Pencil Slat Cost Reduction Initiative
Phase II Submission
Team Members – QS 327 Team 2:
David Harrison
Vanessa Malone
Shawn Myers
William Myles
Pamela Neill
Scott Sowders
John Wise
Submission Date:
December 7, 2005
Table of Contents
PPARMP................................................................................................................3
ROLDA .................................................................................................................7
PPMTA ..................................................................................................................24
OPCP......................................................................................................................29
SOGA .....................................................................................................................32
DSDC .....................................................................................................................34
ISOQSAOOP.........................................................................................................37
KCA........................................................................................................................40
MAACE .................................................................................................................42
SOPATA ...............................................................................................................44
TAMA ....................................................................................................................46
GCA........................................................................................................................49
GBAPS ...................................................................................................................51
OCA .......................................................................................................................54
FMEA .....................................................................................................................56
QFD ........................................................................................................................59
CEAS ......................................................................................................................61
GSICPC ..................................................................................................................63
GFAPS....................................................................................................................65
MTA .......................................................................................................................67
PROJECT PORTFOLIO ASSESSMENT, RESEARCH METHODOLOGY, PLAN (PPARMP) RCA
Phase:
II
Researcher
Tool:
Date:
Phase II
12-1-05
1A. Assigned Forms Due,
First Half Posting Cycle
Compiler (s), Team Leader: Scott Sowders, Vanessa
Malone
1C. Grand Form
1B. Researcher
Compiled, Second Half
Independent Work
Posting Cycle
Reviewed By
All
12-7-05
Team: 2
1D. Final Compiled
Work Reviewed By
Scott Sowders
PPARMP/ROLDA/QFD
Vanessa Malone
William Myles
PPMTA/SOGA
All
12-7-05
Vanessa Malone
John Wise
GBAPS/CEAS
All
12-7-05
Vanessa Malone
Dave
Harrison
Vanessa
Malone
Pam Neill
OPCP/SHORT FORM
All
12-7-05
Vanessa Malone
GSICPC/MTA
All
12-7-05
Vanessa Malone
SOPATA/GFAPS
All
12-7-05
Vanessa Malone
Shawn Myers
OCA/FMEA
All
12-7-05
Vanessa Malone
Part 2A: Project Background
In any business, there are many processes that are utilized to manufacture a product or deliver a service to a customer. As
companies try to compete in the global marketplace, there is a drive to create flawless processes that deliver the lowest cost.
Through the use of Kaizen and lean manufacturing, companies are focusing on lowering the cost of goods and services. Quality
systems such as ISO 9000 and QS 16949 allow companies to improve and standardize processes to produce a quality product.
Using these tools can further opportunities for manufacturers today.
Pencils have been in use as a writing utensil for many years. This is a simple tool to use for communication, and more importantly,
documentation. The process to make pencils is simple and utilizes some automated and manual labor. There is some waste in the
processes to make the pencil slats that make up the wooden pencil. There are many labor intensive tooling changes that add cost to
the product. Some processes are manually operated and other processes may have inefficient automation with large amounts of
downtime.
Part 2B: Project Problem Statement
The project focus is based on identifying problems with the process of manufacturing pencil slats and the cost of these problems.
Once these problems are identified, improvements will be suggested and cost savings calculated. While performing this research,
the team will also identify areas for improvement within the group structure that will result with improved delivery and robust
results.
Part 2C: Project Objectives
Project objectives and are as follows:
1)
2)
3)
4)
Identify problems with pencil slat production that pertain to cost.
Identify options to improve processes that yield cost savings.
Streamline RCA and SDA documentation posting cycles.
Attain scores based on benchmark of 30.
All objectives are currently in process and will be completed no later than phase 2 portfolio.
Part 2D: Project Research Methodology
Current methodology will involve content contained in the tool 24 toolkit. As project evolves, more content from other tools will be
utilized. Project data and team communication will be performed via team chat, web board posting, telephone communication,
email, or face-to-face meetings to ensure progress is consistently made. Team members previously posted all SDA and RCA forms,
focusing on all aspects of project. Currently team is phasing to a system where each individual focuses on a single form and
teammates post comments to the form after review. This is to eliminate redundant information and improve efficiency resulting in
a robust, streamline portfolio.
Part 2 Diagram 1: Project Organizational Chart For Team (illustrate how team is organized to do work)
Vanessa Malone
David Harrison
John Wise
Shawn Myers
Pamela Neill
Scott Sowders
William Myles
Part 2 Diagram 2: Facility Layout Of Process/System (illustrate the work area used to complete the
project)
Students
enrolled in
QS 327
Work center
Student’s
Computer
Work center
BGSU Blackboard
Learning System
Dr. John
Sinn, Advisor
for QS 327
Work center
Dr. John
Sinns
Part 2 Diagram 3: Flow Chart Of Process (how product or service is produced as part of facility layout)
Load Pencil Slat
Into Machine
Researcher
Scott
Sowders
Shawn
Myers
Machine
Cuts Pencil
Slat to Size
3A. Project
objective (s)
written……
The project
objective in to
evaluate the
process for cutting
the #2 pencils
wooden slat to
length. The goal of
the team is to find
and eliminate any
waste associated
with the current
process and to
implement a new
process with a cost
reduction.
Project objective is
to identify
problems with the
processes of
wooden pencil slats
and identify
improvements that
are cost effective.
Project will also
Unload
Pencil
Slat
Inspect
Pencil Slat
3B. Findings, analyses observed
as data, documentation in
SDA……
This RCA table will set the
guidelines for team members to
follow, to ensure that team
focus is maintained and that all
members continue to complete
work in the scheduled time
frame.
3C. Conclusions,
recommendations in methods,
course outcomes……
To continue to develop our
team relationships, continue to
establish project goals, and stay
focused on providing high
quality work. Our team is
striving for efficiency in our
reporting process, better
communications, higher level of
team work, and total
involvement of the group.
3D. ROLDA, PPMTA,
PPDPOA
relationships?
PPMTA-evaluation
ROLDA – resources
This RCA will establish the
team objectives. This form will
establish information on the
layout of this team and how we
are going to get the job done.
Conclusions contained in this
RCA demonstrate that this team
has defined goals and wants to
meet the benchmark for this
course (30 points for a grade).
Team is also working to
streamline individual
responsibilities to a more
efficient format. Instead of
PPMTA
ROLDA
allow for team to
evolve by
identifying areas
for improvement in
the team members
responsibilities.
Vanessa
Malone
David
Harrison
Pamela
Neill
John Wise
Currently our
project objective is
to meet our
standards which
include cutting the
pencil slat as
accurately as
possible and
reducing waste.
We want to meet
our customers
needs and our
work should meet
our standards.
Project objective is
to accurately cut
pencil slats to
desired length and
reduce costs by
minimizing wastes
Project objective is
to identify and
eliminate waste in
the wooden slat
cutting process
which in turn
reduces cost.
Project objective is
to identify and
eliminate costs
associated with
waste for cutting a
wooden pencil slat
to the correct
length.
Our project is to
identify and cut
down on the
process of the slat
pencil cutting.
This document carefully
outlines our process, layout,
procedures as well as the
assignment they are given and
must complete by a set due
date.
everyone focused on
everything, now the individual
team members will be focused
on an assigned SDA or RCA.
This will result in more
detailed, robust results to the
project.
I recommend that we continue
to use this document to keep
everyone informed on all
aspects of the project. It’s
important to have
documentation to refer to in the
event of a problem.
The ROLDA tables
help keep our
information up to
date. The PPMTA
table is used to rate
each members overall
performance.
Process is straightforward and
allows a single operator to
perform all functions of cutting
the slats to length
Keep process simple and
efficient to assure the operator is
most effective
ROLDA enables us to
review tools and
implement what
applies
This tool is used to outline of
the project being completed. It
tells what steps are being taken
to complete the project and
what each team member’s role
is.
The team is continuing to use
each tool in completing Phase II.
This will be a complete portfolio
or plan on how the team
proposes to improve the slat
cutting process to make in more
efficient while saving the
company money.
The team is using the feedback
from Tool 23 to be more
efficient in completing the
remaining tools and to achieve a
score of 30 on the tools.
Each tool is used to
structure the
portfolio.
The project and team objectives
have been defined in this RCA.
ROLDA and PPMTA
ROLDA, PPMTA
In order to be totally efficient in
completing rest of the tools, we
have decided to stick to the
processes we have been doing
and keep it as simple as possible
for the operator.
Part 4 A, Tool/SDA Project Methodology, Rollout: Tool/SDA methodology is a planned completion of tools and SDA’s in course
and project with each tool and phase portfolio. Relationships to FACR, and tool/phase methodologies are updated with each
portfolio, coinciding with rollout of work shown in course syllabus. Final phase II portfolio presentation has 18 tools completed,
minimum. SDA 1 and 2 are enhanced ongoing throughout course; SDA 3, 4 and 5 are done as shown below; and other SDA’s may
be modified per team methodology (ex: up to two SDA’s used in 3, 4, 5 can be repeated and “grown” and other SDA’s may be used
from a different set of tools within the total 42 ITTTM). Are any changes recommended for the rollout at this time, and if yes, what
is the basis for the proposed changes?
Tool
SDA 1
SDA 2
SDA 3
SDA 4
SDA 5
Other (s)
19
OPCP
SOGA
GOTA
DSDC
ISOQSAOPP
20
OPCP
SOGA
GCA
KCA
MAACE
21
OPCP
SOGA
SOPATA
TAMA
GCA cont
22
OPCP
SOGA
GBAPS
SOPATA cont
OCA
23
OPCP
SOGA
FMEA
QFD
CEAS
24
OPCP
SOGA
MTA
GFAPS
GSICPC
Part 4 B, Tool Portfolio Methodology Rollout. Tool portfolio completion in two week posting cycle combines tasks, who should do,
William
Myles
This RCA outlines the team’s
objective, procedures, and
assignments.
and when to complete in relation to all other work. Three tool portfolios are done before phase I and three after, all leading to final
phase II compilation (both phases result in a “grand” accumulative portfolio, explained in the next chart). Posting cycle includes all
days, and can be done ahead of time. *Astericked tasks are first done by team leader or assistant team leader on a rotating basis,
and all coincide with rollout of work in syllabus.
Timeline in Days/Weeks/Months (denoted by color)
Task/Action/Step
0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 1 1 1 1 2 2 2 2
1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6 7 8 9 0 1 2 3
Faculty prepares tool
X
discussion board area
Team leadership prepares
X
PPARMP, assigns work*
Team leadership prepares
X
threads in work area*
SDA’s researched by all, all
X X X
do all SDA’s
SDA’s independently posted
X X X X
at threads by all
Non-required team chat
X X X
about work in motion
SDA’s compiled by team
X X X X X X
members per PPARMP
RCA’s independently posted
X X X X X X
at threads by all
RCA’s compiled by team
X X X X X X
members per PPARMP
Tool portfolio assembled by
X X X X
team leadership*
Tool portfolio reviewed by
X X X
all on team
Tool portfolio posted by
X X X
team leadership*
Faculty assessment, post in
X X
new discussion board
Required team chat about
X X
POAM, next tool
Part 4 C, Phase Portfolio Methodology, Rollout.. Phase portfolio completion at mid term and final are completed with all other
elements of course. Three tool portfolios are done before phase I, three after, all leading into final phase II compilation (phases
result in a “grand” accumulative portfolio). *Startup at outset of course leads into first tool, and all tasks coincide with rollout of
work as shown in course syllabus.
Timeline in Days/Weeks/Months (denoted by color)
Task/Action/Step
0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 1 1 1 1 2 2 2 2
1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6 7 8 9 0 1 2 3
*Team prepares startup
X X
portfolio, start of course
Team completes first tool
X X
portfolio
Faculty assesses portfolio per
X
POAM, requires chat
Team completes second tool
X X
portfolio
Faculty assesses portfolio per
X
POAM, requires chat
Team completes third tool
X X
portfolio
Faculty assesses portfolio per
X
POAM, requires chat
Team enhances all tools,
X X
compiled as grand forms
Phase portfolio reviewed by
X
all on team
Faculty assesses phase
X
portfolio, POAM chat
Researcher
Scott
Sowders
1. Project focus as noted in abstract, problem
statement, objectives, methodology, diagrams,
FACR’s, others:
Our project focus is to identify areas of the cutting
process that can be improved upon for both quality
and cost reductions. Improvements will be
implemented and evaluated for effectiveness. The
main goals are to improve process and have the
improved process be more cost effective. Ultimately
allowing for a larger share of the #2 pencil market.
2. Assessment Question and reflective thoughts, Pros and
Cons, for use in chats and in other ways, to improve:
Question: What is the goal of the team as we head into the
second phase of the course?
Answer: Primary is to identify and implement an improved
cutting process for the #2 pencil. Secondary is to improve
efficiency in our reporting process, better communications,
higher level of team work, and total involvement of the
group.
Shawn
Myers
Vanessa
Malone
David
Harrison
Pamela
Neill
John Wise
William
Myles
Now that we have a process that is working we can
evaluate it and look for ways to improve
performance, quantity and quality.
Objective is to cut pencil slats to required length and
analyze how to minimize waste and unnecessary
steps in the process to cut costs
Our project focus is to develop a plan to
reduce/eliminate waste and improve the process of
the wooden slat cutting process.
The project focus is to eliminate costs associated
with waste in cutting wooded pencil slats that is
identified above.
Our objective is to reduce waste in the pencil slat
production process which will reduce buying and
selling costs.
Compiler Portfolio Reflections, Summary Of Technical Work,
Assessment, Based On Individual Researcher Inputs:
The objective of the team is to reduce waste associated with cutting
a number 2 pencil slat to the proper length and to streamline the
process of completing the tools.
What should be done to ensure a safe working
environment?
Plant layout, machinery, material handling, housekeeping,
fire control and pollution should be evaluated carefully and
thoroughly to ensure a healthy and safe environment.
What is the benefit of a flow chart?
Breaking the process down on a flow chart helps to better
understand some possible unnecessary steps.
Why do we need to reduce cost?
The market today is very competitive, especially the foreign
market. To be competitive and stay in business, the
company needs to cut costs and improve quality and
production.
Question: Why do we need to eliminate waste?
Answer: Waste produces costs that drive the price of the
product up and keep a company from being competitive
and profitable. Eliminating non value added work
eliminates waste and lowers costs.
How do we reduce overall cost?
We reduce cost by eliminating steps in the production
process by eliminating extra steps in the process, extra
paychecks, and making sure each step is done with a high
amount of quality.
Compiler Reflections To Help Improve Quality Of Work In
Portfolio Based On All Individual Researcher Inputs:
The team is working very good together to complete the
tools in a timely many. All team members are posting early
to allow more time to complete the grand compile.
Review Of Literature, Documentation Assessment (ROLDA) RCA
Phase: II
Tool: 22
Date: 10/25/05
Researcher: Team 2
Compiler (s): David
Team: 2
Harrison
Information Source (Tool reviewed for this toolkit completion) In Bibliographic Form: Dr. Sinn, John " Synchronous Production:
Enhanced Best Practices For Change, Lean, Variation Reduction " Industrial Technologists’ Toolkit Tool #22 Content (2005)
David Harrison:
This tool discusses production as either being intermittent (job-lot) or continuous (Detroit style). A key to the Japanese successfully
applying synchronous production is a quality data and documentation system. This tool discusses three methods lean systems are
applied. The first is kanban. Kanban is defined a s pull system. A pull system requires much more flexibility and reduced lead
time and setup time. The next lean system described is takt. Waste takes on many forms, reducing efficiency, typically classified
into: overproduction, delay, transport, processing, inventory, wasted motions, and defective products. Muda, Mura and Muri are
all key Kaizen wastes. The most common and significant form of waste was Muda. Muda was identified as waste in:
1. Overproduction.
2. Inventory.
3. Transportation.
4. Waiting.
5. Motion.
6. Over processing.
7. Correction.
Single minute exchange of dies (SMED) works any place where set up time is part of the operation. The SMED system is
accomplished by analyzing internal and external components of each setup and operation.
Failsafing and Poka Yoke design are enhanced problem solving tools that are discussed. The problem solving steps are:
1. Identify the problem.
2. Set parameters.
3. Analyze the problem.
4. Preliminary ideas selection.
5. Decision identification.
6. Analyze decision.
7. Prevention.
8. Future planning.
The three analytical tools to use for individual, team and organizational improvement are:
1. Best practices.
2. Bench marking.
3. Auditing.
Best practices and suggestion systems are used for team approaches to technical problem solving. The bench marking process is a structured and
ongoing process. It is generally formalized within an organization, not simply a knee jerk reaction to a problem. The audit is a survey that raises
questions about what we are doing, why we are doing it, and so on.
Auditing quality is also discussed as an evaluation tool. This is done by using system audits, product audits, and process audits. These audits
provide baseline, objective, data and information for potential enhancements and improvements.
Researcher
1A. Main Technological Concept:
David
Harrison
This tool discusses ways to improve
production through different ways to
reduce wastes and audit results.
Pam Neill
The main concept of tool 22 was the
best practices for lean production. It
explains the concepts behind Kaizen,
simplicity, JIT, Poka Yoke to name a
few. These are all Japanese
synchronous methods.
2A. Relationship, Value Added, To
Project/Technology:
We can use this information to
further analyze our project and find
ways to further reduce wastes in our
manufacturing process
The main concept of our project is to
figure out how to eliminate waste
and increase production. All the
concepts in this tool will help in
completing this. This is one of the
most important tools we will learn
about for industry.
3A. Assessment Question, Pros
And Cons, For Chat:
Good tool to apply to our project
for analysis.
Question: What are the 5 S’s and
why are they important?
Answer: Sort, stabilize, shine,
standardize and sustain. These are
the five essential items to a
positive change in a process or
work environment. They are the
center of the process.
Shawn
Myers
Vanessa
Malone
John Wise
Scott
Sowders
William
Myles II
Question: What is Just-In-Time
(JIT)?
The main concepts of tool 22 revolve
around the fundamentals of “lean
manufacturing”. This would include
the theories on Just-In-Time (JIT), 5S,
benchmarking, and other quality
oriented functions.
The relationship of this tool to our
project is based on the fact that we
are trying to take cost out of a
process. By utilizing the
fundamentals contained in this tool
and applying this to the pencil slat
reduction initiative, we can achieve
the results that are desired.
The main concept of Tool 22 getting
familiarity with the different tables
and their purposes in continuous
improvement. Each table has a
specific quality or characteristic that
is documented and assessed.
Being knowledgeable about these
tables and their purpose is key to
improvement and action. We can
evaluate our process as described in
this tool and be aware of
inconsistencies to watch out for.
The main concept of Tool 22 explains
the use of Best Practices to reduce
waste using Poka Yoke, JIT,
failsafing, benchmarking, auditing,
and TPM. Data, documentation and
leadership also need to be
synchronized in order to be
competitive.
The main technical content of the
tool is Synchronous Production,
Enhanced Practices for Change,
Lean, and Variation Reduction
Techniques.
The Best Practices in this tool are
ways to reduce waste in the process
which will lead to lower costs and
increase productivity by involving
everybody in the process.
The toolkit content adds value to our
cutting project by introducing
synchronous production techniques
that can be evaluated for our process
to improve materials flow and
reduce WIP. It also discusses topic of
Total Productive Maintenance which
is a process that our team has
suggested for implementation into
our slat cutting process.
Question: What are a few of the
best practices ideas for inventory
issues?
The main concept of tool 22 is to
identify the Best Practices for lean
production. It describes the Japanese
methods of Kaizen, JIT, Poka Yoke,
etc.
The ideas in the Best Practices will
help our teams objective in many
ways. All of the ideas in the Best
Practices connect with our objective
of reducing the production cost and
minimize waste in the pencil slat
production process..
What is JIT?
Compiler Portfolio Reflections, Summary Of Technical Work,
Assessment, Based On Individual Researcher Inputs: I think all the
team members comprehended tool 20 well bases on their research.
All abstracts touched on cutting costs and reducing wastes.
Answer: Just-In-Time is a concept
that basically sets up a delivery
network where the right amount
of product is delivered to the
customer in enough time to where
the customer is ready to use the
delivered product. This is
achieved through logistics and
lean manufacturing.
Why audit?
Audits provide system and
discipline. They provide baseline,
objective, data and information for
potential enhancements and
improvements.
Why is TPM important to a
process?
TPM involves all members of the
plant to maintain machines to
eliminate costly breakdowns
before they occur.
Answer:
1.Reduce set-up and change over
times
2. Zero inventory , stockless
production
3. Kanban Systems
Answer: JIT is an acronym for Just
In Time. It’s a concept where a
network of delivery is set up to
make sure the package is delivered
to the company at the appropriate
time. The appropriate delivery
time in this concept is slightly
before the company will need to
use the product.
Compiler Reflections To Help Improve Quality Of Work In
Portfolio Based On All Individual Researcher Inputs: Team
2 with the exception of one did very will with improving the
time it took to start posting. We need to keep up the
multiple chats and get the whole team on the same timeline.
David Harrison:
A Japanese manufacturing engineer named Shigeo Shingo developed the concept that revolutionized the quality profession in
Japan. It was originally called fool proofing then changed to mistake proofing and fail safing so employees weren't offended. It
allowed companied to waste less energy, time and resources from doing wrong things. Poka yoke methods are simple ways to
help achieve zero defects. These methods are devices that are used to either detect or prevent defects from occurring in the first
place. Employee empowerment is the main method of developing a Poka Yoke. By building on many simple ideas from the
company’s brightest employees, Poka Yokes can be developed and can make significant differences.
An example of Poka Yokes is the malfunction of a pen. A Poka Yoke could be written to have all pieces of the pen provided to the assemble in a
dish so that he could inspect the parts and ensure that all pieces were there, therefore, reducing the number of malfunctioning pens.
Other things a Poka Yoke could do is make sure all requirements are done such as filling in fields within documents. This enables
the process to not move forward until all of the required information is filled in. This will help eliminate mis-filed paperwork and
other such problems.
Poka yokes are such a simple way to prevent errors from being repeated and make processes cleaner ad more accurate.
Pam Neill:
Poka Yoke, or fool proofing, was developed by a Japanese manufacturing engineer by the name of Shigeo Shingo. Shingo worked
for Toyota. This is the main component in the ZQC (zero quality control) system. This idea was developed to create zero defective
parts. The Poka Yoke system works by using many small items to detect or prevent defects. A Poka Yoke can be created by anyone
and everyone is different. Here a few examples:
1.
A person picks up a pen to sign their name. They push to top to extend the ballpoint and it fails to extend. The spring is
missing from the pen. A Poka Yoke could have been used in the assembling process that could have prevented this from
happening. If all the parts had to be visually inspected and tested before packaging, the pen would not have failed.
“The causes of defects lie in worker errors and defects are the results of neglecting those errors. It follows that mistakes will not
turn into defects if worker errors are discovered and eliminated beforehand” says Shingo (Shingo 1986, pg.50).
There are three different types of inspection in a Poka Yoke; judgment inspection, informative inspection and source inspection.
Judgment inspection is a quality inspection. Meaning to sort out the defects. Informative inspection is using the knowledge you
have gained to keep the process in control. This will help to prevent defects. Source inspection inspects the product one hundred
percent. Shingo points out that this will improve the process and eliminate defects. He believes that this is the ideal method for
quality control.
Shingo wrote a book in 1986 arguing that the SPC process does not eliminate defects but only maintains amount of defects being
created.
In conclusion, in order for defects to be eliminated and processes such as ZQC and SPC to work, the employees need to make
changes when defects are occurring. They need to be willing to make changes and have a positive attitude. If management shows
they are willing to try and create a positive atmosphere the workers will follow suit.
Shawn Myers:
This article looks at Just-In-Time manufacturing nad the effects on a few businesses. One example is Gamblin Artists Oil Colors.
This company
Started out making 3 colors of oil paint. As the company has grown, the choices of paint grew to upwards of 87 colors. Having this
many colors also increased the volume of product transferred across the plant where these were made. Overhead rail was used for
this process, nut when a tube weighed 1 lb, there was a lot of tubes moving overhead. This company has hired a manufacturing
consultant to look at reducing inventory.
The Manufacturing Extension Partnership (MEP) is a network created by the National Institute for Standards and Technology. This
program has 400 centers around the nation that assists companies with logistical and structural problems. The Oregon MEP helped
Gamblin with their problems. The company would make batches of paint that would yield inventory that sat around for 3 – 6
months. By reducing the batch sizes to 1/3 the size, they reduced upwards of $200,000.00 from their inventory and the physical
amount of product sitting around was cut in half. Also, decisions are made on-the-fly instead of through meetings away from the
process. This cut 20 minutes of downtime out of the process when a problem arose. Teamwork and team meetings are also utilized
to reduce process problems.
By utilizing concepts associated with lean manufacturing and applying fundamentals with JIT, a company can achieve some
impressive financial improvements. Looking at a process is an easy way to identify problems, but also looking outside the process
may also yield some cost improvements.
Vanessa Malone:
Before you can write a competitive analysis, you need to identify your direct and indirect competitors. You can easily find listing in
local on th Internet and newspapers. However, the best way to create a strong competitive analysis is to visit your competitors,
check their process, get an idea of who their customers are, and see what services they offer. Talk to other customers and find out
from friends and neighbors what they do or don’t like about your competitors. Talk with vendors and seek out information in
business journals. You can also go online, order a product and see how long it takes to arrive, what their return policy is, and if
they are easy to contact if there is a problem. Gathering a solid base of information is the first step to creating a strong competitive
analysis.
The next step in analyzing the information and using it to your advantage. List the strengths and weaknesses of each competitor.
Then look for areas where you cannot compete and areas where you can provide something that they cannot. For example an
online clothing retailer can offer a much larger selection than you can in limited space, because they do not carry a full inventory.
Since your customers can try clothes on, perhaps you’ll have the latest in dressing rooms or offer a monthly fashion show where
customers can see the latest clothes up close and personal.
To make your competitive analysis stand out, take as many weaknesses of your competitors as possible and turn them into
potential strengths for your business. Then narrow down your list to those that will give you the competitive edge. They must be
realistic, cost effective, designed to meet a specific need or solve a problem, and appealing to a select segment of the market.
John Wise:
Total Productive Maintenance (TPM) is a newly defined concept for maintaining plants and equipment with a goal of increased
production while increasing worker morale and job satisfaction. Total Productive Maintenance resembles Total Quality
Management such as: 1. total commitment by upper management, 2. employees are empowered to initiate corrective action, and 3.
long range outlook must be accepted as this is an on-going process and may take a year or more to implement. There must also be
a change in the mindset of the employees toward their job responsibilities. Maintenance is considered a part of business and no
longer regarded as a non-profit activity under TPM. There is down time scheduled for maintenance as a part of the manufacturing
day and it is no longer squeezed in during a break. Minimizing emergency and unscheduled maintenance is the goal of TPM.
TPM was developed from TQM, which evolved in Japan under the influence of Dr. w. Edwards Deming. Plant maintenance
problems were examined as part of the TQM program with some of the general concepts not fitting into the maintenance
environment. Maintenance schedules were designed using preventive maintenance techniques to keep machines operational. This
technique often caused the machines to be over-serviced to try to improve production. The only training maintenance personnel
had was from the maintenance manual which were inadequate and there was little or no involvement from the operators.
Companies committed to TQM soon realized there was a need to go further than just scheduling maintenance according to the
manufacturer of the equipment and made changes to the TQM concepts to elevate maintenance to be a part of the overall quality
program. There is a dispute over the origin of the term Total Productive Maintenance. Some say it was used by American
manufacturers over forty years ago and others say it is from a maintenance program used in the late 1960’s by a Japanese
automotive electrical parts manufacturer named Nippondenso. An officer with the Institute of Plant Maintenance in Japan, Seiichi
Nakajima, is credited with defining the concepts of TPM and implementing it in hundreds of Japanese plants.
The first step to implementation of a TPM system is to hire a coordinator to create an educational program to convince the entire
workforce of the importance of TPM. The next step is to form action teams from people directly involved in the process to pinpoint
problem areas, develop corrective actions, and initiate the corrective process. The teams start on small projects until completion
then implement this system to other areas of the plant.
Some of the companies that have successfully implemented TPM are Ford, Eastman Kodak, Dana Corp., Allen Bradley, and Harley
Davidson. Kodak reported a $16 million dollar increase in profits from a $5 million dollar investment. Texas Instruments had an
80% increase in production figures in some areas. Most of the rest of the companies mentioned above report 50% or greater
reduction in downtime, reduced spare parts inventory, and increased on-time delivery.
