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Bài giảng Lean production systems - Chapter 6: Lean quality - Nguyễn Như Phong

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8/13/2018  
LEAN QUALITY  
GVC. ThS. Nguyễn Như Phong  
nguyenphong.bksg@gmail.com; www.isem.edu.vn  
Kỹ thuật Hệ thống Công nghiệp  
ĐH BÁCH KHOA – ĐHQG TPHCM  
(Tài liệu giảng dạy cho ISE)  
2018  
LEAN QUALITY  
Lean quality  
Lean quality framework  
Complexity  
Mistakes  
Mistake Proofing  
Variation  
Six Sigma  
Lean Six Sigma  
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LEAN QUALITY  
Perfection  
The last of the 5 L principles  
Goal covers  
Quality  
Delivery, flexibility, safety  
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Lean quality  
Toyota-L-temple 2 pillars  
JIT  
Jidoka –  
closely related 2 Q especially pokayoke  
a mayor way of  
exposing waste &  
improving Q throung surfacing surfacing problems  
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Lean quality  
The 2 pillars mutually supportive  
Improve Q improve JIT performance  
less disruption & smooth flow  
Improve JIT improve Q  
Reduce batch size faster detection & less rework  
Pull sys – a Q tool  
Layout influence Q improved communication.  
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Lean quality  
Quality  
One of 5 interrelated concepts  
Standard work, TPM, 5S, visibility.  
Foundation stone 4 L stability  
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Lean quality framework  
Hinckley –  
Perfection in Q approached in 3 ways  
Reduction in complexity  
in prod. & proc. design  
Reduction of variation  
Prevention & reduction of mistakes  
Form part of Jidoka  
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Lean quality framework  
5 possible sources of problems 5 each approaches  
Man,  
Machine,  
Material,  
Methods,  
MInformation  
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Lean quality framework  
Hinckley –  
most effective order 2 tackle Q problems  
Fist address the prod.,  
then proc.,  
finally related tools & equipment  
within each category  
First simplify,  
Then mistake proof,  
then convert adjustments 2 settings  
Finally 2 control variation  
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COMPLEXITY  
Complexity  
both prod. & proc.  
Prod. complexity  
No. components  
Difficulty of assembly  
Proc. complexity  
No. operations  
Difficulty of each operation  
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Complexity  
Hinckley – Boothroyd, Dewhurst  
Prod. defect rate  
strongly related 2 assembly complexity  
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Prod. Complexity  
Methods  
QCC – Quality Control of Complexity  
DFSS – Design 4 Six Sigma  
GT – Group Technology  
DFx – Design 4 x  
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Prod. Complexity  
QCC  
Methods developed by Hinckley  
The frequency of mistakes increases  
with increasing assembly complexity  
QCC method  
Constructing a tree diagram 4 assembling a prod.  
Time required 2 complete the assembly estimated  
Alternative designs evaluated based on time.  
