mangt tool with statistical process control ch 18 asif jamal
TRANSCRIPT
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ASIF JAMALVISITING LECTURER @ UNIVERSITY OF SINDH, THATTA CAMPUS.
MANAGEMENT TOOL WITH STATISTICAL
PROCESS CONTROL
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• Continuous improvement (CI) is a management philosophy that approaches the challenge of product and process improvement as a never-ending process of achieving small wins.
• Steps toward CI1.Train employees in the methods of statistical process control
(SPC) and other tools.
2.Make SPC methods a normal aspect of operations.
3.Build work teams and encourage employee involvement.
4.Utilize problem-solving tools within the work teams.
5.Develop a sense of operator ownership in the process
CONTINUOUS IMPROVEMENT
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• It is an integral part of a total quality management system.
• Continuous improvement seeks continual improvement of machinery, materials, labor utilization, and production methods through application of suggestions and ideas of team members.
• Though pioneered by U.S. firms, this philosophy has become the cornerstone of the Japanese approach to operations.
• Although management in both Japan and the West historically have implemented CI in manufacturing plants, it has become quite common in services as well.
CONTINUOUS IMPROVEMENT
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Tools & Procedures of CI1.Varies from simple suggestion system based on brain
storming to structured programs utilizing statistical process control tools (SPC Tools)
2.Deming wheel (PDCA) cycle3.Zero defect concept4.Bench Marking5.Six sigma 6.Kaizen
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Check Sheet Process flow chartPareto analysisHistogramScatter diagramCauses & effect diagram (Fish Bone /Ishikawa Diagram)Control charts
SPC TOOLS (ALSO KNOWN AS TOOLS OF TQC)
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THE DEMING CYCLE OR PDCA CYCLE
PLAN
STUDY
DOACT
Plan a change to the process. Predict the effect this change will have and plan how the effects will be measured
Adopt the change as a permanent modification to the process, or abandon it.
Study the results to learn what effect the change had, if any.
Implement the change on a small scale and measure the effects
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1. Identify the opportunity2. Analyze the current process3. Develop the optimal solution(s)4. Implement changes5. Study the results6. Standardize the solution7. Plan for the future.
PDSA CYCLE- SEVEN STEPS OR PHASES
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Pareto AnalysisFlowchartsChecklistsHistogramsScatter DiagramsControl ChartsCause-and-Effect Diagrams
SEVEN PROBLEM SOLVING TOOLS
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DEFINITION
A Pareto Chart is a vertical bar chart in which the bars are arranged in the descending order of their height starting from the left and prioritize the problems or issues.
USESto prioritize problemsto analyze a processto identify root causesto verify that whatever improvement process you
implement continues to work
PARETO CHART
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PARETO ANALYSIS
NUMBER OFCAUSE DEFECTSPERCENTAGE
Poor design 80 64 %Wrong part dimensions 16 13Defective parts 12 10Incorrect machine calibration 7 6Operator errors 4 3Defective material 3 2Surface abrasions 3 2
125 100 %
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PARETO CHARTPe
rcen
t fro
m e
ach
caus
e
Causes of poor quality
Machin
e cali
brati
ons
Defecti
ve pa
rts
Wrong
dimen
sions
Poor D
esign
Opera
tor er
rors
Defecti
ve m
ateria
lsSur
face a
bras
ions
0
10
20
30
40
50
60
70 (64)
(13)(10)
(6)(3) (2) (2)
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• Flow charts are nothing but graphical representat ion of steps involved in a process.
• Flow charts give in detai l the sequence involved in the materia l , machine and operat ion that are involved in the complet ion of the process.
• Thus, they are the excel lent means of documenting the steps that are carr ied out in a process.
FLOW CHARTS
Operation DecisionStart/ Finish
Start/ Finish
Operation
OperationOperation
Operation
Decision
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• Check sheets are nothing but forms that can be used to systemat ical ly co l lect data.• Check sheet g ive the user a p lace to s tar t and provides the s teps to be fo l lowed in• Col lect ing the data
CHECK SHEET
COMPONENTS REPLACED BY LABTIME PERIOD: 22 Feb to 27 Feb 2002REPAIR TECHNICIAN: Bob
TV SET MODEL 1013
Integrated Circuits ||||Capacitors |||| |||| |||| |||| |||| ||Resistors ||Transformers ||||CommandsCRT |
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USES to gather data to test a theory to evaluate alternate solutions to verify that whatever improvement process you implement
continues to work
STEPSteam agrees on what to observedecide who collects datadecide time period for collecting datadesign Check Sheetcollect datacompile data in the Check Sheetreview Check Sheet
CHECK SHEET
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Histograms help in understanding the variation in the process. It also helps in estimating the process capability.
HISTOGRAM
0
5
10
15
20
1 2 6 13 10 16 19 17 12 16 2017 13 5 6 2 1
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It is a graph of points plotted; this graph is helpful in comparing two variables.
The distribution of the points helps in identifying the cause and effect relationship Between two variables.
SCATTER DIAGRAM
Y
X
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A control chart is nothing but a run chart with limits. This is helpful in finding the amount and nature of variation in a process.
CONTROL CHART
18
12
63
9
15
2124
2 4 6 8 10 12 14 16Sample number
Num
ber o
f def
ects UCL = 23.35
LCL = 1.99
c = 12.67
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HISTOGRAMS DO NOT TAKE INTO ACCOUNT CHANGES OVER TIME.
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CONTROL CHARTS CAN TELL US WHEN A PROCESS CHANGES
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Developed by Dr Kaoru Ishikawa in 1943. It is also known by the name of 1) Ishikawa diagram, 2)Fishbone diagram.