Scott Sowders:
Kanban is the information system used for JIT pull type production system. Kanban is a Japanese work meaning “card”. Kanban
controls the flow of material within the MPC system. One and two card systems are commonly used. A two card Kanban system
may be used to move materials through production. The first card is the transport or conveyance card and the second Kanban card
is the production card. This type of system is a pull system because a work cell is authorized to produce parts only when the
operator has a production card. Cards are only present when the next work cell in the production sequence pulls finished parts
away. Work is paced by the flow of the Kanban system and no work cell is authorized to produce just to keep busy. The Kanban
cards replace all work orders and inventory move tickets. The production cards circulate around the outside of the cells from
finished goods container to the production cell and then back to the finished goods container. The conveyance cards circulate at the
input side of the work cell in similar way. The system is a visual, manual in operation, and helps operate with fewer inventories
than the traditional push systems. With the Kanban system the typical problems of sequencing jobs are greatly reduced. The
enterprise can benefit from internal kanban systems, but new experiences are that this concept can be used with external suppliers
as well.
Claims in favor of the JIT Kanban System are:
1.
Reduced inventory levels
2.
Reduced Work-In-Process
3.
Shorter manufacturing lead times
4.
Increased responsiveness to customers
Shorter lead times help compress scheduling and lead to less work-in-process (WIP) material. The elimination of any all non-value
activities leads to spending less time and ultimately to a reduction in cost. The streamlined process works better and more
efficiently because the reduction of waste.
William Myles II:
Tool 22 discusses several parts of the production process. It talks about production which can be continuous (the Detroit style), or
intermittent (the job-lot). It also talks about the 3 main methods used by lean systems to improve the process and those methods
are the muda, the kanban, and the takt. The muda is basically considered as types of waste. There are so many different types of
waste and overproduction, over processing, and corrections are just a few types of waste. Next is the kanban which is described as
a pull system which requires less setup time, and much more flexibility. The very last method is the takt method.
Tool 22 also speaks about Total Production Maintenance (TPM). TPM is a net method used to maintain different parts of the
company from the different plants down to the equipment while increasing worker morale, job satisfaction, and production. In
order for TMP to be successful, there are three ideas that need to be kept and followed which are team commitment by upper
management, empowered employees who initiate corrective actions, and a long range outlook must be accepted because this
process may take years to implement. All of those parts were very similar to the TQM (Total Quality Management) which is where
TPM comes from.
Another part that tool 22 speaks about is the Poka Yoke, which was created by a Japanese engineer by the name of Shingo Shingo.
The definition of Poka Yoke is fool proofing, which is the main concept in ZQC (zero quality control). It was developed to
eliminate waste and have zero defective parts by using small items to detect the problems.
Researcher:
1B. Bibliographic Source: Author; How To
Access; How/Who, Published; Type Source,
etc.:
David
Harrison
Kerri Simon, Poka Yoke Mistake Proofing,
Retrieved on 10/22/05 from
http://www.isixsigma.com/library/content/c
020128a.asp,
http://www.isixsigma.com/tt/poka_yoke/
Pam Neill
Shawn
Myers
Applegate, Jane. “Just In Time
Manufacturing”. Entrepeneur.com.
http://www.entrepreneur.com/mag/article/0
,1539,289747,00.html
Vanessa
Malone
http://www.allbusiness.com/articles/Busines
sPlans/1728-1746-1776.html
John Wise
Roberts, Jack, Ph.D., Department of Industrial
and Engineering Technology, Texas A&M
University, Total Productive Maintenance (TPM),
http://et.nmsu.edu/~etti/fall97/manufacturi
ng/tpm2.html
James A. Rehg and Henry W. Kraebber,
Computer Integrated Manufacturing, Third
Edition, Person Educational Inc.
Chapter 9 The Revolution in Manufacturing
Scott
Sowders
William
Myles II
Simon, Kerri,
http://www.isixsigma.com/library/content/c
020128a.asp
2B. Why Is This Source Relevant; How Does It
Add Value (Reflections By Researcher)? This
article describes what TQM is and how it can
improve a business.
This article describes Poka Yoke and how it can
be used successfully.
3B. SDA’s
Connected:
This article explains the Poka Yoke system.
Where it got its name, who invented it and
why. It also gives great examples of how the
system is used. This is an important tool in any
process. We need to understand it to make a
successful product and to satisfy our customer.
This article can add value by looking at another
aspect of the pencil slat process. This can be
achieved by looking at the amount of inventory
kept on-site and if this is necessary.
OCA
This article is relevant because it tells how to
make an business competitive and give
examples in which to do so. Sometimes people
aren’t aware of how much they can do to
improve business and this article tells it all.
This article gives the history of TPM and how it
is used to increase profits and productivity
while reducing costs. This reinforces the
information on TPM that is in the Tool 22
material.
The source was relevant because it discussed
similar topics to that of Toolkit 22, JIT Kanban
Systems. It adds value by effectively
demonstrating how the Japanese Kanban
system works. It also demonstrates the
streamlined approach to manufacturing
practices. This information can be used by our
group as we continue to focus on
improvements for our cutting process.
This article is good for our group because it
goes in depth about the Poka Yoke which is
relevant to our project.
All
All
GBAPS
OPCP
GBAPS and
OCA
OPCP and
SOGA
GBAPS OCA
Compiler Portfolio Reflections, Summary Of Technical Work,
Assessment, Based On Individual Researcher Inputs:
Team members did a fine job in finding articles in relation to tool
22. Topics included Kan Ban, Poka Yoke, Total Productive
Maintenance, and Just in Time manufacturing.
Compiler Reflections To Help Improve Quality Of Work In
Portfolio Based On All Individual Researcher Inputs:
All team members did very well with their articles in finding
topics related to tool 22.
Review Of Literature, Documentation Assessment (ROLDA) RCA
Phase: 2
Tool: 23
Date: 11/2/05
Researcher: Vanessa
Compiler (s): Vanessa
Team: 2
Malone
Malone
Information Source (Tool reviewed for this toolkit completion) In Bibliographic Form: Sinn, John W., 2002, Industrial Technologists’
Toolkit, Toolkit 23, “Failure Mode and Effects Analysis (FMEA), Quality Function Deployment (QFD), Reliability For robust
Problem Solving”
Tool 23 explains the purposes for FMEA, Failure Mode and Effects Analysis, and QFD, Quality function Deployment,
documents. FMEA is a technique that allows workers to assess product and process systems to assure that failure in components or
elements have been addressed and prevented. This involves identification, analysis and prioritization for ongoing improvement,
consistent with all Kaizen and documentation approaches for lean environments. FMEA is used to analyze failures after they have
occurred or to prevent their occurrence. The opportunity to identify a problem before it becomes a reality is advantageous to all
concerned. The earlier FMEA systems are used the better, raising applications opportunities for new product introduction and
launch.
Furthermore the FMEA process and application must include an orientation of the current experiences and functions. Typical
FMEA applications include :
Root cause, effect- analyzing quality problems or concerns related to processing or design issues
Value analysis- conducting value and/or cost analysis on a new process being considered for production
Innovation- analyzing various materials or processes for redesigning product
Layout Improvement- determining plant layout and materials being handled in new or existing possessing facilities
Up front planning- new product or process development
Understanding the customer- market analysis as related to technical aspects of product or process development, customer input
Documenting process- simply document the process, creating an important record and paper trail of overall effort
Part of doing improvements in lean competitiveness, as well as for basic quality decisions, is the design process. Design
processes typically involve at least four major phases. These phases are (1) identifying the problem. (2) preliminary design, (3) basic
drawings, and (4) specification development. Problem identification occurs in the early stages of the design process, or market
research. As the problem is further focused, renderings completed, prototypes developed, and other relationships explored,
various plans can be moved forward. Relating to the points above, teamwork is an essential part of industrial design and creativity
for product development. Most technical problems are too complicated for a single individual to tackle. Teamwork for creativity is
an art and a science requiring give and take in order to successfully be productive.
On the other hand QFD typically focuses on:
Product function- what must the product do?
Deriving quality- how quality can be derived within product functions?
Quality versus function- how quality and function are best produced?
Communication- bringing enhanced communication to all
Understanding competition- understand the competition and our position in the marketplace relative to competition
Cost reductions- reducing costs in product where features in design may not actually address functional requirements or other
needs of the customer
Thus, the QFD is a way of thinking about customer needs, designing to meet those needs, and meeting them through production
methods as well as design.
Researcher
1A. Main Technological Concept:
Vanessa
Malone
The main concept of Tool 23 getting
familiarity with the FMEA and the
QFD. Each process has a specific
quality or characteristic that should
be documented and assessed both to
meet yours and customer needs.
2A. Relationship, Value Added, To
Project/Technology:
Being knowledgeable about these
processes and their purpose is key to
improvement. We can evaluate our
process as described in this tool and
be aware of inconsistencies to watch
out for.
3A. Assessment Question, Pros
And Cons, For Chat:
Why follow the QFD process?
The QFD process forces, or
encourages, a consensus to be built
around what we really “expect”
our product to be, particularly
from the quality side, but also in
terms of engineering.
Article Abstract Of Key Information (usually approximately 300-500 words—each tool submission requires one for each team
member):
This article covers five major steps in QFD. The first step includes activities that focus on understanding the customer. The data
produced is refined, and then a subset of information becomes the input to the second step. Step two involves gathering the voice
of the customer and understanding the context in which the customers make statements. Contextual information clarifies the
customer’s verbatim information. The purpose of this process is to establish a clear understanding of all the customer’s needs,
specifically the performance requirements. These requirements can also be called demanded qualities. Each QFD analysis builds in
some way upon these demanded qualities. Since the design is driven by customer information, the practitioner is more likely to
design a product that meets or exceeds customer expectations. Step three translates the customer’s statements and evaluations into
the design team’s language for performance measure and priorities. If necessary, the design team uses demanded qualities to
identify new concepts. The design team uses performance measures to prioritize the design and development effort. Compromises
may be required for the unattainable. Step four is for generating new concepts. Target costs are integrated in the generation
process. The selected new concepts and associated specifications are linked to the manufacturing process and the manufacturing
database. In step five, is the final analysis of product specifications to manufacturing conditions.
Most importantly, QFD, does not replace an organizations existing design process. You can introduce a QFD activity at various
points in the design process. The approach is flexible enough that your design team can decide when to start and stop the QFD
process.
Researcher
Vanessa
Malone
1B. Bibliographic Source: Author; How To
Access; How/Who, Published; Type Source,
etc.:
http://www.mv.com/ipusers/rm/qfd.htm
2B. Why Is This Source Relevant; How Does It
Add Value (Reflections By Researcher)?
This article provides a five step process that can
be used by any organization wishing to pursue
the QFD process for ongoing improvement.
3B. SDA’s
Connected:
All
Review Of Literature, Documentation Assessment (ROLDA) RCA
Phase: II
Researcher
Tool: 23
Date: 11/12/05
1A. Main Technological Concept:
David
Harrison
Researcher: David
Compiler (s): Vanessa
Team: 2
Harrison
Malone
2A. Relationship, Value Added, To
3A. Assessment Question, Pros
Project/Technology:
And Cons, For Chat:
FMEA and QFD should be applied to When should FMEA be applied?
our process of cutting pencil slat to
Preferably before a new process or
determine if we are open to potential
product is launched.
failures.
Tool 23 describes the purpose of
FMEA and QFD. Understanding and
implementing the right tools can
provide quality and reduce chances
of failure.
David Harrison:
Failure Mode and Effects Analysis is a proactive tool, technique and quality method that enables the identification and prevention
of process and product errors before they occur. FMEA evolved as a process to in 1949 by the united stated military. In the early
1990’s, six sigma started to become popular as a process improvement methodology. FMEA and six sigma can help identify and
eliminate concerns a company may have in a new process or product. It allows many different looks into a process or product
failure and then supports the design of the new process or product so that new design will eliminate the chance of a repeat failure.
If used properly, FMEA can help to improve the overall safety and quality of products and allows companies to become more
proactive instead of reactive.
To define a problem with a product requires documented and proved methodologies. FMEA should not be just used to define
failure points, but should also be used to analyze information from a perspective point of view to we what may have led up to the
failure point. Some potential targets for applying FMEA are:
¾ New processes being designed.
¾ Changing existing processes.
¾ Application of existing processes in new applications or environments.
¾ After completing a problem solving study
¾ When preliminary understanding pf the process is available.
¾ After system functions are designed, but before specific hardware is defined.
¾ After product functions are defined, but before the design is approved.
FMEA can help eliminate extra time spent considering potential problems in a design concept. As each FMEA is defined, a baseline
is built for future product designs. Eventually a reduction of time in process development can be derived from carrying the
information from previous FMEA’s and can promote repeatability and reproducibility. Understanding how and when to
implement the right process can increase quality while reducing costs and variability.
2B. Why Is This Source Relevant; How Does It
3B. SDA’s
Researcher
1B. Bibliographic Source: Author; How To
Add Value (Reflections By Researcher)?
Connected:
Access; How/Who, Published; Type Source,
etc.:
David
Dr. Deborah L. Smith, FMEA: Preventing a
ALL
This article discusses the definition and uses of
Harrison
Failure Before any Harm is Done, Retrieved on
FMEA. Relationships with new processes and
11/12/05 from
products are described as well as results from
http://healthcare.isixsigma.com/library/conte proper implementation of this methodology
nt/c040317a.asp,
Review Of Literature, Documentation Assessment (ROLDA) RCA
Phase:2
Researcher
Tool:23
Date:11-3-05
1A. Main Technological Concept:
Researcher: Scott
Compiler:
Sowders
2A. Relationship, Value Added, To
Project/Technology:
Team:2
3A. Assessment Question, Pros
And Cons, For Chat:
Scott
Sowders
The main technical content of the
tool is Failure Mode and Analysis
(FMEA), Quality Function
Deployment (QFD), Reliability For
Robust Problem Solving.
Value was added in techniques to
evaluate and determine causes of
variation and defects. Identification
of design issues with product and/or
process.
Question: Why is it important to
determine the Cp and Cpk of the
process?
Answer: It is importance because it
helps to determine if process is
capable of producing acceptable
product and tells the processes
potential to produce defective or
unusable products.
Article Abstract Of Key Information (usually approximately 300-500 words—each tool submission requires one for each team
member):
Many organizations attempt to design quality into their processes through continuous improvement methods. When input and
outputs can be measured or compared, statistical tools can be used such as controls charts. Statistical Process Control (SPC) is the
application of statistical techniques to determine weather the output of a process conforms to the product or service design. Control
charts are primarily used to detect defects or to signal that the process has changed or is the process of changing and the product or
process will soon deviate from design. Some examples of change that may be detected are; a sudden increase in proportion of
defects of a gear, increase in the average number of complaints per day at a bank, consistently low measurement in diameter of a
crankshaft, and a decline in the number of scrapped parts at a milling machine. Acceptance sampling is the application of statistical
techniques to determine whether a quantity if material should be accepted or rejected based on the inspection or test of a sample.
No two products of services are exactly alike because the processes used to produce them contain many sources of variation, even if
the processes are working as intended. Nothing can be done to eliminate variation in process output completely, however you can
investigate the causes of variation and try to minimize it. There are two basic categories of variation process outputs: common
causes and assignable causes. Common causes of variation are purely random, unidentifiable sources of variation that are
unavoidable with the current process. An example given, an automatic machine that fill cereal boxes. The machine will not put
exactly the same amount of cereal in each box. The second category of variation is assignable causes of variation, also known as
special causes which is defined at any variation causing factors that can be identified and ultimately eliminated. Examples given,
employees needing training or a machine needed to be repaired. For process improvements, the focus should be on the assignable
causes of variation, because these are the ones and can be eliminates and directly result in better quality.
2B. Why Is This Source Relevant; How Does It
3B. SDA’s
Researcher
1B. Bibliographic Source: Author; How To
Add Value (Reflections By Researcher)?
Connected:
Access; How/Who, Published; Type Source,
etc.:
OPCP and
Scott
Department of Management BGSU,
The source was relevant because of the
SOGA and
Sowders
Introduction to Production & Operations
discussion of Statistical Process Control,
CEAS
Process Improvements, and causes of variation
Management, Pearson
which relate to some of the key topics for Tool
kit 23. It adds value because the SPC charting
techniques were used to complete the SDA
Table for Characteristic Evaluation and
Auditing System (CEAS).
Team based problems Review Of Literature, Documentation Assessment (ROLDA) RCA
Phase: II
Researcher
Shawn
Myers
Tool: 23
Date: March
17, 2006
1A. Main Technological Concept:
Tool 23 revolves around the idea of
establishing common ground
between the supplier and customer.
This is accomplished through the use
of FMEA and QFD.
Researcher: Shawn
Compiler (s): Vanessa
Team: 2
Myers
Malone
2A. Relationship, Value Added, To
3A. Assessment Question, Pros
Project/Technology:
And Cons, For Chat:
Question: What role can FMEA
The relationship of this tool to our
play in communication between
project is based on the fact that we
supplier and customer?
are trying to take cost out of a
process. By utilizing the
Answer: The FMEA system
fundamentals contained in this tool
allows a supplier to identify
and applying this to the pencil slat
characteristics and results of
reduction initiative, we can achieve
failures contained in a process or
the results that are desired.
part produced. This allows a
supplier to identify a plan to
control the failure rate and
establish systems to reduce or
prevent failures in the future.
Shawn Myers
FMEA (Failure Mode and Effects Analysis) allows a company or organization to take a proactive approach into identifying process
and/or products errors before they happen. This is a systematic approach to eliminate errors during product development and will
assist in customer satisfaction if executed properly. Some of the philosophies surrounding FMEA include: problem prevention to
eliminate weknesses in a process or product, structured approach to identify problems in a process to a customer, an estimation of
risk due to the failures, and a way to evaluate a control plan and prioritize actions to improve the process.
An FMEA team is made up of personnel within an organization to identify problems within a process. This team will establish
metrics, timelines, goals and other criteria to perform this study. The techniques used revolve around six sigma with the blessing
of the organization to allow change based on the results derived from these studies.
Some benefits of performing an FMEA include: utilizing the collective knowledge of the team, improve the reliability, safety, and
quality of a process through logical identification of areas for concern, establish a history and documentation that can reduce cost
and lead times and track risk reduction activities. The various types of FMEA include process, system and design. The only way to
truly be successful with FMEA is through the use of team work and cooperation.
Researcher
Shawn
Myers
1B. Bibliographic Source: Author; How To
Access; How/Who, Published; Type Source,
etc.:
Smith, Dr. Deborah L. “FMEA: Preventing a
Failure Before Any Harm Is Done”. Six Sigma
Healthcare.
http://healthcare.isixsigma.com/library/conte
nt/c040317a.asp
2B. Why Is This Source Relevant; How Does It
Add Value (Reflections By Researcher)?
3B. SDA’s
Connected:
This article offers value by looking at how
other industries utilize FMEA tools.
FMEA
OPCP
Team based problems Review Of Literature, Documentation Assessment (ROLDA) RCA
Phase: II
Tool: 23
Date: 11/5/05
Researcher
1A. Main Technological Concept:
John Wise
The main concept of Tool 23 how the
FMEA is used to identify and
eliminate failures in the process that
may affect the quality of the product.
QFD is used to identify and satisfy
the customer’s needs for the product
you are producing. FMEA and QFD
are more effective when used during
the design step of a product and
process.
Researcher: John Wise
Compiler (s): Vanessa
Team: 2
Malone
2A. Relationship, Value Added, To
3A. Assessment Question, Pros
Project/Technology:
And Cons, For Chat:
Why is FMEA important to a
FMEA and QFD can be used to
process?
eliminate failures in the process that
can lead to poor quality product
FMEA is used to identify failures
which increases waste in the process
in the process, system, or design of
and increases costs.
the product during the early stages
of the product/process
development. Once these areas of
failure are identified, the design
can be changed to eliminate the
risk of failure in the product to
eliminate waste.
Article Abstract Of Key Information (usually approximately 300-500 words—each tool submission requires one for each team
member) :
John Wise
Failure Mode and Effects Analysis (FMEA) is a tool that is proactive to identify and prevent process or product errors before they
occur. It is a systematic way to examine a prospective process for ways a failure can possibly occur and then redesign the process
to eliminate the possibility of the failure. FMEA can be applied to any process for any industry, although this article refers to the
healthcare industry. FMEA is one of several reliability and design analysis tools and can also be defined as:
A problem prevention tool used to identify weak areas of the process and develop plans to prevent their occurrence.
A semi-quantitative, inductive bottom-up approach executed by a team
A structured approach to identify the ways in which a process can fail to meet critical customer requirements
A way to estimate the risk of specific causes with regard to these failures
A way to evaluate the current control plan to keep failures from happening.
A way to prioritize the actions needed to improve the situation
Some areas that FMEA can be applied to are new processes that are being designed, current process that are changing, carry-over
process that will be used in new applications, and after a problem-solving study. Preparing and updating the FMEA should be
done as team made up of multi-disciplinary members from all the affected activities. The leader of the team is the responsible
process owner who is also responsible for updating the FMEA. The team should consist of no more than six to ten members with a
record keeper, time keeper and a champion to go along with the leader.
FMEA has many benefits such as: capturing the collective knowledge of the team; improving the quality, reliability, and safety of
the process; logical, structured process to identify process areas of concern; reduce development time and costs; documenting and
tracking risk reduction activities; identify Critical-To-Quality characteristics.
Researcher
John Wise
1B. Bibliographic Source: Author; How To
Access; How/Who, Published; Type Source,
etc.:
Smith, Dr. Deborah L. FMEA: Preventing a
Failure Before Any Harm Is Done,
http://healthcare.isixsigma.com/library/conte
nt/c040317a.asp
2B. Why Is This Source Relevant; How Does It
Add Value (Reflections By Researcher)?
3B. SDA’s
Connected:
This article describes FMEA and how it can be
used in any industry to eliminate an failures
that can occur in their processes. This article
also reinforces the information that is presented
in Tool 23.
FMEA
Team based problems Review Of Literature, Documentation Assessment (ROLDA) RCA
Phase: II
Tool: 23
Date: 11/7/08
Researcher: Pamela
Compiler (s):
Team: 2
Neill
Researcher
1A. Main Technological Concept:
2A. Relationship, Value Added, To
3A. Assessment Question, Pros
Project/Technology:
And Cons, For Chat:
Question: What steps are taken in
This tool is used to help in the
Pamela
The main concept of tool 23 is the
brainstorming for improvements?
diagnosis of failures that may be
Neill
explanation of FMEA and QFD.
causing down time or increasing
FMEA is used to diagnosis failures.
Answer: identify the problem, set
costs. It can also be used to help
This information is used by
the parameters, analyze the
simplify our design. We currently
engineering and/or quality groups
problem, preliminary ideas
are using old equipment and want to
to prevent this failure from
selection, decision identification,
update it. What is the simplest
reoccurring. QFD is used to
analyze decision, prevention and
solution to increasing production,
simplify the design keeping costs
future planning
lowering cost and eliminating
down and chances for failure lower.
defects?
Article Abstract Of Key Information (usually approximately 300-500 words—each tool submission requires one for each team
member) :
Pamela Neill
Today companies are in high competition to win a customers business. Customers are demanding higher quality and more reliable
products. This is causing companies to put more emphasis on the reliability of the product thru design. FMEA (Failure Modes and
Effects Analysis) is being used more often. FMEA is used to identify potential failure modes, determine their effect on the
operation of the product and identify actions to mitigate the failures (Crow). FMEA’s are especially important if a person could
become injured or killed if a product fails. There are five types of FMEA’s each with a specific focus:
1)
2)
3)
4)
5)
System – global system functions
Design – components and subsystems
Process – manufacturing and assembly processes
Service – service functions
Software – software functions
FMEA will fill in the gap that the engineer is unable to do with adding safety factors into the design. An article in Mechanical
Engineering in September 2003 read, “A large safety factor does not necessarily translate into a reliable product. Instead, it often
leads to an overdesigned product with reliability problems”.
When properly used, FMEA can assist an engineer in improving the quality and reliability of a product. Some benefits include:
1)
2)
3)
4)
5)
Improve reliability and quality
Better customer satisfaction
Early detection of potential failures
Documents engineering action taken to prevent and/or reduce risk in failure
Decreases costs due to late changes
The following are the steps in creating a FMEA:
1)
2)
3)
4)
5)
6)
7)
8)
9)
10)
11)
Describe the product/process and its function
Create a block diagram of product/process
Complete the header on the FMEA worksheet
Use a diagram to list items or functions
Identify failure modes. Remember, a failure in one component may be the cause of failure in another component.
Describe effects of failure modes
Identify the causes of the failure modes
Enter a probability factor
Identify design or process
Identify the likelihood of detection
Review RPN (risk priority numbers)
12)
13)
14)
15)
Identify recommended actions to address potential failure that have a high RPN
Assign a person to the action and list a target date
Document actions taken
Update the FMEA as anything changes. This is the most important step.
Researcher
Pamela
Neill
1B. Bibliographic Source: Author; How To
Access; How/Who, Published; Type Source,
etc.:
Crow, Kenneth. http://www.npdsolutions.com/fmea.html, 2002, Failure Modes
and Effects Analysis
2B. Why Is This Source Relevant; How Does It
Add Value (Reflections By Researcher)?
3B. SDA’s
Connected:
This article gave a very detailed look at FMEA
and how/why it is used in industry. It
discussed different areas than that of the long
form.
FMEA
Team based problems Review Of Literature, Documentation Assessment (ROLDA) RCA
Phase: II
Tool: 23
Date: March
17, 2006
1A. Main Technological Concept:
Researcher: William
Compiler (s): Vanessa
Team: 2
Myles II
Malone
Researcher
2A. Relationship, Value Added, To
3A. Assessment Question, Pros
Project/Technology:
And Cons, For Chat:
Question: What is FMEA
This tool and our project our most
William
Through the FMEA and QFD forms,
important process in common,
Myles II
a common background is to be
Answer: A Failure Mode and
finding a quicker and less costly way
formed in the customer and supplier
Effects Analysis (also referred to as
to improve the process. By using the
of the #2 pencil slat.
a FMEA or FMECA) is a bottoms
ideas from this and using them in to
up approach to analyzing system
help our process, we will definitely
design and performance.
improve our project.
Compiler Reflections To Help Improve Quality Of Work In
Compiler Portfolio Reflections, Summary Of Technical Work,
Portfolio Based On All Individual Researcher Inputs:
Assessment, Based On Individual Researcher Inputs:
Overall, it appears that everyone read the assigned long Tool form
I feel that all have an average understanding of the FMEA
for Tool 23. Each student covered the main points concerning the
FMEA and QFD processes and now have a good understanding the and QFD functions.
process including its purpose, results and concepts.
William Myles II
Failure Mode and Effects Analysis (FMEA) is a method designed to identify potential failure modes for a product or process, to
assess the risk associated with those failure modes, to rank the issues in terms of importance and to identify and carry out
corrective actions to address the most serious concerns.
Although the purpose, terminology and other details can vary according to type (e.g. Process FMEA, Design FMEA, etc.), the basic
methodology is similar for all. This document presents a brief general overview of FMEA / FMECA analysis techniques and
requirements. In general, FMEA / FMECA requires the identification of the following basic information:
•
•
•
•
•
•
•
•
Item(s)
Function(s)
Failure(s)
Effect(s) of Failure
Cause(s) of Failure
Current Control(s)
Recommended Action(s)
Plus other relevant details
The FMEA / FMECA analysis procedure is a tool that is used for many different purposes. It can contribute to improved designs
for products and processes, resulting in higher reliability, better quality, more customer satisfaction and reduced costs. The tool can
also be used to establish maintenance plans for repairable systems and/or contribute to control plans. It provides a knowledge base
of failure mode and corrective action information that can be used as a resource in future troubleshooting efforts and as a training
tool for new engineers. In addition, an FMEA or FMECA is often required to comply with safety and quality requirements, such as
ISO 9001, QS 9000, ISO/TS 16949, Six Sigma, FDA Good Manufacturing Practices (GMPs), Process Safety Management Act (PSM).
2B. Why Is This Source Relevant; How Does It
3B. SDA’s
Researcher
1B. Bibliographic Source: Author; How To
Add Value (Reflections By Researcher)?
Connected:
Access; How/Who, Published; Type Source,
etc.:
William
Myles II
Williams, Tim
This article is helpful to our process by
FMEA
explaining how to use the FMEA in services.
http://finance.isixsigma.com/library/content
OPCP
/c040922a.asp
Compiler Portfolio Reflections, Summary Of Technical Work,
Compiler Reflections To Help Improve Quality Of Work In
Assessment, Based On Individual Researcher Inputs:
Portfolio Based On All Individual Researcher Inputs:
All agree that this can be done to improve quality,
All found a considerable amount of information in regards to the
performance and process.
FMEA and QFD processes. They defined the process and stated
important concepts and other basic information that should be
obtained to conduct these analysis.
Team based problems Review Of Literature, Documentation Assessment (ROLDA) RCA
Phase: II
Tool: 24
Date: 10/21/05
Researcher
1A. Main Technological Concept:
John Wise
The main concept of Tool 24 explains
TPM and how it relates to the safety
and ergonomics of the process and
how it is the responsibility of
everyone to implement and maintain
Safety, housekeeping and
ergonomics.
