Why the production process needs to be monitored?

Our aim to monitor process / production operations is  to increase productivity performance in the production.The productivity gains can be made through quality products and quality human resources.

Quality of Human Resources

According to People Performance Quadrant Analysis of human resources can be divided into 4 parts / category:

1-Proactive/Star performers - individuals who are knowledgeable, skilled and have high awareness (awareness) of their responsibilities and duties.

2-Learner/active - Individuals who are less educated, less skilled, but have to learn and improve awareness of performance.

3-Maintainer/passive - Individuals who are knowledgeable and skilled but have awareness / responsibility for his low.

4-Dead Wood  - Individuals who are not educated / skilled and do not have the awareness to change it.Individu less or not contribute anything significant to the company's performance.

Basically everyone can switch positions depending on improvement efforts or factors that undermine those employee morale.The management aim is to improve the performance of their human resources to the Star Performer through the job delegation, empowerment, training, team spirit, sense of belonging.

Sometime the management actions are less wise and more emphasize on short term result bad suggestion such as through VSS, VR etc.

To maintain individual in those categories 1 and 2.We have to recognized another way
because short timesolution will bring down employee morale and damper the company's performance.

Generally Human resources can monitored the employee by monitoring the rate of employee discipline such as attendance, tardiness rates, sick leave, the number of warning letters issued, the number of workers who is quit .Pengurusan will set target and look after the causes of the problem  and resolve it through and continuosly.That why employee morale is important in ensuring a stable quality and productivity.Bear in mind that the efforts to increase employee morale is vital and important.

Corrective Action thru Imitation technics

For example: Office work many times having trouble spelling. These different misspellings for the words - different words. On every computer today comes with a stored dictionary to detect spelling errors occur.


Error Level Employees

Most of the errors can be controlled by management. Errors can only be controlled by its own employees when control criteria (self-control) have been met:

a. Know what needs to be carried
b. Know the true level of performance
c. Modify the performance

Generally from studies of controllability found:

Control by management: more than 80%
Control by employees: approximately 20%

How to make a choice to do the corrective action

For most projects, there palbagai way to solve it.

Corrective actions must take into account the following:

I. Remove and naturalise cause
II. Optimize costs
III. Accept the opinion of someone who has the final authority in the decision

Correction: Removing Cause Problems

To ensure effective corrective action under 3 things to note.

I. Project leader received a proposal based logical reasons-for the trust proposal will solve the problem based on specific criteria.
II. This proposal needs to be tested in small quantities, conducted either in operation or in laboratory center
III. This proposal is fully tested during operation.

Correction: Optimize Use of Cost

In the complex process is easier to implement corrective actions to reduce costs in a department, but rather appears to simply transfer and increased cost B department. "They may be worse than the disease", project leader must ensure that all side effects to ensure optimum cost to the company. The same effect should be up to the external costs of the customer.


Correction: Admissibility

Action involving a change a few things - a product or process redesign, change tools, or retrain workers. Responsibility to make a difference is not the right hand the head of the department project.
If there are members of the group consisting of the department concerned, the matter is more easily resolved because the member may inform the head of his department and to ensure corrective recommendations can be implemented.

Corrective actions for errors that are rare but critical
For some errors / defects although rare but can cause terrible damage to life and property. For the defect-defect so there are special corrective action.
Increase the safety factor with the addition of structural materials, special materials, design a safe despite the failure and others. This process usually involves higher costs.
Increase the quantity and tests on the past (serious illness) is higher. Create a data link between the tests in extreme conditions and test in normal / normal then calculate the expected rate of failure.
Reduce inconsistencies process (process variability). This method can be done for defects arising from the manufacture.
Use 100% screening test that is done automatically. This concept has been supported by the growth of technology. For example: test without destruction, automatic testing tools and computerized control Discounter.
Use 100% inspection of duplication or repeated. Inspection by the men away from perfection. To detect the rare but critical defects, can be detected with 100% inspection on some parts at some time.

8 Causes of Waste

According to Taiichi Ohno's there are 7 with an additional source of wastage of human resource capacity is not fully utilized. The causes are:

1. Product resulting excess output: excess of product, too early or too quickly from the quantity required by the operation.

2. Waiting time: for the next process, workers, materials, information and equipment

3. Transportation: The transportation of materials that are not needed

4. Redundant in the process: mainly doing work - work that does not add value.

5. Inventory / stockpile: Storing excess stock to meet customer needs

6. Movement: The movement is not required

7. The defect and produce wrong information / false

8. Do not use real capacity and ability of employees: Examples: Innovation, skills, experience, talent and creativity are often ignored and not treated as an asset.

