IMPROVING

OUTPUT QUALITY-
8D PROBLEM
SOLVING

Hermilinda Q. Sumagpao, MBA, LPT

College of Entrepreneurship

2022-2023
TOPIC

B. 8 D Problem Solving
• 8D Methodology defined
• Benefits of 8D
• 8D Process
LEARNING OUTCOME

Identify factors that affects output quality.

Explain techniques used to ensure consistent quality.
Understand the benefits of establishing control points for
quality outputs.
WHY WE NEED TO ADOPT / REINFORCE THIS
METHODOLOGY?
• Lack of a structured approach.
• Lack of teamwork approach.
• We address effects and symptoms but often the root cause is not detected / eliminated.
• We need to stop fighter fighting.
• We need to stop solving problems using just our feelings (Trial-Error approach).
• We need a methodology that helps us to verify effectiveness of actions
 8 D’S, AN ANALYTICAL PROBLEM-SOLVING
TOOL.
When we must use it is because our prevention system failed.
• 8D Methodology is a systematic-problem solving method
• It was made popular by “Ford Motor Company” in the automotive industry
• These are 8 disciplines or 8 steps that must identifying and eliminating problem in a product,
process, or service
• Primary use is to solve PROBLEMS not to address opportunities of improvement.
• Problem: A deviation from a standard.
• Special causes and Common Causes (SPC). 8D is a very helpful tool in finding the source of
special causes of variability.
INTUITIVE APPROACH TO PROBLEM
SOLVING VS.
ANALYTICAL
8 DISCIPLINES.
1. Establish the team.
2.Describe the problem.
3. Develop interim containment action.
4.Define and verify the root cause and escape point
5. Choose and verify permanent corrective action.
6. Implement and validate permanent corrective action.
7. System prevention actions to prevent a recurrence
8. Recognize team contribution
 D1 ESTABLISH THE TEAM

Purpose of D1:
✔ Establish a small group of people with relevant knowledge
Key Activities of the Team in D1:
✔ Review priorities, scope and problem
✔Identify how big team is needed
✔Identify team member and establish team
✔Nominate a team leader, project champion and facilitator
✔Assign the roles and responsibilitites
D2 DESCRIBE THE PROBLEM

Purpose of D2:
✔Describe the internal or external issue by identifying “what is wrong with that” and
detailing the problem in qualifiable terms so it is easy to take further actions
Key Activities in D2:
✔Develop a problem statement and a flowchart of all operations step and identify
critical operations step with respect to the problem
✔Establish a high-level project plan, including milestones, project goals and objectives
✔ the description should define the boundaries.
 D3 DEVELOP INTERIM CONTAINMENT ACTION.
Purpose of D3:
✔ define, verify and implement interim containment action to isolate the effects of the problem
from any internal and/or external customer until permanent corrective actions are
implemented.
Key Activities in D3:
✔ define the interim containment action.
✔Verify the effectiveness of the interim containment actions
✔Select and implement interim containment action
✔Validate the effectiveness of the implemented interim containment action with the customer
 D3 DEVELOP INTERIM CONTAINMENT ACTION.

The Containment action must be implemented

✔ customer finished goods
✔At the customer’s line
▪ Customer Relation Management storage
▪ Supplier’s Finished Goods storage

✔At the supplier line

▪ Supplier Relationship Management storage
▪ Sub-supplier’s sequence of operations
D4 IDENTIFY AND VERIFY ROOT CAUSE AND ESCAPE POINTS

Purpose of D4:
✔ Root cause is identifiable to take permanent action to eliminate the problem
Key Activities in D4:
✔ development and verification of root cause through data collection
✔Review process flow for the location of the root cause
✔ determine the escape point is the closest point in the process where the root cause
coulr have been found
D4 IDENTIFY AND VERIFY ROOT CAUSE AND ESCAPE POINTS

