I lead a team that focuses on studying large scale scrap events at my company and taking action to see that these events don’t happen again–in other words, recurrence prevention. We are good at learning from our failures, but some areas rarely make big mistakes. Many, many people in our organization have not had a large scale scrap event in over…[Read more]
I work at an automotive plant that is IATF-16949 certified. We are working on a SMED/Quick Changeover improvement and we want to use pocket cards that folks can reference to KEEP THEM ON TASK. Why do we need pockets cards? Because there are two rotating positions and each task list is 8-9 tasks long. Kind of a lot to remember 18 different tasks in…[Read more]
Strayer and Chris–I tasted, er, I mean TESTED the floor today, and it was still working well. :-)
Actually, you are both correct. We have not done a good job at teaching folks how to write good work instructions, so, the are routinely ignored because they have accuracy issues, so then you have a program that isn’t a program. Without standards,…[Read more]
Yes, thank you Robert Butler. We have done lots of fish bone diagrams for various CI projects, but I don’t think we have honestly done our due diligence on fixing the basics problems like “Why aren’t hoses connected every time?” These issues are so big that a fish bone, 5Y and Go-and-See are clearly called for.
Chris, I like your idea of…[Read more]
Okay, Lean Practitioners and LSSBBs, what is the root cause of too many simple, basic mistakes. The parts we make are costly and fragile. So, we use an IATF-16949 quality management system. We’ve got training documents and training matrices. We’ve got supervisors doing job observations and layered audits. Still, people make a lot of fundamental…[Read more]
I like Tollgates, or what I like to call Hard Stops, in the Advance Product Quality Planning process. Why? If we don’t have the information we need to define what the customer wants, we can’t continue. If we haven’t confirmed that our design meets customer requirements, we can’t continue.
These are the “gates” I like for an improvement…[Read more]
For a control chart, we like to have 100 samples before calculating control limits. But you don’t always need to go that far. There is a concept I’ve heard Jay Arthur call The Dirty Thirty. If you can go back to your original 30 days worth of data, that would be great. If you can get 30 shifts worth of data (10 days, 3 shifts) that would be pretty…[Read more]
Okay. No answers yet. Here is one I found, don’t know if it is any good:
Costs about $50, but looks a bit TOO simplified for my needs.
So, we are automotive parts supplier. I’ve been tasked with improving our APQP Advance Product Quality Planning process. Does anyone sell all those nice forms from the AIAG blue book as a nice little Excel package? I’m talking about the:
* Design Information Checklist
* Product Quality Planning Summary
* Team Feasibility Commitment
* Product…[Read more]
Well, on the map, it looks like there are TON’s of companies in Pune, India. Make a list of the top 20 you would like to work with and give them a call. That’s what I did! I didn’t even get through the top 5 when one of them had a problem they thought I could help solve. You don’t need to work at a big company. You don’t need to work on a million…[Read more]
Thanks, Diboy89 and Straydog. The formulas for the materials are different and the shapes are different, so I’m still leaning toward multiple value streams. On the other hand, perhaps the main thing I’m trying to accomplish is to educate the Accounting folks that we may be thinking differently about accounting, especially managerial accounting.…[Read more]
For this sort of thing, I like to just use the average time. The system isn’t IN control yet, so a control chart won’t be able to tell you when it goes OUT of control. In that case, some good old descriptive stats might get the attention of your audience.
* The Range is 45 minutes with some changes taking 10 minutes, and others taking 55…[Read more]
Okay so, we’re looking at Lean Accounting and they encourage thinking not in terms of Department A versus Department B, but as individual, end-to-end value streams. But our company makes very similar products for 4 different customers.
So, is that ONE value stream because each product goes through the same, nearly identical process steps; or…[Read more]
Look around. If 80% of everything we do is waste, and you are working at a company that hasn’t used Lean before, you will certainly find plenty to do. Look for the 8 Wastes in action, look at large scale scrap events, customer complaints or recalls, ask the people you work with what bugs them, go to accounting and talk about losses. Or, pick a…[Read more]
Thank you, Albert. We also have that practice, but the Document Control Coordinator and other senior managers seems to be uncomfortable trusting this process to work as intended. You would think if it works for medical devices, it would work in automotive. (Shrugg.)
Can anyone tell me what the new IATF-16949 standard says about making sure workers have a copy of their work instructions AT THE POINT OF USE?
Some people believe that having “access” to a computer, that can display a document, is enough. (In this case, the work area is over 2,000 square feet with access to one computer terminal.) Some people…[Read more]
My company is doing so many “Lean” things: Quality circles with root cause analysis; monthly supervisor-lead kaizen events; monthly company-wide quality meetings, weekly Lean training videos and more. Everybody knows the lingo, but few people are willing to reveal problems, look for root causes and do the often tedious work of fully implementing…[Read more]
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