MISTAKE PROOFING POKAYOKE

Kaizen Tool Kit

a. Cp / Cpk process capability assessment
b. DOE design of experiments
c. SPC process control based on statistics and data analysis
d. FMEA risk assessment tool
e. Regression correlate effect one variable has to another
f. Process Map map process steps to communicate and identify opportunities
g. 5 Whys and 2 Hows determination method for root cause discovery
h. Pareto column chart ranking items highest to lowest\
i. Fishbone Diagram cause and effect diagram
j. 5S elimination waste
k. Visual Management emphasis on visual techniques to manage process.
l. Pokayoke error proofing techniques
m. Spaghetti Chart
n. Kanban material storage techniques used to control process
o. Takt Time determine pace or beat of a process
p. Standard Work evaluate task done during a process
q. SMED single minute exchange of dies (quick machine set-up)
r. TPM integrate maintenance strategy with process
s. Cellular Flow reduce inventory and cycle time through process layout and pull production techniques

Why Zero Defect important?

- maintain customer satisfaction and loyalty
- cost
-eliminate waste (misused and untapped resources)

Better process reduces:

1. risk 2. Scrap 3. Warranty cost 4. Inspection Cost

9 Types of Waste
1. Overproduction 4. Process 7. Defective Products
2. Delays (waiting time) 5. Inventories 8. Untapped Resources
3. Transportation 6. Motions 9. Misused Resources

Continuous Improvement continuous elimination of waste

Methods of Elimination of Waste

1. Identify Waste 3. Implement continuous improvement
2. Search for Causes 4. Check and measure results

Always remember that it is natural for people to make mistakes then used mistake proofing technique of
Pokayoke. All processes have the potential for defects. Hence, all processes offer an opportunity for the
elimination of defects and the resultant quality improvement.
In order to reduce quality defects and stop throwing away money, we must:
1. understand the process and its relationship to other business processes.
2. identify the inputs and outputs of the process.
3. know who are the suppliers and customers of the process.
4, reduce the variation of the process.

What causes Defects?

Process variation from
1. poor procedures or standards
2. machine
3. Non-conforming material
4. Worn Tooling
5. Human Mistakes
(Number 1 to 4 can be predicted and corrective action can be implemented to eliminate the cause of defects.
Number 5 is a simple error but most common cause of defects, occur unpredictably.)

10 Types of Human Mistakes

1. Forgetfulness 6. Inadvertent or sloppiness
2. Misunderstanding 7. slowliness
3. Wrong identification 8. Lack of Standardization
4. Lack experience 9. Surprise (unexpected machine operation)
5. Willful (ignoring rules or procedures) 10. Intentional (sabotage)

4 Components of ZDQ
1. Point of Origin Inspection 3. Immediate Feedback
2. 100% Audit Checks 4. Pokayoke

3 Basic Approaches to inspect the processed products

1. Judgment / Standard Inspection
2. Informative Inspection traditional used
3. Point of Origin Inspection actually eliminates defects

Point of Origin Inspection

focus on prevention, not detection
- catches error
- gives feedback before processing
- no risk of making more defective products

100% Audit Checks

- point of origin inspection on every piece
- does not rely on sampling
- prevents defects
- does not assume defects will statistically occur
Quick Feedback
- error correction as soon as possible
- correct problems after the process
- address the problem when an error has occurred

7 Guidelines to Pokayoke Attainment

1. Quality Processes design robust quality processes to achieve zero defects
2. Utilize Team Environment leverage the teams knowledge experience to enhance the improvement efforts
3. Elimination of Errors utilize a robust problem solving methodology to drive defects towards zero.
4. Eliminate the Root Cause of the Errors use the 5 whys and 2 Hows approach
5. Do it Right the First Time utilizing resources to perform functions correctly the first time
6. Eliminate Non-Value Added Decisions dont make excuses, JUST DO IT!
7. Implement an Incremental Continual Improvement Approach implement improvement actions immediately
and focus on incremental improvements; efforts do not have to result in a 100%
improvement immediately.

Pokayoke
- mistake proofing systems
- does not rely on operators catching mistakes
- inexperience point of origin inspection
- quick feedback 100% of the time

Pokayoke system in manufacturing:

1. control approach 2. Warning approach

Pokayoke primary methods:

1. contact 2. Counting 3. Motion sequence

Types of Sensing Devices

1. Physical contact device 2. Energy Sensing Devices 3. Warning Sensors

3 Rules of Pokayoke
1. Dont wait for the perfect pokayoke. DO IT NOW!
2. If your pokayoke idea has better than 50% chance to succeed.DO IT NOW!
3. Do it nowimprove later!

