9/1/2015. TECH QUALITY and PRODUCTIVITY in INDUSTRY and TECHNOLOGY. TECH QUALITY and PRODUCTIVITY in INDUSTRY and TECHNOLOGY

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1 TECH QUALITY and PRODUCTIVITY in INDUSTRY and TECHNOLOGY Before we begin: Turn on the sound on your computer. There is audio to accompany this presentation. Audio will accompany most of the online presentation materials through out the semester. 1 TECH QUALITY and PRODUCTIVITY in INDUSTRY and TECHNOLOGY Week 9 Lean Thinking and Lean Tools II 2 LEAN SIX SIGMA PROCESS Champion Define Measure Lean 101 Analyze Improve Lean 201 Control Identify Opportunities Set Team Ground Rules Current State Process Map Identify Waste Examine Process and Data Finalize KPIVs Identify Constraints Determine Process Control Plan Select Project Voice of the Customer Analysis Potential KPIVs Identified Quick Hit Improvements KPIVs Verified Develop/ Evaluate Solutions Exploit Constraints Recognize/ Reward Complete Project Charter Determine KPOVs Data Collection Link KPIVs to KPOVs Future State Process Map Finalize Financial Estimates Launch Project Team Link KPOVs to CTQs Create Basic KPOV Graphs Pilot Study Implementation Plan Full Implementation Initial Financial Estimates Lean

2 LEAN SIX SIGMA: LEAN 101 Lean 101 Identify Waste Quick Hit Improvements Lean 101 Goals Identify and eliminate waste. Use PDSA s to make small, quick improvements to existing systems. 4 LEAN SIX SIGMA TOOLS Measure Lean 101 Lean 201 Champion Define Analyze Improve Control Affinity Diagram Ground Rules Worksheet Process Mapping Kaizen KPIV Analysis Solution Matrix Theory Of Constraints Process Control Plan Project Selection Matrix SIPOC CTQ Tree Ishikawa Diagram Standard Operations Advanced Pivot Tables and Charts Impact Effort Matrix Little s Law Recognize Improvement Achieved Project Charter Voice of the Customer Analysis Create Data Collection Plan Systems Thinking QI Macros Future State Process Map Variability Principle ROI Tool CTQ Tree Measurement Systems Analysis FMEA Advanced Graphing Techniques Pilot Implementatio n Checklist Project Management ROI Tool Basic Statistics Mistake Proofing Process Modeling and Simulation Implementatio n Checklist Basic Graphing Techniques Lean Lean Thinking Kaizen 6 2

3 KAIZEN A philosophy that sees improvement in productivity as a gradual and methodical process. Kaizen is a Japanese term meaning improvement or change for the better". The concept of Kaizen encompasses a wide range of ideas: it involves making the work environment more efficient and effective by creating a team atmosphere, improving everyday procedures, ensuring employee satisfaction and making a job more fulfilling, less tiring and safer. Some of the key objectives of the Kaizen philosophy include the elimination of waste, quality control, just intime delivery, standardized work and the use of efficient equipment. 7 KAIZEN GUIDELINES Keep an open mind to change Seek wisdom of ten rather than knowledge of one Gain total employee involvement Maintain a positive attitude and have fun Never leave in silent disagreement Think creativity before capital!! If you have to spend money, simulate first Create a blameless environment Continued on next slide 8 KAIZEN GUIDELINES (continued) Practice mutual respect every day Avoid paralysis of analysis Think of how to do it instead of why it can t be done Leave titles at the door one person, one vote Ask any and all questions. There is no such thing as a dumb question Build a basis for action. Understand the process and then Just Do It 9 3

4 Lean Tools Takt Time and Standard Operations 10 TAKT TIME TAKT Time is defined as the maximum time per unit allowed to complete a task in order to meet demand. It is derived from the German word Taktzeit which translates to cycle time. Therefore, the time needed to complete work on each station has to be less than the takt time in order for the product or service to be completed within the allotted time. 11 TAKT TIME Facility Process: Date: Net Operating Time Time in Shift(s) Minus Breaks Minus Clean Ups seconds seconds seconds Minus Other (Planned Total Prevention Maintenance (TPM), Team Meetings, etc.) seconds * Net Operating Time seconds Customer Requirements Monthly Requirements units Divided by Number of Working Days/Month days * Customer Requirements per Day units 12 Net Operating Time * Customer Requirements per Day 4

