FI - Chapter 5 - Problem Solving Hierarchy

Chapter 5: Problem Solving
Hierarchy
5.1 FI STRUCTURE
5.2 The Basic Tools for Problem Solving
5.3 Quick kaizen, Standard kaizen, Major kaizen
5.4 Advanced kaizen
5.5 Advanced kaizen examples
5.6 The Seven Steps of PPA
5.7 Problem Solving Level (Especially for Quality
Control)
5.1 Fi Structure
Independent Interrelated
Phenomenon
Basıc Basıc Technıcal Complex Complex Molto Complex
Sporadıc Sporadic Sporadic Cronic Cronic
Quıck Kaizen Standard Kaizen Major Kaizen Advanced Kaizen

Problem
Solving
Before After
Autonomous Maintenance Ppa
Tag Tag Focused Improvement
Professional Maintenance
Ewo 5 Whys Pdca
Skıll To Solve Quality Control
Opl 4M
Team Member
Team Member + Team Work
Team Member + Team Expert Team Work +
Team Expert + Specialista
Leader
2
Pillar activities Expansion
AK AK
AK SK
QK
SK
SK MK QK
MK SK QK
QK
QK SK MK QK
QK MK QK
SK MK
MK QK QK QK
SK SK
MK QK
SK AK MK
QK QK QK
SK MK SK AK
SK MK MK QK QK
MK QK MK
SK QK
SK
SK QK QK MK
SK SK
QK MK MK
QK SK SK SK QK
QK SK MK
QK SK QKSK MK SK
MK QK
SK SK MK QK
SK SK
MK SK QK SK
SK MK SK
SK AK SK
MK SK QK SK
QK MK QK
QK MK
QK SK QK SK
QK
SK SK QK
SK SK QK
MK AK SK
SK MK
QK QK
AK SK
QK MK
QK
QK
428 QUICK KAIZEN MK
47 STANDARD KAIZEN
19 MAJOR KAIZEN
6 ADVANCED KAIZEN
3
3
5.2 The Basic Tools for Problem Solving
Computer can not prevent a failure from happening proactively.
Complexity
of Problem
Advanced
Kaizen
Major Kaizen PPA
Standard Kaizen
Quick Kaizen
5 Why
5W + 1H
5G
1 Week 3 Months Time
Taken
4
Problem Solving Hierarchy
Complexity of Advanced
Problem
Major Kaizen PPA

Standard Kaizen
Quick Kaizen
Kaizen
5 Why
5W + 1H
5G
Taken
5
Problem and phenomenon
✓ 3G
Phenomena
✓ Observation of the facts
✓ Use your 5 senses
One can and should reason from

principles. But one must also reason
from reality ,from facts on the ground.
6
Identify the Problem and Phenomena
GEMBA Go to the spot

3G
GEMBUTSU Examine the object
GENJITSU Check facts and figures
GENRI Refer to the theory 5G
GENSOKU Follow the operating standard
7
Problem Solving Techniques
5G
– Very straight forward – follow 5 steps
– Restores conditions to standard
– Good standards need to be in place
– Surprisingly powerful
– Practice makes perfect
– Always start here and preferably finish here if you can
– May lead to higher level tools
– Good for simple sporadic and chronic loss types
8
Six sigma DMAIC with 5 G
Rethink Rethink
C-Matrix
Example:
$41,020,061 MXN
Plant Losses
50
45
40
35
Millions MXN
30
25
20
15
10
0
1° Level Stratification
$2’285,967 Mxn
Breakdown by Machine
3,0
2,5 Model
Machine
Millions MXN
2,0
1,5
1,0
0,5
0,0
ROVETTA BERARDI 2 GROB 02 CENTRIFUGAL CENTRIFUGAL BLISS PRAFI GROB 01 L2 CATTANEO BALCONI 2
L1 L2 FURNACE 1
OEE Of The Model Machine (Monthly)
Effective
Production
Availability
Availability by Tool Change
By Unit 3
Premature break drill at unit 3, Berardi II, Machining L1

Premature Break Drill At Unit 3, Berardi II, Machining L1
LOSSES
Availability: 4.9%
Loss time: 1605 min per month
Ind. Mat: $0.1M MXN per month
Outsourcing pieces: $0.6M MXN
5G - GEMBA:
Berardi II Crankcase without Diameters Axial Groove

machining
Machine Crankcas
e
GEMBUTSU:
Validation of basic conditions:

- Correct position of Nozzles for cooling flow.
- Alignment station.
- Bad Sharpening and preset to Drill.
- Misalignment of Workstation vs fixtures.
- Measurement of cutting speed.
- RPM measurement.
GENJITSU:
Maintenance, operations and tool makers are
following the processes correctly.
The machine alarm
TST
when the tool change
is necessary.
The averge life of

a drill is 1500 machined
blocs, therefore is under
the specifications
of the supplier that is
4000 machined blocs.
“The problem continue after the 3G”.

GENRI:
Investigation of the composition required for the drill:

Drill used: Extos HSS 4.28X125mm.
According to the standard
ASTM M2 A600, the chemical
composition and the
hardness must be as follows:
Hardness: 44 a 65 HRC
We found that the elements that give

hardness are as follows:
C Carbon W Tungsten Ni Nickel
Co Cobalt Mo Molybdenum
GENSOKU:
Test to drills:
We perform a
hardness test
in 4 points of Hardness: 44 a 65 HRC
the drill with
the Rockwell
durometer.
“In some areas of the drill the hardness is higher than the specification
and in this case a greater hardness, greater fragility”.
GENSOKU:
A Fluorescence Test by X-Ray was

conducted in order to validate the
chemical composition of the drill:
C Carbon
Co Cobalt
W Tungsten
Mo Molybdenum
Ni Nickel All elements are within specifications

5W+1H:
Revised Problem statement

WHO: Automatic operation, the
operator places the crankcase but there
WHAT:
4.9% of 4.9% of availability
availability losses
due to tool change
is no way toby
put incorrectly, the lack of
due to tool change by premature skills of
premature break, at Berardi 2’s Unit 3,could
toolmakers it has
cause nothe
break.
relation to any activity and the lack problem ofbecause
skills they
of theperform
the setup of the drills.
toolmarker could cause the problem, we observed
WHERE:
at 5G that in some areas of theWHICH:drill theThe problem
hardness
Berardi 2’s Unit
is higher than3, the specification.
is cyclical and happens
Machining L1 to all the drills in the tool.
WHEN: Since the implementation

Reduce HOW:
by 90% The drill is damaged before
the premature
TARGET
of the machine (2011), During
normal production,
the end of life time, it is observed
breakthat
drill atareas
in some Unit 3.
of the
it has no relation to drill the hardness is higher
any specific activity. than the specification.
5 WHY Analysis
Premature broken drill Supplier Process
In some areas of the drill the

WHY
hardness is higher than the

specification
Mixer Extrusion Furnance Cut Machining
These areas have a high

WHY
concentration of carbide and is .5 .7

not distributed homogeneously. Metallurgical optical
µm
microscope 1000X. µm
WHY
The size of some carbides are

bigger than specified.
WHY
Supplier mixed grains of different

sizes.
WHY
Supplier ignores the impact in

the life of the drill
Phenomenon
.5 µm .5 µm
(Supplier: Guhring)
We ask the supplier to correct
the grain size in the process
After performing all tests to the modified drills,

we found that are within specification.
.5 µm
Cost&Benefits Analysis
Benefit:
Tools: $1’224,084
Outsourcing pieces: $7’149,600
TOTAL: $8’373,684
Cost:
Drills to test: $12,242
Workforce: $10,195
External services: $10,000
TOTAL: $32,438
B/C = 261:1
ICS 14169
Availability by Tool Change
By Unit 7
3
Why we didn't get to zero?:

- Lack of coolant.
- Speed change.
- Bad sharpening.
- Bad preset.
- Bad tool assembly.
Premature break insert at unit 7, Berardi II, Machining L1

Premature break insert at unit 7, Berardi II, Machining L1
LOSSES
Availability: 2.7%
Loss time: 896 min per month
Ind. Mat: $3542 MXN
Outsourcing pieces: $297,900 MXN
3G - GEMBA:
Berardi II
Axial
We observe that the insert

is rotated after the break
GEMBUTSU: Maintenance, operations and tool makers
Validation of basic conditions: are following the processes correctly.
- Correct position of Nozzles for TST
cooling flow.
- Misalignment of Workstation vs
fixtures.
- Measurement of cutting speed.
- RPM measurement.
GENJITSU:
The machine alarm when the The averge life of a
tool change is necessary. insert is 750
machined blocs,
therefore is under
the specifications
of the supplier that
is 1500.
5W+1H:
WHO: Automatic operation, the
operator places the crankcase but there is
Revised Problem Statement
WHAT: 2.7% of no way to put incorrectly, the lack of skills
of
availability due to
2.7% of availability due to tooltoolmakers
changecould by cause the
tool change by break, at Berardi problem
premature 2’s Unit 7. they perform
because
premature break. the setup of the drills.
Machining L1, it has no relation to any activity
and the lack of skills of the toolmarker
WHERE: WHICH: couldThe problem
cause2’s
Berardi theUnit
problem,
7, we observed at Gemba
is cyclical and happens
that the insert
Machining L1 was rotated after thethebreak.
to all inserts.
WHEN: Since the implementation HOW: The insert is

Reduce by 90% the premature
of the machine (2011), During damaged before the
TARGET
normal production,
it has no relation to
end of life time, at
break insert at Unit 7.
Gemba we observe
any specific activity. that the insert is
rotated after the break
5 Why’s:
Premature broken insert.
During machining the

WHY
insert rotates until break
The tooling support does

WHY
not resist the axial force
Contact area between the

WHY insert and the tooling
support is insufficient
Contact area
WHY Poor design Non-contact area
Design proposed by the supplier
needs a different insert
603 inserts in
1st idea
Eliminates
inventory that we can
the break of
not use in other
the insert.
processes = $361,440
B/C = 6:1
Design proposed and validated

by FI uses the current insert.
2nd idea
We can use the

Eliminates
the break of inserts in inventory.
the insert.
Both designs achieve the objective, but we select the 2nd

option in order to use the inserts in inventory.
Cost&Benefits Analysis
Benefit:
Tools: $42,514
Outsourcing pieces: $3’574,800
TOTAL: $3’617,314
Cost:
Inserts to test: $12,242
Workforce: $30,400
Purchase of external parts for testing
time: $206,679
TOTAL: $249,321
B/C = 15:1
ICS 20563
New tool was certified
according to the AQP
methodology.
New tool was The

updated in improvement
the SAP can be
system. replicated at
Vertical Unit # 3,
Grob 2.
Because there are problems, we need to attack them.
(1) Do not rely on others’ eyes. Those who have to solve problems must see
them with their own eyes.
(2) We must learn the importance of how to observe problems.
(3) Those who have to solve problems must find a proper way of
measurement. Consider how to measure the problems
in correct ways!
To have an eye of an amateur is good to see

problems with a fresh eye without the fixed idea
but we also need right knowledge of professionals.
Three quickly’s
1. Speak up immediately when problems are recognized,

no matter what they are
2. Ask why (at least 5 times) to reach the root cause
3. Go to the sources of the problems and see for yourself.

By checking the experimental results, what
symptoms have you newly noticed?
What kind of problems have you assumed

from those symptoms?
Let’s check if there are some
other symptoms.
When do you think those symptoms appear
as problems?
Let’s think if there are other
problems to appear.
What kind of influence will they have on
customers?

influences
What countermeasures do you suggest in
order not to have those symptoms create
problems?
countermeasures to take.
40
When we face a problem, we must think
7 possible ways to deal with it:
① If it is a matter of not knowing root causes, adopt the microscopic problem
solving approach.
② Can we change the given assumptions?
e.g.: Challenging Wilson’s formula, reduce changeover time.
③ Can we improve or change the method /procedures?
e.g.: Sending a fax wrongly by pushing wrong numbers
register fax numbers to avoid putting numbers
④ Can we improve or change the equipment in terms of hardware/software?
e.g.: Avoid sending a message by fax? By e-mail?
⑤ Do it again if we can tolerate the error.
e.g.: In sending a fax, right after sending a fax, make a phone call to
check whether it was sent correctly.
⑥ It is ok unless it is fatal.
In sending a fax, create a system for not sending confidential
documents
⑦ Accept it
e.g.: Innovation comes out of this concept.
Post-it, Esaki diode, Penicillin
Problem
Major Kaizen PPA

Standard Kaizen
Quick Kaizen
Kaizen
5 Why
5W + 1H
5G
Taken
42
5W & 1H 5W's & 1H is a tool to complete the
stratification process
5W's & 1H
WHAT WHO
What thing/product did you see the Is the problem related to skill?
problem on? WHICH
Which trend (pattern) did you
WHEN see the problem?
When did the problem occur? ⚫ HOW
How is the state changed
WHERE from optimal?
Where did you see the problem?
"I keep six honest serving men. They taught me all I know
Their names are WHAT and WHY and WHEN and HOW and WHERE and WHO".
From 'Just So Stories by Rudyard Kipling
43
5W & 1H
WHAT WHEN
When did the problem occur ?

What product was the machine on ? Was it on continuous running or
intermittent ?
What material was used ?
Was it on start up ?
What Size ?
Was it before or after changeover ?
When is it to be done?
What Time or Period ?
When is it being done?
Where is it to be done?
When should it be done?
Where is it being done?
When else could it be done?
Where should it be done?
When else should it be done?
Where else could it be done?
When is WUS occurring?
Where else should it be done?
44
Where is WUS occurring?
5W & 1H (cont’d)
WHERE
Where did you see the problem (Line / Machine / Location) ?

Which particular part did you see the problem on ?
Where on material did you see the problem ?
Why is that person to do it?
Why do it?
Why do it there?
Why do it then?
Why do it that way?
Is any WUS occurring in our thinking?
45
5W & 1H (cont’d)
WHO
Is the problem skill related ?

In other words does any individual affect the problem,
i.e.
does the particular operator encounter the problem, but not other
operators
do the operators on one shift encounter the problem, but the other shifts
don't
do the engineers encounter the problem, but the operators don't
or visa versa ?
⚫ Who is to do it?
⚫ Who is doing it?
⚫ Who should be doing it?
⚫ Who else could do it?
⚫ Who else should do it?
⚫ Who is allowing WUS (waste, unevenness and strain) to occur? 46
5W & 1H (cont’d)
WHICH HOW
Which trend or pattern does the How is the state of the

problem have ? equipment changed from its
optimal normal running
Does the problem happen condition (Crushed, twisted,
randomly or is there a set torn, etc.) ?
pattern ?
How many times does the
Is there a problem in a problem occur (Daily, weekly,
particular direction ? monthly or even Hourly) ?
47
Example: Coffee Lovers all over the World
❑ Many people enjoy good coffee

all over the world.
❑ Coffee shops entice their
customers by offering a wide
range such as Black, Cafe au
Lait, Americano, Cappuccino,
Latte, Cafe Latte, and Espresso
❑ Most people will talk about the
quality of the coffee beans to
make good coffee, but actually
many factors are involved, and
many different things can go
wrong!
5W + 1H Analysis – An example
Problem statement = Sadly today Barista has received

several complaints that the coffee does not taste as good as
usual
Problem:
The coffee maker is
periodically producing
coffee of a lower quality,
that does not taste as
good as usual – the
problem occurs most
often when making an
Espresso.
49
Gemba – Go to the Spot:
At the spot we can check for any
external influences and observe the
current conditions
• We can check the materials used,
and the basic condition of the
equipment
• We can discuss the problem with
the operator (Barista) who
completes the task.
• We can observe what is
happening.
Gembutsu – Examine the Object:
•We can examine the coffee beans used and
verify their best-before date.
• We can check that the water used has been
filtered prior to use – and does not taste bitter.
• We can observe that the Barista is using the
correct dosage and disposes of the excess
after use.
• We can check that the basic condition of the
coffee maker e.g. basic operation, no parts
missing.
• We can check that the coffee maker has been
cleaned as per the operator instructions and
observe this process.
Genjitsu – Check the Facts and Figures:
• We can monitor that the coffee
beans are ground within 25-30 seconds, with a
sufficient output.
• We can monitor that on the gauge,
the machine temperature
remains between 92-96°
(the optimum temperature).
• We can monitor whether the machine is able to
deliver an espresso in 25-30
seconds with a consistent
colour.
• We can record the above for a
number of orders and
observe any trends in the data
Analysis following 3G approach for external factors
# Factor Observation Check How OK/NOK
1 Coffee Blend Mixture of beans and Beans used and date Examine beans and
OK
freshness verify date
2 Grinding Beans Grinding should extract Sufficient blend extract Time grinding
sufficient blend in 25 - output for 30 OK
30 seconds seconds
3 Dosing for Coffee Only produce dosage Dose on demand and Visually check
when required e.g. On discard after use operator
Using 3G we can demand and discard
OK
make powerful after use
checks for basic 4 Water Content Water should be filtered Water mineral content Taste water and
standards, and to give consistent check it is not bitter
OK
mineral content
see any visible
problems by 5 Water Temperature Water temperetaure in Temperature 92° to Monitor
checking against the machine constant in 96°C temperature guage
OK
the operating the range 92° to 96°C
standards 6 Machine Cleanliness Machine maintained and Machine maintenance Inspect

cleaned as per and cleaning maintenance and NOK
instructions cleaning standards
7 Extraction of Coffee Machine delivers Machine delivers in 25 - Time delivery for 30
for Expresso expresso in 25 - 30 30 seconds seconds and check
OK
seconds with no change colour
in colour
53
Measure the results after each change is made
Expresso Quality Defects

per 1 0 0 servings
25 Machine
cleaning
20
15
10
• Following 3G activity basic
5
standards where improved by
0
following the cleaning standard for
the machine. Pre Day 1
• The measurement of the results Expresso
were repeated, and although an

improvement was observed the We still have defects !
defect rate was still very high.
•The 5G approach is extended to go
54
deeper.
5G Approach for External Influences – Refer to Theory
Genri – Refer to the theory
By investigating the theory we can identify other factors and check
them.
Coffeemaker Operating
Coffee Beans Water
machine Standard
Mineral Content Basic Condition

