11/20/2020 mseh cer. y PRODUCTION SYSTEM CEDAC = Cause and Ertect Disgran with Addition of Cards A TOOL FOR CONTINUOUS SYSTEMATIC IMPROVEMENT TO SYNCHRONIZE WITH YOUR PROFIT PLAN Three Driving Forces for Promoting Improvement Activity Q DEVELOPING A RELIABLE SYSTEM Q CREATING A FAVORABLE ENVIRONMENT Q PRACTICING TOGETHER G ACTUALIZING THE THREE DRIVING FORCES - THE CEDAC SYSTEM11/20/2020 ‘Three Driving Forces for Continual Improvement =~ Developing a Reliable System Tnagine a system that could reduce the nunber of defects WIP*or production lead time reduction Q Such a system would be ideal, if it could be used by anyone, anywhere, anytime G Management techniques such as Quality Control, Production Control Industrial Engineering etc. developed out of Such systemic nee Such management. techniques cannot be carried out by one person; they are effective only if they are carried out in a group GQ. Management Techniques That Work OQ Wanageaen s are tools A useful tool must be applicable anywhere, anytime and by anybody An outstanding tool should work effectively on a company’s worst problens Q Useful Tools A useful tool must be adaptable and easy to use Tt must be made to perfectly fit the time and place of its use Tools must be widely applicable They mst satisfactorily meet the requirenents of users oooo11/20/2020 Creating a Favorable Environment Leadership and education are two of the most vital concerns related to the development of a favorable environment for continual improvement Both are necessary to apply the CEDAC System effectively Leadership: Commitment of Resources for Improvenents Big difference betwoen plants in vhich managers/supervisors provide effective leadership and that don’ t Those with strong leadership have greater potential for improvenent To institute CEDAC System leadership of those in managerial positions becones extresely important (I Education: Density of the Improvement Force ‘The percentage of people in the company who have mastered the “reliable systea” Density of Teprovenent workforce = Nunber of people who have mastered the systen/ToLal nusber of enploy Density of Inprovenent Workforce >10% is good 10% should be capable to lead process improvement mootings Practicing Together (0 CEDAC System is a useful tool to ensure daily practice of reliable managerial engineering systens > QC, IE, Production Control 1 In case of management techniques > (Q People fail to read the instruction manuals thoroughly (D Abandon thea if things fail to go smoothly, even on the first try Skill can only be acquired when a reliable systen is used in a favourable environment and practiced constantly Lacking a suitably reliable system and shifting from system to system is like playing a game with constantly changing rules At the planning stage of a new project, we should examine our situation & foresee our chance of success by asking three questions: > bo we have a reliable systen? Is the environment favourable? CO Have the meabers of the tean concerned practiced the system enough? (OIF THE ANSWERS ARE NEGATIVE, WHAT RIGHT DO WE HAVE TO EXPECT SUCCESS?11/20/2020 Actualizing the Three Driving Fore OThe CEDAC System is an extremely effective tool for generating these three forces: Q CEDAC is a reliable system which promotes improvements Jt can function under different countries Q It has helped create the necessary type of favorable environments for improvement O Since it is a simple method, anyone can easily acquire skill with constant practice different conditions in different industries and in Cire epee a Carermere Pyrite aration ise} CRE InOn enor ernest Pearce snore eer te tec11/20/2020 Ehren cn ners are etree earerae eC eerie! eee Contatti) fe yoometareramt eer bs eee erg EyYioser eeu an Seer improvewents & consists of three pea emt epeovemnetars) hemes Window Analysis: Accurate Fact-Finding for Preventive Countermeasures WINDOW ANALYSIS WAYS TO ELIMINATE DEFECTS WINDOW ANALYSIS EXERCISE: SIX CA ‘UDIES ANALYZING THE RESULTS OF THE WINDOW DIRECTIONS ROR COUNTERMEASURES11/20/2020 Window Analysis > Introduction QThis method analyzes concrete facts about various defective outcomes which occur in daily work QAttempts to categorize them from a management perspective QUsing this technique:> O Creates habits for gathering facts correctly O Categorizing data for measurement Q Establishing effective countermeasures The Joharry’s Window -> Communication between 2 parties QCategory-I> refers to what both fou and T know Joharry’s Window was devised by Category IV> refers to You Seam UCM asm icc and Idon’ t know Bream eens aKa Q Categories II & IlI> Paes Co refer to