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EM Lean Six Sigma > Week 6 Striving for Perfection > Flashcards

Week 6 Striving for Perfection Flashcards

1
Q

Fifth principal of LEAN

A

We should strive for all value and no waste no defects.

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2
Q

Getting as close to

A

perfection as you can, it’s the journey not the destination. Continuously improve.

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3
Q

FMEA

A

Failure Modes and Effects Analysis

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4
Q

Failure Modes and Effects Analysis (FMEA) answers these 3 questions:
“why is this important to my six sigma project?”

A

1) What might cause a problem?
2) what is the risk assessment?
3) what are the next steps?

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5
Q

Failure Modes and Effects Analysis (FMEA) sequence of steps define:

A

1) potential failure modes
2) potential mechanisms of failure
3) potential effects of the failure
4) severity* of the failure
5) probability of occurrence* of failure
6) ease of detecting* the failure
7) Multiply the severity, occurrence, and detection to calculate a risk priority number (RPN)
8) recommended actions to take

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6
Q

Solve priorities using Failure Modes and Effects Analysis (FMEA)

A

Repetitive issues that the company faces.
Top-down projects management has initiated as improvement projects.
Managements strategic vision and selection of priorities.
Innovation for business growth.

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7
Q

Failure Modes Effects Analysis (FMEA): 3 main issue critieria:

A

1) Highest Risk priority number (RPN)
2) Major pain point that operators continue to complain about
3) Main cause of downtime reported repeatedly

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8
Q

Failure Modes and Effects Analysis (FMEA), prevention includes:

A
  • Error proofing
  • Current process capabilities
  • Mitigation reduces the seriousness of an issue but does not eliminate it.
  • Understand main problems and current controls
  • Understanding the severity and frequency
  • How easy it is to detect
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9
Q

Failure Modes and Effects Analysis (FMEA): RPN scoring

A

Use 1 to 10 scale, if all is well, severity = 1, occurrence = 1, detection = 1 RPN = 3.
At the other extreme, 10x10x10=1000.

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10
Q

Failure Modes and Effects Analysis (FMEA): Mitigation vs. Prevention

A

Mitigation reduces the seriousness but will not eliminate it (firefighting).
Prevention is almost always a better policy, it helps make a process defect free.

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11
Q

Solve a chaotic assembly-line problem

A

Poka-Yoke, Shigeo Shingo developed a simple solution to a chaotic assembly-line problem.

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12
Q

Poka-Yoke is

A

error-proofing a process (not person). Was, originally “idiot proof”.

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13
Q

Error proofing two springs was from

A

Poka-Yoke, example. Tray came with two springs eliminating the mistake of not installing spring.

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14
Q

FMEA, RPN high RPN can be solved by

A

Poka-Yoke, if I have a high degree of detection trouble can be solved with Poka-yoke.

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15
Q

Error proofing diesel and unleaded was done by?

A

Poka-Yoke is two different size diameter nozzels.

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16
Q

Error proofing surgery errors was done by?

A

Poka-Yoke simply writing on the patients body with patient signature.

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17
Q

Error proofing RX fill was done by?

A

Poka-Yoke screening medication conflicts before filling script by reviewing current meds.

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18
Q

Error proofing shipping and transportation by?

A

Poka-Yoke with bar coding.

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19
Q

Error proofing data input was done by?

A

Poka-Yoke with input requirements before moving to the next field or completing a form.

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20
Q

Poka-Yoke example for parts

A

System of checks to ensure part falls within spec.

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21
Q

Poka-Yoke example for machining

A

Triggers and sensors that prohibit a machine from cycling

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22
Q

5S name the words

A
  • Sort
  • Set in place
  • Shine
  • Standardize
  • Sustain
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23
Q

The goal of 5S can be summarized as…

A

“A place for everything and everything in its place.”

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24
Q

JIT is

A

Just in time and the reason 5S was created.

25
Q

First 3 S’s are not enough.

A

The fact we have to do spring cleaning more often.

26
Q

Audit is important

A

Audit is a layered approach

27
Q

6S is

A

Safety, very important to audit where we could be safer and capture best practice.

