Material

Poka-yoke (ポカヨケ ): [poka joke]) is a Japanese term that

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means "fail-safing" or "mistake-proofing". A poka-yoke is

any mechanism in a Lean manufacturing process that helps
an equipment operator avoid (yokeru) mistakes (poka). Its
purpose is to eliminate product defects by preventing,
correcting, or drawing attention to human errors as they
occur. The concept was formalized, and the term adopted,
by Shigeo Shingo as part of the Toyota Production System.
It was originally described as baka-yoke, but as this
means "fool-proofing" (or "idiot-proofing") the name was
changed to the milder poka-yoke.

Kaizen

"Kai" means change, and "Zen" means good (for the

better). Basically kaizen is for small improvements, but
carried out on a continual basis and involve all people
in the organization. Kaizen is opposite to big
spectacular innovations. Kaizen requires no or little
investment. The principle behind is that "a very large
number of small improvements are move effective in an
organizational environment than a few improvements of
large value. This pillar is aimed at reducing losses in
the workplace that affect our efficiencies. By using a
detailed and thorough procedure we eliminate losses in a
systematic method using various Kaizen tools. These
activities are not limited to production areas and can be
implemented in administrative areas as well.

FIFO
First In, First Out. A method of inventory rotation to
ensure that the oldest inventory (first in) is used first
(first out).

8D
The 8D Process is a problem solving method for product
and process improvement. It is structured into 8 steps
(the D's) and emphasizes team. This is often required in
automotive industries.

D#1 - Establish the Team

D#2 - Describe the problem.
D#3 - Develop an Interim Containment Action
D#4 - Define / Verify Root Cause
D#5 - Choose / Verify Permanent Corrective Action
D#6 - Implement / Validate Permanent Corrective Action
D#7 - Prevent Recurrence
D#8 - Recognize the Team

SPC
Statistical process control is the application of
statistical methods to identify and control the special
cause of variation in a process.

Quality Definition

Reduction of variation around the "Mean".

Calibration
Calibration is simply the comparison of instrument
performance to a standard of known accuracy. It may
simply involve this determination of deviation from
nominal or include correction (adjustment) to minimize
the errors. Properly calibrated equipment provides
confidence that your products/services meet their
specifications.

Cp

Cp is an index comparing the variation with in the

process to the specification limits. Higher the number
the less variation in the process.

Cpk

Cpk is an index how close the process is running towards

its specification limits. less likely it is that any item
will be outside the specification limits.

Stability

Stability represents variation due to elapsed time. It is

the difference between an individual's measurements taken
of the same parts after an extended period of time using
the same techniques.

7 QC Tools

1. Cause and Effect diagram

2. Check Sheet

3. Control Chart
4. Histogram

5. Pareto Diagram

6. Scatter Diagram

7. Stratification

Cause & Effect Diagram

A CAUSE AND EFFECT DIAGRAM IS USEFUL IN SORTING OUT THE

CAUSES OF DISPERATION AND ORGANIZING MUTUAL
RELATIONSHIPS.

THE PURPOSE OF CAUSE AND EFFECT DIAGRAM IS TO FIND MOST

BASIC CAUSE OF THE PROBLEM LOOK FOR THE CAUSES THAT
APPEAR REPEATEDLY.

Check Sheet

A CHECK SHEETS ARE THAT THEY MAKE IT EASY TO COMPLETE

DATA IN SUCH A FORM THAT MAY BE USED READILY AND ANALYSED
AUTOMATICALLY.

THE PURPOSE OF CHECK SHEETS ARE SIMPLY AND EASY TO

UNDERSTAND THE PROBLEMS.

Control Chart

A CONTROL CHART IS A CHART TO EXAMINE WHETHER A PROCESS

IS IN STABLE CONDITION OR TO ENSURE THAT PROCESS IS
MAINTAINED IN STABLE CONDITION

THE PURPOSE OF CONTROL CHART IS USED TO ESTABLISH THE

NATURE OF CHANGES THAT TAKE PLACE OVER A SPECIFIED PERIOD
OF TIME, IN THE PRODUCTION PROCESS.