Blend Grinding Task
Machine
Water Filter Basic Condition

Roasting Dosing Task
Grinder
Water Temperature Basic Condition Porta-

Grinding Tamping Task
Filter
Water Pressure Environmental

Dosing Extraction of Coffee
Conditions
Maintenance of
Referring to theory identifies new factors to check that were not Equipment
known before, (as shown in Red)
Analysis following 5G approach for external factors
• Following # Factor Observation Check How OK/NOK
“Refer to the 8 Bean Roasting Level of darkness

following roasting
Roasting time, and
darkness of beans
Measure time and
colour
OK
Theory” we 9 Grinder output for Even particle size output Physical inspection of Observe consistency
coffee beans as concical burrs coffee particles and shape OK
follow the
operating 10 Porta-filter basket16-18 grams coffee Check Porta-filter Visual observation
placed into basket and basket correctly filled
OK
standards covering all straight wall
and now surface
11 Tamping of ground Tamp evenly with 5lbs of Observe Barista Visual check &
have more coffee by Barista pressure, and then completing task measurement of
NOK
finally once with 30ilbs pressure applied
detailed pressure
checks to 12 Coffee Maker Water Water pressure should Check pressure level Measure pressure
Pressure be in the range 9 to 10 and setting of pressure and confirm in
make. atm's at hot water outlet relief valve range
OK
• Check 11
13 Expressor coffee cup Thick walls and narrow Check coffee cup used Physical inspection
was NOK mouth, to preserve compared to
OK
temperature, and aroma standard
and a point
of attention 14 Environmental Ground coffee should Temperature 92° to Monitor
humidity not be exposed to high 96°C temperature guage
was made humidity for more than
OK
relating to 25-30secs
the Tamping 56
task
Measure the results after 5G approach
Expresso Quality Defects

per 1 0 0 servings
• Following 5G activity basic 25 Machine Tamping

standards where improved further cleaning point of
20 attn
by introducing a point of attention
for tamping the ground coffee in 15
the porta-filter. 10
• The measurement of the results 5
were repeated, and another small 0
improvement made, but we still
Pre Day 1 Day 2
have defects
• Let us now review the problem Expresso
statement again, and use 5W+1H
to complete the stratification of the
problem. 57
Revised Problem Statement:
• The coffee maker is producing 12

defects per 100 servings of
Espresso.
• The machine is in basic condition,
and the Barista’s are trained and
following the operating standards.
• The material input meets the
required standard.
• When defects occur it has been
observed that the coffee stream
output from the porta-filter has a
variance in the flow.
Revised problem statement
5W+1H with 5G Principles
What: Espresso from coffee machine has a quality defect
rate of 12 parts per 100, where the taste is weak, and lacks
aroma, and smooth aftertaste
When: Problem occurs when a standard espresso is made.
Problem is intermittent (12 times per 100), but seems worse
after continuous running. Problem first noticed one week ago.
The machine is used throughout the day.
Where: Machine is used in its usual location, and
environmental conditions are constant. Coffee machine is in
good basic condition with no defects, and coffee is extracted
following normal operation
Who: It affects 12 customers in 100. All of the trained
Baristas experience the problem. All Baristas are trained and
can follow the basic standard operating procedure for the
coffee machine.
Which: Espresso is highest impact defect, but also
Americano, and Flat White
How: The Espresso machine is in basic condition and is
extracting coffee in the normal way, and following the
operating standard. The coffee colour is consistent and is
extracted in the 30 secs operating interval. It is has been
observed that the coffee stream output from the porta-filter
has some variance in the flow rate when the customer
complains of weak taste.
Selection of Root Cause Analysis Tool
Following detailed stratification of the problem using 5W+1H (with 5G) it

has been identified that at the Espresso extraction stage, the process
varies from the ideal. Furthermore it is a single problem that has been
identified. In this situation then the 5Why root cause analysis tool could
be powerful.
• We go into detail, and

repeatedly ask why in
the case of a defect is
the Espresso flow
inconsistent.
• We construct a
schematic diagram of
the coffee maker to
investigate what
happens, and how we
can correctly answer
Why?
60
5Why for Expresso problem statement
Problem Statement - When defects occur it has been observed
that the coffee stream output from the porta-filter has a variance
in the flow.
2. Pressure in coffee 1. Hot water outlet

periodically varies partially blocked
3. Seal around filter

holder periodically
leaks
4. Porta-filter partially
blocked
61
Root Cause Analysis – 5 Why
❑ By repeatedly asking Why (usually up to 5 times) we can identify the root
cause of the problem identified.
❑ It is important to make sure that each line of investigation is pursued logically
and with rigour
❑ Focus on facts and making a logical linkage as each line of investigation is
checked
❑ Make each check with rigour and eliminate the potential root causes, and
ending with the real root cause
❑ Then a countermeasure against the root cause can be developed
5 Why Analysis – Identification of single root cause
2. Pressure in 1. Hot water

coffee outlet partially
periodically
Valve gauge Maintenance
blocked
inspection confirmed
varies and
monitored
outlet clear
variance recorded
3. Seal around
filter holder
periodically
Observed continually
leaks
and no leakage
4. Porta-filter
partially
Operator inspection
blocked
continuously after
serving & clear
63
Root Cause Analysis – Pressure Relief Valve
The Pressure Relief Valve (PRV) fitted to the coffeemaker was malfunctioning due to a
corrosion inside the unit caused by the lack of maintenance.
The maintenance operation of descaling the main unit did not include the PRV and this
was neglected causing corrosion and spring weakness. Periodically the spring did not
maintain the correct pressure, and the flow of water to the porta-filter was not at the
Spring weak, and required pressure
not able to
The pressure reduction in the water caused the coffee extraction to be weaker, damaging
maintain correct
pressure the quality of the Espresso
Pressure Relief Valve (PRV)

Spring became
weak due to
scale corrosion
No descaling
maintenance for
the PRV in place
Replace valve
and then descale
once every 6
months
64
Phenomenon Statement with Sketches
1. Espresso 2. Pressure in
Phenomenon Statement: extraction flow coffee periodically
varies, causing varies
• The Espresso weak coffee
coffeemaker is
producing 12 defects
per 100 servings.
• The extraction flow
varies when a defect
is produced, due to
an intermittent
pressure drop in the
hot water outlet, 3. PRV spring
failed due to lack
caused by a faulty
of descaling mtce
PRV.
• The PRV failed due to
lack of descaling
mtce.
Measure the results after Countermeasure Applied
Machine
cleaning Tamping Espresso
point of
attn Pressure Relief
25
Valve Replaced
20
15
10
5
0 0 0 0 0 0
0
Pre Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10
Espresso
• Following implementation of the countermeasure – replacement of

PRV and mtce’ of valve to prevent corrosion – measurement of
the defect rate continues
• The countermeasure must achieve zero for the problem identified
– zero optimum concept
66
Problem
Major Kaizen PPA

Standard Kaizen
Quick Kaizen
Kaizen
5 Why
5W + 1H
5G
Taken
67
5 why analysis
Problem Solving Technique
5 Why
– Fairly straight forward – follow steps on pro-forma
– Useful in meetings, discussions
– Wide applications
– Used in own right for sporadic failure including breakdown analysis
– Widely used in WCM including other FI techniques
– Discipline needed to verify each step
– Surprisingly powerful
– Good for sporadic failures but not good for chronic losses unless
single cause
69
Line
Machine
Date
5 Why Analysis Sheet
Problem (Summary of Phenomenon)
Why ? (Fact Finding) Answer Action
WHY 1
WHY 2
WHY 3
WHY 4
WHY 5
Countermeasure to address root cause
70
Phenomenon
(result)
By repeating “why” search for the
1st cause real cause (try to find logically by
following principles)
2nd cause
The real causes

If countermeasures are 3rd cause become apparent
taken at this stage, the around this stage
phenomenon will recur
because the real cause 4th cause
has not been eliminated
5th cause
Repeat 5 times Why
Development of 5 why’s analysis 71

Development of the 5 Why analysis (1)
Evaluation of
Counter- Influence countermeasures
Item Pheno-
mena Cause measure rate of Degree
s Effi- of
causes cienc Rapidn
y diffi- ess-
culty
Abstract development Problems in If there are
connection several
with the causes,
system it is required
to consider
the
contribution
rate of each
cause If there are several
Operational countermeasures,
Concrete development problems are liable to evaluate all of them
be properly
highlighted
may come
out with
many
branches
72
5 Why Analysis – Example 2
Why did the picture fall off the wall ?
Ideal Conditions
73
Approach from Ideal Conditions

Phenomenon Inspection Judgment Why (1) Why (2)
Items
Excessive Load OK
on the screw?
Wrong plug? Wrong plug ? Plug design for

The picture fell Problem
plaster board
off the wall ?
Screw to small ? OK Plug not able to
grip the wall
Hole in wall to
large ? OK
Wall damaged by
over tightening OK
screw ?
74
5 Why Analysis – Example
Approach from Principles & Rules

Phenomenon Why (1) Why (2) Why (3) Why (4)
The picture fell of f Only one hook was

the wall Resistance Force applied to The weight of the
used to hold the picture
between rawl rawl plug is too picture is greater than
plug and the wall large the coefficient of
cavity is less that friction between the The wrong size rawl
the force applied wall and rawl plug plug was used
by the picture.
An external load was The child was swinging
applied to the picture from the picture
The material
Resistance properties of the wall Rawl plug placed in
between rawl are insufficient to mortar
plug and the wall handle the applied
is insufficient load The wall has moved
causing a crack
The distance between The wrong size rawl plug

the hole and the rawl was used
plug is too large
reducing the The incorrect drill size
coefficient of friction was used.
75
Why Why - Verification
Verification Process Results
Hypothesis Verification Methods

A. Practical Comparison
Verification - of Hypothesis B. Facts/Data
C. Experience
Results D. Other
Action Taken
76
Development of the 5 Why analysis (2)
1. Grasp the fact Follow 5G principle
1) In case of equipment
Draw a sketch of the phenomenon
2. Understand structure and 2) In case of operations
function Check the sequence of the operations and
points to pay attention and the role of each
operation
3-1) Accidental trouble

Approach for the viewpoint of “optimal
3. Decide a proper approach condition”
of 5 WHY 3-2) Chronicle trouble
Approach based on the principle and its
operating standard
77
4-1) Approach for the viewpoint of the optimal condition
Imagine required conditions and list up the conditions as
4. Implementation of investigation subjects.
5 WHY analysis Investigate the listed items with the real objects and analyze
only the objects which do not meet required conditions.
4-2) Approach from the viewpoints of the principle and its
operating standard
Pay attention to the point which caused the problem and
grasp it from the viewpoint of the principle and its operating
standard.
Take this problem as first WHY and continue to ask WHY
with the object.
5. Checking the Against the last cause of “WHY-WHY”, decide a

investigation method method for investigation and measurement.
6. Evaluate YES or NO Evaluate YES or NO by comparing the last cause

of “WHY-WHY” and its optimal condition.
7. Establish
a viewpoint plan For those of NO, establish improvement plans.
and implement
78
Development of 5 why’s analysis systematically
(1)-1-1
Why does (1)-1 occur?
(1)-1
(1) Why does (1) occur? (1)-1-1
(1)-2 (1)-2-1
Phenomenon Why does the phenomenon occur?
Why does (1)-2 occur?
(2)-1 (1)-2-2
(2) Why does (2) occur?
Final “Why”
(2)-2 (the cause of the
phenomenon)
79
Two good examples of 5 why’s analysis (1)
Phenomenon Why① Why② Why③ Why④ Why⑤ Why⑥ Why⑦
The roller The roller Some foreign
The chain Some force The cover The Vibration
bearing bearing body got into
cover was was contacted fastening took place.
was was worn the bearing.
broken. imposed the chain. bolt of
loosened. out.
from inside. the cover
was
loosened. The bearing
The fastening oil has run out.
bolt of the cover
was not fastened
tight enough after
repairing the Uneven
chain. weight has
been imposed
The chain on the
contracted The chain bearing.
the cover. was The chain was
loosened. stretched.
The sprocket The sprocket

was loose. was worn out.
Some force Fork lift hit The operator

was imposed the chain was careless.
from outside. cover.
The fork lift

couldn’t avoid
the cover.
80
Two good examples of 5 why’s analysis (2)
Can wear not be detected earlier by
Why was an oil- Breakdown due to big vibration using a vibration gauge?
free bearing not
used? Can’t shortage of liquid be
A bearing has been worn out. detected immediately by any
device?
Can the clog not be
Why was such a bearing used? Lubrication liquid was not sufficient. detected immediately?
The circulation pipe was clogged with dust.
At the time of scheduled maintenance,

Why did such dust come in? the cleaning of the circulation pipe
The section area of the circulation was not carried out.
pipe was too small.
At the time of scheduled maintenance,

When the pipe was exchanged last time, a substitute the maintenance div. did not place
was used because no proper pipe was available. Washing order to the shop.
Normally, washing is carried out every year.

Improve the spare But this year, just before scheduled maintenance,
parts management the pipe was replaced with the new one because
method. Why wasn't a spare pipe available? of a breakdown and thus, washing was omitted
at the time of scheduled maintenance.
81
Two bad example of 5 why’s analysis (1)
Why ① Breakdown due to big vibration
Why ② A bearing has been worn out.
Why ③ Lubrication liquid was not sufficient.
Why ④ The circulation pipe was clogged with dust.
The section area of the circulation

Why ⑤
pipe was too small.
When the pipe was exchanged last time,

Why ⑥ a substitute was used because no proper
pipe was available.
Why ⑦ Why was a spare pipe not available?
82
Two bad examples of 5 why’s analysis (2)
*When causes are studied in depth, a mistake is liable to take place.