Researcher: John Wise
Compiler (s): Dave
Team: 2
Harrison
2A. Relationship, Value Added, To
3A. Assessment Question, Pros
Project/Technology:
And Cons, For Chat:
Why is TPM important to a
The TPM, safety, and ergonomic
process?
topics in this tool are ways to reduce
waste in the process related to poor
TPM involves all members of the
maintenance, safety, and ergonomic
plant to maintain machines to
issues.
eliminate costly breakdowns
before they occur.
Article Abstract Of Key Information (usually approximately 300-500 words—each tool submission requires one for each team
member) :
John Wise
Total Productive Maintenance (TPM) is a newly defined concept for maintaining plants and equipment with a goal of increased
production while increasing worker morale and job satisfaction. Total Productive Maintenance resembles Total Quality
Management such as: 1. total commitment by upper management, 2. employees are empowered to initiate corrective action, and 3.
long range outlook must be accepted as this is an on-going process and may take a year or more to implement. There must also be
a change in the mindset of the employees toward their job responsibilities. Maintenance is considered a part of business and no
longer regarded as a non-profit activity under TPM. There is down time scheduled for maintenance as a part of the manufacturing
day and it is no longer squeezed in during a break. Minimizing emergency and unscheduled maintenance is the goal of TPM.
TPM was developed from TQM, which evolved in Japan under the influence of Dr. w. Edwards Deming. Plant maintenance
problems were examined as part of the TQM program with some of the general concepts not fitting into the maintenance
environment. Maintenance schedules were designed using preventive maintenance techniques to keep machines operational. This
technique often caused the machines to be over-serviced to try to improve production. The only training maintenance personnel
had was from the maintenance manual which were inadequate and there was little or no involvement from the operators.
Companies committed to TQM soon realized there was a need to go further than just scheduling maintenance according to the
manufacturer of the equipment and made changes to the TQM concepts to elevate maintenance to be a part of the overall quality
program. There is a dispute over the origin of the term Total Productive Maintenance. Some say it was used by American
manufacturers over forty years ago and others say it is from a maintenance program used in the late 1960’s by a Japanese
automotive electrical parts manufacturer named Nippondenso. An officer with the Institute of Plant Maintenance in Japan, Seiichi
Nakajima, is credited with defining the concepts of TPM and implementing it in hundreds of Japanese plants.
The first step to implementation of a TPM system is to hire a coordinator to create an educational program to convince the entire
workforce of the importance of TPM. The next step is to form action teams from people directly involved in the process to pinpoint
problem areas, develop corrective actions, and initiate the corrective process. The teams start on small projects until completion
then implement this system to other areas of the plant.
Some of the companies that have successfully implemented TPM are Ford, Eastman Kodak, Dana Corp., Allen Bradley, and Harley
Davidson. Kodak reported a $16 million dollar increase in profits from a $5 million dollar investment. Texas Instruments had an
80% increase in production figures in some areas. Most of the rest of the companies mentioned above report 50% or greater
reduction in downtime, reduced spare parts inventory, and increased on-time delivery.
Researcher
1B. Bibliographic Source: Author; How To
Access; How/Who, Published; Type Source,
etc.:
2B. Why Is This Source Relevant; How Does It
Add Value (Reflections By Researcher)?
3B. SDA’s
Connected:
John Wise
Roberts, Jack, Ph.D., Department of Industrial
and Engineering Technology, Texas A&M
University, Total Productive Maintenance (TPM),
http://et.nmsu.edu/~etti/fall97/manufacturi
ng/tpm2.html
This article gives the history of TPM and how it
is used to increase profits and productivity
while reducing costs. This reinforces the
information on TPM that is in the Tool 24
material.
MTA, GFAPS
Review Of Literature, Documentation Assessment (ROLDA) RCA
Phase: 2
Researcher: Vanessa
Compiler (s):
Team: 2
Malone
Information Source (Tool reviewed for this toolkit completion) In Bibliographic Form: Sinn, John W., 2002, Industrial Technologists’
Toolkit, Toolkit 24, “Total Productive Maintenance, Safety and Ergonomics: Re-engineered Lean Environment”
Tool 24 presents technical functions related to maintenance and safety. Maintenance and safety involves continuous quality and
productivity enhancements. Technology must be maintained and it must function in a safe manner. Mechanical equipment,
production tools, transportation systems, physical facilities and all other aspects of the technological organization require proper
maintenance and service functions. If maintenance or service functions are not properly performed in a disciplined manner, the
organization will not function. This is a safety issue since without properly maintained equipment it increases the likelihood for
mechanical failure, and possible lost time accidents.
Several basic requirements should be met if maintenance and safety functions are to properly serve the technological
organization. First is attitude, commitment and knowledge. Second is analysis and troubleshooting. Attitude is understanding
that without properly functioning equipment, and other internal and external service, we can’t add value and produce useful
outputs. Commitment is simply upholding your responsibilities and doing your part. Furthermore talents required in
maintenance, safety and service functions are new skills and should be learned because they improve/change over time. Being
able to recognize relationships and applying knowledge to fix problems that may not have step by step direction.
Types of maintenance include preventive, predictive and remedial. Preventive maintenance involves inspections, detection and
prevention of problems. Predictive is scheduled and monitored and also indicates that planning, defined as good management
practices, is established. Remedial maintenance is a back-up plan in case things go wrong due to improper uses, operator error, and
misunderstandings due to miscommunication.
Safety, like quality and productivity, is a concern for all people. This includes management and labor. Safety requires top
management support. Strong management demonstrates part of true leadership and willingness to build and maintain systems.
Responsibility is key here because there is always someone’s duty to complete a part of the project. In addition to responsibility
there is also ergonomic enhancements which involve the physical conditions of the environment. Plant layout, machinery, material
handling, housekeeping, fire control and pollution should be evaluated carefully and thoroughly to ensure a healthy and safe
environment.
Based on work method principles, work areas, tasks can be analyzed for improvements, leading to cost reductions through time
savings, and quality enhancements.
Researcher
Tool: 24
Date: 11/19/05
1A. Main Technological Concept:
2A. Relationship, Value Added, To
3A. Assessment Question, Pros
Project/Technology:
And Cons, For Chat:
What are guard criteria?
Being knowledgeable about these
Vanessa
The main concepts of Tool 24 relate
methods and recommendations will
Malone
to maintenance and safety, total
Guard criteria are enclosing
contribute to overall improvement.
productive maintenance, and better
moving parts and components, use
We can evaluate our process and
management practices .
suitable materials, and afford
procedures and as described in this
maximum protection with
tool combat problems and/or
minimum inconvenience.
prevent problems.
Article Abstract Of Key Information (usually approximately 300-500 words—each tool submission requires one for each team
member):
Total Productive Maintenance has two major goals which are zero breakdowns and zero defects, based on basic assumptions
about the workplace related to its technological capacity. A basic assumption is that a clean, well-organized, cooperative work area
is more productive than a messy disorganized area. TMP aims to maximize equipment usage through the efforts of all employees.
It requires that each peivce of equipment have a maintenance plan for the entire life span of the equipment. The maintenance plan
includes a maintenance prevention emphasis during the design stages, even before the equipment is built.
Maintenance is carrying out tasks that serve the central purpose of ensuring that our machines are capable of doing what the
users want them to do, when they want them to do it. The possible maintenance polices can be grouped as corrective, preventive,
predictive and detective. Corrective maintenance is waiting until failures occur and then remedy the situation as quickly as
possible. Preventive maintenance is believing that regular maintenance attention will always prevent failure. Detective
maintenance applies to the types of devices that only need to work when required and do not tell us when they are in the failed
state. They generally require a periodic functional check to ascertain that they are still working. Predictive maintenance is
examining the equipment without looking at a calendar and assessing what attention the equipment needs.
Total Productive Maintenance emphasis the importance of people, a continuous improvement attitude and the importance of the
maintenance staff working together. The modern business world is a rapidly changing environment, so the last thing a company
needs if it is to compete in the global market is to cause its own problems. So, the TPM is concerned with evaluating business
processes to achieve improvements in cost, quality, speed etc. It can encourage positive change in organizational structure, the
work-force and simply the way things are done.
TMP achievements include a better understanding of the performance of their equipment, where it is worth deploying
improvements and benefits, as well as improving set-ups, carrying out better maintenance tasks and trained operators.
Researcher
Vanessa
Malone
1B. Bibliographic Source: Author; How To
Access; How/Who, Published; Type Source,
etc.: http://www.maint2k.com/what-istpm.html
2B. Why Is This Source Relevant; How Does It
Add Value (Reflections By Researcher)?
This explains the importance of maintaining
and achieving good performance, quality and
procedures in manufacturing.
3B. SDA’s
Connected:
All
Team based problems Review Of Literature, Documentation Assessment (ROLDA) RCA
Phase: II
Tool: 24
Date: 11/20/05
Researcher
1A. Main Technological Concept:
David
Harrison
The main concept of Tool 24 explains
TPM and how it relates to the safety
and ergonomics of the process and
how it is the responsibility of
everyone to implement and maintain
Safety, housekeeping and
ergonomics.
Researcher: David
Compiler (s): William
Team: 2
Harrison
Myles II
2A. Relationship, Value Added, To
3A. Assessment Question, Pros
Project/Technology:
And Cons, For Chat:
Why is TPM important to a
The TPM, safety, and ergonomic
process?
topics in this tool are ways to reduce
waste in the process related to poor
TPM involves all members of the
maintenance, safety, and ergonomic
plant to maintain machines to
issues.
eliminate costly breakdowns
before they occur.
Article Abstract Of Key Information (usually approximately 300-500 words—each tool submission requires one for each team
member) :
David Harrison
Total productive maintenance (TPM) can be described as the medical science for machines. It is a maintenance program that can
increase production significantly and also improve the workers morale. Instead of maintenance being considered a task that is
unproductive and a waste of money, TPM encourages downtime to be more a part of the process. In the end unscheduled and
emergency downtime should be minimal.
Five main reasons TPM has been introduced are:
1.
Avoid wastage in a quickly changing economic environment.
2.
Producing goods without reducing quality.
3.
Reduce costs.
4.
Produce a low batch quantity at the earliest possible time.
5.
Goods send to the customers must be non defective.
To properly implement TPM a company must first go through a preparatory stage. During this stage, management announces to
the company what TPM is. Training is provided for key employees, and a master plan is put together for moving forward. The
next stage is implementing the process. Once the system is running in the company, management begins the institutionalizing
stage. The company needs to bring TPM into its core and build a framework to properly support this initiative.
Companies struggling to stay competitive may need TPM to stay on the top. It can be used in industrial plants, construction,
building maintenance, transportation, and other industries. Management must be completely committed to TPM to convince the
employees that this tool is not just another management fad. With proper implementation, TPM will provide higher returns than
what has been invested in its implementation
Researcher
David
Harrison
1B. Bibliographic Source: Author; How To
Access; How/Who, Published; Type Source,
etc.:
J. Venkatesh, An Introduction to Total
Productive Maintenance (TPM), Retrieved on
11/20/05 from http://www.plantmaintenance.com/articles /tpm_intro.shtml
2B. Why Is This Source Relevant; How Does It
Add Value (Reflections By Researcher)?
3B. SDA’s
Connected:
This article further discusses TPM. It addresses
its history, key fundamentals, and how to
properly implement TPM for greater success
MTA, GFAPS
Review Of Literature, Documentation Assessment (ROLDA) RCA
Phase:2
Researcher: Scott
Compiler:
Sowders
Information Source (Tool reviewed for this toolkit completion) In Bibliographic Form
Researcher
Tool:24
Date:11-17-05
1A. Main Technological Concept:
2A. Relationship, Value Added, To
Project/Technology:
Team:2
3A. Assessment Question, Pros
And Cons, For Chat:
Scott
Sowders
The main technical content of the tool is
Total Productive Maintenance, Safety
and Ergonomics and Re-engineering
Lean Environments.
Value was added in techniques to
evaluate and determine causes of
variation and defects that can be
related to poor or improper
maintenance practices, as well as
unfavorable conditions in the
working environment.
Question: Why is it important to
have and continue to update
preventative maintenance
programs?
Answer: It is importance because it
eliminates the costly problems that
are associated with downtime due
to component failures.
Article Abstract Of Key Information (usually approximately 300-500 words—each tool submission requires one for each team
member):
Equipment and plant maintenance are major cost centers in the manufacturing industry. The dollars spent in this area add no direct
value to the products that are being produce by the enterprise; however, if the maintenance is ignore, any successful manufacturing
system would be impossible to sustain. Automation in the maintenance area can include both hardware and software systems. The
hard ware includes:
1.
2.
Better tools that are designed to shorten the time required to do plant and machine maintenance.
Tools designed to accurately detect deteriorating components prior to failures
Soft ware has two components that can improve plant and machine maintenance:
1.
2.
Faster and more accurate identification of malfunctions in production hardware and manufacturing systems
Better management of maintenance operations
Artificial intelligence techniques in the form of expert systems allow for development of software to help personnel identify
problems more quickly and easily. An expert system is a computer program containing a series of rules that mimic the logical
processes of an expert in the field of maintenance. Another area of maintenance automation focuses on improving the efficiency of
the management of the maintenance operation. Software in this are performs functions that include:
1.
2.
3.
4.
5.
6.
Scheduling of all planned and preventative maintenance
Building databases of equipment and production machine part numbers
Statistically tracking machine maintenance costs
Tracking the use of supplies and spare parts in inventory
Supporting bar code input of machine numbers for annual capital equipment inventory checks
Produce reports that help determine how maintenance operations can improve
Researcher
Scott
Sowders
1B. Bibliographic Source: Author; How To
Access; How/Who, Published; Type Source,
etc.:
James A. Rehg and Henry W. Kraebber,
Computer Integrated Manufacturing, Third
Edition, Person Educational Inc.
2B. Why Is This Source Relevant; How Does It
Add Value (Reflections By Researcher)?
3B. SDA’s
Connected:
The source was relevant because of the
discussion of Maintenance Automation in
Computer Integrated Manufacturing Systems.
OPCP and
SOGA and
MTA
Team based problems Review Of Literature, Documentation Assessment (ROLDA) RCA
Phase: II
Tool: 24
Date: 11/20/08
Researcher: Pamela
Compiler (s):
Team: 2
Neill
Researcher
1A. Main Technological Concept:
2A. Relationship, Value Added, To
3A. Assessment Question, Pros
Project/Technology:
And Cons, For Chat:
Why is safety such an important
When looking at the new machinery
Pamela
The main concept of tool 24 is to
issue?
to be added to the slat cutting
Neill
stress the importance of preventative
process, we need to evaluate the
maintenance, safety and ergonomics.
Besides to keep people from being
safety of the workers around. The
These are all essential items to keep
hurt, it is a proven fact that safe
preventative maintenance should
workers safe and to keep a company
people are productive people.
also be taken into consideration.
running successfully. This tool
How much attention and work needs
explains the main concepts of PM
to be completed on this equipment?
and the different types.
Does the cost of maintenance exceed
the value of the change?
Article Abstract Of Key Information (usually approximately 300-500 words—each tool submission requires one for each team
member) :
Pamela Neill
Ergonomics was designed to focus on the needs and capabilities of humans. I t is used to focus on the design of technological
systems. Ergonomics is used in the everyday life of each person, whether in a factory or in domestic situations. It is important in
work settings to improve or keep up productivity, health and even safety. Here are a few examples of how it is used:
1)
2)
3)
4)
Design of computers and work stations. Ergonomics works to make the computer easier to use and to decrease errors in
operation. This would be especially important in work places having control room (airport, steel mill).
Design of jobs so that the employee has adequate breaks and reasonable shift patterns.
Design of equipment and work areas so that the operator has better posture and reducing the repetitiveness which can
cause strain.
Design of work environments, this would include lighting, heating, cooling, protective equipment and even the attitudes
or personalities of workers that may create a hostile environment.
The main object of ergonomics is to make the employee or human comfortable and work in their natural form. People can adapt to
work areas, but this can lead to stress, errors and inefficiency.
The three sciences used in Ergonomics are anatomy, physiology and psychology. Ergonomists use these items in two main
objectives: the most productive use of human capabilities, and the maintenance of human health and well-being (ergonomics.org).
A job or item must “fit the person”.
Each of the three sciences are used in the following way:
1)
2)
3)
Anatomy-this improves the physical “fit” of the person and item being used. It uses the dimensions of the body
(realizing everyone is a different size it takes the average) in different positions. It tries to eliminate any excessive force
that may be applies on muscles, limbs and posture.
Physiology-this addresses the energy requirements of the body. What are acceptable work rates and environment issues?
This includes noise, vibration, lighting and temperature.
Psychology-this deals with the decision making capabilities of a person.
Ergonomics looks out for the human. It is a careful analysis of what effects things have on the human and how to make things
friendlier and less stressful. This allows for a person to do there best and be the healthiest and productive they can be.
2B. Why Is This Source Relevant; How Does It
3B. SDA’s
Researcher
1B. Bibliographic Source: Author; How To
Add Value (Reflections By Researcher)?
Connected:
Access; How/Who, Published; Type Source,
etc.:
GSICPC
Pamela
http://www.ergonomics.org.uk/ergonomics/
Ergonomics has become a big part of safety
Neill
over last 10 years. It is used to keep workers at
eginition.htm, 2005, The Ergonomics Society
work longer and prevent them from receiving
any life altering or long term problems such as
with joints or muscles. It is important to help
keep health costs and lost wages due to injury
down in the company.
Team based problems Review Of Literature, Documentation Assessment (ROLDA) RCA
Phase: II
Researcher
William
Myles II
Tool: 24
Date: 11/20/05
1A. Main Technological Concept:
Researcher: David
Compiler (s): William
Team: 2
Harrison
Myles II
2A. Relationship, Value Added, To
3A. Assessment Question, Pros
Project/Technology:
And Cons, For Chat:
The TPM and safety topics discussed
Why is TPM important?
are used to eliminate waste in bad
maintenance can poor up keep.
It will ultimately help determine
how much waste we really
eliminate.
The main concept of Tool 24 is about
the safekeeping and maintenance of
our machines and employees. It also
speaks about how everyone should
have a part in the maintenance and
making sure it’s done right.
Article Abstract Of Key Information (usually approximately 300-500 words—each tool submission requires one for each team
member) :
William Myles II
Total Productive Maintenance is a systematic approach for continuous improvement of your maintenance activities. It is a
partnership among maintenance personnel, operations management, parts inventory, and operators. This team strategy focuses on
the identification of potential problems and their expedient resolution. TPM is like Six Sigma in that it utilizes key equipment
metrics, including: Overall Equipment Effectiveness, Mean Time to Repair, and Mean Time between Failures. The goal of TPM is to
continually improve these performance metrics.
TPM aims to establish good maintenance practice through the pursuit of "the five goals of TPM" :
1. Improve equipment effectiveness:
2. Achieve autonomous maintenance: allow the people who operate equipment to take responsibility for, at least some, of the
maintenance tasks.
3. Plan maintenance: have a systematic approach to all maintenance activities.
4. Train all staff in relevant maintenance skills: TPM places a heavy emphasis on appropriate and continuous training.
5. Achieve early equipment management: the aim is to move towards zero maintenance through "maintenance prevention" (MP).
MP involves considering failure causes and the maintainability of equipment during its design stage, its manufacture, its
installation, and its commissioning.
Under TPM, operators no longer limit themselves to simply using the machine and calling the technician when a breakdown
occurs. Operators can inspect, clean, lubricate, adjust, and even perform simple calibrations on their respective equipment.
Management should also show interest in data concerning equipment utilization, and efficiency. In short, everyone understands
that zero breakdowns, maximum productivity, and zero defects are goals to be shared by everyone under TPM.
Researcher
1B. Bibliographic Source: Author; How To
Access; How/Who, Published; Type Source,
etc.:
http://www.maint2k.com/what-is-tpm.html
William
Myles II
2B. Why Is This Source Relevant; How Does It
Add Value (Reflections By Researcher)?
3B. SDA’s
Connected:
This article further explains the usage of the
TPM. It explains that it used for maintenance
purposes and also explains other issues dealing
with the TPM.
MTA
GFAPS
Team based problems Review of Literature, Documentation Assessment (ROLDA) RCA
Phase: II
Researcher
Shawn
Myers
Tool: 24
Date: March
17, 2006
1A. Main Technological Concept:
Tool 24 discusses the maintenance
aspect of reducing cost in a process.
Total Productive Maintenance (TPM)
can offer value to a process through
identifying ergonomic, health/safety,
and maintenance issues that inhibit a
process.
Researcher: Shawn
Compiler (s):
Team: 2
Myers
2A. Relationship, Value Added, To
3A. Assessment Question, Pros
Project/Technology:
And Cons, For Chat:
Question: What role can
The relationship of this tool to our
maintenance play in a process?
project is based on the fact that we
are trying to take cost out of a
Answer: In manufacturing,
process. By utilizing the
maintenance is considered a
fundamentals contained in this tool
“necessary evil” due to the idea of
and applying this to the pencil slat
having personnel that does not
reduction initiative, we can achieve
add direct value to a process.
the results that are desired.
Through the use of TPM,
predictive maintenance, and
preventative maintenance,
maintenance personnel can
consistently perform maintenance
tasks that result in reduced
emergency breakdowns.
Shawn Myers
Vibration analysis can detect issues with machines by utilizing ultra-sound technology. This technology is complimentary to other
technologies including thermography, oil analysis, and other forms of vibration analysis technologies. As a stand alone product,
ultrasound is not as effective as it is when used with other technologies.
Ultrasound is a high frequency sound wave that covers the audio ranges of 20 kHz to 300kHz. A noise isolating headphone is used
to hear the ultrasound frequencies and the readings are demonstrated on a display panel. By focusing on a frequency of ~100 kHz
that is generated by operating machinery. A good running machine would be quieter at this frequency while a rough running
machine would generate noise. The data collected will be converted to a chart that can be compared to various reference readings,
which would allow someone to identify the condition of the motors and/or bearings being read.
A technology such as vibration analysis can allow for a quick analysis for problems. When combining this with the other
technologies listed above, a company can establish a total predictive maintenance system. This would allow for a company to
phase from a reactive maintenance philosophy to a predictive maintenance philosophy. Through execution of this philosophy, a
company can decide when a machine needs maintenance vs. when the machine tells the company.
Researcher
1B. Bibliographic Source: Author; How To
2B. Why Is This Source Relevant; How Does It
3B. SDA’s
Access; How/Who, Published; Type Source,
Add Value (Reflections By Researcher)?
Connected:
etc.:
This article looks at what maintenance
MTA
Shawn
Courtney, Stuart. “Vibration & Ultrasound
technologies can do for the TPM program.
OPCP
Myers
Technologies: A Possible Integrated Inspection
Tool?” Reliabilityweb.com
http://www.reliabilityweb.com/art04/vibe_u
sound.htm
Compiler Portfolio Reflections, Summary Of Technical Work,
Compiler Reflections To Help Improve Quality Of Work In
Assessment, Based On Individual Researcher Inputs:
Portfolio Based On All Individual Researcher Inputs:
Each team member did a good job in researching the TPM concept All team members were very successful in finding articles
which will ultimately help us tremendously because it deals with
and articles that related to tool 24.
a such an important topic.
Portfolio Presentation Management Team Assessment (PPMTA) RCA
Phase:2
Tool: Phase
Date:12-1-05
Researcher (s):Scott
Compiler (s):William
Team:2
II
Sowders
Myles
Researcher/ 1A. Technical Project Open Agenda
1B. Presentation Improvement Actions,
1C. Ongoing Listing, How Issues Were
Compiler
Items, How done, Content Specific?
Management/Organization, Process?
Resolved, Adding Value In PPARMP.
Scott
Our team focus has shifted from all
Team has initiated an Improvement
Team members are actively involved and
Sowders
individuals completing each SDA and
action, to have individuals focus on one
meeting posting dates. This is a sign of
RCA to combining best work for one
or two RCA’s or SDA’s instead of all
the leadership abilities of all team
table per team, with each student adding
doing all. This will improve the quality
members and is a sign of how we have
comments for team discussion. This is an of the work presented in our portfolio
came together as a team.
attempt provide higher quality work and
and allow for streamlining of the tool
to reduce repetition in postings.
kit completion process. All team
members know and understand their
roles and are highly focused on
completing the task in a timely and
professional manner.
2A. Analyze/review portfolio management contributions and reflect all in numerical ratings below for persons on your team.
General
Communicat ion
Int er nal T eam
A ssessment
Threaded
Communications
A
icipation
(non/req. Contributions
)
Writing
Quality In
General
Format
Analysis ,
Reflect ion Compliance
+ Details
In Writing
Data
Analysis,
Accuracy
General
Did
M ore/Less Timeliness,
Delivery
Than Asked
Cooperation And
Attitude
Leadership,
Prof.
Demeanor
Grand
Total Per
Individual
WORK/RATING (1-10): 1 = low /bad; 10 = high/good; 0 = no contribution
M EM BER
Pan Neill
10
10
10
10
10
9
10
9
10
10
10
John Wise
10
10
10
10
10
9
10
9
10
10
10
10 9.83333
10 9.83333
Dave Harrison
10
10
10
10
10
9
10
9
10
10
10
10 9.83333
Shaw n Myers
10
10
10
10
10
9
10
9
10
10
10
10 9.83333
Vanessa Malone
10
10
10
10
10
9
10
9
10
10
10
10 9.83333
9
9
9
9
9
8
9
9
9
8
8
7 8.58333
William Myles
TOTAL TEAM AVERAGE
9.625
Portfolio Presentation Management Team Assessment (PPMTA) RCA
Phase: 2
Researche
r/
Compiler
Vanessa
Malone
Tool:
Date: 12/1/05
Researcher (s): Vanessa
Compiler (s):
Malone
1A. Technical Project Open Agenda
1B. Presentation Improvement
Items, How done, Content Specific?
Actions,
Management/Organization,
Process?
Team 2 has done a great job this
Team leadership has improved.
semester. We are now wrapping up
Dates are set and all are completing
Team: 2
1C. Ongoing Listing, How Issues
Were Resolved, Adding Value In
PPARMP.
All are participating and involved
with the work it takes to complete
tasks on time.
Phase II.
our project into Phase II. All
assignments have be given and
everyone are to have their compiles
by Sunday and I will post the Grand
Compile for the team to look at on
Monday.
2A. Analyze/review portfolio management contributions and reflect all in numerical ratings below for persons on your team.
Int er nal
T eam
A ssessment
General
Communicat ion
Threaded
Communications
Chat Participation
(non/req.)
SDA/RCA
Contributions
Writing
Quality In
General
Analysis ,
Format
Reflect ion Compliance
In Writing
+ Det ails
Data
Analysis,
Accuracy
Did
General
M ore/Less Timeliness,
Than Asked Delivery
Cooperation And
Attitude
Leadership,
Prof.
Demeanor
Grand
Total Per
Individual
WORK/RATING (1-10): 1 = low /bad; 10 = high/good; 0 = no contribution
M EM BER
Harrison
9
9
10
10
10
9
10
9
10
10
10
10 9.66667
Neill
9
7
10
8
10
9
10
9
10
10
10
10 9.33333
Myers
9
9
10
10
10
9
10
9
10
10
9
Myles
8
8
8
8
9
9
10
8
8
8
10
7 8.41667
Sow der
9
9
10
10
10
9
10
9
10
10
10
9 9.58333
Wise
9
9
10
10
10
9
10
9
10
10
10
#REF!
#REF!
#REF!
#REF!
#REF!
#REF!
#REF!
#REF!
#REF!
#REF!
#REF!
9
9.5
9 9.58333
#REF!
TOTAL TEAM AVERAGE 9.34722
E xternal
T eam
A ssessment
G eneral
C o m m unic a t io n
C hat P art ic ip a t io n
( n o n / r e q .)
T hread ed
C o m m unic at io n s
SD A /R C A
C o n t r ib u t io n s
W r it in g
Q u a l i t y In
G eneral
A n a ly s is ,
R e f le c t io n
In W r i t i n g
F o rm at
C o m p lia n c e
+ D e t a ils
D ata
A na ly s is ,
A ccuracy
D id
M o re/Less
T han A s k ed
G eneral
T im e lin e s s ,
D e liv e r y
9
9 .4 3
C o o p erat io n A n d
A t t it u d e
L ea d e r s h ip ,
Pro f.
D em eano r
G rand
T o tal P er
In d i v i d u a l
W O R K / R A T IN G ( 1 - 1 0 ) : 1 = lo w / b a d ; 1 0 = h ig h / g o o d ; 0 = n o c o n t r ib u t io n
T ea m N a m e
Team 1
7 .1 4
7 .5 7
7 .8 6
9
9 .7 1
9
10
8 .7 1
Team 2
9 .5 7
8 .1 4 8 .7 6 0 8 3
# D IV / 0 !
T O T A L T E A M A V E R A G E # D IV / 0 !