Work Value Added and Non-Value Added

Work Adding Value (value added)

The work performed in the process works is willing to pay by clients .
Second Condtion, the work must transform physical products. The work is done right the first time

Work that does not add value (non value added)

The process is not a requirement to produce an output or product.
This process or works does not add value to their products.

Examples are:
1. Defects, errors, exceptions
2. Setup, control / inspection
3. Output products, processes and excessive invertory
4. Transportation, movement, waiting time, delays etc..

MANUAL FOR QUALITY PROBLEMS analysis

1. Acceptance data

1.Informationt about the incident

(1) The number of lots / batches
(2) defects of the goods, the percentage of disability
(3) scene (Incoming, process (before, after, during, etc.), Outgoing, market, and other tests
(4) The conditions and rules of use
(5) Conditions that facilitate the cause of
defects (temperature, load, difficulty inserting the pressure side, knocking etc.)
(6) The focus and systematic defects lot involved

2. Confirmation

2. Confirmation defects
(1) Confirmation of defect occurrence
(Confirm defects repeat or not? ...... Conditions for
repeat defects (temperature, load, rating, lateral pressure, knock, etc.), events
Occur randomly or regularly?
(2) Ensure that where defects occur
3. Investigation & Analysis

3. Understanding the situation
(1) Special Features defects, defect pattern of real
(2) Verification & compare specifications of the customer

(4) Comparison between OK and NG (parts,failure etc)

(A) Analysis 1 (3) Refer to the drawing
(B) (Check the state of equipment, installation, dimensions and parameters,
normal) properties (characteristik) etc.

(5) Test material conversion between OK & NG products
(Swaping test).
(6) Causes of defects (equipment, materials, machines,
workers, design, etc.)
(7) The product is made of the original or re-use of materials
re?

(B) Analysis 2 (1) To identify and validate factors with
diagrams

Fishbone (Fishbone) by checking
all factors that can influence
failure (elimination method)

(2) Check the product samples, the remaining stock
(3) Check all materials (tools, materials, machines,
operations, stations, cavities etc.) one at a time
(4) Detect trail in the process.
(5) Test rebuilt product defects
(6) Ask the expert opinion
(7) Compare and analysis of competitors' products.
(8) Compare with theory

(C) Check the records

while (1) Check the records of claims / claims last (happened
the same defects or not)

(D) Investigation

in the 1 (1) Standard output (PCC, OI, limited sample,
 finite differences, specification investigations, painting)
or not?
(2) the latest version or not?
(3) Standard output is right or not, have
any weaknesses or not?
(4) Installed and checked in accordance with product standards
or not?
(5) Ways and means of treatment on disability
Division / separation (preventing
 adulteration of product defects repaired

(E) Investigation of abnormalities, changes

(1) Evaluation old record for the material (designs,
product installation regulations etc.)
(Evaluation of the material) (2) Incoming data, samples
(3) abnormal production process and data
Control of the manufacturer
(4) Lot production, receipt records (lots, date
receipt, quantity etc.)
(5) Records of special drawing for a particular purpose.

(F) The process of investigation 2

 (1) The process of investigation on the quality of records
(Source, installation). Inspection track record of data (chart
control P)
. Abnormal process occurs or not
. Record defect analysis
. Control data (machine, product quality)
. Employee records (change operator)
(Records of daily work)
. History machine (repair, renovation, records
maintenance, the difference cavities)
. Rework or repair materials
(2) Ask the supervisor & operator
(3) Check the records of any changes in circumstances
production
(4) Compare the quality of records
(5) Compare the daily production performance
(Different lots) and
production capacity
(6) Records of Special Drawing

(G) Changes / designs (1) changes in engineering drawings

(2) The records of changes in customer specifications

(H) such other action
(1) Inspect each production lot (phenomenon,
open open check etc.)
(2) Check the sample storage products
(3) Check your stockpile (process, store, customers etc.)
(4) The quantity of material stocks (process, store,
Quantity receiving, production,
supplies, etc.),

(I) Target Lot (1) The quantity of production and delivery of each lot
(2) Detection of trace materials and products on

4.Penyelesaian 4. Evaluation of re-examination (sorting)
(1) The trend of the results of the examination are
indicators (compare with the defect rate)
or not

5. Validation on action
corrections and solutions
(1) Examine the treated product.
(2) Compare the data before and after
actions
. Performance, power, dimensions / parameters etc.
. Incoming
. Product defects in the process
. Quality received by customers

6. Applications clones on other models

(1) The Clone actions on other models
related
(2) Make changes to the standards
production
(3) Make changes in design standards
and engineering drawings.

