Manufacturing Process Improvement

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

1. Customer Demand
2. Capacity
3. Task Sequence Feasability
4. Work Area Access
5. Spce Requirement
6. Line Efficiency

1. Define Productive Time
2. Calculate Takt Time
3. Calculate Total Time for one Product
4. Calculate Efficiency
5. Predecessor Diagram
6. Define Positional Weight
7. Ranked Positional Weight
8. Allocate Stations
9. Creat Yamazumi Board ( x = stations y = Takt time )

Three Generation

COMSOAL

•Flow (or Process) Chart

•Pareto Analysis

•Ishikawa (Fishbone or Cause and Effect) Diagram

•Histogram

•Run diagram and Correlation and Stratification

•Check sheets (Tally Charts)

•Process Control Charts

Fitness for purpose

Conformance to requirements

Additional not Crosy

‘Quality is consistent conformance to customers expectations’

Example: A 5 star hotel is a high grade, it has more features. But, it is not higher quality

• Customer is the true judge
• Quality is what the custemer says it is
• Achiveing quality means meeting customer needs
• Meeting customers requirements in order to achieve customer satisfaction

• Inspection
• Quality Control
• Quality Assurance
• Total Quality Management (TQM)

Activities such as:

• Measuring
• Examining
• Testing
• Gauging

One or more characteristics of a product / service and comparing these with specified requirements to determine conformity

• Detecting Errors

• Reactive - poor quality has occured
   
• Earlier frequent inspection increases costs, does not add value
   
• Inspection not 100% effective

• Only consider producers costs
• Is expensive
• No quality improvement
• Encourages -> "Quality is responsibility of inspection departement

• Supports quality standard theme
• Feedback on nonconformity --> could lead to improvement activites
• 100% inspection demanded by customer

Never measure without recording / Never record without analysis / Never analyse without acting on the result /

• The operational techniques and activites used to fulfill requirements for quality
   
• Proactive approach to prevent defects
   
• Focus on the process

Prevention = Action on the process

Detection (Inspection) = Action on the product

• 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