2B. Compare and benchmark work of all teams, numerically below, how all is managed and organized relative to Gantt charts
above, to what
must be accomplished in PPARMP, and overall outcomes desired in course.
Portfolio Presentation Management Team Assessment (PPMTA) RCA
Phase: II
Researcher/
Compiler
David
Harrison
Tool: PHII
Date: 12/4/05
Researcher (s): David
Compiler (s): William
Team: 2
Harrison
Myles
1A. Technical Project Open Agenda
1B. Presentation Improvement Actions,
1C. Ongoing Listing, How Issues Were
Items, How done, Content Specific?
Management/Organization, Process?
Resolved, Adding Value In PPARMP.
Team two has chosen to streamline our
Streamlining our process has allowed
Because of the team process we are all
efforts. This has allowed our team to
our team to work more as a team rather
more focused on how the tables are
work more as a team and also improved
than as individuals
working together and how they relate to
our communication with each other. I
each other.
really like the way our team is coming
together minus one.
2A. Analyze/review portfolio management contributions and reflect all in numerical ratings below for persons on your team.
I nt er nal
T eam
A ssessment
General
Communicat ion
Chat Part icipat ion
(non/ req.)
Threaded
Communicat ions
SDA/ RCA
Cont ribut ions
Writ ing
Qualit y In
General
Analysis ,
Ref lect ion
In Writ ing
Format
Compliance
+ Det ails
Dat a
Analysis,
Accuracy
General
Did
M ore/ Less Timeliness,
Delivery
Than Asked
Cooperat ion And
At t it ude
Leadership,
Prof .
Demeanor
Grand
Tot al Per
Individual
WORK/RATING (1-10): 1 = low /bad; 10 = high/good; 0 = no contribution
M EM BER
Wise
10
10
10
10
10
10
10
9
10
10
10
Malone
9
10
8
9
9
9
10
9
10
9
10
10 9.91667
Myers
10
10
10
10
10
10
10
10
10
10
10
Myles
6
7
6
7
7
6
8
8
6
8
7
6 6.83333
Neill
10
10
10
10
10
10
10
9
10
10
10
10 9.91667
Sow ders
10
10
10
10
10
9
10
9
10
10
10
9
9.17
9.50
9.00
9.33
9.33
9.00
9.67
9.00
9.33
9.50
9.50
8.83
8 9.16667
10
10
9.75
TOTAL TEAM AVERAGE 9.26389
Portfolio Presentation Management Team Assessment (PPMTA) RCA
Phase: 2
Researcher (s): Vanessa
Compiler (s):
Team: 2
Malone
1C. Ongoing Listing, How Issues
1A. Technical Project Open Agenda
1B. Presentation Improvement
Researche
Were Resolved, Adding Value In
Items, How done, Content Specific?
Actions,
r/
PPARMP.
Management/Organization,
Compiler
Process?
Team leadership has improved over Everyone has been and will continue
William
Team 2 has done well this semester.
to participate in the tools and Phase
the entire semester, and even at its
Myles II
Besides a few concerns in the middle
II.
lowest, the team came together to
of the semester, everything has come
get everything done.
together very well and overall, team
2 has done a very good job.
2A. Analyze/review portfolio management contributions and reflect all in numerical ratings below for persons on your team.
Int ernal
T eam
A ssessment
Tool:
General
Communication
Date: 12/1/05
Threaded
Communications
Chat Participation
(non/req.)
SDA/RCA
Contributions
Writing
Quality In
General
Format
Analysis ,
Reflection Compliance
+ Details
In Writing
Data
Analysis,
Accuracy
General
Did
M ore/Less Timeliness,
Than Asked Delivery
Cooperation And
Attitude
Leadership,
Prof.
Demeanor
Grand
Total Per
Individual
WORK/RATING (1-10): 1 = low /bad; 10 = high/good; 0 = no contribution
M EM BER
Harrison
9
9
10
10
10
9
10
9
10
10
10
10 9.66667
Neill
9
7
10
8
10
9
10
9
10
10
10
10 9.33333
Myers
9
9
10
10
10
9
10
9
10
10
9
Malone
9
9
9
9
9
9
10
10
9
10
10
9 9.33333
Sow der
9
9
10
10
10
9
10
9
10
10
10
9 9.58333
Wise
9
9
10
10
10
9
10
9
10
10
10
#REF!
#REF!
#REF!
#REF!
#REF!
#REF!
#REF!
#REF!
#REF!
#REF!
#REF!
9
9.5
9 9.58333
#REF!
TOTAL TEAM AVERAGE
2B. Compare and benchmark work of all teams, numerically below, how all is managed and organized relative to Gantt charts
above, to what
9.5
E xternal
T eam
A ssessment
G eneral
C o m m unic a t io n
T hread ed
C o m m unic at io n s
SD A /R C A
C o n t r ib u t io n s
C hat P art ic ip a t io n
( n o n / r e q .)
A n a ly s is ,
R e f le c t io n
In W r i t i n g
W r it in g
Q u a l i t y In
G eneral
F o rm at
C o m p lia n c e
+ D e t a ils
D ata
A na ly s is ,
A ccuracy
D id
M o re/Less
T han A s k ed
G eneral
T im e lin e s s ,
D e liv e r y
9
9 .4 3
L ea d e r s h ip ,
Pro f.
D em eano r
C o o p erat io n A n d
A t t it u d e
G rand
T o tal P er
In d i v i d u a l
W O R K / R A T IN G ( 1 - 1 0 ) : 1 = lo w / b a d ; 1 0 = h ig h / g o o d ; 0 = n o c o n t r ib u t io n
T ea m N a m e
Team 1
7 .1 4
7 .5 7
7 .8 6
9
9 .7 1
9
10
8 .7 1
9 .5 7
8 .1 4 8 .7 6 0 8 3
Team 2
# D IV / 0 !
T O T A L T E A M A V E R A G E # D IV / 0 !
must be accomplished in PPARMP, and overall outcomes desired in course.
Portfolio Presentation Management Team Assessment (PPMTA) RCA
Phase:2
Researcher/
Compiler
Shawn
Myers
Tool:19 - 24
Date:March 17,
Researcher (s):Shawn
Compiler (s):
2006
Myers
1A. Technical Project Open Agenda
1B. Presentation Improvement Actions,
Items, How done, Content Specific?
Management/Organization, Process?
Team is completing phase 2 and
Team members are presenting a
wrapping up all loose ends to deliver a
professional project, but need to focus
complete, robust project portfolio for
on revising and updating SDAs
management review.
throughout the process to enhance value
and achieve benchmark score.
Team:2
1C. Ongoing Listing, How Issues Were
Resolved, Adding Value In PPARMP.
All members are firing on all cylinders,
now we need to bring it together.
.
General
Communication
Int ernal Team
Assessment
Threaded
Communications
icipation
A
(non/req. Contribu)
tions
Writing
Quality In
General
Analysis ,
Format
Data
Reflection Compliance Analysis,
In Writing
+ Details
Accuracy
Did
General
More/Less Timeliness,
Than Asked Delivery
Cooperation And
Attitude
Leadership,
Prof.
Demeanor
Grand
Total Per
Individual
WORK/RATING (1-10): 1 = low/bad; 10 = high/good; 0 = no contribution
MEMBER
Pan Neill
9
10
10
10
9
9
10
9
9
9
10
John Wise
9
10
10
10
9
9
10
9
9
9
10
9 9.41667
Dave Harrison
9
10
10
10
9
9
10
9
9
9
10
Scott Sowders
10
10
10
10
9
9
10
9
10
9
10
9 9.58333
Vanessa Malone
9
10
9
10
9
9
10
9
9
9
10
8
9.25
WilliamMyles
9
10
9
9
9
9
9
9
9
9
9
8
9
9 9.41667
10
9.5
TOTAL TEAMAVERAGE 9.36111
Portfolio Presentation Management Team Assessment (PPMTA) RCA
Phase: II
Researcher/
Compiler
Pamela
Neill
Tool: Phase
Date: 12/3/05
Researcher (s): Pamela
Compiler (s):
II
Neill
1A. Technical Project Open Agenda
1B. Presentation Improvement Actions,
Items, How done, Content Specific?
Management/Organization, Process?
This is our final agenda.
Our team did a great job this semester.
We have come a long way since tool
19. We should be proud of the work
we posted. Great job team!
Team: 2
1C. Ongoing Listing, How Issues Were
Resolved, Adding Value In PPARMP.
The only thing left to do is post the final
compilation.
2A. Analyze/review portfolio management contributions and reflect all in numerical ratings below for persons on your team.
Int ernal
T eam
A ssessment
G eneral
C o m m unic a t io n
T hread ed
C o m m unic at io n s
C hat P art ic ip a t io n
( n o n / r e q .)
SD A /R C A
C o n t r ib u t io n s
W r it in g
Q u a l i t y In
G eneral
A n a ly s is ,
R e f le c t io n
In W r i t i n g
F o rm at
C o m p lia n c e
+ D e t a ils
D ata
A na ly s is ,
A ccuracy
D id
M o re/Less
T han A s k ed
G eneral
T im e lin e s s ,
D e liv e r y
C o o p erat io n A n d
A t t it u d e
L ea d e r s h ip ,
Pro f.
D em eano r
G rand
T o tal P er
In d i v i d u a l
W O R K / R A T IN G ( 1 - 1 0 ) : 1 = lo w / b a d ; 1 0 = h ig h / g o o d ; 0 = n o c o n t r ib u t io n
M EM BER
H a r r is o n
10
10
10
10
10
10
10
10
10
10
10
10
10
M a lo n e
10
10
10
10
10
10
10
10
10
10
10
10
10
M y ers
10
10
10
10
10
10
10
10
10
10
10
10
10
M y le s
9
9
9
10
10
10
10
10
9
9
10
9
9 .5
Sow der
10
10
10
10
10
10
10
10
10
10
10
10
10
W is e
10
10
10
10
10
10
10
10
10
10
10
10
10
9 .8 3
9 .8 3
9 .8 3
1 0 .0 0
1 0 .0 0
1 0 .0 0
1 0 .0 0
1 0 .0 0
9 .8 3
9 .8 3
1 0 .0 0
9 .8 3
T O T A L T EA M A V E R A G E 9 .9 1 6 6 7
Portfolio Presentation Management Team Assessment (PPMTA) RCA
Phase: II
Tool: Phase
Date: 12/2/05
Researcher (s): John Wise
Compiler: William
Team: 2
II
Myles
Researcher/ 1A. Technical Project Open Agenda
1B. Presentation Improvement Actions,
1C. Ongoing Listing, How Issues Were
Compiler
Items, How done, Content Specific?
Management/Organization, Process?
Resolved, Adding Value In PPARMP.
John Wise
The team has streamlined the tool
The team is working together and is
The team has grasped the new concept
completion process with each team
efficiently completing the tools. Each
for completing the tools. All team
member submitting one or two
team member is assigned a document
members have stepped up to handle the
documents and an article abstract for
for each tool and each team member
responsibilities for the documents
ROLDA.
will complete an article abstract for
assigned to them.
ROLDA.
Compiler Portfolio Reflections, Summary Of Technical Work,
Compiler Reflections To Help Improve Quality Of Work In Portfolio
Assessment, Based On Individual Researcher Inputs:
Based On All Individual Researcher Inputs:
We have completed all assignments and I’m preparing the final
Everyone has completed individual assignments on time and as
portfolio.
requested.
2A. Analyze/review portfolio management contributions and reflect all in numerical ratings below for persons on your team.
Int er nal
T eam
A ssessment
General
Communicat ion
Threaded
Communications
Chat Participation
(non/req.)
SDA/RCA
Contributions
Writing
Quality In
General
Analysis ,
Format
Reflection Compliance
In Writing
+ Details
Data
Analysis,
Accuracy
Did
General
M ore/Less Timeliness,
Than Asked Delivery
Cooperation And
At titude
Leadership,
Prof.
Demeanor
Grand
Total Per
Individual
WORK/RATING (1-10): 1 = low /bad; 10 = high/good; 0 = no contribution
M EM BER
Harrison
10
10
10
10
10
9
10
10
10
10
10
Malone
9
10
9
10
10
9
10
10
10
10
10
9 9.66667
Myers
10
10
10
10
10
9
10
10
10
10
10
10 9.91667
Myles
Neill
Sow ders
5
5
4
7
8
6
8
8
5
7
5
10
10
10
10
10
9
10
10
10
10
10
10
10
10
10
10
9
10
10
10
10
10
9.00
9.17
8.83
9.50
9.67
8.50
9.67
9.67
9.17
9.50
9.17
10 9.91667
1
5.75
10 9.91667
10 9.91667
8.33
TOTAL TEAM AVERAGE 9.18056
Continuous Documentation Tools (19-24) SDA-Ongoing Process Control Plan (OPCP)
Compiler (s): David
Harrison
Part Name: Wooden Slat
Researcher (s): All
Team: 2
Phase: II
Process Location: Trim Saw
Tool: Ph II
Date: 12/1/05
OPCP Form 1 Of 1
Supplier: Great Lake’s Pencils
Revision: 2
Other Pertinent General Information: Raw material is delivered to and placed in the bins by material handlers.
Process Description. Provide a written description of process in text format and a process flow chart depicting the same: The operator
walks to container and retrieves wooden slat, it is taken to trim saw where it is precisely placed in a jig. The operator clamps wood in
place and places hands on palm buttons (palm buttons protect the operator from being hurt, the machine will not run until both
buttons are pushed at same time) and saw cuts wooden slat to precisely 7”. The operator removes wooden slat from trim saw and
uses calipers to measure the length of the slat. If the slat is within specifications, it is then placed into a container for good parts. Then
the process starts over.
Employee
Pulls Slat
From Pallet
Employee
Places Slat
In Trim Saw
Employee
Pushes Palm
Buttons
Employee
Removes
Cut Slat
Employee
Inspects
Slat
L
h
Tools For Manufacture/Production. Describe equipment required to produce the product, consistent with the flow chart above: (1)
operator, (1) raw material container, (1) trim saw, (1) caliper, (1) good container, (1) rejected container
Process Parameters. Describe unique elements involved in processing the product which require additional explanation: The slat must
be free of any nicks, deformities, break out on the ends, and ends must be square to the body. The saw blade must remain sharp and
cutting wheel speed must be high enough to prevent chipping.
Product Characteristics. Describe all characteristics of the product, primarily as attributes or variables which are critical: 7” long, grade
A wood, square cut ends, smooth cut ends. The grain of the wood is long and straight. This grain reduces friction during sharpening
making the sharpening task quick and easy.
Class. Describe any codes or other unique identifiers per the specific industry or organization to help further distinguish the product:
The material of the wood is carefully chosen incense cedar.
Product/Process Specification. Provide specific measurable definitions for each product characteristic identified above: Length to7”
+/-.030”, Ends cut square to body +/- 2 deg.
Evaluation Method. Describe how specifications of characteristics are evaluated, what the measurement systems are: Measurement
system is a go/no go gage used by the operator. The slat is set on the gage. If it is too long it will not go into the gage. If it is too short,
it will drop through the gage. The quality department will sample hourly with calipers and record for SPC. The square cut ends are
checked with a go/no go gauge. Operator will visually inspect each part for deformities.
Sample Size, Frequency of Inspection. Describe the sample, how it is derived, including devices used to inspect in a step by step
manner:
The operator will insert each piece into the go/no go gage. Quality Control will obtain a 5 piece sample per hour and check length
with calipers and end squareness with angle gage and record on SPC charts. The sample will then be returned to the finished parts
tote.
Analysis Methods. Describe the methods and systems used to analyze the sampled data, such as statistical, experimental, and so on:
The data from the hourly quality control checks will be entered into an SPC. The SPC program will create histogram and X bar and R
charts for review by the quality control department.
Reaction Program. Describe steps to be taken when product or process is found to be functioning inappropriately: The quality and
maintenance departments are to be notified when more than 2 consecutive parts do not pass the go/no go gage or the process is
showing out of control in the SPC program. The maintenance and quality techs will investigate the cause the non-conformity. Quality
will check the first 5 pieces after the problem has been found and corrected before the process is restarted.
Researcher
John Wise
Pam Neill
David
Harrison
Scott
Sowders
1. Project
objective (s)
written……
The project
objective is to cut
the pencil slat to
the correct length
and to eliminate
waste from the
process.
Project objective
is to identify and
eliminate waste in
the wooden slat
cutting process
which in turn
reduces cost. As
a team, our job is
to research the
process, develop
ideas and present
them to upper
management for
review.
Objective is to
minimize wastes
in our process cut
pencil slats to
required length.
Once wastes are
identified, we are
to analyze the
opportunity to
improve the
process.
Objective is to
develop and
maintain an
Ongoing Process
Control Plan for
the cutting
department’s
process of cutting
#2 pencils to
length.
2. Findings, analyses observed
as data, documentation in
SDA……
The OPCP defines the process
and parameters that control the
process. Internal and external
customers can look at the OPCP
to determine what our process
is and how we control it. This
can also be used to develop new
processes for a new product.
The OPCP is a detailed
description of how the process
works. It describes everything
from the process, sample size
and specification. It is a vital
tool in making sure the process
remains stable and cost
effective. This can be used for
training and should be available
to employees and customers at
all times.
The project is to
identify waste in
cost associated
with pencil slat
production. Then
4. PPARMP, ROLDA,
PPMTA relationships?
This table should be used for
training of all employees using
the trim saw and inspecting
after this operation. These are
all important steps in the
process of cutting the wooden
slat to length. There should be a
3 ring binder kept near the
operator station readily
available as a reference to
employees.
PPARMP is a tool used by
the team to document our
progress of our project.
Operators must continually
monitor charts from SPC
software for out of control
measurements. Any “bad” out
of control charts need to be
further reviewed by quality
assurance for methods to make
all product “in control”.
Manufacturing processes
should support these efforts.
QA department should
determine a way to inspect
more or all pencils to gather
more information for statistical
analysis. By reducing defects, a
higher quality and quantity of
pencil slats can be produced.
Product defects are directly
assignable to process conditions
such as:
Department should implement
a Preventative Maintenance
schedule to:
1.
2.
Poor quality cuts/
speed of cutting and
wheel wear
OAL discrepancies/
improper loading
Process conditions can be
improved upon as well as the
process itself.
Shawn
Myers
3. Conclusions,
recommendations in methods,
course outcomes……
The team has decided on the
process to be used for the
project and to streamline the
process of completing each of
the tools. The OPCP reflects the
input from all team members
for controlling the process.
OPCP identifies details
associated with the process.
Information contained on this
form will allow researchers to
gain knowledge in how the
1.
2.
3.
Sharpen or replace
cutting wheels before
wear can become a
factor.
Inspect cutting device
motor for condition
that may affect RPM’s
Check fixture and
calibrate fixture gauge
point.
Findings include the
identification of process and
how performed. Process is
manually performed on
machinery with minimal
. PPARMP will need to
change as the process is
developed and changes
are made. PPMTA is used
by team members to rate
the rest of the team.
PPMTA lets each team
member know how the
other members feel they
are doing or how much
they are contributing to
the project.
ROLDA is used to help us
learn the tools and see
how each tool is used in
industry.
PPARPM’s processes can
be further reviewed for
implementation
PPARMP- leadership
activity allows for team
members to stay focused
and know
responsibilities.
ROLDA – resources,
show knowledge gained
from topic research and
allow for engagement
PPMTA- assessment,
team members evaluate
performance.
ROLDA
PPARMP
opportunities for
improvement will
be identified.
process is run.
The objective here Information obtained and
analyzed in this form will allow
is to outline the
recommendations for
entire process,
improvement.
qualifications,
and methods in
detail. Steps are
explained so that
we all know the
exact process and
even find flaws or
make
recommendations
in some areas as
we see fit.
OPCP states the processes
William
The project
associated with the production
Myles
objective is to lay
process and also gives room for
out a way to limit
improvement.
the processes and
eliminate waste,
also to reduce
production cost.
Steps are to show
exact process and
recommendations
.
Compiler Portfolio Reflections, Summary Of Technical Work,
Assessment, Based On Individual Researcher Inputs:
The OPCP is an important document to record and control the
process. The OPCP needs to change as the process changes. It is a
good tool to use for future processes. The OPCP reflects the
process of cutting the wooden slat for # 2 lead pencils to the correct
length and was created from the input from the entire team.
automation assist with
load/unload cycles. Also visual
inspection performed by
operator. Automation may be
an option to improve
productivity. These are areas
for improvement.
The OPCP document is very
important in the stages of
product description,
manufacture, process, etc. We
can make changes to our
process control plan.
Vanessa
Malone
To find a way to test multiple or
all pencils in order to find and
gather information needed to
help improve the process.
The PPARMP outlines our
goals and future
progression.
The
PPMTA determine who is
putting forth their best
work as with who is
researching for the
ROLDA tables.
ROLDA
PPARMP
PPMTA
Compiler Reflections To Help Improve Quality Of Work In
Portfolio Based On All Individual Researcher Inputs:
The entire team is working together to complete the tools with
the streamlined process. The new process to complete the tools
is working well and needs to continue for the team to be
successful.
Continuous Documentation Tools (19-24) SDA-Standard Operation General Analysis (SOGA)
Compiler (s):
Researcher (s):
William Myles II
Team 2
Operation Description: Pencil slat length cutting
Team: 2
Phase: II
Tool: 2
Date: 11/06/05
Location: Cutting Department
Operator(s) John Doe
Team Members: David Harrison, Vanessa Malone, William Myles, Pam Neill,
Scott Sowders, Shawn Myers, John Wise
Part/Service: Wooden slat for #2 pencil
Other Pertinent Information:
1 shift per day operation/operator pay scale =$10.00 hr
General Operation Information
# Of Pieces 1600 per shift
Shift:1
Potential Waste Reductions/Analysis
Create
Symbol
Step
Operation Procedures Description
Load pencil into cutting device, seat against gauge
1
Time
5 sec
Other/Remarks
-Currently a manual operation
-Add automatic loading device
Cut Pencil to Length, operator press start
2
3 sec.
Unload Pencil from cutting device
3
5 sec.
Visual inspection for square cut and length of 7” +/- 1/32”
4
5 sec.
-Need operator to press start
-Use cameras/lasers to recognize
part present, automatic cut
operation
-Eliminates need for operator
-Currently a manual operation
-Add automatic unload
-Potential for human error
-Add camera/laser inspection,
more precise, reliable and quick
Process/Functions To Be Improved – How?
1. Add automatic loaders and unloaders for wooden slat. Eliminates need for employee
2. Automatic cutting process, part to be recognized with camera/laser. Eliminates need for
employee
Other:
3. Inspection by camera/laser. Eliminates human error, employee and time.
General Summary Of Findings: Pencils are manufactured well but costs need to be minimized by reducing cycle time and employee
costs
Relationships To Cost, TAKT, SPC Or Other Data—With Charts/Forms Attached/Imbedded/Provided: Histogram attached
Total Cycle Time: 18 seconds
Potential Waste: 10%
Pencil Slat Length
70
60
50
40
30
20
10
0
6.95 6.97 6.99 7.01 7.03 7.05
Length (In.)
Researcher
Pam Neill
1. Project
objective (s)
written……
Project objective
is to identify and
eliminate waste in
the wooden slat
cutting process
which in turn
reduces cost.
2. Findings, analyses observed
as data, documentation in
SDA……
This process has potential of
becoming more efficient. By
eliminating the human error,
the parts may be loaded more
accurately, inspected more
thoroughly and unloaded more
quickly. By changing these
items, the company will save
money and eliminate much
waste. The waste includes time,
money and product.
3. Conclusions,
recommendations in methods,
course outcomes……
The items discussed for
potential change would cause
minimal down time and the cost
will be minimal compared to
the time and waste savings. I
recommend we take immediate
action to pursue this change in
process. There is no risk
involved and the competition is
getting tight. Our competitors
are using state of the art
equipment and are able to make
their products cheaper. We
need to be able to decrease costs
4. PPARMP, ROLDA,
PPMTA relationships?
PPARMP
ROLDA
John Wise
Project objective
is to eliminate
costs associated
with waste in the
cutting of the
wooden slat for a
pencil.
Automating the equipment
could reduce waste by 10% by
shortening the cycle time
associated with loading,
unloading, and inspection.
Shawn
Myers
Project objectives
is to eliminate
costs that are not
essential to the
product. Then
we will discuss
opportunities for
improvement.
Vanessa
Malone
Project objective
is to identify the
process and
critique it. We
can make changes
to the process or
keep it the same
depending on the
severity of the
problem.
To develop and
analyze the
process flow
chart for
cutting#2 pencils
to length, with a
goal of process
improvement at a
cost reduction.
Opportunities for cycle time
reduction are in the load and
unload operations. Another
opportunity could be to
eliminate visual inspection and
replace with an electronic gage
or go-no go gage inline with the
unload process in exit chute (if
available).
We could increase production if
we can get a machine that will
load and cut more than on slate
at a time. This will drastically
increase production rates.
Scott
Sowders
To insure that a square cut in
achieved, the operator must
load the pencil into the cutting
device properly. Seating pencil
to the positive stop is very
critical. Blade wear in vital to
the quality of the cut.
to compete.
The cost to automate the process
can be overcome by the
potential savings of the
elimination of a person and
scrap associated with the
manual process.
Recommendation is to automate
the entire process.
Automating the inspection
process will cut out the entire
visual operation by integrating
this into the unload cycle. Other
opportunities are available in
the unload, load cycles with
automation integration.
PPARMP and ROLDA
PPARMP
ROLDA
A machine that will double
production will be beneficial to
our process and decrease
manual labor.
The PPARMP outlines
our goals and future
progression.
The
PPMTA determine who is
putting forth their best
work as with who is
researching for the
ROLDA tables.
Build a better fixture, one that
assures that the pencil can only
be loaded in a manner that
ensures proper end gauging,
while decreasing the load and
unload times
PPARMP- leadership
activity allows for team
members to stay focused
and know
responsibilities.
ROLDA – resources,
show knowledge gained
from topic research and
allow for engagement
PPMTA- assessment,
team members evaluate
performance.
PPARPM should be
consulted to review issue
with team members and
leader.
Automatic loading should be
By reducing the cycle times for
Project objective
the first and easiest
each step in the process, we
is to review steps
improvement to see a quick
have a great opportunity to
of process for
increase our production rates by return on investment
process
considering improvements
improvement by
recommended.
analyzing each
step in the
process.
ROLDA
The first steps that should be
William
Our objective is to Not only by reducing
PPMTA
changed are to use more
production time but also
Myles II
analyze and
PPARMP
machines in the process which
making sure each cut is a high
determine steps
quality cut, we should definitely will help improve quality in
in the pencil slat
every aspect.
reduce production time and
process which
increase production rate to
can help improve
improve efficiency of the slat.
production time,
cost and eliminate
wasted steps and
parts.
Compiler Portfolio Reflections, Summary Of Technical Work,
Compiler Reflections To Help Improve Quality Of Work In
Assessment, Based On Individual Researcher Inputs:
Portfolio Based On All Individual Researcher Inputs:
David
Harrison
The team agrees that we can eliminate waste and increase
production by improving the loading, unloading and inspection of
the wooden slat. Our team objective is to improve the wooden slat
cutting process. Each team member understands this table and
agrees on the improvements.
Individuals need to make sure they post their work in a timely
manner. We are a team and depend on one another for
information and timeliness. Our communication has become
strong over the last few weeks. Most people are participating
regularly. We need to work on the information being posted in
tools be accurate and alike.
Tool 19 SDA-Documentation System Design, Communication (DSDC)
General Use/Application: SDA focuses technical content and deliverables on project objectives, all associated with technological assessment
for improvement. All researchers on team complete the information below and submit to the compiler for finalizing in portfolio. When
completed, all researchers should be listed as contributing, detailing technical assessment issues, as reflections by all related to the SDA.
Compilers also develop reflections synthesized over time, based on inputs contributed by each, and their own review and reflections of the
team’s work. This also involves use of SDA-FACR (below) to determine findings, analysis, conclusions and recommendations (FACR)
ultimately merged into grand form format by compilers for inclusion in the final portfolio when compiled by team leadership. Persons not
contributing substantially at SDA’s, and FACR responses should have lower scores shown in PPMTA at final grand portfolio.
Compiler (s): Scott Sowders
Team: QS327 – Team 2
Phase: I
Tool: 19
Date: 9/2/05
Researcher
1. John Wise
Communication Method, Internal And
External Customers:
1. The internal communications for the
team involve the discussion board, chat
sessions, and e-mail. The external
communications are with the instructor
Dr. Sinn.
Toolkit/Blackboard Design Element,
How Does It Work?
