QUALITY TOOLS

‘ PRODUCTION OPERATIONS MANAGEMENT’

By:
Aaimen Masood SP20-BBA-001
Aayza Aamir SP20-BBA-002
Fatime Urooj Inam SP20-BBA-221
Abdullah Bin Omer SP20-BBA-009
 E I G H T D I S C I P LI N E S

How 8D can help in problem solving in Production and operation management?

• While using 8D, we have

• More effective and efficient problem solving
• A team-oriented approach
• Open communication within the team and with management
• A framework for corrective action that allows for systemic changes and continual
improvement
• Intense examination of the control systems that permitted the problem
• Easy integration with process-improvement tools
 8 D I S C I P L I N E S O F P R O BL EM S O LV I N G

• D0: Plan
• D1: Form Your Team
• D2: Define and Describe the Problem
• D3: Contain the Problem
• D4: Find the Root Cause
• D5: Identify and Test Solutions
• D6: Choose Solutions and Put Them into Practice
• D7: Prevent Recurrence
• D8: Celebrate and Recognize Contributions
D0: Plan
• Summarize the Issue
• Identify and Take Emergency Responses D5: Identify and Test Solutions
• Plan for the 8Ds • Develop Solutions
• Test Solutions
D1: Form Your Team  
• Create a team to tackle the problem. D6: Choose Solutions and Put
• Add the Right People Them Into Practice
• Review the Problem • Implement, Validate, Monitor
  • Move From the Interim to the
D2: Define and Describe the Problem Permanent Solution
• Outline the problem  
• Identify Critical Process Steps (create a D7: Prevent Recurrence
flowchart) • Improve and Standardize
• Outline Project Plan Systems Across the
Organization
D3: Contain the Problem
• Find a Temporary Solution D8: Celebrate and Recognize
Contributions
D4: Find the Root Cause • Perform a Final Review
• Develop Root Cause Theories • Celebrate
• Test and Review Causes
• Identify Escape Point
 
 SIX SIGMA

Six Sigma is a business methodology and data-driven process with a goal of producing nearly
perfect products for consumers, reducing product defects to 3.4 defective parts per million, or
99.99966% defect-free products. 
• Six sigma aims to reduce
• Time
• Defects
• Variability

Six sigma increases customer loyalty

Six sigma improves employee morale
Two major methodologies used in Six Sigma are:

• DMAIC: An improvement system for existing processes falling below specification and looking for
improvement.
• DMADV: An improvement system used to develop new processes or product from scratch to for the
growth of business.
 5S

The 5S system is a lean manufacturing tool that improves workplace efficiency and
eliminates waste. 5S serves as a foundation for deploying more advanced lean production
tools and processes. 5S is originated as 5 Japanese words: Seiri, Seiton, Seisou, Seiketsu,
and Shitsuke. In English, these 5S words are known as:
• Sort
• Straighten
• Shine
• Standardize
• Sustain
Sort: It is the first step of the 5S also known as “seiri,” which translates to “tidiness.” The goal
of the Sort step is to eliminate clutter and clear up space by removing things that don’t belong
in the area. Separate necessary items from unnecessary items.

1. Items needed in the work area: Items that are regularly used in the work area and will stay in the
work area.
2. Items needed in another work area: Misplaced items, an item used in another work area. “Sort” it to
the area where it belongs.
3. Items of need: Using the 5S “red tag” system, red tagged items should include the name of who
tagged the items, why it is no longer needed, and the name of manager who approved the disposal.
4. Items not needed: Items that are 100% not needed, should be immediately discarded.
Straighten: The second step, was originally called “seiton,” which translates to “orderliness.” the goal
of this step is to organize the work area. Each item should be easy to find, use, and return: a place for
everything, and everything in its place. After you’ve sorted items, it’s time to decide how you want to
organize them.

1. Providing easy access to frequently used items

2. Grouping items into logical categories to organize and store the categories.
3. Creating a visualization, making it clear for each group when an item is missing or misplaced.
4. Using containers to organize the items.
5. Labelling the items by putting them into frames.
6. Meet with your team after one week and again after two weeks to brainstorm further improvements as part of
your initial implementation.
Shine: The third step of 5S is Shine, or “seisou,” which means “cleanliness.” The Shine step elevates
the work area by thoroughly cleaning and inspecting tools, equipment, and other items. Routine
cleaning, the Shine step is not meant to be a job for the maintenance or janitorial staff. Each worker
should clean their own work area, and the equipment they use.

