlights of the changes from TS 16949 to IATF 16949.
This document discusses applying lean principles and value stream mapping to administrative and office processes. It provides an overview of value stream mapping and how to map both production and non-production processes. The document outlines a process for mapping the current state, which includes documenting customer needs, identifying processes, selecting metrics, and calculating performance. It also discusses designing a future state and applying lean thinking at the functional level throughout an organization.
This document provides an overview of continuous improvement strategies like Kaizen, 5S, and the Toyota Production System (TPS). It discusses key aspects of each including:
- The 5 pillars of TPS: JIT, Jidoka, Kaizen, Heijunka, and respect for people.
- Components and benefits of 5S including sort, set in order, shine, standardize, and sustain. 5S aims to create a clean and organized workplace.
- Guidelines for implementing the different elements of 5S like sorting unnecessary items, clearly labeling storage areas, and establishing cleaning procedures and responsibilities.
- Using a PDCA approach for continuous 5S implementation including planning, doing, checking
This document provides an overview of the PDCA (Plan-Do-Check-Act) problem solving cycle and techniques that can be used within each step of the cycle. It describes the origins of PDCA in Deming's work helping Japanese industries rebuild after World War II. Key steps are outlined for each phase of the cycle, including defining the problem, analyzing data, developing and implementing solutions, and standardizing successful processes. Fourteen techniques are also introduced that can aid various stages of the problem solving process.
The document discusses Failure Mode and Effects Analysis (FMEA), a systematic method for evaluating potential failures in design, manufacturing, and production processes. It was originally developed in the 1940s for the military and is now commonly used in various industries. An FMEA involves analyzing how and how often a process might fail and classifying the failures by severity, occurrence, and detection. The analysis helps prioritize risks and identify actions needed to prevent failures.
This document provides guidance for leading a Kaizen team. It outlines six basic Kaizen rules, traits of an effective leader, tips for leading meetings, managing differences and decisions. It also gives tips for delegating tasks, coaching team members, using sub-teams, managing the daily schedule, and preparing for closing meetings. Standard processes are defined for opening, daily, and closing Kaizen meetings.
An in-depth discussion on the new automotive Quality Mangement System Standard 16949: 2016 and the challenges in moving to this new version from the old ISO/TS 16949. From processes to procedures, work instructions to risks, Michael Wolfe and Jonathan Brun discuss the best practices to stay in complete compliance with the standard.
A Process Failure Modes and Effects Analysis (PFMEA) is a structured analysis that uses a cross-functional team to identify potential failures in a process, determine their causes and effects, and identify actions to address potential failures. The document outlines how to conduct an effective PFMEA, including establishing objectives, choosing team members, conducting a failure modes analysis, identifying corrective actions, and documenting results. It also describes how to organize the PFMEA team and the forms used to document the analysis.
Chuck Blair, Regional Automotive Program Manager, and Mike Brannock, Automotive SBU Director, go through the highlights of the changes from TS 16949 to IATF 16949.
This document discusses applying lean principles and value stream mapping to administrative and office processes. It provides an overview of value stream mapping and how to map both production and non-production processes. The document outlines a process for mapping the current state, which includes documenting customer needs, identifying processes, selecting metrics, and calculating performance. It also discusses designing a future state and applying lean thinking at the functional level throughout an organization.
This document provides an overview of continuous improvement strategies like Kaizen, 5S, and the Toyota Production System (TPS). It discusses key aspects of each including:
- The 5 pillars of TPS: JIT, Jidoka, Kaizen, Heijunka, and respect for people.
- Components and benefits of 5S including sort, set in order, shine, standardize, and sustain. 5S aims to create a clean and organized workplace.
- Guidelines for implementing the different elements of 5S like sorting unnecessary items, clearly labeling storage areas, and establishing cleaning procedures and responsibilities.
- Using a PDCA approach for continuous 5S implementation including planning, doing, checking
This document provides an overview of the PDCA (Plan-Do-Check-Act) problem solving cycle and techniques that can be used within each step of the cycle. It describes the origins of PDCA in Deming's work helping Japanese industries rebuild after World War II. Key steps are outlined for each phase of the cycle, including defining the problem, analyzing data, developing and implementing solutions, and standardizing successful processes. Fourteen techniques are also introduced that can aid various stages of the problem solving process.
This document provides an overview of Failure Mode and Effects Analysis (FMEA). It discusses the history and types of FMEA, including product and process FMEA. The document outlines the steps for conducting a process FMEA, including identifying the team, defining the scope, analyzing potential failure modes, effects, causes, and controls, and calculating the risk priority number. It provides guidance on prioritizing recommended actions to address high risks.
I have created several gap analysis templates that you can use to perform your gap analysis in different situations. Use this info graphic presentation to represent gap analysis in a very impressive way.
A gap analysis is an examination of your current performance for the purpose of identifying the differences between your current state of business and where you’d like to be. It can be boiled down into a few questions:
Where are we now?
Where do we wish we were?
How are we going to close the gap?
Conducting a gap analysis can help you improve your business efficiency, your product, and your profitability by allowing you to pinpoint “gaps” present in your company. Once it’s complete, you’ll be able to better focus your resources and energy on those identified areas in order to improve them.
The document discusses five core quality tools: APQP (Advanced Product Quality Planning), FMEA (Failure Modes and Effects Analysis), PPAP (Production Part Approval Process), MSA (Measurement Systems Analysis), and SPC (Statistical Process Control). It provides a brief overview of each tool, noting that APQP is used to develop products that satisfy customers, FMEA ensures potential problems are considered, PPAP ensures products meet specifications, MSA assesses measurement systems, and SPC enables process control and improvement. The document emphasizes that these five tools are considered core tools for quality management.
This document provides training on using root cause analysis to understand and solve problems. It explains that to solve problems, their root causes must be identified rather than just addressing symptoms. An example problem of a memory leak is used, where a better solution is finding and fixing the source rather than just buying more memory. Cause-effect diagrams are presented as a tool to trace problems to their root causes by asking "why" multiple times and looking for loops. Two example problems are analyzed using this approach to understand business impacts and identify unexpected underlying causes in order to propose effective countermeasures.
The document discusses the Plan-Do-Check-Act (PDCA) problem-solving cycle. It was created by W. Edwards Deming in the 1950s to help Japan rebuild its economy. The PDCA cycle involves planning a change, doing it, checking the results, and acting on what was learned. The document provides details on the origins of PDCA from Walter Shewhart and Deming. It also explains the six steps of the problem solving process and gives guidance on applying each step of the PDCA improvement cycle to identify and solve problems.
