strategic quality tools _ techniques
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Suzlon Energy Ltd.
STRATEGICSTRATEGIC QUALITYQUALITY
TOOLSTOOLS
&&TECHNIQUESTECHNIQUES
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Suzlon Energy Ltd.
Strategic QualityTools & Techniques
2
SUZLON QUALITY ACADEMY
E-COURSE DETAILS
COURSE : STRATEGIC QUALITY TOOLS & TECHNIQUES
VERTICAL : COMMON
TITLE : STRATEGIC QUALITY TOOLS & TECHNIQUES
SUB CODE : A1MODULE TYPE : A/V : PPT : PDF
AUTHOR : GLD
NO. OF SLIDES : 119
LANGAUGE : ENGLISH
REV. NO. : SQA/F/C/A1/001
REV DATE : 01-SEP-11
CONTENT DEV : MR. AMIT DHOLE
Content is for reference purpose only. Specification / content may very due to continuous improvement (For internal circulations only)
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Suzlon Energy Ltd.Objectives
To describe and discuss the roles of various tools and techniques used for
quality planning and continuous improvements.
To acquaint employees with the tools and techniques that are essential
means for designing, manufacturing and delivery of product and services
for customer satisfaction and thereby achieve performance excellence.
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Suzlon Energy Ltd.Topics Covered
Quality planning
1) Quality Function deployment (QFD)
2) Process Failure Mode Effects Analysis (PFMEA)
3) Reliability MTBF, MTTF, Failure rate, MTTR, Bathtub curve, Reliability
tests
Continuous Improvement
1) Deming P-D-C-A Cycle
2) Mistake Proofing
3) Kaizen
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Suzlon Energy Ltd.
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Suzlon Energy Ltd.Quality Function Deployment
Quality Function Deployment (QFD) is a methodology for building the
"Voice of the Customer" into product and service design. It is a systematic
method for transferring customer wants/needs/expectations into product
and process characteristics.
Developed in 1966 by Shigeru Mizuno and Yoji Akao in Japan.
Also Known as House of Quality.
Tool for Concurrent design of products.
Customer attributes (Voice of Customer).
Engineering characteristics (Voice of Engineer).
Competitors Comparison.
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Suzlon Energy Ltd.QFD structure based on House of Quality
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Suzlon Energy Ltd.Quality Function Deployment Definitions
Capability: The ability to achieve an effect to a standard under specified
conditions through multiple combinations of means and ways to perform a set
of tasks.
Effect: An outcome (condition, behaviour or degree of freedom) resulting from
tasks and actions.
Attribute: A testable or measurable characteristic that describes an aspect of
a system or capability.
Task: An action or activity based upon doctrine, standard procedures, mission
analysis or concepts that may be assigned to an individual or organization.
Condition: A variable of the environment that affects performance of a task.
Standard: The minimum proficiency required in the performance of a task. For
mission-essential tasks of joint forces, each task standard is defined by the
joint force commander and consists of a measure & criterion.
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Suzlon Energy Ltd.QFD is a part of Six Sigma Process
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We need to see how our proposed
design solutions address customer
expectations.
The objectives The beginning of design
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Suzlon Energy Ltd.QFD Design Steps
Identify the customer(s), users, stakeholders etc.
List customer/client requirements (needs & wants).
Prioritize customer requirements use pair wise comparisons.
Benchmark the Competition.
Translate customer requirements/needs into measurable engineering
requirements (called design specifications).
Set engineering targets like time=12 hours or cost less than $250M.
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Suzlon Energy Ltd.QFD Structure
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Suzlon Energy Ltd.QFD Phases
Phase 1- Product Planning:
Led by the marketing department, Phase 1, or product planning, is also
called The House of Quality. Many organizations only get through this
phase of a QFD process. Phase 1 documents customer requirements,
warranty data, competitive opportunities, product measurements,
competing product measures, and the technical ability of the organizationto meet each customer requirement. Getting good data from the
customer in Phase 1 is critical to the success of the entire QFD process.
Phase 2- Product Design:
Led by the engineering department. Product design requires creativity and
innovative team ideas. Product concepts are created during this phase andpart specifications are documented. Parts that are determined to be most
important to meeting customer needs are then deployed into process
planning, or Phase 3.
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Suzlon Energy Ltd.QFD Phases
Phase 3- Process Planning:
Process planning comes next and is led by manufacturing engineering.
During process planning, manufacturing processes are flowcharted and
process parameters (or target values) are documented.
Phase 4- Production Planning:
And finally, in the production planning, performance indicators are
created to monitor the production process, maintenance schedules, and
skills training for operators. Also, in this phase decisions are made as to
which process poses the most risk and controls are put in place to prevent
failures. The quality assurance department in concert with manufacturingleads Phase 4.
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Suzlon Energy Ltd.QFD Example: Aeroplane
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Tech response, engineering characteristics:
Short take-off capability, easy ingress or egress, cabin comfort
Client wishes
1. Operate out of small
airports
2. Contain fewer than 19
passengers
3. Operate in commuter
markets4. Loading and unloading of
passengers in small
airports
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Suzlon Energy Ltd.Requirements Overview
Objectives and design functions are important to know, but
Objectives are statements of what the design must achieve or do, not how
well it must do it.
We need performance specifications to set limits.
Performance specifications provide boundaries to the solution space
Specifications define product performance, not the product itself.
Specifications can limit our design space or direct team efforts
1) If specs are too broad then there is not guidance about where to go.
2) If specs are too narrow or small we may eliminate good design solutions.
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Suzlon Energy Ltd.Start the Process
Look at your objectives tree at the top level systems objectives.
List the high level objectives and:
1) Rank order the objectives using pair-wise comparison or another
method of your choice.
2) Rankings will be used for House of Quality weighting factors.
Think about the engineering problem and HOW we will satisfy our
objectives by creating a design.
1) The HOWs are technical objectives or Engineering characteristics
called ECs.2) ECs should affect the customers perceptions of your product.