1. The Blackboard works well for
doing the postings and the chats. It
has been difficult for this first tool to
understand what is needed on the
forms in the tool kit. Hopefully the
more we do the easier they will
become.
1. Blackboard in our simulated board
room, technical post area, and
general link to other team members.
How To Improve Professional
Relationships, Communication?
1. Communication should get better as the
team gets better organized and has a
project to focus on.
Scott Sowders
1. Most communication conducted
through e-mails, blackboard, and required
chat sessions.
David
Harrison
1. Internal communication to team
members takes place on BGSU
Blackboard and via chat sessions.
External communication to Dr. Sinn is
completed through posts on
Blackboard’s instructor forum and via
email.
1. Blackboard is a forum where a
topic/assignment is posted. Each
team member is responsible to
post and/or participate in a
discussion
1. Students can improve
communication by posting their
required information in a timely
manner.
Shawn Myers
1. Communication will be performed
through the use of e-mail and chat rooms.
Other forms of communication may
include use of the Blackboard system,
telephone, and/or face-to-face meetings.
1. Professional relationships will evolve
and improve through the use of chats and
email communication.
Vanessa
Malone
We have been posting are tables on the
Discussion Board in Blackboard. We are
beginning to have weekly chats where all
members will discuss issues, problems,
recommendations, etc.
1. Blackboard allows for a central
interaction point that allows the use
of e-mail, chat rooms, and forum
posts for communication. This
allows for more efficient interaction
of team members.
All team members complete the
toolkits/tables individually and then
post their tables on the Discussion
Board. After all tables are posted
they are compiled and reviewed.
Last, the compiled tables are later
compiled again by the team leader
into one Microsoft word document
containing all work, which is then
posted for the instructor to evaluate.
1. The way to improve relationships and
communications is to gain the respect
from other team members, by showing
respect and co-operation to all, and putting
forth the required effort to complete the
course objectives.
Recommendations I feel would improve
our relationship and communication skills
are to post on time, earlier if possible, ask
questions, participate in chat sessions and
put forth your best effort in all work for
the course.
Pam Neill
Communication between team members
(internal customers) will occur with the
used of chat sessions, emails, and
telephone and possible some personal
contact. Communication with Dr. Sinn
(external customer) will be with chat
sessions and emails.
William Myles
Our communication method will be
through the internet, e-mails, blackboard,
chats.
The toolkit for a first time user is
very confusing. In QS326 I was
almost completed with the course
when I realized what the class was
actually supposed to be about and
how to use the tools. The toolkit is
overwhelming and sometimes
confusing. Blackboard works very
well for communication and the
posting of documents. It also gives
you a chance to look at team
members work if you don’t
understand a particular table.
Blackboard is our online class room.
It is where papers are turned in and
announcements are made.
Communication can only be improved if
no one is participating. How our team is
working right now is working quite well.
The professional relationship comes with
age and time. I believe this team has some
age on it and has a very professional
manner. We are working very well as a
team.
The easiest way to help improve
professional relationships and
communication is through giving and
getting respect, making sure everyone gets
there work done in a timely manner, and
getting to actually know each other.
Identify How The Systems’ Design You Are Advocating Can Assist IN Tying Together PPDPOA, TPMSS, FACR, TRIRPA And Other Elements Of
Team Problem Solving And Improvement: These documents are building blocks to improving the process for this project.
Explain ISO/QS Characteristics And Other Necessary Entities To Be Possessed By Documentation And Communication Systems, Categorically,
Particularly Focused On Service Functions: ISO/QS requires documentation to be in place to control the process and quality of the product. It is
necessary for every member of the team to understand the quality policy and the process as it pertains to their work area, from management to the
worker on the line.
Using The Template At The End Of The Applications Complete A Cause And Effect Diagram Indicating Issues And Opportunities For Systemic
Documentation Relationships/Improvements, Particularly Focused On Service Functions: To be able to post the grand compiles on time, team
members need to post their individual documents in a timely manner. Chat sessions also need to be attended to keep in touch with the team and add
input to the project. Diagram on Page 2
Identify And Explain Why Your Organization Is Well Suited To The Documentation And Communication System Being Developed, Particularly
Focused On Service Functions: My company is a supplier in the automotive industry, so I am familiar with some of the ISO/QS documentation
requirements, although I do not deal directly with them. Some of this knowledge can used to help develop the documents used for this project.
Researcher
1. Project objective
2. Findings, analyses observed as
3. Conclusions, recommendations
4. PPARMP, ROLDA,
(s) written……
data, documentation in SDA……
in methods, course outcomes……
PPMTA relationships?
John Wise
A project has not
Communication is the key to any
Everyone needs to participate in the ROLDA can be used by
been selected at this team being successful. The first
chat sessions and try to get their
team members to gain a
time.
chat session took a while to get
postings in on time.
better understanding of a
organized and the team still needs
topic that another team
to used to working with each other.
member has chosen.
Scott Sowders
Initial project not
Group communication has been
Continue to develop our team
PPARMP- leadership.
yet determined,
good to this point; focus needs to
communications and professional
ROLDA – resources
now our focus is on
change from learning
relationships.
PPMTA- assessment
learning the
documentation to determining a
interlinings of the
project topic.
course.
PPARPM helps identify
Without excellent
Blackboard provides the
David
To understand
internal customer that
communication, objectives will
necessary tools to properly
Harrison
how proper
will require consistent
be difficult to achieve
communicate with our internal
communication is
communication.
and external customers
necessary both
internally and
externally.
PPARMP – Establishes
Improve communications by
Communication needs to be
Shawn
Communication
project background and
using chat room and message
embraced and improved to
Myers
among team
objectives.
board options available.
fulfill course objectives. This
members to
will also allow all team
establish project
ISOQSAOPP – Identifies
members to become engaged in
objectives and
project priorities
what may be a difficult course.
create a forum to
including communication
post and retrieve
issues.
materials to fulfill
project objectives.
PPMTA – Evaluates
individuals and teams to
identify opportunities for
improvement.
Vanessa
The objective of
Communication is essential in
I recommend that team members
This SDA states the
Malone
this SDA is to
teamwork, especially in an online
should not limit their resources to
importance of
encourage team
course. Our words and opinions
only the long form documents.
documentation. Some data
Pam Neill
William
Myles
members to make
use of email,
Blackboard,
Discussion Board
and chat sessions to
discuss, develop,
and/or improve
relationships and
communications.
must be clear and documented
when necessary.
Searching the web is another way
to obtain information.
We have not
currently
determined a
project to develop
over this course.
The objective of
this table is for Dr.
Sinn to receive feed
back on how well
we are
communicating and
how are the tools
being given to us
working.
Our initial project
is not yet decided.
Communication is the most
important part of this class. It can
not be stressed enough. Whether
through chats, emails or phone, we
need to be in constant
communication just as a team
would be in the real world working
on a project.
Keep the communication ties
strong. Make sure you attend chat
sessions and participate. We need
to work as a team to produce strong
project results.
Communication has been good so
far, although a project needs to
soon be determined.
Compiler Portfolio Reflections, Summary Of Technical Work,
Assessment, Based On Individual Researcher Inputs:
Overall, I feel the Technical work performed by the members who
submitted work was very good. The broad range of response
reflects the diversity of our group. Once our group decides on a
project topic, this diversity will bring many different ideas to the
table and allow for group success
will be documented in either
the PPARMP, ROLDA or
PPMTA documents. Again,
all must contribute to the
work load. Points are
distributed as a means to
inform all team members
who is putting forth the
necessary amount of work to
make this portfolio
successful.
PPMTA is all about effort
and communication. How
much effort are you putting
into the class? This will
show in your scores on this
table if you are not
participating.
We need to continue to
PPARMP/ ROLDA /
communicate with each other in a
PPMTA
professional manner.
Compiler Reflections To Help Improve Quality Of Work In Portfolio
Based On All Individual Researcher Inputs:
I feel that once we are set on a project, tables will be more
effectively answered and therefore, our quality of responses
should improve.
E-Mail
Independent
Postings
Not
correct
None sent
Not on
time
Not being
read
Do not
understand
Grand
Compile
Not
Family
time
Busy
during
Other
classes
Working
hours
Not
Participating
Time
Chat
Sessions
General Cause and Effect Analysis Diagram
Tool 19 SDA-ISO/QS Audit, Objective Prioritization Plan (ISOQSAOPP)
Compiler (s):
John Wise
Researcher:
Shawn Myers
Team: 2
Phase:
1
Tool:
19
Date:
March 17, 2006
Location:
Current Operation:
Tool 19 Completion Thread on BGSU
Performing functions pertaining to
Blackboard Learning System.
tool 19 including RCAs, SDAs,
discussion groups and message
board postings.
General Description Of Operations/Production Functions/Systems Being Assessed As An Internal Audit: Operations that have been
Organization Under Discussion:
Great Lake’s Pencils
proposed for the project will revolve around production and consistency. This should be finalized no later than tool 20.
ISO/QS Element (TS 16949
2002—Other Standard)
The TS 16949 2002 standards
in:
Process definition
Process improvement
Process measurement
Process control
Administrative
Organization Area/Function
Technical Description
Blackboard learning system.
Actual Audit Findings/
Preliminary Information
Findings will be documented
and organized in the various
tool RCAs and SDAs utilized
during this project.
Planning Statement Or Issue, Particularly As Associated With The Service Environment: As a team, to
efficiently decide on a project and to accurately achieve results in a timely manner.
Objectives Prioritized, 5 Being Highest:
5. Determine project for team.
Actions Required,
Recommendations For
Change
Identifying a project and
fulfilling all requirements for
the course to deliver a
complete and robust Phase II
assignment.
Criticality Level: HML
Where H = 5; M = 3; L = 1
Fac = Facility issues;
Cost = Cost issues
Time = Time issues
Pers = Personnel issues
Criticality HML
Fac
Cost
Time
Pers
1
4
5
5
4. Complete the 6 toolkits in a 16 week window.
1
4
5
5
3. Improve communication amongst team members.
1
3
5
4
2. Continuously update and develop the team portfolio.
1
3
5
4
1. Documentation that is standardized and consistent.
1
3
3
3
Problem Background:
For students taking a course such as this, the material and concept can
be confusing and overwhelming.
Task/Deliverable/Objective:
To complete the 6 tools and 2 phases in the 16 week
window that is required.
Resources? (Budget/Other Concerns)?
The resources are available, but the biggest opportunity is the
more experienced students and time.
Who Will Do?
Team 327 – Team 2
How Measured?
Dedication of the team and the
results of the Portfolio Outcome
Assessment Matrix (POAM).
Gantt Chart Showing Time/Task/Deliverable (Goal/Step/Objective) Relationships (Indicate Weeks/Days/Months: X = Weeks )
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
Task/Deliverable
1. Startup
X
X
2. Toolkit 19
X
X
3. Toolkit 20
X
X
4. Toolkit 21
X
X
X
5. Phase I
X
X
X
6. Toolkit 22
X
X
X
7. Toolkit 23
X
X
X
8. Toolkit 24
X
X
X
9. Phase II
X
X
X
X
4. PPARMP, ROLDA,
3. Conclusions,
2. Findings, analyses observed
Researcher
1. Project
PPMTA relationships?
recommendations in methods,
as data, documentation in
objective (s)
course outcomes……
SDA……
written……
PPARPM defines who
Any SOP can be reviewed with
This document will help an
David
To break the
and how will be working
this document on a yearly basis
individual “visualize” the
Harrison
objective down
on the objective.
or more often as required to
problem area by prioritizing the
into more
determine what improvements
issues into subcategories.
manageable subcould be made for the
categories and
department and organization
prioritize them
facility issues,
cost issues, time
issues, and
personnel issues.
Pam Neill
The objective of
This is a beneficial tool to have a An audit should be performed
What direction is the
John Wise
Shawn
Myers
Vanessa
Malone
Scott
this table is to
document
findings that are
wrong in an
organization or
process and how
to solve or
recommendations
on how to help
change. The
problems are
prioritized with 5
being the highest.
Each item is
looked at in how
it affects the
company in
regards to the
facility, cost,
personal or time.
This document is
used to audit the
process to
ISO/QS
standards and to
record any
corrective actions
that need to be
taken. The
corrective actions
are prioritized
and rated as to
how critical they
are to the process.
Complete 6 tools
(tools 19 - 24) and
2 phase
assignments that
are based on the 6
tools. Team also
to demonstrate
continuous
improvement
through
experience and
growth on this
project.
This audit is
essentially a
survey which
raises questions
about what we
are doing, why
we are doing it,
etc. It is an
evaluation or
assessment
process used to
determine the
degree of
adherence to
criteria or
standards.
Team project yet
person complete from outside
the particular process being
audited. An outside person will
see things that a person working
there everyday overlook. An
audit could help save the
company money or even save a
person’s life if the finding is
serious enough.
on a regular basis but should be
done randomly. The audit
needs to see the everyday
operations without being aware
of what is happening. People
may act differently, do things
differently or change things if
they know they are being
audited. You want to know
what is happening when know
one is looking.
project to take should be
stated in the PPARMP.
This direction will be
directly correlated to
every tool presented.
This document is a good follow
up tool after the audit has been
completed. The corrective
actions and recommendations
for improvement are recorded
to use as a checklist to improve
the process.
This document would be useful
if used later in the course after
the project has been selected
and the process and OPCP has
been established. Internal
audits are useful to a company
to make sure documentation is
kept up to date.
PPARMP is a document
that would be audited for
ISO/QS certification
Charts demonstrate the time
frame to accomplish
assignments in. This SDA also
utilizes a list of top 5 objectives
to identify opportunities based
on what issues are holding up
these objectives.
Team is currently engaged with
loads of potential. This will be
proven by the phase II
assignment. Also
communication needs to be
improved.
PPARMP establishes
overall direction and
objectives to accomplish.
Also identifies project and
establishes background.
The audit is focused on
assessing documentation
assembled to demonstrate the
effectiveness of the quality
management system.
Furthermore, the audit can help
prevent customer complaints by
discovering and working on
matters before they turn into
problems.
Audits provide baseline,
objective, data and information
for potential enhancements and
improvements as well as
dissatisfaction in data if that’s
the case. It will show our
progress whether it is good or
bad.
Data will be logged into
the PPARMP, ROLDA
and PPMTA documents.
Later this document will
be used to evaluate the
data collected in those
documents.
Document intended to be used
In order to use effectively, an
PPARMP- leadership.
by a quality representative for
to be determined.
process evaluation. Suggested
This will be used
changes for improvement will
in the future to
be made by auditors and
analyze our
reviewed by management for
process with
implementation.
intend on
identifying
troubling and
improvable areas.
This document is used to help
William
This document is
individuals see the corrected
Myles II
used to audit the
actions or actions that need to
ISO/QS process
be corrected.
and determine
whether any
corrections are
needed.
Compiler Portfolio Reflections, Summary Of Technical Work,
Assessment, Based On Individual Researcher Inputs:
The team has an understanding of what this document is to be used
for. The team has completed the first task of selecting a project and
successfully completed 3 of the 6 tools on time. The bottom 3 tasks
have been improving each week as the team develops.
Sowders
actual process must in place to
audit. Group should have
project identified in short order
for future analysis.
ROLDA – resources
PPMTA- assessment
This document will be more
useful after we determine a
project and the OPCP has been
started.
PPARPM will explain
who is doing a particular
job and how that job
should be done.
Compiler Reflections To Help Improve Quality Of Work In
Portfolio Based On All Individual Researcher Inputs:
Deadlines for individual postings need to be met to properly
compile the documents. Issues for anyone not being able to post
on time need to be communicated to the entire team.
Comments in the POAM for each tool need to be implemented
in the following tools.
Tool 20 SDA-Kaizen Cost Analysis (KCA)
General Use/Application: SDA focuses technical content and deliverables on project objectives, all associated with technological assessment
for improvement. All researchers on team complete the information below and submit to the compiler for finalizing in portfolio. When
completed, all researchers should be listed as contributing, detailing technical assessment issues, as reflections by all related to the SDA.
Compilers also develop reflections synthesized over time, based on inputs contributed by each, and their own review and reflections of the
team’s work. This also involves use of SDA-FACR (below) to determine findings, analysis, conclusions and recommendations (FACR)
ultimately merged into grand form format by compilers for inclusion in the final portfolio when compiled by team leadership. Persons not
contributing substantially at SDA’s, and FACR responses should have lower scores shown in PPMTA at final grand portfolio.
Compiler (s):Scott Sowders
Researcher (s):Scott
Team:2
Phase:1
Tool:20
Date:9-16-05
Sowders
Product/Process Under Discussion (include attachments such as Man Machine Analysis, SPC Data,
Current Operation/location: Cutting #2 Pencil
Time Studies, Other):Cutting process
/ Cutting department
Setup Time:5 minutes
Non-Value Added Time:15s
General Description Of New Targeted System/Method Being Proposed:
Changeover Time: dedicated
Other Suspected Wastes: excess
Build new fixturing to increase production and reduce scrap.
line
materials cut off
Defect Rate %:5%
Thru put Time:18s
Analysis Item
Current
Cost
Targeted New
Results (Time, Cost, Output,
Estimate
Method
Method
Other Improvements)
Daily Requirements
1600/day
.08/pcs
.05/pcs=$80.00/ .03 reduced cost per cut, reduce
=$128.00/day
day
scrape 20%
Shifts Per Day
1
Available Minutes/Day
(Shifts/Day X Hrs/Shift X 60 Min/Hr) - (Breaks +
Cleanup + Changeovers, Etc.)
Operating Rate %
(Avail Min/Day – Scheduled Downtime) / (Avail
Min/Day)
Scrap Rate %:
(1Shift/Day X 8
Hrs/Shift X 60
Min/Hr) - (20
min Breaks +
15
Cleanup=480mi
ns-35mins
=445 mins/day
(445 –35)/
445=.92x100
=92.1%
5%
Tact Required
(Min/Piece) (Avail Min/Day
(.3) (445
X 92) / [1600 X
1
35mins=116pcs
lost production
=$11.67
potential
revenue
(1Shift/Day X 8
Hrs/Shift X 60
Min/Hr) - (20
min Breaks + 0)
=480mins20mins
=460 mins/day
20mins=66pcs lost production
=$6.67 potential revenue
7.9% of
potential
(460 –20)/
460=.956x100
=95.7%
16pcs/day X
$.10
=$1.60
(.25) (460
X 96) / [1600 X
3.6% increased up time
80pcs/day X
$.10
=$8.00/day
Scrape reduced by 20%
X Op Rate) / [Daily Req. X (1 + Scrap Rate)]
(1 +
5%]=122.82/16
80
=.07
n/a
Slowest Pace Time (Min/Pc)
n/a
Output/Hr
(Pcs/Hr) (60 Min/Hr) / (Slowest Pace Time)
200
240
# Of Ops
1
1
Output/Op/Hr
(Pcs/Op/Hr) (Output/Hr) / (# Of Op)
200
240
Line Balance
(Op1 + Op2 + …. Op n) / (# Of Op X Slowest Op)
n/a
(1 +
4%]=110.40/16
64
=.06
n/a
n/a
n/a
n/a
n/a
Productivity % (New Output/Op/Hr –
Old Output/Op/Hr X 100) / (Old Output/Op/Hr)
Researcher
(240-200)x100/200
=20%
1. Project objective
(s) written……
To compare current
process cost
analysis with the
new alternative
process costs.
Determine how
much the new
process can save
the cutting
department.
2. Findings, analyses observed as
data, documentation in SDA……
Proposed fixture upgrades and
quality instrumentation will benefit
the cutting department in several
different ways.
1.) 3.6% increased up time
2.) 20% reduction in scrap
3.) 20% increase in
productivity
3. Conclusions, recommendations
in methods, course outcomes……
Recommendation is to purchase the
new cutting fixture and go/no-go
gauge for the cutting line. Continue
to analyze the operation with a
focus on automation for further cost
savings
Pam Neill
To eliminate waste
and money in the
cutting of the
wooden slat for the
#2 pencil.
By improving this process alone,
productivity can be increased. This
increase in productivity can be
completed in the same amount of
time.
John Wise
The objective is to
identify and reduce
the costs associated
with cutting the #2
wood pencil slat to
length
Project objective is
to identify
processes involved
with manufacturing
#2 pencil slats.
Once this is
identified,
improvements to
the processes to
reduce cost and
improve quality
will be
implemented.
To review process
of cutting pencil
slates to length
Reducing scrap and increasing the
production rate will increase
revenue by $63.00 / day for the
company without increasing the
production time
Recommending the automatic
loading and unloading of the slat
and inspection by laser to improve
not only the scrap rate but also the
output rate of slats in the same
amount of time. This will save the
company money and will allow
employee commitment to other
parts of the facility.
Adding automatic load and
unload/measuring equipment will
improve production.
Scott Sowders
Shawn Myers
David
Harrison
4. PPARMP, ROLDA,
PPMTA relationships?
PPARMP- leadership
activity allows for team
members to stay focused
and know
responsibilities.
ROLDA – resources,
show knowledge gained
from topic research and
allow for engagement
PPMTA- assessment,
team members evaluate
performance.
Each SDA is required for
each tool.
These are used for all tools
to provide leadership,
understanding, and ratings.
Opportunities need to be identified
to improve #2 cedar slat
production. This production is
hampered by the shaping operation,
which is a bottleneck for the entire
production process.
Implementation of the shaper
retrofit will allow for a significant
capacity improvement.
MAACE
We found that small savings
throughout the process can build to
significant savings.
Implement changes that reduce
cycle times to increase available
production hours.
Process flows can help
determine if the process is
efficient and if costs can be
After observing the variance in
Project objective
the numbers it is obvious we
here is to identify
need to improve quality
how many
production of Brazilian pine
detective slates
pencil slates. If cutters are
are produced
sharpened everyday on the 3rd
with
manufacturing #2 shift I feel that the quality of the
pencil slats. After cuts will improve drastically.
reviewing the
results we can
then work toward
changing the
process or
maintenance of
machines to
reduce the
number of
defective pencil
slates produced.
William
Our project is to go
Using the different numbers we
Myles
through the pencil
found that small savings will be
slat production
made which will eventually turn
process of a #2
into larger savings.
pencil and figure
out ways to refine
the process by
using shorter steps
and reducing the
production cost.
Compiler Portfolio Reflections, Summary Of Technical Work,
Assessment, Based On Individual Researcher Inputs:
Overall, I feel the Technical work performed by the members who
submitted work was very good. The broad range of response
reflects the diversity of our group. Once our group decided on a
project topic, the creative thinking process went into full speed
ahead. I feel at this point we are well on our way to a successful
project.
Vanessa
Malone
We should all come to an
agreement about how often the
cutters should be sharpened to
reduce the number of defective
cuts.
We should review which cutters
should be used and how often in
order for us to reach the maximum
profit.
reduced
The PPARMP outlines
our goals and future
progression.
The
PPMTA determine who is
putting forth their best
work as with who is
researching for the
ROLDA tables.
PPMTA
ROLDA
PPARMP
Compiler Reflections To Help Improve Quality Of Work In Portfolio
Based On All Individual Researcher Inputs:
All submitting members show a good understanding of the
KCA table, each member brought a different view to the project
and it shows the technical awareness that the group as a whole
shares. As we move forward we can strive to improve our
reporting. With each tool confidence is gained, allowing for a
more complete report.
Tool 20 SDA-Methods Analysis And Cost Estimates (MAACE)
Compiler (s): John
Researcher (s): John
Wise
Wise
Operation/Process: cutting the #2 pencil slat.
Team: 2
Product/Component Under Discussion: wooden slat/trim
saw/inspection/loading/unloading
Phase: I
Weight Issues:
Storage and Contract:
Preparation:
Aesthetics/Market Appeal:
Availability:
Date: 9/15/05
Location: trim saw
Persons Interviewed: process engineers/operators
Current Processing/Other Pertinent Information Reviewed/Analyzed: Using out of
date trim and inspection products.
Maintenance Costs:
Transport and Handling:
Service Requirements:
Processing Capability:
Tool: 20
General Focus Of Study: to reduce the time of production
process and also improve on the quality and cut the buying
cost.
Cost Estimates And Methods, Comparison
Current Method
Proposed Method
Potential Savings
Potential Cost
1 per year
2x per year
$0.00
$500.00 yr
By hand/tow motor
Conveyor load/unload
$18,000.00
$10,000 initial cost
As needed
As needed
$0.00
$0.00
37 per hour
50 per hour
$35,000.00 yr
new lasers for
inspection $5,000 initial
Training $800.00 initial
n/a
n/a
n/a
n/a
Crates on pallets
Remove w/conveyor
Replacement crates
$0.00
$2500.00
system
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
Others As Defined:
Running
Downtime
$800.00
Column Totals:
$55,500.00
$17,100.00
Summary Interpretations Observations: By updating this machinery and process, we have a potential of saving up to $60,000 per year. The initial
cost is much less than the savings. There would only be 2 down days and we could run on a Saturday to make up for the loss time. This should be a
priority due to the savings and increase in production.
Issues/Functions To Be Improved?
How To Improve?
Who Will Do?
1.Loading and unloading of material
Add conveyors to bring
material in and take out
Subcontractor
When
Completed?
4/1/06
2.Inspection of length of slat
Lasers
Subcontractor
5/1/06
3. Training
8 hrs training
Process engineer
4/2/06
Other Observations?
Modifications to existing
machinery may be
necessary
This will need to be
complete after the
conveyors are installed
Training must be thorough
and must be emphasized
how important it is.
Identify And Attach Other Pertinent Inspection Information, Or Related Data: n/a
Researcher
Shawn Myers
John Wise
Pam Neill
Vanessa
Malone
David
Harrison
1. Project objective
(s) written……
Project objective is
to identify
processes involved
with manufacturing
#2 pencil slats.
Once this is
identified,
improvements to
the processes to
reduce cost and
improve quality
will be
implemented.
The objective is to
identify and reduce
the costs associated
with cutting a #2
wood pencil slat to
length.
To eliminate waste
and money in the
cutting of the
wooden slat for the
#2 pencil.
After reviewing the
results we can then
work toward
changing the
process or
maintenance of
machines to reduce
the number of
defective pencil
slates produced.
We decided to
replace old PLC
devices with new
up-to-date ones and
we decided to
replace old cutters
with thick, sharper
ones.
Review process of
cutting pencil slats
to length to find
improvements and
2. Findings, analyses observed as
data, documentation in SDA……
Findings in this SDA involve the
Shaping operation for the #2 pencil
cedar slat line. The findings
demonstrate that the equipment is
inefficient and maintenance needs
to be improved. Also packaging
improvements may be needed.
3. Conclusions, recommendations
in methods, course outcomes……
The findings identify opportunities
for improvement by retrofitting the
machinery, improve maintenance
programs and utilize reusable
packaging.
4. PPARMP, ROLDA,
PPMTA relationships?
SOGA
Support cost associated with the
recommended changes will still
result in an overall saving to the
company
The recommendation is to install
the auto load and unload/inspection
equipment.
These are used for all tools
to provide leadership,
understanding, and ratings.
Findings show that there is
sufficient evidence that there is a
large enough cost savings to
implement new equipment and
eliminate processes. Productivity
will increase with the addition of
loading and unloading conveyors
The SDA allowed us to actually
change old procedures as well as
update machine tools. I feel the
results from this new equipment
will decrease defective slates,
therefore reducing waste.
Recommendations include the
addition of loading and unloading
conveyors, laser inspection of
length and significant training in
operation and maintenance.
All 3 SDA’s are required for
each tool
The findings identify opportunities
for improvement.
The PPARMP outlines our
goals and future progression.
The PPMTA determine who
is putting forth their best
work as with who is
researching for the ROLDA
tables.
The findings indicate it would be
very profitable to invest in this
loading and scanning technology
for the pencil slat cutting operation
Initiate the purchase of the
proposed equipment for installation
in Q1 2006
PPARPM should be
consulted to review issue
with team members and
leader.
Scott Sowders
savings
Objective is to
analyze and
estimate our current
process methods
and costs and
compare with the
new proposed
methods. Compare
potential savings
with potential costs.
Analyses observed demonstrated
that the cutting department’s
current methods can be improved
by the proposed new fixturing and
quality instrument.
1.
2.
3.
4.
Recommendation is to purchase the
new cutting fixture and go/no-go
gauge for the cutting line. Continue
to analyze the operation with a
focus cost reductions.
higher production
greater uptime
machine availability
increased quality of cuts
William
Myles
Our project is to
Newer products and more
review the steps in
technology will produce more
producing #2 pencil quality cuts which will shorten the
slats and find ways
production time which is what our
to shorten the
project is about therefore, that
production process
would be a good way to improve
and reduce
the process.
production and
buying cost.
Compiler Portfolio Reflections, Summary Of Technical Work,
Assessment, Based On Individual Researcher Inputs:
The team has a good understanding of the project that was chosen and the
application of the MAACE document to the project. The team feels that
automatic loading, unloading, and inspection in this process will cut costs
and improve productivity. The team is communicating and working
together to make this project a success.
