1. Ensuring Value (Part 3) Standardized Work (Best Practices)
Mistake-Proofing (Defect Prevention)

2. Total Cost is Key (review)
In Lean Manufacturing, we focus on reducing waste in our processes, by focusing on:
Productivity (pieces per hour; cycle time; schedule attainment)
Quality (scrap and rework; fit with customer needs)
Downtime (equipment uptime; availability of qualified personnel)
Speed (on-time delivery; lead-time; order-to-delivery)
Cost (to produce each piece; overtime; expediting)
The Seven Deadly Wastes
Over-producing
Waiting
Over-processing
(Too Much) Inventory
(Unnecessary) Motion
Defects or Rework
(Excessive) Transportation and Materials Handling
Plus One More: Underutilized (Human) Resources
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3. “Same job, same way, every time."
Standardized Work
“Same job, same way, every time."
RD010402

4. Standardized Work Defined
Standardized Work is work in which the sequence of job elements has been efficiently organized, and is repeatedly followed by a team member.
Standardized Work Instructions (SWIs) are specific instructions that allow processes to be completed in a consistent, timely, and repeatable manner.
By implementing Standardized Work, employees will increase production and efficiency, improve overall quality, and enjoy a safer working environment.
Benefits of Standardized Work:
Increased levels of training
Greater waste elimination
Sustainability of improvements
Predictability of results
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5. Reactions and Resistance Moving Towards “Standardized Work”
Overheard: “If we all have to do things exactly the same way, won’t our days be boring?”
Most workers like to do things “their own way.” That’s fine, as long as their way is the standardized way.
The standardized way encourages quality, productivity, efficiency and safety.
If workers wish to challenge the "Standardized Work Instructions," that’s fine. It’s even desired and appreciated, in order to continually improve our business.
Continuous improvement is our goal -- the key is that everyone should be completing tasks in the “Current Best Way.”
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6. Imagine That! Applications for Standardized Work
Machine Setups
Production Processes
Requests for Quotation
Safety Assignments
Engineering Changes
Paperwork Administration
Lock-Out / Tag-Out
Warehousing
Inspection
… and many more!
It’s Thanksgiving time, and 200 passengers are returning home on a flight. It’s foggy on the ground, and your pilot is getting ready to land at the plane’s destination.
The large, carbon black silo is scheduled for service, and you are asked to prepare it for shut down, lock-out and tag-out.
An order for a prototype is due next week. You are part of the setup team preparing the CNC machines and loaders for the production activity.
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7. Everyday Use of Standardized Work
It is difficult to get consistent quality and timely output unless you standardize work processes and create Standardized Work Instructions that must be followed – to ensure safety, quality, productivity and efficiency.
By documenting the current best practice, Standardized Work forms the baseline for continuous improvement.
As the standard is improved through creativity and challenges, the new standard becomes the baseline for further improvements, and so on.
Improving standardized work is a never-ending process.
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8. Elements of Standardized Work
Standardized work consists of three elements:
The time / rate at which products must be made in a process to meet customer demand.
The precise work sequence in which an operator is to perform tasks.
The standard in-process inventory (of instructions, parts, tools, dies, fixtures, and machines) required to keep the process operating smoothly.
Standardized Work will generally include testing work processes again and again to prove out the “current best ways" of completing tasks.
One of the basic tenets of Standardized Work is that we are always looking for better ways to do this work.
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9. Benefits of Standardized Work
The benefits of standardized work include:
documentation of the current process (including clear starting and stopping points),
reductions in variability / increased process stability,
easier training of new operators,
reductions in injuries and strain, and
baseline for improvement activities.
Standardizing the work adds operational discipline to the company culture.
Standardized work is a learning tool that promotes team problem-solving, supports ISO and audits, and enables the development of mistake-proofing devices.
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10. Creating Standardized Work
A work standard is a written description of how a process should be done. At its best, it documents a current “best practice;” at a minimum, it provides a performance baseline from which a better approach can be developed.