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Suzlon Energy Ltd.Customer needs translation into technical
requirements
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Systems LevelTechnical
(engineering/system
level) requirements
(EC columns)
Relationships
between NUD
customer needs and
Systems Level Tech
requirements(A matrix)
Either
1) Ranked New,
Unique &
Difficult (NUD)
Customer Needs
or2) customer
attributes
(Rows)
EC/Tech requirements are
product specific
How do we translate a
need into a measurabletechnical requirement?
Example time-responsive
means provide within 24
hours
At the systems level HOW
doesnt mean use ahydrazine rocket
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Suzlon Energy Ltd.Requirement Comments
HOW is not expressed in terms of a design concept provide a sun-
shield is not a good choice for an EC
Functional analysis is important: ECs must convey the right functional
and feature performance information package within (or be deployed
from) restricted launcher volume leads to prescription of volumetric
size goals.
Dont have a requirement that excludes unnecessarily a design concept
in the future
1) Systems level requirements should not state solutions
2) A correct requirement should be able to be fulfilled by severaldifferent design features or components.
Tech requirements take time not just a few minutes of effort
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Suzlon Energy Ltd.Requirements Example
Poor Requirement:
Car acoustic damping materials must be able to maintain internal acoustic
noise level at or below 75db.
This is too prescriptive it is not a system level requirement, it is
actually a component requirement.Better Requirement:
Maintain internal car acoustic noise level below 75dB under any set of
driving environment conditions.
This is descriptive and suggests a measurement and a measurable
objective independent of the design concept it allows more than
acoustic damping materials as a solution.
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Suzlon Energy Ltd.VOC/NUD Relation Establishment
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EC/Technical (engineering/system level)
requirements (EC columns)
Relationships between NUD customer needs
and Systems Level Tech requirements
(A matrix)
Ranked New,
Unique &
Difficult
(NUD)
Customer
Needs
(Rows)
X X
X X
X X X
X
X X
X
X X
Which technical requirements affect the VOC/NUDs?
Put an X in the cell
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Suzlon Energy Ltd.Quantifying the Relation
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Technical (engineering/system level)
requirements (EC columns)
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3
31
1
139
11
31Ranked
New,
Unique &Difficult
(NUD)
Customer
Needs
(Rows)
How strong is
the relationship
between each
requirement and
each VOC/NUD?
Put a 0, 1, 3, 9 in
the cell
9=strong relationship between VOC need and requirement highly dependent
if you satisfy or include this requirement youll make the customer very happy
3=moderate relationship between customer need and design requirement
1=weak relationship between need and requirement
0=no relationship at all
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Suzlon Energy Ltd.How important is each technical requirement
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Technical (engineering/system level)
requirements (EC columns)
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3
31
1
139
11
31Ranked
New,
Unique &
Difficult
(NUD)
Customer
Needs
(Rows)
2 13 12 3 5 4
We can simply sum or do a weighted sum more later
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Suzlon Energy Ltd.Requirements likely to drive system design
All tech requirements must be fulfilled but a few will stand out.
Requirements that are difficult to fulfill and are critical to customer
satisfaction must be given high priority and team attention.
Some requirements are contradictory
Low cost vs. responsive.
This require a trade.
Find where conflicts exist.
Find where synergies exist.
Make sure that you havent accidentally created a conflict.
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Suzlon Energy Ltd.Identifying conflicts & Support
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Ranked
New,
Unique &
Difficult
(NUD)VOC
Systems Level Technical EC requirements
Relationships between NUD customer
needs and Systems Level Tech
requirements
Technical
correlation matrix
(the roof)
The technical correlation matrix (roof) is a set of matrix elements arranged
in a triangular fashion
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Suzlon Energy Ltd.Relation between technical elements
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+
_
0
Tech 1 Tech 2 Tech 3
The roof identifies synergies and conflicts and also, how strong is the relation
Use + or 1,3,9 system
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Suzlon Energy Ltd.Do you have Competitors
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Ranked
New,
Unique &
Difficult
(NUD)
VOC
Systems Level Technical EC
requirements
Relationships between NUDcustomer needs and Systems
Level Tech requirements
Technical
correlation
matrix (roof)
Planning
with
customer
ranking
Quantify and document the capability of competitors to currently fulfill each
system level VOC/NUD requirement.
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Suzlon Energy Ltd.Planned & Customer Ranking Benchmarking
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Find similar designs or designs that
compete with yours
Look at VOC features
Place yourself in the position of
the customer
Rank how these current designs
fulfill requirements
1=highest ful fi llment
5=lowest fulf illment
Planning matrix
ranking
Design1
Design2
Design3
Design1
5
1
3
3
2
1
1
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Suzlon Energy Ltd.
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Suzlon Energy Ltd.Failure Mode Effects Analysis (FMEA)
What is FMEA?
Every product or process has modes of failure. The effects represents the impact of failures. An
FMEA is a tool to:
Identify the relative risks designed into a product or process.
Initiate action to reduce those risks with the highest potential impact.
Track the results of the action plan in terms of risk reduction.
What is FMECA?
FMECA is the result of two steps:
Failure Mode Effects Analysis (FMEA)
Criticality Analysis (CA)
FMECA is just FMEA with Criticality Analysis. There are many different flavours of FMEA. There
are conceptual or Functional FMEAs, Design FMEAs and Process FMEAs. Sometimes during a
design FMEA the analysis will look at a combination of functions and hardware. Sometimes it
will include just hardware, and sometimes the analyst will take a detailed look at the system
down to a piece-part level, especially when critical functions or hardware are involved.
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Suzlon Energy Ltd.FMEA Background & History
ThisThis typetype of thinking has been around forof thinking has been around for
hundreds of years. It was first formalized in thehundreds of years. It was first formalized in the
aerospace industry during the Apollo programaerospace industry during the Apollo program
in the 1960s.in the 1960s.
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Initial automotive adoption in the 1970s.Initial automotive adoption in the 1970s.
Potential serious & frequent safety issues.Potential serious & frequent safety issues.
Required by QSRequired by QS--9000 & Advanced Product Quality Planning Process9000 & Advanced Product Quality Planning Process
in 1994.in 1994.
For all automotive suppliers.For all automotive suppliers.
Now adopted by many other industries.Now adopted by many other industries.
Potential serious & frequent safety issues or loyaltyPotential serious & frequent safety issues or loyalty
issues.issues.
