Check sheet or defect concentration diagram

A check sheet is a structured, prepared form for collecting and analyzing data. This is a generic tool that can be adapted for a wide variety of purposes.

When to Use a Check Sheet:

•        When data can be observed and collected repeatedly by the same person or at the same location.
•        When collecting data on the frequency or patterns of events, problems, defects, defect location, defect causes, etc.
•        When collecting data from a production process.

Check Sheet Procedure:

1.    Decide what event or problem will be observed. Develop operational definitions.

2.    Decide when data will be collected and for how long.

3.    Design the form. Set it up so that data can be recorded simply by making check marks or Xs or similar symbols and so that data do not have to be recopied for analysis.

4.    Label all spaces on the form.

5.    Test the check sheet for a short trial period to be sure it collects the appropriate data and is easy to use.

6.    Each time the targeted event or problem occurs, record data on the check sheet.

Check Sheet Example

The figure below shows a check sheet used to collect data on telephone interruptions. The tick marks were added as data was collected over several weeks.

Bibliography

QUALITY, A. S. (12 de Septiembre de 2008). ASQ.com. Recuperado el 2 de Noviembre de 2013, de http://asq.org/learn-about-quality/data-collection-analysis-tools/overview/check-sheet.html

Ishikawa diagram

Calling also as cause and effect diagram or fishbone devised. Was conceived by the Japanese Dr. Kaoru Ishikawa a chemistry graduate, it was proposed in 1943. It is one of several weapons emerged throughout the twentieth century in areas of industry and later in the service, to facilitate the analysis of problems and solutions in areas such as, quality of processes, products and services.

This causal diagram is graphical face multiple relations of cause - effect relationship between the different variables involved in the process. In general systems theory, causal diagram is a type of diagram that graphically displays the input or inputs, process, and output or outputs of a system (cause and effect), with their respective feedback for the subsystem control.

Within our Methodology for Analysis and Troubleshooting the cause-effect diagram will serve us to identify the root causes of our problem to which we will list all causes by a brainstorm about the problem themselves or for each of the selected layers and let's find a group for each of the listed causes.

Bibliography

Valdez Miiranda, J. (s.f.). Diagrama de Ishikawa. Obtenido de http://es.wikipedia.org/wiki/Diagrama_de_Ishikawa

Pareto Diagram

The Pareto diagram is a graphical overview of the process problems, in ranking order of the most frequent, down to the least frequent, in descending order from left to right. Thus, the Pareto diagram illustrates the frequency of fault types. Using a Pareto, you can decide which fault is the most serious or most frequent offender.

The basic underlying rule behind Pareto's law is that in almost every case, 80% of the total problems incurred are caused by 20% of the problem cause types; such as people, machines, parts, processes, and other factors related to the production of the product. Therefore, by concentrating on the major problems first, you can eliminate the majority of your problems. The few items that have the largest amount of occurrence are your more frequent problem, than they are many items that only happen once in a while. This is called the "few vital over many trivial" rule. Quite often, once you cure several of the "big hitters" you also eliminate some of the smaller problems at the same time.

So then, what exactly is a Pareto diagram?

The Pareto prioritizes problem areas. Sometimes a quality problem is so cluttered with so many smaller problems; that it makes it difficult to know just where to begin the solving process.

Let's take an example:

This table from is a manufacturing process that charted all of their quality problems.

While the original defect chart listed many problems at various stages of the process, the overall problems were grouped into five main process areas. In the left column is the name of the process where the defects occur.

In the next column is the amount of defects recorded from their daily check sheets, recorded during a one week period. In the third column is the percent of defectives from the overall production (N = 2165).

In the fourth and final column, is the percent of the total defects. That is, for example, of all the defects recorded (416), poor Caulking is 47.6% of the entire problem. It should be obvious then, where the primary problem is and what should be focused upon first. 

This is the Pareto for the example case were you can see that caulking is the one that has the biggest column. 

The left vertical border shows the number of defects for each defective category, and the right vertical border shows the percentage of each defect of the total defects.

The horizontal bottom lists the defective items starting with the most frequent one on the left (Caulking), progressing over to the least frequent occurrence on the right side (Torque).

Therefore, the Pareto diagram visually indicates which problem should be solved first, or in this case, the Caulking problem. With this bar graph, it is easier to see which defects are most important of all the defects that exist. If we solve all or most of the problems in Caulking, it could affect some of the problems observed in connecting, gapping, fitting, and torque.

Bibliography

The quality, W. (27 de Agosto de 2010). Beginner's Guide: The 7 basic quality tools. Recuperado el 2 de Noviembre de 2013, de http://thequalityweb.com/pareto.html

The 5S

The 5S is a system that is based on a Japanese practice, which is to improve the environment in the workplace, and indirectly increase the quality and effectiveness of the final product. This is achieved by means of the 5'S which are the ones that Justo (sf ) mentions:

• Seiri = classification and disposal
• Seiton = organization
• Seiso = Cleaning
• Seiketsu = hygiene and visualization
• Shitsuke = discipline and commitment

1.    Classification and Disposal: separate collection of things by priority, in the first place so often used, which are placed in locations accessible to all, and the others that are not often use are evaluated to see if they are necessary, if they were they will stored it, if they do not needed it, it can be discarded, recycled or sold.

