This document introduces the PDCA (Plan-Do-Check-Act) model and Universal Mistake Prevention and Quality Verification (UMPQV) approach. It explains each step of PDCA and provides examples. UMPQV expands on traditional poke-yoke methods by making solutions universal, process-oriented, and enabling communication. The document argues UMPQV is better suited than poke-yoke for complex, high-variety production by preventing mistakes, verifying quality, and communicating results.
This document introduces the concepts of PDCA (Plan-Do-Check-Act) and UMPQV (Universal Mistake Prevention and Quality Verification) as tools for continuous improvement. It explains each step of PDCA and provides examples. UMPQV builds upon traditional Poke-Yoke methods by making devices universal, process-oriented, inexpensive, and integrated with communication systems. The document compares examples of traditional Poke-Yoke approaches to customized UMPQV solutions.
AESSiS is an engineering consultancy that specializes in product lifecycle management (PLM) implementation and process improvement to help manufacturing businesses achieve better performance. PLM is a strategic approach to managing product information throughout the lifecycle from concept to end of life. It aims to provide a single source of truth, configuration management, reduced waste, and increased innovation. PLM tools help manage parts, relationships between parts, documents, changes to parts, and the lifecycle of a part from new to obsolete. Aras is an open source PLM platform that provides an enterprise solution with no upfront costs and uses existing IT infrastructure and skills.
This document provides an overview of process mapping tools including SIPOC (Supplier, Input, Process, Output, Customer) mapping and detailed process mapping. It defines the key elements of each tool, the objectives, benefits and steps to generate a map. Examples of a SIPOC map and a detailed process map for a catapult firing process are included to demonstrate how each tool can be applied. Additionally, the document introduces root cause analysis using a fishbone diagram and Failure Mode and Effects Analysis (FMEA). It defines the objectives of each tool, how to set them up, and includes an example FMEA analysis for potential failures in emergency response phone systems.
MFG4 2016 - Is Automation Right for Your Company - 4-2016Craig Salvalaggio
The document discusses factors to consider when determining if automation is appropriate for a company. It identifies the top five reasons to automate as improving throughput, reducing labor costs, improving quality, improving safety, and reducing footprint. It also outlines steps for understanding current processes, identifying business requirements, determining the appropriate level of automation, and taking an empirical approach to an automation project.
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.
Mistake proofing, or its Japanese equivalent Poka-yoke (pronounced PO-ka yo-KAY), is the use of any automatic device or process that either makes it infeasible for an error to occur or makes the error immediately obvious once it has occurred.
Engineering change management webinar april 2013John Cachat
1) Engineering change management is a critical but often poorly defined and executed process for managing changes to products and ensuring compliance. It typically involves four steps - change request, change notice, change order, and change verification.
2) Automating the engineering change management process can provide benefits like faster time to market, lower costs, reduced inventory waste, improved decision making, and increased compliance. However, many companies still rely on tools like Excel and lack an integrated process view.
3) The presentation proposes developing a single, integrated engineering change management process supported by enterprise software. This could help organizations more effectively engage stakeholders, reduce variation, eliminate waste, and increase profits on new products.
Bridging the gap between quality and finance may 2013John Cachat
The document summarizes a presentation about bridging the gap between quality and finance. It discusses how quality professionals and CFOs have similar interests in processes, documentation, audits, and risk management but different focuses. It advocates for management accounting to provide internal cause-and-effect analysis. Examples show how tracking metrics at different stages of new products could improve profits. The presentation also covers quality management system strategies, a process approach, and justifying quality projects to finance using metrics like ROI.
This document introduces the concepts of PDCA (Plan-Do-Check-Act) and UMPQV (Universal Mistake Prevention and Quality Verification) as tools for continuous improvement. It explains each step of PDCA and provides examples. UMPQV builds upon traditional Poke-Yoke methods by making devices universal, process-oriented, inexpensive, and integrated with communication systems. The document compares examples of traditional Poke-Yoke approaches to customized UMPQV solutions.
AESSiS is an engineering consultancy that specializes in product lifecycle management (PLM) implementation and process improvement to help manufacturing businesses achieve better performance. PLM is a strategic approach to managing product information throughout the lifecycle from concept to end of life. It aims to provide a single source of truth, configuration management, reduced waste, and increased innovation. PLM tools help manage parts, relationships between parts, documents, changes to parts, and the lifecycle of a part from new to obsolete. Aras is an open source PLM platform that provides an enterprise solution with no upfront costs and uses existing IT infrastructure and skills.
This document provides an overview of process mapping tools including SIPOC (Supplier, Input, Process, Output, Customer) mapping and detailed process mapping. It defines the key elements of each tool, the objectives, benefits and steps to generate a map. Examples of a SIPOC map and a detailed process map for a catapult firing process are included to demonstrate how each tool can be applied. Additionally, the document introduces root cause analysis using a fishbone diagram and Failure Mode and Effects Analysis (FMEA). It defines the objectives of each tool, how to set them up, and includes an example FMEA analysis for potential failures in emergency response phone systems.
MFG4 2016 - Is Automation Right for Your Company - 4-2016Craig Salvalaggio
The document discusses factors to consider when determining if automation is appropriate for a company. It identifies the top five reasons to automate as improving throughput, reducing labor costs, improving quality, improving safety, and reducing footprint. It also outlines steps for understanding current processes, identifying business requirements, determining the appropriate level of automation, and taking an empirical approach to an automation project.
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.
Mistake proofing, or its Japanese equivalent Poka-yoke (pronounced PO-ka yo-KAY), is the use of any automatic device or process that either makes it infeasible for an error to occur or makes the error immediately obvious once it has occurred.
Engineering change management webinar april 2013John Cachat
1) Engineering change management is a critical but often poorly defined and executed process for managing changes to products and ensuring compliance. It typically involves four steps - change request, change notice, change order, and change verification.
2) Automating the engineering change management process can provide benefits like faster time to market, lower costs, reduced inventory waste, improved decision making, and increased compliance. However, many companies still rely on tools like Excel and lack an integrated process view.
3) The presentation proposes developing a single, integrated engineering change management process supported by enterprise software. This could help organizations more effectively engage stakeholders, reduce variation, eliminate waste, and increase profits on new products.