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Suzlon Energy Ltd.FMEA Background & History
An offshoot of Military Procedure MIL-P-1629, titled Procedures for
Performing a Failure Mode, Effects and Criticality Analysis, dated
November 9, 1949.
Used as a reliability evaluation technique to determine the effect of
system and equipment failures. Failures were classified according totheir impact on mission success and personnel/equipment safety.
Formally developed and applied by NASA in the 1960s to improve
and verify reliability of space program hardware.
The procedures called out in MIL-STD-1629A are the most widely
accepted methods throughout the military and commercial industry.
SAE J1739 is a prevalent FMEA standard in the automotive industry.
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Suzlon Energy Ltd.FMEA / FMECA Overview
In general, Failure Modes, Effects and Criticality Analysis (FMEA / FMECA)
requires the identification of the following basic information:
Item(s)
Function(s)
Failure(s)
Effect(s) of Failure
Cause(s) of Failure
Current Control(s)
Recommended Action(s)
Plus other relevant details
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Suzlon Energy Ltd.Why FMEA is Important?
There are a number of reasons why this analysis technique is so valuable.
Here are just a few:
FMEA provides a basis for identifying root failure causes and developing
effective corrective actions.
The FMEA identifies reliability/safety critical components.
It facilitates investigation of design alternatives at all stages of the design.
Provides a foundation for other maintainability, safety, testability, and
logistics analysis
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Suzlon Energy Ltd.What FMEA can do for you?
Identifies Design or process relatedIdentifies Design or process related Failure ModesFailure Modes before they happen.before they happen.
Determines theDetermines the Effect & SeverityEffect & Severityof these failure modes.of these failure modes.
Identifies theIdentifies the CausesCauses and probability ofand probability ofOccurrenceOccurrence of the Failure Modes.of the Failure Modes.
Identifies theIdentifies the ControlsControls and theirand their EffectivenessEffectiveness..
Quantifies and prioritizes theQuantifies and prioritizes the RisksRisks associated with the Failure Modes.associated with the Failure Modes.
Develops & documents Action Plans that will occur to reduce risk.Develops & documents Action Plans that will occur to reduce risk.
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Suzlon Energy Ltd.FMEA Terminology
Failure Modes: (Specific loss of a function) is a concise description of how
a part, system or manufacturing process may potentially fail to perform
its functions.
Failure Mode Effect: A description of the consequence or ramification of
a system or part failure. A typical failure mode may have several effectsdepending on which customer you consider.
Failure Mode Causes: A description of the design or process deficiency
(global cause or root level cause) that results in the failure mode.
Failure Mode Controls: The mechanisms, methods, tests, procedures or
controls that we have in place to PREVENTthe cause of the failure modeor DETECTthe failure Mode or Cause should it occur.
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Suzlon Energy Ltd.Types of FMEA / FMECA
There are several different types of FMEA. Some of the more common
types of FMEA / FMECA are described below:
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Suzlon Energy Ltd.Types of FMEA / FMECA
CONCEPT FMEA (CFMEA)
The Concept FMEA is used to analyze concepts in the early stages before hardware is
defined (most often at system & subsystem).
It focuses on potential failure modes associated with the proposed functions
of a concept proposal.
This type of FMEA includes the interaction of multiple systems and interaction
between the elements of a system at the concept stages.
Design FMEA (DFMEA)
The Design FMEA is used to analyze products before they are released to production.
It focuses on potential failure modes of products caused by design deficiencies.
Design FMEAs are normally done at three levels system, subsystem & component.
This type of FMEA is used to analyze hardware, functions or a combination.
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Suzlon Energy Ltd.Types of FMEA / FMECA
Process FMEA (PFMEA)
A Process is a sequence of tasks that is organized to produce a product orA Process is a sequence of tasks that is organized to produce a product or
provide a service. A Process FMEA can involve fabrication, assembly,provide a service. A Process FMEA can involve fabrication, assembly,
transactions or services.transactions or services.
The Process FMEA is normally used to analyze manufacturing and
assembly processes at the system, subsystem or component levels.
This type of FMEA focuses on potential failure modes of the process that
are caused by manufacturing or assembly process deficiencies.
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Suzlon Energy Ltd.Risk Evaluation Methods
A typical failure modes and effects analysis incorporates some method to
evaluate the risk associated with the potential problems identified
through the analysis. The two most common methods used for Risk
Evaluation are as follows:
Risk Priority Number (RPN)
Criticality Analysis
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Suzlon Energy Ltd.Risk Priority Number (RPN)
The RPN calculation is based on Severity, Occurrence & Detection.
Severity: It is related to seriousness of effect. Severity is the numerical
rating of impact on customers.
Occurrence:Occurrence: Is an estimate number of frequencies or cumulative numberIs an estimate number of frequencies or cumulative number
of failures (based on experience) that will occur (in our design concept) forof failures (based on experience) that will occur (in our design concept) for
a given cause over the intended life of the design.a given cause over the intended life of the design.
Detection:Detection: A numerical rating of the probability that a given set of controlsA numerical rating of the probability that a given set of controls
will discoverwill discovera specific Cause of Failure Mode to prevent bad parts leavinga specific Cause of Failure Mode to prevent bad parts leaving
the facility or getting to the ultimate customer.the facility or getting to the ultimate customer.
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Suzlon Energy Ltd.Criteria for Severity
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Effect Rank Criteria
None 1 No effect
Very Slight 2 Negligible effect on Performance. Some users may notice.
Slight 3 Slight effect on performance. Non vital faults will be noticed
by many users
Minor 4 Minor effect on performance. User is slightly dissatisfied.Moderate 5 Reduced performance with gradual performance degradation.
User dissatisfied.
Severe 6 Degraded performance, but safe and usable. User dissatisfied.
High Severity 7 Very poor performance. Very dissatisfied user.
Very High Severity 8 Inoperable but safe.
Extreme Severity 9 Probable failure with hazardous effects. Compliance with
regulation is unlikely.
Maximum Severity 10 Unpredictable failure with hazardous effects almost certain.
Non-compliant with regulations.