The document discusses VDA 6.3, a standard for quality management system audits. It describes the standard's focus on assessing process performance rather than just conformance. The VDA 6.3 audit analyzes processes to detect risks and weaknesses. It evaluates four key elements: process responsibility, target orientation, communication, and risk identification. The audit also assesses processes across the product lifecycle from project planning to after-sales service. Organizations are rated on a color-coded scale after the audit to indicate capabilities and needs for improvement.
The document outlines the steps in a 5-Why report used to analyze product defects and determine their root causes. The steps include: 1) conducting an occurrence investigation; 2) analyzing the investigation to identify root causes using a 4M (man, machine, material, method) approach; 3) developing countermeasures to address the root causes; 4) evaluating the effectiveness of the countermeasures; and 5) horizontally deploying the improvements across other relevant operations. The goal is to identify and address root causes in order to prevent future recurrences of defects.
The document discusses Process Failure Modes and Effects Analysis (PFMEA) which analyzes manufacturing and assembly processes to identify potential failure modes caused by process deficiencies. A PFMEA includes a process flow diagram, failure analysis matrix, and process control plan. It assumes the design is valid, analyzes failure causes and effects, and recommends actions to eliminate root causes and detect failures. Benefits include improved processes, performance monitoring, and prioritizing resources to ensure process improvements benefit customers.
What is MSA .
1. Why we Need MSA
2. How to use data.
3.Measurement Error Sources of Variation
• Precision (Resolution, Repeat ability, Reproducibility)
•Accuracy (Bias, Stability, Linearity)
4.What is Gage R&R?
5.Explain MSA Sheet
Meeting the SAE JA1011 Evaluation Criteria for RCM ProcessesRobert GoForth
The document discusses the requirements in SAE JA1011 for Reliability-Centered Maintenance (RCM) processes and demonstrates how the NAVAIR 00-25-403 RCM process meets these requirements. It provides a side-by-side comparison of the requirements in SAE JA1011 and excerpts from NAVAIR 00-25-403 and related training materials that address each requirement. The requirements cover the general RCM process, as well as specific steps around identifying functions, failure modes, failure effects, and consequences. The document aims to conclusively illustrate compliance between the two processes.
The document discusses the Production Part Approval Process (PPAP), including when PPAP submissions are required, the different submission levels, and the forms and documents required for each submission level. A PPAP submission is needed for new parts, design or process changes, changes in suppliers, inactive tooling, and more. The default submission level is level 3, which requires samples, supporting data, a design record, a process flow diagram, and more. Level 1 requires only a warranty, while level 2 adds limited data and samples.
This document provides information and steps for performing a root cause analysis when investigating failures or mishaps. It defines key terms like proximate cause, root cause, and root cause analysis. The root cause analysis process involves clearly defining the undesired outcome, gathering data, creating a timeline, developing a causal factors tree to identify all potential underlying causes, and determining the root causes and solutions to prevent recurrence.
This document discusses the importance of daily work management. It states that without proper daily management, things will deteriorate over time. It outlines three levels of workers - level 1 focuses on retention and maintenance, level 2 on continuous improvement, and level 3 on breakthroughs. The document then discusses concepts like total quality management, 5S, standardization, exactness, simplification, and visual management that are important aspects of daily work management. It emphasizes the need for 100% employee involvement and elimination of variances to achieve continual improvement.
FMEA is a procedure for analyzing potential failures in a system. It helps identify failures, classify them by severity, and determine how failures affect the system. FMEA is used in manufacturing to design quality and reliability into products early in development. It involves identifying potential failure modes, studying their effects, and recommending actions to address failures with high risks. FMEA aims to improve reliability by analyzing failures before problems occur.
MEC395 Measurement System Analysis (MSA)Dr. L K Bhagi
Discussed SPC, variable Gauge R&R, Repeatability and Reproducibility with Examples calculation of variable Gauge R&R, Bias, Linearity and Stability with examples.
The document provides an overview of the 3 Legged 5 Why analysis technique for conducting root cause analysis. It discusses when to use 5 Why analysis, the format of the 3 Legged 5 Why analysis form, and how to complete each section of the form including defining the problem, investigating the specific cause, detection cause, and systemic cause through a series of "Why" questions. Guidelines are provided for effective use of the technique including being objective, asking "Why" until the root cause is uncovered, and ensuring the analysis path makes logical sense.
This document provides an overview of Failure Mode and Effects Analysis (FMEA). It discusses that FMEA is a systematic group activity to recognize and evaluate potential failures, identify actions to address failures, and document findings. The document outlines the different types of FMEAs, including Design FMEA and Process FMEA. It also describes the typical steps to conduct a Process FMEA, including developing a process flow, identifying failure modes and their causes and effects, and estimating the risk priority number. The FMEA is presented as a team tool to prevent failures.
The document provides an introduction and overview of the QC Story methodology, which is a 9-step problem solving technique used to examine facts and data around quality, productivity, cost, logistic, safety and other problems. It involves selecting a theme, justifying the choice, understanding the current situation, setting targets, analyzing causes, implementing corrective measures, confirming effects, standardizing solutions, and planning future actions. Each step is then described in more detail, outlining the key elements and process to be followed at that stage of the QC Story.
The document discusses various quality control and problem solving tools and techniques including:
- Approaches to problem solving like defining the problem, diagnosing causes, implementing remedies, and maintaining improvements
- Tools for analyzing problems like cause-effect diagrams, checksheets, control charts, histograms, Pareto charts, and scatter plots
- Guidelines for using these tools effectively like how to structure a team, gather and analyze data, identify root causes, and monitor ongoing performance
The overall aim is to provide an overview of a structured approach and key analytical methods for quality improvement and problem solving.
This document provides an overview of Failure Mode and Effects Analysis (FMEA). It discusses the history and types of FMEA, including product and process FMEA. The document outlines the steps for conducting a process FMEA, including identifying the team, defining the scope, analyzing potential failure modes, effects, causes, and controls, and calculating the risk priority number. It provides guidance on prioritizing recommended actions to address high risks.
I have created several gap analysis templates that you can use to perform your gap analysis in different situations. Use this info graphic presentation to represent gap analysis in a very impressive way.
A gap analysis is an examination of your current performance for the purpose of identifying the differences between your current state of business and where you’d like to be. It can be boiled down into a few questions:
Where are we now?
Where do we wish we were?
How are we going to close the gap?
Conducting a gap analysis can help you improve your business efficiency, your product, and your profitability by allowing you to pinpoint “gaps” present in your company. Once it’s complete, you’ll be able to better focus your resources and energy on those identified areas in order to improve them.
