Quality Management

2
The 7 Quality Tools of Problems Solving
Presented by:-
Eng. Mohammed Hamed
Quality Management

3
Content
1. Brainstorming
2. Case Study: Brainstorming the Causes of a Defective Capacitor
3. Fault-Tree Analysis + Example
4. Cause and Effect Diagram (5Whys)
5. Pareto Analysis & Pareto Diagram
6. Case Study.1: Tackling Defects in the Polyurethane Foam Cushions
7. Case Study.2: Tackling the Reasons of Low Productivity and Eliminate the Root Causes
8. Process Flow Chart & Process Mapping
9. Case Study.1: Improving the Process of Manufacturing a Die-Cut Envelopes
10. Case Study.2: Improving the Planned Maintenance Process
11. Implementation of 5S and Other Improvement Methodologies
12. Continuous Improvement Cycle
13. Cost of Quality
Quality Management

5
Brainstorming- A Downpour of Ideas
Brainstorming is a well-known
technique for generating a large
number of ideas in a short time
period. It serves as a tool for
identifying problems and causes.
To encourage ideas, no idea should be critiqued or commented
when offered. Each idea should be listed and numbered, exactly as
offered on a flip chart.
Expect to generate at least 50 to 60 ideas in a 30 minutes
brainstorming session.
Quality Management

Quality Management 6
Brainstorming helps to collect the data needed for any
Total Quality Management Process

7
Brainstorming rules:
1. Do not comment on, judge or critique ideas as offered.
2. Encourage creative and offbeat ideas.
3. A large number of ideas is the goal.
4. Evaluate ideas later.
When the brainstorming session is over,
the ideas should be reviewed, similar
ideas combined, and ideas that do not
seem to fit eliminated.
Quality Management
Brainstorming is a group problem-solving method. It taps people
creative ability to identify and solve problems, and brings out a lot
of ideas in a very short time. Because it is a group process, it help
builds people as human beings. For example, brainstorming
encourages individual members to contribute to the group and to
develop trust for the other members.

What is needed for brainstorming?
1. A group willing to work together
You may feel it is impossible that the group you work with will never
be a team. However, brainstorming can be a key to build a team!
Furthermore, it is a great tool for the group which is already working
together.
Who should be included in the group?
Everyone who is concerned for the problem for two reasons: the ideas
for everyone who concerned with the problem will be available for the
brainstorm. Second, those people can take an active part in solving
the problem. In that way they can be got to support the solution.

2. A leader
The main roles of the leader are:
• Provide some guidance so that brainstorm will produce ideas
• Control over the group to keep them on track.
• Encourage people’s ideas and participation.
• Put the personal goals aside for the benefit of the group.
3. A meeting place
A place where there is no interruption or distraction. In some
plants, groups use a foreman office, an area on the production
floor, or even a conference room.

4. Equipment
Flipcharts, markers, and white boards.
How does a brainstorm work?
• Choose a subject for the brainstorm.
• Make sure that everyone understand what the problem or the
topic is.
• Each person is to take a turn an express one idea. If someone can’t
think of anything, he or she says “pass”. If someone thinks of an
idea when it is not his turn, he may wright it down on a paper and
use it at his next turn.
• Write down each idea exactly as expressed.
• Make sure to write all ideas and don’t reject any.
• Encourage wild ideas, they may trigger someone’s else thinking.

• Hold criticism until after the session.
• The main goal is quantity and creativity.
• A little laughter is fun and healthy but don’t overdo. It is O.K to
laugh with someone but not at them.
• Allow few hours or days for further thoughts (if needed). The first
brainstorm on a subject will stimulate people to start thinking, but
an incubation period allow mind to release more creative ideas and
thoughts.

Example: Conducting a Brainstorming Session

Brainstorming the Causes of a Defective Capacitor

This group include five people: Samy, the leader; Farouk; Mohammed; Gamal, the recorder,
and Ahmed. Since they have been meeting for only a short time and the members have not
had much experience with brainstorming, the leader has to do most of the work of keeping
them on track. As the group gains experience, other members should begin to share the
work of the leadership.
Samy: I think it’s time to brainstorm for causes of defective capacitors. Gamal, since you are
good at flip chart, could you help us there?
Gamal: Yes of course.
Samy: Let us put a 15 minutes time limit on the session. And don’t forget the rules: We will
go around from person to another, one idea at time. Don’t worry if your idea sound strange.
After all, even if your idea is a wild one, it may stimulate somebody else. No evaluations. We
will have plenty of time afterward to look at the ideas. Ok are you ready? (Everybody
agrees.)

Farouk, your turn.
Farouk: Vendor (Gamal writes down, VENDOR).
Mohammed: I have seen dents in some of them. And I think that a dent on the outside
means something breaks or gets squeezed or some how messed up inside…..
Samy: Mohammed, you are saying “dents”. Is that right?
Mohammed: No, I mean dents show us there is a problem inside.
Samy: Can we abbreviate it to read: “Dents show inside problem”?
(Mohammed nods “O.K”
Samy: Gamal, it’s your turn.

Gamal: I think I will pass this time.
Ahmed: The leads to the capacitor sometimes don’t get soldered well. So that makes it look
like a defective capacitor.
Gamal: How do I write that? “Soldering of leads”?
Ahmed: Yup that’s O.K.
Samy: My turn. I will build on Farouk’s idea of “vendor”. May be its only on of them that is
really the problem and not all of them. Gamal write “One Vendor”
Farouk: Seems to me the shape of AX12’s is the problem. They remind me of the toilet seats
cover. (Much Laughter).
Samy: Let’s get back to the subject. Farouk, may have something there. So Samy write
“Shape of AX12’s”.

Encouraging ideas: priming the pump again
If the brainstorming session seems to slow down, the leader may suggest
piggybacking. Piggybacking is building on others’ ideas. For example, if
one of the team members has suggested the vendor as a cause of the
problem, another one might say “one vendor” not all of them could be the
reason of the problem.
Another technique is to suggest opposites. For example, too much & too
little.
Prodding Techniques
Sooner or later the downpours of ideas in the brainstorm dries up.
What do you do to get it going again? Or what do you do with the
silent member who doesn't participate?

