Poka Yoke

Poka-yoke for the Workplace Training and Sourcebook for Poka-yoke Worksheets
Poke-yoke for the Workplace How to Use This Manual
Training and Sourcebook for Poke-yoke Worksheets
The continuous improvement tools that are presented in Sections 1-10 of this manual are shown in order of use. These forms MUST be completed in the order presented in this manual. Each section contains a brief description of the tool, its purpose, when to use it, who should use it, how to use it, and the expected results.
Remember to focus on the elimination of waste. Strive to maximize yields and obtain cost reductions from existing machinery and equipment before buying solutions. Improve current systems and techniques before automation. Automating a system or practices without first having an understanding of the process will not solve underlying process problems. Perhaps the most important point to remember is that we must understand a process before we make any attempt in changing it. No Tampering is the first rule of continuous improvement. We can not tamper with a process without understanding it. By using these tools, we will all share a common and systematic approach for questioning, analyzing, proposing solutions, experimenting, and finally, implementing proven changes.
The problems that exist in the world today cannot be solved by the same level of thinking that created them.
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Poke-yoke for the Workplace
Table of ContentsSection 1
Development of Poka-yoke To Do Plan: Establishment of the Poka-yoke Identify waste teams Action Plan identifying the specific actions required for the Poka-yoke implementation. Deliverable includes action plan and associated tasks with the Improvement Poka-yoke implementation. Poka-yoke Process Map: A map showing the critical Poka-yoke inputs, Template processes and outputs for each machine/equipment Poka-yoke operation.. Waste Identification Map: Identification of the 9 wastes associated with production of products and services. A detailed map of each major work area is developed describing the major types of wastes in each area. These wastes are the improvement opportunities that exist prior to Poka-yoke
Lead
4
Section 2 Section 3
Poka-yoke
10
Measurement The overall wastes is calculated for all the work areas and identified on the 9 Waste Radar Chart Section 4 Section 5
Poka-yoke Conversion Matrix: A matrix identifying the methodology for converting before poka-yoke conditions to Poka-yoke improvements Poka-yoke Conversion To Do: An action list identifying specific Poka-yoke improvement tasks for each conversion opportunity identified in the Poka-yoke Conversion Matrix.. Poka-yoke Action Sheet: Establishing baseline key performance metrics in terms of key deliverables, photographs, and current conditions of the before poka-yoke implementation phase. . Operational Control Plan: Procedure for process operations AFTER Pokayoke improvements have been made. This is a control plan to ensure consistent process controls with the newly identified process parameters as a result of the Poka-yoke implementation. Includes visuals of poka-yoke sensors and techniques used to maintain Poka-yoke improvements... Poka-yoke Status Report: Provides a format to compare improvement efforts between a desired target and known starting value. Waste Identification Map: Identification of the 9 wastes associated with production of products and services. A detailed map of each major work area is developed describing the major types of wastes in each area. These wastes are the improvement opportunities that exist prior to Poka-yoke 9 Wastes Radar Chart: After the completion of Poka-yoke, the results of the waste reduction is recorded, charted and compared to the initial 9 Waste Radar Chart. .. 14
18
Section 6
21
Section 7
24
Section 8 Section 9
29
32 35 47
APPENDIX A APPENDIX B
Effective Problem Solving (Procedure 1440) Continual Improvement Tools (CPI Tools)
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Poke-yoke for the Workplace
Section 1
Poka-yoke To Do Plan
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Poka-yoke for the Workplace
Training and Sourcebook for Poka-yoke Worksheets
Date: Poka-yoke Team Members
Item # Date Started
1
Page
of
Company/Division Name:
2
Person Preparing This Sheet

Person Responsible Location/ Department
100 75 100 75 100 75 100 75 100 75 100 75 100 75 100 75 100 75 100 75 100 75
Poka-yoke Element
Poka-yoke Task - Action
Percent Complete
25 50 25 50 25 50 25 50 25 50 25 50 25 50 25 50 25 50 25 50 25 50
One of the 4 phases of Poka-yoke Implementation 2.Sub-element of the Poka-yoke 4 Phases. (Specific action.)
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Purpose
Used to create an action plan of the overall POKA-YOKE project for the organization. Similar to a project plan, but this layout features a quick snapshot of what needs to be done, who needs to do it and when each action is to be completed. This is a living document in that it is used as a management review tool to assess the current status of each POKA-YOKE element implemented. The POKA-YOKE To Do Plan should be used every time an area or process has been selected for POKA-YOKE improvement analysis. The POKA-YOKE To Do Plan can be used by anyone involved in area or process improvement. The POKA-YOKE To Do Plan should always include a person who is involved with the process under study. The POKA-YOKE To Do plan provides a basis to analyze waste within workplace organization via use of an action plan format. 1. Begin by identifying the process or area to analyze. Go to the area and complete the sections identified as POKA-YOKE team members, company/division name, and person preparing this sheet. 2. Identify the specific POKA-YOKE elements that need to be performed. Complete the columns titled POKA-YOKE elements and item #. 3. Establish the start dates of each of the POKA-YOKE elements and identify the responsibility for each actionable element. Complete the appropriate column. 4. Use this document as a tracking document-as each reasonable time unit passes, a day, a week, etc. keep track of the percent completion for each POKA-YOKE element. 5. Use this document as an ongoing management review of the current status of POKA-YOKE elements implemented.
When To Use
Who Should Use It
Expected Benefits
How To Use It
Next Step
You are now ready to move to the next step, the Poka-Yoke Process Map.
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Section 2 Poka-yoke Process Map
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SETUP PROCESS MAP

Date: Manager or Team Leader Area or Process Name Page of Person Preparing This Sheet
Input
Output
Process
Internal Setup
External setup
Warehouse
Storage
Dividing Lines/Traffic Lines
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Poka-yoke Process Map

Purpose
Used to create a visual picture of work processes associated with Pokayoke operations identifying process inputs, outputs and critical process parameters. The Poka-yoke Process Map should be used as baseline document for establishing the process flow, and wastes associated with the process under consideration for Poka-yoke improvements. Information from the process map will be used in part for identifying what the current-before steps are in the Poka-yoke operation. One should be developed for every machine. The Poka-yoke Process Map can be used by anyone involved in continuous process improvement. The Poka-yoke Process Map will provide information about key process inputs, critical process parameters, and key process outputs and their interrelationship with the Poka-yoke operation for a specific machine. 1. Complete the sections titled Manager/Team Leader, Machine/Equipment Name, and person preparing this sheet. 2. Group the Poka-yoke operations team together and list the major process steps in the Poka-yoke operation on the map, then draw a rectangle around each process step. For each process step, indicate whether or not this step is an Internal or External Pokayoke operation. Also indicate whether or not this step includes a functional check of the applicable tooling, equipment PRIOR to implementation. 3. Next, for each Poka-yoke process identify the major inputs into the process. Draw an arrow into the rectangle to represent the inputs. For each input, state whether it is value added (VA) or non-value added (NVA). 4. Next, for each Poka-yoke process, write down the major process parameters either in the rectangle or above or below it. For each parameter, state whether it is value added (VA) or non-value added (NVA). Then, for each Poka-yoke process, identify the process outputs. Draw a double arrow out of the rectangle to identify this as an output. For each output, state whether it is value added (VA) or non-value added (NVA).Next, indicate on the map any storage locations and walkways, aisles etc.(if there are inventory locations for the machine of interest, list these on the map also).
When To Use
Who Should Use It Expected Benefits
How To Use It
Next Step
You are now ready to move to the next step, the Waste Identification Map.
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Section 3 Waste Identification Map
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WASTE IDENTIFICATION MAP

Date: Manager or Team Leader (Section A) Area or Process Name (Section B) Page of Person Preparing This Sheet (Section C)
Over production
Delays
Transportation
Process
Inventory
Motion
Defective Product
Untapped Resources
Defective
Mis-used Resources
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9 Waste Radar Chart

% of Waste Before Poka-yoke % of Waste After Poka-yoke
n oi t a t r o p s n a r T
s s e c or P
0 s y al e D
01
02
03
04
05
n oit c u d o r p r e v O 001 09 08 07 06 d e p p at n U s e cr u o s e R
y r ot n e v nI
d e s u - si M s e cr u o s e R t c u d o r P e vit c ef e D
n oi t o M
9 Waste
Overproductio n
Before After
Delays
Transportation
Inventory
Motion
Processes
Defective Products
Before After
Untapped Resources
Before After
Mis- Used Resources

Before After
Before
After
Before
After
Before
After
Before
After
Before
After
% of Waste
100 90 80 70 60 50 40 30 20 10 0
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Waste Identification Map

Purpose
Used to create a visual picture of a work area to assess waste in work place organization, office/cell layout and crewing. Shows the type of each waste in section/division of the organization. Also utilized to indicate equipment type, size, and distances within each work area. The Waste Identification Map should be used after the POKA-YOKE To Do plan is completed. A map should be developed for each department or focus area of the POKA-YOKE program. Do not attempt to develop a single Map for an entire organization, it will become too busy to be effective. The Waste Identification Map can be used by anyone involved in continuous process improvement. The Waste Identification Map will provide information about work waste in each department, work sequence, equipment layout and distances. The Waste Identification Map not only provides actual waste, but also provides a visual layout of the interrelationship of the waste. 1. Referring to the POKA-YOKE To Do Plan, identify each respective area POKA-YOKE will be implemented. Develop a Waste Identification Map for each area or department and complete sections A, B, C, with the necessary information. Note you may have multiple Maps for the entire POKA-YOKE implementation program. 2. For each work department, fill in the equipment, access areas, storage areas, inventory locations etc. on the Map. It is best to draw these to scale. 3. Next identify the processes for each area on the Map. 4. Next, list the products and services at each applicable workstation. 5. Next, identify the product/service flow through the respective processes & work stations. 6. Establish time trials for each major activity and when completed document the time for each major activity within the department. Document the type of waste and time associated with each waste at each activity, process, equipment, inventory, storage, and office location. For each type of waste identified, complete the waste matrix section on the bottom of the 9 Waste Radar Chart in the before column. Note: The yaxis list % of waste, use whatever metric makes sense i.e. time, $, labor hours, productivity etc. Remember that your goal is to reduce these wastes as a result of the POKA-YOKE Program. Chart the % waste value for each type of waste on the Radar Chart. Connect each of the values on the radar chart. This is extremely important, this is your baseline metric and will be used to determine the magnitude of your improvements.
When To Use
Who Should Use It Expected Benefits
How To Use It
Next Step
You are now ready to move to the next step, the Poka-yoke conversion Matrix.
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Section 4 Poka-yoke Conversion Matrix
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POKA-YOKE CONVERSION MATRIX

Sheet
Area/Department Machine/Equipment Name Poka-Yoke Sensors Required Operator Number Date Prepared
Date:
Page of
Standard Set-up Time Minutes
CURRENT PROCESS NO. Task/Operation
CURRENT DEFECT Description Cost ($)
IMPROVEMENT
POKA-YOKE METHODOLOGY/DESCRIPTION
PROPOSED IMPACT
Defect Reduction External
Current Total:
Poka-Yoke Methology Contact Counting
Improved Total
Motion - Sequence
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Poka-yoke Conversion Matrix

Purpose When To Use Who Should Use It Expected Benefits
Used to identify specific actions taken for each process task associated with each machine targeted for Poka-yoke improvement. The Poka-yoke conversion Matrix should be used after the Poka-yoke Waste Identification Map. The Poka-yoke conversion Matrix can be used by anyone involved in area or process improvement. The resultant deliverables will be specific actions aligned with each of the three improvement methodologies ( Contact, counting, and MotionSequence). 1. Complete the sections titled Area/Department, Machine/Equipment Name, Poka-yoke Sensors required, Operator Number, Date, and Standard Poka-yoke time. 2. List all the specific Process tasks/steps in sequential order (can obtain this information from the process map) under the column titled tasks/operations and indication the step number under the column titled No.. 3. Next list the current defect type and associated costs(you may indicate the wastes and their associated costs in lieu of the defect type and costs) in the appropriate column. Then sum the total cost opportunity and mark it in the appropriate space titled current total. 4. Complete the column titled Poka-yoke improvement method by listing the specific continual improvement actions that will be taken to correct the current defect or wastes. Indicate whether each method is contact, counting, or Motion-Sequence.
How To Use It
4. Next complete the column titled Proposed Impact by listing the expected defect reduction goal and costs associated with the after improvement defect rate. 5. Finally add up the total costs under the proposed impact column and indicate in the space titled Improved Total.
Next Step
You are now ready to move to the next step, the POKA-YOKE Conversion To Do List.
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Section 5 POKA-YOKE Conversion To Do List
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Poka-yoke Conversion To Do List

Sheet Manager or Team Leader
Improvement Methodology Poka-yoke Improvement Task
Date:
Page
of
Machine/Equipment Name
Person Responsible Target Date Percent Complete

Corrective Action Required
YES
100 75 100 75 100 75 100 75 100 75 100 75 100 75 100 75 100 75 100 75 25 50 25 50 25 50 25 50 25 50 25 50 25 50 25 50 25 50 25 50
NO
If Yes List C/A:
IMPROVEMENT METHODOLOGY Contact Counting Motion-Sequence
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POKA-YOKE Conversion To-do List

Purpose When To Use Who Should Use It
An action list identifying specific tasks for each Machine that is part of the POKA-YOKE improvement program. Used on a daily basis as part of the implementation of POKA-YOKE: Should be used as an adjunct to the Poka-yoke Conversion Matrix. The POKA-YOKE Conversion To Do List should be used by everyone involved in the POKA-YOKE improvement program.
Expected Benefits
The POKA-YOKE Conversion To Do List will serve as a tracking tool to insure that Conversion action items are completed by the assignee, by the date expected and identify any resultant corrective action items.
How To Use It
1. Complete the sections titled Manager or Team Leader, Machine/Equipment Name, Person Preparing this Sheet. 2. For each improvement activity identified on the Poka-yoke Conversion Matrix, record the specific improvement tasks and responsibility and target date of completion that need to be completed for that respective activity. Note: For each activity listed on the Poka-yoke Conversion Matrix, you should have 1 POKA-YOKE Conversion To Do List. 3. Use this form as an internal audit form of the conversion tasks. Upon your established review period, if you identify any tasks which were not cleaned, Place an X under the column titled Yes in the Corrective Action Required section. If the tasks were completed place an X under the column titled No in the Corrective Action Required Section. If you checked Yes, record what the corrective action will be and who is responsible for the corrective action in the respective columns. 4. Use the percent complete symbols to show percent complete on followups.
Nest Step
Next, complete the Operational Control Plan.
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Section 6 POKA-YOKE Action Sheet
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Action Sheet
Date: Manager or Team Leader Waste Description Area or Process Name Action Taken/To Be Taken: Page of Person Preparing This Sheet Results/Expected Results:
Before (Photograph - Draw picture):
After (Photograph - Draw picture):
Outputs Measured/To Be Measured To Determine Impact of Changes:
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POKA-YOKE Action Sheet

Purpose
To give us a visual method of describing a problem, of recommending action(s) and listing expected results.
When To Use
The POKA-YOKE Action Sheet can be used anytime during the continuous improvement process, to address those Plain as Day Quick Hit items found early in process improvement and during final analysis.
Who Should Use It
The POKA-YOKE Action Sheet should be used by everyone, any time a problem has been found.
Expected Benefits
The POKA-YOKE Action Sheet is more than a suggestion sheet. It gives a specific problem, specific action to take, expected results, and a picture of the problem before and after improvement (if applicable). It also includes where the problem is, who requests action, the date of the action, and whos responsible for follow-up.
How To Use It
1. Complete sections A, B, and C. with the necessary information. 2. Complete the problem description in specific terms. Be sure to list the root cause and not a symptom of the problem. 3. Justify the requested action by listing the expected results. Include: time / steps / dollars saved. 4. Draw a sketch or take a picture of the area as it is before applying POKA-YOKE. 5. Draw a sketch or take a picture of the area after completion of the POKA-YOKE action. 6. Keep final results of POKA-YOKE Action Sheet filed for future reference. 7. Refer to the POKA-YOKE To Do Plan, there should be a POKAYOKE action sheet for each major POKA-YOKE element.
Next Step
Operational Control Plan
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Section 7 Operational Control Plan
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Page Machine Number Process Name Supplier/Plant Location
Setup Sequence Number Set-up Resources Process Operation Description Machine Number Number of Human Resources Storage Location
of
Part Name or Part Group Run on this Machine Process Description
Revision Letter: Process Engineering Approval:
Quality Assurance Approval:

Poka-yoke Set-up Parameters (Temp Pressure, etc). Key Characteristics Point of Origin Check Methods Product/Process Specification Tolerance Measurement Technique Sample Size 100% Sample Freq. Poka-yoke Control Method
Reaction Plan
Tool
Sensors
10 10A 20 30 40 50
* Visual Control Program *(Drawing of Machine, Equipment,

Supplies used for this Specific set-up operation.)
D
400
N 500 N
1 -Maintenance Procedures or Standard Set-up procedures 2 Each Operational Control Plan may have multiple drawings on them.
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p a M s s e c or P cneuqeS
01 T W 2/ 1 a e H t e vi R
A01 t c e p s nI 81 C
02 871 M
03
00 44 4- 4 0- C t c e p s nI
05
e g ar ot S
h ysl a m e s s A g n i r p S b W
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Page Machine Number Process Name Supplier/Plant Location
Setup Sequence Number Set-up Resources Process Operation Description Machine Number Number Tool Sensors of Human Resources Storage Location
of
Part Name or Part Group Run on this Machine Process Description
Revision Letter: Process Engineering Approval:
Quality Assurance Approval:

Poka-yoke Set-up Parameters (Temp Pressure, etc). Key Characteristics Product/Process Specification Tolerance Point of Origin Check Methods Poka-yoke Measurement Technique Sample Size100% Sample Freq. Control Method Reaction Plan
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Purpose When To Use
Used to as a baseline matrix identifying the standard Poka-yoke procedures and resources requirements for a specific machine AFTER the POKA-YOKE improvements have been made. Should be used for every machine that is a focus of POKA-YOKE improvement. Use this check sheet after improvements are made. This is the Poka-yoke procedure as a result of the POKA-YOKE improvements. improvement.
Who Should Use It The Operational Control Plan can be used by anyone involved in continuous process Expected Benefits How To Use It
The operational Control Plan will provide a step by step procedure for setting up a machine for production and includes schematics/drawings of the Poka-yoke tools, supplies, and equipment. 1. Complete the sections at the top of the form titled Machine Number, Process Name, Supplier/Plant Location, Part Name, Process Description, Revision Letter, and Engineering/Quality Approvals.
2. List all the improved Poka-yoke processes and their respective sequence number under the columns titled Process Operation Description & Setup Sequence Number. 3. Draw a process flow diagram of the improved processes in the area provided on the form. For each process indicate the sequence number, the process description and the pokayoke points. 4 Next, list the specific Poka-yoke resources required for each step in the Poka-yoke operation under the column titled Poka-yoke Resources. Subsequently, identify the specific storage location-address of the Poka-yoke resources and list under the column titled Storage location. Develop outline schematics/drawings of the critical/key Poka-yoke resources( sensors, supplies, equipment) needed for the Poka-yoke operations. For each of the critical Poka-yoke resources identify their key dimensions or process parameters on the drawing (see example). As applicable, for each Poka-yoke process, list any process settings such as times, temperatures, pressures, dimensional etc. under the column titled Poka-yoke Parameters. Identify the specific criteria (tolerances, measurement techniques, sample size, sample frequency, control method etc.) that will be used to check the Poka-yoke operations and document them under the column titled Point of Origin check Methods. Finally, document the reference to the reaction plan under the column titled Reaction plan. Note: this is the plan that will be used in case there is a nonconformance in the Pokayoke operations or as a result of the Poka-yoke operations while the machine is running. In other words, What do we do if we have a problem?
Next Step
You are now ready to move to the next step, the Poka-yoke Status Report.
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Section 8 POKA-YOKE Status Report
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Poka-yoke Status Report

Date: Manager or Team Leader
Item # Date Started Poka-yoke Improvement Opportunity
(from To Do List) 100 75 100 75 100 75 100 75 100 75 100 75 100 75 100 75 100 75 100 75 100 75 100 75 25 50 25 50 25 50 25 50 25 50 25 50 25 50 25 50 25 50 25 50 25 50 25 50
Page
of
Work Area or Process Name

Corrective Action Implemented

Person Responsible Date Due Percent Complete Effective Rating
0 1 2 3 4 5
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POKA-YOKE Status Report

Purpose
To give us a format to compare continuous improvement efforts between a desired target and known starting value.
When To Use
The POKA-YOKE Status Report should be used any time POKA-YOKE efforts are applied to a specific area or organization.
Who Should Use It
The POKA-YOKE Status Report should be used by those involved implementing continuous improvement efforts.
Expected Benefits
The POKA-YOKE Status Report will serve as a comparison tool for continuous improvement efforts regarding waste and defect reduction as a result of POKA-YOKE efforts.
How To Use It
1. Complete the sections titled Manager or Team Leader, Work Area or Process Name, Person preparing this sheet. 2. Record each POKA-YOKE task or associated waste, from the POKA-YOKE To Do Plan and Waste Identification Map respectively, under the column titled POKA-YOKE Task or Associated Waste. 3. Use this form as an internal progress report of the POKA-YOKE actions and waste. Upon your established review period, if you identify any tasks that were not completed, Write Yes in the Corrective Action section. If the tasks were completed write No in the Corrective Action Section. If you wrote Yes, record what the corrective action will be and who is responsible for the corrective action and the due date in the respective columns.
4. Use the percent complete symbols to show percent complete on followups. 5. Finally, place an X under the Number column in Effective Rating Section ( 0- there was no effect on reducing waste as result of the POKA-YOKE task or action which was implemented, 5-indicating that the POKA-YOKE task or action was extremely effective in reducing the waste) which represents the level of waste improvement.
Next Step
Redo the Waste Identification Map and the Waste Radar Chart
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Poka-yoke for the Workplace Sourcebook for Poka-yoke Worksheets
Training and
Section 9 Waste Identification Map
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WASTE IDENTIFICATION MAP

Date: Manager or Team Leader (Section A) Area or Process Name (Section B) Page of Person Preparing This Sheet (Section C)
Over production
Delays
Transportation
Process
Inventory
Motion
Defective Product
Untapped Resources
Defective
Mis-used Resources
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9 Waste Radar Chart

% of Waste Before Poka-yoke % of Waste After Poka-yoke
n oi t a t r o p s n a r T
s s e c or P
0 s y al e D
01
02
03
04
05
n oit c u d o r p r e v O 001 09 08 07 06 d e p p at n U s e cr u o s e R
y r ot n e v nI
d e s u - si M s e cr u o s e R t c u d o r P e vit c ef e D
n oi t o M
9 Waste
Overproductio n
Before After
Delays
Transportation
Inventory
Motion
Processes
Defective Products
Before After
Untapped Resources
Before After
Mis- Used Resources

Before After
Before
After
Before
After
Before
After
Before
After
Before
After
% of Waste
100 90 80 70 60 50 40 30 20 10 0
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Waste Identification Map

Purpose
Used to create a visual picture of a work area to assess waste in work place organization, office/cell layout and crewing. Shows the type of each waste in section/division of the organization. Also utilized to indicate equipment type, size, and distances within each work area. The Waste Identification Map should be used after the POKA-YOKE Status Report is completed. A map should be developed for each department or focus area of the POKA-YOKE program. Do not attempt to develop a single Map for an entire organization, it will become too busy to be effective. This step is repeated at the end of the POKA-YOKE Program and is used to monitor the overall effectiveness of the POKA-YOKE implementation.
When To Use
Who Should Use It The Waste Identification Map can be used by anyone involved in continuous process
improvement.
Expected Benefits The Waste Identification Map will provide information about work waste in each department,
work sequence, equipment layout and distances. The Waste Identification Map not only provides actual waste, but also provides a visual layout of the interrelationship of the waste. 1
How To Use It
Referring to the POKA-YOKE To Do Plan, identify each respective area POKA-YOKE will be implemented. Develop a Waste Identification Map for each area or department and complete sections A, B, C, with the necessary information. Note you may have multiple Maps for the entire POKA-YOKE implementation program. For each work department, fill in the equipment, access areas, storage areas, inventory locations etc. on the Map. It is best to draw these to scale. Note steps 2-5 may not have to be repeated.! Next identify the processes for each area on the Map. Next, list the products and services at each applicable workstation. Next, identify the product/service flow through the respective processes & work stations. Establish time trials for each major activity and when completed document the time for each major activity within the department. Document the type of waste and time associated with each waste at each activity, process, equipment, inventory, storage, and office location. Note: this is an after POKAYOKE activity, completed only when the POKA-YOKE program has been initially completed. For each type of waste identified, complete the waste matrix section on the bottom of the 9 Waste Radar Chart in the before column. Note: The y-axis list % of waste, use whatever metric makes sense i.e. time, $, labor hours, productivity etc. Remember that your goal is to reduce these wastes as a result of the POKA-YOKE Program.
2 3 4 5 6 7
Chart the % waste value for each type of waste on the Radar Chart. Connect each of the values on the radar chart. This is extremely important, this is your resultant performance metric and will be used to determine the magnitude of your improvements.
Next Step
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Table of Contents-Appendix
Appendix A Appendix B Section 1
Effective Problem Solving INTRODUCTION Run Chart S Brainstorming Audits Check Sheets Histograms Affinity Diagrams Control Charts Cause & Effect Diagrams Review 38
Section 2
Regression Analysis Experimental Design (DOE) Failure Mode & Effects Analysis Pareto Analysis Process Mapping Capability Analysis 5 Ws & 2 Hs Prioritization Matrix Review
67
87
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Appendix A Effective Problem Solving
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1.0
Scope
Problem solving is applicable to all organizations within the Thomas & Betts Corporation and should be used to resolve all non-conformances involving received product; system, process, and product audit findings; internal rejections, scrap, rework, and repair; PAR&Rs, etc. The techniques can also be used to improve a process. 2.0 Purpose
Understand what, where, when, and how problem solving techniques are used. Define the eight disciplines of problem solving. Identify the major processes and tools for the problem solving disciplines. Provide a structured approach for establishing both short term corrective actions and long term Preventative actions. 3.0 Participating Functions
All Functions involved in problem solving. 4.0 Policy
Appropriate corrective action shall be taken to correct non-conformities. Appropriate corrective preventative actions shall be taken to prevent recurrence of non-conformities. 5.0 Referenced Thomas & Betts Procedures
The techniques encompass control of non-conformances by identification, segregation, and containment of the non-conformity (see 1310), corrective action, and both short and long term (see 1410), consideration of preventative action (see 1410), and continuous improvement. The techniques also apply to the PAR & R system (see 1411) and the Material Review Board. 6.0 6.1 for Definitions Team Champion The leader of the problem-solving group, responsible completing the Continuous Improvement Plan.
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6.2
Team Members
authority, to solve corrective and/or 6.3 Short Term Fix
- The members of the team assigned to investigate the problem. Each member should have the process and product knowledge, allocated time, and the problem and implement the preventative actions. - This is the action that will be taken immediately to solve the customers immediate problem, and to contain the problem condition so that no other customer the problem. Part of this step should be effectiveness of the containment. - Root Cause is the underlying situation that produced the problem. Root Cause answers the question WHY?
experiences verifying the 6.4 Root Cause
6.5 Long Term Permanent An described Corrective Action effect on related processes 6.6
action
that
will correct and eliminate the problem and have no negative or products.
Long Term - An action that will preclude recurrence, and have no Preventative Action negative effect on related processes or products. 1.7 See Paragraph 18 below for information on analysis tools.
7.0 Procedure The problem solving process is an eight (8) step procedure designed to foster continuous improvement of business operations. Any Associate can initiate this process. ACTION 7.1 Define the Problem agreed 7.2 Interim Action quick COMMENT The problem needs to be clearly defined, written, and upon by all associates See Paragraph 8 below. The temporary solution and containment action, i.e. a
fix, until permanent corrective and preventative actions are agreed upon. See Paragraph 9 below. 7.3 Data Acquisition and Analysis Identify Root Cause the problem below. The compilation of data to provide factual information, which is analyzed to aid in the understanding of the problem. See Paragraph 10 below. Formal cause-effect relationships are determined; may need to be redefined at this time. See Paragraph 11
7.4
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7.5 and
Define and Evaluate Solutions
The many possible root causes are reduced to the vital few and permanent solutions are determined evaluated for feasibility. See Paragraph 12 below.
7.6 Implement Solution preventative 7.7 Verify Results action
Final solutions are implemented. A corrective, action matrix is developed. See Paragraph 13 below. Results are evaluated and reviewed for compliance with plan to ensure continuous improvement. See Paragraph 14 below.
7.8
Standardize and Continuously Improve
The improvement is documented and integrated into normal business operating business procedures. The success is publicized and the individuals responsible receive recognition. See Par. 16.
8.0 8.1 8.2 8.3 8.4 8.5 8.6 8.7
STEP 1:
Define the Problem in Quantifiable Terms
What is the problem? Who is complaining? Where was / is the problem occurring? When did it happen? Why was it allowed to happen? How much and/or how many? Some of the tools that may be helpful in defining the problem include: The 5 Ws and 2 Hs Process Mapping Histograms Run Charts Pareto Charts Capability Studies SMART (Specific, Measurable, Attainable, Results oriented, and Time specific} Brainstorming Control Charts Audits STEP 2: Implement and Verify Interim Actions
9.0
Interim actions are those actions which Solve the customers immediate problem, such as by replacing defective product with
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product known to be good; Identify the actions needed to identify, segregate, and contain the non-conforming material to prevent it from reaching both internal and external customers; Identify short-term fixes until permanent corrective action can be implemented. (This is not to be considered Corrective Action); Assess the risk associated with the problem and the potential corrective/ preventative actions. Specify standards and procedures to monitor effectiveness and results. 10.0 STEP 3: Acquire and Analyze Data 10.1 10.2 As part of the data acquisition process, consider the following: Gather data which measures current process/product performance. Consider sampling frequency and size. Gather variable data ( measurable) over attribute (go no-go) data. Collect data which accurate, precise, reliable and important. Data collection should be as simple as possible. Some of the tools that may be helpful in collecting data include: The P D C A (Plan, Do, Check, Act) Cycle The 5 Ws and 2 Hs Process Mapping (Flow Diagrams) SMART Histograms Pareto Charts F M E Analysis Tree Diagrams Cause and Effect Diagrams Capability Studies Lab evaluations
10.3
Design of Experiments
Some of the tools that may be helpful in analyzing data include: The 5 Ws and 2 Hs Why, Why, Why, Why, Why.... Brainstorming Cause and Effect Diagrams Run Charts Regression Analysis F M E Analysis
11.0 Identify the Root Cause 11.1 11.2 Identify all potential causes that could explain why the problem occurred. Test each potential cause against the problem description and test data.
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11.3
Ask the question, Why?, Why?, Why?, Why?, Why?,as many times as it takes to reach the ultimate cause of the problem. Dont be satisfied with symptoms, keep asking Why? and look for connections to other problems. The root cause has been found when further investigation cannot be made. Account for all details of the problem description. Gather data that ensures current process/product performance
11.4
11.5
Some of the tools which may be helpful in identifying the Root Cause(s) are: The 5 Ws and 2 Hs Brainstorming Cause and Effect Diagrams Run Charts Design of Experiments (Shanin, Taguchi, Analysis of Variance) Regression analysis
12.0 STEP 5: Define and Evaluate Solutions 12.1 12.2 After the root cause has been identified, a solution must be determined to resolve the root cause and to PREVENT if from RECURRING. A good solution 12.3 eliminates the root cause, focuses on the internal and external customer, is permanent, and provides a basis for the continual improvement action plan.
Define contingency actions, if necessary, based on risk assessment.
13.0 STEP 6: Develop Action Plan and Implement Solutions 13.1 13.2 13.3 13.4 13.5 13.6 13.7 13.8 Assign responsibility for each action item. Assign target dates for completion, this is to include milestones. Define training that may be needed to implement and maintain the permanent corrective action. Identify and establish on-going controls to ensure the effectiveness of the corrective action. Ensure a reaction plan is developed based on the risk assessment. Utilize the PDCA (Plan, Do, Check, Act) cycle for the implement of the plan. Document changes in procedures, update drawings, work instructions, control plans, etc. Communicate changes appropriately to those affected.
14.0 STEP 7: Verify the Results
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14.1
The corrective action must be verified to ensure that the permanent correction was effectively implemented and that it prevented the root cause from recurring.
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14.2
Some of the tools which may be helpful in the verification process are: Statistical Analysis of the results (Capability Studies, Statistical Process Control, Histograms, Design of Experiments). Audits of revised specifications, part inspection plans, drawings, control plans, flowcharts, etc. Dimensional Verification. Paynter Charts. FME Analysis.
15.0 STEP 8a: Standardize to Prevent Recurrence A systematic plan must be developed, documented, and implemented to prevent recurrence of the problem. The essence of corrective action is to ensure the problem does not recur. Changes of design and processes must processes/systems to prevent similar problems. become standardized: Modify similar
Deleted Section 16.0
17.0
Maintain Record of the 8-Point Continuous Improvement Plan
The following is the step-by-step procedure in completing the 8-Point Continuous Improvement Plan Form Procedure. Attached is a sample blank copy (See Form 1440-F1 and a sample copy that has been completed (See Exhibit 1440-E1). The following paragraph numbers refer to the same numbers on the forms. Responsibility 17.1 17.2 Maintain completed forms indexed by control number. This number will be assigned by the initiator and will either be the same number as the PAR&R Number or will be assigned a numerically sequenced number from a logbook. This section will be filled out by the initiator of the 8-Point. Continuous Improvement Plan. This section will be filled out by the Team Champion. The description of the problem should be as detailed as possible and should include any supporting documents or samples. This section will be filled out by the Team Champion. The description of the problem should be as detailed as possible and should include any supporting documents or samples. This section will be filled out by the Team Champion. This section will be filled out by the Team Champion. Site Quality Manger Initiator
17.3 17.4 17.5 17.6
Initiator Team Champion Initiator Team Champion
17.7 17.8
Team Champion Team Champion
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Responsibility 17.9 17.10 17.11 17.12 17.13 17.14 17.15 Prevent Recurrence - This is the document, procedure, or standard change that will prevent recurrence. Verification of Correction - This section will describe the method to use or test to verify the corrective Action. Where possible, reference to statistical evidence that substantiates the Corrective Action should be included. The document is to be signed by the Team Champion and/or the Site Quality Manger and/or the initiator. This section will be filled out by the Team Champion. A target or effective date is required for this action to be considered complete. Some situations may be of such a scope that the process should be referred to an EMQI team or the Corrective Action Board
Deleted Section 17.16
Team Champion Team Champion Team Champion Team Champion Team Champion Team Champion Team Champion
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18.0 18.1
Analysis Tools A PROBLEM SOLVING FLOWCHART is shown in Exhibit 1440-E2. This chart lists the steps in the Problem Solving Procedure and gives an indication of the appropriate analysis tools that can be used for each step. A TASK/TOOL MATRIX is shown in Exhibit 1440-E3 This matrix also gives an indication of the appropriate analysis tools that can be used for the various steps of the process. Other Comments: Process Mapping and Process Flow Diagrams - Prepare a process flow diagram to define clearly the work process and alternative paths. Team preparation of the diagram ensures that all individuals are familiar with the process. 5 Ws AND 2 Hs - to enhance the problem solving process ask questions beginning with WHO,WHAT, WHEN, WHERE, WHY, HOW, HOW MANY. STRATIFICATION ANALYSIS - Describes the extent of the problem for all relevant variation (or stratification) factors. The analysis answers questions such as: - Is the problem the same for all shifts? - Do all machines, spindles, and fixtures have the same problems?
18.2
18.3 18.3.1
18.3.2
18.3.3
18.3.4
After the problem has been defined, the task is to prepare a brief written description of the problem. The problem description statement should be SMART:
S M A R T
Specific Measurable Attainable Results oriented Established per a Specific Time Frame
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REQUEST FOR CORRECTIVE ACTION

