Poka Yoke• Poka Yoke is a Japanese term that means "fail-

safe-ing" 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.

Approaches of Poke Yoke

• A method that uses sensor or other devices for catching errors that may pass by operators or assemblers.

1. Control Approach - Shuts down the process when an error occurs. - Keeps the “suspect” part in place when an operation is incomplete.2. Warning Approach - Signals the operator to stop the process and correct the problem.

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Control System

Takes human element out of the equation; does not depend on an operator or assembler.

Has a high capability of achieving zero defects.

Machine stops when an irregularity is detected. “There must have been an error detected; the machine shut down by itself!”

5

Warning System

Sometimes an automatic shut off system is not an option.

A warning or alarm system can be used to get an operators attention.

Below left is an example of an alarm system using dials, lights and sounds to bring attention to the problem.

Color coding is also an effective non automatic option.

BEEP!

BEEP!

BEEP!

“I’m glad the alarm went off, now I’m not making defects!”

Methods of Poka-Yoke Poka-yoke systems consist of three primary methods:

1. Contact

2. Counting

3. Motion-Sequence

• Each method can be used in a control system or a warning system.

• Each method uses a different process prevention approach for dealing with irregularities.

Contact MethodA contact method functions by detecting whether a sensing device makes contact with a part or object within the process.

Missing cylinder;piston fully extended alarm sounds

Contact Method using limit switches identifies missing

cylinder.

An example of a physical contact method is limit switches that are pressed when cylinders are driven into a piston. The switches are connected to pistons that hold the part in place. In this example, a cylinder is missing and the part is not released to the next process.

Cannot proceed to next step.

Cylinder present

Counting Method

Used when a fixed number of operations are required within a process, or when a product has a fixed number of parts that are attached to it.

A sensor counts the number of times a part is used or a process is completed and releases the part only when the right count is reached.

In the example to the right a limit switch is used to detect and count when the required amount of holes are drilled. The buzzer sounds alerting the operator that the appropriate amount of steps have been taken in the process.

Motion-Sequence MethodThe third poka-yoke method uses sensors to determine if a motion or a step in a process has occurred. If the step has not occurred or has occurred out of sequence, the sensor signals a timer or other device to stop the machine and signal the operator.

This method uses sensors and photo-electric devices connected to a timer. If movement does not occur when required, the switch signals to stop the process or warn the operator.

Advantages of Poka Yoke

Poka-yoke devices help us avoid defects, even when inadvertent errors are made.

Poka-yoke helps build quality into processes and products

Any kind of mistake people make can be reduced or even eliminated

• A Means of integrating the design process– Voice of the Customer– Priorities of Marketing– Product design knowledge of the Engineer– (Production Planning and Design)

Quality Function Deployment

Stages of QFD

• A method of transferring customer needs and requirements into technical specifications for new product and service development.

• Four Stages of The Development Process:– Design– Analysis– Development– Full Launch

Overview of Development Process

• Post-launch review

Full Launch

• Market promotions

• Sales personnel briefed

• Distribution processes activated

• Old services or products withdrawn

• Production of new offering and ramp-up

• Need to rethink the new offering or production processes

Development

• Detailed specifications

• Process design• Marketing

program design• Personnel training• Testing and pilot

runs

• Service or product not profitable

Analysis

• Detailed review of market potential and production costs

Design

• Development strategy

• Idea generation and screening

• Service package or product architecture formulation

• Production feasibility

QFD Fits everywhere !

Four Phases of translating Customer Needs

– Translate customer wants into Product characteristics– Translate Product characteristics into Part

Characteristics– Part characteristics into Product Characteristics– Finally, Product into Production Controls

Steps to Build The House Of Quality

• Identify Customer Wants • Identify How The Good/Service Will Satisfy The

Customer’s Wants • Planning Matrix • Interrelationship matrix – between technical &

Customer requirements • Technical correlation (Roof) matrix • Technical priorities, benchmarks and targets

17

Quality Function Deployment

technicalrequirements

componentcharacteristics

processoperations quality plan

18

Quality Function Deployment

technicalrequirements

componentcharacteristics

processoperations quality plan

19

House of Quality

Technical requirements

Voice of the customer

Relationship matrix

Technical requirement priorities

Customerrequirement priorities

Competitive evaluation

Interrelationships

Building a House of Quality

• Assess competitive performance on the attributes

• Describe product in terms of engineering characteristics

• Detail influence of engineering characteristics on customer attributes

• Detail interaction between engineering characteristics

QFD Details

• Process used to ensure that the product meets customer specifications

Voice of theengineer

Voice of the

customer

Customer-basedbenchmarks

QFD - House of Quality for a Back Pack

• Adding trade-offs, targets & developing product specifications

Trade-offs

TargetsTechnical

Benchmarks

QFD for a Car Door

QFD for a Hospital

Applications of the QFD

• Prioritize on attributes that we do poorly on, or where we might increase our lead

• Determine what engineering characteristics strongly influence the desired attribute

