1. Airbus Production System
Training Pack
Training Pack
Airbus Production System
Module: Autonomation
Module: Autonomation
Element: Error Proofing
Element: Error Proofing

2. Objectives Target audience : Purpose : Aims and Objectives :
Design, Operations, Quality, Manufacturing Engineering,
Purpose :
To be able to deploy error proofing techniques into a production environment
Aims and Objectives :
To understand the fundamentals of error proofing
Identify areas that require error proofing
Understand how to introduce error proofing into a production environment
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3. Agenda Introduction to error proofing Errors and defects
Detecting errors
Implementing error proofing
Manual and automated systems
Team work
Group exercise
Summary
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4. Introduction -What is Error Proofing?
Error Proofing is a process improvement that is designed to prevent a specific defect from occurring
Error proofing improvement
Work (normal)
chuck
Work (in reverse)
Spindle
Machine
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5. What is Error Proofing?
There are three elements which make up error proofing:
Detection — The operator or machine discovers a defect.
Feedback — Warning/Halt in machine/process due to a defect.
Corrective/Preventive Action—Improvement Team is formed and Problem Solving Process used to take corrective and preventive action.
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6. What is Error Proofing? Welder Lamp Nut Work Buzzer
Stop
button
Lamp
Buzzer
Work
Nut
Welder
Error Proofing is a process improvement system that prevents…….
personal injury & promotes job safety
faulty products
machine damage
defective product from being produced or being passed to the next process
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7. Types of Error Proofing devices
Examples of Error Proofing Devices……...
Types of Error Proofing devices

8. Remember 3 rules….
An error proofing system should take into consideration these 3 simple rules :
Don’t make a defect
Don’t accept a defect
Don’t pass on a defect
Your Supplier You Your Customer
Ideally, design the product so that it can’t be assembled incorrectly!!!

