Hola Fernanditooooo.. ya pusimos flores en tu sitiojejjeje no para nada.

Te extraamos igual que bien Fer que ests en una empresa que tiene objetivos claros. Eso es muy bueno.. aprovecha y lcete Amix no es por nada pero ese gant que hiciste es un dolor de cabeza asi que te voy a pasar otro.creo que lo primero que debes hacer es ver si ya tienen reconocidos sus costos de mala calidad, si ya esta hecho bacn si no hay que ensearles como costearlo ( el RTY o rendimiento encadenado es util , esto es lo que produces el % con costo real, lete lo de los 7 desperdicios) luego con eso ya haces tu matriz de costos de calidad por rea o por lnea o por proceso.. depende de cmo trabajen .. si ya todo esta mapeado es mas fcil . Si no lo tienes claro mejor date tu colcho en tu gant para definir los costos que te informaran por cada area o proceso.. Abrazotesssssss Busco el gant y te lo paso

Rolled Throughput Yield (RTY)

Rolled Throughput Yield is the probability of the entire process producing zero defects. RTY is more important as a metric to use where the process has excessive rework. Since this rework involves many of the 7-wastes and contains the hidden factory opportunity, it is relevant to guide the team in the right direction. RTY is the product of each processs throughput yield, TPY. Using the same process as shown in the TPY example:

Calculation from above example: RTY = Process 1 TPY * Process 2 TPY * Process 3 TPY RTY = 0.800 * 0.739 * 0.804 RTY = 0.475 = 47.5% There is a 47.5% of the entire process producing zero defects.

RTY and other yield metrics can serve as baseline scores (Measure Phase) and final scores for Six Sigma projects (Control Phase). The baseline score provided in the MEASURE phase does not have to be a z-score and often the yield metrics are easier for team and other company employees to relate with and understand.

7-Wastes

The 7-Wastes represent areas to focus improvements towards the ideal state. All of these areas are topics to consider to identify waste, and opportunities to add more value to the value stream. Use the 7-Wastes thought process when making improvements to the process map to help achieve the ideal state. Although a process may be value-added, it is possible to improve on its value by examining each one in these seven areas. A product line may be quoted to include sorting, inspections, certain levels of scrap, and more, but if the competition can eliminate them they will become the lower cost provider.

Over Production

Building excess quantity of units, more than the customer needs or is willing to pay for. This could be due to long set-up and difficulties known at start-up. This is often done to cover an underlying problem. This type of waste is the most critical waste type to control since it involves the other six wastes.

Defects (Rejects, Repair, Rework)

Parts or units that do not meet the customer specification. Defects always require some degree of additional attention, whether it they are scrapped, reworked, or repaired. And these options may results in more wastes or other of the seven wastes. Remember to consider all the confusion and delays that might have been associated with the scrap or rework.

Transportation
Manually moving stock to staging area is an example. Dropping it off and picking it back up to deliver to machine. Try to minimize the transportation of the units and people involved in making them.

Waiting

Downtime waiting for parts, components, raw materials, approvals, the previous operation down in a cell, and paperwork. A machine could be waiting for next job, because the current job is being overproduced. It could be the part is waiting for something or the people involved are waiting.

Inventory

Parts on hand that customer has not purchased yet due to cycle time and lead time. Buffer stock used to offset variation in demand and production. Excess inventory ties up cash when it doesn't need to be and may never be recovered. This is a critical metric towards improving working capital.

Motion
Excess motion to adjust a machine, frame a house, make a reservation, that could be done by rearranging layout, tools, and personnel. The motion may cause unnecessary fatigue and long term injury. Proper ergonomics should be applied when making adjustment to motion studies.

Only have the necessary tools, materials, paperwork at the operator workstation. The less an item is needed, the further away it should be. A term commonly used is POU Point Of Use. Use shadowboards and other ideas to keep most frequent needed items at the operator point of use. This applies for desk jobs, machine operators, supervisors, and at home.

Processing

This is different than the waste of Overproduction. Such as sorting parts that dont need to be sorted, heating too long to high of temperature, washing, redundant paperwork, excessive data collection, tumbling, turning, drying parts longer than necessary. Another common opportunity in manufacturing and tool shops is producing the part in two machines when it is possible to produce in one machine, such as putting two components on at the same time, or redesigning tooling to create more complex stamping in one cycle. Overheating buildings or your house, excessive lighting, excessive use or pumping of oil, air-conditioning, excessive electrical consumption are all indirect forms of over processing. Try to substitute gravity for air lines, shaker trays, vibratory mechanisms. Not only does this eliminate ongoing maintenance, it also permanently reduce wasting natural resources and money. This effort also reduces an organization's impact on the environment and should be noted to benefit programs such as ISO-14001. The lack of intergrated systems, lack of creative and innovative spreadsheets that have linkage, conditional formatting, validation, filtering, can all lead to overprocessing when performing data entry or other clerical and office jobs.

Flor Contreras Rodriguez | Especialista en Gestin de la Calidad

(511) 313-4200 anexo 4274

| www.cipsa.com.pe