One conclusion is to include the
automatic load and unload
inspection devices.
PPARMP- leadership
activity allows for team
members to stay focused
and know
responsibilities.
ROLDA – resources,
show knowledge gained
from topic research and
allow for engagement
PPMTA- assessment,
team members evaluate
performance.
PPARMP gives a brief
overview of our goals, while
PPMTA gives an overview
of who is doing well and
who is doing not so well.
Compiler Reflections To Help Improve Quality Of Work In Portfolio
Based On All Individual Researcher Inputs:
Most of the team posted their individuals early which helped complete
the compiles early. The team captain sent reminder e-mails about
deadlines and extra chats kept the team in contact to answer any
questions anyone had. These should continue to keep the team on
track.
Tool 21 SDA-SOP And Takt Analysis (SOPATA)
Compiler (s): William
Myles II
Researcher (s):Team 2
Team: 2
Operation/Process: Pencil Slat cutting
Reason For Analysis: Reduce costs associated with cutting process
Other Pertinent Information:
General Operation Information
Proc Symb
Step
Operation Description
1
Load pencil slat into cutting device,
seat against gauge
2
Cut pencil slat to length, operator
press start
Totals
Phase: 2
Tool: 21
Date: Oct. 3
2005
Location: Huron, OH
Individuals Interviewed: Machine Operator
# Of Pieces:40
Part: Pencil Slat
Distance
Man.
Proc.
Capacity
Potential Waste
Work
Work
Time
Reductions
Ft.
In
Hr
Min
WIP Cyc T Other
.
.
.
.08
10%
min
.05
min
10%
.13
min
General Interpretation Of Findings Based On Ongoing Improvement In Product: An Example Provided Requires Addressing
Operations 5 And 4 To Get A Better Balance. Also Note That This Analysis Does Not Account For Handling Time, Storage, WIP And
Related Issues.
Identify Time In
Seconds, Minutes
1
Or Hours.
0
Color The Values
In To Provide A
Bar Graph
9
8
7
6
5
4
Seconds
X
3
Minutes
2
Hours
2
3
4
Unload Slats
Inspect Slats
1
Load Slats
Operation
Identify each operation
in order of occurrence,
listed in the spaces to
the right.
Cut Slats
1
5
6
7
8
9
10
11
12
13
14
TAKT Time = 5+3+5+5 = 18 sec.
Total Operations Time = 18 Seconds
Total n Operations = 4
Operations To Be Combined, Eliminated Or Improved—How?
1. Operation 1 is manual and should be analyzed for automation.
2. Operation 2 can use cameras/lasers to recognize part present,
automate cut operation
Current TAKT Time = 18 Seconds
3. Operation 3 is manual and should be analyzed for automation.
TAKT Target Time = 16.2 Seconds
4. Operation 4 could add camera/laser inspection, more precise,
reliable and quick
Attach Flow Charts, Facility Layouts, Man Machine Analyses. 5.
TAKT Time Is Calculated Where OpT Represents The Time For Each Operation Summed And Divided By The Number Of Operations (n)
In The example Given TAKT Is Found By Adding 7 + 8 + 6 + 5 + 9 + 7 + 6, All Minutes.
Process/Functions To Be Improved Or Eliminated?
How?
By Who?
When?
1. Operation 1
Automate Loading
Team 2
Qtr 1 ‘06
2. Operation 2
Implement cameras and automate
Team 2
Qtr 2 ‘06
cutting
3. Operation 3
Automate Loading
Team 2
Qtr 1 ‘06
4. Operation 4
Implement camera inspection system
Qtr 3 ‘06
Actual TAKT Time (Grand Average Of All Process Times): 18 Seconds
Targeted TAKT Time (Identify The Best Case Time Projected, Or Goal, For This Grand Average Of All Times): 16.2 Seconds
Potential WIP Waste (Identify Any Specific Work In Process Waste Opportunities For Reduction—Not Covered Elsewhere):
Others Possible Savings (With Explanation):
Total Estimated Savings (With Explanation): Estimated 10% improvement through implementation of recommended improvements
Recommendations From Study (Provide A Detailed Listing For Future Follow Through In Various Ways—Including Shown Below):
Functions To Be
Improved?
1.
Researcher
David
Harrison
How To Improve?
1. Project
objective (s)
written……
Purpose of this
SDA is to indicate
processes in need
of improvements
and identifies
who, when, and
how the process
can be improved
Who Will Do?
2. Findings, analyses observed
as data, documentation in
SDA……
This document relates to SOGA
in identifying cycle times and
opportunities for improvement.
When Completed?
3. Conclusions,
recommendations in methods,
course outcomes……
By analyzing suggested
improvements, we can benefit
by achieving a 10% gain in
production
Other Observations?
4. PPARMP, ROLDA,
PPMTA relationships?
PPARMP should be
consulted to review issue
with team members and
leader.
Pamela Neill
John Wise
Scott
Sowders
William
Myles II
Project objective
is to identify and
eliminate waste in
the wooden slat
cutting process
which in turn
reduces cost. As
a team, our job is
to research the
process, develop
ideas and present
them to upper
management for
review.
The objective is to
identify and
eliminate waste
associated with
the cutting to
length of wooden
slats for #2 lead
pencils.
The objective of
this SDA is to
evaluate the
cutting process
and eliminate any
and all sources of
waste, increase
production, and
improve process.
The objective of
this SDA is to
determine,
evaluate and
eliminate the
wooden pencil
slat production
process. These
particular jobs are
being done to
reduce
production cost.
Vanessa
Malone
The objective of
this SDA to
improve by
eliminating
waste, all waste.
This tool works in coordination
with SOGA. It identifies the
same process times, operations
and improvements. The only
difference is the visual of the
colored bar chart.
It would be in the best interest
of the company to follow
through with the recommended
improvements. There would be
a savings of around 10% for this
process alone.
PPARMP, ROLDA and
PPMTA are used to help
the team to continue and
improve and used for
guidance.
This document studies the
process as related to time and is
related to SOGA. The study
shows a possible savings of 10%
in the amount of time necessary
to cut the slat.
Recommendation is to proceed
with the improvement
suggestions to reduce the cycle
time of this process.
PPARMP and PPMTA is
used to identify
leadership and team tasks
and for rating of team
members.
This document is very similar to
the SOGA it used for cycle time
evaluations and analysis of
improvement opportunities.
Focus on reducing load and
unloading times. Bringing these
times down closer to the cutting
time will increase productivity.
PPARMP- Leadership,
initiates team focus.
ROLDA – Resources
show how tools are used.
PPMTA- assessment of
team participation.
This tool resembles the SOGA a
lot. They both deal with time
management and cycles. They
also focus on operations and
improvement of the process.
This SDA is also identifies
process times which is basically
another way to format the
similar information in the
SOGA table. Here is another
angle to look at to continuously
improve.
Compiler Portfolio Reflections, Summary Of Technical Work,
Assessment, Based On Individual Researcher Inputs:
Based on the postings of everyone in our team, we have all agreed
on one project objective which is to identify and eliminate waste in
the wooden pencil slat cutting process. Because waste will be taken
out, that will also reduce production cost which in turn will reduce
buying cost.
The best decision to make
would be to just use the
recommended improvements.
It would benefit us the most
instead of using other methods
of improvement.
The PPARMP, ROLDA,
AND PPMTA are used to
identify the team leader,
and talk through any
problems within the
team.
We should carefully look over
these documents to determine if
the process needs revising in
any way to increase production
and eliminate problems.
All are important to
illustrate whose doing
what, what needs to be
done and ensuring all are
researching.
Compiler Reflections To Help Improve Quality Of Work In
Portfolio
Based On All Individual Researcher Inputs:
As long as our team keeps making the improvements that we
have been making then everything will go well. We need to
carefully continue to look over the documents and make sure
they are all done correctly.
Tool 21 SDA-Time And Method Analysis (TAMA)
Compiler (s): William
Myles
Process
Dist
Symbol
In Ft.
Researcher (s): Vanessa
Team: 2
Time In Minutes X 5 Observations
Ave.
Time
.07
. .07
.08
.09
.08
.08
1
.05
.05
.05
.05
.05
.05
1
.
02
.02
.02
.02
.02
.02
1
.03
.03
.03
.03
.03
Phase: 1
Tool: 21
Process/Method
Description
Remarks/
Observations
Cost
Est.?
Pencil slat manually loaded into
cutter by machine operator
Slats are inserted
to corner backstop
to assure they are
kept square
$6/hr
Slates are cut to length using
two push buttons to assure
operator is safely out of the
way.
Slates slide down
the shut and into
a bin for
inspection
Pencil slates slide down into a
bin
Unloading takes
place here
$6/hr
Screen will flash
green if length is
acceptable and
red if its
unacceptable
$6/hr
3
.17
.17
.18
.19
Foreign Elements (Breaks, Interruptions)
1. Interruptions occurring if a machine malfunctions
.18
Be sure to take
accurate
measurements for
better quality
$24/hr
$6/hr
.03
Slats are inspected for proper
length on the measuring table.
Measured length is
automatically loaded into the
SPC program by pushing a
button
Totals/
Summ.
Date: 9/29/05
.18
Time
?
?
These steps are taken to
produce a 7” long pencil slat
that is lacquered and ready to
be sold.
Associated With Which Method?
How To Improve?
Depending on the severity of the
problem it could take longer to
fix.
We can schedule times
when maintenance can
regularly check a machine to
make sure its working
properly to reduce the
possibility major problems
with operation
2.
General Process/Functions To Be Improved Or Eliminated?
1. Shaping process is the bottleneck – need to find improved cutters with
more production capability
2. Possibly try to combine 2 processes?
How?
We should research to find
other cutters that will produce a
better cut
Basically we’d have to try a few
different setup to see if we can
reduce processing time
Possible Savings?
We could save time
“touching-up” the
edges
We could save time
simply by making this
process shorter and as
a result produce more
pencil slats.
Actual TAKT Time (Grand Average Of All Process Times): .18 seconds
Targeted TAKT Time (Identify The Best Case Time Projected, Or Goal, For This Grand Average Of All Times): 16.2
Potential WIP Waste (Identify Any Specific Work In Process Waste Opportunities For Reduction—Not Covered Elsewhere): Loading
of wood – use automatic loads
Others Possible Savings (With Explanation): shortening the production process by combining two steps into one; we will as a result
produce more pencil slates in the same amount of time
Total Estimated Savings (With Explanation): We will save because we will have profited more- increase in production
Recommendations From Study (Provide A Detailed Listing For Future Follow Through In Various Ways—Including Shown Below):
Inspection – use lasers or cameras, largest waste reduction
Loading of wood – use automatic loads
Improve fixturing for faster load and unload, and for more consistent lengths/ new fixtures
Load and cut multiple pencils at a time/ new fixtures and larger cutting wheel
Issues/Functions To Be
Improved?
1. Inspection
2. Loading
Researcher
Vanessa
Malone
Scott
Sowders
Shawn
Myers
Pamela Neill
How To Improve?
Use lasers or cameras
instead of workers
Automatic
Who Will Do?
When Completed?
Digital camera, a
sensor
A machine
As soon as materials
are cut
As one slat is being cut
the next slat is loading
into the cutter
3. Conclusions,
recommendations in methods,
course outcomes……
This will help us perform to the
highest of our ability in quality
and quantity.
1. Project
objective (s)
written……
The objective of
this form is to
review the steps
taken to cut a
pencil slat and
evaluate the
effectiveness,
timeliness and
quality.
The objective is to
document and
evaluate the
cutting process
for the #2 pencil
with the goal of
cost reduction
through
elimination of
any and all waste.
2. Findings, analyses observed
as data, documentation in
SDA……
Based on the information
provided we can determine if
the process needs tweaking for
improvement or maybe even
change steps in the process
where we see fit.
Once documented, the process
can be monitored and studied
for things like:
1.
eliminations of
motion
2.
non-value added
operations
3.
line balancing
4.
human error
Analysis of this document will
assist the team in making
decisions that will help in
achieving our goals of process
improvements and cost
reductions.
Project objective
is to identify
processes
involved with
manufacturing #2
pencil slats. Once
this is identified,
improvements to
the processes to
reduce cost and
improve quality
will be
implemented.
Project objective
is to identify and
eliminate waste in
the wooden slat
cutting process
which in turn
reduces cost. As
a team, our job is
to research the
process, develop
The information contained on
this SDA looks at each step of a
process and identify waste
associated with the “human”
element in the process.
Conclusions identify
improvements with use of
automation and in process
gages to fulfill quality
requirements and reduce
operation time.
There appears to be too much
time taken to cut (1) wooden
slat. The complete process takes
over 2 minutes. By
documenting this process we
can evaluate where to eliminate
time, motion and employees.
The process takes to long and is
not cost efficient. Each step
needs to be analyzed to
determine what can be done to
cut cost and time. Can we add
automatic loaders and
unloaders, add automatic
inspection cameras or automate
the whole process? These are
options we need to look at in
Other Observations?
N/A
This will ensure that our
process is continuous
with no interruptions.
4. PPARMP, ROLDA,
PPMTA relationships?
The PPARMP outlines
our goals and future
progression.
The
PPMTA determine who is
putting forth their best
work as with who is
researching for the
ROLDA tables.
PPARMP- leadership
activity allows for team
members to stay focused
and know
responsibilities.
ROLDA – resources,
show knowledge gained
from topic research and
allow for engagement
PPMTA- assessment,
team members evaluate
performance.
PPARMP
ROLDA
Each tool is continuous
thru out the project. They
are used to document the
history of the project,
evaluate our work and
see how the tools are used
in the real world.
determining the best process for
ideas and present
a lean manufacturing
them to upper
environment.
management for
review.
PPARPM’s processes can
This document should be used
The addition of a manual
David
Objective is to
be further reviewed for
to establish a team to analyze
loading system would have a
Harrison
minimize wastes
implementation
cost savings by adding a
large impact on the cutting
in our process cut
automatic loading system and
process. Also need to evaluate
pencil slats to
the setup process to determine if revue what’s involved in setting
required length.
up the cutter.
there are any wastes currently
Once wastes are
built into the process.
identified, we are
to analyze the
opportunity to
improve the
process.
PPARMP is used to
Each step needs to be looked at
John Wise
The objective is to The process time to cut the slat
develop team tasks and
more closely to determine if
is 18 seconds. Time can be
identify and
leadership and to
automating the process will
saved by automating the
eliminate waste
determine direction for
save time and money.
process for loading, unloading,
associated with
the team.
and inspection.
the cutting to
length of wooden
slats for #2 lead
pencils.
PPMTA
Each step needs to be evaluated
The loading and unloading
William
Our team
ROLDA
and possible re evaluated in
process will be cut short if we
Myles II
objective is to
were to add a loading system. It order to save time and money in PPARMP
reduce waste in
the production process.
will eliminate some of the time
the production of
which will usually be 18
pencil slats and
seconds
also reduce the
cost to buy the
pencil by
reducing
production cost.
Compiler Portfolio Reflections, Summary Of Technical Work,
Compiler Reflections To Help Improve Quality Of Work In
Assessment, Based On Individual Researcher Inputs:
Portfolio Based On All Individual Researcher Inputs:
We all have reviewed the process, which is very simple and
We all feel that we can reduce the overall time. We may
productive. Currently we are concerned with reducing waste and
combine two steps. We’ll discuss this at the next chat.
improving the process time for production per pencil.
Tool 21 SDA- (GCA)
Compiler (s): David
Researcher (s):
Harrison
Team 2
Operation/Part: #2 pencil production line
Team:
Phase:
QS 327 – Team 2
1
Process Location: Huron, Ohio
Tool:
21
Date:
9/29/05
General Use/Application:
1.
Study examples and general information below, after reviewing content and discussions in long and short forms.
2.
Identify all necessary costs associated with product as part/unit costs.
3.
Calculate the Break Even Point (BEP) and Profit or Loss (P or L) based upon team’s project.
4.
Calculate Payback (PB) In Percent based upon team project figures.
Part/
Materials/
Operation Or
Specifications/
SubTotal
Dir.
Ind.
Other
Unit Costs
Components
Function
Related Information
Unit
Unit
Cost
Cost
Costs
Cost
Cost
$ .32
$ .13
$ .17
20000 units per day
$ .04
$ .42
$ .03
$ .01
$ .01
250 scheduled work days
5 day/week standard operati
Column
Grand Totals
Total
Part
Costs
$ .51
Cost Descriptions:
(Profit) +(Cost Of Production, Sales Cost)
Break Even Point (BEP): where income equals expense.
Payback (PB) In Percent
BEP = FC/(SIU – VCU)
CI/ITC = PB
Fixed Costs (FC): Taxes, Interest, Utilities.
Cash Inflow (CI), Labor savings +Scrap, reject savings (others)
Variable Costs Per Unit (VCU): Material And Labor (also called direc Initial Total Cost (ITC) Cost of system (shipping, setup, training, etc.)
Sales Income Per Unit (SIU), revenue generated.
Sub Unit Cost, Various Parts Or Costs.
Indirect Costs, Support Services Such As Sales, Engineering, Quality Total Unit Cost, Multiple Sub Units Can Be Summed As A System.
Example profit or loss (P or L) based upon:
Example Break Even Point (BEP) based upon:
BEP = FC/(SIU – VCU)
P or L = I – (FC + VC).
FC = $100.00
I = $200.00
VCU = $.50 Per Unit
FC = $100.00
SIU = $1.00 Per Unit
VC = $100.00
BEP = 100.00/ (1.00 - .50)
P or L = 200.00 – (100.00 + 100.00)
= 100/(50) = 200 Or $200.00
= 200.00 – (200.00) = 0
Calculate profit or loss (P or L) based upon team’s project.
Calculate BEP based upon team’s project.
P or L = I – (FC + VC)
BEP = FC/(SIU – VCU)
I = .51 * 20000 = $10200.00
FC = $800.00
FC = $800.00
VCU = $ .10 per unit
VC = $.10 * 20000 = $2000.00
SIU = $ .72 per unit
P or L = $10200.00 – (800.00 + 2000.00) = $7400.00
BEP = $800.00/(.72-.10)= $1290.32
Technical Description Of Proposed Improvement: This typically will include general information about where the improvement is
located in production, how it works, and anticipated general enhancements to be noted. Specific cash inflow generated by upgrade is
listed also, such as:
•
Quality defects will be reduced by 20% = $1/unit inflow
•
Production rate will be increased by 10% = $.10/unit inflow
•
Safety improvement reduces lost time accidents by 50% = $.20/unit inflow
•
Work stoppage reductions will enhance throughput by 50% = $.50/unit inflow
•
WIP reductions at workplace will be enhanced = $.40/unit inflow
Total cash inflow = $2.20/unit
Calculate Payback (PB) for project:
Example Payback (PB) Calculation:
CI/ITC = PB
CI/ITC = PB
CI = 252,000
CI = $700.00
ITC = 780.000
ITC = $1050.00
PB =252,000/780,000= 32% annually
PB = $700.00/$1050.00= 61% (annually)
4. PPARMP, ROLDA,
3. Conclusions,
2. Findings, analyses observed
Researcher
1. Project
PPMTA relationships?
recommendations in methods,
as data, documentation in
objective (s)
course outcomes……
SDA……
written……
PPARMP
Identify opportunities to
Highly profitable product line.
Shawn
Project objective
OPCP
improve processes further. InOpportunities for improvement
Myers
is to identify
ROLDA
line automated gauging and
through equipment upgrades
processes
more automation in the load
and other options. Automated
involved with
and unload process would be
manufacturing #2 gauging inline would also help.
beneficial.
pencil slats. Once
this is identified,
improvements to
the processes to
reduce cost and
improve quality
will be
implemented.
Management should launch a
Process flows can help
David
The objective is to The savings determined have a
team immediately to begin
determine if the process is
payback of 32% which will
Harrison
find wastes and
working on this project
efficient and if costs can be
allow the company to grow in
realize what
reduced
terms of production and quality.
value can be
achieved by
eliminating them
Scores are determined by a
Because there is always room
Findings here can be
Vanessa
The project
persons contribution to
for improvement we should
determined from the data
Malone
objective here is
SDA’s and FACR
identify opportunities to
provided. Our payback is a
to show prices
responses.
improve processes further.
little over 50% so I can infer that
expenses and
our product line is performing
income.
well.
Pam Neill
Project objective
The cost analysis is minimal.
The costs are minimal for
All 3 tools are used to help
is to identify and
The payback for this proposed
implementing this project. The
the team become more
fluent with our project and
company needs to immediately
eliminate waste in project is 32% annually. The
become more familiar with
create a budget, assign a team
break even point is at a low cost
the wooden slat
the tools we are using.
and create a time line for
of $1290.32. The waste will be
cutting process
eliminated by up to 20% with an making these changes. It will
which in turn
cost the company little money
increase in production by up to
reduces cost. As
but have great results.
10%. This is a minimal cost
a team, our job is
project with achieving and cost
to research the
effective results.
process, develop
ideas and present
them to upper
management for
review.
PPARMP- Leadership,
Payback analysis shows
The manual cutting process has
Scott
To identify
initiates team focus.
investments in improved
several areas that could use
Sowders
process for
fixturing and quality
improvements. Improvements
cutting #2 pencil
ROLDA – Resources show
will reduce scrap levels and also instruments upgrades will net
to length and to
how tools are used.
nearly 32% annual payback.
increase production rates.
apply cost
analysis
PPMTA- assessment of
principals to the
team participation.
process to
determine BEP,
profit or loss, and
Payback.
The PPARMP provides
Improvements to the process
The investment needed to
John Wise
To cut the #2
direction on completing the
will increase the production
increase production and reduce
pencil slat to
tools. ROLDA is definition
scrap will have a 32% annual
length and reduce rates and reduce scrap.
of tools. PPMTA is
payback.
costs by using
evaluation of team
BEP, P&L, and PB
members.
analysis
All 3 tools will help us get a
Cost to make the slats will be at
By improving all the processes
William
Our team project
better understanding of what
the lowest prices which will
in the slat production will
Myles
is to keep quality
cause an annual payback of
reduce production cost and
cuts. Also to
is going on and be more
32%.
make the production of the slats
reduce
efficient in what is needed to
more efficient.
production cost
be done.
and the actual
cost of the pencil.
Compiler Portfolio Reflections, Summary Of Technical Work,
Compiler Reflections To Help Improve Quality Of Work In
Assessment, Based On Individual Researcher Inputs:
Portfolio Based On All Individual Researcher Inputs:
This form needs better clarification for values used in
All GCA’s completed had very similar costs for the pencil slats
calculations. Calculation requirements were unclear which led to
ranging from $0.36 to $0.51. Amount of savings varied quite a bit
the majority of the variation between individual posts.
based on production volumes. I selected a higher volume
production value to achieve a higher resolution to clearly see
results of even minute improvements.
Tool 22 SDA-General Benchmarking/Auditing Process, Systems (GBAPS)
Compiler (s):
Researcher (s):
Team:
Phase:
Tool:
Date:
Team 2
Shawn Myers
Team 2
2
22
March 17, 2006
Describe The Process, Product, Issue Or Problem Requiring Benchmarking/Auditing:
Wooden slat pencil production at trim saw machine.
What Are The Comparative Groups Or Organizations To Be Benchmarked/Audited?
Comparative groups to be benchmarked includes similar process at competitors or other facilities within our organization.
Describe The General Data Collection And Analysis Methods:
Data collection will include the utilization of OPCP, PASPC, SOGA, and other audit oriented documentation.
Describe General Differences Noted Between Our Group And The Group Being Benchmarked/Audited:
Our group consists of employees that have vast amounts of experience and knowledge to improve process. The other groups to be
benchmarked are companies that are newer with newer employees and processes that have not reached full maturity in execution.
Describe The Overall Plan To Be Followed In The Benchmark/Audit, Including Pre And Post Steps, Timeframes And Follow Through:
Specific Issue/Concern?
Timeframe
What Is The Measurable?
Who Will Do And How?
1. Material Handling –
automated vs. manual
2. Equipment capability
6 months
Time study of operator
Engineering / Team 2
3 months
Cycle times
Engineering
First Time Quality
Quality Control
Gage Repeatability
Team 2
3. Process Improvement
4 months
Identify opportunities to
Engineering
combine processes, free up
Team 2
machinery
Describe Basic Steps, Procedures And Protocol To be Followed In The Daily Conduct Of The Benchmarking Audit:
Contact Methods
Clearances/Security
General Arrangements
Methods Of Communication
1.Team 2 Members
Meet with Engineering
personnel on a daily basis.
Face-to-face meetings,
presentations, e-mail.
Data To Be Reviewed?
Allowed access to material
and resources associated with
this process only. Further
clearances will be decided on
an as-necessary basis.
How To Review Data?
Existing Equipment?
Existing Space?
Operator Training?
Other?
1.Trim Saw
12’ x 22’ footprint
Yes
Machinery is old
Documentation To Be
Reviewed?
Data gathered and
recommendations.
How To Review
Documentation?
1. Opportunities that are
Executive level presentation.
Powerpoint and hard-copy
identified as a result of this audit.
documentation delivered in
portfolio format.
Identify What Existing Resources Will Be Used In The Improvement, Based On The Benchmarking Process:
Identify What New Resources Will Be Required For Improvement, Based On The Benchmarking/Auditing Process:
New Equipment?
New Space?
New SOP’s, Training?
Other?
Yes
Yes, 6’ x 6’ footprint needed
for robots and/or pneumatic
automation.
After Completion Of The Benchmarking/Auditing Process, Identify All Findings Requiring Corrective Actions, And In What Ways:
1.Automation
Findings?
Corrective Actions?
Who Will Address?
When To Be Completed?
1.SOP needs to be updated
Update based on OPCP and
Engineering
ASAP
other findings.
2. Automation would be
Cost analysis to be utilized for
Engineering
9 months
beneficial.
implementation.
Finance
Explain How Operators, Supervisors, Quality, Engineering And Other Personnel Were Involved In The Process, Pre And Post:
Operators performed functions of operation. Engineering and Quality perform support functions to operation. Supervisor facilitates
all of these functions in an organized, structured manner.
Describe General Differences Noted Between Our Group And The Group Being Benchmarked/Audited: Our group utilized
experience and knowledge to get results. Also had better training opportunities vs. other groups.
Describe New Goals, Or Changes To Be Made, Based On What Was Studied, Potential Implications For Strategic Planning:
Changes to be made will revolve around using automation to free up the operator for other responsibilities. This will also allow for
quicker cycle times.
Describe Groups To Be Communicated With, And Communication Methods To Be Used, Internal And External:
Plant personnel.
Describe New Broad Based Objectives Recommended At The Group/Team Level And Beyond, Based On Benchmarking/Auditing:
Need to improve productivity by introducing technology to the process.
Describe, In Detail, The Process Benchmarked, Differences Between The Way We Do It And The Process Benchmarked, Based on The
Study:
Process benchmarked involved the cutting of pencil slats to size. This utilized a trim saw that was hand loaded and unloaded. This
process was similiar to the benchmarked process, where the benchmarked process uses more advanced machinery. The benchmarked
process also lacks experienced personnel to operate process.
Describe Changes/Improvements Recommended In Our Benchmarking/Auditing System Or Process, Based On This Study:
No improvements identified at this time.
Researcher
1. Project
2. Findings, analyses observed
3. Conclusions,
4. PPARMP, ROLDA,
objective (s)
as data, documentation in
recommendations in methods,
PPMTA relationships?
written……
SDA……
course outcomes……
Automation is the best
OPCP
Process is competitive due to
Shawn
Project objective
opportunity to improve
experienced personnel
Myers
is to identify
productivity.
operating machinery. There are
processes
opportunities to improve
involved with
manufacturing #2 productivity and free up
pencil slats. Once operators for other tasks.
this is identified,
improvements to
the processes to
reduce cost and
improve quality
will be
implemented.
OPCP
By automating the process, we
Waste can be eliminated by
Pamela Neill
Project objective
can eliminate a worker, improve
installing more hi tech
is to identify and
quality and increase quantity.
eliminate waste in machinery. It will be more
The market is becoming more
advanced and allow for cleaner,
the wooden slat
competitive and new companies
faster and more accurate cuts.
cutting process
This will help to eliminate waste are able to make more pencils in
which in turn
less time and cheaper. New
and down time due to
reduces cost.
equipment will put us one step
deteriorating machinery. We
closer to keeping up with the
may also be able to decreases
ever growing competitive
cost by eliminating an
market.
employee.
OPCP
Automating the process will
John Wise
The objective is to The process is similar to other
eliminate one operator that can
plants that were studied. The
identify and
be used in another part of the
productivity was better with
eliminate waste
plant.
our process due to more
associated with
experienced personnel. The
the cutting to
manual operation adds waste to
length of wooden
the process that can be
slats for #2 lead
eliminated.
pencils.