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Suzlon Energy Ltd.Criteria for Occurrence
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Occurrence Rank Criteria
Extremely Unlikely 1 Less than 0.01 per thousand
Remote Likelihood 2 0.1 per thousand rate of occurrence
Very Low Likelihood 3 0.5 per thousand rate of occurrence
Low Likelihood 4 1 per thousand rate of occurrence
Moderately Low
Likelihood
5 2 per thousand rate of occurrence
Medium Likelihood 6 5 per thousand rate of occurrence
Moderately High
Likelihood
7 10 per thousand rate of occurrence
Very High Severity 8 20 per thousand rate of occurrence
Extreme Severity 9 50 per thousand rate of occurrence
Maximum Severity 10 100 per thousand rate of occurrence
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Suzlon Energy Ltd.
Detection Rank CriteriaExtremely Likely 1 Can be corrected prior to prototype/ Controls will almost certainly
detect
Very High Likelihood 2 Can be corrected prior to design release/Very High probability of
detection
High Likelihood 3 Likely to be corrected/High probability of detection
Moderately High
Likelihood
4 Design controls are moderately effective
Medium Likelihood 5 Design controls have an even chance of working
Moderately Low
Likelihood
6 Design controls may miss the problem
Low Likelihood 7 Design controls are likely to miss the problemVery Low Likelihood 8 Design controls have a poor chance of detection
Remote Likelihood 9 Unproven, unreliable design/poor chance for detection
Extremely Unlikely 10 No design technique available/Controls will not detect
Criteria for Detection
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Suzlon Energy Ltd.Calculation of Risk Priority Number (RPN)
To use the Risk Priority Number (RPN) method to assess risk, the analysis
team must:
Rate the severity of each effect of failure.
Rate the likelihood ofoccurrence for each cause of failure. Rate the likelihood of prior detection for each cause of failure (i.e. the
likelihood of detecting the problem before it reaches the end user or
customer).
Calculate the RPN by obtaining the product of the three ratings:
RPN = Severity x Occurrence x Detection
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Suzlon Energy Ltd.Criticality Analysis
Criticality-MIL-STD-1629 Approach:
Criticality is a measure of the frequency of occurrence of an effect.
May be based on qualitative judgement or
May be based on failure rate data (most common)
The MIL-STD-1629A document describes two types of criticality analysis:
1. Qualitative analysis:
Used when specific part or item failure rates are not available.
2. Quantitative analysis:
Used when sufficient failure rate data is available to calculate
criticality numbers.
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Suzlon Energy Ltd.Qualitative Approach
Because failure rate data is not available, failure mode ratios and failuremode probability are not used.
The probability of occurrence of each failure is grouped into discrete levels
that establish the qualitative failure probability level for each entry based
on the judgment of the analyst.
The failure mode probability levels of occurrence are:
Level A - Frequent
Level B - Reasonably Probable
Level C - Occasional
Level D - Remote
Level E - Extremely Unlikely
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Suzlon Energy Ltd.Quantitative Approach
Failure Mode Criticality (CM) is the portion of the criticality number for anitem, due to one of its failure modes, which results in a particular
severity classification (e.g. results in an end effect with severity I, II,
etc...).
MIL-STD-1629 Severity Levels
1) Category I - Catastrophic: A failure which may cause death or weapon
system loss (i.e., aircraft, tank, missile, ship, etc...)
2) Category II - Critical: A failure which may cause severe injury, major
property damage, or major system damage which will result in mission loss.
3) Category III - Marginal: A failure which may cause minor injury, minor
property damage, or minor system damage which will result in delay or loss of
availability or mission degradation.
4) Category IV - Minor: A failure not serious enough to cause injury, property
damage or system damage, but which will result in unscheduled maintenance
or repair.
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Suzlon Energy Ltd.Quantitative Approach
The quantitative approach uses the following formula for Failure ModeCriticality:
Cm = pt
Where,
Cm = Failure Mode Criticality
= Conditional probability of occurrence of next higher failure effect
= Failure mode ratio
p = Part failure rate
T = Duration of applicable mission phase
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Suzlon Energy Ltd.Criticality Analysis Example
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A resistor R6 with a failure rate of .01 failures per million hours is located on the Missile Interface Board of
the XYZ Missile Launch System. If the resistor fails, it fails open 70 % of the time and short 30 % of the time. Ifit fails open, the system will be unable to launch a missile 30 % of the time, the missile explodes in the tube
20 % of the time, and there is no effect 50 % of the time. If it fails short, the performance of the missile is
degraded 50 % of the time and the missile inadvertently launches 50 % of the time. Mission time is 1 hour.
p = 0.01 in every case
= 0.7 for open
= 0.3 for unable to fire
= 0.2 for missile explodes
= 0.5 for no effect
= 0.3 for short
= 0.5 for missile performance degradation
= 0.5 for inadvertent launch
Cm for R6 open resulting in being unable to fire is (.3)(.7)(.01)(1)=0.0021
Cm for R6 open resulting in a missile explosion is (.2)(.7)(.01)(1)=0.0014
Cm for R6 open resulting in no effect is (.5)(.7)(.01)(1)=0.0035
Cm for R6 short resulting in performance degradation is (.5)(.3)(.01)(1)=0.0015
Cm
for R6 short resulting in inadvertent launch is (.5)(.3)(.01)(1)=0.0015
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Suzlon Energy Ltd.Procedure to conduct PFMEA
1. Select the Process:
The first thing the user has to do is to select the process to analyse. The
importance of the process in terms of the impact of potential failures is a
parameter that has to be taken into account as selection criteria.
2. Review the Process:
Gather a team (be sure to include people with various job responsibilities
and levels of experience) and give each member a copy of the process
blueprint or description. The process could be analysed and described in a
flowchart. Also, have the team use the process so all members can
become familiar with the way it works.
3. Brainstorm Potential Failure Modes:
Look at each stage of the process and identify ways it could potentially fail,
things that might go wrong.
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Suzlon Energy Ltd.Procedure to conduct PFMEA
4. List Potential effects of each Failure Mode:
List the potential effect of each failure next to the failure. If a failure has
more than one effect, write each in a separate row. To identify the effects
and the causes(G) of the effects someone can use Cause and Effects
analysis (fishbone diagram).
