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-SMED Single Minute Exchange of Die -KANBAN -POKA YOKE -TOTAL MAINTENANCE -VISUAL MANAGEMENT -Cause & Effect Diagram of ISHIKAWA -CEDAC Cause & Effect Diagram with Addition of Cards -QFD Quality function deployment -AMDEC (Analyse des modes de défaillance, de leurs effets et de leur criticité) -SPC Statistical process control -ZERO DEFECT -DFM Design for manufacturability -JIT JUST IN TIME -ZERO MUDA -5 WHY -5 S Seiri, Seiton, Seiso, Seiketsu, Shitsuké. -6 sigma (failure rate of 3.4 parts per million or 99.9997% perfect) -Lean manufacturing -........
-Quality circles -Self control -Timing -Machine capability -cumulative frequency curve -Pareto -Check lists -Write the process description - ... as many as you want ....
but it doesn’t work ! If you do not look behind the curtain.
Indus trust that all the knowledge was transmitted by gods to the wise, then from wise (teacher) to the disciples (students), with a loss each time. So the knowledge of humanity is declining. no improvement.
1- with teachers (books). You cannot exceed your teacher.
2- try (experience) and learn from errors and successes. -There is no limit for some. -Some do not try. -Some are unable to learn from their errors. (idiots, silly, stupid non understanding persons).
Set in order means : □1 -to hide in the nearest drawer. □2 -to move a bit. □3 -to let it where I used it last time. □4 -to put in a place where everyone looking for it can find it. Always the same.
Where did I put : -my keys (solved) -my bag -my mobile phone (could you call me ?) -my pills -my wallet -my spectacles -my iPad (new) -etc...
Boston Consulting Group data. Learning curve for Bulk carrier vessel in the shipyard of Hyundai (Korea). Slope of the curve 12% when the cumulative production of similar ships double.
C.Grandpierre data. Learning curve for different vessels in the shipyard to IHI-Aïoi (Japan). Slope of the curve 23% when the cumulative production double.
CONCLUSION : This shipyard was able to have a learning curve twice faster the Korean shipyard, with different ships.
C.Grandpierre data. curve for cargo ships in the shipyard of La Ciotat (France). Sister ships : If the first costs 100, the second 96.0 (design errors corrected), the third 95.7, the forth 96.8 there is no learning effect even for sister ships.
CONCLUSION : Some organisations are able to improve themselves others no. WHY ???
For every action at IHI we meet and make a “plandoseeact” together.°
1-PLAN. Prepare what you have to do. Forecast how you will do it. Make a planning. Prepare all the resources, tools, documents. Decide the result you want to achieve, and the way to measure it.
For every action in your life.
2-DO. Do what has been planned.
No need watching where we are going to, We'll see when we get there!
3-CHECK. Look back at what you did. Check the results, and compare with what was expected. Try to understand why there is a gap between what was planned and the final result. Try to understand the real origins of the problems you encountered. Use the tools for understanding : -Cause & Effect Diagram of ISHIKAWA -5 (or more) WHY etc...
4-ACT or CORRECT and LEARN.
Correct the problem you found. Corrective and preventive actions. ...To better control the process ... For the next circle.
-NO WASTE -time ( 5S, zero muda, lean manufacturing) -scrap (zero defaults, total maintenance, 6 sigma) -stock (just in time, kanban, smed) Always the same way :
1-Quality circles : group of employees, during their working time. 2-They could ask for an external support. 3-Final target agreed with the management. 4-They can ask for resources (investments) by giving evidence of pay back. 5-What they achieve must be visible, and visibly efficient. 6-Use of panels to show what they do to themselves and to others.
Japanese tools -UNDERSTAND AND LEARN. -PERMANENT IMPROVEMENT. -NO WASTE.
5 S = Seiri : Sort (Trier), suppress what is not useful. Seiton : Set in order (ranger), store in a logical need, safety, ease. Seiso : Shine (nettoyer) Seiketsu : Standardize Shitsuke : Sustain (pérenniser).
Anaesthesiology 1 accident per 8000 operations. the probability that an anesthesiologist is involved in an accident in his career is more than 100%. The aviation risk is 1 per 8 millions passengers.
Philip B. Crosby was the quality director of the Pershing missile program (intercontinental nuclear missiles) at the Martin Company. As there was something like 50.000 subsets, what is the acceptable percentage of defects ?
Theory of ZERO DEFECTS
A friend of mine have to make an injection every 7 hours. If he forgets he dies. What is the acceptable percentage of errors ?
People are carefully conditioned throughout their private life to accept the fact that people are not perfect and will therefore make mistakes.
Mistakes are caused by two factors : lack of knowledge and lack of attention. (P.B.Crosby Quality without tears)
Guaranty cost (in % of the price of the machine) for the same product (washing machine 22Kg) in different countries. Average on 3 years: Germany 3,9% UK 3,7% Italy 2,7% Austria 2,2% Finland 2,1% Japan 1,5% Sweden 1,3% France 1,1% Denmark 1,0%
Explain …
Customer
Origins of quality problems : 5 players
4- The technician : -Installation -Adjustment -Repair Bad job
1- R&D
5- The customer : -Maintenance -Use Negligence
3- The sales man : Sell the wrong product
2- The factory -Suppliers -Manufacturing
Quality data
How can he reports his own failures ?
Quality complain
origins of defects in quality perceived by the customer.
So was created the Standard AERO. Then during the years 60 and 70 all the producers of planes, cars and other dangerous things used to ask their subcontractors a specific quality organization. Each subcontractor had to comply with the different requirements of each customer, with special set of documents, audits etc..
So the 2nd idea : instead of controlling more the product,
control the factory (the way to produce the product)
So was created in 1987 a unified system under the ISO organization. The target was to guaranty to the customers a certain level of trust in the organization.
The way of production has to comply with a list of requirements. So it is not the quality of the product, but the trust in the producer.
1. Management Responsibility: Requirements of acts from the big boss as the first permanent player of the process.
2. Quality System: Administrative requirements to safeguard the acquired. Requirement to take into account the notion of system.
3. Process: requirements for the identification and management of the processes that contribute to the satisfaction of stakeholders.
4. Continuous improvement: measurement requirements and registration of all relevant performance and commitment of shares effective progress levels.
Use the procedures and documents as liberating tool that relegates problems already solved at the stage of routine and allows creative faculties to be available for unresolved problems. Edward Deming