ROOT CAUSE ANALYSIS

A problem is:
1. difficult issue needing solution
2. deviation from the set standard
3. whatever that stop us from doing better
4. an opportunity for improvement

Organization response to a problem:

1. Deny 2. Accept 3. Solve
Problems that need immediate solution:
1. safety 3. Quality 5. productivity
2. health 4. Reliability 6. Financial losses

Approaches in Problem Solving Process:

1. PDCA Cycle Approach 2. Six Sigma 3. 8D Approach

Others are:
- Cause-and-Effect-Diagram
- Why-why Techniques/Analysis
- Fishbone Diagram
- 4M and E (Man, Method, Material, Machine, Environment)

QUALITY COMMITTED CIRCLE

QCC voluntary groups of employee who work on similar tasks on share an area of responsibility

Benefits of QCC
1. increase productivity 5. effective team work in organization
2. improve quality 6. enhanced interest in job
3. boost employee morale 7. improve communication within employee
4. improvement in human relation 8. personal development of participants

PDCA (Plan-DO-Check-Act)
PLAN
(1.) Problem Identification
(2.) Analysis of the present system
(3.) Identification of root cause
(4.) Selection of best alternative solution
DO (5.) solution implementation
CHECK (6.) Evaluation of results
ACTION (7.) Standardization; (8.) Self-evaluation and future plan

Tools used for QCC

1. Brainstorming
2. 5W + 1H (what, where, when, who, why, how)
WHAT is the status of the problem?
WHEN does the problem occur?
WHERE does the problem occur?
WHY is it a problem?
WHO are affected by the problem?
HOW does it happen?
3. Flow Diagram
4. Check Sheet
5. Graphs and Charts (Bar, Pie, Line, Pareto or 80-20 rule, Gantt)
6. Stratification
7. SMACT
S-peificM-easurableA-ttainableC-hallengingT-ime Bounded
8. Cause and Effect Diagram (Fish bone Diagram)
9. Scatter Diagram

7S Seminar

7S foundation of competitive success; house keeping activity enhances the results of other activities and
simplifies everyday operations; must become a habit. It must be continuous or at least continual activity.

We use to have House keeping to:

1. less equipment down time 7. Employees feel good if the work place is clean
2. more usable space 8. Searching is avoidable
3. passage ways are clean and neat 9. Time wasted in handling reduced
4. abnormalities noticed at a glance 10. No unnecessary supplies
5. eliminates accidents 11. Less rejection/less rework
6. productivity improvements 12. Better preventive maintenance

Concept of 7S
1. A neat and clean factory has higher productivity.
2. A neat and clean factory produces fewer defects.
3. A neat and clean factory is a much safer place to work
4. A neat and clean factory meets deadlines better.

Fundamental Truth:
If we cannot keep our workplace clean, orderly and accident free, nobody will believe we can produce quality
goods or at least serious about producing quality.

Steps for Improving our Workplace

1. Sort to take out unnecessary items and dispose it properly.
2. Stabilize / Set in to arrange necessary items in good order for use. A place for everything and everything in
its place.
3. Sanitize / Sweep to clean you work place.
4. Standardize to maintain house standard of housekeeping.
5. Self Discipline / Sustain to do things spontaneously w/o being told on ordered.
6. Safety state of being safe at all times.
7. Save planet Earth practicing 6R ( Reduce, Reuse, Recycle, Refuse, Repair, Research)

Benefits of 7S
A clean and well organized workplace is high in:
a. productivity g. ensures heath and safety.
b. quality products and services
c. reduce lost
d. delivery on time
e. morale
f. safety work
SGA
- An improvement activity w/c aims problems in shops w/in a short span of time. Involving quality, safety and
productivity through the ideas devised and effort exerted by the group members.
-Most effective way to dissolve problems in shop and advance improvement activity. The key for SGA success is
to start from what you can do yourself immediately thru participation and cooperation of all group members.

8 Types of Waste
1. Overproduction 5. Processing
2. Inventory 6. Defects / Quality
3. Transportation 7. Waiting
4. Motion (operations) 8. Peoples Skill

Overproduction producing more than is required to make up for yield loss.

Inventory if we do not get orders the material will become obsolete and be thrown away.
Transportation double or triple handling , moving in and out of storage areas and warehouses material can get
damaged if its moved too much.
Motion walking w/o working (away from workstation) ; searching for tolls, materials on information, reaching,
bending, on unnecessary motion due to prove housekeeping on workplace layout.
Processing doing more than is necessary to produce an effectively fractioning product, extra set-up an areas
specs of the mores, extra processing steps.
Defects / Quality lost of inspecting defects on scraps
- rework on re-inspection of questionable materials.
Waiting operation waiting for machines to run on cycle
- machine waiting for operation
- waiting for parts , instructions , approval , information , maintenance , decision.
Peoples Skill employees are seen as a source of labor only , and not seen as true process experts.
- people are told what to do , and asked not to think.
- employees are not involved in finding solutions , opportunities to improve our process are missed.

Merits of SGA
a. build strong teamwork among fellow employees, promotes teams feeling of satisfaction, achievements,
fullness, fulfillment and intellectual growth.
b. improves individual skills in solving practical problems in the work area.
c. management recognizes the effort exerted by the group in solving problems in the work area.