5. Assign Severity Rating for each effect:
Give each effect its own severity rating (from 1 to 10, with 10 being the
most severe). If the team can't agree on a rating, hold a vote. To quantify
or prioritize the effects someone can use Pareto analysis.
6. Assign an occurrence rating for each failure mode:Collect data on the failures of your product's competition. Using this
information, determine how likely it is for a failure to occur and assign an
appropriate rating (from 1 to 10, with 10 being the most likely).
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Suzlon Energy Ltd.Procedure to conduct PFMEA
7. Assign a detection rating for each failure mode & effect:
List all controls currently in place to prevent each effect of a failure from
occurring and assign a detection rating for each item (from 1 to 10, with
10 being a low likelihood of detection).
8. Calculate the Risk Priority Number (RPN) for each effect:
Multiply the severity rating by the occurrence rating by the detection
rating.
9. Prioritize the failure modes for action:
Decide which items need to be worked on right away. For example, if you
end up with RPNs ranging from 50 to 500, you might want to work first onthose with an RPN of 200 or higher.
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Suzlon Energy Ltd.Procedure to conduct PFMEA
10. Take action to eliminate or reduce the high risk failure modes:
Determine what action to take with each high risk failure and assign a
person to implement the action.
11. Calculate the resulting RPN as the failure modes are reduced or
eliminated:
Reassemble the team after completing the initial corrective actions and
calculate a new RPN for each failure. Then you may decide you've taken
enough action or you want to work on another set of failures.
12. Use and update FMEA form:
After a process has been analysed in terms of identify, quantify and takeinitial measures for the potential failures, a person has to be assigned to
monitor the effectiveness of the actions taken (see step 9) and the results
in case of a failure. Also new problems raised have to be analysed and
inserted in the FMEA form.
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Suzlon Energy Ltd.Process FMEA Example
54
Automotive Industry Action Group (AIAG) FMEA-3 Format is used.
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Suzlon Energy Ltd.Process FMEA Work Sheet
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Suzlon Energy Ltd.Failure Causes
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Suzlon Energy Ltd.Recommended Actions (Summary Report)
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Suzlon Energy Ltd.Current Controls
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Suzlon Energy Ltd.Advantages of PFMEA
Elimination of process problems in conceptual phase.
Helps to identify places of higher risks associated with processes involved.
Helps to develop technical specifications for processes and workstations.
Provides inputs in developing Process Control Plan.
Creates a platform for exchanging information (increase of
process/product awareness inside core team).
Acts as a database management tool for process initialization and changes
etc.
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Suzlon Energy Ltd.Disadvantages of PFMEA
Time Consuming process.
High Initial investment involved.
Supervision, updating and maintenance of documentation.
Not including customers: Customers have better view on potential failure
modes than internal personnel.
Has a tendency to become a full time job for an individual which is not
recommended.
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Suzlon Energy Ltd.Reliability
Reliability is The probability that an item will perform a required function,under stated conditions, for a stated period of time.
Put more simply, it is The probability that an item will work for a stated
period of time.
There are number of ways of expressing reliability, following are the most
commonly used in different types of industries:
1. Mean Time Between / To Failure (MTBF / MTTF).
2. Failure Rate.
3. Mean Time To Repair.
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Suzlon Energy Ltd.Mean Time Between/To Failure (MTBF/MTTF)
Reliability is quantified as MTBF (Mean Time Between Failures) forrepairable product and MTTF (Mean Time To Failure) for non-repairable
product.
MTBF is the mean operating time (up time) between failures of a specified
item of equipment or a system. MTBF is commonly used to express the
overall reliability of items of equipment and systems.
MTTF is stands for Mean Time To Failure. To distinguish between the two,
the concept of suspensions must first be understood. In reliability
calculations, a suspension occurs when a destructive test or observation
has been completed without observing a failure.
Computation for both MTTB/MTTF are same.
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Suzlon Energy Ltd.Calculation of MTBF
The formula for calculating the MTBF is
Where,
= Mean time between/to failure
T= Total running time/cycles/miles/etc. during an investigation
period for both failed and non-failed items.
r= The total number of failures occurring during the investigationperiod.
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MTBF = Total Operating Time / No. of Failures
= T / r
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Suzlon Energy Ltd.Failure Rate
Failure Rate is the ratio of Number of failures to Total operating time.
Where, = Failure rate (sometimes referred to as the hazard rate)
T= Total running time/cycles/miles/etc. during an investigation
period for both failed and non-failed items.
r= The total number of failures occurring during the investigation
period.
Failure rate is measured in units of time-1, such as failures per million
hours. Failure rate is often used to express the reliability of simple items
and components. It is also frequently used to express the reliability of
particular functions, for example the dangerous failure rate of a safety
system.
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Failure Rate = No. of Failures / Total operating Time
= r / T
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Suzlon Energy Ltd.Relationship between MTBF & Failure Rate
Since,
MTTF = Total Operating Time / No. of Failures
And
Failure Rate () = No. of Failures / Total operating Time
Thus, it is implied that
This is true, but only if the failure rate does not change over time. Usually
this is so for simple equipment but not so for redundant systems.
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MTBF = 1/
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Suzlon Energy Ltd.Relationship between MTBF & Failure Rate
As MTBF and are measuring the same thing, why have different terms?
MTBF (years, hours) is most often used to express the overall reliability
of equipment.
MTTF (Mean time to failure, years, hours) more correct for items thatare not repaired
(hr-1, pmh, FITs) is convenient to use for components, and it is easy to
calculate the MTBF of an item of equipment from the sum of the
component s. It is also commonly used to express the reliability of a
particular function, such as a safety function.
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Suzlon Energy Ltd.Mean Time To Repair (MTTR)
Mean Time To Repair (MTTR) is the average time to repair the item of
equipment or system or the entire system.
Where,
= Repair Rate = Number of Repairs / Time period for all Repairs
The MTTF and MTTR both measure the time that the system is running
between repairs, and the time the system is down for repairs. But, they
must be combined for the more useful measure MTBF (Mean Time BeforeFailure),
MTBF = MTTF + MTTR
The difference between MTBF and MTTR is often small, but when critical
the difference must be observed.
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Suzlon Energy Ltd.Availability
Availability can be defined as The proportion of time for which theequipment is able to perform its function.