9. Why do we Need Error Proofing?
Enforces operational procedures or sequences
Ensures quality at the source instead of quality after the fact.
Eliminates choices leading to incorrect actions
Ask the audience if they can give examples of each of the bullet points (after exposing each one).
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10. Everyday examples Unleaded Fuel Tank Filler Opening on fuel Tanks
Record Prevent Tabs on VHS Videocassettes
Kettle cut off switch
Ball cock in toilet cistern
Spell Check on Computers
Cassette loading on hi-fi
Split the audience into two teams and ask them to come up with as many examples as possible
Start by giving them a prompt such as ‘ignition/headlamp or seat belt warning buzzers
Sink Overflow Outlet
Phone Cord Plugs
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11. Reduces cost by reducing waste Focus is on continuous improvement
What are the benefits?
Relieves workers of constant attention to detail & removes barriers caused by repetitive and cumbersome inspection procedures.
Reduces cost by reducing waste
Workers can focus on their skill rather than on problems
that occur due to poor design or memory related procedures
Focus is on continuous improvement
Act
Plan
Check Do
Prevents personal injury
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12. Error V’s Defects defect EFFECT Effect CAUSES errors
A defect is a product that deviates from specification or does not meet customer expectation
An error is any deviation from an intended process
All defects are created by errors
defect
errors
Compare it to an iceberg….
Effect
Man
Material
Method
Machine
Environment
EFFECT
CAUSES
To enhance the understanding of Error Proofing, it is important to understand the difference between a defect and an error
We can use the cause and effect diagram to identify the the errors that cause defects to occur
EXPLAIN:
An error is any deviation from a specified manufacturing process. Errors can be made by machines or people and can be caused by errors that occurred previously. All defects are created by errors. This means that if errors can be prevented, no defects will be created.
By using Error Proofing, the errors that cause defects are located and eliminated. Error Proofing should be continuously used to locate and prevent new errors.
ASK: Referring to the most common defects in your facility, what errors caused the defects?
WRITE responses on a flip chart.
List common errors in the Errors column
Cause & Effect Diagram
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13. Errors Vs defects Method Machinery Environment Man Materials ERRORS
Leaking pipe
Cracked cistern
Tap ‘stuck’ on
Faulty washers
Non stop water flow
ERRORS
Leaky roof
Toilet over-flowing
DEFECT
Not releasing lever
Not turning off tap
ERRORS
Here is an example of a completed cause and effect diagram, once the possible causes (errors) are identified, the most likely errors can be counter measured through various error proofing techniques. This will be discussed over the next few slides.
Defective ceramic
Man
Materials
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14. The 10 Causes of Errors
There are ten common causes of errors which Error Proofing is designed to correct or eliminate.
1. Processing omissions
2. Processing errors
3. Error in setting up the workpiece
4. Missing parts
5. Improper part/ item
6. Processing wrong workpiece
Error proofing can only effect the errors which potentially cause defects – not all errors cause defects! Here is a list of the 10 most common errors which EP is designed to correct or eliminate.
Processing omissions: Leaving out one or more process steps.
2. Processing errors: Process operation not performed according to the standard work procedures.
3. Error in setting up the workpiece: Using the wrong tooling or setting machine adjustments in correctly for the current product.
4. Missing parts: Not all parts included in the assembly, welding, or other processes.
5. Improper part/ item: Wrong part installed in assembly.
6. Processing wrong workpiece: Wrong part machined.
7. Operations errors: Carrying out an operation incorrectly; having the incorrect revision of a standard process or specification sheet.
8. Adjustment, measurement, dimension errors: Errors in machine adjustments, testing measurements or dimensions of a part coming in from a supplier.
9. Errors in equipment maintenance or repair: Defects caused by incorrect repairs or component replacement.
10. Error in preparation of blades, jigs, or tools: Damaged blades, poorly designed jigs, or wrong tools.
7. Operations errors
8. Adjustment, measurement, dimension errors
9. Errors in equipment maintenance or repair
10. Error in preparation of blades, jigs, or tools
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15. Detecting Errors……. Inspect after
INSPECTION AFTER ALL PROCESSES ARE COMPLETE    
FROM
SUPPLIER
This slide demonstrates the impact that catching a error at source has on cost. As the product progresses through the factory it gains in value as more value adding steps are accumulated. Historically we tend to inspect things after the value has been added to the product.
Ask the audience if they can relate to this in their everyday jobs – where should we be striving to catch the error? TO
CUSTOMER
PROCESS A
PROCESS B
PROCESS C
PROCESS D
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16. Detecting Errors……. At Source
CHECK FOR AN ERROR CLOSE TO THE SOURCE
FROM
SUPPLIER TO
CUSTOMER
PROCESS A
PROCESS B
PROCESS C
PROCESS D
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17. Implementing error proofing
Step 1. Locate the defect and isolate the process that created it – customer protection
Toilet over-flowing
Method
Man
Materials
Machinery
Environment
Defective ceramic
Not releasing lever
Not turning off tap
Leaky roof
Non stop water flow
Tap ‘stuck’ on
Faulty washers
Leaking pipe
Cracked cistern
Step 2. Gather the team , list all possible errors that cause this defect
Step 3. Determine the most likely error
Step Carry out 5-why and determine ROOT CAUSE
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18. Implementing Error Proofing
Don’t accept a defect
Don’t make a defect
Don’t pass on a defect
THINK!!
Where to check
Source, Self
Successive
What to check
Feature Method,
Constant Value,
Step movement
Correcting Function
Warning,
Control
Error Proofing
Device
An error proofing device is developed when three elements are considered.
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19. Where to check - the 3 checks
SELF CHECK
CHECKING FOR AN ERROR
DURING THE PROCESS
SUCCESSIVE
CHECK
CHECKING FOR AN ERROR
AFTER THE PROCESS BEFORE
THE NEXT PROCESS BEGINS
SOURCE CHECK
CHECKING FOR AN ERROR
BEFORE THE PROCESS
When deciding on the type of error proofing device required for a particular error, it is necessary to select where the device will be placed in order to minimise the chance of the error passing through to the next process.
There are 3 checking methods that can be used :
Source check – raw material check
Self check – configuration of part in process
Successive check – checks the last process
FROM
SUPPLIER
PROCESS A
PROCESS B
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20. Step movement - Sequence of operator motion or process sequence.
What to Check
Feature Method - Physical characteristic of part is sensed to differentiate it from standard
Constant Value - A value monitored from measuring the process – eg; oil/water levels,
Feature method : Use sensors (limits, proximities,micro switches fibre sensors, photoelectric), jigs or locator pins to uniquely identify this characteristic.
Constant value : Torque/Angle
Air Pressure
Weld Current/Voltage
Flow
Level
Temperature
Time
Operator motion (light curtain, switch)
Dimensional (vision, LVDT, analog proximity)
Motion step : light beam, counter
Step movement - Sequence of operator motion or process sequence.
TARGET
ACTUAL 1 2
Eg; counter
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21. Correction Function Warning: Informs the operator that an error
or defect has just occurred. Typically a light
(flashing more effective), or audible alarm
Control: Interlocked to process. Required
operator interaction before process can
continue.
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22. Implementing Error Proofing - Recap
Where to check
Source, Self
Successive
Correcting Function
Warning,
Control
What to check
Feature Method,
Constant Value,
Step movement
Error Proofing
Device
Don’t receive a defect
Don’t make a defect
Don’t pass on a defect
THINK!!
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23. Manual and Automated Systems
Manual systems :
Non automated error proofing devices and techniques
that either aid in production or help support an employee in making the right decisions.
– Supports STANDARD WORKING PRACTICES
Improved tooling
(positioning/orientation)
Visual error proofing
(colour coding/status indicators)
Improved maintenance
(torque cut-off, vibration)
Improved processing
( methods/ handling)
Improving inspection
( calibration/ gauges/ method)
Ensure you explain Standard working practices correctly
Dependent On Human Judgment
Simple Error Proofing Devices
Detection, Feedback and Action
are operator initiated
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24. Manual and Automated Systems
Error proofing systems that automatically prevent
or detect errors and alert operators to a problem.
Two categories :
1. Contact devices :
Limit switch
Touch switch
Typically Machine Dependent
Sophisticated Error Proofing Devices
Automatically Performs Detection
and Feedback.
1.) Sensors fall into one of two categories:
Contact devices
Non Contact Devices
2.) Show examples of each.
3.) Automated applications have become very sophisticated and may
be used to detect a number of different characteristics.
2. Non-contact devices :
Photo-electric sensors
Proximity switches
Vision systems
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25. Implementing Error Proofing
Remember the problem solving PDCA cycle!
Plan
Act A P C D
Use the PDCA Cycle to implement error proof device
Check Do

