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