The document discusses five core quality tools: APQP (Advanced Product Quality Planning), FMEA (Failure Modes and Effects Analysis), PPAP (Production Part Approval Process), MSA (Measurement Systems Analysis), and SPC (Statistical Process Control). It provides a brief overview of each tool, noting that APQP is used to develop products that satisfy customers, FMEA ensures potential problems are considered, PPAP ensures products meet specifications, MSA assesses measurement systems, and SPC enables process control and improvement. The document emphasizes that these five tools are considered core tools for quality management.
This document provides training on using root cause analysis to understand and solve problems. It explains that to solve problems, their root causes must be identified rather than just addressing symptoms. An example problem of a memory leak is used, where a better solution is finding and fixing the source rather than just buying more memory. Cause-effect diagrams are presented as a tool to trace problems to their root causes by asking "why" multiple times and looking for loops. Two example problems are analyzed using this approach to understand business impacts and identify unexpected underlying causes in order to propose effective countermeasures.
The document discusses the Plan-Do-Check-Act (PDCA) problem-solving cycle. It was created by W. Edwards Deming in the 1950s to help Japan rebuild its economy. The PDCA cycle involves planning a change, doing it, checking the results, and acting on what was learned. The document provides details on the origins of PDCA from Walter Shewhart and Deming. It also explains the six steps of the problem solving process and gives guidance on applying each step of the PDCA improvement cycle to identify and solve problems.
The document discusses VDA 6.3, a standard for quality management system audits. It describes the standard's focus on assessing process performance rather than just conformance. The VDA 6.3 audit analyzes processes to detect risks and weaknesses. It evaluates four key elements: process responsibility, target orientation, communication, and risk identification. The audit also assesses processes across the product lifecycle from project planning to after-sales service. Organizations are rated on a color-coded scale after the audit to indicate capabilities and needs for improvement.
The document outlines the steps in a 5-Why report used to analyze product defects and determine their root causes. The steps include: 1) conducting an occurrence investigation; 2) analyzing the investigation to identify root causes using a 4M (man, machine, material, method) approach; 3) developing countermeasures to address the root causes; 4) evaluating the effectiveness of the countermeasures; and 5) horizontally deploying the improvements across other relevant operations. The goal is to identify and address root causes in order to prevent future recurrences of defects.
The document discusses Process Failure Modes and Effects Analysis (PFMEA) which analyzes manufacturing and assembly processes to identify potential failure modes caused by process deficiencies. A PFMEA includes a process flow diagram, failure analysis matrix, and process control plan. It assumes the design is valid, analyzes failure causes and effects, and recommends actions to eliminate root causes and detect failures. Benefits include improved processes, performance monitoring, and prioritizing resources to ensure process improvements benefit customers.
What is MSA .
1. Why we Need MSA
2. How to use data.
3.Measurement Error Sources of Variation
• Precision (Resolution, Repeat ability, Reproducibility)
•Accuracy (Bias, Stability, Linearity)
4.What is Gage R&R?
5.Explain MSA Sheet
Meeting the SAE JA1011 Evaluation Criteria for RCM ProcessesRobert GoForth
The document discusses the requirements in SAE JA1011 for Reliability-Centered Maintenance (RCM) processes and demonstrates how the NAVAIR 00-25-403 RCM process meets these requirements. It provides a side-by-side comparison of the requirements in SAE JA1011 and excerpts from NAVAIR 00-25-403 and related training materials that address each requirement. The requirements cover the general RCM process, as well as specific steps around identifying functions, failure modes, failure effects, and consequences. The document aims to conclusively illustrate compliance between the two processes.
The document discusses the Production Part Approval Process (PPAP), including when PPAP submissions are required, the different submission levels, and the forms and documents required for each submission level. A PPAP submission is needed for new parts, design or process changes, changes in suppliers, inactive tooling, and more. The default submission level is level 3, which requires samples, supporting data, a design record, a process flow diagram, and more. Level 1 requires only a warranty, while level 2 adds limited data and samples.
This document provides information and steps for performing a root cause analysis when investigating failures or mishaps. It defines key terms like proximate cause, root cause, and root cause analysis. The root cause analysis process involves clearly defining the undesired outcome, gathering data, creating a timeline, developing a causal factors tree to identify all potential underlying causes, and determining the root causes and solutions to prevent recurrence.
This document discusses the importance of daily work management. It states that without proper daily management, things will deteriorate over time. It outlines three levels of workers - level 1 focuses on retention and maintenance, level 2 on continuous improvement, and level 3 on breakthroughs. The document then discusses concepts like total quality management, 5S, standardization, exactness, simplification, and visual management that are important aspects of daily work management. It emphasizes the need for 100% employee involvement and elimination of variances to achieve continual improvement.
FMEA is a procedure for analyzing potential failures in a system. It helps identify failures, classify them by severity, and determine how failures affect the system. FMEA is used in manufacturing to design quality and reliability into products early in development. It involves identifying potential failure modes, studying their effects, and recommending actions to address failures with high risks. FMEA aims to improve reliability by analyzing failures before problems occur.
MEC395 Measurement System Analysis (MSA)Dr. L K Bhagi
Discussed SPC, variable Gauge R&R, Repeatability and Reproducibility with Examples calculation of variable Gauge R&R, Bias, Linearity and Stability with examples.
The document provides an overview of the 3 Legged 5 Why analysis technique for conducting root cause analysis. It discusses when to use 5 Why analysis, the format of the 3 Legged 5 Why analysis form, and how to complete each section of the form including defining the problem, investigating the specific cause, detection cause, and systemic cause through a series of "Why" questions. Guidelines are provided for effective use of the technique including being objective, asking "Why" until the root cause is uncovered, and ensuring the analysis path makes logical sense.
This document provides an overview of Failure Mode and Effects Analysis (FMEA). It discusses that FMEA is a systematic group activity to recognize and evaluate potential failures, identify actions to address failures, and document findings. The document outlines the different types of FMEAs, including Design FMEA and Process FMEA. It also describes the typical steps to conduct a Process FMEA, including developing a process flow, identifying failure modes and their causes and effects, and estimating the risk priority number. The FMEA is presented as a team tool to prevent failures.
The document provides an introduction and overview of the QC Story methodology, which is a 9-step problem solving technique used to examine facts and data around quality, productivity, cost, logistic, safety and other problems. It involves selecting a theme, justifying the choice, understanding the current situation, setting targets, analyzing causes, implementing corrective measures, confirming effects, standardizing solutions, and planning future actions. Each step is then described in more detail, outlining the key elements and process to be followed at that stage of the QC Story.
