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LEANSIX SIGMA

Ensuring Value(Part 3)

Standardized Work (Best Practices)

Mistake-Proofing (Defect Prevention)

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Total Cost is Key (review) In Lean Manufacturing, we focus on reducing waste

in our processes, by focusing on: Productivity (pieces per hour; cycle time; schedule

attainment) Quality (scrap and rework; fit with customer needs) Downtime (equipment uptime; availability of qualified

personnel) Speed (on-time delivery; lead-time; order-to-delivery) Cost (to produce each piece; overtime; expediting)

The Seven Deadly Wastes• Over-producing• Waiting• Over-processing• (Too Much) Inventory• (Unnecessary) Motion• Defects or Rework• (Excessive) Transportation and Materials Handling• Plus One More: Underutilized (Human) Resources

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Standardized Work “Same job, same way, every

time."

RD010402

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Standardized Work Defined Standardized Work is work in which the sequence

of job elements has been efficiently organized, and is repeatedly followed by a team member.

Standardized Work Instructions (SWIs) are specific instructions that allow processes to be completed in a consistent, timely, and repeatable manner.

By implementing Standardized Work, employees will increase production and efficiency, improve overall quality, and enjoy a safer working environment. Benefits of Standardized

Work:• Increased levels of training• Greater waste elimination• Sustainability of improvements• Predictability of results

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ImproveReactions and Resistance Moving Towards “Standardized Work”

Overheard: “If we all have to do things exactly the same way, won’t our days be boring?”

Most workers like to do things “their own way.” That’s fine, as long as their way is the standardized way.

The standardized way encourages quality, productivity, efficiency and safety.

If workers wish to challenge the "Standardized Work Instructions," that’s fine. It’s even desired and appreciated, in order to continually improve our business.

Continuous improvement is our goal -- the key is that everyone should be completing tasks in the “Current Best Way.”

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ImproveImagine That!Applications for Standardized Work

Machine Setups Production Processes Requests for Quotation Safety Assignments Engineering Changes Paperwork

Administration Lock-Out / Tag-Out Warehousing Inspection … and many more!

It’s Thanksgiving time, and 200 passengers are returning home on a flight. It’s foggy on the ground, and your pilot is getting ready to land at the plane’s destination.

The large, carbon black silo is scheduled for service, and you are asked to prepare it for shut down, lock-out and tag-out.

An order for a prototype is due next week. You are part of the setup team preparing the CNC machines and loaders for the production activity.

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Everyday Use of Standardized Work It is difficult to get consistent quality and timely output

unless you standardize work processes and create Standardized Work Instructions that must be followed – to ensure safety, quality, productivity and efficiency.

By documenting the current best practice, Standardized Work forms the baseline for continuous improvement.

As the standard is improved through creativity and challenges, the new standard becomes the baseline for further improvements, and so on.

Improving standardized work is a never-ending process.

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Elements of Standardized Work Standardized work consists of three elements:

The time / rate at which products must be made in a process to meet customer demand.

The precise work sequence in which an operator is to perform tasks.

The standard in-process inventory (of instructions, parts, tools, dies, fixtures, and machines) required to keep the process operating smoothly.

Standardized Work will generally include testing work processes again and again to prove out the “current best ways" of completing tasks. One of the basic tenets of Standardized Work is that we

are always looking for better ways to do this work.

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Benefits of Standardized Work The benefits of standardized work include:

documentation of the current process (including clear starting and stopping points),

reductions in variability / increased process stability, easier training of new operators, reductions in injuries and strain, and baseline for improvement activities.

Standardizing the work adds operational discipline to the company culture.

Standardized work is a learning tool that promotes team problem-solving, supports ISO and audits, and enables the development of mistake-proofing devices.

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Creating Standardized Work A work standard is a written description of how a

process should be done. At its best, it documents a current “best practice;” at a minimum, it provides a performance baseline from which a better approach can be developed.

Establishing standardized work relies on collecting and recording data on a few forms. These forms are used by engineers and front-line supervisors to design the process and by operators to make improvements in their own jobs.

