QC (61pag)

QC
Seven steps of QC problem solving
Standardizing: establishing new standards and revising the old ones. Deciding the 7.Standardizing
control methods, establishing the control. Making responsible people familiar with and establishing Step 7
new methods. Training responsible people and making sure that benefits are kept. the control.
Verifying the results of the means. Comparing the results with the 6.Results of the
Step 6
target. Identifying the tangible and non-tangible benefits controls
Considering the solutions: suggesting ideas for the solutions, arguing

5.Considering and
about how to implant them. Implanting the solutions: planning how to Step 5
implanting the solution
implant the points. Implanting the solutions.
Verifying the current value of the

4.Cause
Step 4 characteristics. Ranking the possible causes.
Analysis
Deciding about arguments to face up.
3.Activity Deciding what to do. Defining the schedule

Step 3
Plan and assign the responsibility
2.Understanding the Collecting data. Choosing the characteristic to

Step 2
situation and the targets attack. Setting targets (value and expiration)
1.Chosing the
Step 1 problem to solve
AA A B C quality problems
More focus on quality
1. Customer orientation : Make the products and services
that customer really want.
2. Priority consciousness : pounce on priority problems and

attack them mercilessly.
3. Process control : Control the process of work rather
than its results.
4. Dispersion control : Pay attention to dispersion and
identify its causes.
5. Recurrence prevention, prior prevention
: Never repeat the same
mistake !
Do not neglect recurrence
prevention and prior
prevention of trouble.
6. Standardization : Formulate, observe and utilize
standards.
7. Source control : Control systems at their source, not
QC
* To start : Definition of defect modes and its
measurement
* Root causes : lack of quality operating standards due
to poor 4M conditions
Classification of AA, A, B and C quality issues
AA Very important issues

A Important issues
B Concerned issues
C Preferably wanted issues
Approaches
Reactive Preventive Proactive
Coltrolled by result Controlled by Identification of 0

s causes for known defect condition
Cp, Cpk causal quality Control by causes
parameters SPC of causal
quality parameters
Example of feedback from defectives to the processes by actual numbers
COSTE INDICE DE PRIORIZACIÓN
U.O.Bastidor U.O.Autobastidor U.O.Subgrupos y componentes U.O.Cabina U.O.Vehículos especiales U.O.Entrega
Origine segnalazione
G .I.Pintura , unión
cabina y paragolpes
G.I.Control y prueba
posicionamiento
G .I.Mazo vehículos
G.I.Chapa y pintura
G.I.Ballestas y ejes
Grupos mecánicos
G.I.Autobastidor y
Indice de coste
G.I.Transmisiones
G.I.Preparaciones
G.I.Preparaciones
G.I.Corte cables y
puesta en marcha
prueba de agua y
G.I. Subgrupos y
G.I.Veh. Defensa
G.I.Refurbishing
UNIDAD OPERATIVA
G.I. Completado
G.I.Mont.Motor
G .I.Revisión y
G.I.Subgrupos
Preparaciones
Logistica Operativa
(incompletos)
componentes
G.I.Bastidor y
G.I.Retoques,
G.I.Cabinas y
G .I.Revisión
G.I.Comecar
G.I.Acabado
salpicadero
G.I.Montaje
G.I.Montaje
gravedad
Indice de
Indice de
Indice de
prioridad
G.I.Grupos
G.I.Ruedas
prototipos
G.I.Lamas
funcional
Tiempo de reparación
vehículo
entrega
Proveedores
Seguridad
entrega
Engineering
Posición
tubos
SECCIÓN
Gamma
MÓDULO
PUESTO
(€)
Descripción del problema Pieza

Coste envíos (€)
Coste total (€)

Coste material
Nº Casos CPE
Nº Casos CPI
Garantía
Machine
Machine
Machine
Machine
Machine
Machine
Machine
Machine
Machine
Machine
Machine
Machine
Machine
Machine
Machine
Machine
Machine
Machine
Machine
Machine
Machine
Machine
Machine
Machine
Machine
Machine
Machine
Machine
Material
Material
Material
Material
Material
Material
Material
Material
Material
Material
Material
Material
Material
Material
Material
Material
Material
Material
Material
Material
Material
Material
Material
Material
Material
Material
Material
Material
Metodo
Metodo
Metodo
Metodo
Metodo
Metodo
Metodo
Metodo
Metodo
Metodo
Metodo
Metodo
Metodo
Metodo
Metodo
Metodo
Metodo
Metodo
Metodo
Metodo
Metodo
Metodo
Metodo
Metodo
Metodo
Metodo
Metodo
Metodo
Man
Man
Man
Man
Man
Man
Man
Man
Man
Man
Man
Man
Man
Man
Man
Man
Man
Man
Man
Man
Man
Man
Man
Man
Man
Man
Man
Man
C P G IP (CxPxG)
(min)
Occurrence outside the plant

