_leanposters

7/31/2019 _LeanPosters

1/13

What are the Benefits?

Action

AKATPM, Total PreventativeMaintenanceTotal Productive Maintenance

Breakdowns1

Setup /adjustment

2

Idling / minorstoppages

3

Speed4

Defectsand rework

5

Start up losses6

Equipment Six Big Losses

Having no TPM on your equipmentcan lead to the Six Big Losses

What is it?A total system of maintenance covering all majorequipment.

The Available Time is cutdramatically by the

Six Big Loss

These Losses Can be

Eliminated Easily And

Painlessly

Total Running timeof your machine isaffected by :

TPM is a tried and tested way to eliminate the Six Big

Losses. This saves money and makes youre factory a

better places to work.

It gives you, the Operator, the knowledge and confidence

to manage your own machines.

TPM is a long term process to increase skills, raise

efficiency and achieve minimal downtime on the machine.

If your Machine has no TPM then raise the issue


2/13


Action

AKAMetrics, KPIs,

Performance ManagementKPIs & Performance Boards

Data

Information

Measurement

Improvement

How are We Performing?How are They Performing?

How are You Performing?

How can I Perform better?

How can you improve if youdont know where you are?

To know where you

are you need data!

To get data,you need to measure!

This data tells uswhether we have

improved!

Highlights issues & allow us to react to them.

Gives us an Indication where improvement is needed.

Make the performance in all areas visible to all.

Lets you see how your department is performing.

What is it? To compete as a Business we must always beimproving. KPIs and Performance Boards are a structured,

visual approach to reviewing and improving performance.

If you dont know how you are Performing how do

you know that you need to Improve? Ask!


3/13


Action

AKAFailure Mode EffectsAnalysisFMEA

This is the template we use to create our FMEAs

All areas must be completed to look at the possiblerisk for this changed Process or Product type.

What is it? Introducing New Processes and Productscan be risky! FMEAs identify potential Failures and their

causes before they happen.

Prioritises potential Failures according to their Risk

Drives improvement actions to eliminate or reduce the

problem from happening

Provides a documented & structured way of capturingdata & action

If you are introducing a New Process or Product,

you will benefit from carrying out an FMEA Ask!


4/13


Action

AKAStandard OperatingProcedures, SOPs,Standard Ops

1. Select Operation

2. Record Data

3. Develop Best Method

4. Test Methods

5. Document Best Method

6. Roll Out to Team

The Six

Steps to

Creating

a Standard

Operating

Procedure

RESPIRATORY

PROTECTIONHEAD PROTECTION HAND PROTECTIONEAR PROTECTION FOOT PROTECTION

PPE REQUIRED:

(Specify)

EYE PROTECTION

PRESS CYCLE START

UNCLAMP BOTH SIDES

REMOVE AND INSPECT PART

SNIP RUN ON / RUN OFF AND INSPECT PART

12

13

14

INSERT RUN ON AND SECURE WITH RIGHT

CLAMP

PRE-FORM BOTH SIDES OF STRIP (lengths

greater than 20"pre form one side at a time)

INSERT LEFT SIDE OF STRIP AND CLAMP

RELEASE RIGHT CLAMP

INSERT RIGHT SIDE OF STRIP AND CLAMP

REMOVE BURRS FROM RUN OFF AND WIPECLEAN

INSERT RUN OFF AND APPLY MINIMAL

PRESSURE

8

9

10

11

4

5

6

7

No. MAJOR STEP KEY POINT KEY POINT REASON:Safety Quality Ease

AREA

RMS

STANDARD OPERATING

PROCEDUREDocument NumberSOP 10

G F le tcher D Rob er ts

O RIG INA TO R CHE CK EDPROCESS

Plasma Butt-

Welding

ISSUE No.

1

ISSUE DATE

24.06.2005

1

2

3

MACHINE

W4

Ensure pre-form is a smooth radius, not a sharp corner.

Internal parts: burrs on inside

External parts: burrs on outside

Ensure end of strip is aligned with centre of slot in backing

bar (see fig.2).

PHOTO / SKE

Ensure leading edge of run on is burr side up and pushed

firmly against the stop (see fig.1).

Ensure the strip is pushed firmly against the run on.

No more than 1 turn is necessary.

Ensure the strip is pushed firmly against the run on.