Dealing with the silent member
When a member of the group doesn't speak up, the best way to deal
with this is to be patient.
Sometimes a person will be quite for a meeting after meeting then he
will open up. It will be then very exciting, so give this persons a time.
May be he/she will be quite, but will serve the group with some other
ways.
A simple effective method to bring the silent member, is to remind the
whole group that when each person’s turn comes in the brainstorm, he
or she just says “Pass” if not ready with an idea. That gets people of the
hock but it also breaks the sound barrier. They hear their own voices
and participate by saying “Pass.”

The direct question is another method, but you must use it with care.
Something like” Mohammed, you know the process well, do you have a
suggestion or input here?”
The second session
After the initial brainstorm and sometime for further thinking, it’s a
good idea to have another session to capture more ideas. These ideas
come into mind as the group member think about the problem and
consider what was said in the first session.

Two ways to handle the second session:
1. Gather all group together and give them a time limit of 10-12 minutes for
additional ideas. The same rules applied as in the first session.
2. Post the brainstorming sheets in the area of the workplace so that it will
allow people who work in the same area to contribute even if they are
not a regular members of the problem-solving group. In that way they
feel they are not left out.
Completing a brainstorm
How do you make sure that brainstorming has covered all possible causes of a
problem?

Sometimes the solution lies in a search lab, where only a high trained expert has a chance of
digging it out. Often, so, the solutions are right on your doorstep.
Even if you don’t solve the problem right away, you can make sure that you have covered all
the general areas of possible causes. Make a list of the general areas, and make sure that
your group or team has examined every one of them.
Such a list would include a number of subjects. There are some major factors that go into an
operation: machine, method, material, environment, and people.
Machine include: the type of the machine, the maintenance, and the setting.
Materials are the elements that come to the process, whether they are raw material, sub-
assemblies, components, or partially processed materials.
Method concerns the process itself.

Environment is important too, humidity, dust, and other climate problems that may affect
the process.
Finally, the Person doing the job. Factors connected with the person could be training,
eyesight, and level of skills.
Other general areas may also apply to the problem. Such as money, management, and other
errors.

Difficulties with brainstorming and what do you do with them
You are stepping on my turf!
It will be hard for one of the group members to be suspected
that he is the reasons of this problem. For example, the design
engineer is attending the session, and the cause of the problem
came out to be in the design process.
Train your team, and develop them. It is necessary to explain
that we are not here to blame anyone. And we are sometimes
blind with our problems so we need others to look on it. We
tend to see only a part of the problem that’s why the causes may
be hidden. It is a matter of prospective.

Criticism
Build a positive environment in the group. Criticize problems not people. Make sure that
ideas not persons are evaluated. Make sure that mistakes are not publicized and never
appear in anyone personal life.
The difficult member
Some members are difficult to deal with in the group. They talk too much, they get off
track, they criticize people not ideas or they shoot down ideas. How do you deal with
him?
Be firm but friendly. Talk to him privately and explain how his way is distracting the
group work. Give the difficult member a special job to do for the group. Don’t fight him.
When he gets the group off track, re back the conversation to the normal topic gently.
Usually difficult members became the strongest support of the group, or they leave.

Fault-Tree Analysis
Is a method to increase the reliability of the product and find the potential
causes of a problem to prevent the product failure.
Building a fault tree analysis FTA
1) Identify a top failure
2) Brainstorm basic contributors to failure
3) Link contributors to the top failure
 Determine which combination of contributors is needed to cause the
top failure. (Ask: How many of the inputs are needed to cause the top
failure? )
 Link the contributors to the top failure.
 Each contributor (cause) can be given a weight depend on the
occurrence so we would know which failure is likelihood to occur.

Fault-Tree Analysis
Smoke detector does not
detect smoke
Alarm not
sounded
Smoke not
detected
Alarm not
sounded
No power
at alarm
Defective
alarm
Broken
wire
Defective
solder
joint
Defective
ionization
chamber
No power
at
ionization
chamber
No
power
at
control
box
Defective
control
box
Ionization
chamber cracked
Defective
solder joint
Broken wire
Ionization
chamber blocked
Vent
blocked
Dust blocked

Root Cause Analysis Approach
27Quality Management

28
5 whys
It was originated in Japan. Japanese people believe that by asking 5
whys you can figure out the root cause of the problem and find the
solution. However, it doesn’t have to be 5 it can be 7 or 8.
Toyota does not have a six sigma program. Six sigma is based on
complex statistical quality analysis tools. It is a surprise for people to
realize how Toyota has achieved this level of quality without the use
of six sigma for quality.
Most of problems don’t call for complex statistical analysis, but
instead require detailed problem solving. This requires a level of
detailed thinking and analysis that is all too absent from most
companies in day-to-day activities.
Quality Management

29
Level of Problem Countermeasure
There is an oil on the shop floor Clean up the oil
Because the machine is leaking Fix the machine
Because the gasket has
deteriorated
Replace the gasket
Because we bought gaskets made
of inferior material
Change gasket specifications
Because we got a good deal/price
on those gaskets
Change purchasing policy
Because the purchasing gets
evaluated on short-term cost
saving
Change the evaluation policy
for purchasing agent
Why?
Why?
Why?
Why?
5 whys is a method to pursue the deeper, systematic causes of a
problem to find correspondingly deeper countermeasures
Quality Management

30
Toyota Practical Problem-Solving Process
Initial problem perception
(large, complicated problem)
POC
Countermeasure
Evaluate
Standardize
Clarify the problem
The real problem
Locate area point of cause
Direct cause
Cause
Cause
Cause
Cause
Grasp the
situation
Cause
investigation
Why?
Why?
Why?
Why?
Why?
Quality Management