1 Falta kit spoiler KIT SPOILER C 90 0 160 0 90 17100,00 17,1000 9 5 769,50 3 2 X UOE 430 319 48
Occurrence Warranties
DEPOSITO COMBUSTIBLE GOLPEADO ZONA DEPOSITO
2 C 30 200 117 1 24687,60 24,6876 9 2 444,38 1 3 1 UOA 330 311 29
POSTERIOR (INSERVIBLE) COMBUSTIBLE
C8 E4/5 Sensor de hum edad, cable interfiere con la Sensor de

3 FEW OFF 72 1000 9 0,35 9574,40 9,5744 9 5 430,85 X UOB 150 269 7
pared posterior de la cabina hum edad
INTERFIEREN TRAQUEALES EN TUBO TUBO

4 AM 20 0,37 1662 0 11692,13 11,6921 5 5 292,30 1 1 2 2 X UOB 190 284 12
COMPRESOR ZONA 3º TRAVESAÑO (pasapared) COMPRESOR
5 Aparece avería en cuadro Program aciones AM 30 0 942 0 9424,00 9,4240 5 5 235,60 3 3 3 X UOC 610 207 10
6 Estrangulado un tubo del dosificador de urea Dosificador de urea AC 120 145,97 112 0 20754,25 20,7543 2 5 207,54 2 1 2 X UOA 230 287 17
PRIORITY INDEX:
7 Rotura de la 1ª hoja de la ballesta posterior Hoja de ballesta SIC/FEW OFF 246 240,1 14 0,05 4525,51 4,5255 9 5 203,65 3 X UOB 150 269 7
8 Lokary derecho interfiere en peldaño Lokary AM 20 4 441 0 4708,69 4,7087 5 5 117,72 2 1 2 1 1 UOA 310 307 24
Occurrence inside the

9 PORTON ALINEAR, NO QUEDA BIEN FIJADO PORTON C 20 0 926 2 6186,67 6,1867 9 2 111,36 2 2 2 3 2 2 UOC 605 5
Nivel aceite m otor tiene encendido el testigo en

10 Nivel de aceite AC 20 0 1513 0 10085,33 10,0853 2 5 100,85 2 X UOA Intercam bio Intercam bio
cuadro
11 No corresponde m odelo spoiler SPOILER C 90 670 160 0 6 5332,00 5,3320 9 2 95,98 3 2 X UOE 430 319 48
Latiguillos aire
12 Latiguillos de aire acondicionado pegan entre si AM 20 0 505 0 3364,53 3,3645 5 5 84,11 2 2 1 1 UOA / UOVE 5,230 343,287 10,16
acondicionado
Tubo pilotaje com presor interfiere en com presor Tubo pilotaje

13 AM 10 5 372 0 3100,00 3,1000 5 5 77,50 3 UOB 190 284 10
zona secador com presor
Traqueales interfieren en zona derecha caja de

14 Traqueal zona cv AC 20 0 1158 0 7721,07 7,7211 2 5 77,21 2 2 UOA 210 287 14
velocidades
NIVEL LIQUIDO
15 NIVEL LIQUIDO DRECCION BAJO AM 10 0 918 0 3058,67 3,0587 5 5 76,47 3 UOA 310 307 22
DIRECCION
16 Pintura dañada en puerta, picotazo Puerta AM 30 0 756 0 7560,00 7,5600 5 2 75,60 1 1 1 1 2 UOC Cabinas Cabinas
Positivo m otor de arranque interfiere en carcasa Positivo m otor

17 AM 20 0 442 0 2946,67 2,9467 5 5 73,67 2 1 UOA 210 287 14
m otor arranque
CANALIZADOR PINTURA DEFECTUOSA ZONA

18 CANALIZADOR AM 20 0 1000 0 6666,67 6,6667 5 2 66,67 3 X X UOA Proveedor Proveedor
INFERIOR, ROZADO, RAYADO
SEMIESTRANGULADO UN TUBO DE UREA EN

19 TUBOS UREA AM 120 0 141 0 5654,40 5,6544 5 2 56,54 2 1 2 X UOA 230 287 17
BASTIDOR DCHO ZONA MOTOR
20 No funciona cristal m ovil Cristal m óvil AM 25 0 265 0 2211,33 2,2113 5 5 55,28 1 1 UOC 610 207 18 C
TUBO NEUMATICO INTERFIERE EN EL TUBO DE

TUBO
21 COMPRESOR ZONA POSTERIOR C. AM 20 0 298 0 1984,00 1,9840 5 5 49,60 2 1 UOA 230 287 16
COMPRESOR
VELOCIDADES
CONJUNTO PELDAÑO SUPERIOR DCHO CONJUNTO

