Presentation on theme: "Business Operating System"— Presentation transcript:
1 Business Operating System B. O. S.Business Operating SystemWho does the BOS charting on a Line? Who should do it? The operators.Why do we do a BOS chart? Does it always have to be on quality matters? It should be on an item that is critical to that cell. It should be cell specific.We will discuss later in more detail, but it can be on productivity, cost, or scrap.
2 B.O.S. DEFINITIONBOS is a practical and simple approach to coordinating key business and operating objectives with real projects and activities.BOS also provides a practical and simple approach to collectively use the tools we have discussed.
3 B. O. S. CHARTIs a one page chart showing data trends identifying key factors, tracking projects and monitoring improvements.
4 WHY USE THE B. O. S. CHART TOOL? B. O. S. charting is a standard tool used to support visual controlOne page summary which facilitates management at a glance.Ensures real activities are occurring to improve the areas identified as important to the companyIs an excellent communications toolto employeesto management
5 BOS CHART FORMAT Key Measurable Improvement Activities Data Analysis TargetTrend LineImprovementActivitiesData AnalysisParetoTracking
6 BOS Key Measurable: PPM - Steel Can Assembly Cell Ref #DescriptionResp.End Date1Redesign finished goods packagingAM7/18/95Procure new component parts2JK6/30/96containers3Improve weld in process weldSL7/24/95monitoring system4Replace current controller on paintGA9/20/95systemRef #DescriptionJanMarMayJulSeptDamagedMeasurable doesn’t have to deal with quality.It can be Productivity, Cost, or ScrapShould be selected by team.Should be significant problem to be solved.Quadrant 2 is to be revised every 6 months or when a significant change has occurred.1Assembly51484539522020182019Cracked Casing3Broken Weld1917211814Paint Blister1419181014
7 BOS IMPLEMENTATION Identify key measureables Analyze data BrainstormAnalyze dataPareto analysis works wellList Improvement activitiesFishbone diagramsTrack improvement activitiesUnique measures
8 Fishbone DiagramsLists the possible causes of a problem by considering the following areasManMethodsMaterialsMachinesEnvironment
9 Fishbone DiagramsContinue to ask the Question Why until there is a consensus that the root cause has been uncovered5 Why'sProblemWhyWhyWhyWhyWhyRoot Cause
10 Fishbone Diagram Broken tool Training Calibration Fatigued Out of spec OperatorMachineBroken toolTraininglCalibrationFatiguedDamagedAssemblyOut of specErgonomicsThe fishbone diagram shown here is derived from the earlier example shown on the Tally Sheet. Brainstorming is often a technique used to list the causes of failure in the fishbone’s four categories. This method will also allow an easy approach to determining the root cause.EnvironmentWrongMaterialMethods
11 CountermeasuresActions taken to ensure that root causes do not resurface at a later date.Examples of countermeasures areError proofingGauging and FixturingSupplier Certification
12 Error Proofing Restricts the ability to incorrectly assemble a product Forms of error proofing in our products are;TabsNotchesUnsymmetrical Features
13 Gauging and FixturingUsed when it is determined that an operation may introduce excessive variation to the final productCommon examples are;Weld FixturesFinal assembly gauges and fixturesLeak check fixtures
14 Supplier Certification How do we control the parts that we buy from outside sources?Part Number CertificationSupplier Certification
15 Tracking DowntimeImportant tool for determining the best process for producing the productAreas to consider when analyzing downtime;Process equipmentProduction AssociatesMaterialMethodsWork Area
16 Process EquipmentDowntime here may indicate that the equipment may need to be refurbished, updated or even replaced to be capable of producing an acceptable product
17 Production Associates Downtime in this area may indicate:Training needsLack of knowledge of acceptable productIncorrect line staffing
18 Material If downtime is related to material the following may be true; The material may not be the best suited for the processThe material quality needs to be improved
19 MethodsDowntime in this area indicates excessive travel and or wasted motion as well asEquipment layout concernsProcess bottlenecks
20 Work Area Downtime may also be due to environmental problems Is it too hot or cold?Is there sufficient lighting?Is the work area safe?
21 Downtime Other methods of tracking downtime are used, they are; Live production countsAndon alarmsDowntime ClocksThese are all excellent tools for at a glance management
22 Scrap TrackingUsed in conjunction with other tools to determine the process problemsRed Box Method of scrap trackingIdentifies suspect productRecords all defectsCorrective action implemented and logged for future referenceThe red box method of scrap tracking can be summed up as follows:If a defect is found, a determination is made if the defect can be repaired in one cycle. If not, the defective part is placed into the red rework “box” until such time that there are 3 identical or 6 total repairs. At this time the line is stopped until it is determined by the repair person and/or the supervisor that corrective action exists for this defect. ( The corrective action log book is kept at the line). If interim or permanent corrective action exists for this problem the line can continue to operate while the investigation continues. If there is no corrective action listed, the line cannot resume until an interim corrective action exists.
23 DEFECTIVE PARTCAN ITBE REPAIREDIN LESS THAN 1SET-UPCYCLE&/OR SUPERVISORDETERMINE CORRECTIVE &INTERIM ACTION IN ORDER TORESUME PRODUCTION &DOCUMENT ACTIONSREPAIR PARTCONTINUENORMALPRODUCTIONSET-UP &/ORSET-UP INFORMSSUPERVISORINSPECTOR OFDECIDE IF PARTREASON FORREPAIRABLESCRAPREPAIR PARTSREFER TO WORKINSTRUCTION13.1.8, "SCRAP &SALVAGE"CONTINUE NORMALPRODUCTIONThis flowchart lists the red box method of corrective action. This method is unique in that both interim and permanent corrective actions are dealt with at the time of discovery.
24 LET’S REVIEW WHAT & WHY B O S = BUSINESS OPERATING SYSTEMB O S is a practical and simple approach to coordinating key business and operating objectives with real projects and activities
25 B O S IMPROVES COMMUNICATION Fosters management at a glanceInsures communication of key goals to workers, management, visitors, everyoneAllows operators to communicate activities and progress to managementFacilitates visual control
26 BOS REQUIRES ACTIONProper use requires specific action to address key objectivesIncludes tracking progress of activitiesDemonstrates organization’s commitment to improvement activities
27 CONCLUSION These tools are simple to use They can be implemented in any area at ArvinB.O.S. charting visibly closes the loop from the measure and its cause to the actions being taken to improve
28 Report Out Deliverables Present a B.O.S. Chart for Report Out Exercise Use the standard 4 quadrant format.You may want to refer to your workbook, starting with page 119.