31
Q1: Why did the customer not buy the product?
A: The salesperson did not persuade him to buy.
Q2: Why did the salesperson not persuade the customer to buy?
A: The salesperson was not good enough.
Q3: Why was the salesperson not good enough?
A: The sales person has not been trained in sales.
Q4: Why has the salesperson not been trained in sales?
A: It was not considered necessary.
Q5: Why was training not considered necessary?
A: Sales are only a small part of the job.
Example:
Quality Management

1. Why has the computer failed?
Answer: The fuse has blown in the chasis
2. Why has the fuse blown?
Answer: The hard drive is overheating and taking too much current
3. Why is the hard drive overheating?
Answer: It is generating a lot of heat
4. Why it is generating a lot of heat?
Answer: It is a high speed drive and generate more heat
5. Why it is not being cooled?
Answer: The fan is not cooling it
6. Why is the fan not cooling it?
Answer: The computer was upgraded recently and the fan was changed to a more powerful one that was
recommended by the supplier. However, the instruction for the airflow direction were overlooked
7. Why is the fan blowing in the wrong direction?
Answer: The computer was upgraded recently and the fan was changed
8.Why was the fan changed?
Answer: To improve the airflow of the high power hard-drive
9. Why did it not improve the airflow?
Answer: It was mounted in reverse
10. Why was it mounted in reverse?
Answer: The technician did not follow the instructions
11.Why did he not follow the instruction?
We have now found the root cause. The tech did not follow the instructions.

33
Problem
Using a fishbone diagram while brainstorming possible causes helps
you to focus on the various possibilities. Some useful categories:
Cause & Effect Diagram (Fishbone Diagram)
Quality Management

34
The main problem is entered in the nose. The bones originally had only “4Ms”. Once all
problems were reduced to one of the four: man, machine, material, or method. Eventually,
Measurement was added to highlight how critical it is to have an understanding of the
reliability and accuracy of the measuring system. Environment was added to make people
consider the location of an equipment and the impact of its surroundings on the operation.
Design and instruction can also be a good reason to add.
Quality Management

Steps in constructing a cause and effect diagram
1. Gather the material
You will need a big flip chart or large sheet of paper, brainstorm idea list, mistake tape and
flipchart markers.
2. Call together everyone envolved with the problem
Generally, this group will contain the leader and the members of the brainstom group. Plus
anyone envolved such as engineers, representatives, quality assurance peoples and a
volunteer to draw the diagram and record the data.
3. Begin to construct the diagram
Got to the right hand side, and state the problem clearly or the effect. Make sure it is well
defined and clear so everyone will understand what is going to be discussed.

4. Draw in the spine of the fish bone
Begin with the left hand of the paper and draw an arrow to the box
5. Add the main causes
Make sure to cover all possible areas such as 5M (Manpower, Money, Management,
Machine, Material). Also add up some other sections like environment such as humidity,
high temperature..etc.
Variation in Coating

MaterialMethod
Machine Manpower

6. Add the brainsrom ideas
Procedures Wrong
Defective
Method Material
Manpower
Age or wear
Design
Machine
Lack of training

Pareto Analysis

A method to help you which from several chronic problems to attack. Pareto can be useful
in:
1. Prioritizing issues and tasks
2. Tackle high cost issues
3. Achieve quick improvement in the overall process
4. Help making decisions
5. Help determine whether the solution has worked
What is Pareto analysis?
Few examples:
 20% percent of your customers account for 80% of your business
 Few kind of parts in the warehouses make 80% of the inventory problems
 Few parts present a large portion of product defect

A team collected a data about a defect in motors produced by their department. Among the 145 defects
recorded, they found 53 causes of Endplay, 31 casues of Binds, 28 Causes of Tilt, 16 Missing Wheels, 8 Switch
problems, 5 Dead motors.

Practical Steps: How to construct a Pareto analysis process
1. Specify the goal clearly
Goals are always improving quality and reducing costs. If your company
supplies seats to a major automotive industry firm, the goal should be
supplying seats with the highest quality.
Your department makes the polyurethane foam cushions that goes into the
seats.
Your goal is to improve the quality of the seats through improving the quality of
the cushions, and reduce the rate of the defective cushions.
The Goal is Zero Defect!

2. Collecting the data
Audit Inspection Report Shift:
Auditor Name: Product:
Departement: Molding Date: August 2005
Type of Defect 12/8 13/8 14/8 15/8 16/8
Poor mix 2 3 1
Holes 8 4 7 3 5
Dent 1
No enough component 1 1
Deformed 1
Torn through handling 1 1
Oil/grease stains 1 1 1

3. Tally the data
Tally of Data
Poor mix 6
Holes 27
Dent 1
No enough component 2
Deformed 1
Torn through handling 1
Oil/grease stains 2
Poor mix 3
Total Defects = 42

4. Ranking the categories of defects by frequency
Re arrange in order of frequency
Holes 27
Poor mix 6
Oil/grease stains 3
Not enough components 2
Torn through handling 2
Dents 1
Deformed 1
Total Defects = 42

5. Prepare the chart for the data

Draw horizontal and vertical scales. Then mark the numbers on the left hand vertical
scale so that the large category will fit comfortably. The largest category is holes with 27
defects, the scale should be set to 35 or 40.
Next, subdivied the hrozintal scale into equal width interval so that you have enough
intervals for your categories. You can combine the smallest categories into a single
group called “others” but it is recommended that this group should not exceeed 10% of
the total numbers.

6. Draw in the bars

7. Make Calculations Based on Tallies
Type of Defect Frequerncy Cumulative
Frequency Percentage
Holes 27 27 64%
Poor mix 6 33 79%
Oil/grease stains 3 36 86%
Not enough
components
2 38 90%
Torn through
handling
2 40 95%
Others 2 42 100%

8. Complete the Pareto diagram

Interpreting the Pareto diagram
• The diagram is a documentation for quality, so it has to be clear and well-drawn.
• The diagram is a communication tool, and it brings agreement on which problem to
solve first.
• The diagram should allow the process to tell its own story without the human feeling.
• Pareto diagram serves as a away to compare problems that exist before you work to
improve the process with problems that exist after you have worked on the process.
• After the “holes” problem is tackeled, a new Pareto chart should show holes as a minor
or nonexistent problem.