that which is only known to one of the 2 parties Sen Cayce Sure See ete Ce re pec eet11/20/2020 Basic Structure of the Window Q Party X and Party Y are people or functional groups who interact with each other to carry out work on a day- to-day basis ero ani hea Oren ee inh etn ‘Types of Problems > Cross-functional Vs Intra~functional Q Broad & Cross-functional:> Q Party X and Party Y nay represent 2 different departments Q Party X is chosen to indicate “one’s onn side” U Confined to one functional group:> oe ee ee, gems | oie [| en ot eron | mms| com | cane Party X & Party ¥ represent 2 parties within one group O Party X is used to indicate the “higher rank” in the organization11/20/2020 The Classification of Problems ~ I QO Category A: (Q IDEAL SITUATION Right procedures to prevent defects established & h parties know & cor ctice them Q Category B: (ADHERENCE PROBLEM Right procedures to prevent defects are established & there is someone who does not practice them correctly Q Situation 1: Although correct aethod is know ‘areless mistakes resulting. in nof-adherence 0 procedures Situation 2: Althouah correct method is Inoen, sengone lacks skills & cannol utilize the khowledse G Situation $: Although correct method is Known, lack of Cine, manpower and/or money Teads’ to abbreviation ef procedure The Classification of Problems~ IT O Category C: (CQ COMMUNICATION PROBLEM Right procedures to prevent, defects established but one of the 2 parties who should have been informed, does not know the procedure. Many defective work outcomes develop in this manner OQ Category D: (2 STANDARDIZATION PROBLEM Q There is no correct procedure for eliminating defects. Since the technical problens causing defects renain unsolved, neither party knows how to eliminate those probleas In office work situations, defects caused by lack of effective rules fall in this category11/20/2020 Ways to Eliminate Defects To eliminate all defective outcomes of work, all situations on categories B,C, and D must be changed to Category A ts are eliminated when you establish ne effective standards for operational & technical procedure You educate alll concerned You practice the standards rigorously QO Systemat Improvement Occurs Progressively O Category C-> Category B> Category A lero C enc sre mame ec ears porerrenr acca U Category D> Category C> Category B C fa ere eee eee Cena et eee ea amy Roe ae ge Cee See Cee ee Cs aco Pees oa ae Nee ae SCCM ee Window Analysis > The Nine Window Frames _ Known Practiced | Unpracticed 1 4 7 IDEAL ADHERENCE — | Coug(unICATION SITUATION PROBLEM: 2 PROBLEM Lace SKILL 2 6 8 ‘ADHERENCE ‘ADiBRENCE — | COMMUNICATION PROBLEM=1 PROBLEM-3 PROBLEM ccaRELEss LACK. RESOURCE 8 6 ° CCOMMUNECATION | COMMUNICATION | STANDARDIZATION ‘PROBLEM PROBLEM PROBLEM11/20/2020 Case 1: The Coffee That No One Drank OSituation Q Three seminars were held simultaneously at a hotel Q It had been prearranged that a table with coffee and doughnuts would be available in the lobby during the two twenty-minute breaks at 10 am and 3 pm Q However, the organizer forgot to inform one of the lecturers, Speaker F, about the break schedule Q Consequently, Speaker F’s class took breaks at other than the scheduled times and did not receive the refreshments as planned Windows Analysis Case 1: The Coffee that No One Drank : Speaker F QY: Organizer Q The time for the coffee breaks had been prearranged Q However, due to carelessness , the organizer failed to inform Speaker F Q Thus the organizer falls into the “Known-unpracticed” category in the Window, Address #5 Q On_the other hand, Speaker.F, who should have been informed of the arranged gottee break tines, falls into “unknom” category which leads us to Address O However, if Speaker F had chosen to reflect upon the situation, he would not be'able’ to place blame saying “The organizer didn’t tell me” Q I£ Speaker F is, sincore and admits his fault of not inquiring about coffee breaks, he is also interpreted as “unpracticed” which means it falls into Address #5 Thus the case would fall in either Address 5 or 8 > Both sides decided that ‘ollowing up in address 5 would lead to a more effective and thorough action 1011/20/2020 Window Analysis of Case-l > The Coffee that No One Drank 7 Krown Unknown Y Practiced | Unpracticed 1 4 7 Practiced X: Speaker Y: Organizer Known 0 O Unknown Case 2: Motor Failure Q Situation oooog ooo After one week of use at the customer's site, a continuous~duty motor broke The motor failure was caused by a molted power lead wire At the design stage of the motor, an electrical engineer and a mechanical engineer worked together The electrical