This approach has several benefits:

• Workers who are familiar with the area will quickly notice any problems that arise.
• Hazards or difficult situations will be understood and accounted for.
• Items that are out of place or missing will be recognized.
• Workers will tend to keep their own workspaces cleaner during normal operations.
Standardize: The fourth step is Standardize, or “seiketsu,” which simply means standardization. The
Standardize step is a bridge between the first three steps. Standardize makes 5S repeatable. It
transforms 5S from a one-off project to a reproducible set of activities. This paves the way for long-
term change.

1. Job cycle charts: Identify each task to be performed in a work area, and decide on a schedule or frequency for
each of those tasks.
2. Checklists: A great format is to have a name for each task that serves as a quick reminder and a more detailed
description for training.
3. Documents in pairs: Have one team member walk through each task as another documents it to ensure
nothing important is missed.
4. Procedure labels: Provide operating instructions, cleaning steps, and preventative maintenance procedures
right where that information will be needed.
Sustain: The fifth step of a 5S program is Sustain, or “shitsuke,” which literally means “discipline”. The
Sustain step assures that 5S is applied on an ongoing basis. It transforms your standardized 5S processes
into regularly completed tasks. The 5S approach was never meant to be a one-time event, but an ongoing
cycle.

This is key, because early successes in 5S can open the way for problems.

1. Schedule: Embed 5S practices as scheduled tasks.

2. Demonstrate: Instruct employees on how to conduct 5S tasks through demonstration and training.
3. Supervision: After initial 5S training for employees, gently supervise while they continue to form habits.
4. Adaption: When giving or receiving feedback on tasks, see where changes can be made to make the tasks easier
and more efficient.
 
 5 WHY’S & 5 HOW’S

5 Why and 5 How was developed in the 1930s by Mr. Sakichi Toyoda. Mr. Toyoda is the founder of
Toyota Industries and is said to be one of the fathers of Japan’s industrial revolution. This technique
gained popularity during the 1970s and it is still used by Toyota and may other companies and
organizations today.
The 5 Why method is simply asking the question “Why” enough times until you get past all the
symptoms of a problem and down to the root cause. The 5 Why method is often used during the
Analyze phase of the DMAIC process. By repeating the question “Why” you can drive down to the
root cause of the problem. The 5 How’s are then used to determine a root or permanent solution to the
“root causes” of the problem. The 5 Whys and 5 How’s have also been described as being like a
ladder.
You move down the ladder using the 5 Whys, to drive down to the root cause and then climb up the ladder using the 5
How’s to get to a resolution to the problem.

1. Form a team: The 5 Why & 5 How exercise should be performed by a Cross Functional Team (CFT). It should not
be done alone at your desk. The team should include representatives familiar with the process in question along with
members. Each team member will bring their own unique viewpoint of the problem and ask important questions that
may not otherwise have been asked.

2. Define the problem: The first thing any team should do during a root cause investigation is to clearly define the
problem. Develop a clear and concise problem statement. The team should keep their focus on the process and not on
the personnel. The team should also determine the scope of the problem to be addressed. If the scope is too narrow the
problem solving exercise could result in small improvements.

3. Asking why: Next the team leader or facilitator should ask “Why” the problem or failure mode occurred. The
responses must be backed by facts or data. The facilitator should then ask the team if the identified causes were
corrected, could the failure mode or problem still occur. If the answer is yes, then move on to the second “Why” and
then the third, fourth, fifth and so on until the answer is no.

4. Determine and implement corrective actions: Upon determination of the root cause(s), a list of appropriate
corrective actions should be developed to address each root cause. 5 How is a useful method of brainstorming
resolutions to the root causes and developing action items to resolve the problem? The facilitator should ask the 5
How’s related to the issue at hand. How can this cause be prevented or detected? Keep asking “How” until you get to
the root solution that resolves the root cause. Upon completion of the recommended actions, the effectiveness of the
actions should be determined.
Example: An operator fell and was injured during the first shift start up.

1. Why? There was an oil spill on the floor in the machining department.
2. Why? A Seal in machine 3 deteriorated and began cracking and leaked oil.
3. Why? The seal material was not robust to the application.
4. Why? Lower cost seals purchased from new supplier.
5. Why? Seal material not specified in service manuals.