5 STANDARD OPERATIONS Standard Work: Element 1 TAKT Time Create Standard Work around Takt Time Available Time Takt Time = Required Output Customer or forecasted demand 13 STANDARD OPERATIONS Standard Work: Element 2 Work Sequence Work/Processing Sequence Work sequence: Order in which a person performs a series of repetitive tasks. Processing sequence: Order in which the part is processed. 14 STANDARD WORK LAYOUT Steps Complete the information at the top of the form Draw a layout of the operation are to scale Indicate where operators are working Number the sequence of the steps in the operation Show where Quality Checks, Safety Precautions, and Standard Work in Process (WIP) occur Complete the information at the bottom of the form Tips Company, Plant, Process, Area or Operator, Operation Sequence From and To, Total Square Feet, Scale, Date, Part Name#, and Before or After Kaizen Based on observations. Note the scale on the form Use symbol to represent an operator Show path of movement for operator/part Use symbols provided at bottom of form. If more than 1 unit of WIP of represented by each Standard WIP symbol, then note the number in the Standard WIP field at the bottom of the form # Pieces WIP, Takt Time, and Operator Cycle Time 15 5

6 STANDARD OPERATIONS Standard Work: Element 2 Work Sequence Standard Work What has to be done? In what sequence? How much time can it take (TAKT time)? Standard Work and Standard Work/Combination Sheets defines the Work Sequence 16 Lean Thinking Systems Theory and Work 17 A SYSTEMS THEORY VIEW of WORK DEMAND SYSTEM OUTPUT or SERVICE System Boundary 18 6

7 A SYSTEMS THEORY VIEW of WORK WHAT IS WORK? System Boundary 19 A SYSTEMS THEORY VIEW What is Work in Admissions? Demand or Workload ADMISSIONS 20 A SYSTEMS THEORY VIEW What is Work in Triage? Demand or Workload Admissions TRIAGE 21 7

8 A SYSTEMS THEORY VIEW What is Work in Billing? Demand or Workload BILLING 22 A SYSTEMS THEORY VIEW WHAT IS WORK? WORK: The physical or mental effort expended in the performance of a task WORKLOAD: the amount of work to be done DEMAND: the predicted amount of work What does the Patient represent relative to Work? They are measureable and sometimes predictable They stimulate the generation of WORK 23 EXAMPLE: TIME OBSERVATION in ADMISSIONS Demand or Workload Admissions 24 8

9 EXAMPLE: TIME OBSERVATION in ADMISSIONS Time Observation Form Compute CYCLE Time Purpose: To observe individual operations and break them into small elements (sub tasks) One Time Observation Form should be used per operator; To establish the best repeatable operator cycle time per element; To provide an opportunity to note any waste in the operation. 25 EXAMPLE: TIME OBSERVATION in ADMISSIONS Process: Observer: Date: Facility: CLINIC-CARE Admissions Step # Operation Element Best Repeat Opportunities Element Time 1 Get Patient Form from Patient Write time of Arrival on Form Write reason for Visit on Form Write name of Patient on Form Physically put in 5 Triage IN-box Pull Form from Error IN-Box Fix Errors Physically put in Triage IN-Box Circle Lowest Total Time for 1 Repeatable Cycle Time 26 TIME OBSERVATION FORM Steps 1. Consult with operator about steps required to complete 1 cycle (1 piece) 2. Observe the process 2 3 times to understand the order of tasks 3. Divide the steps into timetable blocks Tips For example, if the cycle time is on the scale of seconds, have 8 10 blocks of between 4 6 seconds each. If cycle time is in minutes, divide the steps accordingly. If a particular step is too fast to time accurately, either add it to another step or assign it a standard 1 second length 27 9

10 TIME OBSERVATION FORM (continued) Steps 4. Complete information at top: Company, Plant, Process, Operator, Observer, Date, Time, and Before or After Kaizen 5. List the process steps (operation elements) 6. Ask operator to perform same series of steps for next cycles (minimum of 5 cycles), as consistently as possible Tips Include walk time if the operator moves to handle material 28 TIME OBSERVATION FORM (continued) Steps 7. Start stopwatch and record cumulative (running) time in top (un shaded) row for each element Tips If possible, use two people one calls time and one records. Pick a visual or sound cue that reminds you to record the time. Note any exceptional tasks or times observed in the Opportunities column (observed wastes can also be recorded here). If the time for an element is missed, continue with the time for the next element Start in the top row, Column 1 for the first element. Record the running time in the top row next to each element in the column. After the last element time for the row has been recorded, record the running time in the top row of the first element under Column 2 and continue the procedure, filling in one cycle per column 29 TIME OBSERVATION FORM (continued) Steps 8. Calculate and record step time in second (shaded ) row for each element, per cycle 9. Record best repeatable element time in each row (horizontally) in Task Time column 10. Record best repeatable total cycle time in each column (vertically) across the Total Cycle Time row Tips Use different color pencil/pen to highlight the difference from cumulative (running) time Use best repeatable element time, not average time, as the standard. Make sure the time is realistic, sustainable, and represents the time needed for fullytrained operator Use best repeatable element time, not average time, as the standard. Make sure the time is realistic, sustainable, and represents the time needed for fullytrained operator 30 10

