5. History Quality (Tools) 1920 – Quality was a inspection function 1924 – Statistical Quality Control - Dr.Walter Shewhart 1930 – Acceptance Sample Late 1940’s – Could not produce quick enough (Japan Struggled) 1950’s – Quality Tools defined (Juran, Feiganbaum, Taguchi, etc.) 1960’s – FMEA’s in Aerospace, COQ loses favor 1980’s – ISO 9000, Six Sigma, (Tools part of business) 1990 to 2002 – Fine tune tools, program management 1970’s – QFD & Team Problem Solving (More Tools) 2006 – How to effectively & efficiently apply the right tools (does it work, at what $)
21. Having The “Right” Amount Of Detail To Identify The Issues Is Essential Too little detail will not expose the problem. Too much detail will hide the problem. Input Output Process Well we can see the issue is the process, but where? I can’t find the issue in all this detail!
45. FMEA Sequence Process Steps What can go wrong? What are the Effect(s)? How bad is it? What are the cause(s)? How can this be prevented and detected? How often does it happen? How good are the method(s) of detection? What can be done to improve the process? Risk Priority Number What is the new RPN? Analysis 1 Analysis 2 Analysis 3 Current Process Controls Detection Current Process Controls Prevention R P N D e t Occ Sev Actions Taken Action Results Responsibility & Target Completion Date Recomm’d Action(s) RPN Detec Occur Potential Cause(s)/ Mechanism(s) Of Failure Class Sev Potential Effect(s) of Failure Potential Failure Mode Process Function Require.
58. Current State Mapping Icons Customer Delivery Supplier Delivery Outside Customer or Supplier Operation Operator I Inventory Storage Point I Inventory Pushed Ahead Shipment Data Box Electronic Information Flow Scheduling Information Flow
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60. 8400 pcs/mo Skid = 40 pieces Distributors & Installers Weekly FS = 600 SQ FS = 800 SQ FS = 300 SQ FS = 4000 SQ 9.5 days 7 days 2.4 days 1.9 days 5.2 days 11.4 days 25 seconds 60 seconds 35 seconds 20 seconds 40 seconds Weekly Ship Schedule Weekly Schedule C/T=25 sec. C/O= 90 sec. U/T = 95% QR = 99% SHEAR PUNCH 1 C/T=60 sec. C/O= 0 U/T = 95% QR = 98% 1 FS = 600 SQ S. WELD QR = 98% QR = 97% PAINT/BOX PRODUCTION CONTROL MRP Weekly PO fax 90/60/30 Day Forecast 90/60/30 Day Forecasts Weekly Order Weekly I Sheets 4000 I 3000 I 1000 I 800 I 2200 I 4800 Lead Time = 37.4 DAYS Production Time = 180 sec 2500 Sheets Michigan Steel Co. FORM 1 C/T=35 sec. C/O=40 min. U/T = 90% QR = 95% 1 C/T = 20 C/O=0 U/T = 99% 10 C/T=40 sec. C/O=0 U/T = 95% SHIPPING Staging
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63. Future State Icons Withdrawal form a Supermarket Supermarket Withdrawal Kanban Leveling Production Kanban Kanban Path Signal Kanban OXOX Kaizen Project Required Kanban Post Kanban Arriving in Batches First-In First-Out Flow max 50 pcs FIFO
64. 8400 pcs/mo Skid = 40 pieces Distributors & Installers Daily Daily Ship Schedule 2 Days 10 PAINT/BOX Body Cell 2 Days Daily 1 Present State Map DSM Cabinet Body Cell November 7, 2003 TT = 60 sec. PRODUCTION CONTROL MRP Daily PO fax 90/60/30 Day Forecast 90/60/30 Day Forecasts Daily Order 500 Sheets Michigan Steel Co. SHIPPING Staging 1 Day 40 C/T = 59 sec. C/O = 90 sec. Uptime = 99% FTQ = 99% FS = 875 FS = 4000 SQ C/T=40 sec. C/O=0 U/T = 95% FTQ = 97% 40 40
65. Process Scorecard for: ____________________ DSM Cabinet Body Mfg. 9. 5 Days 2 Days 79% 16. 5 Days 1 Day 94% 11. 4 Days 2 Days 82% 37. 4 Days 5 Days 87% 88% 94% + 6% 2300 SQ Ft. * 875 SQ Ft. * -1425 Sq Ft. 2. 4 Days 2.5 hours 85% 105 / OP. * 420 / OP. * 400% . 02% . 07% 250% * Mfg. Only. Measure Baseline State Present State Improvement Raw Inventory Days WIP Inventory Days F.G. Inventory Days Process Leadtime Process Efficiency Rolled Throughput Yield Floor Space E.P.E.I. Labor Productivity
I prefer to look at these two maps from the perspective: Top Level Flow Map is product focused. It is needed to produce a Design FMEA. An MRP routing is an example of a top level map. Detail Process Flow Map is operator focused . It is essential to understand standard work and produce quality Process FMEAs
The first major type of flow map is the Top Level Flow Map.
The example above is the sequence of events for Green Belt training classes. Its activities go from the decision to do Green Belt training until Certification. This example has process inputs and outputs listed on the vertical arrows. Note that after the executive overview, the output is a functional data collection system, which becomes the input for the next activity -- the first week of training. Our flow chart recognizes that having this data collection system is the cornerstone to having data to analyze and turn into useful information for project selection. This particular map has the inputs labeled. Notice the outputs from training are 1) tool proficiency, and 2) homework. If the green belt does not become proficient with the tools and does not pursue homework, then the project work phase never happens. On this flow map we have also identified variables for project work, and categorized them to identify which ones are critical, standard and noise variables. identification of opportunities and budgeted time are critical factors that are manageable by the manufacturing site. The management of factors are the major driving factors black belt support and guidance are standard work procedure variables level of skill is considered a noise variable, because of the process being well mapped and having good project support.
The example above is the sequence of events for Green Belt training classes. Its activities go from the decision to do Green Belt training until Certification. This example has process inputs and outputs listed on the vertical arrows. Note that after the executive overview, the output is a functional data collection system, which becomes the input for the next activity -- the first week of training. Our flow chart recognizes that having this data collection system is the cornerstone to having data to analyze and turn into useful information for project selection. This particular map has the inputs labeled. Notice the outputs from training are 1) tool proficiency, and 2) homework. If the green belt does not become proficient with the tools and does not pursue homework, then the project work phase never happens. On this flow map we have also identified variables for project work, and categorized them to identify which ones are critical, standard and noise variables. identification of opportunities and budgeted time are critical factors that are manageable by the manufacturing site. The management of factors are the major driving factors black belt support and guidance are standard work procedure variables level of skill is considered a noise variable, because of the process being well mapped and having good project support.
Our FMEA will probably leave out critical items that need to be mistake proofed if we do not do the detail process map. The reason is simple -- the top level map leaves out the detail that the operator sees; consequently, any undisclosed choices will cause uncontrolled mistakes and create common cause process variation. It is common cause variation because it is common to the process. Only a change to the process can correct the root cause of the defects.
DBP = dibenzile peroxide
Notes:
Sample size used is generally 5.
Individuals and moving range charts are used for destructive testing. Rbar / d2 used to calculate control limits. d2 for a sample size or 5 equals 2.326.
#3 is a .5 shift in the average. Keep in mind that in about 300 points one point slightly outside the control limits will happen normally. If this were a 1st time set-up you would want to identify and eliminate the special cause on the mR chart. When doing the control limits, remove the point from the calculations. Example: Stat>Control Chart>I/MR Chart>estimate--Omit 140, 141 .
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