Tool to define and verify root cause and escape point

⮚ Fishborne or Ishikawa diagram]
⮚ Why-Why Analysis
⮚Check Sheet
⮚Scatter Diagram
⮚Process Flow chart
 D5 CHOOSE AND VERIFY PERMANENT CORRECTIVE ACTION
Purpose of D5:
✔ select the best permanent corrective actions to eliminate the root cause in the process.
Key Activities in D5:
✔Develop and select the solution to remove the root cause and escape point
✔Verify the effectiveness of the selected solution,
Six Mistakes Proofing Principles
1. Elimination
2. Prevention
3. Replacement
4. Facilitation
5. Detection
6. Mitigation
D6 IMPLEMENT AND VALIDATE PERMANENT CORRECTIVE
ACTIONS
Purpose of D6:
✔ plan and implement selected Permanent Corrective Actions
Key Activities in D6:
✔ Implement the best solution to remove the root cause and escape point
✔Validate the effectiveness of the implemented action
✔Monitor the effectiveness of the implemented solution and assure that they do not
cause any undesirable effects.
✔Communicate the plan to all relevant interested parties
 D7: SYSTEM PREVENTION ACTION TO PREVENT RECURRENCE
Purpose of D7:
✔ The purpose of the prevent recurrence is to share the knowledge, preventing problems on
similar product, processes, locations or families.
Key Activities in D7:
✔ review similar products and processes for problem preventive (Horizontal Deployment
✔To update procedures and work instructions
✔Assure PFD, PFMEA and Control Plan have been updated
✔ check the needing standization has been identified and implemented
 D8: RECOGNIZE TEAM CONTRIBUTION
Purpose of D8:
✔Identify the lesson learned and celebrate the success of the team.
Key Activities in D8:
✔ perform a final review of the problem-solving project
✔Prepare the report for future reference
✔Document the lesson learned
✔Before and after comparison of issue
✔Recognize the team and individual contributions.
 - Identify the Team Originator (Team leader)
1st Discipline should select team members with expertise and
involvement regarding the problem found.

2nd
Discipline - Problem Description : To solve a problem, it must be
precisely defined, the object or part concerned
(Model), location of problem when the problem was
discovered (issue date), how big is the problem
(number of failures).
 - Immediate Containment Action: Team or individual should
review installed containment or produce immediate containment
actions to protect customer, assign responsible and date. As well
identify actions to take with suspected product, assign
responsible and dates.
Pla
n

3rd Discipline Do
Team or individual must verify and
validate that containment actions are
NO
effective Check

Ac
t
Containment
actions
are Effective?

YES
 Occur & Escape root cause:
Team or individual must identify the Occur root cause & Escape
root cause, with help of quality tools and register analysis done.

Pla
n

4th Discipline Do
Team or individual must verify and
validate both root causes, trough
NO
testing, data analysis, etc Check

Ac
t
Root causes
verified,
confirmed ?

YES
 Choose & verify corrective action: Team or
individual must analyse, best corrective actions
available, choose the ones that permanantly
eliminates both Occur & Escape root causes
Pla
n

5th Discipline Do
Tem or individual must verify that the choosen
corrective action eliminates the root causes by NO
testing to failure and the after conditiontion does
not create another effect Check

Ac
t
Corrective
action are
effective ?

YES
 - Implement corrective actions: Team or individual
must assign responsibles & dates to implement the
6th Discipline choosen corrective actions. 8-D originator must give
follow up so they are implemented.

- Choose & Implement Permanent preventive

actions: Team or individual must identify, find,
7th Discipline choose & implement permanent preventive actions,
assign responsibles & dates, Originator must give
follow up so they are implemented.
 B
8-D originator must get the CAR signed by the his
department manager, if we agrees on all the
actions taken.

8-D
report No
o.k ?

YES
8D Team leader (if applicable) ,
Discipline congratulates the team , give
appropriate recognition.

8-D Originator must give follow up to the

effectiveness of the corrective actions by
means of the gate chart (Monthly basis)

Originator,
Effectivene No
ss of C.A.are
O.K
PDCA Cycle

Hermilinda Q. Sumagpao, MBA, LPT

College of Entrepreneurship

2022-2023
 HOW TO IMPLEMENT THE PDCA CYCLE?

The PDCA cycle begins with a Planning phase where the problem and
objectives are clearly identified. In this phase, the team agrees on the problem to
be solved or the process to be improved. You then need to analyze the current
situation, identify solution alternatives, and select and schedule the most
promising solution.