For instance,
Trouble: -The motor is overheated.
Causes -
1st cause - Oil run out. Why-
2nd cause - The worker forgot to charge oil. Why-
3rd cause - The supervisor did not train
the worker well enough. Why-
4th cause - The supervisor lacked in his
consciousness as a supervisor. Why-
5th cause - The supervisor had not been
trained enough. Why-
6th cause - The training policy of the company
was not clear. Why-
・This kind of pursuit of causes only abstracts and expands the range of the
problem and forgets about the reality. Anyone may fall into the same kind
of a mistake if he does not grasp the real problem by proper observation.
83
Think from 5 Why to 5 How?
And then from how to do to
what action we should take.
Problem
Major Kaizen PPA

Standard Kaizen
Quick Kaizen
Kaizen
5 Why
Refer to Chapter 2
5W + 1H
5G
Taken
85
5.3 Quick kaizen, Standard kaizen, Major kaizen
(1) Quick Kaizen

Problem
Major Kaizen
Standard Kaizen such as
Kaizen PPA
Quick Kaizen
5 Why
5W + 1H
5G
Taken
86
Quick Kaizen
– Mainly it is activities to be carried out by shop floor people.
– Needs more detail than previous techniques but still straight
forward – follow steps on pro-forma and process description
– Widely used in WCM, very good in AM steps 2 & 3 to make
machine improvements, improve CIL standards
– Discipline needed to complete each step thoroughly
– Good at dealing with simple improvements, often used by 1 or 2
people
– Operators may need some technical support
– Good for general improvements, ideas from suggestion schemes,
applications across the business
87
Quick Kaizen- Example 1
88
PDCA
The Improvement Cycle
Plan
Act Do
Check
89
90
Line
Machine Quick Kaizen Process Description
Date Started
Date Completed SK NoEquipment Theme Team
Circle the areas of impact that this SK contributes to S Q P C DM Detail the chosen solution
PLAN Describe the solution and use sketches.
DO
Give a clear phenomena description Use 5W, 1H to clarify the phenomena.
Note - the more specific your description, the easier your problem will be to solve. For example:
What does the phenomena look like? Use sketches, provide evidence or examples if possible. What product, machine, material was being used?
What size?
When did the phenomena occur? When in the sequence of operation; startup, continuous running, intermittent problem, shutdown, changeover?
Where did you see the phenomena? Where on the equipment or material did you see the phenomena?
Who does it effect? Everyone? Or is it less of a problem for some individuals or teams? (If so, what info can they offer?) Is it skill related?
Which trend or pattern does the phenomena have? E.g. Is the phenomena more frequent on Monday mornings? After a change-over? Or is it random in nature? Which
direction does the phenomena happen in? (Note: Not many phenomena are truly random!)
How is the state of the equipment changed from the optimal? How many times does the problem occur?
Etc, Etc. Find as many ways as necessary to describe the phenomena accurately.
What kind of loss is resulting? Safety Risk? Yield loss? Sporadic / Chronic loss? Minor / major stoppage? Speed loss?
Material / Packaging Loss? Non-value added activity?
What is the COST of this loss?
Note: This process is designed to provide the motivation for solving the problem.
i.e. Why it is worth pursuing this loss. Use cost / loss deployment information? Consider resultant loss.
For example: Express the loss in terms of ‘opportunity cost’£’s, or waste product (£’s)
Or in terms of hours per year, or products (Square metres, Kg)
Or in terms of a risk analysis score if it is a safety issue.
Determine root cause
Use simple analysis tools, such as 5G, 5 WHY.
Who is responsible for implementation?
Consider possible solutions (Aim for 3 to 5 solutions)
Think about critical / desirable success factors. Consider ease and cost of implementation. Sketch possibilities.
Picture
Set your TARGET By when will it be implemented?
What level of improvement are you aiming for? Elimination? Reduction? How much?
Use SMART (Specific / Stretch, Measurable, Achievable / Agreed, Realistic / Resourced, Time bound)
Dust How much will it cost?
Dust
Collector Is it worth implementing? - Yes/No
What further action is required to achieve the target? What level of improvement has the chosen solution given?
Give the SK numbers for further improvements. Provide evidence! e.g. Before and after tally charts, OEE data etc.
What further action is required to ensure the new standard is sustained across all shifts? Attach Has the target been achieved? Yes/No
copies of fully signed off One Point Lessons and Autonomous Maintenance Inspections. Has any new unforeseen hazard been introduced?
Yes/No/Detail
Can this Speedy Kaizen be applied elsewhere? Yes/No To check, refer again to the Change Control Checklist, and seek advice as
ACT If ‘YES’, state where and give the SK numbers for each further application.
Review Date
Necessary.
If ‘Yes’, what actions are required to control it? CHECK
.
91
Filter Filter Air

Air Regulator
Regulator
Lubricator Lubricator
Rubber
ring
Visual
indication
Visual control
92
Water supply [ After ]
[ Before ] display lamp
OK !
Scale
Washing
booth
Tank of washing
liquid Cover Float
• Noticeable in case of
• Paint defects due to shortage of washing water
shortage of washing liquid
• Safe inspection
• Unnatural posture when to
inspect liquid level • Early confirmation of
replenishment of washing
• No scale on tank liquid
• Automatic signal when
washing liquid is full 93
Useful idea for recording an
improvement result -1 page report
94
Prevention of overheat of bearings of the
1. Theme Loss : Labor cost loss Engineering dept.
rotating mill
2. Reason for selection 3. Target value 4. Results
The rotating mill is the main equipment and overheating mill bearings will Breakdown : 0 Saving of repair cost : $19,700 / breakdown
create a serious breakdown. Saving of labor cost : $1,010 / year
5. Analysis of the actual condition 6. Contents of improvement

min. 3
500
Lost time due to breakdown by (495) 1. Train the operator how to
the overheat of the rotating mill lubricate manually at the start of
bearings (6 mills) 400 operation
2 2. Refasten and / or replace joints

300
(270) Transition to predictive
3. Replace steel pipes with vinyl
maintenance
200 pipes in order to make it easy to
1 see their insides. ★ Installation of bearing
100 (110) temperature monitoring
4. Check the oil gauge easily by
equipment
changing the tank position
0
0
01 02 03 04
liner
Detection of problems Lubrication metal
Why does the bearing body

Insufficient oil supply
temperature increase?
Air gets in the Difficult to carry temperature sensor

pipe out inspection
Temperature Indication of
recorder temperature
1. Leakage of oil in 2. Defective 3.Too long 4. The tank
the hose during sealing at steel pipes is not
the operation the joint and ore properly The rotating mill stops when the
stoppage sections supply hoses positioned temperature goes over 65℃
7. Effect 8. The next step

Breakdowns caused by the overheat of the bearing : 0 Check the values of temperature sensors twice a year →±2℃ acceptable
95
The key-point of summing up is
“ If we say in one word?”
(2) Standard kaizen
Problem
Major Kaizen PPA

Standard Kaizen
Kaizen
Quick Kaizen
5 Why
5W + 1H
5G
Taken
97
Standard Kaizen:
– Provides the basis for giving the problem greater visibility.
– Provides a methodological approach to gathering and
investigating the history. Man-Machine-Method-Materials.
– Phenomena facts provide the basis for root cause analysis.
– Good at dealing with improvement of intermediate level, often
used by 3 or 4 people.
– SK root cause methodology analysis ensures clarity on the
verification process.
– SK is much more effective to manage compared to multiple QK.
– SK supports sustaining the obtained results.
98
Build Project Team
Stratification
99
Standard Kaizen – Example 1 (Cable Intarder)
The INTARDER ( optional 237) doesn’t work in OFF-ROAD vehicles.

The assembly cycle is made following the official documentation.
This problem creates reworks losses.
100
Initial Situation
2.500 €
2.129,20 € 2.213,70 €
1.909,50 €
2.000 € 12 6 VEHIC U LOS
13 1 VEHIC U LOS
1.520,80 €
1 1 3 V E H I C U LO S
Reworks
1.500 €
9 0 V E H I C U LO S
1.000 €
500 €
0€
October '07 November '07 December '07 January '08
101
Standard Kaizen – Cable Intarder
102
Root Cause:
The method is not OPTIMAL, because the
connectors are the same and this creates a
human errors.
103
Problem
The Connectors Are The SAME And They Can Be

Changed Making That The INTARDER Doesn’t Work.
104
105
STANDARD KAIZEN Nº SK 08008
The connectors have been modified to avoid the

“Interchangeability”
The problem is solved with a POKA - YOKE
106
99466090 99466089
107
PK PK
Poka-yoke Impossible!!!
110
Today
2.213,70 €
2.500 €
2.129,20 € 13 1 VEHIC U LOS
2.000 €
12 6 VEHIC U LOS
1.520,80 €
Reworks
1.909,50 €
1.500 €
113 VEHIC U LOS 9 0 VEHIC U LOS
1.000 €
0 VEHICLES
500 €
0,00 € 0,00 € 0,00 €
-€
07 07 07 '0
8 8 '08 ' 08
er' r' r' y '0
ch ril
ob be be ar ry ar p
ct nu rua M A
O em em Ja b
v c Fe
No De
28/01/08
Introduction Of Countermeasure
Losses Solved To 100%

111
ECONOMIC REPORT
STANDARD KAIZEN Nº SK 08008
STANDARD KAIZEN
TOTAL PROJECT
Benefit: 21.376 €
Cost: 3.504 €
B/C: 6,10
112
(3) Major kaizen
Problem
Major Kaizen PPA

Standard Kaizen
Kaizen
Quick Kaizen
5 Why
5W + 1H
5G
Taken
113
Major Kaizen
– Heavyweight tool for improvement with larger teams and longer
timescales
– Need to consider whether this is a full or part time activity
– Can be used as a Kaizen Blitz where there is a short burst of high
activity with a heavily resourced team
– Normal team size is 3 to 7 people, odd number preferred (Blitz
higher)
– Facilitation and technical expertise needs to be built in
– Detail is increased further and process becomes more involved
– Work is recorded on visual board which may need a separate board
for each step
– Team leader / facilitator need to maintain step discipline
– Office / sales / marketing inclusion can add great value by offering
“fresh” perspective 114
The seven steps of major Kaizen
Step 7 Step 1 Ensure you are
Further where the problem
Action is (5G)
Step 6
Act
Monitor Step 2Clearly
Monitor
Solution
Solution Check define the problem
Plan
Step 5 Do Step 3
Implement Identify Reasons
Solution Validate Reasons
Step 4
Generate＆
Prioritise
Solutions
115
The seven steps of major Kaizen
1. Ensure you are where the problem is (5G) 4. Generate Several Solutions
What is the impact of this problem (Time, Money)
Make clear observations - use senses Prioritise These Solutions
Time required to implement
Understand how the system or process Cost required to implement
works (5G) Likelihood that solution will work
2. Clearly define the problem ⚫ Complete Countermeasures

Gather & analyse the facts (Data capture, 5 W's & 1H)
Write a phenomena statement 5. Check measurable results
3. Perform root cause analysis 6. Take appropriate action to implement

Use Fishbone Diagram changes. Further action to hit
Use 5 Why Technique target or sustain, control and
reproduce results
Clearly define phenomena taking place behind the 7. Make future plans.
problems with sketches
⚫ Validate your reasoning

Practical Comparison
Facts/Data
Experience
116
1. Select the issue to be improved.
• What indicator changed?
• What needs improving?
• State why the issue is important.
• Identify the factory measure this issue affects:
― Cycle time
― Throughput
― Defect density
― Yield
― Cost Measuring
― Productivity, etc.
• Once the problem is selected, the owner should decide what
resources are needed to tackle the next few steps in the PDCA
cycle. If a team is needed, identify its members by name.
(Note: anyone can initiate a PDCA to capture a problem, but the
problem discover does not have to become the problem owner.)
2. Analyze the current situation.
• What?
― Describe the problem in detail. Include evidence germane to the
problem.
― Describe the situation that needs improving. Identify the critical
measure(s).
• Where?
― Identify the area in the factory, the equipment, and/or the part of
the organization involved.
• When?
― Include a history of the situation.
• Who?
― Include shift information, people who know about this situation,
and who discovered it.
― Set an improvement goal for the measure.
3. Analyze the root cause of the problem.
• Use a 5-why analysis or other failure-analysis method to try to
understand the root cause of the problem. Other tools may also be
helpful.
― Histograms
― Pareto charts
― Trend charts
― Cause-and-effect diagrams (fish-bones)
― Check sheets
― Flow charts]
― Control charts
― Scatter diagrams or any other form of date plot
― Experiments
4. Implement prototype solutions.
• Solution to the problem will relate to the root-cause analysis. The
purpose of a solution is to either control or detect the problem:
― ”Control” solutions are proactive and designed to prevent the
problem from occurring
― “Detect” solutions cannot prevent the problem but stop the
manufacturing process when the problem is detected
• For a documentation problem, a solution requires two things:
― Officially released document
― Proper training
• Solutions may be:
― Administrative solutions－new procedures to prevent a future
occurrence of the problem
― Engineered solutions－new equipment designs which prevent a
future occurrence of the problem
― Combinations of engineered and administrative solutions
• Evaluate alternative solutions for:
― Effectiveness/robustness
― Cost
― Timeliness
― The most appropriate solution from the team’s perspective
• Design a test of the proposed solution. Outline the test procedures:
― What tasks need to be performed?
― Who owns them?
― What is the schedule for the test?
― Determine the success criteria for the test ―how will the team
know if the solution is effective?
• Does this plan correct the root cause?
• Identify the customer ―the person representing the area affected by
this issue ―and schedule a checkpoint to review the solution plan.
• Assess team needs to determine if additional resources are
necessary to proceed successfully.
5. Evaluate the results.
• Test the proposed solution.
• Compare before-and-after data.
• Was the test successful?
• Were the success criteria satisfied by the solution?
• Do results show the root cause has been eliminated?
• Does this solution guarantee that the problem will not reoccur?
• Are resources available to implement this solution?
• Does the customer agree with the plan to implement this solution?
6. Take appropriate action to implement changes
• Change hardware if an engineering change is being made
• Use the change process for affected documentation
• Plan personnel training where required
• Do issues remain? What plans are in place to address them?
7. Make future plans.

• Apply the solution to all identical equipment.
• Apply this solution to other factory areas with similar problems.
Major Kaizen - Example 1
Problem Description
Malfunction Of Egr System
The EOBD Alarm Light Is On During Testing.
124
Problem Description: 5W+1H
Initial
Phenomenon
ENGINE CONTROL LIGHT IS ENERGIZED ON INSTRUMENT PANEL
* What
* Anydoes the phenomena
variation amonglook like? What
people product,
involved machine,
in the material
operation? Funzionamento irregolare motore.
What was being used? What size?
(shifts, new operators, temporary staff, floaters) Veicoli motorizzati F1A
* When did the phenomena occur? When in the sequence of operation;

When startup, continuous running, intermittent problem, shutdown, changeover? Durante la fase di collaudo o in esercizio presso il cliente
* Where did you see the phenomena? Where on the equipment or material
Where did you see the phenomena?
In cabina di collaudo funzionale o in linea di carrozzatura
* Who does it effect? Everyone? Or is it less of a problem for some L’operatore di collaudo su banchi o l’operatore che effettua la prima
Who individuals or teams? (If so, what info can they offer?) Is it skill related? delibera statica in carrozzatura.L’anomalia può essere generata dagli
operatori che eseguono il montaggio o per problemi di forniture
* Which trend or pattern does the phenomena have? E.g. Is the
Which phenomena more frequent on Monday mornings? After a change-over? Or is
it random in nature? Which direction does the phenomena happen in? (Note: Random
Not many phenomena are truly random!)
* How is the state of the equipment changed from the optimal? How many
How Accensione spia controllo motore su quadro di bordo,
During Static/Dynamic Vehicle Functionality Check The Engine Control Light
times does the problem occur?
sul 30 % produzione F1A
May Be Energized, Which Means The Engine Is Not Working Properly.

DURANTE LA FASE DI CONTROLLO FUNZIONALITA‘ VEICOLO, SIA STATICA
Revised
Phenomenon CHE DINAMICA, SI PUO‘ VERIFICARE L’ACCENSIONE DELLA SPIA CONTROLLO
MOTORE, ACCOMPAGNATA DAL FUNZIONAMENTO IRREGOLARE DEL MOTORE STESSO
125
Process Description
Fix EGR pipe on air pipe Insert the connector Attach on suction Fix engine cover
clamp on servobrake pump side clamp
1 2
7 8
Fix solenoid valve on Fix pipe fastening clamp on Fix engine support Attach on EGR
air filter support engine cable clamp pneumatic valve side
6 5 4 3
126
Data Collection (Defects Rate)
Dife ttos ità im pianto EGR
Vehicles reworked in Testing area

10% 9,3%
9%
8%
% of vehicles KO
Average cost of rework: 23494 € /month

6,7%
6,3%
7% 6,0%
6,0% 5,7%
6,0%
6%
5,0%
% Difettosità
5%
Target: 0 defects / 0 rework
4,3%
4%
3%
2%
1%
0%
MAR APR MAY JUN JUL/AUG SEP OCT NOV/DEC JEN
Month
127
4M Analysis
Solenoid valve
functionality
OK KO
Pipe size is compliant
Incorrect Lay-Out
Clean pipe
Packaging
KO
Pipe is not attached
No Electric connections
128
5 Whys
IVECO Scheda Analisi 5 Perchè

Problema Perchè 1 Perchè 2 Perchè 3 Perchè 4 Perchè 5 N* Azioni Esito
System re-engineering
Eccessiva
necessità di
Malfunzionamento Lay-Out
deformazione
impianto EGR impianto non
corretto
tubazione
Design critico
L Reingegnerizzazione impianto
durante il
montaggio
129
5 Whys
IVECO Scheda Analisi 5 Perchè

Problema Perchè 1 Perchè 2 Perchè 3 Perchè 4 Perchè 5 N* Azioni Esito
Operazione non
definita a ciclo J Training
Fase di lavoro
Tubazione non Operatore non Formazione
connessa
non eseguita
correttamente
segue il ciclo non idonea L Formazione
Ciclo non
Malfunzionamento
corretto J
impianto EGR
Operazione non
definita a ciclo J Training
Connessioni Fase di lavoro
elettriche non
effettuate
non eseguita
correttamente
Operatore non
segue il ciclo
Formazione
non idonea L Formazione
Ciclo non
corretto J
130
Before Modification
BEFORE
Possible interference
with body and/or
filmse
131
After Modification
AFTER
The Lay-Out modification significantly eliminates possible

interference
132
After Modification
Training
133
Check Results
Vehicles reworked in Testing area
Dife ttos ità im pianto EGR
10% 9,3%
Introduction of
the new solution
9%
B/C= 353392/24334 = 14.5 and Training

% of vehicles KO
8%
6,7%
7% 6,3%
6,0%
6,0% 5,7%
6,0%
6%
5,0%
% Difettosità
5% 4,3%
4%
3%
2%
1%
0,0% 0,0% 0,0%