Referencing the example above, the progression would be like this:

• The seal material specifications are not listed in the service manual
• Therefore – Lower priced seals were purchased from a new supplier to reduce costs
• Therefore – The seal material was not robust enough to the application
• Therefore – A seal in machine 3 deteriorated, cracked and began leaking
• Therefore – There was an oil spill on the floor
• Therefore – An operator slipped and fell and was injured on first shift
 LEAN

Lean: A systematic method for waste elimination or minimization (muda) within a manufacturing system without
sacrificing productivity.
Lean is defined as a set of management practices to improve efficiency and effectiveness by eliminating waste. The core
principle of lean is to reduce and eliminate non-value adding activities and waste.
Lean manufacturing, or lean production, is a system of techniques and activities for running a manufacturing or service
operation. The techniques and activities differ according to the application at hand but they have the same underlying
principle: the elimination of all non-value-adding activities and waste from the business.
Lean enterprise extends this concept through the entire value stream or supply chain: The leanest factory cannot achieve
its full potential if it has to work with non-lean suppliers and subcontractors.
Waste, or muda in Japanese, is defined as the performance of unnecessary work as a result of errors, poor organization,
or communication.
Quality professionals often debate whether or not there are seven or eight wastes of lean. The eighth
waste of lean is unique from the original seven because its elimination can directly benefit the
employees, as well as the employer.
The eight lean manufacturing mudas can be remembered using the acronym DOWNTIME.
1. Defects
2. Overproduction
3. Waiting
4. Non-utilized talent
5. Transportation
6. Inventory
7. Motion
8. Extra-processing
Leaning toward green:
Lean practitioners have for many years called attention to the conventional seven deadly wastes in actions taken to transform
raw material into a finished product. However, if they would use a broader perspective to include material and energy sources
used to create the product, more waste and cost savings could be realized. The Environmental Protection Agency has recently
developed toolkits that enable lean practitioners to identify environmental and energy wastes in addition to other improvement
opportunities uncovered by value stream mapping analysis. Tecmotiv Inc., a remanufacturer of vehicle components for the
U.S. Army, used this approach to reduce energy use and its environmental footprint while increasing profitability and
productivity.

The value of a lean culture:

The value of lean practices is widely known, but less known is the fact that many lean projects do not serve an organization in
the long term by creating a culture of reducing waste and empowering employees. Lean projects are started because an
organization recognizes a need to reduce waste and become more efficient, but in order to sustain any progress made through
lean, the culture of an organization must shift to encourage lean principles at every level. While shifting the culture of an
entire organization can be a daunting prospect, the benefits of adopting a lean culture can also solve the problem of a
disengaged and disinterested workforce. Engaged and empowered workers are invested in the principles of their organizations
and actively look for ways to contribute and expend extra effort to help the company thrive. Many organizations try to
recognize employees for outstanding effort with incentive programs, but often this recognition achieves the opposite of what
is intended by not giving employees the opportunity to empower themselves. Leaders are responsible for shifting the culture
to let employees stop following and start leading, and a shift to lean culture is a great vehicle to make that happen.
A systematic view:
In a kaizen blitz, an improvement team is isolated until the problem-solving activities are complete or near completion.
However, in many organizations, it's not feasible to take key employees away from their daily activities for very long. This is
where Modular Kaizen comes into play. Modular Kaizen integrates improvement and problem-solving tasks into employees'
regular activities when a problem arises. Modular Kaizen also works well alongside the plan-do-check-act and define,
measure, analyze, improve and control processes.

Total quality management:

TQM focuses on making the quality of products better, and this lean management tool works through a four-phase process
called The Deming Cycle. The four phases of the Deming Cycle are plan, do, and check and act (PDCA). This lean tool can
consistently refine processes and ensure the best quality of items before they're available for sale.
Total productive maintenance:
This lean tool focuses on the importance of well-maintained machines and efficient processes. It's a comprehensive approach
to maintenance, which aims to prevent problems before they can start. While the concept of using preventative maintenance
to ensure peak performance isn't new, the TPM strategy aims to also incorporate the wisdom and skills of people who use
machines and processes.

Just-in-time:
With the JIT lean manufacturing tool, team members analyze customer demands to decide which parts to produce, rather
than basing production schedules on projected demand. Workers make parts only when needed. To properly use this lean
tool, companies can use an array of other techniques, including Kanban, Heijunka, takt time and standardized work, in
conjunction with this one.
END