The document discusses various quality control and problem solving tools and techniques including:
- Approaches to problem solving like defining the problem, diagnosing causes, implementing remedies, and maintaining improvements
- Tools for analyzing problems like cause-effect diagrams, checksheets, control charts, histograms, Pareto charts, and scatter plots
- Guidelines for using these tools effectively like how to structure a team, gather and analyze data, identify root causes, and monitor ongoing performance
The overall aim is to provide an overview of a structured approach and key analytical methods for quality improvement and problem solving.
You Exec provides business resources including presentations, spreadsheet models, and book summaries. While it does not guarantee the accuracy of the information, the resources can help users advance their careers. A premium membership to You Exec Plus provides additional resources and support to help members take their careers to new heights. Users can provide feedback to help improve the resources.
1. The document outlines the steps of the A3 problem solving methodology, including defining the problem statement and business case, understanding the current condition, setting a goal statement, analyzing the root causes, identifying countermeasures and a target condition, creating an action plan, measuring effectiveness, and standardizing and sharing the improvements.
2. Key steps include going to observe the problem directly, breaking problems down, identifying containment actions if needed, quantifying the issues, setting metrics and timeframes for goals, using tools like 5 whys to analyze root causes, prioritizing countermeasures, and establishing plans with owners and timelines.
3. The approach emphasizes visualizing information, consulting others, and standardizing successful changes to prevent
Process Redesign or Improvement Approach OptionsChief Innovation
The attached is a file showing possible approaches to improving or redesigning a process. It is an overview and comparison of 6 different ways one could approach this or engage a consultant to do so.
The document outlines an 8-step process for effective problem solving: 1) Identify the problem, 2) Understand the current situation, 3) Identify the root causes, 4) Plan improvements, 5) Execute the improvements, 6) Confirm the results, 7) Standardize the improvements, and 8) Plan for the future. Key aspects of the process include using tools like fishbone diagrams, Pareto charts, and goal setting to thoroughly analyze problems and select effective solutions. The process advocates for containing root causes, prioritizing high impact improvements with low effort, monitoring solutions, and documenting standardized practices to maintain results over time.
How to be a consultant and run a successful assignment1STOUTSOURCE LTD
This presentation on the consulting process takes you through the main steps in running a consulting job and thus make sure you leave behind happy client - this is from the series of posts at the 1stoutsource Business Forum
1Grand Canyon UniversityInstructor Name MIS-652 BusinesEttaBenton28
1
Grand Canyon University
Instructor Name:
MIS-652 Business Process Analysis
December 1, 2021
Introduction
Cummins is a global engine manufacturer that also designs and manufactures turbochargers for engine applications. Cummins Turbocharger is the market leader in medium and heavy-duty car applications worldwide.
The Process and Relevant Data Comment by Seon A Levius: Since you are using “Cummins” in this section, you need to pinpoint some process problem with data issues for optimization. The optimization or improvement can be for both the process and technology.
Prototype - A Model of the Construction Process: The organization's prototyping process is ineffective and results in a lengthier lead time in comparison to client needs. According to data from the last six months, the average lead time for proto-sample building is approaching 12 days, rather than the five days requested by the customer.
Process Improvement Methods Comment by Seon A Levius: In this section you will basically explain how you will improve the process problem you identified above. This is basically the articulation of your solution (which must for this case include technology optimization). Also, how will you evaluate it.
You mentioned Six Sigma as the tool to enhance the process. But that is not what we want here. Six Sigma can be the tool you used to evaluate the proposed solution to the problem you identified.
So, in this sense, I didn’t see any articulation about how you will evaluate your improvements to ensure, they are efficient and effective.
For example, Six Sigma can be used as the process improvement method. The Define, Measure, Analyze, Improve, and Control (DMAIC) sub-methodology within Six Sigma can be helpful in defining the details of the future state process and Key Performance Indicators (KPIs) that the future state process should be able to meet.
Other methods in our reading this week that can be explored includes PDCA (Plan Do Check Act).
Six Sigma is a technique for process improvement. Six sigma methodology is being designed for process improvement and the implementation of six sigma tools in order to correctly assess the process and achieve improvement (Thomas, et al., 2017)
The following format explains the problem statement and execution of the process improvement method.
Problem Statement
Articulate your problem statement here
Problem Statement Worksheet
Original problem or focus question
The lead time for the proto sample process is longer than anticipated by the customer.
12 days rather than 5.
Stakeholders who are most affected by the problem
The Customer prototyping team and the Company program management team are the most impacted by this issue.
Type of Problem
Problems with resources and processes Comment by Seon A Levius: Technology has to be one of the problems
Suspected cause of the problem
Suspected reasons based on the cross functional team's root cause analysis are as follows.
1.Because the process is dependent ...
Recorded webinar: http://slidesha.re/1tGIZaH
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://bit.ly/TOObk
Effective problem solving is not an innate skill that most people are born with.
Even for those few few lucky ones who are born with natural problem-solving talent, it is often drummed out of them by parents, teachers, and bosses. And those whose academic preparation would lead you to believe that they're highly skilled in this area (such as engineers and physicians) regularly fall prey to sloppy problem solving.
The good news is that effective problem solving is a skill that can be developed. Everyone can learn to solve problems effectively given the will and ample practice with a skilled coach/teacher.
This webinar focuses on the P (plan) phase of the PDSA/PDCA cycle (plan-do-study-adjust), which is the most difficult phase of scientific problem solving for people to master. Topics include:
• Setting a target condition
• Problem clarification
• Scoping and qualifying the problem
• Root cause analysis
Watch this lively discussion and learn the important first steps for closing the gap between where you are and where you'd like or need to be.
As preparation for the webinar, you may want to read the Discipline chapter in Karen's Shingo Award-winning book, The Outstanding Organization. www.ksmartin.com/TOO
8D Training Material From VDiversify.com | 8D Training Material PDF Free Down...VDiversify
Note: Whoever is using this Training Material on their Website shall Link back to www.vdiversify.com as the Original Author...
The 8D (Eight Disciplines) approach is a robust and systematic problem-solving process or methodology, that is widely adopted in the manufacturing, process and other industries.
This 8D training material is completely free and can be used by any organization, professionals, engineers, trainers or teachers all over the world for teaching its employees or students.
The document discusses the process for identifying and selecting projects for black belts. It provides criteria for project selection such as the problem being related to key business issues and having organizational support. It also describes documenting potential projects with a project charter that includes details like the customer and process owner. Project ideas are evaluated based on their estimated financial impact and strategic importance to prioritize resources.
The document discusses the process for identifying and selecting projects for black belts. It provides criteria for project selection such as the problem being related to key business issues and having organizational support. It also describes documenting potential projects with a project charter that includes details like the customer and process owner. Project ideas are evaluated based on their estimated financial impact and strategic importance to prioritize resources.