Problem Identification: Production decreased to low level
Plant Capacity: 450ton/day

Problem with plant
production
performance
Transportation of
raw material
problem
Production labor
problem
Others
Breakdowns

Breakdowns issue
Environmental
downtime issue
Electrical issueOther external
factors
Equipments downtime
(unplanned
maintenance)

Plant downtime report

Equipments
breakdown issue
Machine 4
Machine 3
Machine 1
Machine 2
Machine 5
Machine 6

Equip
code
Critical Equip
description
Total Downtime
hrs (average)
Downtime
frequency
MTTR
(hrs)
Percentage
1 Centrifugal Fan 16 5 3.2 44.80%
2 Pump station 2
Motor
6
2 3
16.80%
3 Granulator
Drum
4
2 2
11%
4 Feed Belt
Conveyor
3
2 1.5
8.40%
5 Recycle Belt
Conveyor
2.5
1 2.5
7.00%
6 Bag Filter 2.5 1 2.5 7%
7 Burner 1 1 1 2%
8 Belt Conveyor 0.5 1 0.5 1.40%
9 Belt Conveyor 0.2 1 0.2 1.40%
10 Bucket Elevator ---- ---- ---- ----
Priority Identification (Top Failures)
Equipments downtime monthly report:

Pareto Analysis A problem solving tool that breaks data down into manageable
groups and identifies the greatest opportunity for return on investment. The analysis is
based on the Pareto Principle, also known as the 80:20 Rule. Simply stated, the principle
says that 20% of a population will cause 80% of the problems associated with the
population
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
45.00%
50.00%
0
2
4
6
8
10
12
14
16
18

61
Pareto diagram uses bar graphs to sort problems
according to severity, frequency, cost, nature, or source
and displays them in order of size in order of size to
show which problem is the most important. Its
probably the most often used statistical tool in Toyota.
Quality Management

Motor
Foundation
Bearing FDE Bearing FNDE
Casing
Man Hole

Machine 1 failed
Motor electric
failure
Power off
Machine
unplugged
Overloaded

Overload
Process problem
Electrical problem
Cleaning problem
Mechanical
Vibration problem

Mechanical
vibration problem
Bent Shaft
Bad maintenance
Bearing failed
Unbalance
Bad
fixation
with the
base
Misalignment

Unbalance
Rotor problem
Bad balancing
Others
Scale
accumulative

Dust
accumulative
Incorrect
balancing
Cleaning issue
Design
Problem
Problem in
sandblasting
efficiency
Bad operation
Process
problem

70
System Illustration Diagram
(1) Dryer Drum
(3) Fan
(4) Bag Filter
(2)
Cyclone
Dust settling
Suction
Quality Management

Repair the coating for body of the
cyclone
Repair the pneumatic system
for closing and opening the
gates
Get new discharge valve Real Photo

Electric motor
failed
Electric cable
problemPower
off
Machine
unplugged
Motor
overheated

Motor
overloaded
Motor
overheated
121⁰C
Cooling
fan
Motor located in
bad environment
Bad preventive
maintenance

Motor miss-
installed
Motor
overloaded
Shaft
damaged
Motor Shaft
Vibration
problem
Machine
problem

Shaft damaged
Misalignment
Incorrect fit Incorrect tolerance
Bearing
failed

Bearing
failed
Insufficient
lubrication
Excessive
clearance
Mounting
problem
Grease
contamination
Failed motor
bearing
Incorrect
bearing
type
Incorrect
lubricant
usage

Use the proper tools for mounting and
train the maintenance crew
Preventive Action

Process FlowChart & Process Mapping

What is Mapping?
Process Mapping is a tools for understanding the process and tackle the process problems
Why Mapping?
Process mapping is a workflow diagram to bring forth a clearer understanding of a process
or series of parallel processes. It helps tackle process issues, identify the source of process
variation, minimize wastes, improve process capability, reduce defects and improve costs.

Why does it takes so long to get a simple request for machine maintenance approved?
Why does it takes so long to answer deal with the customer complains?
Why do we have so many steps to follow in assembling this wiring harness? Is there a
simpler way?
Why it takes so long time to hire people?
Why it takes so long to approve the project budget?
The process flow chart helps you answer such questions.

•Transportation
•Inventory
•Motion
•Waiting
•Over Production
•Over Processing
•Defects

For example, if there is a manufacturing process consist of several processes such as
cutting, casting, assembly, handling, maintenance, inspection, and changeovers. The
added value works which involve making what the customer needs is just a few processes
which are cutting, casting, and assembly.
The others are those non-value added works that need to be removed or minimized. The
seven wastes define those non-value added in terms of transportation, inventory, motion,
waiting, over processing, over productivity, and defect. They have been given the
abbreviation Timwood. The 8th waste is the underutilization of human capabilities or
untapped human potential.

Cutting process
Lathe Process
Changeover Maintenance
Downtime
Machine Setting
Re Work Absent
Wait for
Tools
TransportationValue Add
Non-Value Add
Weld Drill
Flow Flow Flow
Main goal is to improve the process, minimize
defects and reduce wastes
Assembly
84

85
Metric Unit of
measure
Target Improvement Owner
Process Cycle time Days/hours
Non-value added %
Value added %
No of workers
Quality ratio %
WIP inventory No of
pieces/tons
Lead time between
processes
Hours/days
Delivery % on time
Productivity %
Total Costs
Example: Evaluate measuring performance
Lean Manufacturing

The importance of mapping:
1. Idnetify the points in the process that need to be controlled
2. Ensure the time and effecinecy of every operation
3. Discover troubles areas
4. Stanadardize the work process
5. Improve quality, productivity and performance
6. Discover the sources of process variations
7. Improve quality, minimize defects and costs

Process FlowChart Sympols

Process Key Sympols
Sympol Name Description
Or Define Your Own Sympols!

