What are the Benefits?

Action

AKA TPM, Total Preventative MaintenanceTotal Productive Maintenance

Breakdowns1

Setup / adjustment2

Idling / minor stoppages3

Speed4

Defects and rework5

Start up losses6

Equipment Six Big Losses

Having no TPM on your equipment can lead to the Six Big Losses

What is it? A total system of maintenance covering all major equipment.

The Available Time is cut dramatically by the

Six Big Loss

These Losses Can be Eliminated Easily And

Painlessly

Total Running time of your machine is affected by :

• TPM is a tried and tested way to eliminate the Six Big Losses. This saves money and makes you’re factory a better places to work.

• It gives you, the Operator, the knowledge and confidence to manage your own machines.

• TPM is a long term process to increase skills, raise efficiency and achieve minimal downtime on the machine.

If your Machine has no TPM then raise the issue

What are the Benefits?

Action

AKAMetrics, KPIs,

Performance ManagementKPIs & Performance Boards

Data

Information

Measurement

Improvement

•How are We Performing?•How are They Performing?•How are You Performing?•How can I Perform better?

How can you improve if you don’t know where you are?

To know where you are you need data!

To get data, you need to measure!

This data tells us whether we have

improved!

• Highlights issues & allow us to react to them.

• Gives us an Indication where improvement is needed.

• Make the performance in all areas visible to all.

• Lets you see how your department is performing.

What is it? To compete as a Business we must always be improving. KPIs and Performance Boards are a structured, visual approach to reviewing and improving performance.

If you don’t know how you are Performing how do you know that you need to Improve? Ask!

What are the Benefits?

Action

AKA Failure Mode Effects AnalysisFMEA

This is the template we use to create our FMEA’s

All areas must be completed to look at the possible risk for this changed Process or Product type.

What is it? Introducing New Processes and Products can be risky! FMEAs identify potential Failures and their causes before they happen.

• Prioritises potential Failures according to their Risk

• Drives improvement actions to eliminate or reduce the problem from happening

• Provides a documented & structured way of capturing data & action

If you are introducing a New Process or Product, you will benefit from carrying out an FMEA – Ask!

What are the Benefits?

Action

AKA Standard Operating Procedures, SOPs, Standard Ops

1. Select Operation

2. Record Data

3. Develop Best Method

4. Test Methods

5. Document Best Method

6. Roll Out to Team

The Six

Steps to

Creating

a Standard

Operating

Procedure

RESPIRATORY PROTECTION

OTHER PPE:HEAD PROTECTION HAND PROTECTIONEAR PROTECTION FOOT PROTECTION

PPE REQUIRED:(Specify)

EYE PROTECTION

PRESS CYCLE START

UNCLAMP BOTH SIDES

REMOVE AND INSPECT PART

SNIP RUN ON / RUN OFF AND INSPECT PART

12

13

14

INSERT RUN ON AND SECURE WITH RIGHT CLAMP

PRE-FORM BOTH SIDES OF STRIP (lengths greater than 20"pre form one side at a time)

INSERT LEFT SIDE OF STRIP AND CLAMP

RELEASE RIGHT CLAMP

INSERT RIGHT SIDE OF STRIP AND CLAMP

REMOVE BURRS FROM RUN OFF AND WIPE CLEAN

INSERT RUN OFF AND APPLY MINIMAL PRESSURE

8

9

10

11

4

5

6

7

No. MAJOR STEP KEY POINT KEY POINT REASON: Safety Quality Ease

AREA

RMS

STANDARD OPERATING PROCEDUREDocument Number

SOP 10G Fletcher D Roberts

ORIGINATOR CHECKEDPROCESS

Plasma Butt-Welding

ISSUE No.

1

ISSUE DATE

24.06.2005

1

2

3

MACHINE

W4

Ensure pre-form is a smooth radius, not a sharp corner.Internal parts: burrs on insideExternal parts: burrs on outsideEnsure end of strip is aligned with centre of slot in backingbar (see fig.2).

PHOTO / SKETCH

Ensure leading edge of run on is burr side up and pushedfirmly against the stop (see fig.1).

Ensure the strip is pushed firmly against the run on.No more than 1 turn is necessary.

Ensure the strip is pushed firmly against the run on.Ensure ends of strip are pushed firmly together.

Lead edge only need be deburred.

Ensure leading edge of run off is burr side up and pushedfirmly against the strip (see fig.3).

No more than 1 turn is necessary.

Inspect both sides of weld under magnification.

Visually inspect to ensure part is not damaged with snips.