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Creating Standardized Work (con’t) Standardized Work Instructions use overview and

close-up photos, simple diagrams, and plain text to make work instructions “clear and understandable, even by your 12-year-old.”

In addition, examples of good and defective products are kept nearby, to allow operators to readily review current output against standards.After viewing the slides that follow, let’s identify why these work better than the normal multi-page set of very detailed

instructions.

Any ideas?

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Example: Visual Work InstructionsKey components: Overviews, photos, diagrams, plain text, and samples.

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Inventory Clearly Identified

Work Area Clutter-free

Everything Located Within Immediate Work Envelope

Visual WorkplaceExample: Well-Designed Workstation

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Extrusion Reaction Plan

Low Adhesion o Remove in-process stretch (Correct Drape) o Make sure tooling matches in process sizes o Make sure vacuum is 20” minimum

Low Burst

o Check reinforced pitch o Make sure ID is not oversized o Check yarn for correct denier

Distorted Yarn

o Check in-process sizes o Check for proper tooling o Check for improper lapper tension

Large/ Small ID/ OD

o Check for in-process stretch (Correct Drape)

o Check for proper tooling selection o Check for improper lapper tension o Check for proper wall gauges o Check for correct longitude

Size Control

o Check Laser Mike settings o Check temperature profiles

Any ideas?

Where in our facility can we use this type of

document?

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PLASTICLET OFF

POLY BACKEDWIND-UP

FABRICLET OFF

COOLINGROLLS

BARWELLDUSTING

UNIT

PLASTICLET OFF

SPREADERROLL

DUSTED SHEET

WIND-UP

63 “ CALENDEROPTIMIZED SETUP FOR SQUARE WOVEN FABRICS

JULY 2003

2 Ft 5 Ft 4.1/2 Ft 5 Ft 4 Ft 3 Ft 1.3/4 Ft 3 Ft 2 Ft

IDLER ROLLS

(SMOOTH) SPREADERROLL

(CHEVRON)

CALENDERROLLS

IDLER ROLL

(SMOOTH)

IDLER ROLL

(SMOOTH)

DUSTING UNIT OPEN.POLY COVERING THEDUST APPLICATOR

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Mistake-Proofing

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OOPS!!! Sept. 2004: NASA's $264 million, 500-pound

Genesis space capsule crashed in the Utah desert because a critical piece of equipment that was to trigger release of two parachutes to soften its landing was apparently installed backward.

Sept. 1999: NASA lost the $125 million Mars Climate Observer orbiter when it unexpectedly crashed into the red planet’s surface. The crash was caused when one engineering team used metric units while another team used English units for a key spacecraft operation, resulting in miscommunication and faulty navigation.

Mistakes can be simple but very costly!

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Defects vs. Errors Humans make errors, and defects arise because

errors are made. It is impossible to eliminate errors from tasks

performed by humans. Errors will not turn into defects if feedback and

action takes place at the error stage (quality at the source).

Changing occurrences can reduce reoccurrence. Fewer opportunities means fewer errors.The cause of defects lies in errors committed due to

imperfect processes. Defects result from either being unaware of the errors or neglecting to do anything to

correct them.

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Quality Method Analysis The “Cost of Quality” escalates as product moves

up the supply chain (i.e., downstream toward customers):

Prevention

Before It Happens

DetectionBefore It

Escapes Your Sub-Process

InspectionAfter the Fact

/ Before It Ships

RejectionProduct at Customer

Cost of Quality Impact: Time, Labor, Material, Energy, and Customer Satisfaction / Reputation /

Credibility

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Inspection Methods

There are many types of inspection methods: Traditional Inspection

Inspectors at the end of the process inspect 100% of the product Statistical Sampling Inspection

Inspectors at the end of the process inspect only a statistical sample Acceptance by Lot Sampling

Inspection samples portions of each lot received Successive Checks

Each operation inspects work of previous operation Self-Checks

Inspection takes place by operator / machine performing the work

No inspection method eliminates the production of defects. Inspection only detects defects AFTER they have been produced (and money has been wasted in time, labor,

materials and energy).

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Planning and Designing Processes Why not just inspect/test out defects? No test or inspection is 100% effective in finding

defects. If you doubt this, then try this experiment: Count the number of times the letter "e" appears on this

page. Once you have counted the number of times that "e" has

been used, write down your answer on a sheet of paper. Listen to the range of answers given as the instructor

gathers the counts from others in the class. You will be very surprised by the results!

60

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Defect Prevention Approach 1. Identify and describe the Defect 2. Identify: Where the Defect is Made, and

Where the Defect is Discovered 3. Analyze the Process or Operation Where the Defect

is Originally Made 4. Determine the Deviation from the “Standard/Target” 5. Determine the Root Cause of the Defect 6. Identify Potential Ideas to Eliminate or Detect

Defects Earlier 7. Implement Defect Prevention Techniques

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Defect Prevention Techniques

Poka-YokePoka-Yoke DesignDesignfor Manufacturefor Manufacture

SourceSourceInspectionInspection

AdaptiveAdaptiveControlControl

Characteristics of Mistake-Proof Operations:• Checklist built into process• Process can only be performed correctly• 100% prevention of defects and “escapes”

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Poka-Yoke

Poka-Yoke is Japanese for mistake-proofing. It is the creation of devices that either (a) prevent

the special causes that result in defects or (b) inexpensively inspect each item produced to determine whether it is acceptable or defective. Does not require human assistance. Checklist is built into the process. Process can only be performed correctly – goal is 100%

prevention.

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Two Poka-Yoke Systems Exist Control Approach

Shuts down the process when an error occurs Keeps the suspect part in place when an operation is

incomplete Provides high capability of achieving zero defects Stops the machine when irregularity is detected

Warning Approach Signals the operator to stop the process and correct a

problem Why? Sometimes an automatic shutoff is not an option!

Initiates dials, lights and sounds to bring attention to the problem

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Poka-Yoke ExampleSimple tools / fixtures

determine if the product meets appropriate

dimensions (here, 0.200” + 0.010”), and sorts the

products into both “good” and “defective” piles.

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Everyday Poka-Yoke ExamplesThe fueling area of a car has three mistake-proofing devices: 1. The filling pipe insert prevents the larger, leaded-fuel or diesel nozzles from being inserted;2. The gas cap tether does not allow the motorist to drive off without the cap; and3. The gas cap is fitted with a ratchet to signal proper tightness and prevent over-tightening.

Parking garages include go / no-go gauges at the entrance to indicate low clearance.

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Ways of Developing Poka-Yoke Devices Use the natural geometry of the part and attach a

fixture to the machine so that the operator cannot attach work pieces into the die or against the tool in the wrong direction.

Use counters to detect the number of operations and compare it to the standard. If the numbers do not match, a warning light will be turned on or a buzzer will sound.

Use a limit switch to monitor the procedure. If the procedure is not performed correctly, the machine will not operate.

Use color-coding and identification symbols to distinguish between similar parts – e.g., yellow for ‘right-handed parts’, blue for ‘left-handed parts’.

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Source Inspection Source Inspection searches for the root cause of the

defect at the source of the error and seeks to proactively eliminate the cause of the defect. Evaluate the 6Ms: Man, Material, Methods, Measurements,

Machines, Mother Nature. Evaluate the 4Ps: Policies, Procedures, People,

Plant/Technology Evaluate the Process Steps

Source Inspection is typically used in tooling environments: Machine is producing bad parts (out of tolerance)

Parts are out of tolerance due to dull or broken tooling Tooling was not inspected prior to setup or running parts

Inspect tooling before each run and replace, if necessary

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Design for Manufacture Design for Manufacture (DFM) is a process

originating in sustaining engineering or new product development to eliminate the opportunity to produce the defect on the shop floor.

Design for Manufacture (in terms of defect prevention) uses techniques such as asymmetrical assemblies, locating pins, commonality of parts, etc. to simplify operators’ decision-making, thus reducing the opportunity for creating a defect.