Bridging the gap between quality and finance may 2013John Cachat
The document summarizes a presentation about bridging the gap between quality and finance. It discusses how quality professionals and CFOs have similar interests in processes, documentation, audits, and risk management but different focuses. It advocates for management accounting to provide internal cause-and-effect analysis. Examples show how tracking metrics at different stages of new products could improve profits. The presentation also covers quality management system strategies, a process approach, and justifying quality projects to finance using metrics like ROI.
This document outlines an agenda for an ERP conference on dos and don'ts. The agenda includes ERP keynotes, case studies on process analysis, software selection, customization vs standard ERP, and data conversion. Tips are provided on typical mistakes made in ERP projects such as not addressing business problems directly and believing software alone can solve issues. The document also discusses challenges of ERP projects, important aspects like change management, and tips for improving live systems through a quick scan, prioritized plan, and step-by-step delivery.
Six Sigma is a robust problem-solving method. However, training is often expensive due to time and software requirements.
Over the course of my career, have often had to deliver easy-to-use, how-to, training on the Six Sigma method. These slides teach how to begin, execute and complete a project using key tools, such as CTQ tree, Process Mapping, Measurement System Analysis, Capability, Hypothesis Testing, Design of Experiments, Brainstorming, Control Charts, etc.
Including exercises, this training can be delivered in 3 days; and with some mentorship, close to green belt level performance can be achieved.
thanks for your interest.
My presentation on Exploratory Testing at CzechTest in Prague on June 25, 2015. Experiences and some material from our Knowit course with the same title.
This document discusses strategies for achieving zero defects and continuous improvement. It covers key topics such as the costs of defects, eliminating waste, implementing a zero defect quality system using poka-yoke methods, and achieving performance excellence through techniques like Kaizen. The goal is to prevent defects from occurring using methods like point of origin inspection, quick feedback, and mistake-proofing processes through poka-yoke techniques. This allows companies to reduce costs and improve customer satisfaction by ensuring quality the first time.
Essential Statistical Methods for Process & Product OptimizationSafetyChain Software
Many companies face a unique dilemma: they’re data rich but information poor. Join Allise Wachs, Ph.D., for statistical concepts and methods that manufacturers can use to optimize products, processes, and decisions
This document outlines an introductory training on the concept of poka-yoke, or mistake proofing. It is divided into 12 sessions that cover topics such as the paradigm shift to zero errors, introductions to poka-yoke principles and examples, process waste management, zero defect quality systems, the three qualifiers of poka-yoke (simple/inexpensive, 100% inspection, immediate feedback), examples of poka-yoke from daily life, poka-yoke systems, methods of implementing poka-yoke, and types of poka-yoke and human mistakes. The overall aim is to teach participants how to utilize mistake proofing approaches to prevent errors and reduce defects.
Integration technology to solve business problems in manufacturing may 2013John Cachat
John Cachat presented on integration technology to solve business problems in manufacturing. He discussed how manufacturing software has evolved from accounting systems to include inventory, engineering, and shop floor systems. However, these systems often do not support key business processes like engineering change management. Cachat demonstrated a next generation application platform that allows users to build workflows for any business process using intuitive drag and drop tools. This helps users focus on their job without extensive training or customization. Cachat argued this approach streamlines operations and improves responsiveness while reducing IT costs. He offered a free proof of concept to interested attendees.
In this presentation you will learn about Error Proofing and their types which refers to the IATF:16949 clauses and some practical examples from the industry.
The document outlines the overall process flow mapping process which includes defining the scope, creating current and future state maps, and developing an implementation plan. It provides details on each step, including identifying the process and stakeholders, mapping the current "as is" process, analyzing for improvements, and mapping an ideal future "to-be" process. Standard symbols and templates are suggested to create clear and consistent process flow maps. Examples of process maps are also included.
This document discusses process mapping and the differences between process flow mapping and value stream mapping. It defines a process as a group of logically related activities and tasks that transform inputs into specified outputs. Process flow mapping visually depicts the steps in a process, how inputs become outputs, and links to other processes. Value stream mapping considers the whole value stream, identifies non-value added steps between processes, and enables long-term planning, while process flow mapping focuses on a single process, identifies non-value added within the process, and enables shorter-term tactical planning. An example of a process flow map for checking in a paper-based trailer is provided.
The document provides guidance on business process modelling and mapping. It defines business process modelling and the three main types of process models. Process mapping is described as a technique to diagrammatically model processes by representing the steps, participants, and decision logic through a visual map. The document then provides instructions on how to produce a process map, including identifying boundaries and participants, drawing the initial flow, and adding and reviewing details like swimlanes and decision points. An example process map is also included to demonstrate a completed map.
Layered Process Audits - The Compelling and Immediate ROIEase Inc.
Automotive and Aerospace manufacturing suppliers practice layered process audits to maintain quality control in increasingly demanding and challenging production environments. Learn the immediate ROI associated with this practice.
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.
Fitman webinar 2015 06 Verification and Validation methodologyFITMAN FI
A webinar on the Verification and Validation (V&V) Methodology developed in the FITMAN project. The V&V methodology is a general, holistic method for verifying, validating and evaluating a software product from its conception to final release and implementation. Presented by Fenareti Lampathaki from the National Technical University of Athens (NTUA).
20080115 03 - Qualimétrie et CMMi dans les applications temps réel embarquéesLeClubQualiteLogicielle
This document provides information about Wavecom's implementation of CMMI and quality processes for embedded software development.
It begins with an introduction of Wavecom as a leading provider of wireless communication solutions. It then outlines Wavecom's software improvement plan to achieve CMMI level 3 compliance globally.
The document discusses key aspects of CMMI, including the maturity levels, process areas, and how CMMI is intended to drive process improvement through measurement and analysis. It proposes how Wavecom will leverage quality assurance and quality control processes focused on both product and process measurement to demonstrate improvements from their CMMI implementation.
The document discusses how the true cost of poor quality for many organizations is much higher than estimated at 10-20% of revenues. Traditional quality programs only account for visible failure costs and not hidden costs. A cloud-based audit platform like Beacon can significantly reduce administrative costs of quality programs while improving effectiveness through real-time insights. It allows for faster deployment, more consistent data collection, interactive reporting, and a reduction in audit management time by up to 85% compared to paper-based programs.