0%
M AR APR M AY JUN JUL/AUG SEP OCT NOV/DEC JEN FEB M AR APR
Month
134
Standardization
OP. 21500 Fase 10
Pick the servobrake

PRELEVARE TUBO
pipe from theDAkitKIT
and
12
SERVOFRENO E
POSIZIONARE SU MOTORE,
place on the engine;
INDIVIDUARE INNESTO
detect
2 ESEGUIRE
ConnectUNA
SU MOTORE
CONNESSIONE
on engine.
RAPIDOthe quick
ED INNESTARE
coupling and insert.
Scivolante Kluber Plus
OP. 21500 Fase 5-15-20
PRELEVARE ED INSERIRE
1 AthePRESSIONE
Pick and manually
clamp2on MOLLETTA
press the
MANUALE
engineSUcarter.
Pick the servobrake pipe
PRELEVARE
from the kitTUBO SERVOFRENO
and place on theDA
CARTERINO MOTORE KIT E POSIZIONARE SU MOTORE,
2
engine; detectINNESTO
INDIVIDUARE the quick
RAPIDO ED
INNESTARE,
coupling andPOSIZIONARE
insert; placeTUBO IN
MOLLETTA E CHIUDERE, ED ESEGUIRE
the
UNApipe in the clamp
CONNESSIONE SU and
MOTORE
fasten, and connect on
➢ MOLLETTA engine. Nr.1
500369641 Scivolante
Kluber Plus
CLIC!!
Nr.1
➢ TUBO
CLIC!!
SERVOFRENO
SUZZARA, 19 Maggio 2008 METHODS & EQUIPMENT 1

Nr.1
CLIC!!
➢ TUBO
SERVOFRENO
SUZZARA, 19 Maggio 2008 METHODS & EQUIPMENT 1
135
Another Major Kaizen Example –
Sporadic and Chronic problems
Manufacturing
problems
（２）
Sporadic Chronic
QM,
5W+1H, PPA,
5 why Microscopic
approaches, etc.
Two kinds of problems: sporadic and chronic.
➢ Key is to find distinctive points and changes for sporadic

issues: To return to the original level
➢ Key is to apply microscopic approaches for chronic issues:
To achieve optimal conditions
Chronic losses become obvious when compared with
optimal conditions
From reactive to preventive
Plan and foresee a gap Take a preventive measure against the Clarify the
cause of the gap information
route in
case of
emergency
Implemanta Imagine Identify its Preventive Emergency
-tion plan possible root causes countermea countermea
troubles -sures -sures
• Theme: What What causes Is there any When a
• What, happens if can be way to trouble take
when, risk of the considered? eliminate place, is
how plan takes the causes? there any
• Schedule place or risk way to
due to the minimize
change of the effects?
the
condition
Mark ◎if probability is high or important, or contribution rate is high.

Know-how Creation Problem Solving Approach Type
Performance Constituent elements Characteristics of parts
The effect The effect
by average by dispersion
Necessary power for The coefficient of Surface material
opening/closing door Rolling friction rolling friction of roller
Shift the average Surface material

of rail
The coefficient of Contributing Door contributing

rolling friction mass mass
Rotational radius Roller radius
Control dispersion Surface material

The coefficient of
Sliding friction sliding friction of roller
Surface material
of rail
Contributing Door contributing

mass mass
Antigravity Rail angle Perpendicularity
Bolt diameter
Contributing
mass Bore diameter
Function deployment and design sensibility analysis

5.4 Advanced Kaizen
Problem
Kaizen such
Major as PPA
Standard Kaizen
Kaizen
Quick Kaizen
5 Why
5W + 1H
5G
Taken
141
Knowledge Inventory
Which tool for which pillar and losses
I dont know which
tool and how to use
it
Search new
Search No Method&Tool
Gather
Attack losses from Method& Applicable? and add to
theoretical
Safety-C matrix- Tool Knowledge
information
QA Matrix-5yrs CD in Knowledge Inventory
by Tool Box
Inventory
Yes
Training
Deploy the Examine
other Check the Apply the case
possible results solution studies
areas
WHY IS THIS KNOWLEDGE INVENTORY IS USEFUL FOR US?

I learned and
applied
➢ In very easy way we can find right and effective method or tools
to attack specific losses or problems
➢ We know immediately which pillar / person should be involved
➢ We know how many methods and tools we have applied till now
FI Activity Example : ADVANCED TOOLS
Identificacion Standardization
& Doing
People Projects Results Extension
Selection
1.WCM SKILL 2008

2.JOB EXPERIENCE What: AK FIRST
3.INVOLVEMENT APPROACH,PPA,
Principles Of Statiscs
2009
What: REGRESSION,
CORRELATION, ANOVA )
PROCESS ENGINEERS
AND SPECIALISTS 2010
POPULATION What: DESIGN OF
EXPERIMENTS
2011
What: TAGUCHI
143
When we are not able to identify
phenomena and their root causes, we
should think that we are not watching the
phenomena in detail enough. To be able to
observe the phenomena we must go into
detail enough until we are able to see the
phenomena.
Various microscopic problem solving approaches
1. “Narrow the range of observation” method with

observation of phenomena
2. The seven steps of understanding the problem

in the microscopic way
3. The seven steps of PPA

The seven steps of understanding the problem in
the microscopic way
Step1: Problem recognition
Step2: Analysis of output
Step3: Determination of aim

Step4: Determination of the observation method
Step5: Observation of operations
Step6: Collection of data
Step7: Grasping of cause and effect relationship

Micro Analysis Approach
7 steps of understanding the problem in the microscopic way
Step 7
Step 6 Grasping of
cause and
Step 5 Colletion of
effects
data
relationship
Step 4 Observation
of operation
Step 3 Determination
of the
Determination observation
Step 2 of aim method
Analysis of
Step 1 output
Problem
recognition
Improve the precision of observation
1. Narrow the range of observation
2. Dimension
--- from 1mm to 1/1000 mm
3. Time
--- from second to1/10000 second
In other words,
Magnify the object, point of observation and time.
In order to solve a problem, first
(1) observe the phenomena behind the problem
carefully
and
(2) narrow the range of observation step by step
and then
(3) improve the precision of the observation
(4) not from the viewpoint of the order of operation,
but do observe from the output to the input step by
step
(5) Take a video and watch it from backward by
slowing down the speed or take video by high
speed camera and observe it backward.
Seven lessons of the microscopic problem solving approach
(1) Perceive operations which have not been perceived yet.
Don’t think that the reason why operational dispersion
doesn’t exist is because there is no operational dispersion
but that simply we are not able to see it yet.
(2) Raise the precision of observation to a further detail (one

and/or two digits deep).
(3) Even in the known domain do not neglect to see it in detail.

(4) Understand that there exists unknown domains.
Because of this the problem takes place.
(5) Improve the observation technique.

(6) Observe from output to input step by step, but not in
the order of sequential operations (take a video and
watch it backward by slowing down the speed) .
(7) Understand that the process where the problem takes

place is often different from the one which generates the
problem.
5.5 Advanced Kaizen Examples
Example 1 (Shiftability Problem)
Shiftability Problem
QUALITY PROBLEM
Phenomenon
Description
154
Q Component identification: example WERA Machine
X Matrix – QM Matrix Top five Machine Components

Critical for Product Quality
Workhead
Spindle
Bearing
ToolHead
Spindle
Bearings
By adopting Quality Maintenance, we check the

parts of the machine which could cause quality Pieceholder
defects on our product, in order to periodically
verify their efficiency.
Elastic Pliers
BEARINGS: pointed out by “X Matrix”
Direct impact on PRODUCT QUALITY:
Shiftability Phaser
155
Worn ToolHead Spindle Bearings
Right Axis of Rotation
156
Right Axis of Rotation
157
How to inspect stressor variation
Q Component bearing – WERA Machine
Diagnostic How to inspect

Trend management
technique stressor variation
Vibration
control
Control of vibration
through CBM
measurement
techniques
158
How to inspect stressor variation
Breakthrough
Data collection is
ANALYSIS OF VIBRATION
IN BEARING – ON LINE
done during machine
operation, simultaneously
to production.
Data
Bearing Collector PC
Trend Management
159
5 Questions for zero defects
160
Advanced kaizen – Example 2 ( Skin pass problem)
Step 1 : Select topic

Topic : skin pass scratches
Reason : The biggest quality problem is skin pass scratches.
Resultant losses due to reprocessing, delivery delay and
production disturbances are significant.
Step 2 : Understand the situation and set targets.
SKINPASS FEATHERING - Internal reject
1
0,9
0,8
% Internal reject
0,7
0,6
0,5
0,4
0,3
0,2
0,1
0
ag 5
05
06
m 5
-05
m 6
-05
-05
-06
-06
5
-05
6
5
-06
6
5
-0
r-0
r-0
e-0
o-0
e-0
p-0
v-0
u-0
u-0
t-0
ar-
ar-
jul
ay
dic
ay
jun
jun
feb
feb
oc
ab
ab
no
ac
ac
en
en
se
m
m
161
Skin-pass feathering is a distortion
of the strip at the entry of the skin-
pass due to an irregular elongation.
Target : Zero skin pass scratches by September, 2006
162
Plan activities
Circle name: La Traviata Date prepared : 21

Circle March
Period
No. Action Item Leader
April May June July August
1 Select Topic Ikeda
Understand Situation and Hino

2
Set Targets
3 Plan Activities Ikeda
4 Analyze Causes Hino, Matsubara
Consider and Implement Matsubara

5
Countermeasures
6 Check Results Matsubara
Standardize and Takigawa

7
Establish Control
Note: Planned Actual 163

Step 3 : Analyze phenomena
Phenomena
At the time of skin pass operation from rolling, annealing and pickling, and
skin pass processes, tiny foreign bodies stick to the surface of a skin pass
roll, get accumulated and copied to a product which went through
annealing and pickling processes. As a result pushed scratch-like quality
defects are generated on the surface of the product.
Analysis of foreign bodies
They mainly consists of Fe, Cr and Ni as stainless steel does and are tiny
metal pieces of metal wear caused by the contact between a product and a
roll.
Result of analysis
Si Mn Ni Cr Fe
0.3 0.6 5.1 12.4 55.0
164
How scratches are spreaded
When we magnify a skin pass scratch, it looks like an extremely tiny point-like
quality defect: Once a small foreign body sticks to the surface of a skin pass
roll, foreign bodies get accumulated to the point one after another.
The mechanism of generating skin pass scratches
At the time of skin pass operation, alcohol is dropped in order to remove dirt
on the surface of a roll and at the same time to improve elongation percentage.
After start up, rolls are warmed up and alcohol easily evaporates. If there is
defect on a roll surface, or if a foreign body escaping from the scraper sticks to
it, alcohol will condense and eventually evaporate at this point. Foreign bodies
will be accumulated at this point one after another, and the point will become
visible and grow as defect.
The problem
Metal pieces caused by rolling mill are unavoidable. At the annealing, removal
of oil fat is to be made and rolling oil can be removed, but metal pieces remain
on the surface of the product.
165
Step 4 : Consider and implement countermeasures
(3rd means)
Establish standards of acid
(2nd means) density
(Object) (1st means)
Install nitric acid cleaning
equipment
Establish cleaning standard
Eliminate metal
dust from material
surface Install the equipment of
removing stuck metal Establish roll replacement
dust standard
Establish brush replacement

Elimination
standard
skin pass
roll scratches Install roll polishers
Control suction power
Prevent metal dust
from sticking to the
skin pass roll Establish setting up standard
surface Change into a double
scraper
Establish replacement standards
Establish replacement standards

Maintain skin pass roll surface
Establish roll grinding standards

166
Step 5 : Check results
Skin pass scratches have completely removed.
Step 6 : Standardize and establish control
Dirt collector
Double Replace at the time of skin
scraper pass roll replacement
Brush roll
Replace twice/month Material : bleached cotton cloth
Pressure : 10 + 2 A Replace after 2 coils or after stopping more
Wiper than 30 minutes
Pad
Replace after 1 coil
Pressure : 0.5 Kgf/cm2
Skin pass roll

Replace after 7 coils
Step 7 : Make future plans.

167
Advanced Kaizen –Example 3 (PCB automated soldering
process )
Step1: Problem recognition
The production line is shown as follows:
Cutting primary primary primary flux
soldering heating
Secondary secondary secondary discharge set

flux preheating soldering
The problem is ‘blow holes made at a foot of a soldering
wire’ as shown in the following figure
rand hole
PCB
pattern
element
PCB
Blow Lead wire(the foot of the element)

hole(defect)
Step2: Analysis of output

The inspection results of 10 PCB’s:
The number of defects
No. 1 2 3 4 5 6 7 8 9 10
No. of 15 0 42 11 0 5 0 36 6 0
defects
Step3: Determination of aim
Never set a sloppy, not concrete aim.
No blow holes at the end of
soldering process
The process of making holes on a PCB
NC boring Cupper plating Solder plating Surface smoothing
NC boring Surface
Cupper plating Solder plating
smoothing
Epoxy board
1st Investigation of possible causes :
• Deformation of PCB’s
• The flow condition of the solder surface
• The movement of a PCB when it passes on the soldering vet
Results: There was no correlation between the number of defects of a
PCB and them.
2nd Investigation of possible causes:
• The quality of solder : Is there a difference between new and old
solder?
• The quality of flux
The shape of soldering in case
of new solder and old solder
(a) (b)
The foot of the The foot of the
element after element after
soldering (solder: soldering (solder:
new) old)
When the solder is new , solder foot configuration looks like (a) with gloss
When the solder is old, solder foot configuration looks like (b) without gloss.
The old one contains more chemical element B
The difference of chemical element contents between new solder and old one.
Element A B C D E F
New 63 0.006 0.002 0.004 0.001 0.033
Old 62 0.09 0.36 0 005 0.007 0.043
Major difference
After renewing solder, inspection of blow hole defects has been carried out.
No. 1 2 3 4 5 6 7 8 9 10 Ave.
Old 15 0 42 11 0 5 0 36 6 0 11.5
New 0 11 5 1 0 0 21 0 0 16 6.3
Result: There is difference between the new and old ones: The number
of defects per board has been halved but not to zero.
The mistakes of the two investigations are due to looking at the PCB level.
We need to look at individual defective hole.
Lesson learned:
As far as we see from the summed up data
or the average ones,
we are not able to find root causes.
We must go deeper and watch each defect in detail.
Let the perception of the problem meet the reality:
The viewpoint of quality control and the sloppy viewpoint / the
viewpoint of looking for the average are completely different.
3rd Investigation of possible causes :
We must look at the hole where there is a defect (blow hole)
foot of element
Blow hole foot of element
[Magnified: 50 times ]
The figures show the back sides of the defective holes, exhibiting how
gas spouts from the inside of the holes
Step 4: Determination of the observation method
The soldering situation on the soldering vet has been carefully observed
by making a device shown as follows:
PCB’s are purchased from
The device to watch by a
two makers K and I.
magnified glass how gas
Two PCB’s ; one from K co.,
bubbles up and a blow hole
marked by o , the other from
is generated has been
I co., marked by x.
developed.
Magnifying glass
PCB
Number of defects
Solder tab
Improve the observation technique The holes of PCB’s of K co.,

seem not to have any problem
Observation of how solder bubbles up and
blow holes are made should be carried out.
Phenomena description of
how a blow hole comes out
Magnified by
50 times
Understand that there exists unknown domains.
Because of this the problem takes place.
The cut view of a The cut view of a

section of a hole of a section of a hole of a
PCB of I co. PCB of K co.
cupper plating
cupper plating
Hole surface Hole surface
solder surface solder surface
Glass epoxy board Solder plating

Glass epoxy board Solder plating
Cupper plating Cupper plating

Step5: Observation of operations
4th Investigation of possible causes :
Investigation on how the surface of inner holes disperses
The process of drilling holes in PCB’s 1) Make a hole of the upper plate
2) Make a hole of the middle plate
3) Make a hole of the lower plate
4) Remove the drill
upper plate Splint plate

middle plate
lower plate Lock pin
Lower
plate
The condition of a hole of the upper plate planking
1) At the time of making a hole of the
upper plate
middle plate
lower plate
4) At the time of removing the drill
Drill
Upper plate drill from A drill from B
Lower plate drill from A drill from B

There is not
much difference
between results
of 6000 rpm and
8000 rpm.
Instead there is
difference
between drill A
Ａ，６０００ｒｐｍＢ，６０００ｒｐｍ and drill B.
The surface
drilled by drill A
Is less fluffy and
much smoother
than the one by
drill B
A，８０００ｒｐｍ B. ８０００ｒｐｍ
Comparison of holes of K co., and I co.
Co. Co.
Shape Straight Zigzag
Plating Uniform and Thick here and thin

layer thick there, overall thin
Glass fiber 8 layers 7 layers
Surface
roughness
After melting plating layer by chemicals
the part of epoxy layer, which was not torn
was magnified by 100 times
Perceive
operations which
have not been
perceived before.
Sections of 1 was magnified by 400 times.

Apparently glass fiber is smoothly removed.
After melting plating layer by chemicals
the part of epoxy layer, which was badly torn
was magnified by 100 times
Perceive
operations which
have not been
perceived before.
Sections of 1,2 were magnified by 400 times.

Apparently glass fiber is torn off.
Understand that the process where the
problem takes place is often different
from the one which generates the
problem.
Cutting edge of Cutting edge of
drill from A drill from B
Even in the known domain do not neglect

to see it in detail.
At 1 and 2
1 there are
Raise the belch outs
precision of 2
observation to a
further detail
(one and/or two
digits deep)
At 1 belch out At 2 belch out
Magnified by Magnified by
400 400
Gas bubbles up at the outlet of belch out, showing
how cupper plated layer has been damaged. Raise the
precision of
Multiplied by 100 observation to
a further detail
(one and/or
two digits
deep)
Observation: glass fiber and gas invade into the

cupper plated layer , damage cupper plated layer
and solder plated layer and generate blow holes.
Perceive
operations which
solder hole
have not been
perceived before.
glass
glass Magnified by 400
Fragments of glass
and holes can be
observed in the
grass layer
Step6: Collection of data
The condition of a
The condition of a The condition of a The condition of
hole of the upper
hole of the upper hole of the upper a hole of the
plate
plate plate upper plate
1) At the time of
2) At the time of 3) At the time of 4) At the time of
making a hole of
making a hole of making a hole of removing the
the upper plate
the middle plate the lower plate drill
Conclusion: at the time of 1) the surface is already fluffy and not smooth.
Observe from output to input step by step, but not
from the viewpoint of the sequence of operation
Splint plate
upper plate
middle plate
lower plate
Lock pin
planking
(a)The quality (b)The quality of

of output output (a) depends
depends on on the existence of
the existence fluff on the surface
of fluff on the of various parts of
surface of the the inner wall of the
inner wall of hole in this situation
the hole
(c)The quality of output (d)The quality of output (c)
(b) depends on the depends on the situation of
existence of fluff on the clogged chips in the groove
surface of various parts of the drill
of the inner wall of the
hole in this situation
Step7: Grasping of cause and effect relationship

Drill A: chips sparse Drill B: chips dense
Even in the Magnified by 50 times

known domain
do not neglect
to see it in
detail.
Drill A:Chips are within the groove
Drill B:Chips come out from the groove,

some changes colour to yellow showing
grass fiber is mixed
solder hole
glass
glass
Magnified by 400
Fragments of glass
and holes can be
observed in the
grass layer
Conclusion: The root cause of the soldering defect is
due to improper use of the cutting drill
If we have not reached zero losses we
should think that we have only identified
symptoms of the problem. With this
approach the problem will sooner or later
come back again. When we are not able to
analyze the problem and must rely on
DOE/Taguchi methods, do not forget to
show phenomena after identifying major
parameters.
Advanced Kaizen –Example 4 (microbiological
contamination due to method )
Method - microbiological contamination

PROBLEM: Liquid abrasive cleaner in January production
was blocked due to positive microbiological effect
Method - Microbiological Contamination
600 pallets were
blocked :
385K Euros
TARGET: 0 Pallets with microbiology

contamination
600
0 0 0 0 0 0 0 0 0 0 0
33 pallets out of espec: Sale loss: 1200 Tons – 20

32k Euros days without sales
(Production Cost +
Destruction + WH Rent)
January january
16 17 19 20 21 22 23 24
MICROBIOLOGICAL RUTINE TEST

Rapid Test ATP-Bioluminiscense (24 hs) SANITIZATION Cordillera Factory SANITIZATION (-) (-) (-) (+) (+) (-) (+) (+) (-) SANITIZATION (+) (+) (+) (+) (+) (+) (-) (+) (+) (+) (-)
HOT WATER 10 Closed Dec 20th to HOT WATER 10 HOT WATER 10
Incubation in solid culture (7 days) MIN Jan 6th MIN MIN
Traditional test Spec <100 Neg Neg >300 UFC Neg Neg
Gram -
Bacterias Gram (-) Spec: 0 Gram +
Preservative in
21 Days
formulation: Proxel 200 ppm Not meashured 190 5 to 10 ppm 170 210
Swabs & Rinse Swabs & Rinse Swabs & Rinse

water check water check water check
OK OK OK
Verificatio
n
1° Why 2° Why 3° Why 4° Why 5° Why Root Cause 4M
(OK /
NOK)
The sanitizing procedure was not The operator didn't follow the
Man
followed current procedure
Root Cause Analysis: The current clean &
The current cleaning & desinfection procedures weren't
because both sanitization previous because both sanitization
Because only hot water (without(without
A biofilm was generated because the previous and posterior to stop,
Because only hot water
Because acid cleaning is
Because acid
Because
cleaning
in the guideline
is not there are
there ROOT
only
desinfection
Because in the guideline
cleaners
CAUSE:
sufficientThe
to stop the procedures
current generation biofilm inwhere
cleaningof&adesinfection somewhere innot
procedures suffcient
weren't
A biofilm was generated because the stop and posterior to stop,stop
didn't acid cleaner) can't tothe Process /Filling line due
of to the Factory stop for SAP in the Process Method
plantstrong acid didn't are only cleaners sufficient stop the generation a biofilm in somewhere
plant enough to assure the correct the
strong
cleaner) enough
can't
correct
to assure
remove
desinfection
the chalk not
remove theincluded in the included in the
chalk residues
recomended, without
recomended, without a
current procedure recomended toa
stop the generation
Cordillera implementation. of a biofilm
/Filling line due to the Factory stop for SAP Cordillera implementation.
frecuency in Method
residues current procedure
desinfection recomended frecuency
Because never
somewhere in the Process /Filling line due to
Because there are equipment with an Because there are gaps in the Because the line wasn't
unhygienic design current instalation reviewed recently
before had a
contamination issue the Cordillera Factory closed. Machine
Because TIM / engineering does

not Have the right Man
understanding
Because RM is out of especification Material
Because the preservant was not Because a failure in the

Machine
added according the formulation automatic adition system
Bacteria identified in Biofilm generation

External Lab
Pseudomona spp (Gram -)
Staphylococcus spp (Gram +)
198
Action:
1. Passivation of the
Process/Filling Area
2. Frecuency of
analysis increase 4
times.
Unilever Gmp
Home Care
Section 1
6.2.3.1 Thermal Disinfection And Its Validation
For Thermal Disinfection, The Requirements Must Be Complied

With:
• All Parts Of The Plant Achieve A Minimum Temperature Of
70°C For A Minimum Contact Time Of 10 Minutes Including
The Coldest Part Of The Plant / Circuit Being Disinfected.
• The 10-minute Contact Time Measured After All Parts Of The
Circuit Have Reached This Temperature With Critical Control
Points Measured On The Surface.
UNILEVER
GMP
HOME CARE
Section 2
201
• There’s not a clearly

defined frecuency of use
• There aren't
recomendations about
desinfection after factory
stops for long periods
Implement Acid Treatment
1st Action: Clean & with an anually Frecuency
Actividad Responsable Planificacion 1 2 3
CRONOGRAMA DE IMPLEMENTACION
4 5 6 7 8 9 10 11 12 13 14 15 16
Week
17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Desinfection Current & before starting
Procedure production after Long
Planificado
1 Identificacion de la perdida A. Baldi
Real
Planificado
a Tomar datos y graficar Real
Planificado
P b Valorizacion de la perdida y graficar Real
Planificado
2 Descripcion del problema
L a Describir el problema (5W1H)
Real
Planificado
Modification
Real
A
Factory stops period (4
Planificado
b Realizar Sketches (Dibujos) Real
Definir Objetivos Planificado
3
N (Pérdida y Economica)
Definir objetivo de reduccion de
Real
Planificado
a
perdida Real
Definir objetivo de reduccion de Planificado
b
perdida economica Real
days)
Planificado
4 Establecer contramedidas Real
Planificado
D a Generar Plan de Accion
b Generar registro de Mejoras

Real
Planificado
Real
O 5 Evaluar los costos

Planificado
Real
Planificado
a Planilla de Costos Real
Planificado
C 6 Chequear los resultados Real
H a Comparacion con Objetivos
Planificado
Real
E Planificado
b Describir resultados intangibles
C Real
Planificado
K c Beneficios Real
Planificado
7 Estandarizacion Real
Planificado
a Replica Horizontal
A Real
Planificado
b Gestion Visual Real
C c SOP - SMP
Planificado
Real
T d LUPS
Planificado
Real
2nd Action:
Planificado
e Entrenamientos Real
Implement a monthly
Monitor Tend
Analysis
3rd Action: Validate

New Procedure of
Sanitization with
Ecolab
BEFORE AFTER
• Review C&D Procedures for other HPC liquids products (Chemical

Treatment /Factory stops )
• The new procedure was shared with the others HPC plants
5 Questions for zero defects - Method

Score
Before After
1 3 5
A SOP exists but is not A SOP exists and is sufficiently

1 Is the SOP detailed defined? There is no visual SOP
sufficiently detailled detailed
3 5
Is the standard esasy to

Difficult to understand, Easy to understand, difficult
2 understand and apply as difficult to apply to apply
Easy to understand, easy to apply 5 5
described?
Does the method (process and It is not sufficient, high It´s effective, but a margin of In 100% of cases good results
3 product) lead to good results risk of error error still exists can be achieved
3 5
Is the detection methodology

4 robust? Visual controls Control by equipment Automated control 3 3
Does the process prevent error to

5 go next station? Doesn´t prevent Error proof devices Poka Yoke devices 1 1
60 76
Advanced Kaizen –Example 5 (Raw Material Interaction
Due To Man )
The defect:
Consumers complained to the Customer Care Center that their
Rexona Bamboo deodorant stopped working.
Product not coming out from hole .
Rexona Bamboo Blockage Cc.
Consumer complaints of
Aerosol blockage
Consumer complaints
Produced on January 16th
TARGET: ZERO BLOCKAGE IN

REXONA BAMBOO Due This Cause
Verification
ROUTE CAUSE
1° Why 2° Why 3° Why 4° Why 5° Why Root Cause 4M
4 M’s ANALYSIS:
(OK / NOK)
Porque el spray
100% channel no esta bien Porque la tapadora no lo
Material
50% 50%
colocado
Porque el locking
coloco en forma correcta
THE
50% device del actuador Porque el material vino
esta roto defectuoso
Material
OPERATOR DO
Porque esta tapado el
0% Material Man
esta tapando el spray
channel/ inserto
Porque el Activo tiene
tamaño de particula por
porque el material no
fue chequeado en el Material NOT RESPECT
fuera de especificacion ingreso
Porque se encontraron Porque las particulas Porque el Concentrado

son mayores de 125 no fue bien elaborado
Porque el operador
dosifico en forma
THE ORDER
partículas en el Porque no respeto el orden de adición
concentrado micrones incorrecta los
materiales
de los encaps
Man
OF ADDITION
OF ENCAPS
Blockage found in the

insert but not in the
spray channel
Product was not OK

Insert
blocked 207
Punctured Filtered the

concentrate in Rinsed with
aerosol & De- Cyclomethicone
Gassed can 125 microns
mesh
Fragance
encaps
agglomeration
But Why?
But Why Fragance Encaps

Where Agglomeated?
Rexona Bamboo Formulation:
2 Fragance Encapsulated
Share Encaps Release the parfum with movement

Friction
Corn Starch Encaps Release the parfum with the Transpiration
Water
Consulted Experts
APA GDC Aerosol
& DeosTechnology
Dictionary Corn Starch
Encaps
Share
Encaps
Raw Materials Interaction APA Process
starch the higher

water content Agglomeration
encaps.
about 1 to of the shear
encaps about
2% 3 to 4%
WATER WATER
CONTENT CONTENT
TWTTP HERCA
1st Action: Apply
TWTTP & HERCA to
understand Human
Error
2nd Action: Improve

Visual Aids & OPL in
• Lack of visual OPL & Visual Aids in the the process floor
process floor
3rd Action: Train
•Needs of Training regarding issues generating Operators in the
in the Process floor related to impact on process Floor
Consumers.
4th Action: Implement
•The Operator could pass manually the order of new Standard
additon in the recipe
Visual Tortuguitas
Título:
Responsable:
Leccion de un Punto
Adición Correcta de Fragancias Encapsuladas
Antonella Miletti
Responsable SHE Responsable Calidad
Fecha: 22/09/2015
Responsable de Produccion
Nº
01
Fernando Ortiz Angeles Baldi Francisco Brisco
OPL &
SHE Calidad Caso problema
Conocimiento x Otros Caso de Mejora
La receta está cargada en el PLC de manera tal que la adición de Encaps se realice de forma intercalada
con el AACH.
Para todas aquellas recetas que lleven encaps se deberá seguir los pasos de adición tal como lo indica el
PLC, y como se muestra en el siguiente ejemplo para la Receta Rexona Fanatics.
Cuando se llega al paso de Dosificación de Encap, procurar dosificar en el siguiente orden y cantidad:
Ingresar a la cabina de polvos, corroborando el correcto funcionamiento de la extracción antes de realizar la
Visual
1
dosificación.
2 P20: Dosificar Encap SUN 1
Aids in 3
4
P21: Dosificar AACH
P22: Dosificar Encap Shine
Process
5 P21: Dosificar AACH
Floor
Resultados
Fecha
Instructor
Participantes
Training Generate
document and training
to understand the
materials interaction,
APA process &
consecuences if
process is not follow in
FP related to
Consumer complaints:
Blockage
NEW STANDARD Encap and active phase addition,

implementation was divided into 2 parts, adding
an homogenization stage between
these steps.
4 steps of encap and active addition are
consecutives.
To move
forward with
the next step
the operator
must press ok
on the PLC.
ok
BEFORE AFTER
The inclusion of this middle stage reduce the complexity: replacing the
addition of 4 consecutive powder dosing steps, by 2 consecutives steps.
Moreover, the new homogenization phase force the operator to press ok

in the PLC before the addition, and slowing this critical phase.
Zero blockage
due to encaps
agglomeration
Score
Before After
1 3 5
Are the error and root cause being Error is monitored but root cause Error is monitored. Root cause and solution tool is
1
monitored at Q gate?
Error is not monitored
hasn´t been defined clearly defined 1 5
Are personal factors of operator

Low level, can make mistake at any
2 proper? (tiredness, carelessness, Not proper
time
Proper 5 5
unmotived, ve inattentiveness)
3rd level at skill matrix. Skill matrix is being

3rd level at skill matrix. But skill
3 Employee´s skill level is considered? 2nd level at skill matrix (working with support)
matrix isn´t updated periodically
updated every 6 months and when an operation 3 3
changes.
Saturation must be simplified; too many small

Does the complexity of the process More simplified saturation but can
4
proper?
operations to remember, too many different
be improved
Saturation is proper 3 3
components to assemble
Is there any alerting/preventive system

5
exist against human error?
Poka yoke doesn´t exist Soft Poya yoke exist Hard Poka Yoke exists 1 3
52% 76%
Advanced Kaizen –Example 6 (Process Capability Issue)
Filling Process Improvement- Corniani 3

Objective: Improve the capability process of SKIP 3 litres to CP >1,33.

Shutters/ Level and Pressure

Charge Cell pneumatic cylinder of the filler tank
Filling plate
5G Gembatsu Genjitsu
Genri Gensoku
Gemba (Observe (Analyse
(refer to the (follow
(shopfloor) and facts and
theory) standard)
examinate) figures)
Monitoring STD Status SOP/OPL
Charge Cell calibration STD weight (2000 gr) NOK YES

Filling plate status Visual NOK NO
Charge cell status Visual NOK YES
Shutters state Visual NOK YES
Machine: FILLER Pneumatic cylinder status Visual OK YES
Flow and Pressure of pipes (from tank to NO
filler) P = 2-3 kg/cm2 NOK
Level and pressure of the filler tank NO
Visual OK
Filling plate Charge Cell Shutters

Calibration
Replace filling Replace charge

plate cell
BEFORE AFTER BEFORE AFTER
Replace
Shutters AFTER
BEFORE
Broken
plate
Cp >1,33
STEP 5 X Matrix
x Celda de carga x x
x Plato de llenado
X Matrix x
x
x Electro valvula del cilindro
Picos
Cilindros
x
x
x
Aligment
Proper conditions
Masa
3. Subsystem / Component
Cilindros neumaticos con perdida de sello.

