Summary
10.1
Updated April-09
Lecture Notes
Chapter 10
Control & Continuous
Measurable Improvement
ENTERPRISE EXCELLENCE
10.2
Updated April-09
OBJECTIVES
• Management systems
• Statistical process control
• Visual controls
• Error proofing (poka-yoke)
• Single minute exchange of die (SMED)
10.3
Updated April-09
Control & Continuous Measurable
Improvement
• The goal of the control phase is to institutionalize
and sustain improvements made during the
“Analyze” and “Improve” phases, and then
transition to continuous measurable improvement.
10.4
Updated April-09
Control & Continuous Measurable
Improvement
• The following strategies are used to control,
sustain, and continuously improve:
✓ Management systems
✓ Statistical process control
✓ Visual controls
✓ Graphic work instructions
✓ Mistake-proofing (poka-yoke)
✓ Single-minute exchange of die (SMED)
✓ Total productive maintenance (TPM)
✓ Rapid improvement events
10.5
Updated April-09
MANAGEMENT SYSTEMS
• By using management systems, you ensure that the
changes are documented into policy, procedures,
manuals, and work instructions. The improvements
become::
✓ Part of the enterprise policy and directives
✓ Integrated into the appropriate manuals and
operating procedures
✓ Part of the process procedures and work
instructions
✓ Integrated into the new employee training programs
10.6
Updated April-09
STATISTICAL PROCESS CONTROL
• Statistical process control (SPC) is used to monitor
process stability and detect process changes
• The key metrics and critical success factors (CSF)
from your improvement initiative should be
controlled using a process control chart
• SPC serves as a tool to ensure consistent and
sustained implementation of your improvement
initiatives
10.7
Updated April-09
STATISTICAL PROCESS CONTROL
• SPC allows you to be proactive (rather than reactive), in
monitoring system process changes:
✓ To monitor the key metrics of the improvement initiative
✓ To identify special causes of variation (chemical, material,
equipment, environmental changes, etc.)
✓ To identify common causes of variation (i.e. those inherent to the
system)
✓ To monitor and eliminate system variance due to special and
common causes of variation
✓ To determine process capability
✓ To indicate when adjustments or process corrections are necessary
✓ To indicate when to leave a process alone because it is working
well
10.8
Updated April-09
STATISTICAL PROCESS CONTROL -
EXAMPLE
10.9
Updated April-09
VISUAL CONTROLS
• Simple visual controls can enhance process efficiency,
effectiveness, and safety. Examples are:
• Color-coded paper to indicate different processing requirements
• Computer screen warnings and cautions
• Painted arrows on concrete floors
• Signs in work areas indicating instructions & warnings
• Providing tools (ladders, brooms, etc.) throughout the plant rather
than in one location
• Providing shadow boards for the placement (and replacement) of
tools and so forth
• Shadow boards and graphics to use comparators
• Labeling toolboxes, ladders, and so on
• Protecting levers, faucets, and such
10.10
Updated April-09
VISUAL CONTROLS
10.11
Updated April-09
ERROR PROOFING (POKA-YOKE)
• Error proofing is accomplished through the deployment of
simple, inexpensive devices designed to prevent or catch
errors so they do not become defects
• These devices are placed within the process, to ensure
that it is easy for the operator to do the job correctly or to
make it difficult for the operator to do the job incorrectly
• Poka-Yokes may be physical, mechanical, or electrical
10.12
Updated April-09
ERROR-PROOFING (POKA-YOKE)
• Error-Proofing Successes:
✓ Ignition locks
✓ Elevator door sensors
✓ Stamping machines
✓ Automatic toilet flushers
✓ Color-coded computer connectors
✓ Different-shaped nozzles for gas delivery systems
✓ Assembly keying
10.13
Updated April-09
ERROR-PROOFING (POKA-YOKE)
• Error-Proofing Failures:
✓ Seatbelt ignition lockouts
✓ Inventory packing checklists
✓ Warning signs
10.14
Updated April-09
SINGLE-MINUTE EXCHANGE OF A DIE
(SMED)
• Single-minute exchange of a die (SMED) refers to
streamlining the change-over process, so that it can be
accomplished in a very short period of time.
• It was developed by Shigeo Shingo over a period of years
and implemented at Toyota (1970), as part of its just-in-time
system.
• Shingo developed SMED to cut setup times, enabling
smaller batch sizes to be produced. The setup procedures
were simplified by using common or similar setup elements
whenever possible.
10.15
Updated April-09
SINGLE-MINUTE EXCHANGE OF A DIE
(SMED)
• The general benefits of SMED:
✓ Minimal loss to throughput time on equipment
✓ Reduced operating costs
✓ Capability of processing greater mix of product
10.16
Updated April-09
SINGLE-MINUTE EXCHANGE OF A DIE
(SMED)
• Cutting changeover time enables a cell to perform
many more setups in the same amount of time,
which achieves the primary objective of building
flexibility into the process. Each step is:
⚫ Step 1: Identify the activities
⚫ Step 2: Segregate activities into one of two categories:
external setup activities or Internal setup activities
⚫ Step 3: Reduce/eliminate steps as they are performed
today
10.17
Updated April-09
• In this chapter, we have learned:
✓ Management systems
✓ Statistical process control
✓ Visual controls
✓ Mistake-proofing (poka-yoke)
✓ Single-minute exchange of die (SMED)
WRAP-UP