Week 6 Striving for Perfection Flashcards
Fifth principal of LEAN
We should strive for all value and no waste no defects.
Getting as close to
perfection as you can, it’s the journey not the destination. Continuously improve.
FMEA
Failure Modes and Effects Analysis
Failure Modes and Effects Analysis (FMEA) answers these 3 questions:
“why is this important to my six sigma project?”
1) What might cause a problem?
2) what is the risk assessment?
3) what are the next steps?
Failure Modes and Effects Analysis (FMEA) sequence of steps define:
1) potential failure modes
2) potential mechanisms of failure
3) potential effects of the failure
4) severity* of the failure
5) probability of occurrence* of failure
6) ease of detecting* the failure
7) Multiply the severity, occurrence, and detection to calculate a risk priority number (RPN)
8) recommended actions to take
Solve priorities using Failure Modes and Effects Analysis (FMEA)
Repetitive issues that the company faces.
Top-down projects management has initiated as improvement projects.
Managements strategic vision and selection of priorities.
Innovation for business growth.
Failure Modes Effects Analysis (FMEA): 3 main issue critieria:
1) Highest Risk priority number (RPN)
2) Major pain point that operators continue to complain about
3) Main cause of downtime reported repeatedly
Failure Modes and Effects Analysis (FMEA), prevention includes:
- Error proofing
- Current process capabilities
- Mitigation reduces the seriousness of an issue but does not eliminate it.
- Understand main problems and current controls
- Understanding the severity and frequency
- How easy it is to detect
Failure Modes and Effects Analysis (FMEA): RPN scoring
Use 1 to 10 scale, if all is well, severity = 1, occurrence = 1, detection = 1 RPN = 3.
At the other extreme, 10x10x10=1000.
Failure Modes and Effects Analysis (FMEA): Mitigation vs. Prevention
Mitigation reduces the seriousness but will not eliminate it (firefighting).
Prevention is almost always a better policy, it helps make a process defect free.
Solve a chaotic assembly-line problem
Poka-Yoke, Shigeo Shingo developed a simple solution to a chaotic assembly-line problem.
Poka-Yoke is
error-proofing a process (not person). Was, originally “idiot proof”.
Error proofing two springs was from
Poka-Yoke, example. Tray came with two springs eliminating the mistake of not installing spring.
FMEA, RPN high RPN can be solved by
Poka-Yoke, if I have a high degree of detection trouble can be solved with Poka-yoke.
Error proofing diesel and unleaded was done by?
Poka-Yoke is two different size diameter nozzels.
Error proofing surgery errors was done by?
Poka-Yoke simply writing on the patients body with patient signature.
Error proofing RX fill was done by?
Poka-Yoke screening medication conflicts before filling script by reviewing current meds.
Error proofing shipping and transportation by?
Poka-Yoke with bar coding.
Error proofing data input was done by?
Poka-Yoke with input requirements before moving to the next field or completing a form.
Poka-Yoke example for parts
System of checks to ensure part falls within spec.
Poka-Yoke example for machining
Triggers and sensors that prohibit a machine from cycling
5S name the words
- Sort
- Set in place
- Shine
- Standardize
- Sustain
The goal of 5S can be summarized as…
“A place for everything and everything in its place.”
JIT is
Just in time and the reason 5S was created.
First 3 S’s are not enough.
The fact we have to do spring cleaning more often.
Audit is important
Audit is a layered approach
6S is
Safety, very important to audit where we could be safer and capture best practice.
What wastes are addressed?
Focus’ on waiting, non-utilized talent, motion and extra processing.
Solve waste of waiting by…
using 5S to reduce the time spent waiting for tooling or fixturing to setup the job.
Solve waste of non-utilized talent by…
using 5S to eliminate to eliminate having a setup technician or operator who is waiting around when they could be making good product.
Solve waste of motion by …
using 5S to eliminate wandering around looking for tooling or fixtures that are not where they belong.
Solve waste of extra procssing by …
using 5S eliminate having to make additional tooling, or process around with more steps.
Pros for using 5S in the workplace …
- Organized visual factory
- Increased levels of safety (6th S)
- Maintenance issues become apparent before they are serious
- Dirty equipment is identified early
- Reduced unplanned downtime (ROI proof)
- show place for customer
5S Sort is
Keep only necessary items in the workplace.
5S Set is
Arrange items to promote efficient workflow
5S Shine is
Clean the work area so it is neat and tidy
5 S Standardize is
Set standards for a consistently organized work place.
5S Sustain is
Maintain and review or audit standards.
The principal of perfection is how …
5S fits in.
5S Sort
Red tag items that are not needed in a work area. Items not used are put in storage or disposed of.
5S Set
Put things most used right next to you. Stapler next to you, reference on a shelf.
Tape on a floor outline, where do objects go.
Clearly labeled folders, electronic.
Make 5 S board. The moment something is not in its place it is visible.
5S shine
Time each day or week is allowed for clean up.
5S shine helps make waste of Defect…
Nothing hides a defect like a mess.
Be able to see waste when it’s occuring is 5S …
Shine
5S standardize
scheduling your sorting, setting and shining makes it possible to standardize.
5S standardize can be visual, how?
Put up pictures of how the work area should look. Anyone can see what the work area should look like.
5S Sustain is….
Set audit team, standardize checklist. Penalty for dangerous situation. Gloves, eye wear, in emergency for danger.
award or penalty.
How do you know if you’ve achieved perfection in 5S …
- safe
- clean
- shiny
- tidy
- things are marked
- garbage is gone
- visually attractive
- things you need most often are closest.
- your proud to show off your work area.
Maintain the gains in 5S…
You can achieve a good deal of perfection implementing 5S.
Sustain it.
TPM is
Total Productive Maintenance
Measure OEE
Overall Equipment Effectiveness
Overall Equipment Effectiveness (OEE) calculation
Availability X Performance X Quality (yield)
acronym “PAY”
Overall Equipment Effectiveness (OEE) availability =
Operating time / Planned production time
Overall Equipment Effectiveness (OEE) performance =
Idle cycle time / operating time / total produced
Overall Equipment Effectiveness (OEE) quality (yield) =
acceptable / total produced
6 major preventable losses (waste of ?)
- Breakdowns
- set-up/adjustments
- Idling
- Stoppages
- Poor quality
- Rework
TPM, Proactive maintenance 3 items
- Identify components that are candidates
- Schedule proactive maintenance schedule
- Establish feedback system for intervals
TPM, Autonomous maintenance
Operators responsible for:
- cleaning
- lubricating
- inspection
- upkeep
TPM, preventive maintenance 3 main steps
1) time based, repairs replacements made regardless of condition
2) Predictive, deterioration is measured and analyzed; replacement at set value.
3)