SOURCE: EQMI Team Continuous Improvement Process PAR & R Customer / Supplier Name: System, Process, Product, Audit Other (Cust. Request, Etc.) Date initiated CONTROL NO.
Initiator
Cat. / Part No.
Part Name / Description
1.Team Champion:
Team Members:
2. Describe the Problem: (WHAT, WHEN, WHERE - Include Samples if Possible)
3. Short Term Fix: (What to do immediately)
Target Date: Effective Date:

Cost of Nonconformance:
4. Root Cause of Problem:(Include Problem Solving Tools used -Pareto Charts/Cause/Effect,etc.) Diagram, etc),,
Target Date: Effective Date:
5. Long Term Permanent Corrective Action
Target Date: Effective Date: Assign To: EQMI Team CAT
6. Prevent Recurrence:(Modify Procedures as required. Document the new procedures, remove obsolete procedures, revise standards)
7. Verification of Correction: (How well verification be made? How often? Audit, Sample, Etc.)
8.. Gather Statistical Evidence of Verification
Signed By:
Date
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D IN EF ITIO TO N OLS 5 W a d2 H s n s P roce M p g ss ap in P roce F ss low D g m ia ra s SMAR T H istog m ra s R n Ch r u a ts P re Ch rts a to a Ca a ility Stu ie pb d s B in ra storm g in Con trol Ch rts a Au its d
IDEN Y TH TEAM CH P TIF E AM ION an Te m M m e d a e b rs
STEP 1 D IN TH P B M P AM EF E E RO LE S AR ETER S W a is th p ob m ht e r le ? W o is com lain g h p in ? W e is / d th p b moccu h re id e ro le r? W e d it occu ? h n id r W y was it a we to h p e ? h llo d apn H ow m ch a d / or h u , n ow m n ? ay
CO LLECTION TOO LS Th P D C A Cy . e cle (P n d , ch ck act) la , o e , 5 W a d2 H s n s P roce M p g ss ap in P roce F ss low D g m ia ra s SMAR T H istog m ra s P re Ch rts a to a F E An M alysis Tr e D g m e ia ra s Ca se & E ct Dia r s u ffe g am Ca a ility An lysis pb a
STEP 3A D IN TH P B M P AM EF E E RO LE S AR ETER S Mu m a re cu e t p st e su rr n roce / ss P od ct p r rm n . r u e fo a ce Con e sa p g fre u n /sam le size sid r m lin q e cy p Ga e v ia le d ta (m a rab ) r th r th n th r ar b a e su le a e a a ttrib te (g o-g d ta, if p u o-n o) a ossib . le Colle d ta th t is a r te p cise re le ct a a ccu a , re , liab , a d a p b to th p ob m n p lica le e r le . K e th colle ep e ction p oce as r ss sim le as p p ossib . le
STE 2 P IM LEM N AN P E T D VER Y IF SH ORT TER F M IX(e s)
DATA AN ALYSIS TO OLS 5 W a d2 H s n s W y W y, W y, W y W y... h, h h h, h B in ra storm g in Ca se & E ct Dia r s u ffe g am R n Ch r u a ts De n o Exp rim n sig f e e ts R ge e r ssio a a n n lysis F E An M alysis
STEP 3B AN ALYZ DATA E STEP 6B IMP LEM T EN ACTION P LAN
STEP 4 IDEN Y TH ROOT CAUSE TIF E D istin u b twe n sym tom an th tr e g ish e e p s d e u R t Ca se oo u .
STE 7 P VER Y IF CORR CTIVE ACTIO E N
STEP 5 D IN AN EVALUATE EF E D P SSIB SOLUTION O LE S O tim l Solu p a tion s e in te th r lim a e oot ca se u ; fo s o th cu cu n e stom r e; ar p rm e t; e e an n ar lowe cost. e st O tim l Solu p a tion s p rovid a b sis for th e a e Co tin a Im rove e t Action P . n ul p mn lan STE 8A P STAN DAR IZ TO D E P VEN R RE T ECUR N RE CE Id n e tify K y / Critica P e l roce ss P am te ar e rs D ocu e t F A m n ME D ocu e t all ch n e mn a g s: R vise d a e r win s, g Sp cification e s, Stan a s, d rd F low d g m ia ra s, Con trol p n la s. De e v lop P D C A Ch rt a
VER ICATIO TO LS IF N O S PC Cap b a ility Stu ie d s H istog a s rm D sig o Exp rim n e n f e e ts Au its d F E An M alysis P LAN IN TOO N G LS Th P D C A Cy e cle (P n d , ch ck act) la , o e ,
STEP 6A DEVELO ACTION P P LAN Assig R sp n ilitie n e o sib s Assig Targ t Da s n e te Id n e tify M ston s ile e Id n e tify Train g N e s in e d Id n e tify N e e Co trols edd n De e v lop R action P e lan
STEP 8B D OCUM T EN W AT H P ED H AP EN B CO TRO N B Y N L UM ER
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Appendix B Continual Improvement Tools
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Appendix B Section 1
INTRODUCTION
This module of the Thomas & Betts University covers CPI TOOLS. These are the tools that can be used when implementing the T&B CPI Strategy covered in the Continual Performance Improvement module.
CPI TOOL SELECTOR