Incorrect alignment will cause a weld spoil.

Sharp corners will not roll out.

Incorrect alignment will cause a weakened weld.

Any gap will cause a spoil.

Any gap will cause a spoil. Any gap will cause a spoil.

Unnecessary processing: 7 Wastes.

Any gap will cause a spoil. Excessive pressure could cause cuts to the hands.

Unnecessary processing: 7 Wastes.

To ensure weld satisfies the required standard.

Will cause a spoil.

Fig. 1 Ensure run on is burr side up and firmly against the stop.

Fig. 2 Ensure end of strip is aligned with centre of slot in backing bar.

Fig. 3 Ensure run off is burr side up and firmly against the strip.

All key processes should have a standard operation procedure. If not ask!

What is it? Identifying the best way to do something leads to efficiency and business Improvement. Everyone following that same method gives us Control and Safe Working. Standard Ops define this Method of Working.

•Gives you a consistent way of operating

•Ensures you follow defined manufacturing processes

A stepped approach to standardising the way we all work

What are the Benefits?

Action

AKA 80/20, Pareto

This is the area the team would focus it’s efforts first!

We should Act on Fact, not Opinion.Reviewing Evidence allows us to Choose

What to Focus on!

What is it? We want to Improve, but there’s so much to do, and limited time available. A pareto chart can show where the biggest issues are.

• Easy to see where the biggest problems are

• Will allow you to focus on the real problems

• Easy to use & understand

• Is used by all organisations

With Pareto you should always target the largest portions of the chart first

What are the Benefits?

Action

AKANicholsons 6M, Cause & Effect, Ishikawa &

Fishbone diagramFishbone

Brainstorm the Teams Ideas

Organise the Teams Ideas

timeflatteningExcessive

Mother Nature

Measurements

Methods

Material

Machines

Man

getting enough 0.020" shims

person may be ill

where is the vernier

where is the micrometer

excessive set up

no stand to hold parts

press needs to be reset

having to clean oil leaks

die's not level

press out of order

press being used for other jobs (2)

shims moving in press (2)

speed of the press (2)

flatteningheat treated parts not

out of shapematerial may be warped and

shape of seal

pressheight of ram too high in the

around to get correct heightshims need to be moved

(not enough shims)both presses flattening together

time it takes to measure shims

size of parts

searching for correct shims

over measuring of heights

not the right amount of shims

waiting for hydraulic press

where is the box of shims

climate in factory (too hot)

NST Business Project

timeflatteningExcessive

Mother Nature

Measurements

Methods

Material

Machines

Man

getting enough 0.020" shims

person may be ill

where is the vernier

where is the micrometer

excessive set up

no stand to hold parts

press needs to be reset

having to clean oil leaks

die's not level

press out of order

press being used for other jobs (2)

shims moving in press (2)

speed of the press (2)

flatteningheat treated parts not

out of shapematerial may be warped and

shape of seal

pressheight of ram too high in the

around to get correct heightshims need to be moved

(not enough shims)both presses flattening together

time it takes to measure shims

size of parts

searching for correct shims

over measuring of heights

not the right amount of shims

waiting for hydraulic press

where is the box of shims

climate in factory (too hot)

NST Business Project

What is it? A fishbone diagram is used to organise ideas about the potential causes of a problem.

• Fishbone diagrams help separate a large problem into manageable pieces.

• A team method is used to solve the problem.

• It can also help you visualize relationships between a problem and possible underlying causes.

When carrying out a brainstorming session with your team always use the fishbone diagram!

What are the Benefits?

Action

AKA Plan, Do, Check, ActPDCA

1. Select Project

11. Monitor Solution

10. Implement Solution

8. Test Solutions

12. Continuous

Improvement

3. Set Goals

2. Explain Reason

6. Analyse the facts

5. Gather the data

4. Prepare Action Plan

7. Develop Solutions

9. Ensure Goals are satisfied

PLAN

ContinuousImproveme

nt Cycle

DOCHECK

ACT

The P.D.C.A Cycle

What is it? Plan Do Check Act (PDCA) is a set of steps that provides an approach to problem solving and continuous improvement.

• A structured way of carrying out a project

• Uses a standard stepped method for completing the project

• Simple and easy to follow

• Goals for the project are always set out at the start

For Projects always use the PDCA cycle!

What is it? Removing or minimising any function or operation that can allow any of the below to happen.

What are the Benefits?

•Will increase time spent producing parts that our customers pay for and want in the best method possible

Illustrate!

There is a 8th Waste not utilising you!

Action If you see any of these in your area think of how you can reduce or eliminate it.