26. Error Proofing PDCA - 9 Steps
1 Customer Protection
2 Gather Team/ Brainstorm
3 Determine probable causes
4 5 Why’s
5 Propose solutions
6 Evaluate & select
7 Plan the implementation
8 Measure the results
9 Standardise
Use the 9 steps as shown

27. Step 1 - Customer Protection
Step 1. Locate the defect and isolate the process that created it P D C A
Plan Do
Check
Act
Action required within 24 hours .
Focuses on eliminating the impact of the effect on the customer.
Must be assigned to an individual for implementation.
Includes a measure to ensure customer protection is effective.
Communicated and reviewed through production structure.
Has an agreed effective life span .
Terminates when countermeasure is in place.
ALWAYS PROTECT YOUR CUSTOMER
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28. Step 2 – Gather Team / Brainstorm
Toilet over-flowing
Method
Man
Materials
Machinery
Environment
Defective ceramic
Not releasing lever
Not turning off tap
Leaky roof
Non stop water flow
Tap ‘stuck’ on
Faulty washers
Leaking pipe
Cracked cistern
Step 2. Gather the team , list all possible errors that cause this defect
Set up the team to brainstorm the cause and effect diagram, and brainstorm possible error proofing ideas.
Create a team and start gathering data around the problem P D C A
Plan Do
Check
Act

29. Step 2 – gather team / brainstorm
Remember the brainstorming rules….
Have a clear and understood topic.
Team activity, round the table or the board.
Quantity not quality .
No criticism for any ideas given .
Record repeated ideas .
Don’t work an idea during the session .
Write it down as the speaker has said it .
Use brainstorming to gather data around the problem
Piggy back off other peoples idea’s .
Think Out of the Box .
Use pass when no idea
Run session for approx Mins.
Have a break after session before reviewing

30. Step 3 - Determine the Probable Cause
Step 3. Determine the most likely error P D C A
Plan Do
Check
Act
Act on the findings of the cause and effect diagram, but try not to solve problems outside the teams experience or control.
Quantify the problem and the causes, take special note of causes that appear repeatedly. Use other quality tools to help quantify Pareto analysis, histograms, control charts etc.
If there are more causes identified than the team can handle, the team is to reach a consensus as to which are the most probable ones.
Choose the 3 probably causes from the data you collected and the brainstorming session
Quantify the problem
Test out the causes
TEST out the causes and verify with the quality tools data.