The selected solution is then tested on a small-scale basis in the Do phase. This
phase also involves measuring the progress and collecting data and
feedback for later analysis.
 HOW TO IMPLEMENT THE PDCA CYCLE?

Check involves analyzing the collected data and feedback and comparing the
outcome against the planned objectives. It allows to evaluate how well the
solution has worked and whether further improvement is needed. This phase is
also concerned with identifying the unexpected issues and gathering and
summarizing the key learnings. Note that you may need to repeat the Do and
Check several times until you achieve the desired results.
 HOW TO IMPLEMENT THE PDCA CYCLE?

Act is where you implement the solution in full scale. It involves taking actions
based on what you learned in the Check phase. A plan should be created for the
full implementation after evaluating the costs and benefits associated. Act is also
concerned with standardizing, documenting, sustaining the improved process,
and integrating it into the organization’s system.
Improving Output Quality
Standard Work

Hermilinda Q. Sumagpao, MBA, LPT

College of Entrepreneurship
2022-2023
Topic:
∙ Benefits of Standard Work Characteristic of Standard Work
∙ Definition of Standardization Elements of Standard Work
∙ Framework of Standardization Standard WIP
∙ Ladder of Standardization Takt Time
∙ Types of Standards Standard Sequence
∙ Regulations
∙ Quality Standards
∙ Specifications
∙ Technical Standards
o Process Standards
o Manual
o Notices
o Memos
 Process Standard- are not specific to a particular discipline but are
generic skills that are applicable to any discipline.

Manual- are instruction that are specifically designed to ensure the

consistency, timing, and repetition of the processes.

Types of
Standards Notices- is when an employer tells an employee that their
employment will end after a given date and the employee is
required to continue working for the duration of the notice period.

Memo- or memorandum is a message used to communicate

information within the business.
SETTING UP GLOBAL
MANUFACTURING
STANDARD

Hermilinda Q. Sumagpao, MBA, LPT

College of Entrepreneurship
2022-2023
 1

H.A.C.C.P
(Hazard Analysis Critical Control Point)

2
 TABLE OF CONTENTS

✔Definition and purpose of HACCP

✔Key Concepts of HACCP Plan
✔Good manufacturing Practices (GMPs)
✔Standard Operating Procedures
✔HACCP Principles
✔Pre-requisite Programmes
✔Building and Equipment Design
✔Cleaning and Sanitization
✔Facilities

3
 H.A.C.C.P
Definition and
purpose

4
HACCP is a management system in

“
which food safety is addressed
through the analysis and control
of biological, chemical, and
physical hazards from raw
material production,
procurement and handling, to
manufacturing, distribution and
consumption of the finished
product. HACCP system for food
safety management is designed to
identify health hazards and to
establish strategies to prevent,
eliminate, or reduce their
occurrence
5
 H.A.C.C.P
Key Concepts
of HACCP Plan

6
Key Concepts of
HACCP Plan

7
 Key Concepts of HACCP Plan

Conduct a Hazard Identify the Critical Establish Critical Limits

Analysis Control Points

A critical limit is the

Your HACCP team first Your next step is to maximum or minimum
identifies and evaluates identify each Critical value at which a hazard
food safety hazards that Control Point (CCP). A must be controlled at
may occur at each stage CCP is a step in your each CCP. Your team
of your operation. These food process where a will set these values for
hazards include any control can be applied. key processing
biological, chemical, or As a result, any characteristics, such as
physical properties that potential hazard can be temperature, time, and
make a food unsafe for eliminated or reduced chemical level.
human consumption. to an acceptable level.

8
 Key Concepts of HACCP Plan

Establish Monitoring Procedures Establish Corrective Actions

In this step, the team decides what
To ensure that your company can actions to take for any critical
deviations from an established limit.
take quick corrective action if a limit
is unmet, the team institutes specific
monitoring activities to confirm that
hazards are under control at each
CCP.

9
 Key Concepts of HACCP Plan

Establish Record Keeping Establish Verification Procedures

Procedures

Verification is the final, critical

This principle requires formal component of your HACCP plan. The
documentation demonstrating following procedures ensure that it is
you’ve met the critical limits at each both adequate and working as
CCP. intended.