11 Lean Tools Failure Mode and Effects Analysis 31 WHAT is ROBUST PROCESS? A robust process maintains its performance level despite being subject to disruptive forces (failure modes) Failure Mode and Effects Analysis (FMEA): Effective method for proactively identifying and addressing potential failure modes Health Care version of FMEA, often referred to as HFMEA 32 FMEA FMEA is a tool that is used proactively to conduct a Hazard Analysis Potential failure modes and failure mode causes are assigned Hazard Scores based on severity and probability of occurrence and likelihood of being detected 33 11

12 SIMPLIFIED FMEA Process Step Potential Failure Mode Potential Failure Effects SEVERITY Probability of OCCURANCE Likelihood of DETECTION RPN In what ways What is the does the Key process step? Input go wrong? What is the impact on the Key Output Variables (Customer Requirements) or internal requirements? How Severe is How often does How well can you the effect to the the cause or FM detect cause or customer? occur? FM? S* O * D 34 SIMPLIFIED FMEA STEPS 1. Review the process, service or product start with steps that contribute most value to process 2. Brainstorm possible failure modes 3. List one or more potential effects for each failure mode o If failure occurs, what are the consequences? 35 SIMPLIFIED FMEA STEPS (continued) 4. Assign ratings for severity and occurrence: o Severity of failure: 1 10, 10=greatest impact on customer o Likeliness a failure will occur: 1 10, 10=most likely to occur 5. List current monitoring & controls for each failure then assign a detection rating: o Detectability of failure: 1 10, 10=least likely to be detected given current control methods 36 12

13 SIMPLIFIED FMEA STEPS (continued) 6. Calculate risk priority number (RPN) for each effect by multiplying the three numbers: o (Severity*Occurrence*Detection) 7. Use the RPNs to select high priority failure modes: o Highest RPNs addressed first o Exception: any severity rating of 10 must be addressed immediately due to impact on customers, regardless of overall RPN 37 SIMPLIFIED FMEA STEPS (continued) 8. Plan to reduce or eliminate the risk associated with high priority failure modes: o Identify potential causes o Develop recommended actions & assign responsible person o Look for actions to both prevent and mitigate 38 SIMPLIFIED FMEA EXAMPLE Process Step Potential Failure Mode Potential Failure Effects SEVERITY Probability of OCCURANCE Likelihood of DETECTION RPN In what ways What is the does the Key process step? Input go wrong? What is the impact on the Key Output Variables (Customer Requirements) or internal requirements? How Severe is How often does How well can you the effect to the the cause or FM detect cause or customer? occur? FM? S* O * D Fill carafe with water Wrong amount of water Water too warm Carafe not clean Coffee too strong or too weak Coffee too strong Debris in coffee Bad taste

14 RESULTS of FEMA FMEA studies should result in recommendations for preventive measures to avoid or mitigate potential problems These measures will often include mistake proofing 40 Lean Tools Mistake Proofing 41 INTRODUCTION Mistake Proofing is also known as: Error Proofing Poka Yoke Fool Proofing Definition Theact of preventing a mistake from being made or making it obvious as soon as it is made Theory Defects are caused by errors (usually human errors) that go undetected. So, to eliminate defects, prevent or detect errors 42 14

15 TO ERR is HUMAN Have you ever done the following: Driven to work and not remembered it? Driven from work to home when you meant to stop at a store? It happens to workers too: Workers finish the shift and don t remember what they have done. After building green widgets all morning, the workers put green parts on the red widgets in the afternoon. 43 MISTAKE PROOFING in EVERYDAY LIFE 44 MISTAKE PROOFING in EVERYDAY LIFE Can t start the car unless it s in park or clutched Can t fit a diesel nozzle in the gas tank Doors lock when speed is greater than 5 mph Can t shift out of park unless brake applied Headlights automatically extinguish or bell chimes Bell chimes when seatbelt not worn Indicator lights when fuel is low Gas cap is attached to car by a lanyard Light indicates low tire pressure or that parking brake is engaged 45 15