The document provides best practices for technical escalation management. It discusses the roles and responsibilities of the technical manager in owning and directing an escalation. It describes levels of escalation management including scope, time, cost, and communication. The Avaya Diagnostic Methodology provides a structured approach to problem solving. Key questions are outlined to gather details about the problem, isolate points of failure, and determine if any network changes occurred. Technical support services and lessons learned in escalation management are also reviewed.
The document discusses the Improve phase of the Lean Six Sigma methodology. It provides an overview of the key tools and activities used in the Improve phase, including identifying and prioritizing root causes, developing and selecting solutions, implementing pilots, and developing implementation plans. It also discusses tollgate reviews, which are checkpoints to review progress. The Improve phase aims to develop, test, and select solutions to address the root causes identified in the Analyze phase in order to meet the project goals.
The document discusses the Improve phase of the Lean Six Sigma methodology. It provides an overview of the key tools and activities used in the Improve phase, including identifying and prioritizing root causes, developing and selecting solutions, implementing pilots, and developing implementation plans. It also discusses tollgate reviews, which are checkpoints to review progress. The Improve phase aims to develop, test, and select solutions to address the root causes identified in the Analyze phase in order to meet the project goals.
Operational Management Problem Solving Techniques which must be practiced in Industry for any problem solving.
Ahsan Saleem
Assistant Manager
Honda Atlas Cars Pakistan Ltd.
+92-301-4872771
This document provides an overview of a training session on A3 problem solving. It discusses what A3 is, its history and uses. It then covers the key aspects of the training agenda, including an introduction to A3, the P-D-C-A problem solving cycle, team based problem solving using A3s, problem solving tools to use with A3s, how to create an A3 report, and a real world application example. The training is aimed at the 2009 Lean Six Sigma conference and delivered by Profero, Inc., a leader in Lean enterprise.
Chaplin School of Hospitality and Tourism ManagementInternship Lea.docxcravennichole326
Chaplin School of Hospitality and Tourism ManagementInternship Lean 6σ Process Improvement Project
Improving the Speed, Accuracy, Reliability, Cost Effectiveness and Flow of the (Y) process.
A picture of you in front of your company here.
Executive Summary
Executive Summary
Please describe your project in this box. If it does not fit in the box, it is too long, and you must shorten it. Shoot for the 5W’s and the H, but be brief. (Who, what, when, where, why, how)
Please describe your project in this box. If it does not fit in the box, it is too long, and you must shorten it. Shoot for the 5W’s and the H, but be brief. (Who, what, when, where, why, how)
Table of Contents
i
Executive Summaryi
Message from the Professoriii
Why we are using this method in the advanced internship classiii
About Lean 6σiii
Criteria for the Projectiii
Define1
1.1Project Charter and Financial Estimate1
1.2 Current State Process Map2
Measure3
2.1 Data Collection Plan3
2.2 Collection Results4
Analyze5
3.1 Voice of the Customer5
3.2 Voice of the Business5
3.3 Voice of the Employee (WIFM)5
3.4 Waste Analysis – DOWNTIME6
4.1 Addressing gaps in VOC needs7
Improve
4.2Addressing gaps VOB needs7
4.3 Addressing VOE concerns/ Alternate WIFM7
4.4Reduction of Waste8
4.5 Summary of Recommended
Solution
s8
Control9
5.1 Modification to Procedures Manuals (Or Establishment of Internal Controls)9
Lessons Learned10
Supervisor’s Critique11
Message from the Professor
Why we are using this method in the advanced internship class
Our internship students are within a semester or two of entering the workforce as managers. FIU’s Hospitality and Tourism Management School has included a structured internship as part of the curriculum for over a decade to assist students with this transition into management. A substantial part of the course has always included a project where the students were to improve the host company’s operations in a meaningful and lasting way.About Lean 6σ
This project is a scaled down Lean 6σ ( six sigma) project designed to be completed within the term of the semester. Lean 6σ is a continuous process improvement method which has grown in use in U.S. and international corporations since the 1970’s. Employed to great success at companies like Motorola, this method aims to refine a company’s existing processes through data based analysis and evidence based decision making.
U.S.-based quality professionals who complete any Six Sigma training earn on average $12,642 more than those without it. 2011 QP Salary Survey*Criteria for the Project
· The project must be based on a real need in the company, and have the support of the student’s supervisor.
· Must be able to be completed to in 10 weeks or (40 hours)
This template is the intellectual property of Jason L. Stiles, Ph.D. All rights reserved.
2
Define
A description of the current process and proposed financial benefits
1.1 Project Charter and Financial Estimate
Project Charte ...
1) Corrective action is important for customer satisfaction, profits, and ISO compliance. It helps reduce scrap, rework, and inefficiencies.
2) Weak corrective action processes can fail to properly involve people, utilize problem solving skills, consider costs, or follow through on verifying solutions.
3) Effective corrective action requires a clear problem statement, interim containment actions, root cause analysis, permanent corrective actions, and verification that the problem has been resolved.
The document provides information on root cause analysis (RCA), including its objectives, purpose, and process. The objectives of RCA are to use a structured approach to identify the problem, determine the root cause through analysis, and define an appropriate solution. The purpose is to identify areas for improvement, prevent recurrence by understanding what, how and why something happened. The RCA process involves gathering evidence, investigating to understand the problem, analyzing to identify the root cause, implementing corrective actions, and following up.
Similar to Kaizen Spiral PDCA Report Template (20)
2. Global Quality Management Solutions, LLC
PDCA - KAIZEN Spiral – Improvement ActivityEnsures:
Use of PDCA
Recognition
Skills & training
Communication
Use of CI Tools
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3. Global Quality Management Solutions, LLC
Team Name:
Date
Note that this will be the 1st page of your presentation, so delete the
previous slides. Also, need to remove the helpful ideas/information in
all of the following slides and replace with your specific data and
explanation.
Remember that this presentation is a story of your team improvement
activities – needs to be clear and logical, not only showing your
successes, but showing your failures along the way.
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What is the problem? 1. a
Identify Gap
Budget
Customer Complaint
Desire
Document the “gap” that needs addressed with this project
A PROBLEM IS DEFINED AS A DEVIATION BETWEEN WHAT SHOULD BE HAPPENING,
AND WHAT IS ACTUALLY HAPPENING.
Identify what the problem is before beginning analysis
Ideal state / target
Gap = Problem (abnormality)
Current condition
Outputs:
Theme, Problem and gap defined and approved
Customers acknowledged and input documented
Type of problem (lean or variation/quality)
Note: Be careful about listing
symptoms instead of the problem
and be careful to not assume a
cause of the problem
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5. Global Quality Management Solutions, LLC
Why this problem? 1. b
Identify Gap
Budget
Customer Complaint
Desire
Gap: Document how it ties to the company
goals
Identify: ASK, How this project ties to the company goals?