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Prod. Complexity  
DFSS –  
Design 4 Six Sigma  
Defined set of steps – IDDOV  
Identify –  
Define  
Develop  
Optimize  
Verify  
Similar project organization  
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Prod. Complexity  
Identify – Define  
Clarify C & CNs  
Tools: Kano model, QFD  
Develop  
Brainstorming & identification of alternatives &  
evaluation  
Techniques:  
TRIZ,  
Pugh Analysis,  
FMEA  
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Prod. Complexity  
Optimize  
Taguchi method 4 design & tolerance optimization  
DOE 4 parameter design  
Verify  
How the prod. perform in the field  
Looking at the manu. proc. capability  
Conducting experiment on prototype & pilot tests  
Tools: PCA, SPC, Pokayoke  
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Prod. Complexity  
GT  
Set of procedure  
aimed at simplifying prod.s wo. compromising cust. choice  
Identify similarities in function  
to reduce prod. & proc. proliferation  
First search a database 4 prod.s w. similar functions  
Make selection from a predefined set  
rather than unlimited choice  
The dramatic impact  
on part proliferation, inv, routing, quality  
Various GT coding & classification sys  
to assist both prod&proc designers  
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Prod. Complexity  
DFx  
DFA - Design 4 Assembly  
DFM - Design 4 Manufacture  
Key set of techniques 4 lean processing simplicity  
Impact time, cost, inv, quality  
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Proc. Complexity  
May independent from prod. complexity  
Tools reduce proc. complexity  
Part presentation  
SOP  
5S  
Simplified material flows & layout  
TPM  
SMED  
Visual control  
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MISTAKES  
The control-of-mistake toolbox  
5S  
SOP  
Pokayoke  
Self inspection  
Operator performs an inspection  
immediately after the manu step made  
Successive inspection  
The next operator checks the previous step/steps  
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Mistakes  
Inspection  
Sometime ridiculed - Error prone, waste time  
Usually unsophisticated  
Worthy of consideration  
Immediate / short term feedback  
High degree of reliability  
Faster than SPC  
Involve NVA time  
Require good motivation & participation  
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Mistake Proofing  
Pokayoke  
Shigeo Shingo  
not invent  
but developed & classified the concept  
Martin Hinckley  
significant contribution –  
Make No Mistake!  
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Mistake Proofing  
MP device  
simple, often inexpensive  
prevent defect from being made  
undertake 100% automatic inspection  
stop /give warning when a defects discovered  
not a control device  
sense abnormalities & take action  
when an abnormality identified  
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Mistake Proofing  
Shingo  
Mistakes – inevitable  
Defects –  
result when a mistake reaches a cust.  
Pokayoke –  
prevent mistakes becoming defects  
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Mistake Proofing  
Shingo  
QC –  
3 MPD types  
Failsafe classification  
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Mistake Proofing  
QC – hierarchy of effectiveness  
Judgement inspection – inspector  
Informative inspection – SPC  
Source inspection – Pokayoke  
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Mistake Proofing  
3 MPD types  
Contact  
Make contact / physical shape - inhibit mistakes  
Fixed value  
Make it clear when parts missing / not used  
Motion step  
Automatically ensure correct no. steps taken  
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Mistake Proofing  
Failsafe classification  
5 areas  
Man, machine, material, method, info  
Process control model  
input, process, output, feedback, result  
All candidates 4 MP  
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Mistake Proofing  
Grout -  
Areas for pokayoke considered  
Worker vigilance required  
Likely mis-positioning  
Difficult SPC  
Ext failure costs dramatically exceed IFCs  
Mixed model & JIT production  
Potential valuable process variance info lost  
inhibiting improvement  
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Mistake Proofing  
Hinckley - 5 mistake categories  
1.  
2.  
3.  
4.  
5.  
Defective material,  
Information,  
Mis-adjustment,  
Omission,  
Selection errors  
Mistake proofing solutions & the most suitable  
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Mistake Proofing  
Hinckley - 5 most useful MPDs:  
1.  
2.  
3.  
4.  
5.  
Guide pins,  
Limit switch,  
MP jigs,  
Counter,  
Checklist  
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VARIATION  
Principle approach 4 variation reduction –  
SS  
Foundation tools 4 variation limitation:  
TPM,  
5S,  
standard work,  
CO reduction.  
Tools 4 variation control:  
SPC,  
precontrol  
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Variation  
Low hanging fruit  
Before starting out on sophisticated SS program  
made reasonable progress w. 5S, visibility, SW, TPM.  
SPC  
Good technique 4 variation monitoring & control  
Monitoring proc. not prod.  
Good & capable proc. good prod.  