• Check for adverse interactions and weigh tradeoffs• Set target levels (not ranges)• Link to lower level houses– Parts characteristics– Key process operations– Production requirements

Advantages of a QFD

• Strengthens current development process - Clear targets defined early based on market/business

demands- simultaneous focus on product and process technologies- key issues remain visible for prioritizing resource allocation- communication and teamwork are enhanced• Desired output efficiently achieved- Products meet customer needs- Products provide a competitive edge

Problems With QFD

• Matrix is too large– Prioritize on important attributes– Analyzes independent subsystems independently

• Customer priorities not clear– Consider segmenting market

• Customers’ stated preferences and actions differ– Use revealed preference techniques if you suspect a problem

• QFD is messy– Not QFD, but rather the interaction between diverse groups is

cause– Stick with it, the results are worthwhile

European Quality Award (EFQM)

• To stimulate and, where necessary, to assist management in adopting and applying the principles of organisational excellence

• To improve the competitiveness of European Industry and to close the gap of competitiveness between Europe and US/Japan

• Supported by the European Commission in The European Quality Promotion Policy

Vision:A world in which organisations in Europe excel

Mission:To be the driving force for sustainable excellence in organisations in EuropeObjectives:

A place to share, investigate and validate management practices that make a difference

A variety of routes to business improvement and development

Recognition of progress in organisational excellence through the EFQM Levels of Excellence

Vision & Mission of EFQM

• BT plc KLM - Royal Dutch Airlines Robert Bosch GmbH Nestlé AG Bull SA Philips Electronics NV Ciba-Geigy AG Ing. C. Olivetti & C.S.p.A. Dassault Aviation Renault AB Electrolux Gebr. Sulzer AG Fiat Auto Spa Volkswagen AG

Founding members of EFQM

EFQM MODEL

EQA

Recognised forExcellence

Committed to Excellence

• Based on the full EFQM model• Max of 75 page submission in English• Team of 4 - 8 International Assessors• Consensus and Site Visit• Enhanced Feedback• Recognition at around 550+ points• Based on the full EFQM Model• 51 page structured submission in the

local language• 3 - 5 Assessors• Consensus and Site Visit• Feedback Report at criteria level• Recognition at 400+ points• Based on the 9 criteria of the Model• 12 page Action Plan in the local language• Two stage process, assessment and

site visit• Supported by one Validator• Recognition based on implementation

of an Action Plan

Levels of Excellence

Golden Peacock Award

Six Sigma

Note : Be aware of where you are standing before instructing the elephant to roll over and play dead

How can you reduce variance ?

• A culture that rapidly drives our key activities* to be defect free 999,997 times out of 1,000,000.

< 3.4 defects per million opportunities.

Six Sigma: What is it?

Sigma - the lower case Greek letter that denotes a statistical unit of measurement used to define the standard deviation of a population. It measures the variability or spread of the data.

s

SIX SIGMA METRIC

σ YIELD

PROCESS CAPABILITY

DPMO YEILD(%)

2 308,537 69.1463 66,807 93.34 6,210 99.385 233 99.9776 34 99.99966

DEFECT

OVERALL APPROACH

STATISTICAL SOLUTION

STATISTICAL PROBLEM

PRACTICAL SOLUTION

PRACTICAL PROBLEM.

Holding The Gains.

Measure

Six Sigma Innovation & the DMAIC Algorithm

Define

Control

Improve Analyze

Define the problem and customerrequirements.

Measure defect rates and documentthe process in its current incarnation.

Analyze process data and determinethe capability of the process.

Improve the process and removedefect causes.

Control process performance andensure that defects do not recur.

Who are the “Key Players”?

• Senior Champion – Owns Six Sigma for the Business.• Champion – Identifies and resources projects.• Master Black Belt – Serves as coach to the Black Belt and

project team.• Black Belt – Leads the project team, full time. • Green Belts – Team members (part-time) from the

organization sponsoring the project• Project Sponsors – Team leaders.• Process Owners – Owns the process / workflow.• Executive Six Sigma Steering Committee – Oversees

progress, resolves issues, ensures success enterprise-wide.

Summary “take aways” Customer focused….Driven by the Voice of the Customer. Strong top management leadership, commitment, and involvement. Very Key! Project orientation with measurable financial results. Consistent methodology for all work. Time driven. Time driven….more accountable. • Six Sigma - is a discipline not an “add on” or “program”.

- NOT a supply chain/manufacturing activity.- No new tools….new ways to apply them!

• Goals– Value for the Customer (i.e. no defects or waste & low cost)– Improved productivity = profitability.– Customer success and satisfaction + Profitability = Growth

• 1987 Motorola introduced Quality Program now known as Six Sigma.• Allied Signal picked it up. • G.E. Success….

– Capital Services– Medical Systems (CAT Scan)

• Dozens of others…...– Learned the highest quality producer is also the lowest cost producer.– Learned customer loyalty of a Six Sigma company is ~3X that of the

average company.

It all began at…..Motorola…not G.E.