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Focus on Quality

Poka Yoke

Continuing the journey. 1


Focus on quality

What does
quality mean to
you?

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Agenda
1. Quality and doing the right things
2. Quality and the customer (the key)
3. Quality without inspection ?
3.1 3 types of inspection
3.2 Judgment inspection
3.3 Informative inspection
3.4 Process control inspection
4. Assignment

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1. A reminder ?
Our objectives:
Increase our market share
Deliver to the customer what hes asked for on time
and right first time
Leadtime

Strategy: COST
Do the right things
Quality
the first
time

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1.1 Integrate quality in the process
Lead-time

Processing = Produce quality COST

Quality
Product Inspection ??? the first
time

Transport

Storage Dedicated lines

Delay/waiting

One-piece flow
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1.2 Quality and process control
evolution

Pro
co cess ality e
ntr Qu ry tim
Op ol eve
ins erat e ss
pe ion c
cti
on Pro lity
a
Pro qu t s
ins du y a s
Fin
ish pe cts
cti u alit roce
ed on Q tp
pro nex
ins du ity ing
pe cts a l
cti
on Qu hipp
Cu at s lity
ins stom a
pe -qu omer
cti er n
No ust
on c
to

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2. Quality and the customer

To produce quality is to
meet a customer's needs
at every step of the
process

* external and internal


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2.1 Customer's needs and key characteristics

translate the needs of


the customer into the
product's key
characteristics

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2.2 Identify the customer requests
Insert in-house examples such as purchase orders, customer
requests, quality complaint statistics.

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2.3 Determine key characteristics

Identify what the customer wants

Design the product for the customer

Define individual components and


characteristics

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3. Producing quality without
inspection ?
Processing = Produce quality

Inspection ???

Transport

Storage Dedicated
lines
Delay/waiting

One-piece
flow

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3.1 3 types of inspection

1
Judgment / Normative inspections

2
Informative inspections

3
Process Control Inspection of causes

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3.2 Judgment / Normative
inspections
Result: Red

Compare to a norm

Uncover defects
Norm: Green
Isolate the customer from defects
They do not reduce the number of defects
Result Norm

35 35

Width: 61.1 Witdh: 61

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3.2.1 The tools of judgment
inspection
Visual

Dimensional
gauges
go / no go gauges

Sampling
more / less

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3.3 Informative inspections
Identify the
defects and
40 inform the
20
Week 1
0 sources in order
22 parts
accepted on 35 to reduce them as
long as the
Week 2
27 parts
appropriate
accepted on 35 corrective actions
are taken
Week 3
32 parts
accepted on 35

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3.3.1 Informative inspection
concepts

1
FEEDBACK

CORRECTIVE
2 ACTION

3
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3.3.2 Informative inspection
techniques
Statistical process control

Successive inspections

Self-inspection
by the operator
integrated to the process

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3.3.3 Statistical process control

Is the process under control? Is the process capable?

Maximum limit Limits

Process maximum minimum


control
limits
Minimum limit
Target

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3.3.4 Statistical process control
DATA COLLECTION

1. Manual
collection

FEEDBACK TO THE OPERATOR

2. Computerized
collection
Computerization
FEEDBACK TO THE OPERATOR reduces it

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3.3.5 Identify causes for variation
Power
variations
New Shift change
operator

No quality after
preventive
maintenance

Data entered
3 times STOP

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3.3.6 Eliminate the cause of the
problems
Power Overload
variations protector

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3.3.7 Successive inspections
Check at next step
operator
inspection mechanism
automatic control

Immediate feedback

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3.3.8 Successive inspections:
example
Operation 10 Operation 20

Visual inspection at
next operation

Operation 10 Operation 20

Mechanical inspection
at next operation

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3.3.9 Self-inspection: example
Operation 10 Operation 20

On-site inspection by
the operator

Operation 10 Operation 20

On-site mechanical
inspection

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3.3.10 3 types of inspection
Judgment / Normative inspections

Informative inspections

SPC Operation 20

Successive inspectionsOperation 10

Self-inspections

Process control Inspections

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3.4 Process control is to find and prevent
mistakes before they become defects

Processing = Produce quality

Inspection ???

Transport
Dedicated
lines
Storage

Delay/waiting One-piece
flow
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26
3.4.1 Behind each defect, lies a mistake
1
Defect

Product or service lacking


the desired quality
2
Mistake

An action or an undesired
omission

The objective is to find the defect!


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3.4.2 The 5 Whys ? ?
PROBLEM Defective product produced!

WHY The operator made a mistake


WHY Cutting dies have been changed
WHY We changed supplier
WHY The new supplier sells for less
WHY He doesnt offer quality

WHY We have no tools purchasing


standards
Find the root cause

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3.4.3 Two types of error proofing devices (Poka
Yoke)

Control Warning

Prevents the
mistake from Warns that a
occurring mistake can occur
(ex.: automatic (ex.: red blinking
stoppage of the light)
machine)

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3.4.4 Carousel
Which slides are out of place?

POKA YOKE
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3.4.5 At the garage and in the
workshop
Disc brakes wear Regular
Use warning chirps Unleaded

Diesel

!!!
$5 $10 $15 $20 Full

Electrifying Poka-yoke

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3.4.6 Man made - Assembly of a
coupling
Correct Incorrect

e
for
Be

POKA YOKE
ter
Af

Impossible to
Correct make a mistake!!!
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3.4.7 3 golden rules

If you believe you have


more than a 50%
Don't wait for the
chance of success with
perfect poka-yoke.
your poka-yoke idea.
Just do it! Do it now!

Do it first.
Improve it later.

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3.4.8 Domestic poka-yoke ?

Still to be invented!
(Green sock) (Pink sock)

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4. Assignment
THE ASSIGNMENT
1. Volume analysis
Find the product or family that has the most defects (MRD) OR
Find the operation that generates the most defects (MRD)

2. Choose the 3 products/operations

3. Analyze the root cause of the defects and find the mistake

NEXT WEEK
4. Decide which poka-yoke to implement

5. Implement the poka-yoke and measure the results

6. Start over with the other products/operations

7. Indicate your results on the progress report

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4.1
POKA-YOKE
Part: Team and area:

Operation:

Most frequent defect description

Error description (cause of defect)

Poka Yoke description

Estimated cost: Expected result: Implementation date:

Results evaluation: Poka Yoke distribution

PK

For todays presentation K


Continuing PK
the journey. Workshop week Post Kaizen
36

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