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• Mr. Barber is the General Manager and Senior Quality Consultant / Trainer for Omnex
Canada Inc. He has been a full time consultant since 1998, and estimates a total of 5,000
hours of in-class instructional training and 3,000 hours of client consultation since that time.
• Mr. Barber has over 20 years experience in the Quality profession with the majority of this
time being spent in Quality Director / Manager and Quality Engineering roles. He has a
diverse background with experience in the automotive, medical devices, consumer
electronic, telecommunications, plastics, machining, and stamping industries. Mr. Barber
has assisted companies in the development and implementation of cohesive quality
systems that have resulted in the achievement of ISO 9001:1994, QS-9000,
TS16949:1999, ISO 9001:2000, TS16949:2002, TL9000, ISO/IEC 17025 and Six Sigma
projects.
• Mr. Barber is a fourteen-year senior member of the American Society for Quality (ASQ) and
is a Certified Quality Engineer. He received his Quality Assurance Certificate (accredited
by the ASQ) from Centennial College of Applied Arts and Technology, has a diploma in
Electronics from Radio College of Canada.
– Program Management
– Team Building / Creative Thinking
– Team Problem Solving
– ISO 9000 / Process Mapping
– Individual Core Tools & Competencies
• Advanced Product Quality Planning
• Failure Modes & Effects Analysis
• Measurement Systems Analysis
– Others?
• Overall Plan
• Current State
• Opportunities for Improvement
• Root Cause
• Corrective / Prevent Action (Change)
• Standardize
• Which Process(s)?
• Product Realization Process
• Support Process
• Customer Process
• Management Process
• Which Department or Function?
22
Top Level Flow Map
First Second Third
Process Process Process
• Limitations:
- Not very helpful in knowing work content, nor
decision points in work
Decision for Green Belt Green Belt Work on Green Belt Work on
Executive Certification
Green Belt Candidate Training Selected Training Selected
Overview Decision
Training Selection Week 1 Projects Week 2 Projects
S Candidates
C Opportunity ID C Opportunity ID
Who Meet
C Budgeted Time C Budgeted Time
Requirements
are Certified
y Select Participants S OSD Black Belt S OSD Black Belt
Green Belts
Consulting Consulting
Air Bubble 62 3
80
Air Bubble 57 4
Percent
Weight Dev. 120 1 60
Count
500
Weight Dev. 132 2
40
Weight Dev. 91 3
Weight Dev. 88 4 20
Deformation 18 1
0 0
Deformation 29 2
ev. bbl
e
lor ti on
Deformation 31 3 Defect We
igh
tD
Air
Bu Co
De
for
ma
Color 42 2
Color 39 3
Color 27 4
Count
Other Night 10 10
Scratch Night
Scratch
Peel
Night
Night 5 5 level, fourth
level, etc., as
Scratch Night Other
Smudge Night
0 0
Scratch Night
Other
Scratch
Night
Night far as it makes
Scratch Night Night Weekend
Peel
Peel
Weekend
Weekend
Others
sense in
Peel
Smudge
Weekend
Weekend
15 15
solving your
Smudge Weekend
problem.
Count
Count
10 10
Smudge Weekend
Other Weekend
5 5
0 0
108 5 1 Frequency
99 6 1
100 7 1 5
104 8 1
101 9 1
105 10 1 0
A
Major Cause Major Cause Major Cause
Category 1 Category 2 Category 3
Root
Root
Cause
Cause C
Cause
Cause
Cause
Cause Cause
Root
Effect
Cause
Cause
B Cause
Cause
Cause
Cause E
Cause Cause
Cause
Secondary
Root Root Cause
Root
Cause Cause
Major Cause Major Cause Major Cause D
Category 4 Category 5 Category 6
H ow
What are the
bad
E ffect(s)?
Process is it?
Steps Risk What can be d one
What is the
Priority to im prove
new RPN ?
N um ber the process?
H ow
What are the
What can often d oes
cause(s)?
go wrong? it happen?
3.0SL=76.41
75
Sample Mean
70 X=70.13
65
-3.0SL=63.85
Subgroup 0 10 20 30
3.0SL=23.03
20
Sample Range
10 R=10.89
0 -3.0SL=0.00E+00
0.05 3.0SL=0.04939
0.04
Proportion
0.03
P=0.02747
0.02
0.01
-3.0SL=0.005539
0.00
0 10 20 30
Sample Number
Inventory Inventory
Shipment Storage Point Pushed Ahead
Operation Outside
Customer or
Supplier
Operator
Supplier Delivery
Customer Delivery
Data Box
Scheduling Information Flow
8400 pcs/mo
2500 Sheets
Weekly Schedule
Skid = 40 pieces
Weekly Ship
Schedule
Weekly
Weekly
I I I I I I Staging
1 1 1 1 10
Sheets 3000 1000 800 2200 4800
4000
C/T=25 sec. C/T=60 sec. C/T=35 sec. C/T = 20 C/T=40 sec.
C/O= 90 sec. C/O= 0 C/O=40 min. C/O=0 C/O=0
U/T = 95% U/T = 95% U/T = 90% U/T = 99% U/T = 95%
QR = 99% QR = 98% QR = 95% QR = 98% QR = 97%
FS = 600 SQ FS = 800 SQ FS = 600 SQ FS = 300 SQ FS = 4000 SQ
Lead Time =
9.5 days 7 days 2.4 days 1.9 days 5.2 days 11.4 days 37.4 DAYS
25 seconds 60 seconds 35 seconds 20 seconds 40 seconds Production Time
60 Copyright 2006 Omnex. All rights reserved = 180 sec
Process Scorecard Measures
Rolled Throughput Yield (RTY) = FTQ (Yield) of all Operations Multiplied
Inventory Days = Number Pieces divided by Daily Sales (for Raw, WIP &
FG).
Production
Kanban Withdrawal max 50 pcs
First-In
form a FIFO First-Out
Withdrawal Supermarket Flow
Kanban
Signal
Kanban Kaizen
OXOX Leveling Project
Required
Kanban
Arriving in
Batches
Skid = 40 pieces
Daily Ship
Schedule
Daily 40
Daily
40 40
Staging
1 10
2 Days 1 Day C/T=40 sec.
2 Days
C/T = 59 sec.
C/O = 90 sec. C/O=0
Uptime = 99% U/T = 95%
FTQ = 99% FTQ = 97%
Present State Map FS = 875 FS = 4000 SQ
DSM Cabinet Body Cell
November
64 7, 2003 Copyright 2006 Omnex. All rights reserved
Process Scorecard for: ____________________
DSM Cabinet Body Mfg.
* Mfg. Only.
65 Copyright 2006 Omnex. All rights reserved
Apply the Specific Tool
Name of Quality Tool: