Peningkatan Skill dan Problem-solving
Kuliah ke 5 - SFM
Skills for self management
Skills related to maintenance Maintain standards, follow procedures correctly and to
complete the job on time w.o accidents or defects
Skills related to improvement Identify problems, solve them individually or with a
group of people
Skills related to individuals Analytical and workmanship skill for individuals, self-
improvement even under difficult situations
Skills related to teamwork Communication and leadership skills
Skills related to specific tasks Technical skills to understand the specific
knowledge of the job, know-how Skills related to management
Managerial skills to coordinate, communicate and cooperate with others to get the job done
Upgrading our skills
By practicing the idea of “making people before making products”
“Our potential is unlimited” To provide a supportive environment and
encourage people to adopt a positive zone
Upgrading the jobs at all levels
Top Mng
Mid Mng
Employees
Tools, machines, Systems
Create the new job by
Searching for new business
Broader responsibilities
Broader responsibilities
Broader responsibilities
Eliminating the job by
Delegation to people
Delegation to employees
Delegation to tools, machines
Simplification; use new ideas, new technologies
Putting intelligence In SF
1. Production Control Board
2. Rack of defects
3. Yellow tags
4. Maintenance checkpoint
5. SOP
6. Operating in standing position
To conduct the Job training fig 5.8
1. Plan to provide training (plan)
2. Execute training (do)
3. Review how the idea is digested and practiced (check)
4. Share the applications of skills, and provide feedback (act)
5. Go back to item 1 and continue the cycle, refine the training programs
Our mental attitude is often a barrier to making improvement open minds
Making continuous improvement one step at a time with everyone involved
Critical factor to develop self-managing skills is EVERYBODY’S DESIRE FOR SELF-IMPROVEMENT
Active Problem Solving
Mental attitude is necessary Mental issues Attitudinal issues
Mental attitude toward identifying problems
Tools of problem solving
Basic Problem Areas (QCDSM) Basic Problem Solving Concepts and
Techniques Using creativity, intuition Simplify, combine and eliminate Elimination 8 wastes : overproduction,
waiting time, transportation, processing, inventory, motion, defects, people’s talent
Basic Problem Solving Concepts and Techniques (cont’d)
Checklist 6M1E (man, machine, method, material, measurement, management information, environment)
Practicing three reals : real scene (genba), real thing (genbutsu), real fact (genjitsu)
Attacking the key area i.e using pareto principle
Basic Problem Solving Concepts and Techniques (cont’d)
Controlling the scatter/uncertainty PDCA check Brainstorming Practicing glass wall management
Specific Problem Solving Tools
1. Industrial engineering
2. Quality Control
3. Value engineering
4. Reliability
5. Production and inventory control
6. New product development
7. Management
1. Industrial engineering
Man machine chart Work combination Process analysis Material flow analysis Setup time reduction Product-oriented layout Cross training and multiprocess handling Cycle time analysis
2. Quality Control
Seven Tools: histogram, cause and effect diagram, check sheet, pareto diagram, graph, control chart and scatter diagram
Seven new Tools: relations diagram, affinity diagram, tree diagram, matrix, matrix data analysis diagram, PDPC (Process decision program Chart) arrow diagram
Others: fail safe mechanisms, flow chart, run chart, taguchi method
3. Value Engineering
Value = Function / cost (GE during W W II)
Parts commonality, variety reduction
4. Reliability
Fault Tree Analysis (FTA) Failure mode and effect analysis (FMEA)
The FMEA process was originally developed by the US military in 1949 to classify failures "according to their impact on mission success and personnel/equipment safety". FMEA has since been used on the 1960s Apollo space missions. In the 1980s it was used by the Ford Motor Company to reduce risks after one model of car, the Pinto, suffered a design flaw that failed to prevent the fuel tank from rupturing in a crash, leading to the possibility of the vehicle catching fire
5. Production and inventory control
Workplace organization Lot size reduction Leveled production Pull vs push system (Kanban vs Material
Resource/Requirement Planning)
In Pull Production, authorizations to produce more (or replenish inventories of purchased materials) are based on the consumption of the material from controlled inventory locations. “Use one, make one” is the simplest form of this method.
In Push Production, however, the authorizations to produce more or purchase more of an item are based on the anticipation of its use. A Push system attempts to predict when the item or material will be needed and launch authorizations in anticipation of this need
6. New Product development
Inventory list of technology Quality Function Deployment
to help planners focus on characteristics of a new or existing product or service from the viewpoints of market segments, company, or technology-development needs. (Yoji Akao in 1966 )
The technique1. Identify customer needs and wants as
voice of the customer (VOC) 2. Identify the engineering characteristics of products or
services that meets VOC 3. Setting development targets and test methods for the
products or services
Design for manufacturability
7. Management
Organization - leadership, communication, motivation Marketing - market segmentation, sampling Economics – pricing, supply and demand, npv Decision science – operations research, linear
programming Finance/accounting – financial analysis, cash flow
analysis Time management Project management – PERT, Gantt chart, flow chart Competitive strategy -benchmarking
EXPOSE THE PROBLEMS