Availability is different from reliability in that it takes repair time into
account. An item of equipment may not be very reliable, but if it can be
repaired quickly when it fails, its availability could be high.
From the above diagram, we can see what is meant by Up Time the time
when the equipment is available - and Down Time the time when the
equipment has failed and so is unavailable.
The averages of each of these are
1. Mean Up Time, which we have already seen is known as the MTBF.
2. Mean Down Time, or MDT.
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Suzlon Energy Ltd.Availability
By Definition,
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Suzlon Energy Ltd.Availability
Sometimes Mean Time To Repair (MTTR) is used in this formula instead ofMDT. But MTTR may not be the same as MDT because:
The failure may not be noticed for some time after it has occurred.
It may be decided not to repair the equipment immediately.
The equipment may not be put back in service immediately it is repaired.
Whether MDT or MTTR is used, it is important that it reflects the total
time for which the equipment is unavailable for service, otherwise the
calculated availability will be incorrect.
In the process industries, MTTR is often taken to be 8 hours, the length of
an ordinary work shift but in reality the repair time in a particularinstallation might be different.
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Suzlon Energy Ltd.Unavailability
Sometimes, Unavailability can be the useful term. It is defined as
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Suzlon Energy Ltd.Bath Tub Curve
The life of a population of units can be divided into three distinct periods.Figure 1 shows the reliability bathtub curve which models the cradle to
grave instantaneous failure rates vs. time.
If we follow the slope from the start to where it begins to flatten out this
can be considered the first period.
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Suzlon Energy Ltd.Bath Tub Curve
The first period is characterized by a decreasing failure rate. It is whatoccurs during the early life of a population of units. The weaker units die
off leaving a population that is more rigorous. This first period is also
called infant mortality period.
The next period is the flat portion of the graph. It is called the normal life.
Failures occur more in a random sequence during this time. It is difficult topredict which failure mode will manifest, but the rate of failures is
predictable. Notice the constant slope in above figure.
The third period begins at the point where the slope begins to increase
and extends to the end of the graph. This is what happens when units
become old and begin to fail at an increasing rate.
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Suzlon Energy Ltd.Bath Tub Curve
Early Life Period:
There is always the risk that, although the most up to date techniques are
used in design and manufacture, early failures will occur. In order to offset
these risks - especially in newer product - organization may consume some
of the early useful life of a module via stress screening.
Some of the design techniques include: burn-in (to stress devices underconstant operating conditions); power cycling (to stress devices under the
surges of turn-on and turn-off); temperature cycling (to mechanically and
electrically stress devices over the temperature extremes); vibration;
testing at the thermal destruct limits; highly accelerated stress and life
testing etc.
This technique allows the units to begin their operating life somewhere
closer to the flat portion of the bathtub curve instead of at the initial peak,
which represents the highest risk of failure.
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Suzlon Energy Ltd.Bath Tub Curve
Useful Life Period:
As the product matures, the weaker units die off, the failure rate becomes
nearly constant, and modules have entered what is considered the normal
life period.
This period is characterized by a relatively constant failure rate.
The length of this period is referred to as the system life of a product or
component.
It is during this period of time that the lowest failure rate occurs.
The useful life period is the most common time frame for making reliability
predictions.
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Suzlon Energy Ltd.Bath Tub Curve
Wear Out Period:
As components begin to fatigue or wear out, failures occur at increasing
rates.
Wear out may be caused by breakdown in power supplies, breakdown of
electrical components that are subject to physical wear and electrical and
thermal stress, friction in mechanical components, running machineswithout proper lubrication etc.
It is this area of the graph that the MTBFs or FIT rates calculated in the
useful life period no longer apply.
A product with a MTBF of 10 years can still exhibit wear out in two years.
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Suzlon Energy Ltd.Reliability Tests
Reliability Test is the general term for reliability determination tests andreliability compliance tests. In other words, reliability characteristics
values (failure rate, reliability, average life, MTTF, etc.), which are scales
representing the time-dependent quality of products, are estimated and
verified statistically from the test data.
These tests also play an important role in improving reliability by analyzingfailures which occur during tests and clarifying these failure mechanisms.
Reliability tests provide the greatest effects when statistics and failure
physics function reciprocally.
Reliability Tests are specific to the products, equipments, parts, items and
functions of the particular product. There may be different tests used fordifferent products depending on their application and functionality.
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Suzlon Energy Ltd.Reliability Tests
Specific purpose of Reliability Tests are
Product reliability assurance
Evaluating new designs, components, processes and materials
Investigating test methods
Discovering problems with safety
Accident countermeasures
Determining failure distributions
Collecting reliability data
Reliability control
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Suzlon Energy Ltd.Generic Reliability Tests
Raw Material Tests
Destructive Testing
Non Destructive Testing
Running tests:
No Load Testing
Part Load Testing
Full Load Testing.
Accelerated life Testing
Functional Testing
Stress Testing
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Suzlon Energy Ltd.Deming PDCA
A well-known general model for all areas of strategic and operationalmanagement.
This model became popular especially through American Dr. W. Edwards
Deming's lectures of managerial quality during several decades (from
1950's to 1990's).
However, originally the model was created by American Dr. Walter
Shewhart in the 1920's.
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Suzlon Energy Ltd.Objectives of Deming PDCA
To satisfy internal and external customers by providing outputs that
consistently meet their requirements in terms of quality and always on
time.
To provide these outputs efficiently at a cost that is within the budget.
To ensure consistency of daily/routine work creating pleasant and safework environment
To provide autonomy to people working on the process for respect and
dignity
To continuously develop people capability.
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Suzlon Energy Ltd.Deming PDCA
PDCA model describes how a consistent management consists of fourconsecutive activities:
P: Planning business activities what should be done and what results
should be achieved.
D: Doing business obligations according to the plans.
C: Checking what was done and what results achieved.
A: Acting rationally taking into account the observations and results of the
checking.
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Suzlon Energy Ltd.PDCA Model for Management
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Suzlon Energy Ltd.PDCA Model for Management
Above Figure depicts PDCA model for management (or so called Deming /
Shewhart cycle) and its application in strategic and operational business
management
In organizational environments the PDCA model is to be applied in three
different scopes:
Control: Managing daily operations in business processes in order toachieve the specified results. Normally rectifying nonconformities is
carried out in connection with control.