engineer knew that a larger size power lead wire must be used for a continuous-duty motor Assuming that the mechanical engineer was also aware of this fact, the electrical engineer did not refer it in the remark's column of the specifications When writing new specifications, a designer was supposed to fill in such information The mechanical engineer knew the relationship between the size of wire to be used and the purpose of the motor Honever, when he actually designed the motor, he failed to include information about the wire size because he did not have the skill to use this infornation on the drawing According to the plan, a regular size power lead wire was installed chy11/20/2020 Window Analysis Case-2: Motor Failure ax: Q Y: Mechanical Engineer —— | nian a ectrical Engineer The electrical engineer assumed x Paced Ute that the mechanical engineer would know that the lead wire had to be larger, failed to write in the Remarks” column til Eger O Thus he fell into the category A 5 ; ‘ear Ege “Known-unpracticed’” O The Mechanical Engineer had the correct knowledge, but, lacked the skill to communicate that 2: knowledge properly 5 7 Q Therefore, he fell into the category of “known-unpracticed” Q This accident falls into the category of Address #5 Oo Case~3:> The Delayed Delivery Situation Q During the asseably process of Product A, an assembly worker detected some defective parts mixed in a container supplied by the previous drilling process The defective parts had holes in the wrong place Due to these defects, the assemblers were three units short and could not complete the order of 200 units scheduled for the day The assemblers notified the drillers of the problem, nonetheless it took an extra day for| drilling to make substitute parts and send them to assembly It also upset the schedule of the subsequent process of reliability testing and inspection Since the delivery date of Product A was drawing oxtreaely close, the delay was critical G Asa result, the company failed to mect the requested delivery date and lost potential business opportunities with the customer Soon after the incident, the facts were investigated The drilling machine was equipped with a foolproof device to prevent holes from being drilled at the wrong place 1 On that day, however, the device was not working, so the drilling operator temporarily detached it, continued working, and produced several defective parts by mistake 1211/20/2020 Windows Analysis > Case~3/1:> The Delayed Delivery X: Assembly Process Y: Drilling Process The assembly process was conducted Gorreetly, ant therefore X18 designated as Sknown-practiced” The drilling process was, supposed to operate the machine withthe, facl-prog’ devices but the device was detached >" iunpract iced” This gives us Address 2, as indicated A frequent mistake is to mark it as Address § thet assembly process did not. know the. previous process was operating without the Fool proof device However, Category C (Unknown) indicates situations where some individuals do not Knowwhat: they are supposed to know Responsibility to take countermeasure lies wiebdrilling process Windows Analysis > Case~3/2:> The X: Supervisor> Drilling Process ¥: Worker> Drilling Process Delayed Delivery In this case, Party Y who detached the fool-proof device despite the rule that he must operate the machine with the device on, falls into the category “known~unpract iced’ For the supervisor, party X there are 2 interpretations: 1. Tt is the responsibility of the supervisor to check the work of his workers, rogarding of the Feason. Therefore, ‘he Falls into “know Unpracticed” > Address #8 Since the supervisor know tho indispensable nature of the fool-proof device and gave enovh Q The case cannot Tall nto Address 8, because Buidance to people, he never thought. that. any worker vould continue the drilling process Without it. If the supervisor thinks. that fothing more could be done on hie part, he will Fall into category “knom-practicad™ that would indicate a situation where the supervisor does not know what he is supposed to know 1311/20/2020 Case-4: Slip of the Mind OSituation Q A 6-person design group and the manufacturing section chief had a meeting to discuss the specifications of a special made-to-order product Q The designer in charge forgot to include on the drawing a special specification item discussed in the meeting Q On the manufacturing side, although the section chief knew of the details of the specifications, he forgot to tell the group leader in charge of the production Q Therefore, the group leader, even though he followed the drawing properly, ended up with a