TOOL Run Charts Brainstorming Audits Check Sheets Histograms Affinity Diagrams Control Charts Cause & Effect Diagram Regression Analysis Experimental Design (DOE) Failure Mode & Effects Analysis Pareto Analysis Process Mapping Capability Analysis 5 Ws & 2 Hs Prioritization Matrix Step 1 Measure X X X X X X X X X X X X X X X X X X X X X X X X X X X X X Step 1 Evaluate Step 1 Improve Step 1 Verify Step 1 Standardize
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RUN CHARTS
Also known as: Line Graphs
10 6 3 8 9 12 14 15 5 DATA 2 7 16 11 13 17 1 20 22 21 M E D IA N 18 23 19
Figure 1. Typical run chart.
Brief Description A run chart is a simple line graph used to plot data. The horizontal axis shows time periods (hours, days, months, years) or other bases (production batch, shift) for which the data are being recorded. The vertical axis shows the number of occurrences or some measure of the variable (percent, inches, psi, pounds) being recorded. Purpose The purpose is to show how the data vary over time or from base unit to base unit. Analysis of the run pattern is useful for determining process stability, trends and the need for improvement. Procedure Collect the data for the intervals or other bases and plot each point on the chart. Plot and connect the points in the order they are recorded. Calculate the median (List all data points in ascending order and pick the middle value. With an even number of points, the median is halfway between the two values nearest the middle.) Draw a horizontal line at the median value on the chart. By observing the number of points above and below the median, the number of times the line crosses the median and the pattern of the sequential points, conclusions can be drawn about the stability of the process. Note A run chart is not a control chart because control limits are not established. See Control Charts on Page 20.
BRAINSTORMING
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Also known as Storyboarding Brief Description Brainstorming is a group process where individuals come up with ideas off the top of their heads which relate to a particular process. All participants are equals and no idea is rejected. The ideas generated are given further consideration (weeded out, grouped, narrowed down) by other methods. Purpose Brainstorming is used to determine possible causes and/or solutions to problems, to plan out the steps of a project, or decide which problem or improvement opportunity to work on. Procedure In some cases, a facilitator (leader) who understands brainstorming and human behavior but is not concerned about the outcome establishes the ground rules and guides the brainstorming session. Someone else is assigned to record all the ideas generated on a wallboard or flip chart that all the participants can see. Ideas may be shouted out in a freewheeling session or each participant may have a turn at suggesting an idea. When the ideas have ceased to flow, they should be grouped according to common themes (See Affinity Diagrams on Page 18.) and prioritized to help decide where to start.
G RO UND RULES
* D o n 't e d i t w h a t i s s a i d a n d r e m e m b e r n o t t o c r i t i c i z e id e a s . * G o f o r q u a lity o f id e a s a t th is p o in t ; n a r r o w d o w n t h e lis t la te r. * E n c o u r a g e w ild o r e x a g g e r a te d id e a s ( c r e a t iv it y is t h e k e y ). * B u ild o n t h e id e a s o f o t h e r s ( e .g ., o n e m e m b e r m ig h t s a y s o m e t h i n g t h a t " s p a r k s " a n o t h e r m e m b e r 's i d e a ) . Note
Brainstorming is based on peoples opinions and assumptions so you may have to gather data after the session to support or discount ideas suggested. Brainstorming is also used to generate information for another problem identification tool, the Cause and Effect Diagram described on Page 24.
AUDITS
Also known as Reviews, Walkthroughs, Internal Audits
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Brief Description Auditing provides feedback from departments, companies, vendors or processes. It includes examinations of recorded information, products or procedures. Purpose Its goal in the T&B Continual Quality Improvement strategy is not only to determine deficiencies or noncompliance, but to discover opportunities to improve the performance of individuals, processes and organizations. Procedure The objectives and scope of the audit (who-what-when-where-why-how) are determined and an auditor/auditing team is assigned. Proper training is needed to conduct an effective audit. The audit team may conduct a pre-audit review of existing documentation relating to the process. The audit is conducted, using an audit form which may resemble the one show in Figure 3.
AREA: ASSESSM ENT C ATEG O RY K E Y P O S IT IV E O B S E R V A T IO N S L O C A T IO N : A U D IT N O . SU BJEC T:
K E Y O P P O R T U N IT Y O B S E R V A T IO N S
R E C O M M E N D A T IO N S
A U D IT O R S R E P R E S E N T A T IV E R E S P O N S E /A C T IO N P L A N
DATE
AREA
A R E A M A N A G E M E N T ( S IG N A T U R E )
DATE
APPR O VAL
DATE
Figure 3. Typical audit form.
The findings of the audit team are reviewed with the supervisor or individuals involved and an agreement, supported by management, is reached on the actions to be taken. Feedback about the auditors given to management by those who were audited is also useful in improving the audit process.
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A follow-up audit is normally conducted to establish that the agreed-upon changes were made. Like continuous improvement, auditing is continuously repeated to assure that gains are preserved and opportunities are not missed. Note ISO 9000 certification is an excellent current example of auditing. It begins with an internal audit conducted to discover and remedy shortcomings in a companys quality process. Then, an initial audit is conducted by an independent accredited auditor who recommends certification when all is in order. Follow-up audits by external auditors are required to maintain ISO 9000 certification.
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CHECK SHEETS
Also known as Data Sheets, Tick Sheets, Forms
C O M P L A IN T TYPE
M ON 6 /1 /X X
TU E 6 /2 /X X
W ED 6 / 3 /X X
THUR 6 /4 /X X
FR I 6 /5 / X X
S AT 6 /6 /X X
TOTAL
LATE D E L IV E R Y
I I
I I
R U D E D R IV E R
I I
I I I
IN C O R R E C T B IL L IN G
I I I I
I I I I
I I I I
I I I
I I I I
I I I
24
W R O N G D E L IV E R Y
I I I 10
I 8
I I 11
I I I 8
I I I 9 5
12
TO TA L
Figure 4. Typical check sheet.
Brief Description Check sheets are data collection forms. Purpose Check sheets simplify data gathering by providing a well organized format, usually divided into rows and columns, that has specific places to record data from a certain time period or other base for the attribute or characteristic being monitored. It often facilitates totaling of data for further analysis and is a basic data gathering document for other statistical analysis procedures. Procedure Determine what you are measuring and the time period or other base for the measurement. Design and title a form that is easy to use. See Figure 4. Try it out to make sure it is functional. If the data gathering requires making tick marks or hash marks, be sure the boxes are large enough and easily located by the operator. A well-designed check sheet allows the user to spend no more than three to five seconds recording what happened. Regularly review the form, the recording process and how the data gathered is used to be sure it accurately pictures what is happening in the process.
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Note
A check sheet is different than a check list. The checklist contains a predetermined list of items to review or follow. It is a guide or reminder to perform specific operations. The user may check off items as they are considered or accomplished. This will verify that these operations have been performed as work is transferred from one operator to the next.
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HISTOGRAMS
Also known as Bar Charts Brief Description A histogram is a graphic (picture) display of groups of raw data that fall within some specified range of values. Data gathered on a check sheet are often presented on a histogram. Purpose The histogram provides the viewer with a sense of the relationship between groups of data, both how they are distributed (where they occurred) and their relative magnitude (size). Procedure Gather and tabulate the data on a check sheet or other record. Plan how to fit the data on the paper (or let your computer graphics program do it for you.) To do it yourself, figure out the length of the longest bar (the largest value you will show) and the number of bars you will need to show all your observations. Usually six to 12 bars work best. If you have too many observations to show each one as a bar, group them by intervals. See Figure 5.
IN T E R V A L
1 - 2 2 - 3 3 - 4 4 - 5 5 - 6 6 - 7 7 - 8 8 - 9 9 - 10 10 - 11
NUM BER O F O B S E R V A T IO N S
I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I
Figure 5. Observations grouped by intervals.
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Layout the scale (or let your computer program do it for you) and plot the data. See Figure 6.
10
0 1 2 3 4 5 6 7 8 9 10 11
Figure 6. Typical histogram.
Analyze the histogram to see if your data represent a normal distribution (bell-shaped curve - See Figure
R IG H T - S K E W E D D IS T R IB U T IO N
Figure 7.
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7), skewed distribution (off-center - See Figure 8) or a multi-modal distribution (clusters - See Figure 9).
Figure 8.
B IM O D A L D IS T R IB U T IO N
N O R M A L D IS T R IB U T IO N
Figure 9.
Note
While grouping data into intervals simplifies presentation, it may also hide unusual data points that should be investigated and it does not disclose the variation of data over time (trends).
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AFFINITY DIAGRAM
Also known as Grouping Ideas
DATA P R O C E S S IN G PRO CEDURES S E R V IC E D IS T R IB U T IO N M IS C E L L A N E O U S
ID E A
ID E A
ID E A
ID E A
ID E A
ID E A
ID E A
ID E A
ID E A
ID E A
ID E A
ID E A
ID E A
ID E A
ID E A
ID E A
ID E A
ID E A
ID E A
ID E A
Figure 10. Typical affinity diagram. Brief Description An affinity diagram is a mechanical procedure for grouping individually generated but related ideas concerning a specified issue (such as how to improve a particular process). These ideas may result from processes such as brainstorming. (See Brainstorming.) This is normally a team activity. Purpose Affinity diagramming adds structure to large or complicated issues and discloses sub-issues which may require individual consideration. It is also useful for gaining agreement on an issue because each team member has an equal voice in suggesting and categorizing ideas. Procedure Each participant is requested to generate ideas about the subject and write each one on an index card or sticky note. All the ideas are collected and laid out randomly on a large table or stuck up on a wall or flip chart. The participants are then requested to silently arrange them into related groups. (This eliminates verbal discussions, persuasions and disagreements.) If someone disagrees with a grouping, the person may change it. Some ideas may not fit into groups and are left alone. When the team is generally satisfied with the groupings, the team should then agree on a title, theme or heading for each group that best describes it. In this process, some smaller groups may be combined under broader headings. When the affinity diagram is completed, it is typed up and team members may be assigned to communicate or circulate the diagram to others for comments and additional ideas. Note Affinity diagramming is similar to cause-and-effect diagramming. (See Cause and Effect Diagrams Figure12)
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CONTROL CHARTS
Also known as Shewart Charts, Attributes Charts, Variables Charts
Figure 11. Typical control chart.
U C L = 3 2 .4 30
20
10 6 .1 7 0
-1 0
-2 0 L C L = -2 0 .0 -3 0
Brief Description Control charts are line graphs, which plot process variables or attributes (data) and include horizontal lines representing the mean or average value and the upper and lower limits of the process. There are various types of measurements and control charts. CONTROL CHARTS FOR COUNT DATA c Charts plot errors, non-conformances, or occurrences per constant sample or subgroup (number of defects per piece) u Charts plot averages of errors, non-conformances, or occurrences per variable sample of count data (average number of defects per piece in a batch) p Charts plot fractions or percentages of activities, processes or documents that are wrong, defective or unacceptable (percentage of pieces in a sample with defects) np Charts plot fractions or percentages of activities, processes or documents that are wrong, defective or unacceptable when every unit can be observed (100% inspection).
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CONTROL CHARTS FOR VARIABLE DATA X-bar Charts plot average or mean values of a sample of data points, also known as the central tendency. R Charts plot the range or dispersion of a sample of data points (difference between the highest and lowest values), also know as the spread. (X-Bar and R Charts commonly appear on the same sheet since evaluation of both plots is needed to determine if the process is stable.) X and Moving Range Charts plot the differences between consecutive X values (from day to day, batch-to-batch, etc.) Purpose A control chart provides a graphical means of determining whether a process or process random variable is performing within acceptable limits. Analysis of the points determines whether the process is stable and in control. Comparing the limits of the process (sometimes referred to as the Voice of the Process) to the target value and tolerance (sometimes referred to as the Voice of the Customer) establishes the level of quality. Procedure Determine what to measure and collect the data (at least 20 samples). Plot the data on a suitable chart. (See Figure 11.)
U C L = 3 2 .4 30
20
10 6 .1 7 0
-1 0
-2 0 L C L = -2 0 .0 -3 0
Figure 11. Typical control chart.
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U C L = 3 2 .4 30
20
10 6 .1 7 0
-1 0
-2 0 L C L = -2 0 .0 -3 0
Calculate the average or mean value by adding all of the values and dividing by the number of samples taken. Draw this as a horizontal line on the chart. Calculate the upper and lower control limits using a suitable equation, table of factors or a software program. Draw these limits on the chart. Look at the relationship of the plotted points, the mean and the control limits. If all the points fall within the limits and are relatively evenly distributed above and below the mean, the process is in control. If a point falls outside the limits, if a large number of consecutive points is above or below the mean, or if a long run of consecutive points moves in the same direction, the process is out of control. This indicates that a special cause of variability is at work and should be investigated. Specific tests for establishing whether a process is in or out of control can be found in standard statistical texts.
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CAUSE AND EFFECT DIAGRAM