The gap that is initiating the project could come from:
Quality - Customer complaints
Cost - Budget targets not met
Productivity - Some desired improved level
Other – Safety, Environmental, etc
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6. Global Quality Management Solutions, LLC
Why this problem?
1. c
Identify Gap
Budget
Customer Complaint
Desire
Gap: Document how it impacts CS
(Customer Satisfaction).
Identify: ASK, who is the Customer?
(internal or external or both)
Clarify: Ask, how the customer satisfaction is being damaged
(PPM, customer targets not being met, customer surveys, etc.).
Go talk to the customer.
Maybe use a survey to document impact on customer
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Use a slide or two to show historical data analysis
that narrows issue to specific problem(s)
2.
Data
Analysis
Use graphs, diagrams, etc to show why specific parts and defects are chosen
Outputs:
Big problem or gap broke
down
NSL by Model - Windshields
0
200
400
600
800
1000
1200
1400
1600
1800
L32-F
044-F
GMT191-F
UL-F
GM315-F
500N-F
W164LS-FD
W164-F
CM-F
770-F
U388/387-F
Defects
NSL - Sidelites Repeat Issues
0
5
10
15
20
25
Logo
Grind
Pits
Chips
Contamination
BrokenLine
Scratch
MissingCorner
MixedModels
Warp
MissingPriint
Rubs
InkSpot
CeramicVoid
Printissue
Mis-Labeled
Curvature
Distortion
Packaging
Size
Kink
Beltmarks
MoldMarks
Occurrances
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Set the priorities and targets for the team by
establishing the project and/or problem
statement and goals or targets for improvement.
3.
Set Priorities
& Targets
Use the historical data to categorize the project into smaller, more concrete problems.
If working on a big project , then tackle the most impacting problem 1st, then the 2nd most important, until
the big project target is met.
One Specific Problem Statement:
Document the problem statement or statements (if
addressing more than one defect or object)
One object
One defect
Target: Document the target for
improvement such as 50% reduction
and note the ultimate goal.
2. Break Down The Problem
5
3. Set A Target
- Make the commitment.
- Measurable, concrete and challenging.
> Do what by how much by when?
> Clarify rationale and impact.
> Output oriented (things to be achieved, not things to do).
- Use data to categorize the problem
into smaller, more concrete
problems. Use division points
such as Who, What, When
or Where?
- Narrow the focus to one aspect
of the problem to solve.
- Genchi Genbutsu: Go & see the
smaller problem and visualize
the process.
(Contain the problem if needed)
- Specify the point of cause and
state the problem to engage.
- Keep in mind scope.
Tally Sheet
Survey
P D C A
P D C A
July
Start
Finish!
April
Current
Situation
Problem
Problem Problem
ProblemProblem Problem Problem
Point of Cause
Include a picture or diagram of the
part and the defect
Outputs:
Specific Problem statement and target Global Quality Management Solutions Phone: 1-888-216-8324
9. Global Quality Management Solutions, LLC
Assign the resources required to meet the target. Establish the team members and leader
(generally 4-7 members) and any other team guidelines including timing and leadership
approval.
4.
Assign
Team
Team Members:
Name Title/Area
1
2
3
4
5
Other support members:
1.
Include a team picture if
possible
Timing: Project to be completed in 3 months by
end of July, 2011.
Champion/Approval: Jim Jones, Dept Manager
Outputs:
Team members assigned
Timeline completed
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Do not rely on historical data 5.
Study Actual
Facts 3e
• 5a Fill out IS/IS NOT with known information
• 5b Process Flow Chart – Walk the Process
• Process Map – 3e
• 5c Fill out 2E column
• Reviewing current SOP and Standards and compare to what is
actually happening
• What are the process settings suppose to be
• How are changeovers supposed to be completed
• What PM schedules are supposed to be followed
• 5d Data Collection Plan
• Used to complete questions that you don’t have answers to
• Part Analysis
• Collect a sampling of the defects
• What is the location
• What kind of pattern
• Special Condition of Defect – Microscope
• 5e Benchmarking
• Are there other plants that have the same/similar equipment
A B
A1
D1
A2
D2
Checksheets
3e Go to the exact place
See the exact object
Confirm the exact facts
Outputs:
Process Flow chart or Process Map
Is/Is-not answers on Problem specification
2E completed on Problem specification
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Describe the Problem• Complete a problem description
• Break down the problem into an IS category
and IS Not category
• The IS gives an accurate description of the
problem – FACTS ONLY
• The IS NOT provides additional information
about closely related items which do not have
the same problem thus helping to eliminate
possible causes = saves time
• Answering the questions focused around What,
Where, When and Extent
2E Differences
Produced on different Lines -
Wash tanks
Final Assemblies
Overhead conveyors
Different Employees
Different Production Rates
6% More or less than 6%
1mm - 2mm Larger or smaller
Increasing Stable or decreasing
Stable up to 11 Increasing or decreasing
up to 11 more than 11
Periodically (more data would be helpful) Continuously or Sporadically
Drying booth we actually could see the
defect but it was first seen during visual
final inspection
Paint Booth
Two weeks ago Before two weeks ago
Final Inspection
Final Assembly, Drying and Paint
Booth
Randomly on the painted surface In one specific spot
Paint Gaps Peeling, running, globs, discoloring
IS IS-NOT Changes
Extend your Knowledge!
Look at the Fundemental
Rules!
What is different, odd,
unusual or distinctive
about each IS compared
to each IS-NOT?
What has changed
in, on, or about
each Difference?
Accord Door Panels Civic & Acura Door Panels
Clean more units weekly
for the last 3 weeks
more units last 3 weeks
panels loaded closer
New employees 5 wks ago
Increasing wkly - last 3wks
How many
objects
W
H
A
T
What
Object
W
H
E
N
E
X
T
E
N
T
What is
the size
of the
defect
No. of
defects on
one unit
Trend of
object
Trend of
defect
Where
Geographically
Where on
the object
When first
When Since Is
there a pattern
for Varience
What was
going on in
the process or at
what process step
did it occur
What is having the Problem
What could be having the problem
but IS-NOT
W
H
E
R
E
3e - Reality of the Present Situation, Go to the exact place, See the exact object, Confirm the exact facts
What should be happening? How
should it opperate?