Note: This manual is only for reference, the settlement should be changed in line with the trend (a newer and more effective and efficiently)
This manual only shows the steps to create or solve problems.
This manual has been and is being used by the Company Matsushita and many Japanese companies

Understanding the Process Capability (Process Capability) and process performance

Statistically stable output (in control) from the manufacturing process can be identified by the distribution of the output. The characteristics of this distribution will be used for analysing through test run process

Thedistribution characteristics required shall be at the midpoint of the distribution. If the distribution is not in the correct position manufacturing process may produce products that do not meet the target value required.

In some cases, some products may be out of specification. Such distribution show the process can not meet customer requirement.Problem can occur if a large distribution involved, no matter where the distribution is located. Due to the characteristics of the distribution can not be known precisely,some data collectionand  action to analyze data is needed.

To define process capability, frequently use index as follows:
Index to only process variations, relative to specifications: Cp and Pp.
Index for the combined variant and the midpoint of the process, relative to the specification:
CPU, CPL, Cpk and School
A. Definition of Terms for Process
· Inherent Process Variation - Varaisi process of a common cause (Common Cause) only.
This variation can be estimated from the control charts from the R / d2
· Total Variation Process-variation resulting from common and special causes (common and special Causes).
This variation can be estimated from the S, the standard deviation values:
S = √ Σ (x ¹ - x) ² = ^ αs
n-1
where X: Value of individual readings
x: Average value of individual readings
n: Total number of individual data
· Capability Process (Process Capability)
- Variation of inherent processes for statistically stable prose where α is the estimated value of R / d2.
Performance Process (Process Performance) - The entire range of process variations for 6 α where α is S or the estimates of the standard deviation (^ αs).

B. Definition for Process Measurement
CP: index, which is defined as the ability of tolerant distributed degan wide process capability, tampa calculate the midpoint of the process.
Formula:
Cp = VSL - LSL
6 ^ α R / d2
Pp: Index performance where the width tolerant shared with the performance regardless of the midpoint of the process.
Here it is:
Pp = VSL - LSL
 ^ Αs
 CPU = Capability Index Up,
CPU = VSL - X
3 ^ α R / d2
CPL = Index Down capabilities,
 CPL = X - LSL
 3 ^ α R / d2
Cpk: Index that takes into account the ability of the central point and the minimum value is defined as the CPU or PKO
Ppk: performance index that takes into account the midpoint of the process and defined minimum value.



VSL - X or X-LSL
3 ^ 3 ^ αs αs
Cpk index or PPK useful for the following purposes:
· Measuring continuous improvement using the trend over time.
· Determine turukan priority to improving the process.

 Minimum requirements to be observed are as follows:
a - measured process data must be stable in statistical
b - measurement data must be approaching normality.
C - Specification based on customer requirements.
d - There is a willingness to accept the calculated index sebagia actual index. For example, ignoring the influence of sampling

PYRAMID CONTROL

Control subjects can be divided into parts but some  item need more control to something much larger level.

A study on a small company with a staff of 350 people found that there are over 1 billlion item or items that need to be controlled (Juran, 1964, pp.181-182).

Therefore it is impossible for top management to control everything. To do it control work should be divided into several stages of division of labor.

Distribution of the work has been divided into 3 segments of responsibilities:

i. Control by non-human
ii. Control by the workforce
iii. Control by management hierarchy



Control by Non-Human

This is the basis of the pyramid feedback automatically and error-free process that operates without human intervention other than mantenance purpose. Control the majority of non-human control objects / things. Control subjects are usually technology-based and conducted in real-time basis (at the time).

For other controls in the pyramid require human intervention.

Examples of non-human control
• Correction of spelling in excel and words.
• Corrective actions to correct the detected errors.


Controlled by Labour

Submit assignments to the workforce can go a to human relations and in performing the operation. The shortening of inter merit feedback, increase their sense of belonging to their operation, and allows supervisors and managers to focus entirely time for planning and improvement.


Control by management hierarchy

The highlight of the control pyramid contains the subject "vital few". These are distributed to the various hierarchical levels of management, including senior management.

Managers should avoid deeply involved make decisions for quality control. Instead, they should:

i. Make decisions on vital few (the most important)
ii. Provide criteria to analyze certain "vital few" from the others.
iii. Submit responsibilities under the decision making process by providing all the tools and training to do so.
iv. Example of the difference between the two views or responsibility level - the workforce and top management;

• Level workforce
• Management level
• Control goals
• Products from the process as specifications and procedures.
• Bussiness orientation, the marketability of products, competition
• Censorship
• Technology
• Data system
• Decision to be made
• Comply or not?
• Meet customer needs or not?

Itoh Model

On the horizontal axis shows the percentage reduction of time required for a person from 0 to 100 percent. The vertical axis represents the rank in hiarki organization. This diagram shows the top management spend the majority of their working time to planning and improvement. They use part of their time to make strategic planning. Time spent on control is minimal and mostly focused on major control subjects.