Pico con perdida por daño en obturador
Descalibración de la celda de carga
Desalineacion de la celda de carga
2. Abnormal Phenomena
4. Machine Parameters
Aligment
Correc
OK
Visual check
3055-3075
1. Defect Mode
x Botellas con bajo peso x x x

x Botellas sobrellenadas x x x x
MACHINE Plato de Llenado
Score
1 3 5 Before After
1Are the conditions clear? Defined Standards Simple checking method Simple visual check 1 5
Difficult to set up, lack of rererence
2IsMACHINE
it easy to set conditions? Funcionalidad del obturador
points Easy to set-up, presence of reference points Automatic Presentting 1 5
3Are the conditions variable? During normal production Only during setup Score Exceptionally 5 5
1 3 5 Before After
4Is the variability condition easily checked Difficult to check visually Standard measuring system Continuously monitored 1 3
1Are the conditions clear? Defined Standards Simple checking method Simple visual check 1 5
5Are the conditions easy to restore? By Maintanance expert
Difficult to setde
up,Cilindro
lack of rererence
By trained operator Automatically 1 3
MACHINE Electrovalvula
2Is it easy to set conditions? points Easy to set-up, presence of reference points Automatic Presentting 361 3
84
Score
3Are the conditions variable? During normal production Only during setup Exceptionally 5 5
1 3 5 Before After
14Are
Is the
thevariability
conditionscondition
clear? easily checked Difficult Standards
Defined to check visually Standard
Simple measuring
checking system
method Continuously
Simple monitored
visual check 13 3
5
5Are the conditions easy to restore? By Maintanance expert
By trained operator Automatically 3 3
2IsMACHINE
it easy to set conditions? Sello de cilindros
points Easy to set-up, presence of reference points Automatic Presentting 1
52 3
76
Score
1 3 5 Before After
41IsAre
thethe conditions
variability clear? easily checked
condition Defined to
Difficult Standards
check visually Simple checking
Standard method
measuring system Simple visual monitored
Continuously check 11 15
5Are the conditions easy to restore? Difficult
By to set up,
Maintanance lack of rererence
expert By trained operator Automatically 1 3
MACHINE Celda de Carga 28 60
3Are the conditions variable? During normal production Only during setup Score Exceptionally 3 3
4Is the variability condition easily checked Difficult to check visually 1 Standard measuring system 3 Continuously monitored 5 Before 1 After 1
15Are
Are the conditions easy to restore?
the conditions clear?
By Maintanance expert
Defined Standards
By trained operator
Simple checking method
Automatically
Simple visual check
1
1 3
5
28 60
4Is the variability condition easily checked Difficult to check visually Standard measuring system Continuously monitored 1 3
5Are the conditions easy to restore? By Maintanance expert By trained operator Automatically 1 3
28 68
Advanced Kaizen –Example 7 (Minor Stoppage Due To
Contamination )
NO OK Define the problem OK
Problem
description
STEP 1 2 3 4 5 6 7
Define the problem
5G
3
1
4
Define the problem
5W+1H In the packaging area, L1-AM in the case

former, it takes place 6 times per shift
average , the case former stops for not
being able to remove the case correctly,
The operator argues that is a constant
problem occurring at least twice in one
shift everyday, affecting the OEE, OLE &
CTP KPI´s.
system / process
Vacuum system is divided in :
1. CUP :
It is the object that uses negative fluid 1 Atmospheric pressure
pressure air to adhere to surfaces

2. Vacuum flow :
It refers to the amount of air flowing
vacuu
through the pipe, the vacuum flow is 2 m
measured in liters
3.Vacuum Generator:
The compressed air A, filtering, non-
lubricated, is ejected through the nozzle 3 C
D and increases its velocity. It then
passes to mixer E and then introduced E
into the muffler B. The vacuum comes B A
from depression created in the chamber D
surrounding the nozzle D. Thus, the air
sucked C takes the same direction and
moves to muffler B
Target for minor stoppages
OEE lost by "Minor

Stoppages"
Extraction case 0,00%
0,00% 20,00%40,00%60,00%80,00%100,00%
Classify Potential Root Causes :
5 why
1. Unknown selection cups criteria
2. Vacuum generator is plugged
3. Vacuum flow is plugged
1 CUPS
Vacuum
2 Generator
3 Vacuum Flow
1.-Unknown selection cups criteria

CARdboard
PRODUCT TO EXTRACT: BOX
WEIGHT:
136.6
g
SUCTION CUPS For inclined, smooth, arched,

Model sensitve surfaces
CUP MATERIAL BELLOW CUP

Model
SIZE
The model of the cup depends on the

type of piece to be manipulated
Depending on the size of the cup is

going to be the suction gripping
SIZE force to be taken to extract the
product
SUCTION CUPS
34 mm
CUP
Model SIZE MATERIAL
F=5N F = 44 N
SUCTION CUPS
Cup material
Model SIZE Cup

material
1.-Unknown selection cups criteria PRODUCT TO EXTRACT:

Cardboard
box
WEIGHT:
136.6
g
For inclined,
smooth, arched,
SUCTION
Model sensitve surfaces
CUPS
CUP BELLOW CUP

Model SIZE
MATERIAL
The model of the

cup depends on
the type of piece
to be
manipulated
2.-vacuum is plugged in the vacuum generator

With Professional Maintenance
Team, the venturi system was
dismantled checking that they
were not damaged or with dust
inside.
3
1
Vacuum 4
Generator
2
1 2 Vacuum 3 Muffler 4 Muffler

Air injector connection
5 Vacuum
Nozzle system
1) No bumps on 1) Small bumps on the 1) No bumps on 1) No bumps Verify the system

the surface surface the surface on the surface with 24 Volts
2) Hose air 2) Hose vacuum 2) Muffler 2) Muffler connection and
entrance clean entrance clean and entrance free of cyender free of air pressure
and undamaged undamaged dust and dust and station.
3) Mesh filter 3) Vacuum nozzle undamaged
undamaged
clean and clean free of dust and
undamaged dirt
3.-vacuum is plugged in the vacuum flow
CUP´S
COMPONENT A vision system called
borescope, helped to
FILTE inspect inside the suction
R cups and verify that the
vacuum system did not
have any problem.
Flexible
borescope
used
Filter inspection:
Spectrophotometry
Samples
1280 x 1024
Digital Microscope 85% wet corrugate particles

15% Others
ENSURE THERE WERE NOT DUST IN NO Dust in surface

SURFACE
Clean Dirty
Corrugated
specification
Technical
Tolerance
Caracteristics
3mm external and 5mm
Unseal liner
internal corrugated
Long +-3mm
High +-3mm
Width +-3mm
For L<= 1200MM; max 4%
Cambered
For L> 1200MM; max 3%
Humidity -50% relative humidity
Relative humidity Cuernavaca Morelos

Humidity Issue
The excess humidity causes:
1. Increase the friction coefficient of the corrugated Avg p/weeks Avg

76% 66%
causing clogging on the machine.
2. Weaken adhesion, package resistance

decreases causes the fall of small dust and
cellulose particles Relative humidity AEROSOLS PLANT
3. Can alter the dimensions of the package resulting in
problems after armed
Increased drop
cellulose particles
Percent relative
and decreased
humidity
resistance
50% corrugated
No issue
60& 10%
70% 20%
80% 32%
90% 52%
100% 85% 60 80
% %
Define the Root Cause :
1.- Unknown selection cups

5why validation
criteria
2.- Vacuum generator is
plugged
3.- Vacuum flow is plugged
3
Vacuum Flow
1
CUP
S
2 Vacuum
Generator
Establish solutions :
QX matrix Qm matrix Daily monitor de filter

for determining
frequency of cleaning
5 questions for zero defect machine
4
5
Absolut relative
pressure pressure
1.- ARE CONDITIONS TO BE SET

1 CLEAR?
4.- is the variation visible?
VACUUM GAUGE
4 INSTALLED
Porous surfaces Smooth surfaces
Cartons, agglomerated With metal, plastic and

materials, raw wood and glass or any smooth, sealed
uneven surfaces, surface, the vacuum flow
generate lost off vacuum almost nil.
that the flow must
compensate. That’s why The vacuum level should be
the vacuum level must be highest between 55 and
between 30 and 55% 80%
In industrial applications relative

pressure is preferred. clearly
distinguishes the vacuum (negative
pressure) of positive pressure.
A vacuum gauge is installed giving visibility to the operator when it losses vacuum in the
extraction system
Porous surfaces
Necessary
vacuum
Extraction Arm Vacuum

Highest Set Lowest Set pressure Reading
Point Point
5.- is the validation easy to restore?
With the help of a

2 solenoid valve,
the air pressure
is directed
“Auto clean” VACUUM Generator towards the
suction cups,
Vacuum is cleaning the filter
1 generated when FILTE
the case has to Solenoid valve R
5 be taken
Establish new cleaning standard
Positi Up date
ve cleaning
gap 30% - standards
35%
ESTÁNDAR DE MANTENIMIENTO AUTÓNOMO

"INSPECCION"
INSPECCIÓN
MAQUINA: ORDENADOR LINEA: LINEA 1
Frecuencia Estado de la Dispositivos de
PUNTOS NO ESTANDAR MALO BUENO ACTIVIDADES A SEGUIR Responsable Tiempo Como
T.D. S. M. máquina seguridad
EQUIPO BASICO
MANUAL Y VISUALMENTE
OBSERVAR QUE LOS VERIFICAR QUE LOS PERNOS DE
PERNOS DE CANJILONES UNA VEZ POR LOS CANJILONES ESTEN
1 PERNOS NO ESTEN
RECTOS
OPERADOR
SEMANA
PARADA 5 ALINEADOS, QUE ESTEN BIEN
CHUECOS FIJOS CON LAS TUERCAS, QUE
MIN NO TENGAN MOVIMIENTO,
EQUIPO BASICO
MANOMETRO DE PRESION
DE AIRE GENERAL DE MANOMETRO DENTRO DE OBSERVAR QUE EL INDICADOR
UNA VEZ POR DEL MANOMETRO NOS MARQUE
2 MAQUINA FUERA DE CONTROL VISUAL EN OPERADOR
SEMANA
TRABAJANDO 1 RANGO DENTRO DE LA PRESIÓN
CONTROL VISUAL RANGO RANGO DE TRABAJO 6 BAR DE 6 BAR
DE TRABAJO MIN
EQUIPO BASICO
MANOMETRO DE
MANOMETRO DENTRO DE OBSERVAR QUE EL INDICADOR
SUMINISTRO DE AIRE DE
CONTROL VISUAL EN UNA VEZ POR DEL MANOMETRO NOS MARQUE
3 SOPLETE #1 FUERA DE
RANGO DE TRABAJO 2.0 A
OPERADOR
TURNO
CONTROL VISUAL RANGO DE 2.0 A 2.5 BAR
2.5 BAR
DE TRABAJO MIN
EQUIPO BASICO
30% 40% 50%

MANOMETRO DE
MANOMETRO DENTRO DE OBSERVAR QUE EL INDICADOR
SUMINISTRO DE AIRE DE
CONTROL VISUAL EN UNA VEZ POR DEL MANOMETRO NOS MARQUE
4 SOPLETE # 2 FUERA DE
RANGO DE TRABAJO 1.0 A
OPERADOR
TURNO
CONTROL VISUAL RANGO DE 1.0 A 2.0 BAR
2.0 MIN
DE TRABAJO
EQUIPO BASICO
MANOMETRO DENTRO DE
MANOMETRO DE
CONTROL VISUAL EN MANUALMENTE CON TRAPO
SUMINISTRO DE AIRE DE SECO LIMPIAR LA CARA ACTIVA
RANGO DE TRABAJO UNA VEZ POR
5 SOPLETE # 3 FUERA DE
FORMATO FEMENINO 2.0 A
OPERADOR
TURNO
TRABAJANDO 1 DE SENSOR, OBSERVANDO QUE
CONTROL VISUAL RANGO SE DESPRENDA TODO EL POLVO
3.0, FORMATO MASCULINO DE CORRUGADO
DE TRABAJO MIN
2.5 A 3.5 BAR
EQUIPO BASICO
MANOMETRO DENTRO DE
MANOMETRO DE CONTROL VISUAL EN OBSERVAR QUE EL INDICADOR
DEL MANOMETRO NOS MARQUE
SUMINISTRO DE AIRE # 4 RANGO DE TRABAJO EN UNA VEZ POR
6 FUERA CONTROL VISUAL FORMATO FEMENINO 4.0 Y
OPERADOR
TURNO
DE 4-6 BAR SEGÚN FORMATO A
RANGO DE TRABAJO FORMATO MASCULINO 6.0 TRABAJAR
MIN
BAR
implemention
MEASURE RESULTS AFTER EVERY OEE lost by "Minor Stoppages"

CHANGE:
on
Target
Extraction case 0,00%
0,00% 20,00% 40,00% 60,00% 80,00% 100,00%

Standardization
QX
matrix
5 questions for zero defect machine

# QUESTION Scor e 1 Scor e 3 Scor e 5 Before After
1 Are conditions to be set clear? Not fixed and agreed A method to check exists They are easy to see and read 1 5
2 Are the conditions easy to set? Difficult Easy Preset 1 3
3 Does the value of a condition of an item vary? Yes during normal production Only at set up - start up Exceptionally 1 5
4 Is the variation visible? Difficult to see and check Standard method to check it It is continuously visible 1 5
5 Is the variation easy to restore? By maintenance By operators Automatically reset 1 5
Tot al 20% 92%
SUMMARY
TRAININGS AM
STEP 4 Correct evaluation of B and
1
C for each step
PNEUMATIC Machine classification 11
2
TRAINING based on P,Q,C,D,S,M
3 4 categories of operators
4 AM step 4
5 Fixataion: Nuts
FIxation 6 Fixataion: Screws
TRAINING 7 Fixataion: Bolts
8 Fixataion: Washers
9 Pneumatic: Maintenance
10 Pneumatic:Valves
11 Pneumatic:Suction Cups
Q POINTS
QX MATRIX
X X X
X Vacuómetro X
X Punzon X
2 rondanas esquina
X X X 4 X
X
X
X
X
X
2 rondanas esquina
3
2 rondanas esquina
2
X
X
15
X X X 2 rondanas esquina 1 X
X X X 2 roldanas esquina 4 X
X X X X X 2 tornillos esquina 4 X
Guías Vacuómetro Punzón Roldana de presión Roldana plana Tornillos 3. Componente de la máquina
Alineación de postes
Diámetro menor
Diámetro menor
Diámetro mayor
Diámetro mayor
Guías laterales
4. Parámetro de la máquina
Guía superior
Diámetro
Longitud
Material
Cuerda
Torque
Grosor
Grosor
2. Condición anormal
Vacío
D53 USA Derecho: 177 mm
D45 LATAM 129 mm.
D53 LATAM 172 mm.
Izquierdo: 436 mm +-1 mm.
Se pierde el vacío en
están alineados
218 mm Izquierdo: 129 mm
(-0.35)-(-0.6) BAR
mm. D45 LATAM Derecho:
Al tope + 1/4 (control

mm Izquierdo: 442 mm +-1
D53 LATAM Derecho: 177
Los tornillos de la
desajustan con el
Las guías no están

D53 USA 181 mm.
Los postes no
20 mm +- 1 mm
2 mm +- 1 mm
18 mm +- 1 mm
30 mm +- 1 mm
8 mm +- 1 mm
2 mm +- 1 mm
6 mm +- 1 mm
6 mm +- 1 mm
visual) 20 N/m
correctamente
1 mm +-1 mm
movimiento.
el sistema de
extracción.
matriz se
ajustadas.
a 90°.
+- 1 mm.
A2 70
90°
1. Modo de defecto
Caja mal pegada por
tornillos de matriz
desajustados
X
Caja mal formada por

postes desalineados X
Extracción de cajas X
Extracción de
corrugado X
Advanced Kaizen –Example 8 (Why do teapots drip? )
• The flow rate was important. The slower the pour, the more likely the
teapot was to drip. With a fast pour the tea has less of a chance to
slow down, change direction and drip down the spout.
• It must be a combination of Bernoulli’s Principle and air pressure

pushing on the water that caused it to run down the underside of the
spout.
• Wettability is a measure of how much a liquid likes being in contact with
a surface. At one end of the wettability scale are materials like clean
glass, where water tends to spread out. At the other end are
superhydrophobic materials.
• They occur naturally such as the lotus leaf, or, thanks to recent
inventions, can be applied as a spray, making any material impervious
to liquids or dirt. To avoid dripping and to maximise the ejection of water,
it's much better to use a hydrophobic coating.
• The wettability of a surface determines how a liquid behaves. Liquids tend
to stick slightly to solids, egturning a page with a wet finger, and it’s this
which causes a liquid to spread out over a surface. However, the
molecules in a liquid are also attracted to each other, resulting in the
phenomenon of surface tension, and it’s this which causes the liquid on a
surface to form small droplets.
• Superhydrophobic materials usually have a highly textured surface at very
small scales (nano range) making it hard for liquids to stick to the surface
and spread out. Instead, the internal attractive forces are dominant
causing the liquid to ball up as drops.
• So a superhydrophobic teapot spout prevents dripping by breaking the
stream of tea into separate little droplets which fall in to your cup rather
than stick to the underside of the spout.
• If the spout is thin and has a small radius it is less likely to drip because
it’s harder for the flow to make the sharp turn onto the underside of the
spout.
Teapot maker
• "Teapots are almost the pinnacle of learning how to throw clay on a
wheel". "There are so many different stages involved: the body, the spout,
the lid and the handle. You make these individually and assemble them
over a couple of days. This can take at least ten days or a month if you
are making a batch. And then maybe it dribbles."
• So for most, dripping teapots are just a fact of life. But not for the
housewives of the 1920s who knew how to change the wettability of
surfaces and get rid of drips – by rubbing butter on the underside of the
spout.
5.6 The Seven Steps of PPA
Step 7
The five zero

Step 6 defect
questions
MQ Analysis
Step 5
Details of checks /
Step 4 tasks
List process
points and Evaluate
evaluate functions and
standards Step 3 necessary checks
Analyze data
& select study List the systems
area and sub-systems
Step 2
Step 1
253
1. What is Processing Point Analysis?
(1) The meanings of processing
“Processing” at the workshop stands for the activities

such as “transforming”, “changing”, “disassembling or
assembling” material or parts manually or by using a
machine or equipment.
This processing is carried out by using tools, moulds
and/or jigs.
(2) Processing point
What is a processing point?