What
Defect
Problem Statement: Honda Door Panels with Paint Gaps
Where do I get the information
• Breakdown the problem factually
– It will be necessary to spend time getting
the facts about the current state from the
exact place and exact object (3e) – Walk
the Floor
5.a
Study Actual
Facts 3e
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Study the actual facts – Walk the process and
document it using a flow chart or a process map
5.b
Study Actual
Facts 3e
Walk the Process
1) Establish the process start and stop points
2) Entire team takes time to walk the process and observe
each step of the process including repair loops
3) Note documents and talk to operators and take notes and
pictures for reference later
3e
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Describe the Problem - 2E - Determine if
the process standards are being followed.
5.c
Study Actual
Facts
Does Actual = Standard
2E – Using our current knowledge,
experience and fundamental rules to
collect as much information about the
problem as possible. Example Work
Instructions, standards, etc.
2E
Extend your knowledge
Establish your own fundamental rules
Go to process:
What should be happening? (Work instructions, procedures, specifications, process
standards, staffing, etc.)
What is actually happening? (Setup sheets, process verification logs, PM logs, actual
staffing, training status, etc.)
Processes set up to existing standards?
Following PM schedule?
Measurement system satisfactory?
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Study the Facts – Use the Is/Is-not missing data to help develop and implement a
data collection plan. Go deep into the issue.
5.d
Study Actual
Facts
Specify the Problem: Delivery trucks with broken glass
IS IS NOT
WHAT
What object? Delivery Trucks Harp Racks, Dollies
What defect? Broken Glass Scratched, Rubs,
WHERE
Where geographically? ???? ????
Where on the object? ????? ????
WHEN
When first? Been an issue for a while Before
When since? Daily Every Truck
When in the life cycle? ????? ?????
EXTENT
How many objects? ???? ????
What is the size? Full Sheets Partial Sheets
How many defects? ???? ????
What is the trend? ???? ????
PART ANALYSIS
-Visual observation – Use magnification, lighting, etc to improve ability
to see
-Dimensional comparison
-Test results and Technical reportsGlobal Quality Management Solutions Phone: 1-888-216-8324
15. Global Quality Management Solutions, LLC
Complete a Benchmarking Study looking for best
practices.
5.e
Study Actual
Facts
Compare your process to others to understand your current situation and learn from it.
By comparing your process to other processes, you can learn a lot about how to develop
and improve yours.
Benchmarking can show you:
Where your weaknesses are
Which areas you can improve
New or different ways to do things
Strategies for improvement
What is possible
Where your strengths are and how to
maintain them
Where you can increase efficiency
Hints:
Look at other AGC sites even in other
parts of the world
Is there another company that is known
for this process
Note that Benchmarking can be used in
step 1 also to help establish the “gap”
3e Go to the exact place
See the exact object
Confirm the exact facts
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16. Global Quality Management Solutions, LLC
Analyze the actual facts 6.
Analyze
Facts
6a - Developing Possible Causes by
Differences & Changes
Brainstorming/Fishbone from Knowledge & Experience
6b - Create Possible Cause Statements
6c - Test Possible Causes
6d - Prioritize the Possible Causes
6e - Verify the most likely Cause(s)
Outputs:
Completed problem specification
Tested Possible Causes
-2000 -1000 0
-2200
-1200
-200
Sales Var
ProfVar
Prof Var = -566.037 + 0.608943 Sales Var
S = 216.684 R-Sq = 93.1 % R-Sq(adj) = 91.4 %
Regression Plot
+/- 3 Sigma
(99.7 % of Data)
Customer Specification
Process Width
Mean
Sample
SampleMean
10987654321
11.5
11.0
10.5
10.0
9.5
9.0
8.5
__
X=9.935
UCL=11.245
LCL=8.626
Xbar Chart of C4
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Analyze the Facts – Develop possible causes by using Differences
and Changes and developing a Fishbone Diagram.
6. a
Analyze
Facts
The ways of developing possible causes.
METHODS
Difference & Changes
Brain Storming
Fishbone Diagram
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Create Possible Cause Statements from the causes
developed in step 6a.
6.b
Analyze
FactsDevelop statements that explain how the problem
occurred
To create possible cause statements for
testing against the facts
List Possible cause statements from Differences and
Changes along with the Fishbone Analysis.
Purpose:
How could…
a change
a change and a difference
a change and another change
a difference alone
…cause the problem?
What causes can be generated from Fishbone
Analysis
Write a short statement in object/defeat format
Explain how the cause creates the problem
Examples
Possible Cause Statement:
I ran over a piece of metal in the road 2 weeks
ago which may have punctured my
radiator.
The drain valve is partially open causing it to
leak.
The automatic transmission connection line
has worked loose causing a leak.
A hose has developed a hole allowing a leak.
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Test Possible Causes against the Is/Is not specification.
Eliminate some of the causes and list assumptions.
6.c
Analyze
Facts
Evaluating possible causes against the
IS/IS NOT specification
• To save time by eliminating possible
causes that do not make sense
Ask:
If Possible Cause is the cause of Problem
Statement, how does it explain both the IS
and the IS NOT?
• Ask about each pair of IS/IS NOT data
• Eliminate any cause that fails
• List all assumptions
Examples
* I ran over a piece of metal in the road 2
weeks ago which may have punctured my
radiator.
Explains only if started leaking 2 wks ago
* The drain valve is partially open causing it
to leak.
Explains only if started leaking 2 wks ago
* The automatic transmission connection
line has worked loose causing a leak.
X Does not explain – You would see
transmission fluid not coolant
* A hose has developed a hole allowing a
leak.
Explains only if started leaking 2 wks ago
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Prioritize the Possible Causes by reviewing the
assumptions and picking the most likely.
6.d
Analyze
Facts
Explanation
• Identifying the cause that is most
reasonable
• To pick the possible cause to verify first
Ask:
• Which of the possible causes is the most
believable?
• Most Probable Cause has:
Reasonable assumptions
Fewest assumptions
Overall simplest assumptions
Example
All of the causes have potential in this
case but the ones that are most likely are?
1. Puncture to the radiator
2. Puncture to the hose
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Verify the most likely Possible Cause(s) by 3e observation,
research/testing and turning the defect/issue on/off.
Proving the cause of the defect
To identify steps to take, use:
• Observation - How can we look at the cause?
(3e)
• Research - How can we experiment to test this
cause? You want to be able to turn the defect
on and off
• Results - How can we try our Fix to see if it
works?
Example
Observation in this case, go and look
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Identify the root cause(s) by using the why-why analysis on
the most probable cause(s) from step 6.
7.a
5 why
Root Cause
Example (not complete)
Deduction: Why-Why or 5-Why Analysis
A way to find the actual Root Causes.
To make sure we countermeasure the correct
items.