Establishing standardized work relies on collecting and recording data on a few forms. These forms are used by engineers and front-line supervisors to design the process and by operators to make improvements in their own jobs.
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11. Creating Standardized Work (con’t)
Standardized Work Instructions use overview and close-up photos, simple diagrams, and plain text to make work instructions “clear and understandable, even by your 12- year-old.”
In addition, examples of good and defective products are kept nearby, to allow operators to readily review current output against standards.
After viewing the slides that follow, let’s identify why these work better than the normal multi-page set of very detailed instructions.
Any ideas?
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12. Example: Visual Work Instructions
Key components: Overviews, photos, diagrams, plain text, and samples.
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13. Visual Workplace Example: Well-Designed Workstation
Inventory Clearly Identified
Work Area Clutter-free
Everything Located Within Immediate Work Envelope
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14. Visual Workplace Example: Reaction Plans
Where in our facility can we use this type of document?
Any ideas?
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15. Visual Workplace Example: Set-up Instructions
63 “ CALENDER
OPTIMIZED SETUP FOR SQUARE WOVEN FABRICS
JULY 2003
DUSTING UNIT OPEN.
POLY COVERING THE
DUST APPLICATOR
IDLER
ROLL
(SMOOTH)
PLASTIC
LET OFF
FABRIC
LET
OFF
IDLER
ROLLS
(SMOOTH)
CALENDER
ROLLS
IDLER
ROLL
(SMOOTH)
COOLING
ROLLS
BARWELL
DUSTING
UNIT
PLASTIC
LET OFF
DUSTED
SHEET
WIND-UP
POLY
BACKED
WIND-UP
SPREADER
ROLL
(CHEVRON)
SPREADER
ROLL
2 Ft
5 Ft
4.1/2 Ft
4 Ft
3 Ft
1.3/4 Ft
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16. Visual Workplace Example: Labels to Allow Quick Identification
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17. Mistake-Proofing

18. Mistakes can be simple but very costly!
OOPS!!!
Sept. 2004: NASA's $264 million, 500-pound Genesis space capsule crashed in the Utah desert because a critical piece of equipment that was to trigger release of two parachutes to soften its landing was apparently installed backward.
Sept. 1999: NASA lost the $125 million Mars Climate Observer orbiter when it unexpectedly crashed into the red planet’s surface. The crash was caused when one engineering team used metric units while another team used English units for a key spacecraft operation, resulting in miscommunication and faulty navigation.
Mistakes can be simple but very costly!
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19. Defects vs. Errors
Humans make errors, and defects arise because errors are made.
It is impossible to eliminate errors from tasks performed by humans.
Errors will not turn into defects if feedback and action takes place at the error stage (quality at the source).
Changing occurrences can reduce reoccurrence. Fewer opportunities means fewer errors.
The cause of defects lies in errors committed due to imperfect processes. Defects result from either being unaware of the errors or neglecting to do anything to correct them.
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20. Quality Method Analysis
The “Cost of Quality” escalates as product moves up the supply chain (i.e., downstream toward customers):
Prevention
Before It Happens
Detection
Before It Escapes Your Sub-Process
Inspection
After the Fact / Before It Ships
Rejection
Product at Customer
Cost of Quality Impact: Time, Labor, Material, Energy, and Customer Satisfaction / Reputation / Credibility
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21. Inspection Methods There are many types of inspection methods:
Traditional Inspection
Inspectors at the end of the process inspect 100% of the product
Statistical Sampling Inspection
Inspectors at the end of the process inspect only a statistical sample
Acceptance by Lot Sampling
Inspection samples portions of each lot received
Successive Checks
Each operation inspects work of previous operation
Self-Checks
Inspection takes place by operator / machine performing the work
No inspection method eliminates the production of defects. Inspection only detects defects AFTER they have been produced (and money has been wasted in time, labor, materials and energy).
