Manufacturing Process Improvement

• Detection identifes symptoms
• Prevention fixes causes
• Zero defects is the aim

• Responsibility for quality company wide
  Planning actions required to achieve quality
• Increased use of tools and problem solving
  • Taguchi techniques
  • Quality costs
• Process approach for continuous improvement
• Customer focused

• Quality perceived as a system, and if it is being followed then quality is achieved
• Not everyone involved
• Does not need the committment, leadership and teamwork approaches that TQM requires

Continuously meeting agreed customer requirements at the lowest cost by releasing the potential of all emploees

Reduction of waste is important on the road to quality but hte key is that TQM methodology needs;

-->to use and develop the potential of all employees

• Quality assurance system
• SPC
• Quality costs
• QFD
• TPM

• Pareto
• Cause and effect
• Process flow charts
• Scatter diagrams
• Control charts

• Visual tool to line-balancing
• Allows to assign tasks to worksations
• Each process should be broken down into small manageable steps that can be timed and compared to the takt time

--> Used wiht RPW

Single Minute Exchange of Die

• Aims to reduce set up times to single minutes
• To enable high frequency of changeovers

TO:

• Reduce batch  size --> Reduce lead times --> Reduce inventory

NOT TO:

• Produce more produts
• Reduce total set up costs

Element = Clearly defined task

Internal Element = Task which can oly take place when the machine is stopped

External Element = Task which can be carried out at any time

• Agreed Customer Requirements
• Understand and improve supply chain
• Do the right things
• Do things right first time
• Measure for success
• Continuous improvements is the goal
• Management must lead
• Training is essential
• Communicate more effectively
• Recognise successful involvement

Some activites add cost but not value to what you do:

• counting
• moving things around
• searching for things
• handling customer complaints
• retyping a letter
• inspecting

• Customer demand quality
• Quality enables cost reduction
• Depend on quality of supply from other organisation
• Future of company depends on quality

Is applicable to every organisation

• Focus clearly on the needs of their markets
• Achieve a top quality performance in all areas, not just in product or service quality
• Operate the simple procedures necessary for the achievement of quality performance
• Develop supply chain links, develop internal and external suppliers
• Critically and continually examine all processes to remove non--productive activites and wastes
• Develop a effective competitive strategy
• Never ending improvements

Set-up / Adjustment: Due to changing batches of product type

Idling / Minor stoppage: Due to waiting for material/parts to arrive

Speed: Machine not operating at optimum cycle time due to faults

Scrap / Rework: Quality defects due to process capability problems

Start-up: Due to process taking time to stabilise before achieving capable production

Everything that prevents effective operation caused by faults and problems

1. Breakdown
2. Set-up / Adjustment
3. Idling / Minor stoppage
4. Speed
5. Scrap / Rework
6. Start-up

1. Attack 6 Big Losses, improve OEE
2. Set-up planned preventive maintenance
3. Estanlish autonomous maintenance
4. Training and Education
5. Equipment improvement, maintenance and prevention

OEE = Availability Rate x Performance Rate x Quality Rate

\(Actual Availability / Planned Availability \)

(4550-630-53) / 4550

\(Actual Performance / Expected Performance\)

--> Actual Output / ((4550-630-53) / Cycle Time

--> (Productive Time - Availability Loss - Performance Loss) / Time included Availability Loss

Good Output

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Total Output

1. Defects
2. Overproduction
3. Overprocessing
4. Unnecesarry Movement
5. Unnecesarry Transportation
6. Delays
7. Inventory

1. Zero Defects
2. Zero Unplanned Downtime
3. Zero Speed Loss
4. Zero Energy Loss
5. Zero Pollut

This should lead to minimum lifecylce costs