PPARMP- leadership
It appears that we could
Our process utilizes the
Scott
The project
activity allows for team
introduce some automation into
experience and talent of our
Sowders
objective is define
members to stay focused
our process. By automating the
team members. This gives us a
the process for
and know
process we can improve
competitive advantage over the
cutting the #2
responsibilities.
productivity levels and
benchmarking operation, which
pencil wooden
ROLDA – resources,
potentially redistribute some
is still in early stages of
slat to length.
show knowledge gained
resources to other area of
development, however, there
Once identified
from topic research and
manufacturing.
are still areas that we can
focus on
allow for engagement
improve on to better streamline
elimination of
PPMTA- assessment,
the operation and eliminate
waste with the
team members evaluate
waste.
goal of cost
performance.
reduction and
quality
OPCP-Continue to
improvements.
improve process
We have recommendations to
OPCP
Our process is quite simple and
Vanessa
The objective of
improve by automating a few
can be easily understood. The
Malone
this table is to
steps.
responsibilities of each team
identify the
member have been established
process and then
and practiced.
evaluate. Based
on evaluations
make changes
where you see fit.
All necessary to
improve.
William
Our project
Our process is very easy and
Automating the process will
OPCP
Myles II
objective is to
understandable. Each team
help eliminate so time which
David
Harrison
reduce the
production cost
and waste of
producing the #2
pencil slat. After
the production
costs go down
then profits will
go up and buying
cost will go
down.
Objective is to
minimize wastes
in our process cut
pencil slats to
required length.
Once wastes are
identified, we are
to analyze the
opportunity to
improve the
process.
member has done has
experienced the process and has
agreed to it.
will help reduce production
cost.
By further analyzing our
process and streamlining it, we
can produce more parts more
economically. This will
primarily be done through
automating the material
handling and inspection steps
within or process.
Automating steps in this
process will provide our biggest
opportunity for improving the
process and eliminating waste.
Collect From
All, Compile
Compiler Portfolio Reflections, Summary Of Technical Work,
Assessment, Based On Individual Researcher Inputs:
SDA is filled out completely and represents benchmarking format
for group on subsequent tools. This will ensure accurate and
structured analysis so that group will deliver a complete and robust
final phase portfolio.
OPCP
Compiler Reflections To Help Improve Quality Of Work In
Portfolio Based On All Individual Researcher Inputs:
Team needs to review SDAs that were submitted in previous
tools and add more information that will add value to our
project.
Tool 22 SDA-Operation Capacity Analysis (OCA)
Compiler (s): Vanessa
Malone
Researcher (s):Vanessa
Malone
Operation: #2 pencil production line
Team: 2
Phase: 2
Tool: 22
Process: Cut, Load, Unload, Inspect
Date:
December 1,
2005
Location: Huron,
OH
Other Pertinent Information (attach charts, tables, information as needed):
General Operation Information
Proces
s
Symbo
l
Operation
Description
Production Functions
People
Req.
Mech
.
Proc.
Manua
l
Work
WIP
Lev.
Dist.
Units
Prod.
Inv.
Lev.
Ft.
I
n
Capacity
Time
Hr.
Mi
Potential Waste
Reductions/Other
Pencil slat manually
loaded into cutter by
machine operator
1
No
Yes
Avg.
Cut Pencil to Length,
operator press start
1
Cutte
r
No
Avg.
Unload Pencil from
cutting device
1
Yes
1600
piece
s/shi
ft
Avg
.
1600
piece
s/shi
ft
Avg
.
Avg.
Vanessa
Malone
Shawn
Myers
Yes
3
TAKT Time: 16 seconds
Total Cycle Time: 18 seconds
Potential WIP Waste: 10%
Others:
Researcher
7
.001
.08
Slats are inserted to
corner backstop to
assure they are
kept square
.58
7
.001
.08
-Need operator to
press start
-Use
cameras/lasers to
recognize part
present, automatic
cut operation
.58
7
.001
.08
-Currently a
manual operation
-Add automatic
unload
No
1600
piece
s/shi
ft
Visual inspection for
square cut and
length of 7” +/1/32”
.58
1. Project
objective (s)
written……
The objective of
this table it to
outline the
process. Each
process
specialized and
dedicated, is
contingent on the
others. Before a
process can
proceed, the
previous process
must be
completed, in
sequential order.
This requires
operations at each
process to have
predictable and
pre-determined
levels of
production with
minimal defects
and wasted
product.
Project objective
is to identify
problems with
the pencil slat
production and
Avg.
Avg
.
.58
7
.001
.08
-Potential for
human error
-Add camera/laser
inspection, more
precise, reliable
and quick
No
1600
Avg
piece
.
s/shi
ft
Process/Functions To Be Improved – How?
1. Add automatic loaders and unloaders for wooden slat. Eliminates need for employee
2. Automatic cutting process, part to be recognized with camera/laser. Eliminates need for
employee
3. Inspection by camera/laser. Eliminates human error, employee and time.
2. Findings, analyses observed
3. Conclusions,
4. PPARMP, ROLDA,
as data, documentation in
recommendations in methods,
PPMTA relationships?
SDA……
course outcomes……
All are necessary
Change is expected in best
Waste reduction and simplicity
documentation of work
practices. This is planned for
are pertinent. The simpler the
done by each team
and built in by design in
approach the will generally be
member in our goal to
virtually all that is being done,
the most acceptable, based on
make this project
based on improved conditions
documented and justifiable data
successful.
in production. Change is
and information.
essential to almost any
organization wishing to remain
competitive.
Automation seems to be the
common theme when deciding
what will reduce cost and
maybe free up manpower.
Automation needs to be
explored and implemented.
OPCP
GBAPS
Pamela Neill
John Wise
Scott
Sowders
identify
improvements to
lower cost.
Project objective
is to identify and
eliminate waste in
the wooden slat
cutting process
which in turn
reduces cost. As
a team, our job is
to research the
process, develop
ideas and present
them to upper
management for
review.
The objective is to
identify and
eliminate waste
associated with
the cutting to
length of wooden
slats for #2 lead
pencils.
The project
objective is define
the process for
cutting the #2
pencil wooden
slat to length.
Once identified
focus on
elimination of
waste with the
goal of cost
reduction and
quality
improvements.
Automating the equipment will
reduce the cost of the product
by eliminating an employee,
reducing waste and increasing
production.
This process needs to be further
evaluated and recommended to
management for automation.
All three items are used
each week in further
developing our project
and team skills.
Adding automation to the
process will eliminate a person
and reduce scrap and cycle time
to eliminate waste.
More analysis of the process
and automation added to
reduce waste.
PPARMP and PPMTA is
used to identify
leadership and team tasks
and for rating of team
members.
It appears that we could
introduce some automation into
our process. By automating the
process we can improve
productivity levels and
potentially redistribute some
resources to other area of
manufacturing.
There are opportunities
available for improvements
through the implementation of
automation. I recommend
starting the implementation
process, however, we should
continue to evaluate the process
and explore other avenues
along with automation.
PPARMP- leadership
activity allows for team
members to stay focused
and know
responsibilities.
ROLDA – resources,
show knowledge gained
from topic research and
allow for engagement
PPMTA- assessment,
team members evaluate
performance.
OPCP-Continue to
improve process
GBAPS- benchmarking
PPARPM’s processes can
be further reviewed for
implementation
By further analyzing our
Objective is to
process and streamlining it, we
minimize wastes
can produce more parts more
in our process cut
economically. This will
pencil slats to
primarily be done through
required length.
automating the material
Once wastes are
handling and inspection steps
identified, we are
within or process.
to analyze the
opportunity to
improve the
process.
Adding automated equipment
William
Our project
seems to be the best way to
Myles II
objective is to
reduce waste and time.
find and
eliminate waste
that goes along
with the #2 pencil
slat production
process.
Compiler Portfolio Reflections, Summary Of Technical Work,
Assessment, Based On Individual Researcher Inputs:
All agree that our objective is to continue working towards
eliminating waste as well as utilizing the best process to produce #2
pencils of good quality.
David
Harrison
Automating steps in this
process will provide our biggest
opportunity for improving the
process and eliminating waste.
This process needs to be further
tested and analyzed.
PPMTA
ROLDA
PPARMP
Compiler Reflections To Help Improve Quality Of Work In
Portfolio Based On All Individual Researcher Inputs:
All also feel that this process can be improved through
automation. Automation can reduce waste and increase
production rates.
Tool 23 SDA-Failure Mode And Effects Analysis (FMEA)
Compiler (s):
Shawn Myers
Researcher (s):
Shawn Myers
Team:
QS 327 Team 2
Phase:
2
Tool:
23
Date:
March 17,
2006
FMEA Form 1 Of 1
Part Name/Service:
Process/Service Location:
Pencil Slat
Cutting and Shaping Department – Huron, Ohio
Supplier:
Product, Process or Design FMEA, and Why?
Revision:
Northern Lumber Company
Process
1
Other Pertinent General Information, Particularly Oriented To Other Supportive Documentation And Data Attached: NA
Process Description. Provide a general written text description of the process, and detailed flow chart of same:
The operator walks to container and retrieves wooden slat, it is taken to trim saw where it is precisely placed in a jig. The operator
clamps wood in place and places hands on palm buttons (palm buttons protect the operator from being hurt, the machine will not run
until both buttons are pushed at same time) and saw cuts wooden slat to precisely 7”. The operator removes wooden slat from trim
saw and uses calipers to measure the length of the slat. If the slat is within specifications, it is then placed into a container for good
parts. Then the process starts over.
Employee
Pulls Slat
From Pallet
Employee
Places Slat
In Trim Saw
Employee
Pushes Palm
Buttons
Employee
Removes
Cut Slat
Employee
Inspects
Slat
L
h
Product Description. Provide a general written text description of the product, and detailed step by step functioning of same:
7” long, grade A wood, square cut ends, smooth cut ends. The grain of the wood is long and straight. This grain reduces friction
during sharpening making the sharpening task quick and easy.
Potential Failure Mode. Describe the general failure which has occurred or may occur, giving appropriate details to help all improve
on same: Company exposed to failure in this process due to the age of the machinery and the quality of raw materials being received.
Characteristic
Key Characteristics. Describe key characteristics in product or process to be addressed to decrease likelihood of
Ranking 1-10:
failure (rank order according to level of criticality, 1 being low and 10 being high):
1
Uphold supplier quality and responsibility.
2
Maintain equipment on schedule.
3
Train new employees as they are brought online.
4
Upgrade quality systems to customer and ISO specifications.
5
Inventory of replacement parts for machinery.
6
Health and Safety.
Severity
Potential Effects of Failure. Describe the general failure effects, particularly focused on implications for damage to
Rating 1-10: 7
surrounding environment (provide a rating of severity where 1 is low and 10 is high):
Lack of product for delivery to customer.
Employee accident or injury.
Equipment downtime due to lack of replacement parts or maintenance.
Other equipment idling due to lack of stock from previous processes.
Quality risk to customer.
Occurrence
Potential Causes of Failure. Describe general failure cause, particularly focused on process or product design which
Failure 1-10: 3
are implicated, with sufficient details to enable improvement. Also provide a occurrence of failure rating ( 1 = low
and 10 = high):
Machine not producing quality parts.
Machine not operable due to maintenance issues.
Current Detection Control. Describe systems or methods of detecting failure which can lead to control of failure,
including methods for same. Also provide a rating from 1-10 to indicate likelihood of occurrence ( where 1 = high
and 10 = low):
Preventive maintenance initiative, health/safety and training on operation of equipments, utilize kanban system for
stocking replacement parts, kitting for major repairs to equipments, and utilize supplier scorecard to communicate
to supplier.
Risk Priority Number (RPN). Provide a RPN based on multiplying severity X occurrence X detection.
RPN
Calculated:
42
Responsible Area:
When:
Engineering
Q2 2006
Recommended Action. Describe appropriate actions to be taken in process or product to alleviate
failure, including area to take action and when (if multiple actions are needed, add rows):
Current actions will involve implementing systems as stated under current detection control.
Researcher
1. Project
2. Findings, analyses observed
3. Conclusions,
objective (s)
as data, documentation in
recommendations in methods,
written……
SDA……
course outcomes……
Problems with the production of
Findings analyze some failures
Shawn
Project objective
pencil slats identified and
for this process. There are
Myers
is to identify
analyzed for potential failures.
systematic and structural issues
processes
This form identifies the results
with the process. These
involved with
of potential failures and offers
manufacturing #2 problems leave the company
options to control these failures.
pencil slats. Once vulnerable for supply chain
breakdowns.
this is identified,
improvements to
the processes to
reduce cost and
improve quality
will be
implemented.
Need to evaluate and
Evaluation shows some
Scott
The project
implement a preventative
potential for the occurrences of
Sowders
objective is to
maintenance program to ensure
define the process failures. These failures could
that the existing equipment is
occur from improper
for cutting the #2
functioning to capacity.
maintenance of the cutting
pencil wooden
Continue to explore system
device or the clamping fixture.
slat to length.
improvements to reduce
Once identified
potential for failures and
focus on
eliminate sources of waste.
elimination of
waste with the
goal of cost
reduction and
quality
improvements.
John Wise
Pamela Neill
William
Myles II
Project objective
is to identify and
eliminate costs
associated with
waste for cutting
a wooden pencil
slat to the correct
length
Project objective
is to identify and
eliminate waste in
the wooden slat
cutting process
which in turn
reduces cost.
Our project
objective is to
find and
eliminate waste in
the #2 pencil slat
Some failures can occur in this
process that can affect quality
and delivery to the customer.
Steps need to be taken in the
process to reduce the number of
chances for failure and to
increase the level of detection to
keep failures from getting to the
customer.
Findings show that there are
issues that are potential failures
in this process. These failures
may cause loss of production,
poor quality products and/or
slow delivery to customer.
Engineering/management
needs to evaluate potential
failures and take corrective
action to ensure production is
not interrupted and/or poor
quality parts are being
produced.
Evaluations need to be done in
order to eliminate those steps
causing excess waste and this
form gives ways to do that. It
shows potential reasons for the
Some failure could occur in our
process causing a loss of quality,
more time to finish the process,
and many more problems. All
of these issues are waste that are
Detection
Control 1-10: 2
4. PPARMP, ROLDA,
PPMTA relationships?
PASPC
PPARMP- leadership
activity allows for team
members to stay focused
and know
responsibilities.
ROLDA – resources,
show knowledge gained
from topic research and
allow for engagement
PPMTA- assessment,
team members evaluate
performance.
OPCP-Continue to
improve process
ROLDA is knowledge
from other sources,
PPARMP is leadership
and assignments, PPMTA
is rating to help team
improve
All three items are
continuous tools used in
the improvement process.
PPARMP, ROLDA, and
PPMTA are all used in the
improvement processes.
David
Harrison
Vanessa
Malone
production
process to reduce
production and
buying cost.
Our project is to
accurately cut
pencil slats to
desired length
and reduce costs
by minimizing
wastes
Our focus is to
eliminate waste
by keeping our
process up-todate and
continuously
finding ways to
reduce cost in all
areas of
production.
initially trying to get rid of.
waste and ways to eliminate it.
Failures within our system
could negatively impact our
ability to produce quality pencil
slats in the appropriate time.
Potential failure points should
be analyzed and understood to
eliminate or prepare four such
failures.
ROLDA enables us to
review tools and
implement what applies
We will use this form to analyze
failures after they have occurred
in order to prevent the
occurrence of more in the
future.
This form is helpful in
enhancing our design for
continuous improvement.
Based on these causes and
effects being identified, changes
be made by the group.
All are important in
assessing our project to its
fullest extinct.
Compiler Portfolio Reflections, Summary Of Technical Work,
Assessment, Based On Individual Researcher Inputs:
Team members understand the purpose of this form in trying to be
proactive to the projects needs. This form enhances our research by
providing an opportunity to identify potential causes for failure
and plan for it accordingly.
Compiler Reflections To Help Improve Quality Of Work In
Portfolio Based On All Individual Researcher Inputs:
Team needs to maintain focus and momentum to complete the
remaining tool and phase 2 portfolio.
Tool 23 SDA-Quality Function Deployment (QFD)
Compiler (s): David
Researchers (s): All
Team: 2
Harrison
Supplier: Great Lakes Pencils
Customer: The Pencil Factory
Customer Requirements Stated And
Prioritized By Customer. 1 Is A Low
Priority And 9 Is High.
(1, 5,
9)
Slats cut to proper length
9
9
9
9
9
9
7
Supplier Comments About
Customer Requirements
Should Be Placed Here.
Grand Totals: Sum All Values
In Horizontal Rows.
9
34
9
28
5
7
5
Supplier Priority Rating For Each
Customer Requirement. Use Priority
Rating Of 1, 5
Or 9. 1 Is Low Priority And 9 Is High.
Vision system investments
in place to improve quality
9
9
5
7
Date: 11/7/05
Product Or Process: Pencil slat cutting
5
9
9
Tool: 23
5
9
9
Slat cut is square to slat length 5
QA randomly inspects slats
For deviations
Provide A Priority Rating By
Supplier Of Technical Capabilities,
1, 5 Or 9.
Automatic loading ensure
Slats are positioned for a
Square cut
Implementing vision syste
To ensure cuts cut to
Appropriate length
Supplier Technical Capabilities.
Describe How Customer Demands
Are Met.
Phase: II
5
5
Automatic loading
Investment in place to
Ensure quality cut
Slat cut is smooth
1
9
9
5
1
Customer Should Provide Priority
Ratings Of Each Technical Capability
Statement Provided By Supplier As
A 1, 5 Or 9.
Researcher
David
Harrison
Pamela Neill
Shawn
Myers
John Wise
Scott
Sowders
1. Project
objective (s)
written……
Accurately cut
pencil slats to
desired length
and reduce costs
by minimizing
wastes
Project objective
is to identify and
eliminate waste in
the wooden slat
cutting process
which in turn
reduces cost.
Project objective
is to identify
processes
involved with
manufacturing #2
pencil slats. Once
this is identified,
improvements to
the processes to
reduce cost and
improve quality
will be
implemented.
Project objective
is to identify and
eliminate costs
associated with
waste for cutting
a wooden pencil
slat to the correct
length
The project
objective is to
define the process
for cutting the #2
pencil wooden
1
9
5
39
25
QA sampling seems
sufficient
Customer Should Provide Comments
About Supplier Technical
Capabilities.
39
3
1
Addition of loadin
System has helped
cuts
Addition of vision
Should increase
Cut accuracy
Grand Totals: Sum All Values In
Boxes. Higher Numbers Indicate Top
Priorities.
9
5
5
5
18
QA team provides inspecti
and operators are trained
For proper cutting.
At Matrix Intersections Where
Customer Demands And Supplier
Capabilities Cross, Supplier
Places Priority Rating In Upper
Right Of Box. Customer Priority
Rating Goes In Lower Left Of Box.
Averaged Two Numbers Goes In
Center Of Box As Sum For Grand
Totals. Values Used Are 1, 2 Or 3.
2. Findings, analyses observed
as data, documentation in
SDA……
Our process focus is appropriate
based on customer feedback of
product requirements
3. Conclusions,
recommendations in methods,
course outcomes……
Continue to monitor results of
adding an automated loading
and vision system
4. PPARMP, ROLDA,
PPMTA relationships?
The most important priority to
the customer is the slat cut
length with the lowest priority
being a smooth cut. Our team is
currently focusing on the cut
length and how to improve it.
Continue to focus on improving
the cut length of the wooden
slat. This is the most important
to the customer. Team needs to
continue focusing on this issue
to satisfy customers needs.
Continued improvement
of project.
The customer and the supplier
use this form to attain common
understanding of the
requirements for the product
produced. Based on the
information, the smoothness of
the cut is an issue between the 2
parties.
There needs to be formal
meetings to identify the
requirements for the pencil
finish. This will ensure that all
parties agree and focus on the
same issues.
PPARFMP
PASPC
GCA
The most important
characteristic from this
operation is to cut the slat to the
correct length.
Need to continue cutting the
slat to the correct length during
the current process and after
any improvements have been
made to the process.
All used to improve and
rate the team in the
process of completing the
tools.
Based upon QFD activity, the
most important quality
characteristic of the cutting
process is final length
requirement. Square cuts and
In order to maintain our level of
quality, with regards to cut
length, we should focus
attention on ensuring that
current system is properly
PPARMP- leadership
activity allows for team
members to stay focused
and know
responsibilities.
All
William
Myles II
slat to length.
Once identified
focus on
elimination of
waste with the
goal of cost
reduction and
quality
improvements.
Our project
objective is to
identify any
waste in the
production of the
#2 pencil slat and
find ways to
eliminate that
waste.
smoothness of cuts are less
critical to the customer.
maintained. Also, we need to
continue to explore system
improvements that will
decrease numbers of lost slats
due to improper lengths and
eliminate sources of waste.
ROLDA – resources,
show knowledge gained
from topic research and
allow for engagement
PPMTA- assessment,
team members evaluate
performance.
Based on the feedback from the
customers and suppliers of the
#2 pencil slat, this process is
efficient enough.
We need to continue to focus on
ways to improve the process in
order to satisfy the customer
and save money for the
company.
They’re all used to
improve the process.
We continue to build quality
and satisfy our customers by
Our focus here is
accurately cutting pencil slates.
to think about
customer needs,
designing to meet
those needs, and
meet them
through
production
methods as well
as design.
Compiler Portfolio Reflections, Summary Of Technical Work,
Assessment, Based On Individual Researcher Inputs:
Team continues to provide input for cost reductions to achieve a
smoother process to ensure customer satisfaction
Vanessa
Malone
We must follow the design
stages for quality, which include
prototype development and the
study of performance standards
and requirements, and overall
cost projections related to
achieving quality.
All are needed for
continuous improvement.
Compiler Reflections To Help Improve Quality Of Work In
Portfolio Based On All Individual Researcher Inputs:
The entire team needs to continue to meet the deadlines
established for the postings of the documents. The team has
come together more as a unit and our work flows much better..
Tool 23 SDA-Characteristic Evaluation And Audit System (CEAS)
Compiler (s):Scott Sowders
Researcher (s):Scott Sowders
Team:2
Phase: II
Tool:23
Date:12/2/05
General Product/Part Description: Wooden Pencil Slat
Inspection Description: Check Overall Length (OAL) of Sample
Operation: Wooden Slat
Cutting
Gage/Device: Digital Calipers
No.
1
Date/
Operator
Run
Size/
Sample
20/4
Characteristic: OAL
Cp
Cpk
X-bar
R
SPC
UCL
SPC
LCL
R&R
%
Charts Used: SBC X-Bar Chart
Corrective
Actions/Observations/Other
11-1-05 /
2.0
1.53
7.007
.011
7.017
6.996
98%
Process in control no corrective action
Fred
needed.
2
11-3-05 /
20/4
1.66
1.33
7.006
.010
7.017
6.995
98%
Process in control no corrective action
Wilma
needed.
What Does SPC Charting; Cp And Cpk Indicate Regarding Potential Changes In Characteristics? Cp is the tolerance width divided by 6
standard deviations (process variability). Cpk is an index that measures potential for the cutting operation to generate defective
outputs relative to the upper and lower length tolerances.
What Does The Most Recent Audit Of Systems Indicate Regarding Characteristics Changes? OAL characteristic of the cutting process
in statistical control and fall within upper and lower dimensional tolerances.
What Engineering/Design Changes Are Being Considered And What Will Be The Potential Impacts On Characteristics? Automatic
loading and unloading of the cutting device.
What Relationships And Implications Can Be Noted based On Operator, Date, Size Of Run, And other Issues Such As Maintenance:
The process outputs were relatively unchanged from operator to operator. Preventative Maintenance program is having a positive
effect on the cutting operation.
What Relationships And Implications Can Be Noted based On UCL and LCL, Tolerancing, and Gage R & R %: UCL and LCL are well
within the upper and lower dimensional tolerances. Gage R & R is adequate for the operation.
Identify And Attach Other Pertinent Inspection Information, Or Related Data:
Measured Lengths (OAL) of Sample 1= 7.003-7.008-7.014-7.004
Measured Lengths (OAL) of Sample 2= 7.004-7.000-7.005-7.014
2. Findings, analyses observed
Researcher
1. Project
as data, documentation in
objective (s)
SDA……
written……
The data from the 2 sample
Scott
The project
groups show that our #2 pencil
Sowders
objective in to
slat cutting process is
evaluate the
statistically in control and is
process for
capable of meeting our product
cutting the #2
specifications.
pencils wooden
slat to length. The
goal of the team is
to find and
eliminate any
waste associated
with the current
process and to
implement a new
process with a
cost reduction.
Data groups sampled from Fred
David
Our project is to
and Wilma are both statistically
Harrison
accurately cut
in control per the process
pencil slats to
specifications.
desired length
and reduce costs
by minimizing
wastes
The current process statistics
Pam Neill
Project objective
from samples taken from (2)
is to identify and
eliminate waste in runs show the process is in
control.
the wooden slat
cutting process
which in turn
reduces cost.
The process of cutting the pencil
John Wise
Project objective
slat to the correct length is in
is to identify and
control based on the samples
eliminate costs
taken from 2 different operators.
associated with
waste for cutting
a wooden pencil
slat to the correct
length
Findings on this SDA
Shawn
Project objective
demonstrate that the process is
Myers
is to identify
currently in control. This could
processes
change due to internal or
involved with
manufacturing #2 external issues.
pencil slats. Once
this is identified,
improvements to
the processes to
reduce cost and
improve quality
will be
implemented.
Based on our current
Vanessa
Our focus here is
documentation we are
Malone
to evaluate our
incompliance with our
current process
standards.
and look for any
3. Conclusions,
recommendations in methods,
course outcomes……
Recommend to continue the
preventative maintenance
program to ensure cutting
mechanism is kept in good
working condition. In attempt
to continue to cut cost, I
recommend exploring
automating the loading and
unloading of the cutting device.
4. PPARMP, ROLDA,
PPMTA relationships?
Continue with existing
practices. Process should not be
modified except to allow for
improvements in cycle time
ROLDA enables us to
review tools and
implement what applies
The current process is in control
and should be left alone. In
agreement with team to add
load and unload equipment to
increase production.
ROLDA, PPARMP and
PPMTA are continuous
tools used by the team to
improve the quality of
our portfolio.
Recommendation is to continue
to use the current machine and
process to cut the slats. Add
load and unload equipment to
reduce cycle time without
affecting the quality of the
product.
ROLDA is knowledge
from other sources,
PPARMP is leadership
and assignments, PPMTA
is rating to help team
improve.
Based from the quality
standpoint, this process is
capable of producing a quality
part. Volume may be the issue
with this process.
PASPC
FMEA
We should continue are current
process, but still look at ways to
improve in areas.
All are necessary to build
our portfolio and asses
team and individual
work.
PPARMP- leadership
activity allows for team
members to stay focused
and know
responsibilities.
ROLDA – resources,
show knowledge gained
from topic research and
allow for engagement
PPMTA- assessment,
team members evaluate
performance.
discrepancies,
then make
changes where
see fit.
According to the samples taken,
William
Our project is
the process is currently in
Myles
focused on
control. This SDA could change
improving the #2
in the future due to different
pencil slat
issues.
production. In
order to do that
we must find and
eliminate waste in
the production
process.
Compiler Portfolio Reflections, Summary Of Technical Work,
Assessment, Based On Individual Researcher Inputs:
Team continues to strive forward with each tool and reporting
quality also increases. Overall, I feel the Technical work performed
by the members was very good. The broad range of response
reflects the diversity of our group. As we complete each tool kit, it
brings the team focus more closely together.
Our recommendation is to
continue with the process that
has been going on. It’s very
capable of producing quality
parts and should be left the way
it is so far.
ROLDA, PPMTA, and
PPARMP are all tools
used to help the team
improve in quality.
Compiler Reflections To Help Improve Quality Of Work In
Portfolio Based On All Individual Researcher Inputs:
As we move forward we can continue to strive to improve our
reporting by streamlining. With each tool confidence is gained,
allowing for a more complete report. I encourage that team
members continue to work together and that everyone stay
focused.
Tool 24 SDA-General Safety Inspection Checklist /Pareto Chart (GSICPC)
Researcher (s): Vanessa
Malone
Team: 2
Freq
enc
Of
Occ
Operation:
Employee places slat in the trim saw
Reason For Inspection: Trim saw produces a jagged cut
Individuals Interviewed: Myers, Myles, Neill,Wise, Sowders
Other Pertinent Information:
Checklist Item
OK
Not
Not
Safe
App.