1
Locate Correct
Paper in
Warehouse
2 3 4 a
a 5 6 7 8 b
9 10 11 c
Forklift not
available
Foklift arrives
load roll Move roll to
cutter
b
Wait for overhead
crane operator
Load roll
Makr first cut;
adjust cutter
Cut paper into
rectangles
Inspect at intervals
during cutting Stack on a pallet Move pallets to
die-cut presses
4 min 12 min 1 min
11 min, 320 ft
7 min
3 min, 27ft 8 min 0.7 min
0.5 min 1 min, 3ft
3 min, 22ft

1412 15 d
d
13
16
20
e17 18
21
19
f22 23
Check dimensions
of sheets
Place 2 of sheets on
press bed
Locate correct die
and load
Move die into
corner position
for first cut
e
Check position of die Close press Open press
Move die to
next cutting
position
Remove cut blanks Inspect blanks Stack blanks on pallets If this is the end of
the run, got to 24
1 min 0.3 min, 4ft 3 min
0.5 min
0.2 min 0.2 min 0.2 min
0.3 min
0.2 min, 4ft 0.1 min 0.2 min, 7ft 0.2 min

f 24 25
Remove die
from press
Remove paper trim
from press Store pallet
27
Move pallet to
envelope folding
machine
26
0.2 min 0.3 min 1,320 min, 34 ft
4 min, 22 ft
Opportunities for Improvement
 Is there a point in the process that restrict the flow of the material, work, or information?
 How can we improve the sequence of the operations to make the process more effective?
 Would a change in the workplace layout or the flow of componenets increase
effectiveness?
 Can you improve how you do the operation or activity?
 Can you reduce or eliminate the need to correct, change, add, or recycle something in the

 Why there is so many delays in the process? What could be done to them?
 Where are the areas of improvement?
Analyzing Process to Find the Improvement Opportunities
Process No Analysis of Non-Value Added
2 Delay is due to high rate of absent for the drivers
4 Machines are not arranged in sequence to provide continuous flow
5 Operators are busy doing a lot of non-value added tasks
11
14 The workplace is filled with clutters and not arranged
15
19
27

Production Downtime Analysis during the month of August 12
Working Time= 8 hrs/shift
Working Condition= 3 shifts/day, 6 days/week
Total Working Time= 144 hours /week, 576 hrs/ month
Actual Operating Time (manufacturing time)= 293.5 hrs

Activities Total number of hours Percentage
Quality Inspection 20 7%
Break/lunch time 32 11%
Absent 30.5 10%
Maintenance 142.5 50%
Setup/ changeover 25 8%
Tools not available 32.5 11.5%
Total= 282.5

Production Downtime Analysis
Planned
Maintenance
Absent
Availability of
Tools
Lunch time

Activities Total number of
hours
Percentage Cumulative
Maintenance 142.5 50% 142.5 50%
Tools not available 32.5 11.5% 175 61.9%
Break/lunch time 32 11% 207 73.2%
Absent 30.5 10% 237.5 84%
Setup/ changeover 25 8% 262.5 92.9%
Quality Inspection 20 7% 282.5 100%
Total= 282.5

PM Code Equipment Type Frequencies (no of
tasks/machines)
Time for each
maintenance
task
PM001 Grinding Machines 3 3.5 hr
PM002 Polishing Machines 25 1.2 hr
PM003 Washing Machines 20 4.75 hr
PM004 Others 50 8.5 min

Maintenance Analysis
PM Code Equipment
Type
Frequencies Hours Total
hours
% Cumulative
PM Washing
Machines
20 4.75 95 66.5% 95 66.5%
PM Polishing
Machines
25 1.2 30 21.1% 125 87.7%
PM Grinding
Machines
3 3.5 10.5 7.4% 135.5 95%
PM Others 50 8.5 min 7 5% 142.5 100%
66.5% from the maintenance problems are allocated in the Washing machines. And because
we have 20 washing machines, the success can yield to a large improvement in the overall
process.

Scheduled
WO Initiated
Planning and
Mobilization
Process
Planning the
total number of
resources
Allocating
regular spare
parts and tools
Send the crew to
machine place-
Crew prepare
tools
Crew reached
production
facility
Crew started
the maint job
3 Trips from
workshop to
production
Crew taken off
GB
Back to
workshop
Discuss with
workshop leader
& take decision
Prepare spare
parts needed for
the spare GB
Back to
production
facility
Place the spare
GB on the
machine
Test OK
Receive request
for service no &
back to
workshop
Discussion
with workshop
leader + wash
hands
Dismantle
gearbox to
specify needs
Write down
needed parts
Back to
workshop
Searching for
Oracle no and
ask for help
Send paper to
follow up office
Back to
workshop &
wait for
followup office
Crew re back to
follow up office
Searching for
Oracle &
warehouse data
Release of
warehouse
permission
Back to
workshop &
sign the paper
from the head
2 Trips from
workshop to
follow up office
Break time for
maintenance
crew
Break time
12:00pm to
1:00pm
Store break
time 12:30pm to
1:30pm
Crew went to
the store
warehouse no
124 at 1:35pm
Reached store
and wait for
store man
service
Receive parts
Back to
workshop
1 unnecessary
trip to
warehouse
1.5
min
1.5
min
1.5
min
3.5
min
16.25
min
6.5
min
1.5
min
1.5
min
Waiting 9 min
Waiting 40 min
Waiting 6.5 min
Over processing
Waiting 7 min
Waiting 5.5 min
Over processing
ERP
Over processing
Waiting 10 min
ERP
27
min
1.5
min
2
min
7
min
20
min
Over processing
Waiting 3.5 min
Over processing
Waiting for 14 min
ERP
Training/ Instructions
Map keys:
Yellow posts are the process steps.
Red posts indicate waste.
Blue posts are the ideas for improvement.
Process Map (1)
Waiting
Training
Waiting
Transportation/
Waiting 3.5 min
Untapped Human
Potential
Process Information:
Work type: Maintenance process for a washing machine
Location: Factory 2.
Equipment Name: Washing machine no.4.