16 MISTAKE PROOFING in EVERYDAY LIFE Error: esophageal intubation (putting a tube into a patient s stomach which was intended for their lungs) Poka Yoke: Squeeze bulb and put on tube. If bulb inflates, the tube is in the lungs. If not, tube is incorrectly placed in the esophagus. 46 MISTAKE PROOFING in SERVICE Both service provider and customer errors impact service quality and must be managed The service provider is blamed for all errors, both those committed by the server and by the customer in healthcare environments The service provider is blamed for ~1/3 errors committed by the customer in other service environments Traditional quality improvement methods may have limited impact Source: Make your service fail safe. Chase, R. B., And D. M. Stewart Sloan Management Review (spring): MISTAKE PROOFING in SERVICE Service Side Task: Doing work incorrectly or not requested, wrong order, too slowly Treatment: Lack of courteous, professional behavior Tangible: Errors in physical elements of service Customer Side Preparation: Failure to bring necessary materials, understand role, or engage correct service Encounter: Inattention, misunderstanding, memory lapses Resolution: Failure to signal service failure, provide feedback, learn what to expect 48 16

17 KNOWLEDGE in the WORLD Mistake proofing with Knowledge in the World : Provide clues about what to do Change process design: embed the details in the process Frees mind to consider the big picture Facilitates knowledge work 49 KNOWLEDGE in the WORLD Which dial turns on which burner? Stove A Stove B 50 KNOWLEDGE in the WORLD How would you operate these doors? Push or pull? left side or right? How did you know? A B C 51 17

18 KNOWLEDGE in the WORLD Whose signature is required? Before: After: 52 NO SYSTEM of BARRIERS is PERFECT Error Harm 53 Adapted from James Reason s Managing the Risk of Organizational Accidents NO SYSTEM of BARRIERS is PERFECT BUT IMPROVEMENTS CAN BE MADE Error Error Harm Harm 54 Adapted from James Reason s Managing the Risk of Organizational Accidents 18

19 COMMON MISTAKE PROOFING METHODS Guide rods or pins Templates Limit or sensing switches Automatic counters Lockouts Asymmetric design Symmetric design Drop down lists Entry validation 55 LEVELS of MISTAKE PROOFING Seek the highest level (lowest number) of mistakeproofing is consistent with your goals and objectives Level 1: Eliminate the error o Prevent the error from happening in the first place Level 2: Detect the error o Automatically detect the error as soon as it happens o Fix it automatically or stop the process 56 LEVELS of MISTAKE PROOFING (continued) Level 3: Detect the Defect o Detect the defect through self checks or successive checks o Stop the operation until the defect is fixed Level 4: Other process improvements o Checklists, visual aids, models o Warning notices o Buddy inspection o Training o Sampling and Statistical Process Control 57 19

20 MISTAKE PROOFING PRINCIPLES Four main categories Physical Sequencing Grouping and Counting Information Enhancement Reference: Chase and Stewart, Mistake Proofing: Designing Errors Out (1995) 58 MISTAKE PROOFING PRINCIPLES PHYSICAL 1. Orientation and Placement 2. Dispensers 3. Lock Ins / Lock Outs 4. Controlling Physical Space 5. Detect Presence or Absence 6. Use of Unusual Physical Attributes 7. Improving Visibility 8. Go / No go Gauging 59 MISTAKE PROOFING PRINCIPLES SEQUENCING 9. Baiting 10. Interlocks 11. Task Substitution GROUPING and COUNTING 12. Kits 13. Arrangement 14. Counting and Ordering 15. Layout Mats 16. Checklists 60 20

21 MISTAKE PROOFING PRINCIPLES INFORMATION ENCHANCEMENT 17. Making Information Stand Out 18. Moving Information Across Space 19. Predicting Information 20. Consolidating Information 21. Storing Information 61 TEN TYPES of HUMAN ERROR 1. Forgetfulness 2. Misunderstanding 3. Misidentification 4. Lack of experience 5. Ignoring rules 6. Inadvertent errors 7. Slowness 8. Lack of standards 9. Surprises 10. Intentional errors 62 TEN SOURCES of DEFECTS 1. Omitted process step 2. Processing errors 3. Errors in set up of parts 4. Missing parts 5. Wrong parts 6. Processed wrong part 7. Incorrect operation 8. Adjustment error 9. Errors in set up of equipment 10. Design or preparation errors in tools, jigs and fixtures 63 21

22 REFERENCES John Grout s Mistake Proofing page: Error Proofing Techniques: Six Sigma: ASQ: aboutquality/processanalysis tools/overview/mistakeproofing.html 64 END OF WEEK 9 MATERIAL Assignment: Project Presentation #2 Measure Phase Due Date: October 26 th 22