2.    Organization: things are in specific places, which were previously assigned, this allows the operator to quickly find them and return them to their place of form almost immediately. This process encourages the worker to reach all utensils and do not waste time and energy looking for them throughout the campus. For this to work everyone must know the names and places where materials are required.

3.    Cleaning: Each person is assigned an area of ​​the area where he works and the worker must be responsible for the cleanliness of its perimeter. Should perform a thorough cleaning before and after any is work done.

4.    Hygiene and Visualization: keeping cleanliness in the work area in order to be effective in the service provided, to ensure that the environment is clean is easier to detect errors or problems that are occurring in the process. At this stage you must ensure that the first 3 steps are being carried out effectively. A technique used to ensure this is visual management; this is a series of people performing periodic inspections to detect business areas needing improvement.

5.    Commitment and Discipline: employees must have the desire to do things well and properly, they have self motivation to do their job and following the steps mentioned above. Sometimes you need to campaign to raise awareness and encourage people to perform these steps.

Benefits:

• The 5 steps are performed routinely.
• This routine is based on teamwork and how committed employees are to carry it out.
• Standing order is generated in the work area, facilitating mobility throughout the space and improves the image of the company.
• The order enables greater productivity, which reduces repair costs, damages, accidents and facilitates the detection of flaws in the process.

An example of the 5s:

In the video they explain the methodology of 5s, you will see how they apply  it in an office where the disorder has take place.

Bibliography:

   Justo Rosas (s.f). Las 5´S herramientas básicas de mejora de la calidad de vida [nota especial]. Recuperado de:http://www.paritarios.cl/especial_las_5s.htm

The kaizen

The term Kaizen comes from the Japanese words "Kai" and "Zen" which together mean change action and continuous improvement, gradual and orderly. The kaizen is a quality tool for the continuous improvement used by the industrial engineers. As Lefcovich say it has its origins in Japan as a result of their pressing needs to outdo itself in a way to be able to catch up with the Western industrial powers and thus earn a living for a large population living in a country of limited size and resources. The goal of kaizen is to develop an enterprise-wide culture in which they are involved all employees, from top management to the cleaning staff. Implement the kaizen is to assume the culture of continuous improvement that focuses on eliminating waste and wastage of productive systems. It is a continuing challenge to improve standards and they should not spend a day without having done any kind of improvement.

The Gemba kaizen, which is like a root of the whole system, has some parts the first one is as What is Gemba Kaizen? said is the Muda that means any wasteful activity or any obstruction to smooth flow of an activity

Activity = Work + Muda

Expenditure = Cost + waste

That is, for each activity there is expenditure and every work there is a cost associated. Any expenditure on the Muda is a waste.

The second one is the Gemba, as the same author mentions, it is directly related with the Work place, Gemba is where Value Is Added. The Gemba is also recognized as a process of continuously identify, reduce and eliminate the waste.

The third one is the Muri, as the same author mentions, it is a Physical Strain

which involves:

•      Bend to work.
•      Push hard.
•      Lift weight.
•      Repeat tiring action.

The fourth one is Mura, as the same author mentions, it is when they find Inconsistencies in the system.

Gemba kaizen now is a process of continuously:

•      Identifying Muda, Mura , Muri (3 Mu)
•      Reducing Muda, Mura , Muri (3 Mu)
•      Eliminating Muda, Mura , Muri (3 Mu)

For Kaizen, other factor is the time that has a strategic importance because it is the only thing that is not recovered. Time is one of the scarcest resources in any organization and one of the most frequently wasted. Only exercising control over this valuable resource can implement other administrative tasks and provide the level of attention they deserve. It is the most critical and valuable resource of any company. Inefficient use of time results in stagnation. The materials, products, information and documents remain in a place without adding any value. All waste produced stagnation. In the Kaizen waste lead to the loss of time, so the site must be ordered. (Salmón, 2011)

To enable continuous improvement and achieve the highest levels the industry must implement the next five basic systems:

•      Total Quality Management: in which every member of the company MUST study, practice and participate in quality control.
•      A production system just in time: It is delivering raw materials or components to the production line "just in time" as they are needed.
•     Total Productive Maintenance: focuses on eliminating losses associated with downtime, quality and costs in industrial production processes.
•       Policy Deployment.
•       A suggestion system.
•       Small Group Activities.

Clear examples of the effect of the kaizen methodology are the high standards and Japanese companies such as Toyota, Hitachi and Sony, which since the 80's are a good example of continuous improvement (Salmón, 2011). All these companies apply the five basic tools mentioned above. Kaizen to succeed in business first you need to change the top management and extends to all staff.

Bibliography

Lefcovich, M. (n.d.). monografias. Retrieved from http://www.monografias.com/trabajos15/sistema-kaizen/sistema-kaizen.shtml

Salmón. ( 2011, marzo 30 ). elblogsalmon. Retrieved from El método Kaizen para el mejoramiento continuo: http://www.elblogsalmon.com/conceptos-de-economia/el-metodo-kaizen-para-el-mejoramiento-continuo

What is Gemba Kaizen? (n.d.). Retrieved from http://gembakaizenemailconsultancy.weebly.com/what-is-gemba-kaizen.html