Process Actual/Current Best Possible
Machines downtime percent 66.5%
Crew Non-Value Added time 123 min= 2hrs Zero
Total Non-Value Added 167 min Zero
Non-Value added % 59% Zero
Value Added time 118 -----
Value Added % 41% 100%
Total cycle time for the process 285min 118min
Number of crews
Cost of resources
Data Box (KPIs)
•Non Value added %= time utilized actually in maintenance / total cycle time of the process.
Key definitions:

Process Map Analysis “Red Post-its Analysis”.
Process /issue description Symptom/Problem Exists Total time
Getting the spare parts process Waiting 40
3 trips from workshop to production section Waiting/ Over processing 9
Labor Searching for Oracle code Waiting 6.5
Delay in the follow up office in issuing the Waiting 10
Searching for parts & warehouse data in the follow
up office
Waiting 5.5
Sign permission from the head Waiting/Over processing 5
Crew take break before the break time of the
warehouse
Waiting 30
Receiving parts from inventory Waiting 7
Long trip to far away warehouse “124” Waiting/ Transporting/Untapped Human
Potential
7
Unnecessary trip to the warehouse Waiting/ Over processing 7+7
Maintenance crew getting parts by himself Untapped Human Potential/Waiting Process Sum=41
Total Wasted Crew Activities 123.5
Total machine waste time Waiting 43.5
Total 167 minutes

Processes with wastes Analysis Comments
Getting the spare parts process
Inspection is done for 3 equipments at once.
Waiting for labor time,
supervisor time, and
machine downtime
The repair of the breakdown equipment didn’t start immediately after diagnosis,
the supervisor continued to inspect others without calling the crew.
Inspection took 40 minutes because the supervisor had to inspect another
machines for the robot function, he had to wait for 2 complete cycles of the
robot.
There were no fault in the machine no.5 after 30 minutes of 2 robot cycles and
complete inspection!.
Too many trips from workshop
to production section
Inspection done by supervisor not the crew
No forecasting, crew had to back to workshop to get the bearing of the shaft
Crew had to talk to the supervisor in the workshop to take the decision of fitting
the backup gearbox or wait till fix the faulty one and fit it.
Labor/crew searching for
Oracle code
Its paper based, lots of paper to search in, he had to ask his colleague to search
for him.
Waiting for labor time &
refurbish time
Delay in the follow up office Too many permissions are waiting list, 2 data entry persons were absent, so the
load was concentrated on two persons.
Searching for parts &
warehouse no
We need to run better system

Process with wastes Comments & Causes
Sign permission paper from
the head
Administrative work Waiting for labor time
& refurbish time
Crew break No comment!
Waiting for labot time
A trip to warehouse 124 Parts should be all in the warehouse 111 which is near the workshop
Receiving parts delayed
in the warehouse
Inventory store labor skills
Lack of ERP system
Unnecessary trip to
warehouse
Who should bring parts from warehouse?
The downtime
Frequency of repairing the same fault must be tracked to analyze the
repair efficiency.
Waiting for machine
& labor time
Downtime must be eliminated by enhancing maintenance &
inspection.
It seems backup machine was operating, downtime was in the
beginning of the shift, not in the break time.

Total wastes exist 123.5 min, could be reduced to 35.5 min. So the total cycle time is
reduced.
If each employee is wasting 123.5 minutes from his daily time in s single maintenance
process, for 30 employees/maintenance processes the wastes are 3705 minutes daily!!
{Calculation=(285)/60=5man/hrs X (20)= 100 man hrs X (15$)= 1500$}.
If we can improve the machine maintenance process, we could save resources and costs.
Please consider the production loss, production can produce more if the downtime is
reduced.
Production Losses= 1000$ per hour X (100hrs)= 100,000$ per month due to lack of
maintenance procedures!
Some Costs & Losses. (Time=Money)

Wastes
There is a good opportunity to reduce the 123.5 minutes, as well as eliminating the excess machine downtime, if done, this
means saving more than 2.5 hr for this process, remember this is just for one process for one employee we could save many
hours per day if all maintenance processes are mapped.
Production Availability
There is also a productivity loss during the machine downtime, this could be due to the waiting, transportation & over
processing wastes (have a look at the previous table).
I do always prefer to create more than one map for the same process to
recognize repeated issues & evaluate the cost better.

Summarizing Common Issues and
Brainstorming Ideas for
Improvement

1.Employee spend 30 minutes to get parts from the warehouse.
Quantifying the issue= average 30 times need to get parts/day for this maintenance dept.
30x 30 min= 900 min, this is 15hrs per day to just get the required spare parts (almost equal
2 employees).
This is 450hrs per month, 2700hrs for 6 months, 5400 hours per year.
Remember this is just in one maintenance dept!, what if the issue is quantified & measured
for the engineering sector???? what would be the total time losses then?
The Lean goal here is to reduce wasted time for labors to make more
time available for other useful works like PM or projects, also the lead
time to get spare parts must be minimum if the machine is in downtime
Elimination of wastes will reduce the overtime percentage & cost.
Overtime hours: 1307hrs for 6 months only.
Cost of overtime during 2011 was: 11,247 EGP for 6 months only.