Histogram

HISTOGRAMS ARE ONE OF BAR CHARTS THAT INDICATE THE

AVERAGE AND THE DISPERSION WITH FREQUENCY ON THE VERTICAL
AXIS AND CHARACTERISTICS ON THE HORIZONTAL AXIS.

IT IS USED FOR THE COMPARISION OF PROCESS DISTRIBUTION

BEFORE AND AFTER THE IMPROVEMENT ACTION.

Pareto Diagram
A PARETO DIAGRAM INDICATES WHICH PROBLEM SHOULD BE
SOLVED FIRST IN ELIMINATING DEFECTS AND IMPROVING THE
OPERATION.
THE PURPOSE OF PARETO DIAGRAM IS TO FOCUS IMPORVEMENT
EFFORTS ON THE MOST IMPORTANT CAUSES BY IDENTIFYING THE
VITAL FEW AND TRIVIAL MANY CAUSES.

Scatter Diagram

A SCATTER DIAGRAM IS THE TECHNIQUE OF OBTAINING DATA IN

DIFFERENT GROUPS BASED ON SEGREGATED CAUSES.

THE PURPOSE OF SCATTER DIAGRAM IS THAT IT GIVES A CLEAR

RELATIONSHIP EXISTS BETWEEN TWO VARIABLES AND THE
STRENGTH OF THAT RELATIONSHIP.

Stratification

STRATIFICATION IS THE TECHNIQUE OF OBTAINING DATA IN

DIFFERENT GROUPS BASED ON SEGREGATED CAUSES.

THE PURPOSE OF STRATIFICATIONS IS TO IDENTIFY THE POOR

QUALITY DUE TO THE INFLUENCE OF MULTIPLE CAUSES.

Tolerance

A tolerance is the total amount by which a specific

dimension may vary; thus, the tolerance is the difference
between the maximum and minimum limits.

Bilateral Tolerance
A bilateral tolerance is a tolerance in which variation
is permitted in both directions from a specified
dimension (example +- .005).

Unilateral Tolerance

A unilateral tolerance is a tolerance in which variation

is permitted only in one direction from the specified
dimension, example, 1.400 +.000/ -.006.

Run out

Run out is the composite deviation from the desired form

of a part surface of revolution through on full rotation
(360 deg) of the part on a datum axis.

Roundness
Roundness describes the condition on a surface of
revolution (cylinder, cone, sphere) where all points of
the surface intersected by any plane (1) perpendicular to
a common axis (cylinder, cone), or (2) passing through a
common center (sphere) are equidistant from the center.

Straightness

Straightness describes a condition where an element of a

surface or an axis is a straight line.

Symmetry

Symmetry is a condition in which a feature (or features)

is symmetrically disposed about the center plane of a
datum feature.

Parallelism

Parallelism is the condition of a surface, line, or axis,

which is equidistant at all, points from a datum plane or
axis.

Flatness

Flatness is the condition of a surface having all

elements in one plane.

Concentricity

Concentricity describes a condition in which two or more

features (cylinders, cones, spheres, etc.) In any
combination have a common axis. Measurement requirements
for concentricity involves the complex task of mapping
the referenced feature by way of opposed point
measurements. A through understanding of the measurement
process should be investigated before defining feature
relationships using concentricity.

Perpendicularity

Perpendicularity is the condition of a surface, axis, or

line, which is 90 deg. From a datum plane or a datum
axis.

Cylindricity
Cylindricity describes a condition of a surface of
revolution in which all points of a surface are
equidistant from a common axis.

Least Material Condition - (LMC)

This term implies that condition of a part feature of

size wherein it contains the least (minimum) amount of
material, examples, largest hole size and smallest shaft
size. It is opposite to maximum material condition (MMC).
Symbol:

Maximum Material Condition - (MMC)

Maximum material condition is that condition of a part

feature wherein it contains the maximum amount of
material within the stated limits of size. That is:
minimum hole size and maximum shaft size. Symbol:

Position Tolerance

Position tolerance (formerly called true position

tolerance) defines a zone within which the axis or center
plane of a feature is permitted to vary from true
(theoretically exact) position.