Not reliable 4 monitoring / controlling  
at levels of 5/6 sigma, .1%  
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SIX SIGMA  
SS  
Derive from the spread of the normal distribution  
SS performance – close 2 perfection  
Structured problem solving methodology  
Reducing the no. defects  
Reducing prod & proc variation  
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Six Sigma  
Starting point  
Belief in cross-function process  
SIPOC model: Supplier-Input-Process-Output-Customer  
Specific methodology: DMAIC  
Define – Measure – Analysis – Improve – Control  
Similar to the Deming/Shewhart PDCA cycle  
SS progresses on a PBP basis & process oriented  
Fairly narrow proj  
Cust requirement at an early stage  
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Six Sigma  
SS features  
Bias toward data  
Measuring proc variation  
trying 2 narrow & shift the variation within the CR  
Strong financial bias  
Strongly based on statistics  
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Six Sigma  
GE SS key principles  
Critical 2 Q  
Defect  
Process capability  
Variation  
Stable operation  
DFSS  
Driven by qualified people  
Green belts  
Black belts  
Master black belts  
Champions  
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Nguyeãn Nhö Phong  
My SS Case Studies in www.isem.edu.vn  
1. Ứng dụng Six Sigma cải tiến chất lượng quá trình sản xuất công ty Scancom  
VN. 2009. Nguyễn Thanh Xuân, Đoàn Đức Nghĩa. K2005,  
2. K2004. Ứng dụng Six Sigma cải tiến chất lượng quá trình sản xuất công ty  
SeaBest. 2010. Nguyễn Tài Xuân, Trần Bảo Khánh.  
3. Ứng dụng Six Sigma cải tiến chất lượng quá trình sản xuất công ty may NBC.  
2014. Đỗ Thành Trung. K2009.  
4. Ứng dụng Six Sigma cải tiến chất lượng quá trình sản xuất công ty Philips VN.  
2014. Huỳnh Thanh Phong, Lưu Minh Tuấn. K2009.  
5. Ứng dụng Six Sigma cải tiến chất lượng quá trình sản xuất công ty 3D Long  
Hậu. 2015. Trần Thanh Phong. K2010.  
6. Ứng dụng Six Sigma cải tiến quy trình bằm gỗ tràm công ty CP Thúy Sơn.  
2016. Nguyễn Văn Phú. K2010.  
7. Ứng dụng Six Sigma cải tiến quy trình sản xuất cty Scancia Pacific. 2016. -  
Dương Minh Toàn. K2012.  
8. Ứng dụng Six Sigma cải tiến quy trình sản xuất cty Điện Quang. 2016. Nguyễn  
Xuân Cư. K2012.  
Friday, April 11, 2003  
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My SS Case Studies in www.isem.edu.vn  
9. Ứng dụng Six Sigma cải tiến quy trình sản xuất cty May Nhà Bè. 2016. Hoàng  
Minh Công. K2012.  
10. Ứng dụng Six Sigma cải tiến quy trình sản xuất cty CAN Sport. 2017. Phạm  
Quang Anh Tuấn. K2012.  
11. Ứng dụng Six Sigma cải tiến quy trình sản xuất cty Hoàng Nam. 2017. Ngụy  
Viết Tiến. K2012.  
12. Ứng dụng Six Sigma cải tiến quy trình sản xuất cty Trương Nguyễn. 2017.  
Nguyễn Hồng Sơn. K2012.  
13. Ứng dụng Six Sigma cải tiến quy trình sản xuất cty gỗ Minh Dương. 2017. Lưu  
Văn Nghĩa. K2011.  
14. Ứng dụng Six Sigma cải tiến chất lượng quy trình sản xuất cty Lai Cung Én  
Phúc Sang. 2018. Trần Minh Trí. K2011.  
Friday, April 11, 2003  
Nguyeãn Nhö Phong  
LEAN & SIX SIGMA  
Lean & Six Sigma: compete / emerge ?  
Lean  
Often tend 2 ignore variation  
Less strong at detailed problem solving  
Six Sigma  
Not much about complexity / mistakes  
Downplay the role of foundation lean techniques  
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