Also known as Fishbone Diagram, Ishikawa Diagram, Enumeration Diagram
M A T E R IA L S /M A C H IN E S
M E T H O D /P R O C E S S
M O NEY
CA SE TO O LS N E T W O R K IN G C O N F IG U R A T IO N C O N T R O L W O R K S T A T IO N S SUPPO RT SO FTW ARE
CH ANG E C O NTRO L D O C U M E N T A T IO N S T R U C T U R E D D E S IG N T IM E A L L O C A T IO N S U S E R IN V O L V E M E N T
CO ST O F SO FTW ARE E N V IR O N M E N T
C O S T O F T R A IN IN G
CO ST O F PERSO NN EL
KNO W LEDG E O F PRO CESS
CO M PETENC Y Q U A L IT Y F O C U S
IM P R O V E D SO FTW AR E Q U A L IT Y IN T E R E S T
R E S O U R C E C O M M IT M E N T
TEAM W O R K KNO W LED G E O F T R A IN IN G IN V O L V E M E N T IN M U L T IP L E STAG ES O F D EVELO PM ENT
Q U A L IT Y E M P H A S IS
SO FTW ARE PRO C ESS
M AN AG EM ENT
M ANPO W ER
Figure 12. Cause and Effect Diagram. Brief Description Cause and Effect (CE) diagrams provide a graphical representation of causes and factors (inputs) which have an effect on an output. Because of the way they are drawn, these diagrams look like a fish skeleton. Purpose CE diagrams organize causes or factors into major cause categories and minor or sub-cause categories. Major categories often involve the 6 Ms: Money, Machines, Material, Methods, Manpower, and Management. CE diagrams are another useful tool to organize the ideas created by brainstorming. They can also help to identify problems early in data collection and analysis.
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Procedure Identify the problem or process condition you are trying to change and place it as the head of the fishbone. Identify major causes (like the 6 Ms) that branch directly off the horizontal spine and indicate them on the diagram. Identify minor causes and attach them to the appropriate ribs. When the fish is finished, analyze the causes and select those root causes which may lead to the greatest potential improvement in the process. Assign participants to gather data to prove or disprove the most probable causes.
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Review
Which of the following tools can be used to show how data are distributed and then sized? 1 2 3 4 Check Sheet Run Chart Histogram Audit
Which of the following tools can be used to show how data vary over time? 1 2 3 4 Run Chart Control Chart Affinity Diagram Audit
Which of the following tools can be used to gather data for analysis? 1 2 3 4 Histogram Check Sheet Control Chart Brainstorming
Which of the following tools can be used to determine whether a process is performing within acceptable limits? 1 2 3 4 Run Chart Histogram Control Chart Cause & Effect Diagram
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Review (((continued)
Which of the following tools can be used to discover opportunities to improve performance? 1 2 3 4 Control Chart Audit Check Sheet Run Chart
Which of the following tools can be used to disclose sub-issues that may require consideration? 1 2 3 4 Affinity Diagram Cause & Effect Diagram Audit Check Sheet
Which of the following tools can be used to determine possible causes and/or solutions to a problem? 1 2 3 4 Histogram Control Chart Check Sheet Brainstorming
Which of the following tools can be used to organize factors into major and minor categories? 1 2 3 4 Run Chart Cause & Effect Diagram Audit Affinity Diagram
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Appendix A- Section 2
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REGRESSION ANALYSIS
Also known as Scatter Diagram Analysis Brief Description Regression analysis is a statistical technique for data analysis which uncovers linear relationships (the more I produce, the more it costs) between causes and effects. It also estimates the strength of the relationship. Purpose It is useful in forecasting the effect on some output of the change in some process input. If a strong linear relationship (good correlation) exists between two variables (x and y) and adequate data are available, it is possible to mathematically calculate what will happen to the one (y) if the other one (x) is changed. The algebraic formula for such a straight-line relationship is y = m*x + b y = the value of one variable (the dependent one) x = the value of the other variable (the independent one) m = the slope of the line (up or down, positive or negative) b = a constant (also known as the y intercept or the place where the line crosses the y axis)
It is also possible to graphically estimate what will happen by plotting the data on a scatter diagram and observing the pattern which results. Six common patterns are shown in Figure 13.
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A IN V E R S E R E L A T IO N S H IP
B D IR E C T R E L A T IO N S H IP
C N O C O R R E L A T IO N
D N O N L IN E A R R E L A T IO N S H IP
E S T R O N G R E L A T IO N S H IP
F W E A K R E L A T IO N S H IP
Figure 13. Common scatter diagram patterns A is an inverse linear relationship; when one variable goes up, the other goes down. B is a positive linear relationship: they both go up at the same time. C shows no relationship; the change in one does not affect the other. D shows a relationship but it is a curve, not a straight line and our formula doesn't apply. E shows a strong relationship; the points fall very close to a line drawn through the pattern. F shows a weak relationship; while there is a relationship, the points are scattered above and below the line. If the scatter diagram of your data looks like E (it could be positive or negative), you can get an accurate estimate of the effect on the dependent variable by changing the independent variable. If it looks more like F, your estimate is not as accurate. Procedure Regression analysis and correlation studies can be conducted mathematically by someone experienced in statistical analysis. They can also be more easily conducted graphically, although with less accuracy.
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FOR THE GRAPHIC METHOD Plot your data on a scatter diagram and draw a straight line through the center of the path that results. If your path looks like C or D in Figure 13, there is no linear relationship between the variables (at least in the range you have observed). If your path looks like any of the others, you can use the scatter diagram to predict the effect a change in one variable has on the other.
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EXAMPLE Assume there is a good correlation between units of production and total cost as suggested by the path line in Figure 14
100
80
60 TOTAL COST ($THOUSANDS)
40
20
0 0 200 400 600 800 1000 1200
U N IT S O F P R O D U C T IO N
Figure 14. Let's say you want to estimate what it will cost to produce 600 units. 1. Draw a perpendicular line from 600 on the Units of Production line to the path line. (Figure 15)
100
80
40
20
0 0 200 400 600 800 1000 1200
Figure 15.
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2. From that point on the path line, draw a line to the Total Cost line which is perpendicular to the Total Cost Line. (Figure 16)
100
80
40
20
0 0 200 400 600 800 1000 1200
Figure 16. 3. The cost of producing 600 units will be about $50,000.
Note
This graphic method is only useful for making rough estimates (unless all your points fall on a straight line and you draw carefully).
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EXPERIMENTAL DESIGN
Also know as Design of Experiments (DOE), Analysis of Experiments, Taguchi Method Brief Description Experimental design is a systematic way of planning and conducting experiments to determine the effect that changing one factor or several factors may have on a product or process. Purpose Experiments must be designed so that the effect of changing a factor can be measured and distinguished from the effects that other factors have. Not only can various factors be changed, but they can be adjusted to various levels. Experimental design involves identifying the objective of the experiment, selecting the factors and levels to be tested, and selecting the most appropriate design for the experiment. As the number of factors and levels increases, so does the complexity and cost of the experiment. For example, testing two factors at two levels requires four runs. Testing five factors at two levels would require 32 runs. A design matrix that tests every possible combination of factors and levels is a full factorial design. A matrix that tests only a portion of all the possible combinations is a fractional factorial design. Figure 17 shows a design matrix for a solenoid study on pull-in voltage which involves four factors: length of the armature, spring load, bobbin depth and length of the tube. Each factor was tested at two levels (- and +). Testing these four factors at two levels required 16 runs.
Figure 17. Design matrix for a solenoid study.