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In the assembly of the single handle faucet control valve, the cap was often installed backwards, thus creating a leak.

10% Defects

To prevent the defect, the cap was made asymmetrical and therefore it could only go one way – the right way.

0% Defects

BEFORE AFTER

Defect Prevention Example:Design for Manufacture (and Poka-Yoke)

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Adaptive Control

A method which detects errors or possible errors during processes before they can

become defects

SPCUCLTargetLCL

Line-control systems that use SPC control charts to constantly monitor and then adjust key operating parameters.

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Takeaways Standardized Work uses team-derived best practices to

enable employees to increase production and efficiency, improve overall quality, and enjoy a safer working environment.

Visual tools (work instructions, labeling and coding, reaction plans, etc.) improve overall communications.

Inspection techniques can never eliminate defects. Inspection plus defect prevention are key to improving overall quality, profitability and customer satisfaction.

Many defect prevention techniques can be driven by simple changes in processes, design and automation.

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The Future Goals Quality Products

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Why is profit down? Higher cost of raw materials. Higher cost of benefits for employees. Higher cost for worker’s comp benefits. Higher utility costs. Lower profit margins to be competitive. Higher scrap costs. Lower production output.

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What hurts our competitiveness? Waste (time & materials)…..scrap Material Costs Workers’ Comp Claims Poor Quality Inability to make on-time delivery to customers Inability to increase capacity

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Attendance 2002 +1.66 2003 -0.42 2004 -1.21 2005 0.37 2006 0.33

Poor Attendance Affects Scheduling Affects Production Affects our Customers

Attendance

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Goal #1- Stay in Business

The competition is getting tougher We need to improve our processes (LSS) We have not improved much in the areas

of scrap and productivity during 2007.

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LSS Six Sigma

Process Analysis Data Analysis Root Cause Analysis

Lean Waste Reduction Value Stream Mapping Increase production – without sacrificing quality.

The key is what do we do with this knowledge and new skills?

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Lean Six Sigma

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Quality Standardize Accountability Discipline

Goal #2

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THE IMPORTANCE OF QUALITY

MISSION STATEMENT(QUALITY POLICY)

OHIO ELECTRIC MOTORS, INC.IS COMMITTED TO TOTAL CUSTOMER

SATISFACTION AND CONTINUAL IMPROVEMENT OF THE QUALITY MANAGEMENT SYSTEM.THESE GOALS ARE ACHIEVED THROUGH

A COMMITMENT TO COMPLY WITH REQUIREMENTS OF ISO 9001:2000, AND BY PRODUCING HIGH QUALITY PRODUCTS,

DELIVERED ON TIME, AT A COST THAT WILL ACHIEVE A PROFIT

TO KEEP THE COMPANY HEALTHYFOR A LONG TERM COMMITMENT

TO OUR CUSTOMERSKen Simmons

General Manager

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THE IMPORTANCE OF QUALITY

MISSION STATEMENTMADISON MANUFACTURING

COMPANY AND ITS DEDICATED EMPLOYEES ARE COMMITTED TO

PROVIDING A QUALITY DEPENDABLE PRODUCT,

DELIVERED ON TIME THAT WILL FULFILL OUR CUSTOMER'S NEEDS.

THIS IS ENSURED WITH TEAMWORK, COUPLED WITH A

FULL COMMITMENT TO COMPLY WITH, AND CONTINUOUSLY

IMPROVE OUR QUALITY MANAGEMENT SYSTEM.

Ken SimmonsGeneral Manager

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PRODUCTIVITY Efficiency & Quality Continual Improvement Standards in Place Training

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Quality at Ohio Electric Motors

Cost of Quality

$-

$5

$10

$15

$20

$25

$30

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Jun-

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000s

0.0%

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Quality Value $ COPQ $ Month's COPQ as % of Tot. Prod. To Inventory

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Quality at Madison Mfg. Co.

Cost of Quality

$(4)

$(2)

$-

$2

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Feb-

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Aug

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in $

000s

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3.0%

Quality Value $ COPQ $ Month's COPQ as % of Tot. Prod. To Inventory