28
Q

What wastes are addressed?

A

Focus’ on waiting, non-utilized talent, motion and extra processing.

29
Q

Solve waste of waiting by…

A

using 5S to reduce the time spent waiting for tooling or fixturing to setup the job.

30
Q

Solve waste of non-utilized talent by…

A

using 5S to eliminate to eliminate having a setup technician or operator who is waiting around when they could be making good product.

31
Q

Solve waste of motion by …

A

using 5S to eliminate wandering around looking for tooling or fixtures that are not where they belong.

32
Q

Solve waste of extra procssing by …

A

using 5S eliminate having to make additional tooling, or process around with more steps.

33
Q

Pros for using 5S in the workplace …

A
  • Organized visual factory
  • Increased levels of safety (6th S)
  • Maintenance issues become apparent before they are serious
  • Dirty equipment is identified early
  • Reduced unplanned downtime (ROI proof)
  • show place for customer
34
Q

5S Sort is

A

Keep only necessary items in the workplace.

35
Q

5S Set is

A

Arrange items to promote efficient workflow

36
Q

5S Shine is

A

Clean the work area so it is neat and tidy

37
Q

5 S Standardize is

A

Set standards for a consistently organized work place.

38
Q

5S Sustain is

A

Maintain and review or audit standards.

39
Q

The principal of perfection is how …

A

5S fits in.

40
Q

5S Sort

A

Red tag items that are not needed in a work area. Items not used are put in storage or disposed of.

41
Q

5S Set

A

Put things most used right next to you. Stapler next to you, reference on a shelf.
Tape on a floor outline, where do objects go.
Clearly labeled folders, electronic.
Make 5 S board. The moment something is not in its place it is visible.

42
Q

5S shine

A

Time each day or week is allowed for clean up.

43
Q

5S shine helps make waste of Defect…

A

Nothing hides a defect like a mess.

44
Q

Be able to see waste when it’s occuring is 5S …

A

Shine

45
Q

5S standardize

A

scheduling your sorting, setting and shining makes it possible to standardize.

46
Q

5S standardize can be visual, how?

A

Put up pictures of how the work area should look. Anyone can see what the work area should look like.

47
Q

5S Sustain is….

A

Set audit team, standardize checklist. Penalty for dangerous situation. Gloves, eye wear, in emergency for danger.
award or penalty.

48
Q

How do you know if you’ve achieved perfection in 5S …

A
  • safe
  • clean
  • shiny
  • tidy
  • things are marked
  • garbage is gone
  • visually attractive
  • things you need most often are closest.
  • your proud to show off your work area.
49
Q

Maintain the gains in 5S…

A

You can achieve a good deal of perfection implementing 5S.
Sustain it.

50
Q

TPM is

A

Total Productive Maintenance

51
Q

Measure OEE

A

Overall Equipment Effectiveness

52
Q

Overall Equipment Effectiveness (OEE) calculation

A

Availability X Performance X Quality (yield)
acronym “PAY”

53
Q

Overall Equipment Effectiveness (OEE) availability =

A

Operating time / Planned production time

54
Q

Overall Equipment Effectiveness (OEE) performance =

A

Idle cycle time / operating time / total produced

55
Q

Overall Equipment Effectiveness (OEE) quality (yield) =

A

acceptable / total produced

56
Q

6 major preventable losses (waste of ?)

A
  • Breakdowns
  • set-up/adjustments
  • Idling
  • Stoppages
  • Poor quality
  • Rework
57
Q

TPM, Proactive maintenance 3 items

A
  • Identify components that are candidates
  • Schedule proactive maintenance schedule
  • Establish feedback system for intervals
58
Q

TPM, Autonomous maintenance

A

Operators responsible for:
- cleaning
- lubricating
- inspection
- upkeep

59
Q

TPM, preventive maintenance 3 main steps

A

1) time based, repairs replacements made regardless of condition
2) Predictive, deterioration is measured and analyzed; replacement at set value.
3)

EM Lean Six Sigma (8 decks)

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