defective product Q Since the product was quite large, its rework required much time and money, and a considerable loss was incurred Windows Analysis Case-4/1> A Slip of the Mind Keown O The group leader x — incharge of production y a iene lacked the information that should have been on 1 + 7 the blueprint O He falls in the category of “unknown” Known Q After all he did not have the necessary information | Unpracticed | Pract %: Designer Group Leader 1411/20/2020 Windows Analysis Case~4/2> A Slip of the Mind a Known Unknown y Practices | Unpracioes alt 4 7 elf X: ManufacturingSection Chiat ‘ _ ely le 8 Y: Group Leader 3 5 alls e ° Windows Analysis Case-4/3> A Slip of the Mind : = — + Ns [fein [ eats z : XX: Manutacturing Section Chiet Misa recent = i 1511/20/2020 Case~5:> The Ten-day Wait O Situation An engine generator for civil engineering use was shipped from the manufacturer to customer Q In order to avoid possible damages due to vibration during transportation, the manufacturer placed @ vibration-proof rubber sheet between the main body of the genorator and the bed (The attached instruction manual included the information that the rubber sheet must be removed, and the main body must be firmly fixed on the bed before the generator is installed and used at the site The construction people at the custoner’s site, feeling accustomed to such generators, didn’t read the instruction manual Without knowing what would happen, they started running the machine with the rubber sheet still on it Imnediately the lead wire broke in several places and the generator became useless Since the construction site was in a remote mountain are, it took ten days for a substitute generator to arrive io oo o oO Consequently the construction was much delayed Window Analysis Case-5:> The Ten-day Wait 2 X: Manofacturer Qt: Custoner x | tom The manufacturer provided an instruction manual vhich clearly _ taeda he cneaiar toe Ee ued only aster tered” | Y \ [paar [renee thy sate ahs Be falls tate ategy of Shar Sesticotr Fr Custom’ contruction rrkors si’ know wht wuld Service" sonratr va orodnith ribet They fall into “unknown”, giving us Address #2 & Ye Man actars instruction manual; they knew they should have read it> £ ie Sonera ee WO Tos, this ease cold also be interpreted int Adrens #2 i In actual caco, mo should choose which Le nore appropriate ssd'un rats e'bou"to inerpee fecerine ila Address #95 Educate concerned people to check ruber sect oo mame 11 § | 1D Addross Thay ecology aachas nidicatos the bost solution would be to convince inetruetion mania every’ tine 1611/20/2020 Case-6: An Accident 6 Years Later Q Situation C An equipment manufacturer designed and manufactured a large cable stranding machine Q Both the design department and manufacturing department were completely familiar with the necessary technology and expertise Q Thinking that the required quality had been built-in during the process, they sent the product to the customer 6 years later, the shaft snapped, and the customer filed a claim for the damages O Investigations proved that the cause of the breakdown was metal fatigue O The customer was also using similar equipment produced by a competitor of the equipment manufacturer The equipment had been operating correctly for the past 8 years Window Analysis-> Case~6-> An Accident Six Years Later O Six years Tater a claim was filed against a Brlsleech ath tbe aie ead - aetegeeyh eS aadeene a tee The defective product was examined Y Practiced | Unpractiond meng ‘on ost O At the time, the equipment was bein, i Ac che tines “hess tee eines or | EL snd tn 1 Therefore, this problon should fell into engineering is necessary [5 . 6 } Tyig dlgeiatine sete, te seg i roducts during the production process 1711/20/2020 Analyzing the Results of the Window G Normally Categories B than Category D Righer numbers ir arose Percentage depends on industry type companys | company | company Company Game) | weanacen| “ay | eee, | tte” | Nothing as optimun ratio of categories = a one’s om situation by e | » “ * classifying actual problens Into categories Find out the relative seriousness of each ales A = category 1 Teportant, Is to know whether necessary nanpover & resources have been Wobilized Lo e * a J ‘a P deal with the B,C &D * [a dajor adventage of Window Analysis> details is causing the problem have been clearly ale © not to plot problex > trigger for Encourages preventive measures Special Characteristics of Window Analysis effectively triggers action to uncover the cause of any given problem; without finding true causes, effective prevention cannot occur By totaling the results of