This document provides an overview of process failure mode and effects analysis (PFMEA). It discusses the steps to conduct a PFMEA, including identifying critical process steps and their potential failure modes, effects, causes, controls, and risk priority numbers. The goals of a PFMEA are to proactively identify potential process failures, prioritize issues based on risk, and determine actions to reduce failures and improve process quality, reliability, and customer satisfaction. Conducting a thorough PFMEA requires a cross-functional team approach.
The document discusses quality control tools used for problem solving. It introduces 7 statistical quality control tools - stratification, Pareto diagram, cause and effect diagram, check sheet, control chart, histogram, and scatter diagram. It provides examples and explanations of how to use Why-Why analysis and What-If analysis as problem solving tools. The document also discusses stratification, Pareto diagrams, and cause and effect diagrams in more detail, explaining their purpose and how they are used to analyze problems and identify countermeasures.
The document provides an overview of Lean Six Sigma. It discusses the key principles and methodologies of Lean Six Sigma including DMAIC, DMADV, defining value streams, eliminating waste, and using data-driven problem solving. The goals of Lean Six Sigma are to improve processes by reducing variation and defects to lower costs, improve quality, and better satisfy customers.
The document provides an overview of organizational design (OD) and its evolution over time from early economic theories to modern complex global structures. It traces key developments in OD from Adam Smith's Wealth of Nations in 1776 to modern networked and global organizations. The document emphasizes that modern OD deals with complex systems and economies of scope rather than scale. It highlights collaboration, engagement, and culture change as important aspects of modern OD and leadership.
W8 organizational design design and strategynovas agita
This document discusses organizational structure and its relationship to business strategy. It presents several frameworks for aligning an organization's structure with its strategy, including matching model, generic strategies, and mechanistic versus organic models. The main point is that an organization's structure should be designed to support its strategic goals and allow it to effectively implement its chosen strategy.
Strategic alliances allow companies to achieve goals that single organizations cannot accomplish alone. They involve cooperative relationships between independent organizations to mutually benefit as long as it is economically viable. Alliances can help companies reduce costs, gain access to new technologies and markets, and improve research efforts. However, they also come with coordination challenges and less profitability than mergers. The document outlines the meaning, need, stages of formation, types, advantages, disadvantages and failure reasons for strategic alliances between organizations.
This document outlines an agenda for an ERP conference on dos and don'ts. The agenda includes ERP keynotes, case studies on process analysis, software selection, customization vs standard ERP, and data conversion. Tips are provided on typical mistakes made in ERP projects such as not addressing business problems directly and believing software alone can solve issues. The document also discusses challenges of ERP projects, important aspects like change management, and tips for improving live systems through a quick scan, prioritized plan, and step-by-step delivery.
Six Sigma is a robust problem-solving method. However, training is often expensive due to time and software requirements.
Over the course of my career, have often had to deliver easy-to-use, how-to, training on the Six Sigma method. These slides teach how to begin, execute and complete a project using key tools, such as CTQ tree, Process Mapping, Measurement System Analysis, Capability, Hypothesis Testing, Design of Experiments, Brainstorming, Control Charts, etc.
Including exercises, this training can be delivered in 3 days; and with some mentorship, close to green belt level performance can be achieved.
thanks for your interest.
My presentation on Exploratory Testing at CzechTest in Prague on June 25, 2015. Experiences and some material from our Knowit course with the same title.
This document discusses strategies for achieving zero defects and continuous improvement. It covers key topics such as the costs of defects, eliminating waste, implementing a zero defect quality system using poka-yoke methods, and achieving performance excellence through techniques like Kaizen. The goal is to prevent defects from occurring using methods like point of origin inspection, quick feedback, and mistake-proofing processes through poka-yoke techniques. This allows companies to reduce costs and improve customer satisfaction by ensuring quality the first time.
Essential Statistical Methods for Process & Product OptimizationSafetyChain Software
Many companies face a unique dilemma: they’re data rich but information poor. Join Allise Wachs, Ph.D., for statistical concepts and methods that manufacturers can use to optimize products, processes, and decisions
This document outlines an introductory training on the concept of poka-yoke, or mistake proofing. It is divided into 12 sessions that cover topics such as the paradigm shift to zero errors, introductions to poka-yoke principles and examples, process waste management, zero defect quality systems, the three qualifiers of poka-yoke (simple/inexpensive, 100% inspection, immediate feedback), examples of poka-yoke from daily life, poka-yoke systems, methods of implementing poka-yoke, and types of poka-yoke and human mistakes. The overall aim is to teach participants how to utilize mistake proofing approaches to prevent errors and reduce defects.
Integration technology to solve business problems in manufacturing may 2013John Cachat
John Cachat presented on integration technology to solve business problems in manufacturing. He discussed how manufacturing software has evolved from accounting systems to include inventory, engineering, and shop floor systems. However, these systems often do not support key business processes like engineering change management. Cachat demonstrated a next generation application platform that allows users to build workflows for any business process using intuitive drag and drop tools. This helps users focus on their job without extensive training or customization. Cachat argued this approach streamlines operations and improves responsiveness while reducing IT costs. He offered a free proof of concept to interested attendees.
In this presentation you will learn about Error Proofing and their types which refers to the IATF:16949 clauses and some practical examples from the industry.
The document outlines the overall process flow mapping process which includes defining the scope, creating current and future state maps, and developing an implementation plan. It provides details on each step, including identifying the process and stakeholders, mapping the current "as is" process, analyzing for improvements, and mapping an ideal future "to-be" process. Standard symbols and templates are suggested to create clear and consistent process flow maps. Examples of process maps are also included.
This document discusses process mapping and the differences between process flow mapping and value stream mapping. It defines a process as a group of logically related activities and tasks that transform inputs into specified outputs. Process flow mapping visually depicts the steps in a process, how inputs become outputs, and links to other processes. Value stream mapping considers the whole value stream, identifies non-value added steps between processes, and enables long-term planning, while process flow mapping focuses on a single process, identifies non-value added within the process, and enables shorter-term tactical planning. An example of a process flow map for checking in a paper-based trailer is provided.