Ensure ends of strip are pushed firmly together.

Lead edge only need be deburred.

Ensure leading edge of run off is burr side up and pushed

firmly against the strip (see fig.3).

No more than 1 turn is necessary.

Inspect both sides of weld under magnification.

Visually inspect to ensure part is not damaged with snips.

Incorrect alignment will cause a weld spoil.

Sharp corners will not roll out.

Incorrect alignment will cause a weakened weld.

Any gap will cause a spoil.



Unnecessary processing: 7 Wastes.


Excessive pressure could cause cuts to the hands.

Unnecessary processing: 7 Wastes.

To ensure weld satisfies the required standard.

Will cause a spoil.

Fi

En

si

ag

Fig. 2Ensure end of strip is

aligned with centre of

slot in backing bar.

Fi

En

sid

ag

All key processes should have a standardoperation procedure. If not ask!

What is it? Identifying the best way to do somethingleads to efficiency and business Improvement. Everyone

following that same method gives us Control and SafeWorking. Standard Ops define this Method of Working.

Gives you a consistent way of operating

Ensures you follow defined manufacturing processes

A stepped approach tostandardising the waywe all work


5/13


Action

AKA 80/20,Pareto

This is the area the team

would focus its efforts first!

We should Act on Fact, not Opinion.

Reviewing Evidence allows us to ChooseWhat to Focus on!

What is it?We want to Improve, but theres so much todo, and limited time available. A pareto chart can show

where the biggest issues are.

Easy to see where the biggest problems are

Will allow you to focus on the real problems

Easy to use & understand

Is used by all organisations

With Pareto you should always target the largest

portions of the chart first


6/13


Action

AKANicholsons 6M, Cause &Effect, Ishikawa &

Fishbone diagram

Fishbone

Brainstorm the Teams Ideas

Organise the Teams Ideas

time

flattening

Excessive

Mother Nature

Measurements

Methods

Material

Machines

Man

getting enough 0.020" shims

person may be ill

where is the vernier

where is the micrometer

excessive set up

no stand to hold parts

press needs to be reset

having to clean oil leaks

die's not level

press out of order

press being used for other jobs (2)

shims moving in press (2)

speed of the press (2)

flatteningheat treated parts not

out of shape

material may be warped and

shape of seal

pressheight of ram too high in the

around to get correct heightshims need to be moved

(not enough shims)both presses flattening together

time it takes to measure shims

size of parts

searching for correct shims

over measuring of heights

not the right amount of shims

waiting for hydraulic press

where is the box of shims

climate in factory (too hot)

NST Business Project

What is it? A fishbone diagram is used to organise ideasabout the potential causes of a problem.

Fishbone diagrams help separate a large problem into

manageable pieces.

A team method is used to solve the problem.

It can also help you visualize relationships between a

problem and possible underlying causes.

When carrying out a brainstorming session with

your team always use the fishbone diagram!


7/13


Action

AKA Plan, Do, Check, ActPDCA

1. SelectProject

11. MonitorSolution

10. ImplementSolution

8. TestSolutions

12. Continuous

Improvement

3. Set Goals

2. Explain

Reason

6. Analyse thefacts

5. Gather thedata

4. PrepareAction Plan

7. DevelopSolutions

9. Ensure

Goals aresatisfied

PLANContinuous

ImprovementCycle

DOCHECK

ACT

The P.D.C.A Cycle

What is it? Plan Do Check Act (PDCA) is a set of stepsthat provides an approach to problem solving and

continuous improvement.

A structured way of carrying out a project

Uses a standard stepped method for completing the

project

Simple and easy to follow

Goals for the project are always set out at the start

For Projects always use the PDCA cycle!


8/13

What is it? Removing or minimising any function oroperation that can allow any of the below to happen.

What are the Benefits?Will increase time spent producing parts that our

customers pay for and want in the best method possible

Illustrate!

There is a 8th Waste not utilising you!

Action If you see any of these in your area think of how

you can reduce or eliminate it.