Prevention and operational improvements: Solving acute problems,
preventing nonconformities, and finding / implementing operational
step by step improvements in business processes.
Breakthrough improvements: Innovating and implementing
strategically significant changes in the way doing business.
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Suzlon Energy Ltd.PDCA Cycle
Plan
Clearly define the problem (P1).
Collect evidence of problem (P2).
Identification of impacts or opportunities (P3).
Measurement of problem & Validation of data (P4).
Measure(s) of effectiveness for problem solving efforts (P5).
Do
Generate possible causes of problem (D1).
Broke-Need-Fixing causes identified, worked on (D2).
Write Experimental Test or Action Plan (D3/D4).
Identification of resources required (D5).
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Suzlon Energy Ltd.PDCA Cycle
Do
Revise the PDCA Timetable, depending on plan (D6).
Management Team Review / Approval (D7).
Check
Carry out Experimental Test or Action Plan (C1/C2).
Analyze data from Experimental or Action Plan (C3).
Decisions-Back to Do Stage or Proceed (C4).
Implementation Plan to Make Change Permanent (C5).
Force Field Analysis on Implementation (C6).
Management Team Review/Approval (C7).
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Suzlon Energy Ltd.PDCA Cycle
Act
Carry out Implementation Plan (A1).
Post-Measure of Effectiveness (A2).
Analyze Results vs. Team Objectives (A3).
Team Feedback Gathered (A4).
Management Team Close-out Meeting (A5).
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Suzlon Energy Ltd.Mistake Proofing
Mistake proofing is a powerful tool for creating more stable processes byreducing defects.
Mistake proofing is critical to the lean organization for creating and
maintaining process stability.
For the manufacturer, mistake-proofing techniques can be applied to the
manufacturing process or the product design itself to preventmanufacturing errors.
They can also be used outside of manufacturing: hospitals, financial
institutions and other service organization have successfully used mistake-
proofing techniques.
While mistake proofing in some forms has been around for a very long
time, it was Toyota that formalized a system. Toyotas Shigeo Shingo
developed an approach called Zero Quality Control (ZQC).
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Suzlon Energy Ltd.Mistake Proofing
ZQC, sometimes referred to as zero defects, is based on the principlethat defects are prevented by controlling the performance of a process so
that it cannot produce defects even when a machine or person makes a
mistake.
Poke-yoke, or mistake proofing, is one key aspect of ZQC.
Poka-yoke is a Japanese term that means "mistake-proofing".
A poka-yoke is any mechanism that helps an equipment operator avoid
(yokeru) mistakes (poka). Its purpose is to eliminate product / services /
process defects by preventing, correcting, or drawing attention to human
errors as they occur.
Poke-yoke or mistake proofing systems use sensors or other devices that
make it nearly impossible for an operator to make an error.
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Suzlon Energy Ltd.Mistake Proofing
Poka-Yoke or Mistake proofing systems regulate the production processand prevent defects in one of two ways:
Control system: stops the equipment when an irregularity happens or
locks a clamp on the workpiece to keep it from moving on when it is not
completely processed. This is the better system since it is not operator
dependent. Warning system : signals the operators to stop the machine or address the
problem. This type of system is operator dependent.
Basic Methods
There are three types of poke-yoke methods: contact methods, fixed-
value or Counting methods and motion-step/motion-sequence methods.
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Suzlon Energy Ltd.Contact Method
A contact method functions by detecting whether a sensing device makescontact with a part or object within the process.
An example of a physical contact method is limit switches that are
pressed when cylinders are driven into a piston. The switches are
connected to pistons that hold the part in place. In this example, a
cylinder is missing and the part is not released to the next process.
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Suzlon Energy Ltd.Physical Contact Devices
95
Limit Switches
Toggle Switches
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Suzlon Energy Ltd.Energy Contact Devices
Photoelectric switches can be
used with objects that are
translucent or transparent
depending upon the need.
Transmission method: two units,
one to transmit light, the other
to receive.
Reflecting method: PE sensor
responds to light reflected fromobject to detect presence.
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If object breaks the transmission, the machine is signaled to shut down.
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Suzlon Energy Ltd.Contact Devices
97
An example of a
contactdevice using a
limit switch. In this
case the switch makes
contactwith a metal
barb sensing its
presence. If no
contactis made the
process will shut
down.
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Suzlon Energy Ltd.Fixed Value/Counting Method
Used when afixednumber of operations are required within a process, orwhen a product has a fixed number of parts that are attached to it.
A sensor counts the number of times a part is used or a process is
completed and releases the part only when the right count is reached.
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In the example to the right a
limit switch is used to detect
and count when the required
amount of holes are drilled.
The buzzer sounds alerting the
operator that the appropriateamount of steps have been
taken in the process.
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Suzlon Energy Ltd.Fixed Value/Counting Method
Another approach is to count the number of parts or components requiredto complete an operation in advance. If operators finds parts leftover
using this method, they will know that something has been omitted from
the process.
99
I have an extra
part. I must have
omitted a step!
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Suzlon Energy Ltd.Motion Sequence/Motion Step Method
The third poka-yoke method uses sensors to determine if a motion or astep in a process has occurred. If the step has not occurred or has
occurred out of sequence, the sensor signals a timer or other device to
stop the machine and signal the operator.
10
This method uses sensors and photo-electricdevices connected to a timer. If movement
does not occur when required, the switch
signals to stop the process or warn the
operator.
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Suzlon Energy Ltd.Motion Sequence/Motion Step Method
In order to help operators select the right parts for the right step in a
process the sequencing aspect of the motion-step method is used. Thisis especially helpful when using multiple parts that are similar in size and
shape.
10
In order to help operators select the right parts for the right step in a process
the sequencing aspect of the motion-step method is used. This is especially
helpful when using multiple parts that are similar in size and shape.
Machine Indicator Board
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Suzlon Energy Ltd.Types of Sensing Devices
Sensing devices that are traditionally used in poka-yoke systems can bedivided into three categories:
1. Physical contact devices
2. Energy sensing devices
3. Warning Sensors
Each category of sensors includes a broad range of devices that can be
used depending on the process.