The document provides guidance on business process modelling and mapping. It defines business process modelling and the three main types of process models. Process mapping is described as a technique to diagrammatically model processes by representing the steps, participants, and decision logic through a visual map. The document then provides instructions on how to produce a process map, including identifying boundaries and participants, drawing the initial flow, and adding and reviewing details like swimlanes and decision points. An example process map is also included to demonstrate a completed map.
Layered Process Audits - The Compelling and Immediate ROIEase Inc.
Automotive and Aerospace manufacturing suppliers practice layered process audits to maintain quality control in increasingly demanding and challenging production environments. Learn the immediate ROI associated with this practice.
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.
Fitman webinar 2015 06 Verification and Validation methodologyFITMAN FI
A webinar on the Verification and Validation (V&V) Methodology developed in the FITMAN project. The V&V methodology is a general, holistic method for verifying, validating and evaluating a software product from its conception to final release and implementation. Presented by Fenareti Lampathaki from the National Technical University of Athens (NTUA).
20080115 03 - Qualimétrie et CMMi dans les applications temps réel embarquéesLeClubQualiteLogicielle
This document provides information about Wavecom's implementation of CMMI and quality processes for embedded software development.
It begins with an introduction of Wavecom as a leading provider of wireless communication solutions. It then outlines Wavecom's software improvement plan to achieve CMMI level 3 compliance globally.
The document discusses key aspects of CMMI, including the maturity levels, process areas, and how CMMI is intended to drive process improvement through measurement and analysis. It proposes how Wavecom will leverage quality assurance and quality control processes focused on both product and process measurement to demonstrate improvements from their CMMI implementation.
The document discusses how the true cost of poor quality for many organizations is much higher than estimated at 10-20% of revenues. Traditional quality programs only account for visible failure costs and not hidden costs. A cloud-based audit platform like Beacon can significantly reduce administrative costs of quality programs while improving effectiveness through real-time insights. It allows for faster deployment, more consistent data collection, interactive reporting, and a reduction in audit management time by up to 85% compared to paper-based programs.
This document provides an overview of process failure mode and effects analysis (PFMEA). It discusses the steps to conduct a PFMEA, including identifying critical process steps and their potential failure modes, effects, causes, controls, and risk priority numbers. The goals of a PFMEA are to proactively identify potential process failures, prioritize issues based on risk, and determine actions to reduce failures and improve process quality, reliability, and customer satisfaction. Conducting a thorough PFMEA requires a cross-functional team approach.
The document discusses quality control tools used for problem solving. It introduces 7 statistical quality control tools - stratification, Pareto diagram, cause and effect diagram, check sheet, control chart, histogram, and scatter diagram. It provides examples and explanations of how to use Why-Why analysis and What-If analysis as problem solving tools. The document also discusses stratification, Pareto diagrams, and cause and effect diagrams in more detail, explaining their purpose and how they are used to analyze problems and identify countermeasures.
The document provides an overview of Lean Six Sigma. It discusses the key principles and methodologies of Lean Six Sigma including DMAIC, DMADV, defining value streams, eliminating waste, and using data-driven problem solving. The goals of Lean Six Sigma are to improve processes by reducing variation and defects to lower costs, improve quality, and better satisfy customers.
The document provides an overview of organizational design (OD) and its evolution over time from early economic theories to modern complex global structures. It traces key developments in OD from Adam Smith's Wealth of Nations in 1776 to modern networked and global organizations. The document emphasizes that modern OD deals with complex systems and economies of scope rather than scale. It highlights collaboration, engagement, and culture change as important aspects of modern OD and leadership.
W8 organizational design design and strategynovas agita
This document discusses organizational structure and its relationship to business strategy. It presents several frameworks for aligning an organization's structure with its strategy, including matching model, generic strategies, and mechanistic versus organic models. The main point is that an organization's structure should be designed to support its strategic goals and allow it to effectively implement its chosen strategy.
Strategic alliances allow companies to achieve goals that single organizations cannot accomplish alone. They involve cooperative relationships between independent organizations to mutually benefit as long as it is economically viable. Alliances can help companies reduce costs, gain access to new technologies and markets, and improve research efforts. However, they also come with coordination challenges and less profitability than mergers. The document outlines the meaning, need, stages of formation, types, advantages, disadvantages and failure reasons for strategic alliances between organizations.
Javier Garcia - Verdugo Sanchez - Six Sigma Training - W4 Taguchi Robust DesignsJ. García - Verdugo
The document describes Taguchi's method for robust design. It discusses using design of experiments to create robust products and processes by minimizing variation from the target value. The key aspects are:
- Taguchi proposed applying DOE techniques to optimize settings for factors influencing a process to make it robust against noise factors like materials and environment.
- Taguchi advocated designing processes to be "on-target" rather than just meeting specifications to reduce costs from variation.
- An example application looks at factors influencing the size of ceramic pieces after baking, with the furnace position as the noise factor. Analysis of the experiment aims to find settings minimizing output variation.
This document discusses just-in-time (JIT) manufacturing and lean production systems. It defines JIT as having only the right materials, parts, and products in the right place at the right time. It lists the seven wastes from lean production as overproduction, waiting, transportation, processing, inventory, motion, and defects. The document outlines benefits of JIT like reduced inventory and lead times. It also discusses implementing JIT through eliminating waste, optimizing flow, improving quality, and developing suppliers and customers. Overall the document provides an overview of JIT and lean manufacturing principles and challenges.
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.
This document discusses development processes and organizations. It describes core development stages like concept development, architectural design, and detailed design. It also discusses generic concept development processes, product development processes like Tyco's, and organizational types like functional, project, and matrix structures. Finally, it covers traditional design methods and variants of development processes for different product types.
Kurt Lewin's Force Field Theory is a tool for analyzing and managing change. It identifies driving and restraining forces that influence a situation. The procedure involves 6 steps: 1) defining the problem, 2) setting a change objective, 3) identifying driving forces that support change, 4) identifying restraining forces against change, 5) developing a strategy to strengthen driving forces and weaken restraining forces, and 6) considering unintended consequences of altering forces. Lewin's model also has 3 steps - unfreezing the current situation, moving to the desired new situation, and refreezing to stabilize the new situation.