Fit

Fit is a general term used to signify the range of

tightness or looseness, which may result from the
application of a specific combination of allowances and
tolerance in the design of mating part features. Fits are
four general types: interference, transition, line and
clearance.

Interference Fit

An interference fit is one having limits of size so

prescribed that an interference always results when
mating parts are assembled.

Transition Fit

A transition fit is one having limits of size so

prescribed that either a

Line Fit
A line fit is one having limits of size so prescribed
that surface contact or clearance may result when mating
parts as assembled.

Clearance Fit

A clearance fit is one having limits of size defined such

that a clearance always results when mating parts are
assembled.

TPM
Japanese management philosophy. Stands for Total
Productive Maintenance. Used to increase time between
failures (MTBF) or life of machinery.

Pillers Of TPM

5S

English Equivalent 'S'

Japanese Term
Translation term

Seiri Organisation Sort

Seiton Tidiness Systematise

Seiso Cleaning Sweep

Seiketsu Standardisation Standardise

 Self -
Shitsuke Discipline
Discipline

SEIRI - Sort out:

This means sorting and organizing the items as critical,

important, frequently used items, useless, or items that
are not need as of now. Unwanted items can be salvaged.
Critical items should be kept for use nearby and items
that are not be used in near future, should be stored in
some place. For this step, the worth of the item should
be decided based on utility and not cost. As a result of this step,
the search time is reduced.

Priority Frequency of Use How to use

Less than once per year, Once Throw away, Store away from
Low
per year< the workplace

At least 2/6 months, Once per

Average Store together but offline
month, Once per week

High Once Per Day Locate at the workplace

SEITON - Organize:

The concept here is that "Each items has a place, and

only one place". The items should be placed back after
usage at the same place. To identify items easily, name
plates and colored tags has to be used. Vertical racks
can be used for this purpose, and heavy items occupy the
bottom position in the racks.

SEISO - Shine the workplace:

This involves cleaning the work place free of burrs,

grease, oil, waste, scrap etc. No loosely hanging wires
or oil leakage from machines.

SEIKETSU - Standardization:

Employees have to discuss together and decide on

standards for keeping the work place / Machines /
pathways neat and clean. These standards are implemented
for whole organization and are tested / inspected
randomly.

SHITSUKE - Self discipline:

Considering 5S as a way of life and bring about self-
discipline among the employees of the organization. This
includes wearing badges, following work procedures,
punctuality, dedication to the organization etc.

PILLAR 2 - JISHU HOZEN (Autonomous maintenance)

This pillar is geared towards developing operators to be

able to take care of small maintenance tasks, thus
freeing up the skilled maintenance people to spend time
on more value added activity and technical repairs. The
operators are responsible for upkeep of their equipment
to prevent it from deteriorating.

PILLAR 3 – KOBATSU KAIZEN

"Kai" means change, and "Zen" means good (for the

better). Basically kaizen is for small improvements, but
carried out on a continual basis and involve all people
in the organization. Kaizen is opposite to big
spectacular innovations. Kaizen requires no or little
investment. The principle behind is that "a very large
number of small improvements are move effective in an
organizational environment than a few improvements of
large value. This pillar is aimed at reducing losses in
the workplace that affect our efficiencies. By using a
detailed and thorough procedure we eliminate losses in a
systematic method using various Kaizen tools. These
activities are not limited to production areas and can be
implemented in administrative areas as well.

PILLAR 4 - PLANNED MAINTENANCE :

It is aimed to have trouble free machines and equipments

producing defect free products for total customer
satisfaction. This breaks maintenance down into 4
"families" or groups which was defined earlier.

1. Preventive Maintenance
2. Breakdown Maintenance
3. Corrective Maintenance
4. Maintenance Prevention

With Planned Maintenance we evolve our efforts from a

reactive to a proactive method and use trained
maintenance staff to help train the operators to better
maintain their equipment.
PILLAR 5 - QUALITY MAINTENANCE:

It is aimed towards customer delight through highest

quality through defect free manufacturing. Focus is on
eliminating non-conformances in a systematic manner, much
like Focused Improvement. We gain understanding of what
parts of the equipment affect product quality and begin
to eliminate current quality concerns, and then move to
potential quality concerns. Transition is from reactive
to proactive (Quality Control to Quality Assurance).