Good Housekeeping/Cleanliness
X
Piling and Storage/Tagging Systems
X
Aisles, Walkways, and Exists
X
Tools And Supplies
X
Ladders And Stairs
X
Machinery And Equipment
X
Floors, Platforms, and Railings
X
Electrical Fixtures/Equipment
X
Dust, Ventilation, and Explosives
X
Overhead Valves, Pipes, Markings
X
Protective Clothing/Equipment
X
Washroom, Lockers, Shower, Deluge
X
Unsafe Practices/Horseplay/SOPs
X
First Aid Facilities
X
Vehicles, Hand and Power Trucks
X
Fire Fighting Equipment
X
Guards And Safety Devices
X
Lighting, Work Tables/Areas
X
General Maintenance
X
Safety Training, Communication
X
Company/OSHA Standards – Comply
X
Cranes, Hoists, Conveyors
X
Scrap And Rubbish
X
Other Items, Circumstances
X
Other Pertinent Information (Attached And Explained):
N/A
Phase: 2
Tool: 24
Date: 11/19/05
Location: Trim Saw; Great Lake’s Pencils
Inspection By: Vanessa Malone
Reviewed By: David Harrison
Approval Date: 11/30/05
Actual Site
Explanations/Action/Other
Cutter on trim saw may be dull or broken
Fixtures should be inspected for damage
Evaluate preventive maintenance used
Problems. Will be monitored by plant manager
20
42
18
38
%O
Tot
O
Compiler (s): Vanessa Malone
General Shape Of
Chart Is Constant,
But Frequency
16
34
14
30
12
26
10
21
8
17
6
X
X
4
Pareto Is
Often Done
Early In
Analyses,
based On
Histograms.
It Is Used To
Show Areas
Needing
Attention
Versus
Those We
Can
Postpone--A
Good
Decision
Tool.
13
X
9
2
5
X
1
% Of Occurrences Is For Each Attribute
Relative To Total Of All Occurrences.
CLEAN
FRST AID
SCRAP
Rank Findings From Highest
To Lowest And Left To Right
Researcher
1. Project objective
(s) written……
VANESSA
The objective of
MALONE
this document is to
check operations,
procedures and
processes to ensure
that they are safe as
well as correct
them if they
currently are
dangerous or pose
as a hazard.
John Wise
Project objective
is to identify and
eliminate costs
associated with
waste for cutting
a wooden pencil
slat to the correct
length
Shawn Myers
Project objective is
to identify
processes involved
with manufacturing
#2 pencil slats.
Once this is
identified,
improvements to
the processes to
reduce cost and
improve quality
will be
implemented.
Pamela Neill
Project objective
is to identify and
eliminate waste
in the wooden
slat cutting
EQUIP
X
MATNCE
0
Shade Columns To
Show Differences
Among Findings
And % Values
Shift To Present
Relationships In
Facts.
Chart Can Be Expanded To Show
Unlimited Numbers Of Attributes
2. Findings, analyses observed as
data, documentation in SDA……
I did find that the cutter is broken.
As a result we have a small number
of pencil slates with jagged cuts,
which we can’t sell. Thus, we have
produced unnecessary waste.
3. Conclusions, recommendations
in methods, course outcomes……
I recommend that we practice better
preventive maintenance. We could
have prevented this breakage if we
routinely had maintenance check
the equipment.
4. PPARMP, ROLDA,
PPMTA relationships?
All are necessary to continue
to progress successful as a
team.
Safety on the machine and process
is good, but some areas for
maintaining the machine have been
noted as needing attention.
The PM program needs to be
adjusted to eliminate the waste
associated with poor maintenance
which can lead to bad parts and lost
production.
PPARMP is for team
leadership and assignments,
ROLDA is documentation,
PPMTA is team rating.
Safety inspections will allow for
the company to take a proactive
approach to the safety of the
operator. By offering a safe work
environment, a company can
reduce cost involved with work
accident downtime, litigation, and
lack of training.
General maintenance is identified
as an area for improvement.
Maintenance manager should direct
this vs. plant manager. Also PM
program needs to be identified and
executed. Inspection of tooling for
wear and replacement tooling
ordered.
PPARMP
MTA
The overall process is safe and
effective. There could be
improvement in the maintenance
and equipment. The equipment
probably stems down from the lack
Maintenance has been found to be
an area of concern. This needs
immediate attention. Lack of
maintenance can cost a company
money, down time or even injuries.
Each item continues to help
in the progression of a
successful final portfolio.
process which in
turn reduces cost.
of maintenance being performed.
Maintenance may need to be
retrained or have daily/weekly
meetings on what is not being
completed. A possible team may
need to be formed to help this area.
Process has several potential safety
issues. We need to implement
additional processes to check the
following:
1.
Tools and supplies
2.
Machinery
3.
Electrical Fixtures
4.
Maintenance
Objective is to
minimize wastes
in our process cut
pencil slats to
required length.
Once wastes are
identified, we are
to analyze the
opportunity to
improve the
process..
The safety of the machine is good
William
Our project
although improvements can be
Myles II
objective is to
made in maintenance and
eliminate as
equipment. The pencil cutter has a
much waste as
small problem which needs to be
possible in the
fixed. Some pencils had jagged
production of the
cuts which are considered waste so
#2 wooden pencil
to improve, we must eliminate that
slat. If done
problem.
right, we can
reduce
production time
and also
production and
buying costs.
Scott Sowders
The overall process is safe and
The project
effective for cutting slats to length.
objective in to
There are still areas for
evaluate the
improvement associated with our
process for
maintenance practices. Should
cutting the #2
continue to focus on Preventative
pencils wooden
Maintenance Program
slat to length. The
goal of the team
is to find and
eliminate any
waste associated
with the current
process and to
implement a new
process with a
cost reduction.
Compiler Portfolio Reflections, Summary Of Technical Work,
Assessment, Based On Individual Researcher Inputs:
Everyone agrees that our primary goal is to reduce waste as much as
possible. We know that by tackling this goal we can increase production
as well as reduce unnecessary costs. Also precision in cutting the pencil
slates is another one of our focuses. Customer expect good quality from
us.
David
Harrison
First step would be to discuss this
situation with the maintenance
department and create a plan of
attack.
Once all areas with safety issues
are addressed, maintenance
routines require review and
changes to inspect problem areas to
reduce future safety issues.
PPARPM’s processes can
be further reviewed for
implementation
Maintenance has been an area
where we need to improve. We
must discuss how the maintenance
needs to be, what we need to do to
get to that level, and take those
actions to actually change the
maintenance as needed.
PPARMP
MTA
Continue to develop and maintain
proper maintenance schedules.
Areas of focus should be:
PPARMP- team
leadership/group
assignments
ROLDA- additional content
research
PPMTA-team performance
evaluation
1.Cutting wheel condition
2.Electrical components
3. Slat holding fixture
Concentration in these areas will
eliminate machine down time and
improve slat quality, thus reducing
waste and process costs.
Compiler Reflections To Help Improve Quality Of Work In Portfolio
Based On All Individual Researcher Inputs:
Most agree that maintenance needs to improve. Maintenance
schedules should be set for the cutting tools. Electrical components as
well as holding fixtures. We need to practice better maintaining of our
equipment so that we can reduce downtime, reduce waste and improve
quality.
Tool 24 SDA-General Failsafing/Auditing Process, Systems (GFABS)
Compiler (s): Pamela Neill
Researcher (s): William
Team: 2
Phase: II
Tool: 24
Date: 11/19/05
Myles II
General Background Information On Process, Product, Issue Or Problem Requiring Failsafing/Auditing: The cutting of wooden pencil slats is
currently being completed by a single operator. The operator loads the slat into the machine, cuts the slat, removes the slat and does a manual
inspection. Issues consist of slow loading and unloading, unloading incorrectly and human error during inspection of cut slat.
Describe The Overall Plan To Be Followed In The Audit, Including Pre And Post Audit Steps, Timeframes And Follow Through: Currently
analyzing the installation and use of automatic loading and unloading machines and the use of lasers or cameras for inspection. After installation, the
team would re-analyze the process daily to confirm this process is more precise and time saving. Then once this has been proven, the process will be
placed on a 6 month audit. Should be completed in a 6 month time frame.
Specific Issue/Concern?
Timeframe
What Is The Measurable?
Who Will Do?
1. Lack of employee compromising
6 months
and acceptance.
Describe Basic Steps, Procedures And Protocol To be Followed In The Daily Conduct Of The Audit: Have a person visually watch the process and
document any disorder or problems seen, take hourly samples of (10) slats to verify auto inspection is properly working. Person should document all
findings and report daily to project engineer, explaining any problems or positive performances or issues. Person should also take a final count on
how many slats are processed each day to verify production figures are going up and chart.
Contact Methods
Clearances/Security
General Arrangements
Methods Of Communication
1. Project engineer if any problems
n/a
n/a
(2) way radio or personal
persist.
Identify Who Will Be Interviewed In The Audit, Purpose Of The Interview: The project engineer, maintanence personal and employees working on
this line.
Interviewee?
Interviewer?
Specific Focus/Questions?
Time And Place?
1. Project Engineer
Auditor
Is the upgraded process saving
Conference room
money?
2 weeks after process is in full
Is the upgraded process
working mode.
producing more product?
Is the upgraded process
eliminating defects?
2. Maintanence Personel
Auditor
Have there been any shutdowns
Conference room
due to new process?
3 weeks after process is in full
What has been the length of
working mode.
time?
Are there multiple shutdowns for
the same reason?
3. Employees on line
Auditor
How is the new process working? Randomly after process is in full
Do you have any complaints?
working mode.
What Errors Are Needed To Be Failsafed?
Specific Issue/Concern?
Timeframe
What Is The Measurable?
Who Will Do?
1. Loading of slat improperly
1 per 8 hr shift
Incorrect loading of slat
2. Unloading of slat improperly
1 per 8 hr shift
Incorrect unloading of slat
1. Rejected part is actually good or
accepted part is a reject
1 per 8 hr shift
Length of pencil slat
Maintenance will verify when
alarm sounds for incorrect load
Maintenance will verify when
alarm sounds for incorrect unload
Quality control should catch
during routine inspection of (10)
slats per hour
Describe Visibility In The Work Area: Clean, no clutter, well lit
Clutter/Lost Product Issues
Potential Safety Issues
Housekeeping Issues
General Organization
1. none
None
None
Identify Specific Data And Documentation To Be Reviewed, And In What Ways:
Clean/organized/open
Data To Be Reviewed?
How To Review Documentation?
How To Review Data?
Documentation To Be Reviewed?
1. Reject charts
To be reviewed with auditor and
Excel charts created by quality
project engineer
control
2. Time savings/increase production
To be reviewed with auditor and
Excel charts created by quality
project engineer
control
Identify What Existing Resources Will Be Used In The Improvement, Based On The Failsafing/Audit Process:
Visually in auditor review
Existing Equipment?
1. Cutter
Existing Space?
No extra space needed
Operator Training?
Train maintenance and operators
to reset machine
2. Calipers
No extra space needed
Train maintenance and
electricians
Identify What New Resources Will Be Required In The Improvement, Based On The Failsafing/Audit Process:
Other?
New Equipment?
1. Loading machine
New Space?
12”x36”
Other?
New SOP’s, Training?
Train maintenance and
electricians
Visually in auditor review
2. Unloading machine
12”x36”
Train maintenance and
2. Unloading machine
electricians
3. Lasers/cameras
No extra space needed
Train maintenance and
electricians
After Completion Of The Failsafing/Audit Process, Identify All Findings Requiring Corrective Actions, And In What Ways:
Findings?
Corrective Actions?
Who Will Address?
When To Be Completed?
1. No findings needing corrective
action
Explain How The Five Why’s Were Applied In The Process: They were used to determine if the new proposed equipment will benefit the process.
Explain How Upstream And Downstream Operations May Be Impacted By The Proposed Changes, Improvements: The existing machinery may
need to have production rates increased to keep up with the new more modern machineries production.
After Completion Of The Failsafing/Audit, Identify All Findings Requiring Corrective Actions, And In What Ways:
Findings?
Corrective Actions?
Who Will Address?
When To Be Completed?
1. No findings needing corrective
action.
Explain How Operators, Supervisors, Quality, Engineering And Other Personnel Were Involved In The Process: They were involved in the
reviewing of charts, operations and problems involved with the addition of the new process.
Explain How This Audit Can Be Improved: Do the audit on a more regular basis.
Researcher
Pamela Neill
John Wise
David
Harrison
Vanessa
Malone
Shawn Myers
1. Project objective
(s) written……
Project objective
is to identify and
eliminate waste in
the wooden slat
cutting process
which in turn
reduces cost.
Project objective
is to identify and
eliminate costs
associated with
waste for cutting
a wooden pencil
slat to the correct
length
Objective is to
minimize wastes
in our process cut
pencil slats to
required length.
Once wastes are
identified, we are
to analyze the
opportunity to
improve the
process.
Project objective
here is to evaluate
our process by
examining all steps,
machines and tools.
We are looking for
inconsistencies as
well as any other
problems in our setup and routine.
Project objective is
to identify
processes involved
with manufacturing
#2 pencil slats.
2. Findings, analyses observed as
data, documentation in SDA……
The Auditor will monitor the new
process to assure that it is in the
best interest of the company.
He/She will also interview and
discuss the process with engineers,
maintenance and hourly employees
for input. This will become part of
a regular routine to ensure the
process is maintained and
achieving its highest quality.
This document is used to determine
areas where failsafing is needed
and whether it is effective enough
in the process. Auditing should
encompass all individuals involved
in the process before, during, and
after the process has been designed
and implemented.
3. Conclusions, recommendations
in methods, course outcomes……
Repeat the audit process once every
six months to ensure the process is
working and being maintained
properly. If this process is
successful and saves the company
money, it may be considered for
other areas of the plant.
4. PPARMP, ROLDA,
PPMTA relationships?
Each item is used during
each tool to improve the
teams progress as we reach
our final Phase II portfolio.
The audit should be performed
before the process is changed and
after the new process has been
implemented. Follow up audits
should be performed every 6
months.
PPARMP is for team
leadership and assignments,
ROLDA is documentation,
PPMTA is team rating
Failsafing this process will help us
improve our process. This will be
done by auditors working with our
plant engineer, maintenance,
quality department and line
workers. Our timeframe for this
process is 6 months.
Auditors need to maintain the
recommended time frames to meet
with the plant engineer and
maintenance personnel.
PPARPM’s processes can
be further reviewed for
implementation
Based on results the auditor will
make changes where see fit. Also
in a few months the new procedure
will be evaluated to ensure that it is
an effective change.
Auditors have made good
recommendations. We have to wait
and see if our results match our
expected outcomes.
All are necessary to show
the team’s progression as we
continue to complete the
toolkits.
Fail safe opportunities will improve
the processes and protect the
customer. This form will offer
information that may not be
obvious on other forms.
This form needs to be read by
management and implemented to
get results.
PPARPM
Once this is
identified,
improvements to
the processes to
reduce cost and
improve quality
will be
implemented
Scott Sowders
PPARMP- leadership
After implementation of
Assigned auditors will work
The project
activity allows for team
improvements, a new audit
hand in hand with process
objective is to
members to stay focused
should be performed every 6
define the process engineers, operators, and
and know
months to decide whether
supervisors to improve process
for cutting the #2
responsibilities.
process in acceptable or if
through the technique of
pencil wooden
ROLDA – resources,
further improvements are
failsafing. By removing
slat to length.
show knowledge gained
necessary.
potential failure causing
Once identified
from topic research and
characteristics of the cutting
focus on
allow for engagement
process, quality, production,
elimination of
PPMTA- assessment,
and on time delivery to the
waste with the
team members evaluate
customer will increase.
goal of cost
performance.
reduction and
quality
improvements.
William
PPARMP
The recommendations made by
By making our processes fail
Our project
Myles II
the auditors seem to be good
safe, we run the risk of less
objective is to
but we must wait to see if they
injury or waste. The Auditor
find and
will hold up to their
eliminate waste in will make changes wherever
changes are needed and to make expectations.
the production of
the # 2 pencil slat. sure the process is safe,
inspections will be held in the
After we
near future.
eliminate the
waste, production
and buying costs
will go down
resulting in more
profit.
Compiler Portfolio Reflections, Summary Of Technical Work,
Compiler Reflections To Help Improve Quality Of Work In Portfolio
Assessment, Based On Individual Researcher Inputs:
Based On All Individual Researcher Inputs:
It is determined that fail safing the process is essential. This tool gives
The quality of work has improved drastically since the first tool. We
more opportunity for finding problems that may not be so obvious in other
need to continue this quality going into the final Phase II portfolio. No
tools. It is agreed that after the auditor completes his audit, management
improvements recommended.
should evaluate the comments and take action.
Tool 24 SDA-Maintenance Tracking Analysis (MTA)
General Use/Application: SDA focuses technical content and deliverables on project objectives, all associated with technological assessment
for improvement. All researchers on team complete the information below and submit to the compiler for finalizing in portfolio. When
completed, all researchers should be listed as contributing, detailing technical assessment issues, as reflections by all related to the SDA.
Compilers also develop reflections synthesized over time, based on inputs contributed by each, and their own review and reflections of the
team’s work. This also involves use of SDA-FACR (below) to determine findings, analysis, conclusions and recommendations (FACR)
ultimately merged into grand form format by compilers for inclusion in the final portfolio when compiled by team leadership. Persons not
contributing substantially at SDA’s, and FACR responses should have lower scores shown in PPMTA at final grand portfolio.
Compiler (s):
Researcher (s):
Team:
Phase:
Tool:
Date:
Shawn Myers
Shawn Myers
QS 327 – Team 2
2
24
November 19, 2005
Operation:
Location:
Pencil Slat Size – Trim Saw
Great Lakes Pencils
Adjustments
Inspections
Parts Installed
Others
Track General Work With A Brief
Work
Explanation Here And An X With Time 1 2 3 Time
1 2 3 Time
1 2 3 Time
1 2 3 Time
Date
Identified Categorically To The Right
Req.
Req.
Req.
Req.
Oct. 12
Cylinder Change - EM
X
Oct. 21
Setup Adjustment – New Stop Block
X
X
X
Installed
Oct 22
Hydraulic Filter - PM
X
X
Nov. 12
Cutting Tooling Change - PM
X
X
Identify Planned Preventive Maintenance Functions According To Frequency Of When It Is To Be Done (D = Daily; W = weekly; M = monthly; Q =
quarterly; B = biannual; A = annual), Along With A Brief Description Of The Planned Functions.
#
Work, Maintenance Function Planned To Be Performed
Freq
Project
Cost
Time
Standard
SOP Prepared?
How To Access?
M
240.00
4 HRS.
Generated /
Supervisor
Person
To Do?
Adjustments
1
Cutting Tooling Change
1
Parts/Materials Installed
Change Belts and Filters
1
MR
M
175.00
1 HR.
Generated /
Supervisor
MR
Belts and Hydraulic System
M
NA
1 HR.
MR
2
Inspect Proximity Switches and Fuses
M
45.00
1 HR
3
Thermography – Control Panel
A
45.00
1 HR
Generated /
Supervisor
Generated /
Supervisor
Generated /
Supervisor
1
Other
Install new Panelmate / PLC / Micrologix.
9234.00
10 HRS
Inspections
Generated /
Supervisor
EL
EL
EL
Remedial Maintenance Functions, Unplanned But Required To Keep The Operation Running.
Date
Oct. 12
Researcher
Shawn Myers
John Wise
Pamela Neill
David
Harrison
Description Of Work Performed
Cylinder Change - EM
1. Project objective
(s) written……
Project objective is
to identify
processes involved
with manufacturing
#2 pencil slats.
Once this is
identified,
improvements to
the processes to
reduce cost and
improve quality
will be
implemented.
Project objective
is to identify and
eliminate costs
associated with
waste for cutting
a wooden pencil
slat to the correct
length
Project objective
is to identify and
eliminate waste
in the wooden
slat cutting
process which in
turn reduces cost.
Objective is to
minimize wastes
in our process cut
pencil slats to
required length.
Once wastes are
identified, we are
Parts Required
Hydraulic Cylinder
2. Findings, analyses observed as
data, documentation in SDA……
Maintenance tracking can be
beneficial to identify downtime in
the process. As demonstrated on
this month’s form, there was some
downtime for PMs and one service
call for emergency maintenance.
Time?
Costs
Who?
Other
1.25
134.6
MR
Order another
Hrs.
6
3. Conclusions, recommendations
4. PPARMP, ROLDA,
in methods, course outcomes……
PPMTA relationships?
Continue performing PM functions
PPARMP
on a monthly basis. This was a
slow month for service calls and
demonstrates consistent uptime.
New Panelmate / Micrologix to
take advantage of some
programming opportunities to
improve cycle time.
Maintenance tracking can be used
to identify items to be put on a PM
schedule and areas that need to be
looked at closer if something is
reoccurring. Most of the items this
month were for normal PM with
one emergency call.
PM program needs to be continued
on a normal schedule.
Maintenance calls to the machine
were minimal for the month.
PPARMP is for team
leadership and assignments,
ROLDA is documentation,
PPMTA is team rating
Preventative maintenance is
essential to a successful company.
This schedule will keep track of
what needs to be completed, how
often and who is to complete. It
will also help to decide which items
can be completed during a down
time. Each item has a cost and time
associated with it. If there is going
to be a 2 hour down time during the
day, we know that we can not plan
to do a tool change which takes 4
hours. This is a successful
scheduling tool.
Maintenance work performed is
crucial to track for several reasons.
It allows better preventive
maintenance routines, it allows
production to better plan their runs,
and it allows management to
properly budget for parts and
downtime.
This should be a part of every
company’s PM program. It will
help to organize the workers, let
them know how long it should take
and how much it will cost the
company. It is similar to a project
management tool in that you can
see who can complete what tasks
and if they are over used.
Each tool is essential to
completing a successful and
organized final portfolio.
Due to previous maintenance
inspections, our company is better
prepared for problems before they
happen. We still struggle at times
with management wanting to
minimize preventative maintenance
time to increase production. This
document helps illustrate why this
PPARPM’s processes can
be further reviewed for
implementation
to analyze the
opportunity to
improve the
process.
Vanessa
Our project
Our equipment should be tested on
Malone
objective here is to
a regular basis to ensure that all
reduce waste in
components are working as
production process.
expected. If we practice preventive
As a result cost
maintenance we should be able to
should decrease if
prevent large scale disasters.
we have a stable
and effective
process.
Scott Sowders
Maintenance Tracking Analysis,
The project
is used to track all maintenance
objective is to
define the process performed over given time,
whether it is scheduled or
for cutting the #2
emergency services. It can be
pencil wooden
used to identify reoccurring
slat to length.
issues that should become part
Once identified
of the Preventative Maintenance
focus on
routine. It can also help identify
elimination of
spare parts that need to be kept
waste with the
on hand.
goal of cost
reduction and
quality
improvements.
William
In order for us to reach our goal
Our project
Myles II
of eliminating waste we must
objective is to
use some caution and
identify and
maintenance is a large part of
eliminate waste
that. In order to make sure we
in the production
eliminate waste we must first
of the #2 pencil
keep the machines in good
slat. If this is
done successfully, order.
production and
buying cost will
also go down.
Compiler Portfolio Reflections, Summary Of Technical Work,
Assessment, Based On Individual Researcher Inputs:
Currently team members understand the importance of the MTA form for
cutting costs associated to this process. Through identifying problems
related to indirect labor and/or maintenance, the company can better
understand what can be done to predict maintenance vs. react to
emergencies.
time is important.
We are going to continue to carry
out preventive maintenance checks
on a regular basis.
All are necessary to continue
to improve individual as
well as a team.
Continue with current PM
schedule, but be on the look out
for new or reoccurring
problems. If reoccurring
problems arise make adjustment
to the PM schedule to head off
these type problems.
PPARMP- leadership
activity allows for team
members to stay focused
and know responsibilities.
ROLDA – resources,
show knowledge gained
from topic research and
allow for engagement
PPMTA- assessment,
team members evaluate
performance.
We have decided to continue
with our regular maintenance
checks and possibly add more if
needed.
Each tool is very useful in
successfully completing
this project.
Compiler Reflections To Help Improve Quality Of Work In Portfolio
Based On All Individual Researcher Inputs:
Team is rounding third and heading to home base. We hit one of our
goals which was to achieve benchmark status (30 points).
PORTFOLIO OUTCOME ASSESSMENT MATRIX (POAM)
POAM places course student learning outcomes in all parts of project portfolios for team work shown in course rollout. POAM
is used by instructor, attached to six tools and two phased presentations, for teams to communicate feedback in doing outcomes.
Outcome 1, Communications: Good communication practices are reflected in all work, ultimately as team portfolio.
Outcome, aims general assessment, reflect researcher/compiler/team management in work supplied, completed.
score
a) Portfolio system shows good management, writing quality, well organized to communicate project, course outcomes
4.00
b) Supplier, customer documentation in discussion board, chats, adds short and long term value to project and portfolio
4.00
c) Power point “short form” presentation evolves (3-5 slides) to summarize, explain, compliment “long form” portfolio
4.00
d) Forms, chats, threads show good team management, responsibilities balanced, doing early posts, compiling, rotating
4.00
Improvement feedback, including persons not fully supporting, total points earned (8/16 possible) as a team in final post: Team
continued to be on target, looking good, right up until the conclusions were presented at phase II. Power point was significantly
improved based on feedback to compliment long form “mechanics and functions”, how the work is being done. Team continued
to grow “grand forms”, providing a nice synthesis process to demonstrate maturity and solid management, at phase II. Focus in
PPARMP, primarily on technical project—pencil slat improvement—was pretty well corrected and overall nicely done.
Outcome 2, Review of literature: Literature, information reviewed and abstracted supports, grows ideas, knowledge.
Outcome, aims general assessment, reflect researcher/compiler/team management in work supplied, completed.
score
a) Critique course content as abstracted information, topically, adds value via portfolio development
4.00
b) Critique external sources of information, relevant to course content, abstracts add value to portfolio, list of references
4.00
Improvement feedback, including persons not fully supporting, total points earned (4/8 possible) as a team in final post: ROLDA
continued right on the money—very nice—excellent grand form synthesis to show knowledge grown and applied in project.
Outcome 3, Content applications: Organize, apply, document knowledge via course content as solutions to project.
Outcome, aims general assessment, reflect researcher/compiler/team management in work supplied, completed.
score
a) Researchers grow individual knowledge as applications provided in discussion board for first half of posting cycle
4.00
b) Each researcher compiles all others’ individual postings as grand form “best practices” for at least one application
4.00
c) Assessing various systems as tools appropriate to the broader global environment, addressing, solving project issues
4.00
Improvement feedback, including persons not fully supporting, total points earned (6/12 possible) as a team in final post: Team
continued doing a nice technical analysis, demonstrating a significant portfolio of how to do lean/six sigma projects. Technical
level of research methodology, documenting how tools were used to assess and add value was precisely on the money.
Documentation of forms and format to make systems work as “best practices” at phase II—as recommendations for
improvement—both in team processes as well as technical processes based on FACR at objectives—were right on target and
nicely done. Excellent simulation and model applications of systems for improvement—good foundation to grow with and on.
Outcome 4, Research methodology: A structured, intentional research plan is designed and implemented.
Outcome, aims general assessment, reflect researcher/compiler/team management in work supplied, completed.
score
a) Findings, analysis, conclusions and recommendations are logically derived in project, reflected in portfolio
4.00
b) Objectives in research are developed and managed to objectively explain and address all work of team
4.00
Improvement feedback, including persons not fully supporting, total points earned (4/8 possible) as a team in final post: Team
continued evolving project plan as a useful way to direct overall technical work—right up until the end—at phase II. Reflection,
engagement and application of technical content, particularly around focus of FACR’s, continued building an excellent base at
phase II--still further focused and expanded around tools and how they were applied—used to assess the project/problem—and
to show improvement. Nice work, particularly as you brought appropriate closure!!
Outcome 5, Project management: Resources well managed to make effective decisions, improve professional practices.
Outcome, aims general assessment, reflect researcher/compiler/team management in work supplied, completed.
score
a) Researchers assess internal and external services performed, judging, rating quality in team members’ work provided
4.00
b) Problem solving and decision-making show added value in resource management and improvement
4.00
c) Culture of team provides development of good professional practices, growth in knowledge from project, beyond
4.00
d) Ethical and “values oriented” issues engage “political correctness and diversity”, as questions raised, addressed
4.00
Improvement feedback, including persons not fully supporting, total points earned (8/16 possible) as a team in final post: Team
continued moving forward to conduct and demonstrate work as professionals, in positive directions, nicely done, using internal
and external feedback in constructive and positive ways to enhance work and team organization. Very nice documentation to
demonstrate and portfolio the team’s work.
Other general feedback/information for team: Very nice work continued right up through phase II……..Very impressive,
leadership and empowerment, a team well communicating, nicely managed and showing a mature sense of who you were and
what had to be done. Very nice, a pleasure to review and assess. JWS
Team Assessed: QS 327 T2 Assessor: JWS
Work Assessed: PII
Date: 12-13-05
Team Points: 60.00