Window Analysis, weaknesses from a management perspective fall into three categories: Q Weak adherence to standards Q Lack of communication & education about the standards Q Inability to establish the standard OKnowing the true source of the problem, we can become effective in preventing defects 1811/20/2020 Directions for Countermeasures Q Proper countermeasures should be chosen according to the results of Window Analysis Q If your weakness category is D > right procedures are not established, move on to the CEDAC Di Q If Category B > right methods are established but not practiced rigorou: do the following: Window Development > Introduced Later The CEDAC Diagram O funan Errors Skill Inprovenent... etc O If Category C> right, methods are established but not communica concerned Work on: > Window Development Q. CEDAC Diagram Q. Visual Control Systexs, Day-to-day Management... 1911/20/2020 Establishing Standards > For Everyone to Use Q SYNOPSIS & SPECIAL FEATURES OF THE CEDAC DIAGRAM | Q HOW TO MAKE AND USE A CEDAC DIAGRAM 2011/20/2020 Synopsis of the CEDAC Diagram O CEDAC Diagram was created to deal with Category D problems, namely situations in which a reliable method has not been established QA standard is set by integrating the knowledge & experience of everyone involved: workers, engineers, supervisors and management Q Term “standard” refers to a reliable method or procedure which prevents the occurrence of defective outcomes Q Whether or not those standards are officially written on paper is irrelevant Q If current standards allowing defects or problems to arise are not changed, the process will continue to produce defects Q CRDAC Diagram was dev3loped in the quest for an effective system to establish reliable standards that eliminate serious defects caused by lack of a reliable method Q Effect Side of the a a Effect Side of the CEDAC Diagram > Step 1 to 3 BDAC Diagram consists of three steps, shown in the figure:> { Step-1:-> What needs to be isproved? Step-2: What is the tine interval? Tow shold the results be measured? Step-3:¥hat is the target for inprovesent? Upon achieving the, target, hhow mich profit can be expected? These decisions must be taken by the leader of the tean Valuable to oxchange opinions with people involved in the project To deploy the CEDAC Diagram must be @ team t comprised of aanagenent & engineers as psesinetcaoy well as supervisors & workers Effect Side? Leaders some Targets for inprovenent must be closely t linked to the profit plan 2111/20/2020 Cause Side of the CEDAC Diagran > Step 4 > Identify Problems & Obstacles Preventing Attainment of Target OQ Guarantees equal participation of all people involved Q Step-4:> Obstacles that hinder attainment of the goal are written on cards -> FACT CARDS" Everyone participates in card wr Fact cards are given to the lead charge of CEDAC Cards are categorized & attached to the left side of spines Quantitative Data > 7 Q Tools Non-quantified data-> New 7 QC Tools AfCinity Diagram & Relations Diagram Cause Side of the CEDAC Diagram > Step 5 > Generate Improvement Ideas Q Step-5:> Participant submits, thevr ideas for improvement > “TMPROVEMENT CARDS” OQ Leader sorts out the cards ALL the cards are displa leader should choose on judgment basis Displayed cards fall into the following categories: Usebie Of Interest Under Prepération Under Test > Rofers to trial test run The idea with @ better test result wins among similar ideas EFFECT SIDE > Direction of Organization's Policies CAUSE SIDE-> Allows everyone’ s autonomous participation 2211/20/2020 Cause Side of the CEDAC Diagram > Step 6 > Test Improvement Ideas & Monitor Results on Effect Side Q Step-6:> Idea for improvement is put into practice O Those that are SUCCESSFUL are highlighted in “GREEN” Q This becomes the standard "STANDARD CARD" OQ Where CEDAC Diagram fails to help achieve a target effect, worker participation is low/inadequate CEDAC leader must encourage participants for more involvement to unearth real problem Beauty of the CEDAC Diagram is its ability to trigger actions for improvement, Step-7:> Adhering to Standards to Maintain Good Results Q Step-7 is the stage to adhere to the set standards and maintain good results Q By setting standards, the CEDAC Diagram is a practical procedure to deal with Category D Q) However, the whole card writing process can obviously be used effectively on Category C t > so that everyone is well meee informed as well as Category B > adhering to standards t 2311/20/2020 How to Make and Use A CEDAC Diagram nn CARDS Pee 6 Project ad Penner ity Choose Standard ier Pete ene? How to Make and Use a CEDAC