classical (japanese) quality tools
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Classical (Japanese) Quality tools
ICE Quality © Cyril Grandpierre 2013 1
-SMED Single Minute Exchange of Die -KANBAN -POKA YOKE -TOTAL MAINTENANCE -VISUAL MANAGEMENT -Cause & Effect Diagram of ISHIKAWA -CEDAC Cause & Effect Diagram with Addition of Cards -QFD Quality function deployment -AMDEC (Analyse des modes de défaillance, de leurs effets et de leur criticité) -SPC Statistical process control -ZERO DEFECT -DFM Design for manufacturability -JIT JUST IN TIME -ZERO MUDA -5 WHY -5 S Seiri, Seiton, Seiso, Seiketsu, Shitsuké. -6 sigma (failure rate of 3.4 parts per million or 99.9997% perfect) -Lean manufacturing -........
Classical Quality tools
ICE Quality © Cyril Grandpierre 2013 2
-Quality circles -Self control -Timing -Machine capability -cumulative frequency curve -Pareto -Check lists -Write the process description - ... as many as you want ....
but it doesn’t work ! If you do not look behind the curtain.
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Indus trust that all the knowledge was transmitted by gods to the wise, then from wise (teacher) to the disciples (students), with a loss each time. So the knowledge of humanity is declining. no improvement.
LEARNING PROCESS
GOD
WISE
DISCIPLE
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20,000 years of LEARNING PROCESS
?
improvement ???
LEARNING PROCESS
ICE Quality © Cyril Grandpierre 2013 5
How a human can learn ?
1- with teachers (books). You cannot exceed your teacher.
2- try (experience) and learn from errors and successes. -There is no limit for some. -Some do not try. -Some are unable to learn from their errors. (idiots, silly, stupid non understanding persons).
ICE Quality © Cyril Grandpierre 2013 6
Set in order means : □1 -to hide in the nearest drawer. □2 -to move a bit. □3 -to let it where I used it last time. □4 -to put in a place where everyone looking for it can find it. Always the same.
Where did I put : -my keys (solved) -my bag -my mobile phone (could you call me ?) -my pills -my wallet -my spectacles -my iPad (new) -etc...
every morning, every day, a lifetime.
unable to learn from their errors
LEARNING CURVE
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An enterprise can learn.
You learn (improve) by doing things. the unit cost of a product decreases by a constant percentage each doubling of experience.
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LEARNING CURVE
LEARNING CURVE
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Boston Consulting Group LEARNING CURVE.
integrated circuits USA
Texas Instruments
LEARNING CURVE
ICE Quality © Cyril Grandpierre 2013 10
Boston Consulting Group data. Learning curve for Bulk carrier vessel in the shipyard of Hyundai (Korea). Slope of the curve 12% when the cumulative production of similar ships double.
Manpower per gross tons of hull.
Cumulative production gross tons
Years
LEARNING CURVE
ICE Quality © Cyril Grandpierre 2013 11
C.Grandpierre data. Learning curve for different vessels in the shipyard to IHI-Aïoi (Japan). Slope of the curve 23% when the cumulative production double.
CONCLUSION : This shipyard was able to have a learning curve twice faster the Korean shipyard, with different ships.
LEARNING CURVE
ICE Quality © Cyril Grandpierre 2013 12
C.Grandpierre data. curve for cargo ships in the shipyard of La Ciotat (France). Sister ships : If the first costs 100, the second 96.0 (design errors corrected), the third 95.7, the forth 96.8 there is no learning effect even for sister ships.
CONCLUSION : Some organisations are able to improve themselves others no. WHY ???
The learning tool : THE DEMING WHEEL.
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For every action at IHI we meet and make a “plandoseeact” together.°
1-PLAN. Prepare what you have to do. Forecast how you will do it. Make a planning. Prepare all the resources, tools, documents. Decide the result you want to achieve, and the way to measure it.
For every action in your life.
2-DO. Do what has been planned.
No need watching where we are going to, We'll see when we get there!
The learning tool : THE DEMING WHEEL.
ICE Quality © Cyril Grandpierre 2013 14
3-CHECK. Look back at what you did. Check the results, and compare with what was expected. Try to understand why there is a gap between what was planned and the final result. Try to understand the real origins of the problems you encountered. Use the tools for understanding : -Cause & Effect Diagram of ISHIKAWA -5 (or more) WHY etc...
4-ACT or CORRECT and LEARN.
Correct the problem you found. Corrective and preventive actions. ...To better control the process ... For the next circle.
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-INDIVIDUALS - TEAMS -The ENTERPRISE
…put themselves in a state of permanent learning …. to improve indefinitely
Dubix : 5% per year 240% after 18 years
It doesn’t work everywhere.
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Tell him what he has to do : easy, inexpensive and fast efficiency.
Short term vision
Put yourself in a state of permanent learning !
Train him to let him find what he has to do : Difficult, time consuming and expensive.
Long term vision
It doesn’t work everywhere.
ICE Quality © Cyril Grandpierre 2013 17
Put myself in a state of permanent learning ?
