Quality Assurance

“The Toyota Way” 14 Management Principles

Dear Friends the Business Principles of the Toyota Way – which is also applicable for your life also

Principle 1:

Base your Management Decisions on a Long-Term Philosophy – Even at the Expense of Short-Term Financial Goals

Principle 2:

Create Continuous Process Flow to Bring Problems to the Surface

Principle 3:

Use “Pull” System to Avoid Overproduction

Principle 4:

Level out the Workload

Principle 5:

Build a Culture of Stopping to Fix Problems, to Get Quality Right…… the First Time

Principle 6:

Standardize Tasks Are the Foundation for Continuous Improvement and Employee Empowerment

Principle 7:

Use Visual Control So No Problems Are Hidden

Principle 8:

Use Only Reliable, Thoroughly Tested Technology that Serves Your People and Process

Principle 9:

Grow Leaders Who Thoroughly Understand the Work, Live the Philosophy and teach it to others

Principle 10:

Develop Exceptional People and Teams Who Follow Your Company’s Philosophy

Principle 11:

Respect Your Extended Network of Partners and Suppliers by challenging them and Helping them Improve

Principle 12:

Go and See for Yourself to Thoroughly Understand the Situation

Principle 13:

Make Decisions Slowly by Consensus, Thoroughly Considering All Options; Implement Decision Rapidly

Principle 14:

Become a Learning Organization through Relentless Reflection and Continuous Improvement by doing Kaizen

ECRS Technique

This tool can be used for
- Set up change loss reduction
- Tool change loss reduction
- Mean Time To Repair reduction

It is also used in
- Layout optimization study
- Operator work load analysis
- Process de-bottle necking
- Assembly line – time reduction
- Office TPM (Process time reduction)

After activity mapping for set up change/tool change / Mean Time to Repair
• Use Internal & External analysis tool
• After the external / internal analysis, the time for setup will come down
• Internal time is considered as new setup time.
• This setup time contains many unwanted activity which can be considered for time reduction.
• ECRS technique is used for further time reduction

ECRS is unique approach towards process activity optimization with following core principle

Elimination:

Elimination of activity is the best
One shot setup is ideal
No change over is the ultimate

Combination

If elimination is not possible
Combine the activity

Reduction

If combination is not possible
Reduce the activity time

Simplification

If activity time cannot be reduced
Do kaizens to simplify the activities

TYPES OF KANBAN

Dear Friends In My last Post we are Discussing about Kanban System .In this post we are discussing the types of Kanban

WITHDRAWAL KANBAN:

It gives the information about the quantity of

parts that following or next process should pull

out from the previous or earlier process.

PRODUCTION ORDERING KANBAN:

It specifies the quantity of parts that any process

or previous process should produce.

SUPPLIER KANBAN

Some components or parts are made by outside suppliers rather than by in-house processes. In this case, a supplier kanban is used. It is attached to a full container, in the inbound area of the later process. When the process start consuming that container, the supplier kanban is removed and sent to the supplier for replenishment.

SUBCONTRACTOR KANBAN:

It is basically a supplier kanban. The information contained is same but parts delivered by this kanban are in the assembled form eg. For off line working procedure.

SINGLE KANBAN:

This is used when job production takes place in job oriented production. The card is tagged to a box within the lot. If the withdrawals are made to the tagged position of this kanban, the production order must be set in motion.

MATERIAL KANBAN:

This is used for material requirements in lot production.

EMERGENCY KANBAN:

This is temporarily issued kanban for defective work, extra insertions or for a spurt(rise) in demand. Both WK and POK exist for this type. It is issued for extraordinary purposes and is collected after its usage

SPECIAL KANBAN:

This is prepared for job order production. It is issued and collected for each job order.

ELECTRIC KANBAN:

This is used for matching quantities produced and withdrawn among automated processes, where there are no workers.a concept of full work system is adopted in this case.

Kanban-An Integrated JIT System

KAN= VISUAL CONTROL
BAN= DATA
Visual Communication Method
Introduction of KAN BAN
Japanese are good at manufacturing. Just ask any global producers of automobiles, copiers, or personal electronics what happened in the 1980s. They will probably tell you how the Japanese captured a large share of the global-market by creating world-class standards in design, materials, and management. What is often overlooked is the attempt to understand how the Japanese industry succeeds at the services that support the manufacturing process. Within the production field, the Kanban process is the most significant of these services.
The concept of time-based management is nothing new for managers outside of Japan and has been in practice for many years. However, the Kanban process involves more than just in time deliveries and inventory control. Notes that Kanban process components are the most 'exportable' of Japanese techniques, but the complete process itself has not yet been successfully adopted outside Japan.
In the early part of 1990 the world was giving a dramatic example of the importance of logistics. As a precursor to the Gulf War it had been necessary for united state and its allies to move huge amounts of material. All this was achieved in the matter of a month. Strong communication and smooth material flow are strengths of successful company and KANBAN system is known as information system to harmoniously control the production quantities in every process.
Leading companies view the making of the product as continuous I.e. -from design, manufacturing and distribution to customer and customer service. For many successful companies heart of process is KANBAN. It is a Japanese term for “visual control’’. Its was originally developed at TOYOTA in the 1950s as a way of managing material flow on assembly line. Over the past three decades the kanban process identifies as “a highly effective and efficient factor production system.
ADVANTAGE OF KANBAN SYSTEM
1 Only visual communication - no talk on shop floor.
2 A simple and understandable process
3 Provides quick and precise information
4 Low costs associated with the transfer of information
5 Provides quick response to changes
6 Limit of over-capacity in processes
7 Avoids overproduction
8 Minimize waste
9 Control can be maintained
10 Delegates responsibility to line workers

Value Stream Mapping

What is a Value Stream ?