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Suzlon Energy Ltd.Physical Contact Sensors
10
These devices work byphysically touching
something. This can be
a machine part or an
actual piece being
manufactured.
In most cases these
devices send an
electronic signal when
they are touched.
Depending on the
process, this signal canshut down the
operation or give an
operator a warning
signal.
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Suzlon Energy Ltd.Energy Sensors
10
Fiber optic
Photoelectric
Vibration
These devices work by
using energy to detect
whether or not an
defect has occurred.
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Suzlon Energy Ltd.Warning Sensors
10
Color Code
Lights
Lights connected to
Micro switches &
timers
Warning sensors signal
the operator that there is
a problem. These sensors
use colors, alarms, lights
to get the workersattention !
These sensors may be
used in conjunction with
a contact or energy
sensor to get the
operators attention.
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Suzlon Energy Ltd.Kaizen
What is Kaizen?
KAI Take apart and make better
ZEN Think. Make good the actions of others. Do good deeds. Helpeach other
KAIZEN Make peoples jobs easier by taking them apart, studying them,
and making improvements
Also known as: The Deliberate Application of Common Sense
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Suzlon Energy Ltd.Kaizen History
First made popular by Toyota as part of their production system (TPS or
Lean Manufacturing) in the 1970s.
Discovered and described in books in the West starting in the 1980s.
Popular in American Auto and Aerospace industries in the 1990s (Kaizen
Blitz).
Key tool in Lean Production today.Why to Use Kaizen?
To solve problems (without already knowing the solut ion)
To eliminate waste (Muda)
Transportation, Inventory, Motion, Waiting, Over-production,Over-processing, Defects
Create ownership and empowerment
Support lean thinking
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Suzlon Energy Ltd.Seven Types of Waste
10
KODAK OPERATING SYSTEM
CALL ITCALL IT
TWENTY?TWENTY?
22 TO BE ON22 TO BE ON
THE SAFE SIDE!THE SAFE SIDE!
TENTEN
PLEASE!PLEASE!
Over - Production
Taiichi Ohnos 7 Wastes
KODAK OPERATING SYSTEM
Motion
KODAK OPERATING SYSTEM
Defects / Rejects / Re-workKODAKOPERATINGSYSTEM
How do you spell that?
Over -Processing
KODAKOPERAT ING SYSTEM
Inventory
$$$$
$$$$$$
$$$$
$$
$$
$$$$
$$
KODAKOPERATINGSYSTEM
Transportation
KODAK OPERATING SYSTEM
Waiting
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Suzlon Energy Ltd.Kaizen Workshop
A short burst of intense activity & effort
(can range in hours to days)
Emphasis on action over analysis
Focused on improving the Value Stream and achieving flow
Flow for materials and information
Driven to resolving a specific problem or achieving a specific goal. (Dont
bite off more than you can chew)
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Suzlon Energy Ltd.Characteristics of Kaizen Workshop
A focus on an area or process to achieve a specific goal.
Includes a team that is empowered to make changes.
Team make-up should include: Operators, Maintenance, Outside Eyes,and a process owner. (If possible a customer).
Supported by management with Money, Time, and frequent gembaactivity.
Managed to resolution and a commitment to sustain.
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Suzlon Energy Ltd.Kaizen Preparation
Pre Kaizen steps are performed so that the Kaizen is as effective and wastefree as possible
Define the opportunity
Cost, Quality, Waste, Safety - Specific
Form & train the team
They must be dedicated resources commitment
They must be trained in specifics regarding the task at hand. (i.e.
process knowledge, lean tools)
Set goals / collect baseline data
Is the problem well understood what does success look like?
Leader & team responsibilities
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Suzlon Energy Ltd.Kaizen Team Formation
Team composition & training is critical to the success of the team. Composition should reflect the diversity of the work center.
A team generally consists of 6-10 people.
Each member will be chosen to perform a specific role everybody works.
The kaizen team generally meets first for instructions, brainstorming ofideas and development of action plans.
Kaizen teams gather their own facts by observing the issues or problems
for themselves.
Observations show many issues that cannot be detected viewing reports
and data.
Once the kaizen team has obtained improvement, most groups will give a
presentation to management.
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Suzlon Energy Ltd.Kaizen Cycle
Kaizens usually follow the Plan-Do-Check-Act (PDCA) methodology. As the PDCA model suggests, once the actions are planned, they are
carried out, checked and actions taken based on the results.
The PDCA cycle is continued until the problem is sufficiently solved.
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Suzlon Energy Ltd.Kaizen Area Profile: Summary Sheet
11
Instructions for filling out the Area Profile
Team # :
Event Description: Event Dates:
Describe scope and scale of project
Preliminary Objectives: Team:
Name RoleBe specific and state measurable objectives. Sue Team Leader
Pete Co-LeaderDo not say " significantly reduce costs by eliminating waste" Jane Outside eyes
Do say "reduce cost of operation by $500k".
Production Requirements (Takt Time):
Consultant:
Takt = Available time Calculate in secondsCustomer demand Sensei's Facilitator:
Process Information: Current Situation and Problems
A picture of the process flow - show the Current state in a Be specificpicture, not words
For example:Service desk hold times at 92 seconds10% of all callers hang up before talking to an agent3% Rework due to tolerance failure
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Suzlon Energy Ltd.Kaizen Target Sheet
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Suzlon Energy Ltd.Kaizen Report Sheet
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Suzlon Energy Ltd.Dos and Don'ts of Kaizen
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Do be open minded to all
approaches
Do try as many ideas as
possible. A minimum of
three.
Do as many observations of
reality as possible (10).
Do include one person who is
convinced it cant be done.
Do make sure management iscommitted to resolving the
issue and supporting the
team.
Dont utilize to implement your
solution
Dont just sit around and
brainstorm or justify the
current way things are done.
Dont assume you know the
problem
Dont put more than one of
these people on the team.
Dont hold a Kaizen to resolve
an issue that is not driving abusiness goal.
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Suzlon Energy Ltd.
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Suzlon Energy Ltd.
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Suzlon Energy Ltd.