3 Problems in the Company

1. Problems in Management problems how to survive, mainly solved by the top management through
improvement of management
2. Problems in Control problems of competitiveness, mainly solved by managers through improvement of
control system
3. Problems in Workshop problems how to get out of chronic disorder, mainly solved by small group activity
(SGA) problems very small but urgent.
 PROCESS FAILURE MODE AND EFFECTS ANALYSIS (PFMEA) TRAINING
PMEA
- provides a structure, qualitative, analytical framework which taps the multi-discipline experience of the team to
brainstorm answers to such questions as:
1. How can this process, function, facility or tooling fail?
2. What effects will process, function, facility or tooling failures have on the end products (or customers)?
3. How can potential be eliminated or controlled?
- developed to incorporate broader analysis to accomplish a thorough analysis in a short time.
- effectiveness of the team depends upon the expertise of its member, and the quality of the team output depends
on the willingness of each team member to give his or her best effort.

How to conduct effective PFMEA?

1. team leader should establish objectives and scopes and choose experts for the PFMEA tem.
2. meeting
3. brainstorm
4. discussion
5. work area visit

Step 1: Tem leader organizes the team; defines the goals, methods, scope, responsibilities of each team member
and establish a tentative schedule. After reviewing engineering, drawings and planning, team develops a flow
chart showing the major functions or operations of the process to help team members to understand the process.

Step 2: For each process function, team determines all credible failure modes. Team discusses and records the
failure effects, failure causes and current control for each potential failure mode. Team rates occurrence, severity
and detection for each failure causes. The Risk Priority Number (RPN) is the product of three ratings.

Step 3: Identify corrective action to improve the process/test. Failure causes with the highest RPN should be
analyzed first
-High occurrence number indicates the causes should be eliminated or controlled.
- High detection number indicates product or process redesign may be needed.
Conduct additional brainstorming to develop effective and innovative ways to reduce failure

Step 4: Proposed changes for high/significant RPN ratings that have not been completed are listed on the PFMEA
forms as Open Work Preventive Action Report (PAR) required along with applicable name and organization.
Presenting the PFMEA results to management and releasing the final report completes the PFMEA efforts.

PFMEA Team Organization

1. Team Members uses personal knowledge, expertise and perspective; participates in meetings helping team
reach full potential. (checklist, ask questions, challenge assumptions, be prepared)
2. Team Leader responsible for planning, organizing, staffing and chaining; ensures a thorough and edible
PFMEA analysis is performed.

Checklist
- select 5 to 10 team members to represent engineering organizations and/or work operations involved.
- select appropriate tem members to function as scribe, recorder and facilitator
- prior to first meeting
 a. develop scope for PFMEA
b. review PFMEA guidelines and forms
c. develop schedule
d. resolve any questions about performing the PFMEA
e. distribute guidelines, objectives, scope and schedule to each team member
- after each team meeting, review teams progress
a. ensure any required changes in engineering, planning, etc. are included in teams recommendations
b. prepare final report and report all open action items.

3. Scribe record team members comments on white bound or flip chart as the team brainstorm; document
comments on white board/flip chart; get team concurrence with what was documented; clarify comments as
necessary.

4. Recorder record teams thought as listed on board/ chart; records points outlined on the white board or flip
chart; expand, summarize and/or edit the ideas as they are recorded; provide notes to the team leader or draft team
minutes according to the team leaders direction; help complete PFMEA work sheets.

5. Facilitator system safety/reliability engineer is generally the PFMEA facilitator. He or she supports the team
by enhancing process consistency; provides copies of PFMEA instructions and other materials to the tem leader;
assists tem leader in evaluating team leader; function as a consultant throughout the PFMEA analysis; assist team
leader and team in effectively utilizing PFMEA analysis.

STATISTICAL PROCESS CONTROL (SPC)

SPC involves inspecting a random sample of the output from process and deciding whether the process is
producing products with characteristics that fall within predetermined range. SPC answers the question of
whether a process is functioning properly or not. Using SPC we want to determine the amount of variation that is
common or normal. Then we monitor the production process to make sure production stays within this normal
range. We want to make the process in state of control.

Control Chart also called process chart or quality control chart; a graph that shows whether a sample of data
falls within the common or normal range of variation; has upper and lower limit that separate common from
assignable causes of variation. A process is out of control when a plot of data reveals that one or more samples
fall outside the control limits.

Types of Control Charts

1. Variable Control Chart used to monitor characteristics than can be measured
2. Attributes Control Chart used to monitor characteristics that have discreet values and can be counted (ex.
Color, taste, smell will be evaluated using survey)

Process Capability evaluating the ability of a production process to meet or exceed preset specifications or
tolerances

Six Sigma Quality high level of quality the company was striving to achieve (means 3.4 ppm)
Three Sigma Quality means 2600 ppm are defective