10
 H.A.C.C.P
Good
Manufacturing
Practice (GMP)
11
 Good Manufacturing Practice
(GMP)

Good manufacturing practice (GMP) is a

system for ensuring that products are
consistently produced and controlled
according to quality standards. It is designed
to minimize the risks involved in any
pharmaceutical production that cannot be
eliminated through testing
12
the final product.
 H.A.C.C.P
Standard
Operating
Procedures
13
HACCP-based Standard Operating Procedures (SOPs)
and
worksheets which contain the minimum elements
that can assist you when developing
your food safety program. Print the HACCP-based
SOPs and complete the worksheets
which have been included in this resource and you
will see a model for developing your
food safety program.
HACCP-based SOPs include the following principles:
• Corrective actions
• Monitoring procedures
• Verification procedures
• Record keeping procedures
14
 H.A.C.C.P
Principles

15
The seven principles of HACCP are:
✔Conduct a Hazard Analysis.
✔Identify Critical Control Points.
✔Establish Critical Limits.
✔Monitor Critical Control Points.
✔Establish Corrective Actions.
✔Establish Record Keeping Procedures.
✔Establish Verification Procedures.

16
 H.A.C.C.P
Pre-requisite
programme

17
 H.A.C.C.P

⊡ Pre-requisite programmes
such as GAP, GMP and GHP must
be working effectively within a
commodity system before
HACCP is applied. If these pre-
requisite programmes are not
functioning effectively then
the introduction of HACCP will
be complicated, resulting in a
cumbersome, over-documented
system. 18
 H.A.C.C.P
Examples of Common
Prerequisite
Programs

19
 H.A.C.C.P
❖ Facilities -The establishment should be
located, constructed and maintained
according to sanitary design principles.
There should be linear product flow and
traffic control to minimize cross-
contamination from raw to cooked
materials.
❖ Supplier Control - Each facility should
assure that its suppliers have in place
effective GMP and food safety programs.
These may be the subject of continuing
supplier guarantee and supplier HACCP
system verification.
❖ Specifications- There should be written
specifications for all ingredients,
products, and packaging
20 materials.
 H.A.C.C.P

❖ Personal Hygiene - All employees and other

persons who enter the manufacturing
plant should follow the requirements for
personal hygiene.
❖ Training - All employees should receive
documented training in personal hygiene,
GMP, cleaning and sanitation procedures,
personal safety, and their role in the
HACCP program.
❖ Chemical Control - Documented
procedures must be in place to assure the
segregation and proper use of non-food
chemicals in the plant. These include
cleaning chemicals, fumigants, and
pesticides or baits used in or around the
21
 H.A.C.C.
P

❖ Traceability and Recall - All raw

materials and products should be lot-
coded and a recall system in place so that
rapid and complete traces and recalls
can be done when a product retrieval is
necessary.
❖ Pest Control - Effective pest control
programs should be in place.

22
23
ISO 9001:
2015

Hermilinda Q. Sumagpao, MBA, LPT

College of Entrepreneurship

22-2023
Managing Materials:
Inventory

Hermilinda Q. Sumagpao, MBA, LPT

College of Entrepreneurship
AY-2021-2022
 LEARNING OUTCOME

• Classify the different factors that affects

inventory.

• Explain strategies and tools used for

effective inventory management.
How to Reduce Inventory?

Inventory
 Final Product
Component stock WIP

High component stock=

Low inventory rotation
Obsolescence risk
Waste resources
Need of stock

• Deal with material supplies

• Make the operation smoothly
• Give the service to the customer
Need for stock and Right level of inventory

• Quantity between the 2 supplier deliveries

• Quantity for operator pick up Just -In-Time

• Quantity to protect production from supplier problem

• Quantity to protect from demand variation

 How can we reduce the stock of components?