AKA 7 W or 8W7 Wastes

Motion

Inventory1

6

7

5 4

3

2

WASTE

Over-production

Waiting

Not Right First TimeScrap, Rework & Defects

Over-processing

Transportation

IN OUT


9/13

What is it? A easy to follow step by step approach tocreating and sustaining a productive workplace

What are the Benefits? Gives you the opportunity to design your work areaRemoves items within your area you dont need

Makes it easy to locate the tools you need to do your job

Makes it easy to identify when equipment is missing

Makes it easy to identify when equipment is broken

Makes all of the above sustainable

Action If your work areas is out of control you need to

5C

AKA 5 S5 C

Clearout and Classify

Configure

Clean and Check

Conformity

Custom & Practice

The steps

to carryout

and complete

a 5C

activity

Major clean down and classify tools based on production

usage

A specific place for specific items

A place for everything & everything in its place

Identify cleaning zones, establish cleaning routines

involving the whole team (inc Maintenance)

Consolidate the previous 3Cs, standardisation,

and use of Visual Management to Control

Adherence to the system rules!! and build

in further improvements

Before After


10/13

What is it?The practice of asking WHY, five times, whythe failure has occurred in order to get to the root cause or

causes of the problem.


It helps to quickly determine the root cause of a problem

It is easy to learn and apply

Action If you have a problem ask why five times to findthe real route cause of the problem.

AKA Route cause analysis5 Why

Q : WHY has machine stopped ?

A : Overload tripped out !

1

Q : WHY overload trip ?

A : Insufficient oil on shaft !

2

Q : WHY Insufficient oil ?

A : Oil pump in efficient !

3

Q : WHY is pump not efficient ?A : Pump drive shaft worn !

4

Q : WHY is this shaft worn ?A : Oil filter blocked with swarf !

5

Root-cause


11/13

What is it? A formal process tool for solving major

problems from our customers & within the business

What are the Benefits? A structured way of thinking about problems and

prevention

Uses a standard problem solving reporting format

Fact-based and data-driven

A team method is used to solve the problem

Action If you have a major process problem ask the

QA manager to raise an 8D Report

AKA 8 Decisions8 D

Problem Description D0 Cause Analysis Direct Cause D4

5 Why Investigation

D1 Why?

Why?

Problem Clarification D2

Why?

Why?

Why?

Problem Standard

Containment D3 Countermeasure D5/6

What What

Locate Point Of Effect / Cause Follow Up Check & Recognise D7 D8

MeasuresAffected / %/ Improvement

Root Cause

Measurement

Work Group Practical Problem Solving / 8D

StatusWhenWho

Improve

Control

Pr ocess 1 Pr ocess 2

Control

Pr ocess 3 Process 4

Define

StatusWhenWhoMeasure

Employees Retrained/

Awareness

Y N

Tooling Database

Updated

Y N

Works order amended

to reflect new tool

Y N

Tooling Database

Report. Attached

Y N

Works order attached

Y N

Mother Nature

Result

MaterialMan Machine

Method

Qty Returned

Item How Checked

Analyse

Team

Date:

Ref No:

See reverse of sheet for

printed version of causes&

results.

Problem Description D0 Cause Analysis Direct Cause D4

5 Why Investigation

D1 Why?

Why?

Problem Clarification 5 off D2

Why?

Why?

Why?

Problem Standard

Containment D3 Countermeasure D5/6

What What

Locate Point Of Effect / Cause Follow Up Check & Recognise D7 D8

MeasuresAffected / %/ I mprovement

Jigs checked onCMMand

measuretospecifiedsizes

Machine 3:Inadequate

chuck for holding parts

Measurement 2:

Incorrect sizes specified

on jigs

Measurement 3:Jigs

not to actualsize

Subsequent batches since the jig amendments have had no further problems with the Diameters from

either the customer or internally

Dueto therolling process whichalways brings thesizes of the

diameters downfromtheir original size.Thewelding process

needed to weld theparts to allow f or this movement.Theactual

welding inspectionjigs werespecified withthesametol eranceas

Root Cause

Rollingof materialwill always makethe diameters

smaller.(Manufacturingpro cess)

JedCostello

ColinGibson

DannyRoberts

New jigs manufactured toac commodatetherolling diameter change.

01/06/2007

DocumentationonWIS/CP20developedw ithinprocedur es.