Diagram - I Draw the Diagram: | The CEDAC Diagran should be dram on a white plece of paper 1D Paper size:-> 2m x In Q Draw:-> BRFBCT SIDE ON RIGHT; CAUSE SIDE ON LEFT Q Define the Focus:> 2 Focus for iaproverent should be the one hich contributes the most to profit target of the workplace 0 Preferred:-> Choose inprovenent Focus using Pareto Diagran U Choose the Project Leader (Each CEDAC Diagram must have its orn project leader 1 The CEDAC leader should be the actual person in charge of the improvement project The CEDAC project leader promotes activity at all stages of the CEDAC project The Leeder sust exert leaderehip skill that will put together all those involved to complete the CEDAC pro ject O Write the name of the project leader and the starting date on the lower right corner of the CEDAC Diagram 2411/20/2020 How to Make and Use a CEDAC Diagram ~ IL Q Measure Results Q Devise a way to measure the results on the Effect Side © Depending voon the inprovenent subject, measure aay be devised Creativity required to inprove work quality in the engineering & adninistrative sectors How to Measure Improvements is extremely important It is important to measure & plot the results over the shortest time interval ‘om possible > e.g., hourly, daily, weekly a ote. = —— G Necessary to understand relationship between test | SSumeckmeNtaraeerpwae of inprovensnt idea hits results at eazliest, sermon Serene possible Soncrenyoncoerge ante Shorter the tine interval faster the improvewent is =e activated “Coplemtgarcmeinne 1 Di is very effective for this purpose scemaances How to Make and Use a CEDAC Diagram ~ IIT QSet the Target oven, Q Project leader sets the target > make sure that all understand the 1 2 Format of the, effect details of target & target date Side ~ Example Q Make clear how the attainment of ” the target will contribute to the fe profit targets of the workplace & pms ,. the company ae z= Be Sakata suena O Format the Effect Side Ss O Decide on the format of the Effect Side * Q Draw it in Doin La oiateoe Los Pate] © The COAG Effect Side must consist of @ visual so say display of the quantified iaprovenent FOSUI1S ss peeenynneewmerrercosnuamen a target meereamone © The Effect side is illustrated by cans of | Sarmatmmr mney 488 ine and bar graplis, control charts, etc Teomoneec 2511/20/2020 How to Make and Use a CEDAC Diagram ~ IV O Get the “PACT CARDS” Attach the fact cards tothe LEFT OF THE SPINES nthe CAUSE” Sipe Probleas & Obstacles neoding to be solved mst Eo°eritten on the cards, Concise-> But cover necessary details adequately Porson submitting aust out his initials in the BOTTOU LEPPANDYcoiiin”of the CRkD Cards are written by everyone, involved in the frojectIn'response’o leader's call for" action For Quantifiable data > 700 tools For Non-quantifiable date-> TMP tools fact, cards categorized by content & placed on The SPE Side cP Sptaae by Te Synthesine cards if sone Categorize spines according to card category > Bon? #°Ga' by" Bus etes i Avoid abstract phrases using stereotyped cxpressions Cards, should be added continuously until the target fs attained. Leader must guide to fill the specific detejls Sdequavely $'t0" observe facts wore carefully o coooo oooa Categorization of Cards Example ESE Ses 2611/20/2020 How to Make and Use a CEDAC Diagram ~ V O Generate “Improvement Cards” Q Gather the improvement cards & attach them to the RIGHT SIDE OF THE SPINES on the CAUSE SIDE Oi Inprovonent cards are written in a short but detailed enough sentence to completely ‘xpress an inprovenont idea for solving current problems & obstacles Q They are collected by the leader> attaches on to the right side corresponding to the FACT CARD C1 Improvement cards are collection of experiences, administrative knowledge & technical expertise 1 Improvenent cards reflect the level of daily study @ efforts of the team Q Add improvement cards continuously until the target is attained How to Make and Use a CEDAC Diagram ~ VI QTest Improvement Ideas Q Evaluate the substance of the improvement cards & put them into practice Q Test results must be monitored on the Effect Side QContents of each improvement card must be considered separately O A RED MARK placed on the right side of the improvement card signifies that it has been selected Q Selection is done at a meeting and some criteria are decided as a rule 2711/20/2020 How to Make and Use a CEDAC Diagram ~ VII Q Improvement Card Acceptance Criteria Sequence Se Q Unusable:> Inadequate as improvement idea> ineffective in solving the problem-> NO RED DOT mara arth on aot Of Interest: Could be an effective |___ improvement idea but not