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TQM5 6
TQM5 6
Advanced Product
Quality Planning
QS9000
= Production Part
Approval Process
FMEA
Measurement
System
Analysis
SPC
So what is QS9000?
Business Planning
• Do we have a process for creating business plans based on best practices,
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ANALYSIS TOOLS:-
SWOT, Brainstorming, 6 Why’s,
Cause and Effect Analysis,
Why/What/Where/When/Who/How
DISPLAY TOOLS:-
Graphs, Scatter Diagrams,
Pie Charts, Histograms, etc
STATISTICAL TOOLS:-
SPC, Process Capability
Taguchi, Reliability, etc.
DEPLOYMENT TOOLS:-
QFD, Policy Deployment
BRAINSTORMING
Procedure
• Stage 1- Generation of ideas
• Stage 2- Assessment of ideas
Key Features
• Excellent method of generating large number of
ideas
• Unstructured results
• Best used as part of a more structured problem
solving method
SWOT Analysis
Strengths, Weaknesses, Opportunities, Threats
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• Demonstrates on a single
diagram all relevant attributes
• Clarifies elements to be
minimised to eliminate Strengths Weaknesses
problems
• Clarifies elements to be
maximised to reduce the Opportunities Threats
impact of problems
Cause and Effect Analysis
(Fish-Bone or Ishikawa Diagrams)
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Major Major Cause Major Cause Major Cause 1st, 2nd and 3rd
Cause e.g. Methods e.g. Machines e.g. Manpower order causes
Effect/
Problem
R e ceipts for
Test C o nso lid a tion
P ro b le m
W e t G o o ds W et G oods P ro du ct P ro du c t
S hipp in g,
S pirit B ottlin g,
W a re h ou sin g DOP, C u stom er
P ro cessin g P alle tisin g
S to ck C on tro l
D ry G o od s O rd er
D ry G o o d s BOM, O rd er,
O rd e r
M a teria ls BOM C u stom er C o m p la ints
P urcha sin g
L on g-T erm D e m a nd
O rd ers
Process Cause and Effect Diagrams
The Cause and Effect Diagram
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Planning, Bottling,
External Purchasing Procurement Palletising
Materials Ordered on Accurate+Realistic Bottling Plan
Time/in Correct Quantity Plans Hit Rate
Line Choice Breakdowns
Forecast Quality
Transportation& Unrealistic Line Accuracy
Shipping Delays Planning Availability of Absence of
Planning Data Daily Priorities
Orders not Material Product Mix Material
Labour Supply& Material Supply
Made Bookable Supply Supply Line Skills
Material Capacity
Supply Planning& Spirit
Systems Accuracy of Bottling
Cost Data
Availability Planning Data Supply Plan
% Orders not
Shipped on Time
Loss&Damage
Changes to in Store Documentation
Material Blend Program Spirit Quality External Warehouses
Availability and Strength Spirit Availability
Picking
Accuracy Orders not Made Bookable
Availability of Blend Inventory
Specification Data Accuracy Capacity Loading Plan
Accuracy Inaccurate
Late Liquid Orders Loading
Transportation Flexibility
Lack of
Receipts Product
Problems Capacity
Spirit Data Knowledge Priorities Transport
Labour Supply/ Quality Availability Stock Record Failure to Availability
Capacity Accuracy Book Ship
Blend Hit Rate Data Accuracy, Vatting Hit Rate Order Processing
Timeliness Lead Time
BOM, Shipping, DOP,
Warehousing Materials Spirit Processing Stock Control
Pareto Analysis
100%
80%
60%
40%
20% Part
short
10% Workman-
ship Design Part
Defect Wrong P Elec. Gas.
0%
Failure Mode and Effect Analysis
FMEA
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Customer
requirements
Product development
Process
Product
The QFD Approach
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What
How (What)
The QFD Approach
How
The QFD Approach
How
Strong relationship
No rust
Weak relationship What
Years of
Durability
The QFD Approach
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How
No rust
What
Years of
Durability
10 Years
How Much?
The QFD Approach
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How =9
No rust
What =3
Years of
Durability
5 =1
3
2
1
5
2
10 Years
Priority
50 6 33
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Customers
requirements
Design
requirements
Design
requirements
Part
Characteristics
Part
Characteristics
operations
Manufacturing
Manufacturing
operations
The QFD Approach
Production
requirements
The QFD Approach
Correlation
Matrix
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How
What
How Much
Competitive
Assessment
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QFD Example
QFD Benefits
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Motion - This covers all movements people need to make to perform their roles,
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including people moving to get tools or parts or changeover from one product to another. It
also includes the body and arm movements we make at our place of work.
Waiting - People waiting for work, work waiting for people, etc - waiting does not add
value but increases cost.
Inventory - Any part that is not being worked on is counted as inventory. Therefore all
in-process, raw materials and finished goods stock is waste.
Conveyance - Any use of conveyers, forklift trucks, lifts, etc which moves products
around is a waste. They use up time, increase lead times, increase inventory, consume
resources and energy as well as increasing opportunity for damage and errors.
Excess Processing - Any activity which does not add value therefore which should
be eliminated, but isn’t because the process is not capable I.e. rework, inspection, etc.
Producing Failures and Rework - Any activity which does not produce perfect
work first-time-in-time. All the time used to deal with errors is also a waste.
The Five Ss
Seiri - Sort (Eliminate)
• Distinguish between those items that are needed and that are not needed
• Put all items of doubt in a quarantine area and see what is withdrawn over a set time
• Get everything that has not been used or is not essential for doing the job
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Seisu - Shine
• The team is responsible for keeping the equipment in clean and good working order
• Prevent things getting damaged and lost by keeping things as they should be
• Establish formal plans for maintenance
• Keep the work area clean and swept.