• Increase transport frequency

• Increase frequency from warehouse to production
line.
• Reduce transit time.
• Work customer to anticipate variation
• Reduce inbound lead-time
 Time to
communicate Time to
with supplier ship

Time to
Time to
detect a
produce
need
-End of Presentation-
MANAGING
MATERIALS:
INVENTORY
 Types of Inventories

• Finished Good
• Cycle Stocks
• Buffer Stocks
• Safety Stocks
• Work-In-Progress
 Kanban

• Rules of Kanban
• Kanban
Calculation
QUESTION AND ANSWER
IMPROVING
DELIVERY TIME
AND
CAPACITY
WEEK 11-12

Hermilinda Q. Sumagpao, MBA, LPT

College of Entrepreneurship

2022-2023
 Improving Delivery Time and Capacity

A. Cellular Manufacturing

∙ Cellular Manufacturing definition and characteristics

∙ Benefits of Cellular Manufacturing

∙ Objective of Cellular Manufacturing

Topic and ∙ Lay-out of Cellular Manufacturing

∙ Procedure in Implementing Cellular Manufacturing

sub-topic B. Single Minute Exchange of Dies (SMED)

∙ SMED defined

∙ Benefits of SMED

∙ Stages of SMED

∙ SMED Process
 C. Heijunka for Production Sequencing

• Heijunka defined

∙ Challenges in Implementing Heijunka

∙ Stages of Production Levelling

Topic and
∙ Levelling by quantity
sub-topic ∙ Levelling by product

∙ Core Concept to Guide Heijuna

Implementation
 • Understand the importance of improving
delivery time and capacity.

Learning
• Distinguished the difference and similarities
Outcome strategies can be used to Improve
manufacturing capacity.
 What is Cellular Manufacturing?

Cellular Manufacturing is a lean

manufacturing approach that helps the
companies build a variety of products
for their customers with a little waster
as possible.

Cellular manufacturing is a major building block of lean

manufacturing. Lean manufacturing is an approach for
building the variety of products customers require,
profitably. Lean manufacturing makes companies more
profitable and competitive by reducing wastes that
typically add cost and lead time to the manufacturing
process. Waste in this sense means any element of the
manufacturing process that adds cost without adding
value to the product.
What is Cellular Manufacturing?

Cellular manufacturing gets its name from the

word cell. A manufacturing cell consists of the
people and the machines or workstations
required for performing the steps in a process or
process segment, with the machines arranged in
the processing sequence
 Machine within a cell are grouped together, so that
the unfinished parts can be walked from one
machine to the next.

Employees may operate more than one machine

Cellular within the production cell.

Manufacturing Parts processed through the cell have similar

characteristic, so that the machine setups are
Characteristic minimized.

There are likely to be several production cells

within the manufacturing process.
One-Piece Flow

One-piece flow is the state that exists when

products move through a manufacturing process
one unit at a time, at a rate determined by the
needs of the customer. The opposite of one-piece
flow is large-lot production. Although many
companies produce goods in large lots or batches,
that approach to production builds delays into the
process. No items can move on to the next process
until all the items in the lot have been processed.
The larger the lot, the longer the items sit and wait
between processes.
Large-lot production can lower a company's
profitability in several ways.

• It lengthens the lead time between the

customer’s order and delivery of the products.

• It requires labor, energy, and space to store

and transport the products.

• It increases the chances of product damage or

deterioration.
In contrast, one-piece flow production solves
these problems.

• It allows the company to deliver a flow of

products to customers with less delay.

• It reduces the resources required for storage

and transport.

• It lowers the risk of damage, deterioration, or

obsolescence.

• It exposes other problems so they can be

addressed.
 In the early days of industry, a company could produce one
type of product and customers would buy it, even if it wasn’t
exactly what they would have liked. Today, however,
customers expect variety and even customization, as well as
specific quantities delivered at a specific time. If your
company isn’t flexible enough to serve their needs, they will

High-Variety go to your competitor.

Cellular manufacturing offers companies the flexibility to give

customers the variety they want does this by grouping similar

Production products into families that can be processed on the same

equipment in the same sequence. It also encourages
companies to shorten the time required for changeover
between products. This eliminates a major reason for making
products in large lots —that changeovers take too long to
change the product type frequently.
 Processes

A process is a continuous flow through which raw materials

are converted to finished products in a series of operations.
Understanding The focus is the path of the materials as they are
transformed into something to sell.

Processes and Manufacturing processes have four basic types of steps or

phases.

Operation • Transformation: assembly, disassembly, alteration of

shape or quality
• Inspection: comparison with a standard
• Transport: change of location
• Storage: a waiting period when nothing else is happening
Understanding
Processes and
Operation
 To improve production for lean manufacturing, it is not
enough to improve operations. Companies must also
improve their processes.