I met a lot of CEO and Presidents, top civil-servants, elected, deputies, senators, Ministers.
So many pretentious and incompetent persons.
Mutual trust : It takes years
ICE Intellectual Property © Cyril Grandpierre 2013 18
Chairman of the group, shareholders.
Market, customers, unions of users.
Distributors, after sales service, maintenance.
Partners in supplying, suppliers of consumables
Competitors, partners, professional union.
Suppliers, Key supplies, partners … goods or services.
State, legislation, taxation, norms.
City, social environment, external unions..
CEO
Management team
Other employees
War outside Peace & Love inside
ICE Intellectual Property © Cyril Grandpierre 2013 19
6- Rules of a useful life 1- be gentle & humble ... to create love, dignity & respect
2- be nice & never naïve
3- create a bubble of peace & love for the weakers
4- permanently learn & improve
5- like Dora be an adventurer/ress & think outside the obvious
6- ...... find your own way
NO WASTE.
ICE Quality © Cyril Grandpierre 2013 20
-NO WASTE -time ( 5S, zero muda, lean manufacturing) -scrap (zero defaults, total maintenance, 6 sigma) -stock (just in time, kanban, smed) Always the same way :
1-Quality circles : group of employees, during their working time. 2-They could ask for an external support. 3-Final target agreed with the management. 4-They can ask for resources (investments) by giving evidence of pay back. 5-What they achieve must be visible, and visibly efficient. 6-Use of panels to show what they do to themselves and to others.
Japanese tools -UNDERSTAND AND LEARN. -PERMANENT IMPROVEMENT. -NO WASTE.
NO WASTE = 5 or 6 S.
ICE Quality © Cyril Grandpierre 2013 21
5 S = Seiri : Sort (Trier), suppress what is not useful. Seiton : Set in order (ranger), store in a logical need, safety, ease. Seiso : Shine (nettoyer) Seiketsu : Standardize Shitsuke : Sustain (pérenniser).
6th S = Smile : (Sourire) it must be a game.
NO WASTE = JUST IN TIME (wiring a machine)
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Electric engines.
Manufacturing time 5days mini 18% of machines with defaults
Buttons
Electronic panel
Electronic box
Electric resistors
Electric transformer
Sensors and switches
Stock of machines after assembly waiting for wiring Wiring worker
Wiring diagram
Electrical components list
Cables
Electrician tools
Store house
5 d
ays
Stock of machines waiting for final test
Manufacturing time 10 minutes 0% of machines with defaults
Electric final tests.
NO WASTE = JUST IN TIME (wiring a machine)
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Manufacturing time 10 minutes 0% of machines with defaults Manpower minus 70% (result)
Give a clear common target
Listen to people
Redesign the machine : high standardization, every component prewired, pretested, with connectors
Redesign the workshop
Train people ... a lot
Plan Do See Act
Block manufacturing : 3 to 8 workers, no management.
street
assembly
preassembly
Test equipment
components
Specialized work stations
Assembly FASA230
Assembly IM33
Factory
Before - review of contracts
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Salesman
Order Regional manager weekly control the right to sell
Factory planning meeting/week Sales Director for priorities Factory manager for feasibility Financial manager Translator
Sales Director weekly control calculate the bonus
Order confirmation Delivery date
D+1week D D+1½week
D+2½weeks
D+4weeks
signature
D+3weeks
Customer
After - review of contracts
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Salesman
Regional manager control the right to sell
Fax Order
Factory planning meeting/month Sales policy Factory capabilities : Master plan Financial capabilities
Sales Director calculate the bonus
D
Fax Order confirmation Delivery date
D+1days
D+1day
Customer
D+0day
D+1week
D+1week
D-1month
Translator ???
organizing the reception of mails
Error is human
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Error is human ?
Error is human !
Error is human
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Anaesthesiology (anesthésie-réanimation )
Anaesthesiology 1 accident per 8000 operations. the probability that an anesthesiologist is involved in an accident in his career is more than 100%. The aviation risk is 1 per 8 millions passengers.
Annual number of accidents
percentage of deaths and brain damages
Ask Air-France and use Quality tools.
Error is human
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Philip B. Crosby was the quality director of the Pershing missile program (intercontinental nuclear missiles) at the Martin Company. As there was something like 50.000 subsets, what is the acceptable percentage of defects ?
Theory of ZERO DEFECTS
A friend of mine have to make an injection every 7 hours. If he forgets he dies. What is the acceptable percentage of errors ?
People are carefully conditioned throughout their private life to accept the fact that people are not perfect and will therefore make mistakes.
Mistakes are caused by two factors : lack of knowledge and lack of attention. (P.B.Crosby Quality without tears)
understand the real origin of a problem
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Causes & Effects Diagram of ISHIKAWA
Material equipment environment of work effect Method man power management
5 WHY : why ?, why ?, why ?, why ?, why ? Etc... Real case in Holland :
“The gas ironer installed last week do not heat”.