imediately implenentable-> ONE RED DOT Q Under Preparation: Improvement idea will be used preparation for testing have begun> scheduling for toolings/equipment modification, budget, reviewing plans of manning, training & implementation date-> TWO RED DOTS 1 Under Test improvement idea is being tested, & result is being monitored on ‘the Effect Side-> PLACE THREE RED DOTS ter rman eee (ac att er ae How to Make & Use A CEDAC Diagram VII> Ways of Running Tests Q Two Ways of Running Tests:> ao carers Seca teaers A e =o seauertty 5 Epplenens pg generar Wroveneny idee, : Apprparjate euproach de : Ta) They hep cloea ota ang apeayaiers TeayethgpeP| eager OE, She kee Rene aES TS, ae hen the problem ig-eimple, FACT CARD * HRSTIAR YR Sd FoE sta Feat cart 3 eee ttt rovekent’ Cards : Faery ce Teocendaene (acne thee Ate : SRLS dnenevonene eens : © then the prublen {2 complicated, 1t may be ae LL necessary to follow more step-by-step a = p= ¥ MERE LS scl at esbh Ea rate i.e SEEM Sichiss at Mh ee ; “REE tae Ae Ss 2811/20/2020 How to Make And Use A CEDAC Diagram - VIII > Choose Standard Cards Asse Choose STANDARD CARDS “hee 2 Inprovenent cards with good results obtained on the Effect Side become ‘STANDARD CARDS! If there are more than one improvement ideas for a given problem, test cach idea separately Look at the results on the Effect Side The ones with the best results becone standard cards EITHER ENCLOSE THE THRE DOTS BY A GREEN BOX, OR DRAW A GREEN LINE IN HIGHLIGHTER AT THE BOTTOM OF THE CARD (2 THE STANDARD CARD MAY BE REMOVED FROM THE CAUSE SIDE & PLACED IN A SPECIFIC PLACE ON ‘THE UPPER RIGHT SIDE OF THE CEDAC DIAGRAM Q It can also be placed in a transparent holder & hung conspicuously in the workplace oo 2911/20/2020 How to Make And Use CEDAC Diagram-> IX > Adhere To Standards Q Know the standard and adhere to it AipeEnaG se" aBsut Ghe new standard must be" spread anong. those’ involved by means of the CEDAC Diagran In effect, the Diagran becomes a Visual Controls System The meabers know the progress of the standardization procedure They also know what impact the standard has on the Effect Side Details of the Standard must be both known and adhered to by all individuals A standard that evolyes as a result of the collective efforts is mich easier to follow than one simply prescribed by Managener When the target on the Effect Side is attained, the standardization process pauses for thie time being It is then necessary to keep only the necessary information on the workplace and roll-up the CEDAC Diagram for storage When a new condition needing improvement enorges, the CEDAC Diagran can be taken out and used again in the sane banner " Knowing & Adhering to the Standard Right Method Q STEPS TO WINDOW DEVELOPMENT 3011/20/2020 Window Development > Step One 2. step One CD Five procedures a below 1 Concisely & conerotoly describe the dofes ttcone hat Rapper @ Describe tho "unpracticed™ factors concretely in terms Of Party X and Party 1 wat party did not do wht S Te'nothing 1s unpracticed Teave coluae blank ribo the surknown" factors conzretely in teras of Party X and Party 1 whet party did not know vot Tf nothing ie unknown Yoove the’ coluan bleak © Hite the contents of the day-to-day countermeasure to (Tinfaate the Sunpracticed™ aad surktom problens 1D The porcon making toe countornoasuro oveluates its ‘atfectiveness'> completely effective aeasures, 100 points ceapletely ineffective measures receive 0 If anticipated effectiveness is loss than 70 points, the counteruncoures akould be Teceneidered intil it tehicved level of 10°or aore points by practicing these procedures ropeatedy,. the Sepracticed® ind‘ssnioom’™ factors sit be clininated from daily mori indicated to be inplenented as 1D Hindow Develoment provides a valvabl. tpproach to attain perfect. rork stop-br-step th Desa aProblem @ 8 Deseipn | Desipion ot Unrated of Hino coast | a8 al Esinabnt Cayioday | i Ceremesoes| comes | Window Development > Step Two Step Two If the self-assessuent of the effectiveness of the day-to-day countermeasures in Step One exceeds 70 points, then process to Step Two Implement the countermeasures accordingly 2 Then doing so, the countermeasure designer’ s imeediate superior must follow the progress closely Wo should check the results of the ‘countermeasure & check vhether the countermeasure is being perforaed properly as planned Q Inadequacies should be eradicated by on tho-job training, in which managors & supervisors guide & coach their subordinate personnel (JT Method) Q. The daily on-the-job training provided by the manager is the key to perfect @ Concrete etbots Deine a fe 31qhas nee