Improving a process involves streamlining the flow of

Understanding materials to minimize obstacles and wastes such as
• Time spent in non-value-adding steps such as waiting
or transport
Processes and
• Downtime caused by changeover and adjustments

Operation • Distance materials or WIP must travel between

transformation steps

• The need for inspection, or for reworking materials

The cellular manufacturing approach works on
improving the Key Point process as well as specific
operations.
 Cuts costly transport and
delay from the manufacturing
process

Benefits of
Cellular
Manufacturing
Saves space in the factory that can
be used for other value-adding
purposes
 Shortens the production lead
time, which serves customer
needs and gives an earlier
return on the company's
Benefits of investment in the product.

Cellular
Manufacturing
Promotes continuous
improvement by forcing
solutions to problems that
block low-inventory production
 The objective of cellular manufacturing is to move as

rapidly as possible while producing a wide range of similar

goods with as little waste as possible.

- Reduce Set-up time

Objective
- Quality and Efficient response in monitoring and control

Manufacturing procedures

- Provide minimum work part handling.

- Simplify production scheduling.

- Reduce process variation/WIP Inventory.

Cellular
Manufacturing
Linear cells (also called “I” cells) are like mini
Lay-out assembly lines. Work proceeds in order, with
each machine adding value to the part until it
is finished.
Cellular
Manufacturing
Lay-out A cage configuration consists of a rough circle or
square, usually with one operator inside the “cage.”
Cellular
Manufacturing
Lay-out
One of the most common cell designs is the U-
shaped cell. Here, all staff and process steps are
included within the inside of the “U”.
Cellular
Manufacturing
Lay-out
T-shaped cells are used for production that requires
multiple sources of raw materials.
Cellular
Manufacturing
Lay-out
S- and Z-shaped cells are often used to work around
obstructions.
PROCEDURE IN
IMPLEMENTING
CELLULAR
MANUFACTURING
SINGLE MINUTE EXCHANGE
OF DIES (SMED)

HERMILINDA Q. SUMAGPAO
COLLEGE OF ENTREPRENEURSHIP
2022-2023
B. Single Minute Exchange of Dies (SMED)
∙ SMED defined
∙ Benefits of SMED
∙ Stages of SMED
∙ SMED Process
 Heijunka for Production
Sequencing

Hermilinda Q. Sumagpao, MBA, LPT

College of Entrepreneurship
2022-2023
C. Heijunka

• Heijunka defined
• Challenges in Implementing
• Stages of Production
• Levelling
∙ Levelling by
∙ Levelling by product
∙ Core Concept to Guide
Heijuna Implementation
WHAT IS
HEIJUNKA
?
•The term Heijunka from
Japanese and literally
means LEVELING.
•Heijunka is a Lean
methods for reducing the
unevenness production
process and minimizing
the chance of
overburden.
 Levelling by quantity
When establishing a continuous flow of work, you need to
stop processing work in batches in order to produce only
what was ordered and keep your inventory costs low.
In its pure form, Lean teaches that you should start new
work only when an order arrives. However, this may not be
a pragmatic option in companies with a steady stream of
new orders and just have to adapt their workflow to meet
demand.
 LEVELLING BY
PRODUCT
Heijunka is applicable when you are managing a portfolio
of products as well. It allows you to level production based
on the average demand for each product in the portfolio
and organize your work around it.
The principle stays the same, you create enough of each
good to meet the average customer demand for the
product portfolio.
Manufacturing Plan

Hermilinda Q. Sumagpao, MBA, LPT

College of Entrepreneurship
AY-2021-2022
 Introduction

• Profile of the company

• Goal of the product
• Brief market research
Company Description

• Name of the owner

• Company details (Address, telephone number and
email address)
• Date of the company formed
• Purpose of the product to the customer
C. Patent
Status
• state the name of the company, creator and product.
• State the registration of the enterprise (just in case)
• Patent-It refers to the exclusive rights to a product or
process, as well as its advancements, provided the
product or method delivers something new and helpful.
For example, new and valuable machines, goods, and
procedures . Protection of patent 20 years.
• All patent documentation, license agreements, and contracts
are available to the potential investor or his agent upon
request.
D. Corporation Management

