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 PROCESS MAP

No

Determine Customer Needs Effectiveness Yes Communication

Customer
Executives

Customer Profile Measures Success

Needs Met?
Needs

Mission (Quality Mission Meeting Minutes

Management Review
Policy)

Management
Review
Business Leaders

Objectives
Objectives Deployment

Assessment Gap
Training Needs Project Plan Audit Report
Action Planning Audit Audit Program

Failure Analysis Process Capability Measurement Process Configuration

Process Map Control Plan Implement Process
Operations Staff

Process Analysis PFMEA Cpk (SPC) Analysis USA Specification Management

Documentation

Training
Process Documentation Procedures Records & Forms Work Instructions Job Description Training Plan Audit Checklist
Training Assessments/Test
Development

Triaging 2
 ROOT CAUSE ANALYSIS – FISHBONE (ISHIKAWA) DIAGRAM

MACHINE METHOD MATERIAL

Cause Cause Cause

Tools are worn Instructions were unclear Screws were worn

Cause Cause Cause

Tools are no the right size Instructions were not followed Screws were the wrong size

PROBLEM
12% of product fails
inspection for screw
alignment

Cause Cause
Employee has not been trained The correct gauge was not used to
measure the parts

Cause Cause
Employee Fatigue The gauge was not zeroed before
measuring the parts

MAN/MIND POWER MEASUREMENT

Frameworks 3
 5S METHODOLOGY

Sort Set in order Shine Standardize Sustain

SEIRI SEITON SEISO SEIKETSU SHITSUKE

• Sort all items in the workspace • Analyze the workspace according to • Check if everything is in its place • Brainstorm possible standardization • Respect existing regulations to keep
• Keep what is necessary the previously established storage • Check if some items must be moved conditions the workspace carefully organized
PROCEDURE

• Eliminate what is unnecessary plan • Clean and inspect after each shift • Explain the identified conditions according to standards
• Reduce the number of articles to the • Target items to move from the area • Check if cleaning, repairs or • Select, test and adopt specific • Ensure that all employees have
minimum quantity needed • Decide where the items must go replacements are needed conditions received training related to the
• Make the new location for these • Check if specific equipment needs • Maintain and monitor selected procedures
items visually apparent repair conditions • Inform all employees and encourage
their involvement

o Examine the workspace and use the o Establish the criteria for item o Consistently define all tasks o Prepare standardization chart o Establish a 5S sustainability plan
list of tools and components as location o Ensure all team members fully o Identify standardization problems o Ensure management supports the
marking criteria o Establish and gather all necessary understand their responsibilities o Define ideal conditions to sort, sustainability plan
o Use a red tag to mark all non- equipment o Establish appropriate cleaning organize and clean o Inform all employees of 5S
essential items o Identify and relocate major methods o Make all standards clear and visible standards and objectives
CHECKLI

o Gather all marked items equipment. Use the zone's map to o Provide proper tools and supplies o Monitor and improve standards o Identify problems related to
o Designate a holding area for all find the most appropriate spot. o Carry out initial cleaning o Continue sorting, organizing and standards
ST

marked items & make sure it’s Prepare a relocation plan and have it o Replace wires, pipes, tubes, etc. cleaning to enhance standardization o Create and maintain a 5S
highly visible approved. conditions communication board, so all
o Create & implement a storage plan o Decide which small objects to move. employees throughout the plant
to dispose of all unnecessary items Decide on the best location. Move understand the 5S system
o Keep track of all items removed and identify small items and set up o Continue to improve upon standards
from the zone location indicators. and visual cues.

Frameworks 4
 KAIZEN - 4M CHECKLIST
MAN (Operator) MACHINE (Facilities)

 Does he follow standards?  Is he experienced?  Does it meet production requirements?  Does it meet precision requirements?

 Is his work efficiency acceptable?  Is he assigned to the right job?  Does it meet process capabilities?  Does it make any unusual noise?

 Is he accountable?  Is he willing to improve?  Is the lubrication adequate?  Is the layout adequate?

 Is he qualified?  Does he maintain good human relations?  Is the lubrication adequate?  Are there enough machine/ facilities?

Is the operation interrupted due to

 Is he problem conscious?  Is his work efficiency acceptable?   Is everything in good working order?
machine troubles?

MATERIAL METHOD

 Are there any mistakes in volume?  Is there any waste in material?  Are the work standards adequate?  Is the sequence of work adequate?

 Are there any mistake in grade?  Is the handling adequate?  Is the work standard upgraded?  Is the setup adequate?

Are there any mistakes in the brand

  Is the work-in-progress abandoned?  Is it a safe method?  Are temperature and humidity adequate?
name?

Is it a method that ensures a good

 Are there impurities mixed in?  Is the storage layout adequate?   Are lighting and ventilation adequate?
product?
Adequate contact with the previous and
 Is the inventory level adequate?  Is the quality standard adequate?  Is it an efficient method? 
the next process?

Frameworks 5
 SIX SIGMA - DMAIC

DEFINE MEASURE ANALYZE IMPROVE CONTROL

Define the problem and what Measure Defects and Process Analyze the Data and Discover Improve the process to remove Control and monitor your
customer requires Operation Causes of Defects causes of defects improvement
1. Select Project – CTO’s 1. Identify project output metric 1. Identify root causes 1. Identify solution 1. Implement process control

2. Create Project Charter 2. Develop data collection plan 2. Validate root causes and determine 2. Refine and test solutions 2. Prepare roll-out solution
3. Develop High-level process map 3. Establish process baseline VITALFEW 3. Cost benefit calculation 3. Project closure
3. Quantify the opportunity

Project Initiation document and

project selection

Frameworks 6
 “DRUM-ROPE-BUFFER”

Workstation C
Workstation A Workstation B
CONSTRAINT

Work-In- Finish
Raw Materials 500 Units 600 Units 400 units Ship
Process Good

ROPE BUFFER DRUM

Rope is a signal from a constraint

Buffer Ensures a constraint for Drum determine s the total throughput
(drum) indicating the amount of
continuous operation of the entire system.
materials to be released

Frameworks 7
 TOYOTA
PRODUCTION SYSTEM
The right products in the
Goal: highest quality, lowest cost, shortest lead time right quantity and at the
right time

Providing operators or machines

the ability to detect when an Jidoka Just-in-time
abnormal condition has occurred
and immediately stop work. The available production time
divided by customer requirement
• Stop and notify of • Takt Time
abnormalities
• Pull Production
• Separate Human work and
• Continuous Flow
machine work A method of production control
where downstream activities
signal their needs to upstream
Leveling the type and quantity of
processes
production over a fixed period of Pillar I Pillar II
time (Sakichi Toyoda) (Kiichiro Toyoda)

Heijunka STANDARDIZED WORK Kaizen Continuous improvement of an

entire value stream or an individual
process to create more value with
STABILITY less waste

Frameworks 8
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