Principles of product quality
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« I bought a golf club:
Nike SR Tour driver , the salesman told me Tiger Wood
became world champion with it.
I used it and lost the competition,
this club doesn’t work. Bad quality !«
which relate to the quality tools ?
ICE Quality © Cyril Grandpierre 2013 31
Quality = ability to meet expectations.
Guaranty cost (in % of the price of the machine) for the same product (washing machine 22Kg) in different countries. Average on 3 years: Germany 3,9% UK 3,7% Italy 2,7% Austria 2,2% Finland 2,1% Japan 1,5% Sweden 1,3% France 1,1% Denmark 1,0%
Explain …
Customer
Origins of quality problems : 5 players
4- The technician : -Installation -Adjustment -Repair Bad job
1- R&D
5- The customer : -Maintenance -Use Negligence
3- The sales man : Sell the wrong product
2- The factory -Suppliers -Manufacturing
Quality data
How can he reports his own failures ?
Quality complain
origins of defects in quality perceived by the customer.
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1-Conception design error, insufficient testing, customer environment different than test conditions(1).
2-Supplier non-compliance, design not feasible, deviations(2).
3-Manufacturing non-compliance, design not feasible, deviations(2
5-Logistics damage, vibration, corrosion.
customer
6-Sales mismatch between product and need. Promises do not correspond to reality.
10-After sales service damaging the machine instead of repairing it.
technician
8-Maintenance lack of maintenance, maintenance error. 9-Use bad use.
7-Installation default installation. Environnent incompatible.
11-Billing, end of warranty a good reason not to pay.
4-Tests insufficient.
Delivery
customer salesman
ISO 9001
ICE Quality © Cyril Grandpierre 2013 34
1942 in America during the war
More accidents due to bad quality than enemies
1st idea : increase the number of controllers.
Controller 1
worker
vice foreman
foreman
Controller 2 Controller 3
Vice supervisor
supervisor
But it didn’t work !
ISO 9001
ICE Quality © Cyril Grandpierre 2013 35
So was created the Standard AERO. Then during the years 60 and 70 all the producers of planes, cars and other dangerous things used to ask their subcontractors a specific quality organization. Each subcontractor had to comply with the different requirements of each customer, with special set of documents, audits etc..
So the 2nd idea : instead of controlling more the product,
control the factory (the way to produce the product)
So was created in 1987 a unified system under the ISO organization. The target was to guaranty to the customers a certain level of trust in the organization.
The way of production has to comply with a list of requirements. So it is not the quality of the product, but the trust in the producer.
ISO 9001
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1. Management Responsibility: Requirements of acts from the big boss as the first permanent player of the process.
2. Quality System: Administrative requirements to safeguard the acquired. Requirement to take into account the notion of system.
3. Process: requirements for the identification and management of the processes that contribute to the satisfaction of stakeholders.
4. Continuous improvement: measurement requirements and registration of all relevant performance and commitment of shares effective progress levels.
Use the procedures and documents as liberating tool that relegates problems already solved at the stage of routine and allows creative faculties to be available for unresolved problems. Edward Deming
Problem solving
forgetting
ISO 9001 - processes
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A process = a black box
Input = customers requirements
Output = customers satisfaction
Means = Owner People Documents = operating modes Assets Tools Raw materials
An enterprise = 1 process, full of processes inside
Improvement
ISO9001- processes map
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Process : Contract review Process :
Contract review Process : Contract review Process :
Contract review
ISO9001- review of contracts
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Process N°Q722.1: Contract review
Operating mode N°Q722.1.01 : Contract review
Sheet N°Q722.1.01.02 : Folder customer order
The process owner writes what he does, and improves it when necessary.
everyone can see on the data base, which is always updated.
An internal audit is done once a year, to control the process and propose improvements.
Check list : To be done Done Controlled Efficient Not applicable
ISO9001- Function description
ICE Quality © Cyril Grandpierre 2013 40
Everybody has a function description, written by the boss and the person concerned. Signed by both.
everyone can see on the data base, which is always updated.
An internal audit is done once a year, to control the process and propose improvements.
Function description CEO
Function description management
ISO9001- Quality manual
ICE Quality © Cyril Grandpierre 2013 41
-Presentation of the company. History, products, figures, organizational staff. -Management Responsibility. Strategy, quality policy, responsibility and authority. -Quality management system. Processes map, main processes.
Or a document that everyone can see on the data base, which is always updated.
An internal audit is done once a year, to control the process and propose improvements.
Or a book non updated distributed to external parties.
Quality manual
ISO9001
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One year of an enormous job. Everybody involved, extremely time consuming to get it and to maintain it.
And 3 days of external audit every year, to control everything.
Or you can buy it for 1500$ in China.
ICE Standards © Cyril Grandpierre 2013 43
-Different faces of business intelligence -Criteria of patentability -Deming wheel -Japanese secret -Rules of a useful life
Remember ... It could be useful
Thanks & good luck
ICE Quality © Cyril Grandpierre 2013 44
I offered you my time and experience to help you to create wealth and love around you.
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