• Name of the company

• Ownership: name and position in the
company
❑President (profile)
❑Vice president (profile)
❑Other members
• Capital
• other possible stakeholders
E. Product Description
• The enterprise plans to manufacture (name of the
product).
• Purpose of the product to the customer.
• Trajectory product produce for one month and
projected sales
• involved consumer studies in which potential
customers were asked to rate a variety of existing
products against our new product.
• Price of the product
• Market Research Chart
 F. Marketing
Plan
• The channels of distribution
❖direct sales and
❖manufacturer’s representatives (sales reps), distributor’s
dealers (wholesalers),
❖and international trading companies to reach the rest of
the market.
฀ anticipate establishing factory sales force about
international sales, except for “opportunity sales,”
฀ anticipates expanding the principal sales areas
toward the end of the first year of operation.
G. Company Facilities
• Location of the enterprise (how many square
meters?)
• Rental or owned (if its rental; length of years
stated in contract)
• State the manufacturing equipment
• Financial support
H. Product Development Status

• Design and operation of the enterprise (ERP)

• Lean Productivity
• Strategy in organization
I. Production Status
• How things are going on the shop floor and marketing
effort develop.
• Material
• Inventories
• Credit terms
K. Financial Statement and Projections

• Financial statement
• Profit projections
• Investors
-End of Presentation-
Improving Output
Quality
Poka Yoke

Hermilinda Q. Sumagpao, MBA, LPT

College of Entrepreneurship
2022-2023

Lesson
week 13-14
Learning Outcome
Identify factors that affects output quality.
Explain techniques used to ensure consistent quality.
Understand the benefits of establishing control points for
quality outputs.
Topic: Improving Output Quality
A. Poka-yoke Error Proofing
❑ Poka-yoke defined
❑ Benefits of Poka-yoke
❑ Sources of defects (4M’s)
❑ Levels of Quality Assurance Systems
❑ Poka-yoke Elements
❑ Categories
❑ Poka-yoke warning
❑ Poka-yoke prevention
❑ Classification of Poka-yoke
❑ Mechanism
❑ Physical Poka-yoke
❑ Sequential Poka-yoke
❑ Grouping Poka-yoke
❑ Information Poka-yoke
Topic: Improving Output Quality
B. 8 D Problem Solving
❑ 8D Methodology defined.

C. Standard Work
• Benefits of Standard Work Technical Standard
• Definition of Standardization a. Process Standard
• Framework of Standardization b. Manual
• Ladder of Standardization c. Notices
• Types of Standards d. Memos
• Regulations Characteristic of Standard Work
• Quality Standards Elements of Standard Work
• Specifications Standard WIP
Takt Time
Standard Work Sequence
Overview!

• Lean Management has

adopted the principles and
techniques. Now we can
experience Lean' s benefits in
management and transfer
successful techniques from
the times of post-war Japan
to mode r n -day business
conditions. One of the most
valuable takeaways is
 What is
Poka-
Yoke?
The term Poka-Yoke was coined in Japan during the
1960s by Shigeo Shingo (Toyota IE engineer) and
implemented at Toyota as part of the Toyota Production
System (TPS)
● Poka-Yoke means ‘mistake-proofing’ or more literally –
avoiding (yokeru) inadvertent errors (poka).
● Poka-Yoke is any mechanism or method used to
eliminate errors. It is a way of ensuring quality without
actually having a quality assurance process, rather than
preventing defects to appear in the first place
Benefits of Poka-yoke
Poka-yoke provides many
benefit s to manufacturing
processes, the foremost
being an improvement in
overall quality control.
By integrating poka-yoke
inline, mistakes are either
prevented or caught shortly
after they happen. This
Sources of Defects (4M’s)
Levels of Quality Assurance Systems

Quality assurance means giving a positive declaration on a

process that gives confidence for the outcome and it gives surety
that the product will work without any problem as per as the
expectation or request
Quality assurance focused on preventing defects and it ensures
that the methods, technique, and processors are designed for the
project are implemented correctly. It is a proactive approach and
prevention control
 Quality
Assurance
• Standard and metric
Tools
development
• Checklist
• Peer reviews
• Product Reviews
• Documentation
• External and internal
End of Presentation