The document discusses implementing a balanced scorecard approach at a client's firm. It describes challenges the client previously faced around strategy execution and measurement. It then details the goals sought in implementing a balanced scorecard, including aligning operations with strategy and facilitating strategic learning. Lessons learned from the client's implementation included establishing cause-and-effect linkages between objectives and ensuring balance between leading and lagging indicators.
Chapter 1
1.1 Introduction 5
1.2 Definitions of quality 6
1.2.1 Traditional and Taguchi definition of Quality 7
1.3 Taguchi’s quality philosophy 8
1.4 Objective of Taguchi Methods 10
1.5 8-Steps in Taguchi Methodology 10
Chapter 2 (Loss Function)
2.1 Taguchi Loss Function 11
2.2 Variation of Quadratic Loss function 17 Chapter 3 (Analysis of Variation)
3.1 Understanding Variation 19
3.2 What is ANOVA 19
3.2.1 No Way ANOVA 19
3.2. 1.1 Degree of Freedom 20
3.2.2 One Way ANOVA 24
3.2.3 Two Way ANOVA 30
3.3 Example of ANOVA 36
Chapter 4 (Orthogonal Array)
4.1 What is Array 46
4.2 History of Array 46
4.3 Introduction of Orthogonal Array 47
4.3.1 Intersecting many factor- A case study 49
4.3.1.1 Example of Orthogonal Array 50
4.3.2 A Full factorial Experiment 58
4.4 Steps in developing Orthogonal Array 60
4.4.1 Selection of factors and/or interactions to be evaluated 60
4.4.2 Selection of number of levels for the factors 60
4.4.3 Selection of the appropriate OA 62
4.4.4 Assignment of factors and/or interactions to columns 63
4.4.5 Conduct tests 65
4.4.6 Analyze results 66
4.4.7 Confirmation experiment 69
4.5 Example Experimental Procedure
The document discusses various types of external growth strategies for businesses, including partnerships, strategic alliances, joint ventures, mergers, acquisitions, licensing, and franchising. It provides definitions and examples for each type of strategy. Partnerships and strategic alliances are described as leveraging the strengths of each partner to create value greater than the sum of the parts. Mergers and acquisitions are discussed as ways for companies to grow, though mergers often do not achieve expected cost savings. The advantages of external growth strategies include reducing competition and gaining access to new markets and expertise, while the disadvantages include potential incompatibility of cultures and loss of flexibility.
Just-In-Time (JIT) Manufacturing is a philosophy of continuous improvement that emphasizes prevention over correction and demands company-wide focus on quality. It originated in post-war Japan to address declining market share in automotive. The main principles include total quality management, production management based on a pull system with small lot sizes, close supplier relationships, low inventory, and human resource involvement. JIT aims to eliminate waste through continuous improvement.
Change management theory of kurt lewinsRashmi Rawat
The document summarizes Kurt Lewin's theory of change management. It discusses identifying driving forces that encourage change and restraining forces that discourage change. It presents Lewin's three-step model of change: (1) unfreeze the current state, (2) implement the intended change, and (3) refreeze the new state to make it permanent. It also provides tips for effectively executing change by defining the desired change, mapping forces, evaluating and prioritizing action steps. Limitations discussed are the difficulty freezing changes, its focus on incremental changes, and ignoring power dynamics and bottom-up change.
There are multiple levels of strategy needed for companies. Corporate strategy covers objectives and coordination across business units (SBUs). SBU strategies provide objectives and coordination for each business unit to contribute to corporate goals. Functional strategies deal with objectives and coordination within specific functions like marketing, sales, and distribution to support SBUs and corporate strategy. Strategists at different levels are involved in strategic management, including the board of directors, CEO, senior management, SBU executives, corporate planning staff, consultants, and entrepreneurs.
Force field analysis is a technique developed by Kurt Lewin to analyze the factors (forces) that influence a situation and drive change. A situation is viewed as being maintained by a balance of driving and restraining forces. Driving forces encourage change while restraining forces discourage it. Equilibrium exists when these sets of opposing forces are balanced. To create change, one must strengthen driving forces or weaken restraining forces to shift the equilibrium in the desired direction. The document provides examples of how force field analysis can be used to evaluate initiatives and consider ways to optimize driving and restraining forces.
The document provides an overview of the Taguchi Method for improving quality in service businesses. It describes how Genichi Taguchi developed this approach to help Japanese companies after World War II. The key ideas are designing for robustness early on, quantifying quality losses from variations from optimal standards, and using experiments to identify factors influencing quality. The document outlines the basic steps of a Taguchi experiment, including identifying problems, brainstorming factors, designing the experiment, analysis, and validation. The goal is to reduce uncontrollable variations and improve customer satisfaction.
This document discusses the three levels of strategic management - corporate, business, and operational.
The corporate level focuses on the overall plan for the organization and strategic business units. Strategy at this level involves conceptual decisions. The business level determines how each business unit will compete and allocates resources. Operational level strategies improve internal functions like manufacturing and marketing.
Effective strategic management requires coordination across all three levels to improve profitability.
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Validation has been an essential part of regulated industries for over 20 years, yet as the field has evolved, little has changed in the business, or manual, approach to validation.
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Presented at the Southeastern Electricity Metering Association (SEMA). 11/2013
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- The key components of a testing process framework are described, including test management, quality metrics, risk-based testing, and exploratory testing.
- Automation testing, performance testing, and popular testing tools are also covered.
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3. Copyright 2005 Page
What is PDCA?
• Prompt, Do, Check, Act
• Based on Shewhart Model (Plan, Do,
Study, Act) for continuous improvement
• Model for any manual process
Operation Post Operation
Prompt Do Check Act
4. Copyright 2005 Page
“Prompt” Explained
• What does a Prompt do?
– Initiate action
– Authorize
– Indicate
• What actions need to be performed
• How the action is to be performed
• Parameters of the action
• What constitutes completion of the action
5. Copyright 2005 Page
“Prompt” Explained
• A Prompt encourages humans to
perform the required process steps
correctly.