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22. Planning and Designing Processes
Why not just inspect/test out defects?
No test or inspection is 100% effective in finding defects. If you doubt this, then try this experiment:
Count the number of times the letter "e" appears on this page.
Once you have counted the number of times that "e" has been used, write down your answer on a sheet of paper.
Listen to the range of answers given as the instructor gathers the counts from others in the class.
You will be very surprised by the results! 60
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23. Defect Prevention Approach
1. Identify and describe the Defect
2. Identify: Where the Defect is Made, and Where the Defect is Discovered
3. Analyze the Process or Operation Where the Defect is Originally Made
4. Determine the Deviation from the “Standard/Target”
5. Determine the Root Cause of the Defect
6. Identify Potential Ideas to Eliminate or Detect Defects Earlier
7. Implement Defect Prevention Techniques
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24. Defect Prevention Techniques
Poka-Yoke
Design
for Manufacture
Source
Inspection
Adaptive
Control
Characteristics of Mistake-Proof Operations:
Checklist built into process
Process can only be performed correctly
100% prevention of defects and “escapes”
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25. Poka-Yoke Poka-Yoke is Japanese for mistake-proofing.
It is the creation of devices that either (a) prevent the special causes that result in defects or (b) inexpensively inspect each item produced to determine whether it is acceptable or defective.
Does not require human assistance.
Checklist is built into the process.
Process can only be performed correctly – goal is 100% prevention.
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26. Two Poka-Yoke Systems Exist
Control Approach
Shuts down the process when an error occurs
Keeps the suspect part in place when an operation is incomplete
Provides high capability of achieving zero defects
Stops the machine when irregularity is detected
Warning Approach
Signals the operator to stop the process and correct a problem
Why? Sometimes an automatic shutoff is not an option!
Initiates dials, lights and sounds to bring attention to the problem
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27. Poka-Yoke Example
Simple tools / fixtures determine if the product meets appropriate dimensions (here, 0.200” ”), and sorts the products into both “good” and “defective” piles.
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28. Everyday Poka-Yoke Examples
The fueling area of a car has three mistake-proofing devices:
The filling pipe insert prevents the larger, leaded-fuel or diesel nozzles from being inserted;
The gas cap tether does not allow the motorist to drive off without the cap; and
The gas cap is fitted with a ratchet to signal proper tightness and prevent over-tightening.
Parking garages include go / no-go gauges at the entrance to indicate low clearance.
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29. Ways of Developing Poka-Yoke Devices
Use the natural geometry of the part and attach a fixture to the machine so that the operator cannot attach work pieces into the die or against the tool in the wrong direction.
Use counters to detect the number of operations and compare it to the standard. If the numbers do not match, a warning light will be turned on or a buzzer will sound.
Use a limit switch to monitor the procedure. If the procedure is not performed correctly, the machine will not operate.
Use color-coding and identification symbols to distinguish between similar parts – e.g., yellow for ‘right-handed parts’, blue for ‘left-handed parts’.
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30. Source Inspection
Source Inspection searches for the root cause of the defect at the source of the error and seeks to proactively eliminate the cause of the defect.
Evaluate the 6Ms: Man, Material, Methods, Measurements, Machines, Mother Nature.
Evaluate the 4Ps: Policies, Procedures, People, Plant/Technology
Evaluate the Process Steps
Source Inspection is typically used in tooling environments:
Machine is producing bad parts (out of tolerance)
Parts are out of tolerance due to dull or broken tooling
Tooling was not inspected prior to setup or running parts
Inspect tooling before each run and replace, if necessary
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31. Design for Manufacture
Design for Manufacture (DFM) is a process originating in sustaining engineering or new product development to eliminate the opportunity to produce the defect on the shop floor.
Design for Manufacture (in terms of defect prevention) uses techniques such as asymmetrical assemblies, locating pins, commonality of parts, etc. to simplify operators’ decision-making, thus reducing the opportunity for creating a defect.