Allcorr uplus jigs checked for similar error (changed where required)

Measurement

Incorrectsizes were specifiedon the

inspectionjigs

sizes weregiventhesametoleranceas

therollingprocess

Work Group Practical Problem Solving / 8D

StatusWhenWho

Improve

Good

IForster

Stocks checkedandverified

Control

Press Circ Weld Roll

Pr oc es s 1 Proc es s 2

H/T

Control

Quarantineanyfurthershipments untilchecked

Process 3 Process 4

Define

StatusWhenWhoMeasure

IH indmarsh 27 /10 /2008

27/10/2008

Employees Retrained/

Awareness

Y N

WIS/CP20 Generated

Y N

Works order amendedto

reflectnew inspection

Y N

Works order

attached

Y N

Inspection Sheet

changed

Y N

Circ

welding

caused

parts to be

oversize

on the O /D

Mother Nature

Result

No Good

tolerances werenot considered, to

allow for therolling process movement

Rollingprocess willbringthesizes down

Good

10/11/2008

Material

Danny Roberts (ProductionSupervisor) MarkMullen(Lean Facilitator)

DavidBeck (ProductionOperator) Gary Fletcher (Production TeamLeader)

01/06/2007

Man Machine

Method

Qty Returned

These amendments were made during 2007 as part ofSFQC (Shop Floor QualityControl) project,when all

jigs were checked before theywere given a new location in the new tooling storage area.This was also when

Item How CheckedReviewedwithengineeringand

parts arelocatedadequatelyandtightenedwithatorquewrench

Tolerances checked and

foundtobe incorrect

Analyse

The outside diameter ofthes e seals measures 15,15mm 15, 25mm. The

drawing dimension is 15,6mm (Tolerance is +0,0mm to minus 0,25mm).

This non-conformance is causing these seals to fall out of the mating part.

Team

On part number AS42703 ofbatch number 51334 sent in 2004 of an overall

batch qty of 1700 parts. 5 part have been rejected due to the outside

diameter oft hese parts being undersize. Parts have not been returned for the

QA department to carryout a full di

Internal8D launched

8Dteamset-up

IHindmarsh

CGibson

DRoberts

WIPcheckedandverified

10/11/2008

ColinGibson 10/11/2008

DannyRoberts

ColinGibson 11/11/2008

Operators takenthrough thef indings

100% inspectionafter platingat pressureteststage

Inspectionrecords changedtoreflectnew requirement

28/10/2008

28/10/2008

29/10/2008

Date: 28/10/08

Ref No: 43

See reverse of sheet for

printed version of causes&

results.

O/DUndersize O/DCorrect

Before AfterThe NST 8D format

D1 D2 D3 D4 D5 D6 D7 D8


12/13

What is it?SPC is a tools which uses data that cantell you if you are in control of the process you are

doing.


It can improve product quality by controlling theprocess better.

It can improve productivity by reducing the wasteis producing spoils.

It allows streamlining of the process by reducingany issues effecting the control of the process.

Action If you think your process is out of control use SPC

to determine if it is or not?

AKA Statistical Process ControlSPC

_

Our processes needs to run inside the red lines

_

012345678910

_

UCL x = Xbar + 2.66 x mRbar

LCL x = Xbar - 2.66 x mRbar

UCL r = 3.267 x mRbar

22

24

26

28

30

32

34

36

38

40

42

44

Date

Time

X 38 39 36 34 38 37 40 36 34 32 29 31 28 32 31 27 28 29 32 35 29 30 30 27

mR ----- 1 3 2 4 3 3 4 2 2 3 2 3 4 1 4 1 1 3 3 6 1 0 3

Process Control Chart (iX-mR) Dept. 019 Sampling Frequency 100%

Characteristic Length Chart No two Specification Limit 30mm +/- 6mm

Xbar = 32.6 UCL= 40.2 LCL= 26.7

mR bar = 2.56 CL= 8.38


13/13

What is it? Takt Time is the pace that production neededto manufacture components to meet our customer demand


Essentially it provides a pace for the cell to work to.

It helps our cell operations to run more effectively (in time

with each operation)

Gives immediate feedback on performance & issues

affecting the performance.

Takt Boards allow you to see what you need to produceevery hour.

Action If you have excessive time in the cell then you are

not working to Takt so raise it as a issue.

AKA Manufacturing drumbeatTakt Time

Targets are set to what every cells can

achieve efficiently &needs to achieve every

hour to meet the customers demands

_leanposters

Documents