This is a point where an interaction takes
place physically, manually or automatically to
create a change in state of either product or
material
Processing Point Examples
This can be best explained by referring to the
following examples :
(1) The processing point of

the drilling machine is
the point where the drill
bit contacts the material.
By continuously moving
this processing point
perpendicularly, the
material is processed.
Lathe Cutting
(2) The processing point Chuck

of the lathe is the
point where the
cutting tool contacts Workpiece
the material.
By continuously
moving this
processing point, the
material is cut into a
part. Cutting tool
(3)The processing point of the grinder is the point
where the grinding wheel contacts the material (or
parts).
(4)The processing
point of the arc
welding machine
is the point where
each part and the
core wire is
welded by arc. By
continuously
transferring the
processing point
at fixed speed,
the two parts are
welded.
259
(5) The processing
point of plating is
the contact
surface of the
work piece and
the fluid. By
feeding electric
current on the
contact surface,
plating film on the
work piece
surface is formed.
260
(6) The processing point of assembly is the
contacting point or plane for sub assembling and
fixing more than two parts.
“Quality of every part and
workpiece can be assured by
continuously and stably moving
the processing point.”
(3) Dispersion of the processing point
In the machining or assembling process of parts
or workpieces, if the processing point moves
unevenly, defectives will be produced.
For machines and equipment, the following six
systems should be considered, except jigs and
tools and machining conditions.
① Lubrication system which moves rotating parts,
sliding sections and contacting sections
smoothly.
② Oil pressure system which assures the smooth
movement of the processing point in linear and
rotational movements by oil pressure.
③ Air pressure system which assures quick
and smooth movement of the processing
point by air pressure.
④ a. Driving system which changes natural
energy into power,
b. Transmission system which increases
or decreases the power,
c. Power system which changes power
transmitted from the transmission
system into the power of operational
unit to maintain the continuous
movement of the processing point.
⑤ Electric control system which is concerned with
the three elements; the formation, positioning
and continuity of the processing point, by
changing electric energy.
⑥ a. Main equipment system which maintains the
balance in processing and the datum level
and the required rigidity of the machine.
b. Fastening system which sub-assemble many
parts to the main equipment and assures
accurate operation of each system.
Depending on the machining purpose,
each equipment has several or all of these
systems.
Dispersion of the processing point
Many sub systems and processing

points belonging to one system can be
linked on one line, in order to fulfill one
function. Therefore the presence of
deviation at the processing point is
determined by the state of each
subsystem which contributes to the
function of the processing point. When
Electrical
a machine is a cause of producing control
defectives, it is because one or several
sub-systems on a certain line in a Ideal
certain system does not function Conditions
Air
properly. Therefore, deviation of the System
Main
Equipment
processing point takes place.
267
(4) Processing point analysis
Defectives such as scraps and repairable

defectives caused by a machine and the
machine losses are the results of the multiple
effect of defects of some part on a certain point
in each system.
In processing point analysis, neck analysis of
defectives should be carried out for each
production line and the most appropriate
equipment or machine should be chosen for
efficient and effective improvement.
Then after going through the principle and
operating standards of machining its
constituent systems such as the main system
and its sub systems should be clarified by
means of proper statements and sketches.
Machine Main Fastening system
equipment
condition system
Base
Electric control Machining material
Level adjustment Bolts, nuts Oil lubrication
system bolt system
Machining conditions
Main switch of electric box Base bolt Screws Lubrication oil
Oil tank
Control board Main flame Suction filter
Operating board Workpiece Pump unit
Datum level Pressure control valve
Relay box Washers Non-return valve
Tools Piping, joint
Detector Solenoid valve
Distribution valve
transmission
Driving Electric motor

Transmission
Lubrication section
transmission
Transmission
The Grease
Grease pack
Piping unit
Lubrication
Operating
transmission
Grease
Chain
motor
Brake
clutch
Shaft
section
Piping
processing
Joint
Cam
system
lubrication
operating
point system
system
Actuator
Oil supply nozzle
Air volume control valve Actuator
Cock
Direction control valve Piping joint
Oil amount control valve Piping, joint
Piping, joint
Oiler Direction control valve Oil amount control value
Line filter Pressure control value
Air pressure control valve
Pressure control valve Pump unit
Filter Pump unit Suction filter
Air pressure source system
Suction filter Cutting oil tank
Operation oil tank Cutting oil
Air pressure Oil pressure

system system Cutting oil system
Operating Operating Principle Operating Standards
Lathe Cutting
Turn chucked 1.Turn workpiece
workpiece, applying at the specified
Chuck the cutting tool to its RPM and check
surface. Move for absence of
cutting tool parallel wobble.
to the workpiece’s
2.The cutting tool
Workpiece rotational axis to
should always
remove material
move in a
from its surface until
straight line.
specified shape and
dimensions are 3. Make sure
obtained. workpiece
center is
aligned with top
Cutting tool edge of cutting
tool.
1.Turn the drill at
While drill is the specified
rotating,press it RPM and check
Drilling (feed forward) to for absence of
enable the drill and evenness and
chisel edge to wobble.
Drill
remove material
from the workpiece 2.Make sure drill’s
and expel the cutting edges are
material via the drill the same shape
grooves.A band and size all
around the drill’s around (check
perimeter provides drill length and
a hole guide and angle)
Workpiece helps the drill 3.Make sure the
penetrate in a spindle moves in
straight line. a straight line.
272
1.Align center of
Internal Grinding Using two shoes workpiece with center
to support the of grindstone.
workpiece, turn it 2.Make sure of the
Packing plate on the drive plate. workpiece rotational
Grindstone Turn the centers and
grindstone at high grindstone are parallel.
speed and
repeatedly apply it 3.Make sure the
to the workpiece workpiece and
surface until grindstone are both
enough of the turning at the specified
surface has been RPM and are free of
Shoe Workpiece wobble.
removed to obtain
the specified 4.Run only at the
shape and specified cutting
dimensions. speed.
Create an arc in 1.Do not allow the
Arc Welding
an inert gas current to fluctuate
between the base during welding.
material and the
2.Maintain a constant
electrode and use
distance between
Electrode the heat of the arc
the electrode and
to melt and fuse
the base material.
(weld) the base
material. 3.Hold the electrode at
the specified angle
Arc when moving it
forward to weld
Base along the base
Material material.
2. Basic points of processing point analysis
(1)Study and inspect the target process, from the

viewpoint of quality or productivity.
(2)Understand the basic principle and operating
standards and grasp their meanings precisely.
(3)Analyze results and try to draw sketches of
the phenomena (individual phenomena,
completed phenomena and progressive
phenomena) in detail by yourself.
(4)Analyze causes by clarifying the following six
factors for each system and its sections:
① Name
② Purpose
③ Function
④ Components
⑤ Principle (of the function)
⑥ Operating standards (the necessary
conditions and maintenance)
e.g. An oil lubrication system can be explained as follows ：
(a) Six factors of the compulsory central

lubricating method
① Name ： Compulsory central lubricating

method
② Purpose ： Feed lubrication oil to the sections
which require lubrication oil.
③ Function ： Pump up lubrication oil from the
tank and supply the required amount of oil to
the lubrication required sections.
④ Components ：Oil tank, pump, motor, oil level,
gauge, suction filter, oil supply inlet, drain plug,
electric terminal box, oil quantify adjustment bolt,
discharging inlet, rotational direction check window,
feeding button, pressure gauge, pressure control
valve, joint, pipes, distribution valve, sliding
sections, rotating sections, etc.
⑤ Principle : Based on the operating conditions of
the machine, the required amount of oil is
pumped up for each lubrication required section
and feed oil intermittently (by a timer) to the
lubrication required section.
⑥ Operating standards :
(The necessary condition) : There is the right
amount of lubrication oil.
(Maintenance) : Check the oil amount of the oil
tank regularly so that the required amount of oil is
secured for the lubrication required sections.
(b)Six factors of lubrication oil
① Name : Lubrication oil

② Purpose : Lubricate each lubrication required
section
③ Function : Friction, washing, cooling, rust
prevention, corrosion protection, airtight.
④ Components : Base oil + additives
⑤ Principle : By making oil film between the two
metals, protect the metals from friction and let
them move smoothly.
(The necessary condition) : At the lubrication
required section, there is the right amount of un-
deteriorated oil without water, air bubble and/or
foreign body.
(Maintenance) : Check periodically if there are no
water, air bubble, foreign body or deterioration at
the lubrication required section,
(c) Six factors of oil tank
① Name : Oil tank

② Purpose : Container for lubrication oil
③ Function : Secure the right amount of oil
(within the range of the upper limit line and
the lower limit line)
④ Components : Oil tank, oil level gauge, seal
for the upper lid of the tank, oil supply inlet,
oil supply filter
⑤ Principle : Lubrication oil in the tank is
discharged intermittently by the electric signals
and thus the amount of oil is reduced. It is
controlled by the indication of upper limit line
and the lower limit line.
(The necessary conditions) : The right kind of oil,
the right quantity of oil
(Maintenance) :
* Charge the right oil based on the label of the oil
label.
* Control the amount of oil by periodic inspection.
(d)Six elements of a distribution valve
① Name ： Distribution valve, or resistance
distributor for intermittent oil supply
② Purpose ： Being equipped behind the pump,
secure the distribution of lubrication oil from the
pump to the several lubrication required
sections.
③ Function ： Owing to the strength of the
resistance given to the discharged oil by the
throttle valve in the distribution valve, the
required amount of oil is distributed to each
lubrication required section.
④ Components : Inlets, throttle valve, lock nut,
distribution valve bolts
⑤ Principle : After adjusting the amount of oil
being discharged by pump to the required
amount for each lubrication required section
(by giving resistance to oil flow), the lock nut is
fastened.
In this way lubrication control is carried out.
⑥ Operating standards:
(The necessary conditions) : The lock unit is
securely fastened. No oil leakage.
(Maintenance): Check periodically the
looseness of the lock nut and oil leakage.
(5) Clarify all the check items for each section and
determine the overall check items.
It is not possible to clarify all the check items of

each section in each system unless the
unacceptable state of “the point” of each check
item is clear.
Example: The overall check sections of an oil
lubrication system and check items:
①Oil leakage in the pipe or at the joint
①Oil leakage at the pipe connections
distribution valve
①Pulsation of
②Checking of discharged oil
the pump ②Crush and scratch on the pipe
②Abnormal join pipe Distribution valve
noise of the t
motor <Check items of the
Pressure control valve sliding section>
③Temperature Pump unit ①Pressure gauge
of the motor ①Lack of oil film
②Refastening of the
pipe connections Rotating section ②Damage of dust
removal wiper
③Checking operation
of pressure control <Check items of the
valve rotating section>
①Lack of oil film
①Checking of oil type
Oil tank ②Deterioration and
②Change of oil color damage of the oil seal
Lubrication oil ①Oil level gauge
③Mixing of dust and alien obstacles ③Wear metal
②Damage of tank
④Mixing of water
③Seal on the upper lid of the tank
⑤Mixing of air bubbles
④Oil inlet and oil charge filter
⑥Checking of viscosity
⑤Line filter
⑦Checking of oil temperature
⑥Dust, dirt at the bottom of the inside of the tank
(6) Clarify know-why
After establishing the overall check items, clarify

for each check item the know-why of the
following :
1) Checking method and evaluation criteria
2) Direction of improvement
3) Reason for the necessity of improvement
4) Outcome if improvements are not carried out
The overall checking items of an oil tank.
Packing Oil inlet
Oil filter
Upper board
Tank Packing
Oil level gauge
< The overall checking items of an oil tank>

• Oil level gauge
• Damage of the tank
• Seals on the upper board of the tank
• Oil inlet and oil filter
• Dust and dirt on the inner bottom of the tank
Checking methods and know-why (1)
Section
Upper
Oil tank limit line
Checking items
(1) Check the level of

Lower
the oil level gauge limit line
Checking methods and evaluation criteria
•By cleaning the oil level gauge, check if the oil level gauge is broken or not, if
the upper and lower limit lines have disappeared or not and if the oil level is
appropriate or not.
Improvement directions in the case of “no”
•Change the oil level gauge.
•Draw the upper and lower limit lines of the oil level gauge.
•Supply lubrication oil up to the upper limit line.
Know-why (Why is this improvement required?)

・Breakage of oil level gauge → Dust will be mixed in lubrication oil.
・Dirty oil level gauge, disappeared upper and lower limit lines
→Impossible to read the gauge
→Overflow takes place at the time of oil supply
→ Waste of oil
→ Make the machine and the floor dirty
→Insufficient oil quantity
→Induction of air
→ Abnormal wear of the pump
→Lower air pressure
→Oil film of the lubrication required section being cut
→Unstable transfer of the processing point
→Defecting quality
→Lowered speed
→Stoppages by breakdown
→ Oil film of the lubrication required section being cut
Section
Oil tank
Checking items
Oil filter
(4) Check the oil inlet
and the filter
•Remove the oil inlet cap and clean the inlet

•Check if there is oil filter installed
•Remove the oil filter and check if there is dirt, clogging or damage on the filter
•Check the mash of the filter
•Install the oil filter
•Clean the oil filter
•Exchange the oil filter with a new one
・Damage of the oil supply filter or no filter

→Invasion of dust and dirt
→Clogging of the suction filter element
→Occurrence of cavitations
→Unstable supply of oil to the lubrication required section
→Oil film of the lubrication required section being cut
→Abnormal wear of the lubrication required section
→Defecting quality
→Lowered speed
→Induction of dust and dirt
→ Abnormal wear of the pump and the valve
→Lower pressure
→Unstable oil supply to the lubrication required section
→ Abnormal wear of the lubrication required section
→ Forced deterioration of lubrication oil
Section
Oil tank
Checking items Rust, alien Rust, alien

substance substance
(5) Check dust and

dirt on the inner
bottom of the tank Dirt, alien substance Magnetic bar
•By putting a magnet bar from the oil inlet and checking the bottom of the tank
by the magnet, check if there is any metal or alien substance stuck to the tank.
•Wash the tank
•Apply the rust inhibitor, which does not influence oil, on the inside wall of the tank
•Remove the source of rust
・Deterioration of the seals on the upper board of the tank and/or the piping section.
・Clogging of the element in the air breezier
・Oil pot
・Abnormalities within the tank

→Alien metal substance (mainly rust)
→Occurrence of seizing in the pump, valve and lubrication required section
→Deterioration of quality
→Lowered speed
→Dust and dirt
→ Deterioration of lubrication oil
→ Clogging of the suction filter element
(7) Making of the overall check sheet
(8) Detection of the defective states of the parts

surrounding “the processing point”.
Overall Check Sheet
Oil lubrication system Section:lubrication oil Overall checking sheet
Step 4 - 1 Name of machine:

Headquarters Dept. Sec. Team
Group
Classificati
on of Person
Check item Inspection method and Checking Improvement points Date
Fixed
factors in
evaluation criteria results in case of NG
/Partly fixed charge
/Variable
① Check if
the •Check if the
specified lubrication oil sticker •Paste the new
lubrication is pasted or not. Even sticker of the
oil is used. if it is, can it be seen specified
easily? lubrication oil.
② Check if
the •By sampling the oil •If the color of oil
lubrication from the middle of the is +2.5~3.0 than
oil color is tank and check it by the new color,
changed the color sample. remove the
or not. sources, wash the
•Check the sampling tank and change
③ Check if oil by sight. the oil by the new
dust or one.
alien •By putting 2 or 3
substance drops of oil on the •Remove the
is mixed in filter paper, check if sources, wash the
the there is any dust or tank and change
lubrication alien substance or not. the oil by the new
oil or not. one.
•Check the
④ Check if cloudiness by sight.
water is •Remove the
mixed in •By putting 2 or 3 sources, wash
the drops on the test the tank and
lubrication paper, check by change the oil
oil or not. color samples. by the new
•By looking from one. <Fixed
⑤ Check if air factor:>
bubbles are outside, check if •Remove the
mixed or there are air bubbles sources. The factor
not. rising. which will not
•(By using the change for
⑥ (Check the viscosity measuring half a year
viscosity of tool, measure the after being
lubrication stretched length.) once restored
oil.) or improved.
⑦ Check the •By putting the <Partly fixed
temperatur thermometer from •Solve the factor:>
e of the oil supply inlet, causes and
lubrication check if the take The factor
oil. temperature is countermeasur which
between 20and 50℃ es, or install changes in
•Check the the oil cooler. several
temperature by weeks or
touching. monthly.
<Variable
factor:>
The factor
which
changes daily
or weekly.
3.Seven steps of Processing Point Analysis.
Step 1 : Conduct initial planning
1. General improvement goal for a particular process
2. Define the improvement theme and organize an
improvement team.
Step 2 : Clarify the principles and operating standards
by making a sketch of the processing point.
Step 3 : Clarify the systems to constitute the processing
point, the systems to position the processing point
and the systems to maintain the continuity of the
processing point.
Step 4 : *Study abnormal quality phenomena and
carry out investigation from the viewpoint of the
processing principles and operating standards.
*Investigate the causes for moving the processing
point among processing conditions.
*Investigate the causes for moving the processing
point for each machine unit of each system.
Step 5 : Set clearly the processing conditions and

the machine conditions
Step 6 : Sum up the above via MQ analysis into the
QM matrix.
Step 7 : Continuously improve the process based on

the 5 questions for zero defectives.
5.7 PPA Examples
Step 7
The five zero

Step 6 defect
questions
MQ Analysis
Step 5
Details of checks /
Step 4 tasks
List process
points and Evaluate
evaluate functions and
standards Step 3 necessary checks
Analyze data
& select study List the systems
area and sub-systems
Step 2
Step 1
303
Understanding PPA
We will use a simple example of a pillar drill
• The Processing Point is the point of contact between the drill and the
material
• Defects are caused if the drill does not perform this operation perfectly
every time
• There are five systems that can influence the performance of the drill
1. Lubrication system
2. Driving transmission and power system
3. Electric control system
4. Main equipment
5. Fastening system
304
Step 1
Analyze data & select
study area
305
PPA Step 1
Analyze data & select study area
• Develop a phenomena statement
• Set a SMART objective

Specific
Measurable
Attainable
Results-focused
Timely
306
Step 2
List process points and
evaluate standards
307
PPA Step 2
List process points and evaluate standards
The processing point of the drilling machine is the point

where the drill bit contacts the material.
SKETCH OPERATING OPERATING

PRINCIPLES STANDARDS
While drill is rotating, 1.Turn the drill at the
press it (feed forward) to specified RPM and check
enable the drill and chisel for absence of evenness
edge to remove material and wobble.
Drill from the workpiece and
2.Make sure drill’s cutting
expel the material via the
edges are the same shape
drill grooves. A band
and size all around (check
around the drill’s perimeter
drill length and angle)
provides a hole guide and
helps the drill penetrate in 3.Make sure the spindle
Workpiece a straight line. moves in a straight line.
308
Step 3
List the systems and
sub-systems
309
PPA Step 3
List the systems and sub-systems
Identify the sub systems, which contribute to the

processing point
Depending on the processing point under
investigation, the function may have several or all
of these systems.
310
PPA Step 3
MANUAL
Once the principle and FEED BELT DRIVE X 3 PULLEY
SETS (SPEEDS)
operating standards of the CHUCK &
DRILL STOCK
processing point are DRILL
BIT
established, its contributing VICE
systems, such as the main and WORK

MOTOR
BED
sub systems, should be 415 VOLTS
3 PHASE
clarified by means of proper SUPPORT
statements and sketches. COLUMN
BASE
311
PPA Step 3
Types of main and sub systems?

Lubrication system which keeps rotating parts, sliding sections and
contacting sections moving smoothly
Hydraulic system which assures the smooth movement of the processing
point in linear and rotational direction by hydraulic oil pressure
Air pressure system which assures quick and smooth movement of the
processing point by air pressure
Drive system which changes energy into power
Transmission system which increases or decreases the speed
312
PPA Step 3
Power system which changes power transmitted from the transmission

system into the power of operational unit to maintain the continuous
movement of the processing point.
Electric control system which is concerned with the three elements; the
formation, positioning and continuity of the processing point, by changing
electric energy
Main equipment system which maintains the balance in processing and
the datum level and the required rigidity of the machine.
Fastening system which fixes many parts to the main equipment and
assures accurate operation of each system.
313
PPA Step 3
System & Sub System Map
Machine Main equipment Fastening system

condition system
Base
Electric control Machining material Oil lubrication system
system Level adjustment Bolts, nuts
bolt
Machining conditions
Main switch of electric box Base bolt Screws Lubrication oil
Oil tank
Control board Main flame Suction filter
Operating board Work piece Pump unit
Datum level Pressure control valve
Relay box Washers Non-return valve
Tools Piping, joint
Detector Solenoid valve
Distribution valve
Driving Electric motor
transmission
Transmission
transmission
Lubrication section
Transmission
Grease
Grease pack
Piping unit
Lubrication
transmission Operating
Chain
Grease
motor
Brake
The processing
clutch
Shaft
section
Piping
Joint
Cam
lubrication
system
operating point
system system
Actuator
Oil supply nozzle
Air volume control valve Actuator
Cock
Direction control valve Piping joint
Piping, joint
Piping, joint Oil amount control valve
Direction control valve Oil amount control value
Oilier
Line filter Pressure control value
Air pressure control valve
Pressure control valve Pump unit
Filter Pump unit Suction filter
Air pressure source system
Suction filter Cutting oil tank
Operation oil tank Cutting oil
Air pressure system Oil pressure system

Cutting oil system
314
PPA Step 3
System & Sub System Map
Washers
Screws
Shaft Transmission
Fastening System
Bolts & Nuts
Belt Transmission
Datum Level Pulley

Transmission
Operating Handle
Mainfilmse
Main Equipment The Processing Drive System
Base bolts
Point
Level adjustment bolts
Base Power System
Equipment
Tools
Work piece Machine Condition

System Isolator
Machining Conditions Electrical Control System
Operating Start / Stop
Machining material
Contactor Box
Electric Motor
315
Step 4
Evaluate functions and
necessary checks
316
PPA Step 4
Evaluate functions and necessary checks
Analyze for possible causes of deviation within the system or sub systems.
Use the six factors to analyse the system or sub systems:-
•Name - The system or sub system
•Purpose - What it does within the system
•Function - How does the component provide the purpose
•Components - List the components within the system or sub system
•Principle - How do the components fit together to perform the function
•Operating standards - Necessary conditions and maintenance
317
PPA Step 4
Example of the 6 Factors
NAME Electrical control system

Electric motor A. C. 415 v (M120)
PURPOSE Provide rotational power to the drive spindle
FUNCTION To convert 415v, 3 phase, 50hz electrical energy into mechanical rotation at
1420rpm
COMPONENTS 1. Motor filmse

2. End & driven plate
3. Bearings
4. Windings
5. Drive shaft
6. Armature
PRINCIPLE OF THE To convert electrical frequency by changing the armature polarity
FUNCTION
OPERATING The motor shaft rotates clock wise at 1420rpm

STANDARDS
Maintenance - Check motor speed under load
318
Step 5
Details of checks / tasks
319
PPA Step 5
Check Method Sheet Example 1
PROCESSING POINT ANALYSIS CHECK METHOD

SECTION
Drawing or illustration
Pillar Drill - Motor
CHECKING ITEMS
Speed of the motor drive

shaft
CHECKING METHODS & IMPROVEMENT ACTION IF CONSEQUENCES IF IMPROVEMENT

FINDINGS
EVALUATION CRITERIA FINDINGS INCORRECT NOT TAKEN
Speed of shaft Inform technician Motor will burn out creating

The speed of the shaft 1500 rpm Replace motor downtime/loss of production.
should be 1420 rpm +/- 5%
Checked by using a Possibility of fire
tachometer.
Drill bits overheating thus creating
defective products.
320
PPA Step 5
Check Method Sheet Example 2
SECTION Drawing or illustration

Oil Tank Upper Limit
CHECKING ITEMS
Lower Limit
Check the level on the oil
level gauge.
FINDINGS IMPROVEMENT ACTION IF CONSEQUENCES IF

CHECKING METHODS &
FINDINGS INCORRECT IMPROVEMENT NOT TAKEN
EVALUATION CRITERIA
Clean oil level gauge & Gauge broken Change the oil level gauge Oil leakage will occur from the
check the oil level. gauge, this will result in lowering
of the oil level.
Increase oil usage through
wastage which results in cost
Dirty oil gauge makes it difficult
to check level.
Allow entry of dust/water into oil
tank causing contamination.
Check if the upper & lower No limits Mark on the gauge the upper & Unable to determine level in reservoir.
level limits are indicated visible Lower oil level limits Could result in running below
on the gauge. minimum level causing damage /
wear to the machine.
Can result in overfilling creating mess
affecting machine performance and
creating a hazard.
321
PPA Step 5
If the answer to the criteria for checking is NO and the solution is not obvious,
carry out a know-why analysis as in the example below (based on example 2)
Improvement directions in the case of “NO”

•Change the oil level gauge
•Draw the upper and lower limit lines of the oil level gauge
•Supply lubrication oil up to the upper limit line

Breakage of oil level gauge → Dust will be mixed in lubrication oil
Dirty oil level gauge, upper and lower limit lines hidden under dirt
→Impossible to read the gauge
→Overflow takes place at the time of oil supply
→ Waste of oil
→ Make the machine and the floor dirty
→Insufficient oil quantity
→Induction of air
→ Abnormal wear of the pump
→Lower oil pressure
→Oil film on the area requiring lubrication is reduced
→Quality defect
→Lowered speed
→Stoppages by breakdown due to accelerated wear
322
PPA Step 5
Check:-
Correct belt tension
Correct belt alignment Check motor speed
Belt for signs of wear/damage Under load
Belt pulleys for wear/damage
Belt tensioner for security
Bearings
323
Step 6
MQ Analysis
324
PPA Step 6
If quality depends on machine (CP, CPk) and material

conditions, then develop QM matrix for checking the critical
components.
For example : quality of material uniformity:-
•Parameter – What is to be checked

•Standard value – measurement & tolerance
•Measurement tool – How measured
•Frequency – How often, when
•Responsibility – Who carries out the task
325
Machine (CP, CPk) To find relationships between the machine and materials,
we need to use MQ analysis.
Q Process control item Machine M Inspection item

characteristic
s Section Characteristics Medium
Check Large Small
Screw
Clearance
clearance
Rubber • Mooney
property • Hardness Motor No
• Foreign rotation
r.p.m.
vibration
substances Output
Bank quantity: Rubber
quantity
constant supply
for Hot water
extruder 60 ℃
Rubber supply
constant
thickness quantity
Bank Temperature Temperature

quantity of hot water
Cutter
Feed width position
Machine Feed Mandrel

characteristics thickness thickness
Roller
Crown crown Crown
Roller shape Diameter: 0.25 quantity
Offset: 5/1000
Roller Offset
Roller Degree of influence
shape quantity
clearance
M: machine
Q: product characteristics
Fig. MQ analysis 326
PPA Step 6
QM Matrix
Range Freedom
Tool Sharpness
Tool Condition
Belt Tension
Motor RPM
Feed Rate
Security
Parameter
Standard Value 118 degrees SOP 125 1420 10 mm deflection 50mm / min 200 / 0 Zero movement
Measurement Tool Drill gauge Audible Tachometer Steel rule Slide scale Visual inspection Visual inspection
Frequency 10 pieces Constant 3 monthly Daily Constant Daily Constant
Operator / Technician Operator Operator Technician Operator Operator Operator Operator
Standard SOP 125 SOP 125 SOP 126 SOP 127 SOP 127 SOP 127 SOP 125
Supervisor Daily check Checklist Checksheet Checksheet Training matrix Checksheet Daily
327
Step 7
The five zero defect
questions
328
PPA Step 7
The five zero defect questions
We need to check that the technique achieved the goals
set in Step 1?
If not go through the process again, applying the 5
questions:
1) Are the conditions to be set clear?

2) Are the conditions easy to set?
3) Does the value of a condition or item vary?
4) Is the variation visible?
5) Is the variation easy to restore?
329
PPA
Activity Boards
Stratification
LOGO
LOGO
LOGO
LOGO
Step 1 Step 2 Process Points Step 3 Systems & Step 4 Functions &
Sub Systems checks
Phenomena
330
The seven steps of focused improvement
Step 5 – Project work using appropriate technique
PPA Activity Boards
Stratification
PPA Self Audit
331
Other example:
Machine Tools
332
5.7 Problem Solving Level (Especially for Quality Control)
Qualified people
Problem solving level (especially for quality control)
Basic level Intermediate level Advanced level
Steps to solve a 1. Analysis of the 1. Recognition of the 1. Recognition of the
problem present situation problem problem
2. Observation of the 2. Determination of 2. Determination of
operation aim aim
3. Inspection 3. Observation of the 3. Observation of the
4. Implementation of operation operation
a solution 4. Investigation of 4. Investigation of
cause and effect cause and effect
5. Implementation of 5. Implementation of
a solution a solution
Conscious level of The data used for 1. Because there are 1. Understanding that
problem recognition analysis of the unknown cause and because there are
present situation effect relations, the unknown cause and
does not reflect the quality of output effect relations the
quality of output of varies. quality of output
the present situation. 2. The number of varies.
They are either repetition = the 2. Looking for
summed up data or number of operations dispersion due to not-
the average ones. yet perceived
operations
Conscious level of Sloppy aim, not 1. Dealing with only 1.Dealing with
determining aim concrete limited number of unlimited number of
operations operations
2. Aiming to look at 2. Aiming to look at
operation the dispersion of
operations
Conscious level of 1. Making efforts to 1. Making efforts to 1.Trying to find
observing find causal find operations operations that
operations operations. which generate generate the similar
2. Liable to think that dispersion. dispersion as the
when no dispersion 2. Thinking that one of the quality of
among operations when operations output
can be found then generating 2.Thinking that when
there is no dispersion dispersion cannot operations
among operations be found it is generating
because of poor dispersion cannot be
observation found it is because
of poor observation
Conscious level of 1. Experiment 1.Recording of the 1.Recording of the

identifying cause immediately operations and then operations and then
and effect relation 2. Liable to take recording the quality recording the quality
action against of output of output
symptom without 2. After detail 2. After detail
thinking relation analysis, root analysis, root
between cause and causes are identified. causes are identified.
effect . 3. Understanding 3. Understanding
the relation between the relation between
cause and effect cause and effect
based on operating based on operating
principle and principle and
operating standards operating standards
4. Grasping
phenomena with
sketches behind the
problem
Conscious level of Trying to find Trying to grasp the Trying to focus on
understanding the countermeasures relation between the real issue step
need of repetition with only one trial cause and effect by step
with one trail

FI - Chapter 5 - Problem Solving Hierarchy

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

FI - Chapter 5 - Problem Solving Hierarchy

Uploaded by

Copyright:

Available Formats

Chapter 5: Problem Solving

Quıck Kaizen Standard Kaizen Major Kaizen Advanced Kaizen

Autonomous Maintenance Ppa

Tag Tag Focused Improvement

Major Kaizen PPA

One can and should reason from

GEMBA Go to the spot

Premature break drill at unit 3, Berardi II, Machining L1

Berardi II Crankcase without Diameters Axial Groove

Validation of basic conditions:

The averge life of

“The problem continue after the 3G”.

Investigation of the composition required for the drill:

We found that the elements that give

C Carbon W Tungsten Ni Nickel

A Fluorescence Test by X-Ray was

Ni Nickel All elements are within specifications

Revised Problem statement

WHEN: Since the implementation

In some areas of the drill the

hardness is higher than the

These areas have a high

concentration of carbide and is .5 .7

The size of some carbides are

Supplier mixed grains of different

Supplier ignores the impact in

After performing all tests to the modified drills,

Why we didn't get to zero?:

Premature break insert at unit 7, Berardi II, Machining L1

We observe that the insert

WHEN: Since the implementation HOW: The insert is

Premature broken insert.

During machining the

The tooling support does

Contact area between the

Design proposed and validated

We can use the

Both designs achieve the objective, but we select the 2nd

New tool was The

To have an eye of an amateur is good to see

1. Speak up immediately when problems are recognized,

2. Ask why (at least 5 times) to reach the root cause

3. Go to the sources of the problems and see for yourself.

What kind of problems have you assumed

Let’s think if there are other

Major Kaizen PPA

When did the problem occur ?

Where did you see the problem (Line / Machine / Location) ?

Is the problem skill related ?

Which trend or pattern does the How is the state of the

❑ Many people enjoy good coffee

Problem statement = Sadly today Barista has received

standards 6 Machine Cleanliness Machine maintained and Machine maintenance Inspect

Expresso Quality Defects

were repeated, and although an

Mineral Content Basic Condition

Water Filter Basic Condition

Water Temperature Basic Condition Porta-

Water Pressure Environmental

“Refer to the 8 Bean Roasting Level of darkness

Expresso Quality Defects

• Following 5G activity basic 25 Machine Tamping

• The coffee maker is producing 12

Following detailed stratification of the problem using 5W+1H (with 5G) it