AKA 7 W or 8W7 Wastes

Motion

Inventory11

66

77

55 44

33

22

WASTE

Over-production

Waiting

Not Right First Time – Scrap, Rework & Defects

Over-processing

Transportation

IN OUT

What is it? A easy to follow step by step approach to creating and sustaining a productive workplace

What are the Benefits?• Gives you the opportunity to design your work area • Removes items within your area you don’t need• Makes it easy to locate the tools you need to do your job• Makes it easy to identify when equipment is missing• Makes it easy to identify when equipment is broken• Makes all of the above sustainable

Action If your work areas is out of control you need to “5C”

AKA 5 S5 C

Clearout and Classify

Configure

Clean and Check

Conformity

Custom & Practice

The steps

to carryout

and complete

a 5C

activity

Major clean down and classify tools based on production usage

A specific place for specific items“A place for everything & everything in its place”

Identify cleaning zones, establish cleaning routinesinvolving the whole team (inc Maintenance)

Consolidate the previous 3C’s, standardisation,and use of Visual Management to Control

Adherence to the system rules!! and build

in further improvements

Before After

What is it? The practice of asking “WHY”, five times, why the failure has occurred in order to get to the root cause or

causes of the problem. What are the Benefits?

• It helps to quickly determine the root cause of a problem

• It is easy to learn and apply

Action If you have a problem ask “why” five times to find the real route cause of the problem.

AKA Route cause analysis5 Why

Q : WHYWHY has machine stopped ?A : Overload tripped out !

11

Q : WHYWHY overload trip ?A : Insufficient oil on shaft !

22

Q : WHYWHY Insufficient oil ?A : Oil pump in efficient !

33

Q : WHYWHY is pump not efficient ?A : Pump drive shaft worn !

44

Q : WHYWHY is this shaft worn ?A : Oil filter blocked with swarf !

55

Root-causeRoot-cause

What is it? A formal process tool for solving major

problems from our customers & within the business What are the Benefits?

• A structured way of thinking about problems and prevention

• Uses a standard problem solving reporting format

• Fact-based and data-driven

• A team method is used to solve the problem  

Action If you have a major process problem ask the

QA manager to raise an “8D Report”

AKA 8 Decisions8 D

Problem Description D0 Cause Analysis Direct Cause D4

5 Why Investigation

D1 Why?

Why?

Problem Clarification D2

Why?

Why?

Why?

Problem Standard

Containment D3 Countermeasure D5/6What What

Locate Point Of Effect / Cause Follow Up Check & Recognise D7 D8

Measures Affected / % / £ Improvement

Root Cause

Measurement

Work Group Practical Problem Solving / 8D

StatusWhenWho

Imp

rove

Co

ntr

ol

Process 1 Process 2

Co

ntr

ol

Process 3 Process 4

Def

ine

StatusWhenWho

Mea

sure

Employees Retrained/ Awareness

Y N

Tooling Database Updated

Y N

Works order amended to reflect new tool

Y N

Tooling Database Report. Attached

Y N

Works order attached

Y N

Mother Nature

Result

MaterialMan Machine

Method

Qty Returned

Item How Checked

An

alys

e

Team

Date: Ref No:

See reverse of sheet for printed version of causes & results.

Problem Description D0 Cause Analysis Direct Cause D4

5 Why Investigation

D1 Why?

Why?

Problem Clarification 5 off D2

Why?

Why?

Why?

Problem Standard

Containment D3 Countermeasure D5/6What What

Locate Point Of Effect / Cause Follow Up Check & Recognise D7 D8

Measures Affected / % / £ Improvement

Jigs checked on CMM and measure to specif ied sizes

Machine 3: Inadequate chuck for holding parts

Measurement 2: Incorrect sizes specified on jigsMeasurement 3: Jigs not to actual size required

Subsequent batches since the jig amendments have had no further problems with the Diameters from either the customer or internally

Due to the rolling process which always brings the sizes of the diameters down from their original size. The welding process

needed to weld the parts to allow for this movement. The actual welding inspection jigs were specified with the same tolerance as

Root Cause

Rolling of material will always make the diameters smaller. (Manufacturing process)

J ed Costello

Colin Gibson

Danny Roberts

New jigs manufactured to accommodate the rolling diameter change.

01/06/2007

Documentation on WIS/CP20 developed w ithin procedures.