This diagram is helpful in representing the relationship between an effect and the potential or possible causes that influences it.
This is very much helpful when one want to find out the solution to a particular problem that could have a number of causes for it and when we are interested in finding out the root cause for it.
CAUSE AND EFFECT DIAGRAM
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The cause and effect diagram is an investigative tool. This is also called Ishikawa Diagram. Because of its shape, the diagram is also termed as Fishbone Diagram.
There is a systematic arrangement of all possible causes which give rise to the effect in Ishikawa diagram. Before taking up problem for a detailed study, it is necessary to list down all possible causes through a brainstorming session so that no important cause is missed. The causes are then divided into major sources or variables.
CAUSE AND EFFECT DIAGRAM
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ISHIKAWA DIAGRAM
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CAUSE-AND-EFFECT DIAGRAM
QualityProblem
Out of adjustment
Tooling problems
Old / worn
MachinesFaulty testing equipment
Incorrect specifications
Improper methods
Measurement
Poor supervision
Lack of concentration
Inadequate training
Human
Deficienciesin product design
Ineffective qualitymanagement
Poor process design
Process
Inaccuratetemperature control
Dust and Dirt
Environment
Defective from vendor
Not to specificationsMaterial-handling problems
Materials
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QUALITY CIRCLES
PresentationImplementation
Monitoring
SolutionProblem results
Problem AnalysisCause and effect
Data collection and analysis
Problem IdentificationList alternatives
ConsensusBrainstorming
TrainingGroup processesData collection
Problem analysis
Organization8-10 members
Same areaSupervisor/moderator
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Imai has brought together various management theories, philosophies and tools that have been popular in Japan over the years, as a single concept, Kaizen.
There are many quality experts, whose principles
formed the basis of the Kaizen concept.
Kaizen means continuous improvement involving everybody.
CONCEPT OF KAIZEN
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The term Kaizen originates from the Japanese words, ‘Kai’ that means change, whereas, ‘zen’ means for the better, therefore, it means ‘change for the better’.
It signifies constant and gradual improvement, no
matter how small it is. It should be taking place all the time in every
process, involving everyone from all the ranks of management and the workforce.
CONCEPT OF KAIZEN
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In brief, Kaizen system includes : Total employee involvement starting from top
management; Empowering people; Listening to them; Promoting zero investment improvements; and Focus on efforts rather than results in Kaizen
evaluation and performance appraisal.
CONCEPT OF KAIZEN
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1. A selection of better means or a better method for achieving an objective.
2. An accumulation of small changes.
3. A corrective action under constraints.
DEFINITION OF KAIZEN
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KAIZEN techniques consists of the following steps:
Identifying problem (s)Examining the problem (s)Finding ideas to solve the problem (s)Developing selected proposal (s)Implementing the proposal (s)
KAIZEN TECHNIQUES
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Multiple KAIZEN ideas
MULTIPLE KAIZEN IDEAS
Man is too short to reach the tool box.
The tool box is placed too high.
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THE INTERACTION BETWEEN MAN AND TOOL BOX GENERATES
A PROBLEM.
ToolBox Man
Tool Box Man
Problem does not exitProblem
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From “man “ stand point, cannot reach Use footstool.
From “toolbox” stand point, place it at the lower shelf.
MULTIPLE KAIZEN IDEAS
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Place the toolbox at a lower shelf
SOLUTION
Footstool
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A man broke a cup at a sink.
PROBLEM:
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INTERACTION
Sink
Cup
Man
Way of washing
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Components Nature Solution
Cup Easy to break Plastic cup
Man Careless Caution
Method Easy to slip Wear rubber gloves
Sink Solid surface Place rubber mat
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CAUSE AND EFFECT DIAGRAM
Cupbroke
MethodMan
CupSink
Carelessness
My way
Wash with hands
Wash together
Weak against heat
Breakable materials
Wash quickly
DeepHard bottom
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- Abolition- Discontinuance- Exclusion- Removal
- Simplification- Centralization- Synchronization- Standardization- Management for exceptions- Integration- Combination
- Alternation- Exchange- Conversion- Diversification- Separation
KAIZEN STEPS
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1. Small change
2. Medium change
3. Big change
(KAIZEN)
(Small group activities)
(Innovation)
--- By individual effort, a better way of proceeding a job is considered. (Idea creation)
--- By group effort, a better way is proposed by following predetermined steps (or rule).
--- By investments in new technology or equipment, dramatic alterations are achieved.
DIFFERENT STYLES OF CHANGE
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10 BASIC RULES FOR PRACTICING KAIZEN
1. Prepare people to accept change for the betterment.2. Think of how to do it and not why it cannot be done.3. Do not make excuses? Start by questioning current
practices. 4. Do not seek perfection? Do it even if for only 50% of
target.5. Correct mistakes at once. 6. Do not spend money for Kaizen. 7. Wisdom is brought out when faced with hardship.8. Ask “why”? Five times and seek root causes.9. Seek the wisdom of ten people rather than the
knowledge of one. 10. Kaizen ideas are infinite.
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MORE COMMENTS ON KAIZEN • Kaizen is a system of accumulated improvement.
• The main purpose of Kaizen is to evolve total employee participation and it also helps in building capable work force for an organization.
• The results of Kaizen are not very drastic but incremental that’s why continuous improvement leads to accumulated improvement .
• Kaizen is a process-oriented thinking and not result oriented thinking:
Process oriented Result oriented •Self discipline•Time management •Skill Management •Participation & involvement •Communication•Morale
I don’t care, you get it done just give me one result.