• PROACTIVE prompts are much more
effective than passive prompts
6. Copyright 2005 Page
“Prompt” Examples
Passive Proactive
• Paper Manuals
• Printed Instructions
• Files that musts be
opened manually
• Training (Memory)
• Buzzers
• Lights
• Voice
• Electronic
displays
8. Copyright 2005 Page
“Do” Examples
• Picking parts from storage locations
• Placing parts in machines
• Assembling parts
• Operating hand tools (hammer, drill,
screwdriver, etc.)
• Mixing solutions
• Medical examinations/procedures
9. Copyright 2005 Page
“Check” Explained
• Verify that the “Do” was done right
– Operation completed
– Quality metrics
– Quantity
– Functionality
• Automatic checks are much more
effective than manual checks
• Check should be objective
11. Copyright 2005 Page
“Check” Explained
• Inspections should strive to be:
– Frequent (100%)
• Occurrences of mistakes in human controlled
processes are inherently unstable, making
sampling operations useless
– Inexpensive
– Simple
13. Copyright 2005 Page
“Act” Explained
• Act - Negative Outcome
– Communicate outcome to:
• Operator
• Control system
• Quality/Production/Enterprise system
– Resolve negative outcome
• Fix/Re-work/Scrap part
• Find root cause
• Correct cause
14. Copyright 2005 Page
“Act” Explained
• Act - Positive Outcome
– Communicate outcome to:
• Operator
• Control system
• Quality/Production/Enterprise system
– Identify part
– Transfer part
15. Copyright 2005 Page
“Act” Examples
• Indicating light or display
• Transfer part to next station
• Engrave serial number
• Communicate results electronically
• Repair defect
• Remove part from line for disposition
16. Copyright 2005 Page
Part of a Lean Strategy
• What methods makes up Lean?
– 5S
– Kanban
– Kaizen
– Mistake Prevention (Poka-Yoke)
– Total Productive Maintenance
– Value Stream mapping
– Takt Time
– Cellular Manufacturing
17. Copyright 2005 Page
Part of a Lean Strategy
• How does PDCA fit into Lean?
– Prompting
• Reduces wasted production time through
increased productivity
• Reduces mistakes
– Check
• Reduces Re-work & Scrap
• Informative Inspection promotes Kaizen
18. Copyright 2005 Page
Part of a Lean Strategy
• How does PDCA fit into Lean?
– Act
• Reduces time, money, and effort through
communication with other systems
– Supply chain
– Production systems
– Quality systems
• Visibility of the entire enterprise allows what
was previously seen as waste to be seen as
added value
19. Copyright 2005 Page
Applying PDCA
• Use as design criteria for design of new
manual processes
• Incorporate into Process FMEA
– Instead of just looking at ways the process
can fail, look for absence of PDCA steps
that ensure that process is correct
• Use to evaluate/improve current manual
processes
20. Copyright 2005 Page
Overview of Poke-Yoke
• Japanese for “Mistake proof”
• Developed by Shigeo Shingo
• Primarily focused on preventing
mistakes before they become defects
• Poke Yoke devices help prevent errors
and defects
• Product Focused devices
• Based on 100% inspection (Informative)
21. Copyright 2005 Page
Overview of Poke-Yoke
• Generally applied to discrete systems or
processes
• Best applied to high volume, low variety
production
• Generally not well applied to high
variety production or complex
operations
22. Copyright 2005 Page
UMPQV vs. Poka-Yoke
Universal Mistake Prevention and Quality
Verification
• Includes all the elements of Poke-Yoke
• Universal
– Process Oriented, not product oriented
– Inexpensive, Redeployable, COTS
• “Mistake-Proof” split into Mistake
Prevention and Quality Verification
23. Copyright 2005 Page
UMPQV - Universal
• Process oriented, not product oriented
– Configurable to multiple product
applications
• Easy to Integrate
– Standard physical and electronic interfaces
– Programmable (Configurable)
• Expandable & Easy to change
• Communication
24. Copyright 2005 Page
UMPQV - Mistake Prevention
• Essence of Poke-Yoke
– Prevent mistakes before they happen
• Source Inspection
• Self Check
• Subsequent Check
– Based on 100% informative inspection
25. Copyright 2005 Page
UMPQV - Quality Verification
• Verify that the outcome is “Good” not
just “Not Bad”
• Mistake Prevention is a precursor
• “Mistake-Proof” does not imply that
quality is verified
• Informative - If quality is not verified,
find out why and correct
26. Copyright 2005 Page
UMPQV - Examples
• DC Torque Tools
– Socket Tray Indicates socket and proper torque
program (Prompt, Mistake Prevention)
– Operator presses trigger, Controller Controls (Do)
– Transducer/Current sensor verifies torque (Check,
Quality Verification)
– Controller displays & communicates result (Act)
– Tool is process oriented (torquing), product
independent, and provides communication
(Universal)
27. Copyright 2005 Page
UMPQV - Examples
• Sensor-based Pick-to-light
– Prompt light indicates bin (Prompt, Mistake
prevention)
– Worker picks parts (Do)
– Sensor detects proper pick (Check, Quality
Verification)
– Controller communicates result (Act)
– Tool is process oriented (part picking), product
independent, and provides communication
(Universal)
28. Copyright 2005 Page
UMPQV – Poke-Yoke Conversion
• UMPQV devices do not have to be COTS
– Go/No-Go gage used to verify/modify several
critical dimensions
– Started with a few product variations
– New Poke-Yoke devices (Custom designed
reference fixtures) were created for each product
variation
– Over time, more than 30 custom devices created
at significant expense and are complicated to use
29. Copyright 2005 Page
UMPQV – Poke-Yoke Conversion
• Poka-Yoke Issues
– No method to ensure correct gage is used
– No method to ensure any gage is used
– Operator dependent results (subjective)
– No communication or requirement for correction of
negative results
30. Copyright 2005 Page
UMPQV – New UMPQV Solution
• Electronic Measuring Device
– Custom tool developed to measure critical
dimensions
– Device has highly repeatable results
– Communicates results to operator and
electronically to other systems
– Setup/measurement requirements selected by
product model (Barcode or RFID)
– Applicable to all product variations
– Can require defect resolution (tagging, electronic
acknowledge, etc.)