Value Stream is a holistic collection of value added and non-value added activities that chain together to create a customer product or service.

Whenever there is a product (or service) for a customer there is a Value stream .

The challenge lies in seeing it.

There are 3 Enterprise Value Streams:

1. Raw material to Customer – Manufacturing
2. Concept to Launch - Engineering
3. Order to cash – Administrative Functions

What is Value Stream Mapping ?

Value Stream Mapping is a tool that maps all the Value adding and the Non Value adding
activities required to bring a product from concept to launch or from raw material to
customer.

• Helps you visualize more than the single process level
• Helps you to understanding how things currently operate
• Links the material and information flows
• Provides a common language
• Provides a blueprint for implementation
• More useful than quantitative tools
• Ties together lean concepts and techniques

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Jishu Hozen Step-0

Dear Friends JH Step-0 is starting with Initial Preparation

Prepare a Cleaning & Lubrication map

Arrange Tools

Arrange red & white Tag

History of Failures

Training on 7 Steps of Jishu Hozen

Gantry Chart

Training on 7 Types of abnormalities

What is 7 Types of Abnormalities ?

1.Minor Flaws

2.Unfulfilled Basic Conditions

3. Inaccessible places

4. Contamination sources

5. Quality Defect Sources

6. Unnecessary and non-urgent items

7. Unsafe places

TPM - JISHU HOZEN -1

Why Jishu Hozen

To prevent equipment deterioration

To maintain equipment in optimal condition

To establish basic equipment condition

To eliminate equipment Failure

To make operator familiar with his equipment

To eliminate quality defect

To eliminate cost losses

The mind set…..

Individual preserving one’s own equipment

Significant change from early theory of

“I manufacture – You repair “

“ I make – You Fix ”

PRODUCTION:

Maintenance does not its job

They take too long to fix the instrument

This equipment is so old no wonder it breaks down again & again

We are too busy to do vital daily checks

MAINTENANCE

Production do not know how to operate

We get lot of repairs so we don’t have ample to do a real corrective action and are forced to do only temporary job

We prepare the standards but they do not do the checks

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Information Of Kaizen Eye-2

Kaizen Theme :
Always start the kaizen theme with “To prevent” for failure / Rejection / Accident etc. “ To reduce / Eliminate” for all losses / time parameters like set up & cost etc. “ To increase” for output / productivity / morale etc Do not start kaizen theme with “ To eliminate” for the problem / defect because here we are doing the kaizen for preventing the problem / defect, not for eliminating the problem / defect Problem / Present Status :As explained in Kaizen Idea sheet Please mention the correct observation / Actual happened fact. Use problem / defect photo for better understanding. Use sketch also whenever photo is not possible. Apply 5W1H tool
for the same. (Refer Kaizen idea sheet)

Details of various blocks of Kaizen sheet are explained below Why Why analysis : Start the why why analysis from physical phenomenon of problem / defect. Why why analysis should be completed within 3 to 5 steps PM why why analysis should starts with the final action taken to start the machine.
Root cause: Last why is the root cause.(Ex. Poka, Less friction, Partly,
less bolts, No coolant, small, Long, Difficult etc)
Kaizen idea:
Kaizen idea should be exact opposite to the root cause (Ex. Pokayoke, More friction, Fully, More bolts, More coolant, Big, Short, Easy etc)

Countermeasure / Action : Countermeasure should be specific. “By
providing / changing” word should be included in countermeasure for better understanding.

Result : Show the result of the kaizen graphically (Preferably use line graph) for problem. Monitor next 3 month result for effectiveness / sustenance of actions from date of implementation. Use Rej qty Vs Month for defect kaizen, Time Vs Month for reducing time /frequency kaizen etc.

Details of various blocks of Kaizen sheet are explained below.
Bench Mark : As per JIPM, Bench mark indicates the present condition / present situation from which improvement is required. ( Ex. Customer complaint Qty for Feb 07 month is “10” nos in particular product, Then bench mark is “Feb 07 – 10 nos”.

Target : Target is always “ZERO”. Mention always target as “0”, for
Various losses / defects / breakdowns / accidents etc.

Team Member : Team members can be within 3 ~ 5.

Benefits : Kaizen benefits should be in increase output ( production) / reduce time / cost etc. ( Use P Q C D S & M approach while updating the benefit area as per applicable to particular problem.