QM activities are to set equipment conditions that

preclude quality defects, based on the basic concept of
maintaining perfect equipment to maintain perfect quality
of products. The conditions are checked and measure in
time series to very that measure values are within
standard values to prevent defects. The transition of
measured values is watched to predict possibilities of
defects occurring and to take counter measures before
hand.

PILLAR 6 - TRAINING:

It is aimed to have multi-skilled revitalized employees

whose morale is high and who has eager to come to work
and perform all required functions effectively and
independently. Education is given to operators to upgrade
their skill. It is not sufficient know only "Know-How" by
they should also learn "Know-why". By experience they
gain, "Know-How" to overcome a problem what to be done.
This they do without knowing the root cause of the
problem and why they are doing so. Hence it become
necessary to train them on knowing "Know-why". The
employees should be trained to achieve the four phases of
skill. The goal is to create a factory full of experts.
The different phases of skills are

Phase 1: Do not know.

Phase 2: Know the theory but cannot do.
Phase 3: Can do but cannot teach
Phase 4: Can do and also teach.

PILLAR 7 - OFFICE TPM:

Office TPM should be started after activating four other

pillars of TPM (JH, KK, QM, PM). Office TPM must be
followed to improve productivity, efficiency in the
administrative functions and identify and eliminate
losses. This includes analyzing processes and procedures
towards increased office automation.
 PILLAR 8 - SAFETY, HEALTH AND ENVIRONMENT:

Target:

1. Zero accident,
2. Zero health damage
3. Zero fires.

In this area focus is on to create a safe workplace and a

surrounding area that is not damaged by our process or
procedures. This pillar will play an active role in each
of the other pillars on a regular basis.

A committee is constituted for this pillar which

comprises representative of officers as well as workers.
The committee is headed by senior vice President
(Technical). Utmost importance to Safety is given in the
plant. Manager (Safety) is looking after functions
related to safety. To create awareness among employees
various competitions like safety slogans, Quiz, Drama,
Posters, etc. related to safety can be organized at
regular intervals.

16 Major losses in a organization:

Loss Category

1. Failure losses -
Breakdown loss
2. Setup / adjustment
losses
3. Cutting blade loss
4. Start up loss
5. Minor stoppage / idling Losses that impede equipment
loss. efficiency
6. Speed loss - operating
at low speeds.
7. Defect / rework loss

8. Scheduled downtime loss

9. Management loss Loses that impede human work

10. Operating motion efficiency
loss
11. Line organization
loss
12. Logistic loss
13. Measurement and
adjustment loss

14. Energy loss

15. Die, jig and tool
breakage loss Loses that impede effective use of
production resources
16. Yield loss.

Classification of losses:

Aspect Sporadic Loss Chronic Loss

Causes for this This loss cannot be

failure can be easily identified
Causation easily traced. and solved. Even if
Cause-effect various counter
relationship is measures are
simple to trace. applied

These types of
losses are caused
Remedy Easy to establish because of hidden
a remedial measure defects in machine,
equipment and
methods.

A single cause is
Impact / rare - a
A single loss can
Loss combination of
be costly
causes trends to be
a rule
The frequency of
Frequency of The frequency of
occurrence is low
occurrence loss is more.
and occasional.
Specialists in
Usually the line process
personnel in the engineering,
Corrective
production can quality assurance
action
attend to this and maintenance
problem. people are
required.
TPM Objectives 1. Achieve Zero Defects, Zero Breakdown and Zero
accidents in all functional areas of the
organization.
2. Involve people in all levels of organization.

3. Form different teams to reduce defects and

Self Maintenance.

TPM Targets:

P
Obtain Minimum 80% OPE.
Obtain Minimum 90% OEE (Overall Equipment Effectiveness)
Run the machines even during lunch. (Lunch is for
operators and not for machines!)

Q
Operate in a manner, so that there are no customer
complaints.

C
Reduce the manufacturing cost by 30%.

D
Achieve 100% success in delivering the goods as required
by the customer.

S
Maintain a accident free environment.

M
Increase the suggestions by 3 times. Develop Multi-
skilled and flexible workers.