31. Copyright 2005 Page
Example Comparison
– Array of Physical gages
– No method for selecting
proper gage
– No method to ensure that
any gage was used
– High level of variation in
results
– No communication
– No requirement for defect
resolution
– One electronic measuring device
– Barcode/RFID selects proper
program (Prompt, Mistake
prevention)
– High repeatability and objectivity
in results (Check, Quality
Verification)
– Communication to Operator and
electronically (Act, Universal)
– Lower life cycle cost of device
Poke-Yoke UMPQV
32. Copyright 2005 Page
Poke-Yoke vs. UMPQV
– 100% inspection
– Poke-Yoke principles
– Simple, Fast, Cheap
– Product specific
– Low level communication
– Best applied to high
volume, low variety
production
– 100% inspection
– Poke-Yoke principles+
– Simple, but more complex
and higher initial cost
– Process specific
– High level communication
– Best applied to high variety,
complex production
Poke-Yoke Device UMPQV Device
33. Copyright 2005 Page
Mistake Prevention Strategy
• Design mistakes out of product/process
• Analyze process using PDCA Manual Process Model
• Where mistakes can occur, use Source Inspection to
prevent occurrence of mistakes that lead to defects
• Use Self and Subsequent inspections to detect
defects (100%)
• Use Control methods over warning methods when
feasible
• Use UMPQV solutions where there are common
processes and/or high variety
• Use end-of-line testing as a last resort
Tom Wiesen
VP Engineering & Product Development, AVOW, LLC
What Prompt, Do, Check, Act is and what PDCA is not
Relevance
Manual operations are used much more than automation, and the rate is increasing due to increasing product variety and shorter product lifecycles
Manual operations are moving overseas (China, India, Mexico) -
Application:
Designing Manual Processes
Analyzing Manual Processes
Improving Manual Processes
PDCA Application Example
Prompt, Do, Check, Act steps
Based on Shewhart PDCA Continuous Improvement Model/Deming Cycle
I will compare and contrast the models to try to minimize confusion
PDCA is designed for a Defined Manual Process
PDCA is a four step process of carrying out a human controlled (Manual) process
Prompt initiates and directs the operator to perform the desired operation correctly
Do is the human controlled operation
Check is the verification of the the Do step
Act is the action that takes place in response to the Check step
This is a finite sequential model designed to be performed once, but flexible to allow repetition in a number of ways to fit a given situation
I will explain each of the steps in more detail first, then go over the model as a whole.
Initiate
Lights, Buzzers, Displays, Presence of parts/equipment
Authorize (Used infrequently in Manual Assembly)
Swipe card of a teller
Computer logon
Door key
Indicate
Signs
Electronic Displays
Drawings
Instructions
Checklists
Verbal Commands
Feed Forward/Proactive approach is best
Passive requires operators to get the prompt
Proactive is a “Pulled” Prompt, Passive is a “Pushed” prompt (from the perspective of the operator)
Proactive actively presents the correct information to the operator or restricts operation until a prompt is acknowledged.
Passive Example
Operator must get the information
Information training assumes that operator has been trained
Proactive example
Information is presented to operator in a manner that gets their attention
Information describes what, where, when, and how
Controls can be used to restrict operation until a passive/proactive prompt is acknowledged.
Prompts should show just the amount of information that is required to perform the task
Human performs the task as directed by the prompt, using their knowledge and experience
Human control vs. Automatic control
Human control has many influencing factors that make them “Unstable”
Forgetting
Lack of focus
Distractions
Other humans
Environment (Noise, Temp, Humidity, Lighting, etc)
Daydreaming
Task complexity
The instability of the human controlled process makes it generally unsuitable for SPC as sampling is ineffective for unstable processes
Manual operations that are controlled, in whole or in part, by the human brain
Some operations may be automated, but are set up manually or started manually by an operator
Visual Check
Sensors (force, weight, dimension, barcode, temperature, presence, etc)
Test systems (complex sensors, leak testers, dimensional measurements, vision systems, ph, hardness, etc.)
Functionality checks
Verify that the Do Step was properly completed
Automatic checks don’t require action by the operator. The more effort the operator has to do to perform the check means more time and higher likely hood of not performing the check or performing the check properly. Automatic checks tend to be more objective
Subjective checks tend to be less stringent as egos, politics, personal feelings, pressure, and other feelings can affect the outcome.
From Shigeo Shingo
Judgment provides no feedback to the process for improvement, simple Accept/Reject test
Informative uses information to improve the process, to prevent future occurrences
Source – Inspect the process or elements fed into the process to prevent mistakes from occurring
Control - Try to embed the inspection as part of the process (as a control mechanism)
Self Check – Provides immediacy, lacks objectivity
Successive Check – Next best immediacy, provides more objectivity
Inspection is seen as non-value added
By using the inspection result information, process improvements can be made, adding value to the process
Inspections need to be simple, inexpensive, and as close to the originating process as possible
Try to “Design out” the inspection need, by removing the need for inspection out of the product or process
Frequent because mistakes are intermittent, They must be checked for all the time (100%) – Human controlled processes are inherently “Unstable”
Because “Check” is a non-value added step, It should be simple and inexpensive
Source inspection (Pick-to-light sensor, Fixture sensor for part present or correct part orientation)
Self Inspection (Pick-to-light push button acknowledge, verbal acknowledge, visual inspection, checklist)
Subsequent Inspection (Visual inspection, checklist, comparison pictures, etc.)
Visual Inspection is the most common
“Feel”
Feeling the play between moving parts
Moving the parts to check for smooth operation
Feeling the surface finish of a part
Sound
Listen to part when functionally tested
Measurement
Gages, Scales
Test Equipment
Semiautomatic
Functional test
Communication of Outcome:
To the operator; can be used to resolve a problem and change process to prevent the problem from happening again
To the control system; to stop or modify the process
Record the data of the problem or reject and use for quality, production, or other enterprise level intelligence
Resolve the Outcome
Fix/re-work, scrap the part, document the problem
Find the root cause (Informative inspection)
Correct the cause so that it doesn’t happen again
Acknowledge to the operator that the part was good (Pro-active)
Better to know that the part was GOOD than to only know that the part was not identified as BAD
Inform the control system to allow production to continue (Proactively)
Pass information up to business systems for inventory, production, quality, etc.
Identify the part (Part Label, Serial Number, engraving, Special packaging, etc
Move the part to the next operation, package, place with other good parts, etc.