Receive service
request no
from
production
Search for
Oracle codes
Write down
request for
permission
Send the paper to
the
technical/follow up
office
Search for parts
and warehouse
location
Print the permission
Sign the
permission
from the head
Send the labor to
get the spare
parts from the
store
Get parts from
2 stores
Wait to receive
parts at the
store
Back to the
workshop or
production
facility
Getting spare parts process map “Time Analysis”:
Waiting Waiting Over processing
Waiting Over processing
Untapped Human
Potential
Transportation
/Waiting Waiting Transportation
Over processing
Over processing
Four Main Wastes Allocated:
6th Over processing
1st Transportation
4th Waiting
8th Untapped Human Potential
5
min
1 min
6
mi
n
1min 6 min
10
mi
n
6
min 3 min

Trouble call
received
through ERP
Forecast WO issued
Spare parts
request
Production
approval
Maintenance
approval
Check stock
availability
OK
Parts got
prepared by
inventory labor
Receive spare parts
through the delivery
from one warehouse
Cost & data
assigned to WO
CMMS with ERP:
1 min
2 min 2 min 2 min
3 min 5 min
Total time=15 min as max.
Reduction in time
achieved=50%
*We already have the ERP and it can work by the above process.
Interaction Between, WO, Inventory & Production Depts.
I tried to figure out how thing may go if we have a CMMS to manage the WO
and connected to the ERP ”Oracle”. Time saving could be more than half.

2.Skills/Training Issues.
One problem in this MAP regarding the supervisor skills, he was not trained to do the job with high
performance.
Achievement possibility.
Reduce MTTR .
Increase equipments availability.
Decrease process cycle time.

First, using the same person for every specific type of machine upon breakdown will
maybe create a faster repair. However, it will reduce the skill level of the others through
experience loss. Also, what would happen if the “expert” was not available?
Task name
Fixing the washing machine’s Gearbox
Fixing the washing machines Robot
Fixing the suction fans for Phoya lines
Replace the driving belt/chain in the Phoya
lines.
Fix fans in the electric painting section
Replace crusher bearing
Diagnosis robot failures
Labor Names across
No Knowledge
Has knowledge but require practice
Intro, but require some training
Competent
Can train participators
Skill MATRIX
Some principles:
•We should train techs for the most
common maintenance tasks.
•We should train all techs on the diagnosis
of most common symptoms/problems.

How to Measure Actual Time Required for Each Work Element?
Use a stop watch
and measure the
actual time at the
workplace
 Don’t rely on reports
 Don’t rely on previous time studies
recorded at the engineering office
 Don’t rely on any past time study
 Measure each work element
separately not the total time
required by an operator to perform a
sequence of work elements.

Total time always include waste particularly between the work elements which cann’t be
counted as work.
Now re measure the total time of operator from start to finish. This will be higher than the
sum of the time of work elements. Different is the waiting waste between work elements.
Total Operator Time – Sum of Work Elements = Waitings/Delays

As you observe the work yourself, you will find operators perform it in a slightly different
way. Think about the best way to do the job. Use a pencil and a paper note to write your
observations.
Shopfloor Courtesy
-Intorduce yourself
-Explain what you are doing
-Don’t take note in foront of the
production associates without showing
them what you have written
-Say thank you before leaving
-Explain always that you are observing
the process not the people
And always remember that the question
is not what is people doing? But what is the work?

Notes/Timing Tips
-If you are not familiar with the process, measure 10 times each work element to geat meaningful data
-Measure the time of a high efficient operator
-Select the lowest repeatbale time for each element
-Don’t use average time
-Don’t forget shop floor Courtsey!
-Make clear to everyone that you are timing the work, not the operator and you are not measuring the
operator’s skills
-Separate the machine time from operator time. For example, if an operator takes 15 minutes to start a
job in machine, 1 hrs to maintain it, and the machine was down for 2 hours, then total operator time
is 1.25 to 2. hrs. Record this separately, and the machine time separately in the process study form.

Sort
‫الترتيب‬
Set in Order
(Stabilize)
‫حسب‬ ‫الترتيب‬
‫األولويه‬
Standardize
‫التوحيد‬
Sustain
‫من‬ ‫التأكد‬
‫التنفي‬ ‫جوده‬‫ذ‬
Shine
‫النظافه‬
If JAPAN Can Why Can’t We??

Sustain Standardize
Shine
Sort Set in Order
122

 Tools should be
returned after use
 Someone should
follow up the board
regularly to ensure
tools are available,
in good condition,
and returned after
use.
 Each tool should be
outlined on the
board, if one is
missed, it will be
recognized.

Warehouses

Before
Problems:
1-Scrape ‫وجود‬
‫الغيار‬ ‫قطع‬ ‫مع‬ ‫خرده‬
2-Sorting ‫قطع‬
‫مرتبه‬ ‫غير‬ ‫الغيار‬
3-Cleaning ‫النظافه‬

Before
‫الجيربوكسات‬ ‫ورشه‬
2.Different types of
spare parts exist in
the same place
‫متجانسه‬ ‫غير‬ ‫أنواع‬ ‫وجود‬
‫نفس‬ ‫فى‬ ‫الغيار‬ ‫قطع‬ ‫من‬
‫المكان‬
Problems:
1. New bearing
in unclean
area ‫بلى‬ ‫وجود‬
‫غير‬ ‫بيئه‬ ‫فى‬ ‫جديد‬
‫نظيفه‬

Before
2. Mix between new
& damaged
gearboxes ‫اختالط‬
‫مع‬ ‫التالف‬ ‫بوكس‬ ‫الجير‬
‫السليم‬
3. Cleaning ‫نظافه‬ ‫مشكله‬
1. No label to
differentiate between
the new & damaged
gearboxes ‫ورقه‬ ‫يوجد‬ ‫ال‬
‫كل‬ ‫تصنيف‬ ‫عليها‬ ‫مكتوب‬
‫بوكس‬ ‫جير‬
Problems:

Before
2. Working
place is
occupied ‫تزكه‬
‫مشغوله‬ ‫العمل‬
‫القيم‬ ‫عديمه‬ ‫بأشياء‬‫ه‬
1.Spare parts in
wrong place ‫قطع‬
‫أماكنها‬ ‫فى‬ ‫ليست‬ ‫غيار‬
Problems:

Before
Problems:
1. ‫غيار‬ ‫قطع‬
‫فى‬ ‫ليست‬
‫الصحيح‬ ‫مكانها‬
2. ‫قطع‬
‫غير‬ ‫الغيار‬
‫مرتبه‬
3. ‫غيار‬ ‫قطعه‬ ‫كل‬ ‫بتصنيف‬ ‫ملصوقه‬ ‫ورقه‬ ‫يوجد‬ ‫ال‬

Before
1.Sorting
problem ‫مشكله‬
‫وترتيب‬ ‫تنظيم‬
2.Cleaning
problem
‫نظافه‬ ‫مشاكل‬
Problems:

Plan each step and understand the outcome expected at each
point.
Do the task as planned.
Check that is the outcome is as expected “Audit”.
Act –find out what is going wrong . Then repeat the cycle.
Plan what you are going to do to put it right.
Do make the corrections. Then continue the rest of the cycle,
repeat the loop as necessary.
Plan-Do-Check-Act. PDCA Cycle.
Continuous Improvement
Problems Solving Process:
1. Define the problem. (Plan)
2. Breakdown the problem into manageable pieces. (Plan)
3. Identify the root causes. (Plan)
4. Set the targets. (Plan)
5. Provide countermeasures & select proper solution. (Plan)
6. Implement the solution. (Do)
7. Check the outcomes and the impact. (Check)
8. Define what went wrong, repeat the cycle, adjust, and standardize. (Act)

Each step is a PDCA toward the target

Cost of Quality

Visible
Cost
Hidden
Cost
Warranty
Inspection
Rejects
Scrap
Re work
Usually high percent of the actual costs are hidden

Cost of Poor Quality: Internal Failure Costs
Internal failure costs are costs that are caused by products or services not conforming to
requirements or customer/user needs and are found before delivery of products and
services to external customers. They would have otherwise led to the customer not being
satisfied. Deficiencies are caused both by errors in products and inefficiencies in processes.
Examples include the costs for:
•Rework
•Delays
•Re-designing
•Shortages
•Failure analysis
•Re-testing
•Downgrading
•Downtime
•Lack of flexibility and adaptability

Cost of Poor Quality: External Failure Costs
External failure costs are costs that are caused by deficiencies found after delivery of
products and services to external customers, which lead to customer dissatisfaction.
Examples include the costs for:
•Complaints
•Repairing goods and redoing services
•Warranties
•Customers’ bad will
•Losses due to sales reductions
•Environmental costs
It takes 1-3 years to re compensate a
depatured customer

Cost of Good Quality: Prevention Costs
Prevention costs are costs of all activities that are designed to prevent poor quality from
arising in products or services. Examples include the costs for:
•Quality planning
•Supplier evaluation
•New product review
•Error proofing
•Capability evaluations
•Quality improvement team meetings
•Quality improvement projects
•Quality education and training

Cost of Good Quality: Appraisal Costs
Appraisal costs are costs that occur because of the need to control products and services to
ensure a high quality level in all stages, conformance to quality standards and performance
requirements. Examples include the costs for:
•Checking and testing purchased goods and services
•In-process and final inspection/test
•Field testing
•Product, process or service audits
•Calibration of measuring and test equipment

Recall
Issue
Myth Reality Cause
Pedal
entrapped by
unsecured or
incompatible
floor mate
Carpet design
causes pedal
entrapement,
leading to
accidents and
deaths
No defects exists with properly
installed floor mat. Floor mats
that are unsecured, stacked or
incompatible have the potential
to entrap the accelerator pedal.
Also true for other auto makers
Improper use of
floor mates
Sticking
accelerator
pedal
Pedal frequently
gets stuck leading
to uncontrollable
acceleration and
causing many
accidents
In rare cases, pedal can get sticky
and return slowly to idle or
temporarily stick partially
depressed. There were no causes
of wide-open throttle. In all
cases, brakes will stop car in
normal stopping distance
As a result of heat,
humidity, or
condensation,
synthetic material
in pdeal become
sticky. Braking
performance is not
affected
Engineering Errors Leading to Recalls: Myths and Reality

Recall
Issue
Myth Reality Cause
Electronic
throttle
control
system
failure
Electromagnetic
interference or
software glitches
cause runaway cars
that will not stop in
a way puclair to
Toyot’s design has
lead to accidents
and even deaths.
This change has been made against all car
companies, and there has never been
evidence of a single case. Millions of hours
of tests by Toyota in chambers that generate
EMI and in real world tests in high EMI-
areas have never revealed a single instance
No confirmed
problem
2010 prius
ABS problem
On slippery roads,
brakes can stop
working, severly
affecting braking
performance .
At speeds below 35mph on slippery or
bumpy surfaces, switch from re generative
to ABS braking system causes the brake
pedal to momentarily feel soft. There is no
impact on braking performance
The software
governing the
braking system
does not provide
proper feel in the
braking pedal

Number of Vehicles Recalled in the United States 2005-2010

Lessons Learned from Toyota:

157
Eng. Mohammed Hamed Ahmed Soliman
The American University in Cairo
Email: mhamed206@yahoo.com
m.h.ahmed@ess.aucegypt.edu
https://eg.linkedin.com/in/mohammedhamed
Tel: +201001309903
References:
Liker, J. K. (2003). Toyota way. New York: MacGraw-hill.
Steven, S. (2012). Strategic lean mapping. New York: MacGraw-hill.
Robert T. Amsden and Davida M. Amsdenand. (1998). SPC
Simpliefied: Practical steps to quality. Productivity Press; 2 edition
Quality Management

Quality Management

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Was ist angesagt?

Was ist angesagt? (20)

Andere mochten auch

Andere mochten auch (20)

Ähnlich wie Quality Management

Ähnlich wie Quality Management (20)

Mehr von Mohammed Hamed Ahmed Soliman

Mehr von Mohammed Hamed Ahmed Soliman (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

Quality Management