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32. Defect Prevention Example: Design for Manufacture (and Poka-Yoke)
In the assembly of the single handle faucet control valve, the cap was often installed backwards, thus creating a leak.
10% Defects
To prevent the defect, the cap was made asymmetrical and therefore it could only go one way – the right way.
0% Defects
BEFORE
AFTER
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33. Adaptive Control
SPC
UCL
Target
LCL
Line-control systems that use SPC control charts to constantly monitor and then adjust key operating parameters.
A method which detects errors or possible errors during processes before they can become defects
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34. Takeaways
Standardized Work uses team-derived best practices to enable employees to increase production and efficiency, improve overall quality, and enjoy a safer working environment.
Visual tools (work instructions, labeling and coding, reaction plans, etc.) improve overall communications.
Inspection techniques can never eliminate defects. Inspection plus defect prevention are key to improving overall quality, profitability and customer satisfaction.
Many defect prevention techniques can be driven by simple changes in processes, design and automation.
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35. Goals Quality Products
The Future
Goals
Quality
Products

36. Why is profit down? Higher cost of raw materials.
Higher cost of benefits for employees.
Higher cost for worker’s comp benefits.
Higher utility costs.
Lower profit margins to be competitive.
Higher scrap costs.
Lower production output.
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37. What hurts our competitiveness?
Waste (time & materials)…..scrap
Material Costs
Workers’ Comp Claims
Poor Quality
Inability to make on-time delivery to customers
Inability to increase capacity
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38. Attendance Attendance Poor Attendance 2002 +1.66 2003 -0.42 2004 -1.21
Poor Attendance
Affects Scheduling
Affects Production
Affects our Customers
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39. Goal #1- Stay in Business
The competition is getting tougher
We need to improve our processes (LSS)
We have not improved much in the areas of scrap and productivity during 2007.
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40. LSS
Six Sigma
Process Analysis
Data Analysis
Root Cause Analysis
Lean
Waste Reduction
Value Stream Mapping
Increase production – without sacrificing quality.
The key is what do we do with this knowledge and new skills?
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41. Lean Six Sigma
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42. Goal #2
Quality
Standardize
Accountability
Discipline
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43. Ken Simmons THE IMPORTANCE OF QUALITY MISSION STATEMENT
(QUALITY POLICY)
OHIO ELECTRIC MOTORS, INC.
IS COMMITTED TO TOTAL CUSTOMER
SATISFACTION AND CONTINUAL IMPROVEMENT
OF THE QUALITY MANAGEMENT SYSTEM.
THESE GOALS ARE ACHIEVED THROUGH
A COMMITMENT TO COMPLY WITH REQUIREMENTS OF ISO 9001:2000,
AND BY PRODUCING HIGH QUALITY PRODUCTS,
DELIVERED ON TIME,
AT A COST THAT WILL ACHIEVE A PROFIT
TO KEEP THE COMPANY HEALTHY
FOR A LONG TERM COMMITMENT
TO OUR CUSTOMERS
Ken Simmons
General Manager
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44. THE IMPORTANCE OF QUALITY
MISSION STATEMENT
MADISON MANUFACTURING COMPANY AND ITS DEDICATED EMPLOYEES ARE COMMITTED TO PROVIDING A QUALITY DEPENDABLE PRODUCT, DELIVERED ON TIME THAT WILL FULFILL OUR CUSTOMER'S NEEDS. THIS IS ENSURED WITH TEAMWORK, COUPLED WITH A FULL COMMITMENT TO COMPLY WITH, AND CONTINUOUSLY IMPROVE OUR QUALITY MANAGEMENT SYSTEM.
Ken Simmons
General Manager
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45. PRODUCTIVITY Efficiency & Quality Continual Improvement
Standards in Place
Training
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46. Quality at Ohio Electric Motors
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47. Quality at Madison Mfg. Co.
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