Communication to higher level systems
Provides process visibility
M2M components are making the communication more capable, more streamlined, and cheaper.
Reducing Waste in the form of time, material, cost
5 S - Sort, Set in order, Shine, Standardize, Sustain
Kanban/POLCA – Material movement system
Kaizen – Continuous Improvement
Mistake Prevention (Poka-Yoke, UMPQV)
Total Productive Maintenance
Value Stream Mapping
Takt Time
Cellular Manufacturing
100% inspection (informative) reduces immediate errors
Informative Inspections strive to find root causes of problems and solve them, improving the process
Communication
M2M concept addresses intelligent devices that provide communication to higher level systems and operate more autonomously
Visibility
Extra communication capability now more usable
Three elements to communication:
Data Collection
Transfer Data
Present data as information (process raw data and make relevant)
For Evaluation, look at the lowest level with problems
Design
Use PDCA model as a design criteria for manual operations in a process. Check each process step with the PDCA model
When used as part of a FMEA, map process into macro operations and then break them down into micro operations
Example - Assembly Operation
Install pipe plugs - HMI displays locations for pipe plugs
Operator installs pipe plugs
Light prompts correct bin for plugs
Operator torques plug with Torque wrench
Torque controller controls and checks proper torque and annunciates results to operator/others
Operator counts installed plugs
Perform Leak Test
Evaluation
Identify all four PDCA steps with each process step, identify missing steps and rate all others.
Find ways to complete all four steps and improve identified weak areas. Use metrics to track.
Shigeo Shingo developed Zero Quality Control to combat overuse of SPC for manual operations (100% inspection)
Focuses on Source inspection, or finding and correcting mistakes before they become defects
Baca-Yoke (or “Fool-Proof”) was originally used by Shigeo Shingo until a worker was upset because a “Fool-Proof” device was implemented to prevent left or right handed parts from being improperly installed. The worker was so upset because they thought that the change was because they were a fool, that they missed a day of work. “Mistake-Proof” or Poke-Yoke became a more acceptable term.
Discrete systems (Go-No-go results)
Part present, part oriented correctly, Machine set-up is correct
Inspection is seen as “Bad” or non-value added
The “Bad rap” usually comes from high cost inspection or judgment inspections
Good inspections are:
Inexpensive
Fast
Close to the source of the mistake
Unbiased/objective
Includes elements of Poka-Yoke
100% inspection, Simple, Inexpensive
Informative Inspections
Source
Self
Subsequent
Poka-Yoke is “Mistake-Proof”
Broadly defined term
Better to use the terms Mistake Prevention and Quality Verification
Mistake Prevention ≈ Prompt, Do
Quality Verification ≈ Check, Act
Universal
Communication is important
Process oriented, not product oriented, redeployable
Universal is a key element in today’s manufacturing
Four elements
Process oriented can be applied to many products
Integration is more valuable as other systems become more integrated
Expandable to accommodate new parameters and process modifications
Communication
To the operator, to other processes, to quality metrics
Mistake Prevention
Follows concepts from Poke-Yoke
Informative Inspections
Source
Self
Subsequent
100% Inspection (ZQC)
Mistake Prevention is focused on specific deficiencies, does not address all potential problems
Quality Verification
Different from Mistake Prevention
Mistake Prevention is focused on specific deficiencies
Quality Verification focuses on all things being correct
Prompt
Socket Tray light
Electronic (RFID, Shift register, etc) to set proper program
Do
Operator starts torque operation
Check
Torque controller controls torque with instrumentation
Act
Torque controller communicates raw data to operator as well as good/bad
Communicates to higher level systems
Releases part to next station (Electronically)
Can determine cause of defect (Stripped, cross threaded, bad/dirty threads, etc)
Mistake Prevention
Prompt, Torque control
Quality Verification
Torque control
Release of part
Detection of failure cause
Universal
Process oriented (Torque process can be used for many products)
Communication
Integration capability with associated systems
Prompt
Job/Prompt light
Do
Operator picks part
Check
Pick Sensor
Act
Communicates Pick status
Communicates inventory change to higher level systems
Releases part to next station (Electronically)
Mistake Prevention
Prompt
Quality Verification
Pick Sensor
Release of part
Universal
Process oriented (Part picking)
Communication
Integration capability with associated systems
Poke-Yoke device perceived to be low cost at start
Questions to be considered when looking at Poke-Yoke vs. UMPQV
How much variety? Will it increase over time and by how much?
Are there other similar processes that could benefit from a similar UMPQV solution?
How important is result of device?
Cost of mistakes/defects?
Frequency of mistake/defect?
COTS (Commercial of the shelf)
UMPQV devices can be customized, but typically constructed of mostly COTS components with custom fixtures
Universal may apply to many similar parameters on a single niche process
Off the self components, customized for particular operation or family of operations.
Single device would have been cheaper overall than the series of single devices created over time.
Quality would have been higher
Electronic monitoring is more objective and reliable than visual inspection
Lead time to adapt to new product varieties would have been lower over time
General comparison (not competing solutions)
Poke-yoke is not bad, just limited in scope
Poke-yoke is still a best fit for many applications
More of today’s applications need the benefits of UMPQV
By looking at a situation in the context of a PDCA manual process model, Poke-Yoke, and UMPQV, more questions will be asked, and the outcome will be more suited and justified.
Design mistake opportunities out of product first
Source inspection, using 100%, cheap and simple solutions
Self and subsequent inspections to verify quality
Control methods are better than warning methods
UMPQV to gain economies of scale for equipment, gain more ROI from higher level systems that can use the data, and provide higher quality
Use end of line inspection as a last resort
Various Pick to light examples
The two lower examples use sensors
Common torque tools use socket trays to prompt operator to select the proper socket, or selecting proper socket triggers associated program in controller.
Common torque controllers can provide local and remote indications of torque, angle, limits, and torque status (pass/fail)
Intelligence can be added to help determine cause of failure (stripped threads, galling, burrs, wrong size threads/lubrication, etc.)
Chart shows that uncontrolled mistakes are easily missed in an SPC sampling
SPC relies on a minimum level of process stability to use sampling
Human errors could be viewed as common variation that has high magnitude