classical (japanese) quality tools

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


-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.

3 ICE Quality © Cyril Grandpierre 2013

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


20,000 years of LEARNING PROCESS

?

improvement ???

LEARNING PROCESS


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).


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


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.


LEARNING CURVE

LEARNING CURVE


Boston Consulting Group LEARNING CURVE.

integrated circuits USA

Texas Instruments

LEARNING CURVE


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


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


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.


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.


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.


-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.


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.


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.


-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.


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)


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)


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

Factories/Montage_FASA3_230.mov



Factories/Montage_IC3_3316.mov


Factories/ELS FRANCE 640.mov

Before - review of contracts


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


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


Error is human ?

Error is human !

Error is human


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


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


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


« 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 ?


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.


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


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


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


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


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


Process : Contract review Process :

Contract review Process : Contract review Process :

Contract review

ISO9001- review of contracts


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

pièces/Q722_1_Revue_contrat.doc




pièces/Q722_1_01_Revue_de_contrat.doc





pièces/DossierCommandeClient.jpg





ISO9001- Function description


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.


Function description CEO

Function description management

pièces/FicheFonctionDG.doc

pièces/FicheFonctionCadre.DOC

ISO9001- Quality manual


-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.


Or a book non updated distributed to external parties.

Quality manual

pièces/Manuel_Qualite_2000.doc

ISO9001


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


I offered you my time and experience to help you to create wealth and love around you.