22 AM 25 45 92 0 4893,87 4,8939 5 2 48,94 3 UOA 320 307 27
GOLPEADO/ROTO PELDAÑO
WHERE is it detected?
CxPxG
23 Latiguillos de freno pegan entre si Latiguillos de freno AM 20 0 293 0 1950,93 1,9509 5 5 48,77 1 2 3 1 x UOB 190 284 10
PARAGOLPES DELANTERO CON ROCES O PARAGOLPES Preparación Preparación

24 AM 30 0 972 0 9721,60 9,7216 5 1 48,61 3 3 1 2 3 3 1 2 X X UOS
RAYAS EN LA PINTURA DELANTERO paragolpes paragolpes
25 Falta code card Code card C 90 0 20 0 20 1000,00 1,0000 9 5 45,00 3 1 UOE 430 319 44
26 Aparece en cuadro avería en m et, etc. Program ación MET AM 25 0 211 0 1756,67 1,7567 5 5 43,92 2 3 UOA 330 311 30
CANALIZADOR DERECHO ROTO EN ZONA

27 CANALIZADOR AM 20 49 78 0 4321,07 4,3211 5 2 43,21 2 3 X Proveedor Proveedor Proveedor
INFERIOR
Latiguillos de aire acondicionado interfieren en Latiguillos aire

28 AM 15 0 332 0 1661,60 1,6616 5 5 41,54 2 2 UOA 230 287 16
m anguito radiador acondicionado
BABETA
29 BABETA CANALIZADOR ROZADA/RAYADA AM 15 48,56 149 0 7969,73 7,9697 5 1 39,85 3 X Proveedor Proveedor Proveedor
CANALIZADOR
FAROS
30 Montaje cam biado faros largo alcance / antinieblas SIC OFF 60 3,02 30 4,5 794,19 0,7942 9 5 35,74 3 3 X UOS Intercam bio Intercam bio
DELANTEROS
PARAGOLPES DELANTERO INTERFIERE EN PARAGOLPES

31 AM 15 0 712 0 3558,80 3,5588 5 2 35,59 2 1 2 1 1 UOA 320 307 27
CONJUNTO PELDAÑO DELANTERO
Fuelle urea interfiere en tubo intarder zona posterior

32 Tubo intarder AM 15 0 278 0 1388,80 1,3888 5 5 34,72 1 3 X UOA 230 287 14
m otor
Materials cost
Al bajar cabina se engancha el anclaje en la
33 ANCLAJE CABINA AM 20 0 199 0 1325,97 1,3260 5 5 33,15 1 2 UOA 320 307 25
suspensión posterior
TUBO COMPRESOR INTERFIERE EN TUBO

34 AM 20 0 198 0 1322,67 1,3227 5 5 33,07 1 1 1 1 UOA 210 287 13
LARGUERO IZDO. ZONA MOTOR COMPRESOR
35 CALANDRA MAL ALINEADA CALANDRA AM 15 0 1304 0 6522,40 6,5224 5 1 32,61 2 2 3 UOA 330 311 30
36 FILTRO DE AIRE PINTURA ROZADA FILTRO AIRE AM 15 58 89 0 5624,64 5,6246 5 1 28,12 2 1 UOB 310 307 22
37 Positivo alternador interfiere con ala larguero Positivo alternador AM 15 0 211 0 1054,00 1,0540 5 5 26,35 2 1 UOA 320 307 26
MANGUITO BOMBA LIQUIDO DIRECCION TUBO

38 AM 20 0 149 0 992,00 0,9920 5 5 24,80 2 1 UOA 230 287 16
INTERFIERE EN TUBO COMPRESOR COMPRESOR
39 No funciona bocina BOCINA AM 25 0 115 0 961,00 0,9610 5 5 24,03 2 UOC 620 207 20
40 Positivo alternador interfiere con canaleta Positivo alternador AM 15 0 186 0 930,00 0,9300 5 5 23,25 1 2 UOA 320 307 26
41 Litera inferior se sale de su alojam iento Litera AM 10 0 275 0 917,60 0,9176 5 5 22,94 1 UOC 620 207 26
plant
Latiguillo em brague interfiere en zona izquierda
42 Latiguillo em brague AM 10 0 263 0 876,27 0,8763 5 5 21,91 2 1 UOA 210 287 15
segundo travesaño
43 Puerta m al alineada, cierre defectuoso Puerta AM 20 0 322 0 2146,67 2,1467 5 2 21,47 3 1 X UOC Cabinas Cabinas
Manguito inferior radiador interfiere en tubo