The purpose of Root Cause analysis is to go
beyond direct and somewhat apparent causes
and figure out the underlying reasons for the
event.
It is not enough to just find what broke or
changed and fix it. We must go to the next
level and determine the root cause if we want
to minimize repeat problems and eliminate this
issue in the future. Outputs:
Root cause(s) identified and testedGlobal Quality Management Solutions Phone: 1-888-216-8324
23. Global Quality Management Solutions, LLC
Verify the root cause(s) by testing and documenting
the results preferably recreating the issue/defect.
7.b
5 why
Root Cause
The purpose of Root Cause verification is to test the hypothesis. Once the
issue or defect has been recreated, then at least one root cause has been
confirmed.
Verify the root cause(s) by trial and error or
Design of Experiment
Recreate the issue/defect
Use a summary table to show the result of the
testing.
Hints:
For more than one variable, use
a table like the one below
Verify the recreated defect is
exactly the same, not
similar.
Use Scientific method (Develop
a thesis (idea for
improvement), Conduct
experiment, Review results)Global Quality Management Solutions Phone: 1-888-216-8324
24. Global Quality Management Solutions, LLC
Lean Projects
If the project is a Lean
Waste Reduction Project
then different methods and
tools will be used in Steps 5-
7 to develop the Action plan.
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25. Global Quality Management Solutions, LLC
The 5S Visual Workplace
Utilize 5S to stabilize, improve and standardize the process.
Definition (Vision)
• A clean and organized work
area that visually
communicates all the vital
statistics.
• Status of the operation is
understood at a glance
• An area where an
unintended event or activity
is immediately visible
5S refers to improvement activities aimed at increasing the cleanliness,
orderliness, and organization of a work area for greater efficiency and reduction
of waste.
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Develop the plan of corrective actions that will
address the root causes
8.
Develop
Improvement
Plan
Outputs:
Approved Improvement Plan
• Establish criteria for selecting a
solution/countermeasure
• Generate potential solutions that will
address the root causes of the problem
• Select a solution
• Gain approval and support for the chosen
solution
• Plan the solution
Hints:
• Consider poka yoke (mistake
proof) countermeasures
• Assure countermeasures address
root causes (confirm before
implementation if possible)
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Execute the corrective actions. 9.
Execute
Plan
• Implement the chosen solutions
• Follow through with countermeasures
• Show before and after countermeasure
pictures, if possible
Hints:
• Implement the chosen solution
on a trial or pilot basis, if possible
and if expensive.
Outputs:
Improvements completed
Before:
200
Mesh
Count
After:
230
Mesh
CountGlobal Quality Management Solutions Phone: 1-888-216-8324
28. Global Quality Management Solutions, LLC
Confirm and validate the impact of the corrective actions using
tests and analysis of data.
10.
Confirm
Results
Outputs:
Data analysis showing impact of changes
• Validate using data
• Statistical Proof (N-Chart, P-Chart, X&R)
• C/M verify (turn on – off)
• Supplier Self Audit (Schedule)
• Durability Tests
• Re-inspection Results
• Training Records
• Sign-off Sheets
• Product Specification Changes
Beautiful!
151413121110987654321
11
10
9
8
7
__
X=7.660
UCL=8.073
LCL=7.248
Before After
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29. Global Quality Management Solutions, LLC
Analyze the results and determine if the improvement targets were
met. If not, then go back to step 5.
11.a
Analyze
Results
Outputs:
Proof that goal(s) were met
Any secondary metric impact
Financial cost impact (actual and annualized)
Customer feedback analysis
• Check the final results verses the target from Step 3.
• If possible, show results in visual form using a run/SPC
chart or some other chart
• Show the actual impact short term and long term.
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Calculate the cost impact of the project using the
SGA guidelines
11.b
Analyze
Results
• Include cost savings for productivity, yield,
uptime, material use, reduction of head
count or inventory or other improvements
• Use the calculation guidelines for SGA in
the SGA Guidelines
• Report actual savings and an annualized
amount
• Include savings from other lines and plants
if the improvements were successfully
implemented
Hints:
• Include formulas for calculations
Cost Impact ( May’XX ~ Oct ‘XX )
Line 1: $ 90,895
Line 2: $ 224,087
TOTAL : $ 314,982 ( Scrap reduction )
=Σ Input * (Month Yield – Ave Yield (JAN~APR)) * Parts Cost
Monthly Yield=May
Oct
Cost Impact Annual Est. ( May ’XX to Apr ’XX )
Line 1: $ 271,645
Line 2: $ 487,057
TOTAL : $ 758,702 ( Scrap reduction )
=Σ Input * (Month Yield – Ave Yield (JAN~APR)) * Parts Cost
Monthly Yield=May
Oct
+ XX’ Oct effect * 6 month
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Determine final impact on CS (Customer
Satisfaction)
11.c
Analyze
Results
• Include a way to measure CS
• Customer surveys are one way to measure
both internal and external CS
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Standardize the solutions by changing the system and the
rules. Establish controls to assure the solutions stay in place.
12.a
Standardize
2E
• Adopt the solution
• Standardize countermeasures by changing
system documentation and training people
on the new way
• Implement controls assuring the
countermeasures are in place and stay in
place
Hints:
• Plan ongoing monitoring of the solution
• May use the Kamishibai Board and cards for visual
audits usually on a weekly, monthly, quarterly
schedule by supervisors or managers.
Outputs:
All improvements standardized assuring no
reversal
Communication of new best practices
completed
Team rewarded and acknowledged
Function FM FE Cause RPNControls
FMEA
Improvement Purpose Perf Mech Implementation ResponseAlarm
Control Plan
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Communicate and implement best practices to other similar
lines, plants, etc.
12.b
Standardize
2E
FEED BACK / FEED FORWARD
• Make sure pertinent information
was given to those who needed it.
• Indicate to whom information was
given and the date the information
was relayed.
• Make sure new associates are
trained using the correct
countermeasures.
• Share the information with other
lines and sites and customers, as
needed.
Hints:
• Include next steps for
improvement
• Recognize the team
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Summarize what the team learned and next
steps.
12.c
Standardize
2E
Summarize the learning points
Summarize the next steps or the next project
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What to do with the completed Kaizen Spiral
• If SGA team, then copy with summary sheet to CI Rep at your site
• Share with others who need the information.
• Make sure management is aware of situation.
• Give copy to your QA department if it is quality related.
• Keep a copy on file. This could be useful in the
event of a similar problem.
Documentation of SGA progress and results using kaizen spiral
template and the summary sheet - Why is it important?
Standardize; share knowledge (feed forward); Training; show
failures and learn from history; present to managers and others.
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