31. Now start to think of solutions...
Step Why
Step Carry out 5-why and determine ROOT CAUSE
Q : WHY has machine stopped ?
A : Overload tripped out ! 1
Q : WHY overload trip ?
A : Insufficient oil on shaft ! 2
Q : WHY Insufficient oil ?
A : Oil pump in efficient ! 3
Q : WHY is pump not efficient ?
A : Pump drive shaft worn ! 4
Q : WHY is this shaft worn ?
A : Oil filter blocked with swarf ! 5
Use the 5 whys to get to the root cause
Asking why to each answer will get to the root cause
Root-cause P D C A
Plan Do
Check
Act
Now start to think of solutions...

32. Step 5 – Propose Solutions
Step 5. Propose solutions (manual/ automated / where / what etc)
Where to check
Source, Self
Successive
Think…..
Don’t receive a defect, don’t make a defect, don’t pass on a defect
Do you want an manual or automated system?
What to check
Feature Method,
Constant Value,
Step movement P D C A
Plan Do
Check
Act
Correcting Function
Warning,
Control
Once you have agreed on probable root causes then look at the 3 areas:
Where to check
What to check
Correcting function
Remember Don’t receive defects don’t produce defects don’t pass on defects
Error proofing teams should encourage the sharing of all ideas. Thomas Edison said, “The secret to having good ideas is to have a lot of them.”

33. Step 6 – Evaluate & Select
The following are guidelines for Error Proofing devices:
Error- proofing devices should be simple and low cost.
Look for low- cost, easy to implement devices
Upgrading or scrapping devices should not result in an expensive loss.
Assess feasibility of the device before appropriating capital.
Error- proofing devices prevent / detect 100 % of defects.
At best, devices should prevent the ability to make a defect.
If the defect cannot be prevented, the device should prevent it from being passed to the next production process.
Use the guidelines to design your device
SIMPLE
MUST PREVENT 100% DEFECTS
IMMEDIATE FEEDBACK P D C A
Plan Do
Check
Act
Error- proofing devices should provide immediate feedback.
The device should provide prompt identification of defect locations, allowing for quick troubleshooting

34. Step 7 – Plan the Implementation
Step 7. Develop a plan for implementation P D C A
Plan Do
Check
Act
Guide Lines
Plan the implementation into smaller actions
Organise any sequence for these actions.
Assign who & when for these actions.
Time scales ideal 1 week , maximum 1 month
Review actions during daily review by exception.
Escalate issues raised in a timely manner.
PLAN THE IMPLEMENTATION
ONLY MAKE ONE CHANGE AT A TIME
AGREE WHEN TO REVIEW AND WHAT TO REVIEW
DO IT
Measure the actions impact - is the cause eliminated.
Check for any reoccurrence for “n” cycles.
Just do it!

35. Step 8 – Measure the Results
Step 8. Measure results / Analyse benefits
Guide Lines
Check for any reoccurrence for “n” cycles.
Use data gathered to demonstrate trend.
If cost effective, remove countermeasure and review.
Ensure you measure the right things, and the same things as you did before.
Analyse the benefits and improvements for an agreed period of time before embedding the device P D C A
Plan Do
Check
Act

36. Step 9. Update Standard work instructions/ standard documentation
Step 9 – Standardise
Step 9. Update Standard work instructions/ standard documentation
Quality P D C A S D C A
Key point to mention here is that if you don’t standardise the levels of quality will fall!!!!!
Time

37. Group exercise Two teams, Same problem
Groups have to come up with an error proofing solution to a problem
Present solution back to group
Discuss results
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38. Summary Error proofing is a continuous process.
Failsafe improvement
Work (normal)
Error proofing is a continuous process.
Detection drives feedback, which drives corrective action, which generates more detection.
As the error proofing process matures, the trend will be to identify opportunities earlier in the product cycle.
Act
Plan
Check Do
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