All corruplus jigs checked for similar error (changed w here required)

Measurement

Incorrect sizes w ere specif ied on the inspection jigs

sizes w ere given the same tolerance as the rolling process

Work Group Practical Problem Solving / 8D

StatusWhenWho

Imp

rove

Good

I Forster

Stocks checked and verif ied

Co

ntr

ol

Press Circ Weld Roll

Process 1 Process 2

H/T

Co

ntr

ol

Quarantine any further shipments until checked

Process 3 Process 4

Def

ine

StatusWhenWho

Mea

sure

I Hindmarsh 27/10/2008

27/10/2008

Employees Retrained/ Awareness

Y N

WIS/CP20 Generated

Y N

Works order amended to reflect new inspection

Y N

Works order attached

Y N

Inspection Sheet changed

Y N

C irc welding caused

parts to be oversize

on the O/D

Mother Nature

Result

No Good

tolerances w ere not considered, to allow for the rolling process movement

Rolling process w ill bring the sizes dow n

Good

10/11/2008

Material

Danny Roberts (Production Supervisor) Mark Mullen (Lean Facilitator) David Beck (Production Operator) Gary Fletcher (Production Team Leader)

01/06/2007

Man Machine

Method

Qty Returned

These amendments were made during 2007 as part of SFQC (Shop Floor Quality Control) project, when all jigs were checked before they were given a new location in the new tooling storage area. This was also when we first amended the welding inspection jigs.

Item How CheckedReviewed with engineering and parts are located adequately and tightened with a torque wrench

Tolerances checked and found to be incorrect

An

alys

e

The outside diameter of these seals measures 15,15mm – 15, 25mm. The drawing dimension is 15,6mm (Tolerance is +0,0mm to minus 0,25mm).This non-conformance is causing these seals to fall out of the mating part.

Team

On part number AS42703 of batch number 51334 sent in 2004 of an overall batch qty of 1700 parts. 5 part have been rejected due to the outside diameter of these parts being undersize. Parts have not been returned for the QA department to carryout a full di

Internal 8D launched

8D team set-up

I Hindmarsh

C Gibson

D Roberts

WIP checked and verif ied

10/11/2008Colin Gibson 10/11/2008

Danny Roberts

Colin Gibson 11/11/2008

Operators taken through the f indings

100% inspection after plating at pressure test stage

Inspection records changed to reflect new requirement

28/10/2008

28/10/2008

29/10/2008

Date: 28/10/08Ref No: 43

See reverse of sheet for printed version of causes & results.

O/D Undersize O/D Correct

Before AfterThe NST 8D format

D1 D2 D3 D4 D5 D6 D7 D8

Form

a T

eam

Def

ine

the

Prob

lem

Con

tain

the

Prob

lem

Verif

y th

e C

ause

Verif

y C

orre

ctiv

e Ac

tion

Impl

emen

t Cor

rect

ive

Actio

n P

reve

nt a

Reo

ccur

ance

Con

grat

ulat

e th

e Te

am

What is it? SPC is a tools which uses data that can tell you if you are in control of the process you are

doing. What are the Benefits?

•It can improve product quality by controlling the process better.•It can improve productivity by reducing the waste is producing spoils.•It allows streamlining of the process by reducing any issues effecting the control of the process.

Action If you think your process is out of control use SPC to determine if it is or not?

AKA Statistical Process ControlSPC

_

Our processes needs to run inside the red lines

_

0123456789

10

_

UCL x = Xbar + 2.66 x mRbarLCL x = Xbar - 2.66 x mRbarUCL r = 3.267 x mRbar

22

24

26

28

30

32

34

36

38

40

42

44

Date Time X 38 39 36 34 38 37 40 36 34 32 29 31 28 32 31 27 28 29 32 35 29 30 30 27mR ----- 1 3 2 4 3 3 4 2 2 3 2 3 4 1 4 1 1 3 3 6 1 0 3

Process Control Chart (iX-mR) Dept. 019 Sampling Frequency 100%Characteristic Length Chart No two Specification Limit 30mm +/- 6mmXbar = 32.6 UCL= 40.2 LCL= 26.7

mR bar = 2.56 CL= 8.38

What is it? Takt Time is the pace that production needed to manufacture components to meet our customer demand What are the Benefits?

• Essentially it provides a pace for the cell to work to.

• It helps our cell operations to run more effectively (in time with each operation)

• Gives immediate feedback on performance & issues affecting the performance.

• Takt Boards allow you to see what you need to produce every hour.

Action If you have excessive time in the cell then you are not working to Takt so raise it as a issue.

AKA Manufacturing drumbeatTakt Time

•Targets are set to what every cells can achieve efficiently &needs to achieve every

hour to meet the customers demands