BME 481 Post Midterm 1

Mistake proofing examples

gas cap, lawnmower handle, 3-2-4 ss number, ug vs. mg example

Mistake Proofing

making wrong actions more difficult, make possible to reverse actions, make easier to discover errors

Mistake proofing for cars

parking break, new cars automated staying in lane

Constraints

physical (shape/size of objects), logical (, cultural (), semantic()

Opportunities for mistake proofing

customer complants, QCDRs, continually reworking, MRB,

Pull vs. Push

Pull is when there is a signal/demand to replenish an inventory item on the line (out of meat —> get more in the back), push is when its ok for inventory to pile up on the line

Pull system benefits/objectives

management by sight, no excess, shorter cycle time, less material obsolescence/out of style, focus improvement resources on process bottleneck, reflects demand, eliminate product shortages, minimize inventory, improve value stream

Kanban

signal to indicate when more parts are needed. card/empty bin, or in process kanban/card

Challenges to pull

Long changeover time, Unreliable equipment, No quality at the source, No cross-trained operators, The process is not capable, No 5S standards, Operators are not involved in solving problems

Change over time

time between the last good piece off the current run and the first good piece off the next run – at rate

SMED steps

Separate Internal and External Setup Convert Internal Setup to External Setup Streamline Internal and External Elements

SMED

single minute exchange of die (setup reduction)

Steps For Conducting a Pilot of the Study

Plan and design the pilot study, Train personnel on changes, Monitor and support the pilot study, Evaluate results and make recommendations to improve

Kaizen

kaizen is the philosophy of continuous improvement through the removal of wastes in a process

kaizen workshops

Implement rapid process improvements, Short, focused projects (3-5 days), Cross-functional teams, Solutions implemented immediately

Kaizen Workshop addresses…

Customer complaints, Processes that are not clearly defined, Processes that generate a large number of defects, Processes that have not been standardized, Processes that are not error proofed, Processes that have very lengthy cycle times, Setup reduction, Kanban/pull system implementation

Kaizen Roles and Responsibilities

Management, Kaizen lead or facilitator, Team members, Subject matter experts

Kaizen Lead

pre-event planning, facilitate workshop, manage implementation solutions

Tools for kaizen

Value Stream Mapping, 5S, Poka-Yoke, Kanban/Pull, SMED/Changeover, TPM/Total Productive Maintenance, Standard Work

10 step Kaizen work method

1. Identify/clarify the objective 2. Grasp the current situation 3. Visualize/identify the ideal situation 4. Develop/determine the desired targets 5. Establish/create kaizen strategy 6. Develop and make kaizen plan 7. Implement the kaizen 8. Check the effectiveness of the kaizen 9. Document the kaizen activity 10. Confirm the results

PDCA

plan, do check, act

in control process

Cpk = 1 at a minimum

six sigma process

Cpk = 2.0 (defects are 3.4 parts per million)

Elimination

eliminate error prone task or risks in the task

Replacement

Facilitation

Facilitation

Detection

Mitigation