For the lower hierarchical levels, the time for strategic planning almost reduced, most of the time spent for the control and maintenance work.

Juran Trilogy Diagram

Chronic and sporadic

When the process is done, we will find the show inability to produce 100 percent good product.Statistic shows there are more than 20 percent of the work must be attributed to the decrease chronic-quality issues.Waste becoming more common. Why do we find this waste happened?

Through conventional methods, production operations can not resolve chronic wasting planned in the production. What can be done just controlling thru quality control to ensure that its does not become worse.

Normally we see a sudden surge in sporodic that increase the level of more than 40 percent.This sporadic defect resulting from unplanned events such as failure of resources, problems in the processed or human error.

One of the quality control function is the production / operations will take corrective action to maintain the quality to the original level (status quo). This action is often called the "Corrective Action", "Troubleshooting", fire fighting and others. The final decision is to return the error level to the planned levels of 20 percent.

The result of chronic wasting improvement was taken to reduce the error to a much lower level. This decision or this target is achieved through a process of third-Juran Trilogy quality improvement.

Practically chronic waste are seen as opportunities for improvement and measures for improvement have been made.

Juran Trilogy Diagram

Chronic and sporadic

When the process is done, we will find the show inability to produce 100 percent product elok.Rajah 2.3 shows there are more than 20 percent of the work must be attributed to the decrease chronic-kualiti.Pembaziran this is becoming more common. Why do we find this waste going?
Cause really, that we plan process so.

Through conventional methods, production operations can not resolve chronic wasting planned this. What can be done just meyekang in quality control to ensure that does not become buruk.Merujik in Figure 2.3 we see a sudden surge in sporodic that increase the level of more than 40 peratus.Lonjakan this defect resulting from unplanned events such as kegagaglan resources, problems processed or human error.

One of the quality control function is the production / operations will take corrective action to mengekalkanya to the original level (status quo). This action is often called the "Corrective Action", "Troubleshooting", matching the fire and others. The final decision is to return the error level returned to planned levels of 20 percent.

This figure shows the result of chronic wasting this action was taken to reduce the error to a much lower level. This decision or this target is achieved through a process of third-Juran Trilogy quality improvement. Practically chronic waste are seen as opportunities for improvement and measures for improvement have been made.

HOW TO MANAGE WITH QUALITY "Juran TRILOGY"

To get quality, it should be started with preparing vision to an organization in line with the policies and goals. Extensive quality management using the following management processes:

• Quality Planning
• Quality control
• Improvement in the quality

This process is known as a method of "Juran Trilogy".

3 quality management process carried out with;

Quality Planning
i. Providing quality goals
ii. Identify who the customers
iii. Clarifying customer requirements
iv. Developing product features according to customer response
v. Develop a process that can observe the characteristics of the product
vi. Provides process control, planning to move operations

Quality Control
i. Actual performance evaluation
ii. Compare actual performance to quality goals
iii. Taking action on the difference

Quality Improvement
i. Prove requirements
ii. infrastructure
iii. Restoring identify projects
iv. Establish a project team
v. Provide the group with the resources, training and motivation to: Analysis of root causes
vi. Provide controls to ensure output

What is Quality?

Definition of quality is different but there are two critical things in the view:

1.Quality means the product or service that meets the needs of customers and lead to customer satisfaction. In this case the more quality-oriented income.

The purpose of quality improvement is to meet the needs of customers and indirectly increase income.However to meet and improve product quality often requires huge investment and involve increased costs.

2.Second definition Quality means free from defects.
Free of errors resulting in repeat work (rework) or from the failure of output / production, customer dissatisfaction, customer complaints and other.

In this case, the meaning of quality over cost oriented. Quality improvement is often at low cost.

A summary of the main features of these two definitions

1-product that meets customer requirements

High quality allows the company:

i. Improve customer satisfaction
ii. Marketable products
iii. Meet competition requirements
iv. Improve the quality of market
v. Increase sales revenues
vi. Premium price guarantee

Major impact is on sale.
Often, high quality higher cost.

2-Free from defects

High quality allows the company:

i. Reduce the percentage of errors
ii. Reduce rework and waste
iii. Reduce the output error
iv. Reduce warranty costs
v. Reduce customer dissatisfaction
vi. Reduce inspection and evaluation
vii. Reduce the production of new products to market.
viii. Increase production and capacity
ix. Improve delivery performance / delivery

For most of the Quality Department long definition often used is "a compliance to specifications". They always assume that products conform to specifications will meet the needs of customers. This assumption was wrong. Customer requirements may include items not specified in the description of product specifications eg in simple service, confidentiality, free from the burden of work and other documentation.



Meaning Reference Quality (Planning for Quality, 2nd Ed, (1990), Juran Institute. Inc.. Wilton, (T.pp.1-10)