P U L L - IN V O L T A G E TE S T 1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6 R U N O R D E R 1 12 14 10 8 7 13 3 15 9 5 4 6 16 11 2 A --+ --+ --+ --+ --+ --+ --+ --+ S ----+ + ----+ + ----+ + ----+ + B --------+ + + + --------+ + + + T ----------------+ + + + + + + + A VE R A G E 5 .6 6 5 .7 7 7 .9 6 8 .1 8 7 .3 3 6 .9 2 1 0 .7 9 1 0 .3 0 5 .5 0 6 .1 9 8 .2 7 8 .4 2 8 .8 3 6 .9 3 1 0 .5 7 1 0 .4 2 S TAN D A R D D E V IA T IO N 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 .2 .1 .2 .5 .1 .1 .3 .5 .2 .5 .4 .1 .2 .1 .4 .2 6 5 1 2 8 5 9 4 2 6 4 1 2 1 2 0
1 1 1 1 1 1 1
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Procedure: Define the purpose and scope of the experiment. The scope should provide enough coverage to resemble a realistic production operation.
Determine the variables. There are primary variables which are to be evaluated directly. Variables can interact with one another and it may not be known until after the experiment if factors interact. Background variables are those which cannot be (or have not been chosen to be) held constant. Properly mixing background variables may cancel out their effects. A random environment may be required to overcome background variables. Constant variables, those which are deliberately held constant, may vary under actual factory conditions. Select the levels of each variable (factor) being tested and select the correct matrix. Conduct the necessary trials. Calculate the main effects. Simple averages may be taken, but more sophisticated analyses of variance (ANOVA, multiple regression analysis) can also be performed. Select the parameters to optimize and re-examine the variables after a few trials for interactions.
Notes The assistance of trained statisticians is vital to the successful and efficient conduct of experiments.
FAILURE MODE AND EFFECTS ANALYSIS (FMEA) Also known as Failure Mode, Effects and Criticality Analysis (FMECA)
F A IL U R E
R e a r w ir in g h a r n e s s g e ts p in c h e d in m u ffle r a s s e m b ly
E F F E C T S O F F A IL U R E
W ir e s m a y g e t c u t d u r i n g u s e : - e le c t r ic a l s y s t e m s h o r ts - r e a r li g h t s w o n ' t w o r k - t u r n s i g n a l s w o n 't w o r k - b r a k e l i g h t s w o n 't w o r k M o w e r w ill n o t s ta r t w h e n s o m e o n e i s s e a t e d ; w ill s t a r t w it h o u t a n y o n e o n th e s e a t E x c e s s iv e tir e w e a r R e d u c e d g a s m ile a g e D iff ic u lt y in s t a r t in g th e m o w e r 8
F
6
D
10
R IS K 480
A C T IO N R E Q U IR E D C h a n g e d e s ig n o f w ir e p a t h t o i n s i d e o f t h e s e a t w e ll
D O N E X
R E V IS E D R A T IN G S S D R IS K
FU R TH ER A C T IO N N E E D E D
---
---
---
---
NO
S a fe ty s w itc h u n d e r s e a t w ir e d b a c k w a r d s T ir e s m is a lig n e d in r e a r L o o s e ig n it io n s w it c h
224
C h a n g e c o n n e c to r d e s ig n t o o n l y fi t o n e w ay N o W o r k e d w it h s u p p l i e r t o le n g t h e n t h r e a d
---
---
---
---
NO
7 10
4 7
1 7
28 490
98
NO
Figure 18. Typical FMEA.
Brief Description
FMEA gathers information about possible product or process failure modes (how they fail) and assigns a risk rating to each mode. Those with the highest ratings are studied for ways to prevent them.
Purpose
FMEA is a prevention step, rather than a remedy step. By detecting possible failures early in the design or production process, action can be taken to prevent them. Benefits include increased customer satisfaction, fewer engineering and process changes, less scrap, less time spent troubleshooting and reduction of the time between design and market introduction.
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Procedure Identify failure modes, working from the bottom up (identify component failures first, then assembly failures, then system failures). Collect data regarding the effect of such failures. Assign a risk rating to each mode based on its Frequency (F), Severity (S) and likelihood of Detection (D). Each of these factors is given a ranking of 1-10 (1 = Unlikely, not severe; 10 = very likely, very severe). The risk rating is calculated by multiplying the three factor rankings together. Figure 18 shows how factor rankings (F,S,D) have been multiplied together to establish a RISK level.
R E V IS E D R A T IN G S S D R IS K FUR TH ER A C T IO N N E E D E D
F A IL U R E
R e a r w ir in g h a r n e s s g e ts p in c h e d in m u ffle r a s s e m b ly
E F F E C T S O F F A IL U R E
W ir e s m a y g e t c u t d u r in g u s e : - e le c t r ic a l s y s t e m s h o r ts - r e a r li g h t s w o n 't w o r k - tu r n s ig n a ls w o n 't w o r k - b r a k e lig h ts w o n 't w o r k M o w e r w ill n o t s ta r t w h e n s o m e o n e i s s e a t e d ; w ill s t a r t w i t h o u t a n y o n e o n th e s e a t E x c e s s iv e tir e w e a r R e d u c e d g a s m ile a g e D i f f i c u l t y i n s t a r t i n g th e m o w e r 8
F
6
D
10
R IS K 480
A C T IO N R E Q U IR E D C h a n g e d e s ig n o f w ir e p a t h t o i n s i d e o f t h e s e a t w e ll
D O N E X
---
---
---
---
NO
S a fe ty s w itc h u n d e r s e a t w ir e d b a c k w a r d s T ir e s m is a lig n e d in r e a r L o o s e i g n it i o n s w it c h
224
C h a n g e c o n n e c to r d e s ig n t o o n l y f i t o n e w ay N o W o r k e d w it h s u p p l i e r t o le n g t h e n t h r e a d
---
---
---
---
NO
7 10
4 7
1 7
28 490
98
NO
Figure 18 Failure modes with the highest risk ratings are then evaluated for possible causes and action is taken to remedy them. After action is taken, the failure mode is re-evaluated to see if it has been eliminated or reduced to an acceptable risk level (based on the cost to eliminate it completely).
Note
A design FMEA seeks to identify and eliminate failures which result from inadequate product design. A process FMEA seeks to identify and eliminate failures, which result from process variables.
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PARETO ANALYSIS
Also known as 80-20 Rule; Vital Few, Trivial Many; Hit Parade
100%
PERCENTAGE OF TOTAL
80 30
FREQUENCY OF OCCURANCE 2 0 (4 4 % )
60 40
7 (1 6 % ) 5 (1 1 % ) 1 (2 % )
20
1 2 (2 7 % )
10 0
B E H IN D SC H EDU LE W RO N G D E L IV E R IE S
20 0
IN C O R R E C T C HARG ES
LATE TO P .O .
RU DE C LERKS
E RRO R CATEG O R Y
Figure 19. Typical Pareto diagram.
Brief Description
Pareto Analysis seeks to isolate the vital factors (causes, problems, variables) from the insignificant factors. It utilizes a graphical display (combination bar chart and line graph) to emphasize its conclusions.
Purpose
Pareto diagramming and analysis allows focusing remedial efforts on the few causes that contribute to the bulk of the problem. As a graphical representation, it provides greater emphasis than columns of statistics. Pareto analysis involves peeling back sub causes layer by layer until the root causes are found. The chart includes a vertical bar graph representation of the individual frequencies of occurrence from greatest to fewest (left vertical axis) and a line graph which plots the cumulative frequency of occurrence (right vertical axis). Figure 19 shows how the two graphs work together.
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Procedure
Decide what to analyze, collect the data and plot the chart (bars and line).
Interpret the diagram. Be sure to correlate your conclusions with other evaluation methods. While the graphical devices can create strong impressions, they can also be misleading regarding root causes. Also, Pareto analysis does not consider whether data observed during a given period can be expected to be typical of a longer period. The longer the period, the more accurate the analysis can be.
Decide what causes to attack. Cost should also be considered. The most frequent problems are not always the most costly to the process.
Note
Alfredo Pareto was a 19th-century economist who observed that an extremely large portion of the Italian national income was going to approximately 10 percent of the population. This resulted in his principle of the vital few and the trivial many that states that 20% of the causes are responsible for 80% of the effect.
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PROCESS MAPPING
Also known as Flowcharting. Related to Work Flow and Data Flow Diagrams START
SYM BOLS:
S T A R T /E N D STATUS L IG H T R E D ? N O
YES PRO CESS CLEAR PAPER PATH
S T IL L R E D ? D E C IS IO N
NO
RESTART M A C H IN E
S T IL L R E D ?
NO
CALL R E P A IR M A N
END
Figure 20. Typical process map.
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Brief Description
A process map or flowchart is a diagram of the steps of a process. It shows where the process begins and ends, the exact number and sequence of steps it involves, and where key decisions must be made. It includes the if, ands and buts of the process. It may also show where related processes interact. An established set of symbols is often used to draw it.
Purpose
Mapping or charting of a process discloses duplicated activities which can be eliminated, bottlenecks which can be opened, value-added operations that contribute to meeting or exceeding outcome goals (customer requirements) and non-value-added operations that only increase the cycle time and cost of a process. It is also useful for standardizing an existing process.
Procedure
Agree on the major tasks or steps in the process and assign the appropriate symbol (See Figure 21) to the step.
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S Y M B O L /N A M E
ELO NG ATED C IR C L E
E X P L A N A T IO N
S h o w s t h e s t a r t in g a n d e n d in g p o in t s o f a P r o c e s s F lo w C h a rt.
A n y p ro c e s s ta s k . E a c h b o x s h o u ld c o n ta in a s h o rt d e s c r ip tio n o f t h e ta s k b e in g p e r fo r m e d . BO X
D IA M O N D
A n y d e c is io n p o in t. E a c h d ia m o n d s h o u ld c o n ta in a q u e s tio n th a t c a n b e a n s w e re d Y E S o r N O .
CO NNECTO R
A s m a ll c ir c le w it h a le tt e r is u s e d to c o n n e c t o n e t a s k o f a f lo w c h a r t to a n o th e r .
DO CUM ENT
A t r a n s f e r (o r o u t p u t) o f a h a r d c o p y d o c u m e n t .
Z IG Z A G ARRO W
S h o w s a n e le c tr o n ic d a ta tr a n s fe r .
S T R A IG H T AR RO W
S h o w s d ir e c tio n o f p r o c e s s flo w .
Figure 21. Process mapping symbols.
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Draw the process flowchart. Model the normal sequence of events first.
Revise the chart to include secondary tasks which are currently contributing time and cost to the process and add other tasks which may be required to handle exceptions. When all participants agree that the map or chart is complete, analyze it for the situations mentioned above under Purpose. Where areas for process improvement are discovered, create a vision for a new process. Eliminate or modify current steps or design and test a new procedure.
NOTE
Hierarchical mapping (from the big picture to the smallest process) may include a Structure Flowchart which provides a visual check of the systems that link together to form an operational structure. The next level down is a System Flowchart that maps out sequential processes and shows how they are interlinked. Finally, the Process Flowchart or map described above is the lowest level.
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CAPABILITY ANALYSIS
Also known as Gap Analysis, Voice of the Process
PLAC E D ATA O N C O N TRO L CH AR T
HAS PRO C ESS D IS P L A Y E D S T A T IS T IC A L C O N T R O L IN T H E P A S T ?
NO
NO W E L L - D E F IN E D C A P A B IL IT Y
YES
P L O T H IS T O G R A M F O R IN D IV ID U A L V A L U E S V E R S U S S P E C IF IC A T IO N L IM IT S
M AY EVALU ATE H Y P O T H E T IC A L C A P A B IL IT Y
CO M PU TE N A T U R A L P R O C E S S L IM IT S : T H E V O IC E O F T H E P R O C E S S
CO M PU TE D IS T A N C E T O N E A R E S T S P E C IF IC A T IO N IN S IG M A U N IT S
W O R K O N G E T T IN G P R O C E S S IN T O S T A T IS T IC A L C O N T R O L
AR E TH ER E T W O S P E C I F IC A T I O N L IM IT S ? YES
N O
IS D N S G R EATER TH AN 3?
YES
P R O C E S S IS C A P A B L E O F M E E T IN G S P E C IF IC A T IO N S
N O
CO M PU TE S P E C IF IE D T O L E R A N C E IN S IG M A U N IT S
PR O CESS M AY BE NO T C APABLE O F M E E T IN G S P E C IF IC A T IO N S
W O RK O N S E T T IN G P R O C E S S A IM CO R R EC TLY
IS S P E C IF IE D T O L E R A N C E G R EATER TH AN 6?
YES W O R K O N R E D U C IN G V A R IA T IO N O F P R O C E S S W H IL E S E T T IN G P R O C E S S A IM T O M IN IM IZ E N O N C O N F O R M IN G PR O D UC T
N O
PR O CESS M AY BE NO T C APABLE O F M E E T IN G S P E C IF IC A T IO N S
Figure 22. Typical capability analysis.
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Brief Description
Capability analysis is a statistical evaluation of a process to determine whether it is stable and the ability of a process to maintain a variable within Natural Process Limits.
Purpose
Capability analysis establishes Upper and Lower Control Limits for a process. By comparing these limits to the target value (customer specification) and allowable tolerance, the capability of the process to produce outputs which meet specifications is determined. Capability analysis also determines what percentage of the output will (probably) meet the specifications.
Procedure
(Refer to Step 2 of the CQI Strategy and to Control Charts on Page 20 of this module for the procedure needed to determine process capability.) Figure 22 is a flowchart which outlines the steps in assessing a capable process.
Note
Process capability is designated by a Cp ratio. There is another process capability index, Cpk, which characterizes the process centering relative to the specification. As the process begins to drift toward one specification limit or the other, the Cpk will go down. Cpk = Distance to Nearest Specification 3 In both cases, bigger is better and in a Cp = 2 process, both numbers will be greater than 1.
5 Ws & 2 Hs
Also known as Who? What? When? Where? Why? How? How Much?, Problem Statement
Brief Description
This is a useful tool for evaluating problems. These same questions can be answered to discover and organize ideas for improvement.
Purpose
Considering and answering these questions establishes the elements and the limits of a problem and lays the groundwork for a thorough investigation.
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When a problem is being defined, the Why question is not considered. The answers should avoid statements that contain the phrase lack of. Such statements imply a solution. Answers should stick to what is wrong, not why it is wrong and should avoid opinions. A problem statement worksheet similar to Figure 23 is often used.
PRO BLEM STATEM ENT S T E P 1 . W R IT E A P R E L IM IN A R Y P R O B L E M S T A T E M E N T .
S T E P 2 . B R A IN S T O R M A N D R E C O R D T H E A N S W E R S T O T H E F O L L O W IN G Q U E S T IO N S .
S O M E Q U E S T IO N S M A Y N O T A P P L Y .
W H A T A R E T H E S Y M P T O M S ? (L IS T T H E M ) W HAT
P A P E A A R R R Q R R O E O U E E C E D U R E S A R E IN V O L V E D ? T H E IN P U T A N D O U T P U T S ? C E S S E S A R E IN V O L V E D ? IP M E N T /S U P P L IE S A R E IN V O L V E D ? T H E S H O R T T E R M IM P A C T S ? T H E L O N G T E R M IM P A C T S ?
W HO ARE THE
AFFECTED AFFECTED IN V O L V E D IN V O L V E D STAKEH O LDERS? C L IE N T S ? C O NSULTANTS? C L IE N T S ?
W HEN
D O TH D U D U D U E R R R S IN IN IN YM P G W G W G W T H H H O M S APPEAR ? IC H IN T E R A C T IO N S ? IC H T R A N S A C T IO N S ? IC H P H A S E ?
W HERE
D O TH E SYM PTO M S APPEAR ?
HO W
M U C H IS IT C O S T IN G U S ? W ID E S P R E A D IS IT ? M U C H H A S IT IN C R E A S E D ?
S T E P 3 . IF N E C E S S A R Y , R E S T A T E T H E P R O B L E M .
Figure 23. Typical problem statement worksheet.
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Procedure
Each participant writes the problem as he or she sees it, then write down a list of symptoms that connect to each question. Participants share their lists and the group agrees on a final statement. To use this technique to discover solutions, the Why question is asked and answered. Normally the answer to the first Why? will lead you to ask a second, a third, a fourth and a fifth Why? until you reach the root cause which will suggest the solution.
Note
This tool is helpful any time process inputs and outputs are being considered. It involves the five basic inputs/outputs of every process: People, Material, Equipment, Methods and Environment.
PRIORITIZATION MATRIX
Also known as Matrix Diagram, Relationship Chart, Interlocking Action Matrix
R E S P O N S IB IL IT Y
MARY
JOHN
SUE
HELEN
DAVE
TASK
W R IT IN G P R O O F R E A D IN G E D IT IN G R E S E A R C H IN G B IN D IN G C O P Y IN G T R A IN IN G D IS T R IB U T IO N C C S C S+ P S S P
P C C
C P
S+
S P P P P
Figure 24. Typical prioritization matrix.
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H.R. DEPT.
PRINTER
Brief Description
A prioritization matrix is a grid that lists tasks and responsibilities (persons, functions), shows the relationship and rates the strength of that relationship.
Purpose
The relationship matrix is used to assign responsibilities for action to specific persons or functions. A notation at the intersection of a row and column indicates that the person or function has some responsibility or involvement with the task. Various notations indicate whether the responsibility or priority is Primary (P), Secondary (S), Communication/Need to Know (C), No responsibility (Blank). A Plus (+) symbol at an intersection indicates extra emphasis.
Procedure
Prepare the matrix listing the tasks and the participating persons or functions. Assign the tasks and determine who or which function has primary, secondary or need to know responsibility. Place the proper symbol at the appropriate intersection and schedule the completion of the tasks.
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Review
Which of the following tools can be used to forecast the effect of a change on an output? 1 2 3 4 Pareto Analysis Regression Analysis 5 Ws & 2 Hs Process Mapping
Which of the following tools can be used to isolate vital factors from insignificant factors? 1 2 3 4 Prioritizing Matrix Pareto Analysis Regression Analysis Experimental Design
Which of the following tools can be used to disclose duplicate activities that can be eliminated? 1 2 3 4 Process Mapping Capability Analysis Experimental Design Pareto Analysis
Which of the following tools can be used to measure the effect of changing a factor from other factors? 1 2 3 4 Failure Mode & Effect Analysis Process Mapping Pareto Analysis Experimental Design
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Review (continued)
Which of the following tools can be used to assign responsibilities for action to specific persons? 1 2 3 4 5 Ws & 2 Hs Prioritization Matrix Process Mapping Regression Analysis
Which of the following tools can be used to establish limits of a problem? 1 2 3 4 Regression Analysis Experimental Design 5 Ws & 2 Hs Pareto Analysis
Which of the following tools can be used to determine what percentage of output will meet specifications? 1 2 3 4 Capability Analysis Process Mapping Prioritization Matrix Experimental Design
Which of the following tools can be used to detect possible failures early in the design process? 1 2 3 4 Process Mapping Regression Analysis Pareto Analysis Failure Mode & Effect Analysis
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Poka Yoke

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Poka-yoke for the Workplace Training and Sourcebook for Poka-yoke Worksheets

Poke-yoke for the Workplace How to Use This Manual

Training and Sourcebook for Poke-yoke Worksheets

Poke-yoke for the Workplace

Training and Sourcebook for Poke-yoke Worksheets

Poke-yoke for the Workplace

Training and Sourcebook for Poke-yoke Worksheets

Poka-yoke for the Workplace

Training and Sourcebook for Poka-yoke Worksheets

Person Preparing This Sheet

Poka-yoke Task - Action

Poka-yoke for the Workplace

Training and Sourcebook for Poka-yoke Worksheets

Who Should Use It

Poka-yoke for the Workplace

Training and Sourcebook for Poka-yoke Worksheets

Section 2 Poka-yoke Process Map

Poka-yoke for the Workplace

Training and Sourcebook for Poka-yoke Worksheets

SETUP PROCESS MAP

Dividing Lines/Traffic Lines

Poka-yoke for the Workplace

Training and Sourcebook for Poka-yoke Worksheets

Poka-yoke Process Map

Who Should Use It Expected Benefits

Poka-yoke for the Workplace

Training and Sourcebook for Poka-yoke Worksheets

Section 3 Waste Identification Map

Poka-yoke for the Workplace

Training and Sourcebook for Poka-yoke Worksheets

WASTE IDENTIFICATION MAP

Poka-yoke for the Workplace

Training and Sourcebook for Poka-yoke Worksheets

9 Waste Radar Chart

Mis- Used Resources

Poka-yoke for the Workplace

Training and Sourcebook for Poka-yoke Worksheets

Waste Identification Map

Who Should Use It Expected Benefits

Poka-yoke for the Workplace

Training and Sourcebook for Poka-yoke Worksheets

Section 4 Poka-yoke Conversion Matrix

Poka-yoke for the Workplace

Training and Sourcebook for Poka-yoke Worksheets

POKA-YOKE CONVERSION MATRIX

CURRENT PROCESS NO. Task/Operation

CURRENT DEFECT Description Cost ($)

Poka-yoke for the Workplace

Training and Sourcebook for Poka-yoke Worksheets

Poka-yoke Conversion Matrix

Poka-yoke for the Workplace

Training and Sourcebook for Poka-yoke Worksheets

Section 5 POKA-YOKE Conversion To Do List

Poka-yoke for the Workplace

Training and Sourcebook for Poka-yoke Worksheets

Poka-yoke Conversion To Do List

Person Preparing This Sheet

If Yes List C/A:

IMPROVEMENT METHODOLOGY Contact Counting Motion-Sequence

Poka-yoke for the Workplace

Training and Sourcebook for Poka-yoke Worksheets

POKA-YOKE Conversion To-do List