44 Manguito radiador AM 15 0 169 0 843,20 0,8432 5 5 21,08 2 2 UOB 190 284 8
calefacción
45 Roto el revestim iento izquierdo consola Consola AM 30 50 35 0 2100,00 2,1000 5 2 21,00 UOC Cabinas Cabinas
46 Faltan Ruedas Ruedas C 90 300 130 0 1 460,00 0,4600 9 5 20,70 3 1 UOC Cabinas Cabinas
NIVEL LIQUIDO
47 NIVEL LIQUIDO DIRECCION ALTO AM 10 0 595 0 1984,00 1,9840 5 2 19,84 3 1 UOA 310 307 22
DIRECCION
48 No funciona la radio desde los m andos del volante. Radio AM 20 0 117 0 777,07 0,7771 5 5 19,43 1 1 UOC 30 239 1
CONJUNTO PELDAÑO CON DEFECTOS / DAÑOS CONJUNTO

49 AM 20 0 551 0 3670,40 3,6704 5 1 18,35 3 2 UOA 320 307 27
EN LA PINTURA PELDAÑO
TUBO NEUMATICO INTERFIERE EN TUBO DEL TUBO

50 AM 20 0,37 236 0 1657,84 1,6578 5 2 16,58 3 X UOA 210 287 14
COMPRESOR ZONA SECADOR (APU) COMPRESOR
CARCASA
51 CARCASA ESPEJO RETROVISOR ROZADA ESPEJO AM 25 0 397 0 3306,67 3,3067 5 1 16,53 2 1 1 UOC Cabinas Cabinas
RETROVISOR
Interferencia entre tubo com presor e instalación

TUBO
52 eléctrica, en la parte anterior dcha superior del AC 20 0 248 0 1653,33 1,6533 2 5 16,53 3 X UOA 211 279 Preparación m otor
COMPRESOR
m otor
Repair time
TOTAL
Position Index (P)

Cost Index (C)
COST
Gravity (G)
Problem Description
Origine segnalazione
posicionamiento
Tiempo de reparación
Indice de coste
COSTE INDICE DE PRIORIZACIÓN
Coste material (€)

Preferencia
gravedad
Indice de
Indice de
Indice de
prioridad
Seguridad
Coste envíos (€)

Gamma
Coste total (€)

Nº Casos CPE
Nº Casos CPI
Descripción del problema Pieza
Garantía
(min)
C P G IP (CxPxG)
DEPOSITO COMBUSTIBLE GOLPEADO ZONA DEPOSITO

1 C 60 200 0 20 30 11000,00 11,0000 9 2 198,00
POSTERIOR (INSERVIBLE) COMBUSTIBLE
FAROS
2 Montaje cambiado faros largo alcance / antinieblas SIC OFF 45 10 15 90 40 3625,00 3,6250 9 5 163,13
DELANTEROS
INTERFIEREN TRAQUEALES EN TUBO TUBO

3 AM 20 0,37 0 920 0 0 6473,73 6,4737 5 5 161,84
COMPRESOR ZONA 3º TRAVESAÑO (pasapared) COMPRESOR
Al bajar cabina se engancha el anclaje en la

4 ANCLAJE CABINA AM 60 0 160 1 3220,00 3,2200 9 5 144,90
suspensión posterior
5 Falta kit spoiler KIT SPOILER C 15 0 150 0 20 3100,00 3,1000 9 5 139,50

Process control from quality assurance by inspection to
quality assurance by building in quality at the process
What is process control?
 People tend to concentrate exclusively on the results and
forget about the process that produces them. But good
results cannot be obtained until a good process has been
established. The problem is not the result but process.
 The important things in QC is to manage the processes by
which we perform our various jobs and keep them in a
state of control.
Process control means not merely chasing results but

paying attention to the process (i.e., the method of
working), controlling this, and improving our working
systems and methods.
Key points for process control
Cause Result
Input Output Standardize
Process Good result and
(method of working) maintain
Consider control items
Propose Poor result

countermeasures Analyze causes
Create good result by improving process
Figure : The Meaning of Process Control

1. Dissect and improve present working methods.
2. Pay attention to standardization; standardize the best working methods, teach the
standards, and see that these are observed.
3. Quality is built in via the process, not through inspection. This is what makes it so
important to control processes properly.
4. Look beyond the results, reflect on the process that produced them, improve working
methods, and raise the quality of work.
5. Analyze the reasons for any shortfalls between targets and results and control the cause-
and-effect system.
HUMAN
Man
ERROR
Raising the Level of Quality Control
Innovation in materials and Technological innovation
manufacturing methods
Materials Development of FA and FMS systems
Improvement of equipment Pursue zero defects and zero accidents
Machines Source control of problems―

Development of methods that prevent defects
in the production equipment
Direction of Improvement of jigs and
increased Transfer know-how from people to tools
technology
measurement devices
Poka-yoke, abnormality management,
Measurement
quick changeover aids―
Prevention or detection of incorrect operations
Work and improvement methods,
follow-up standardization Create and follows standards sheets
Visual management, cross-validation
Methods
inspection patrols―
Early detection of problems and
quick feedback
Management that depends
Emphasize personal skill levels
on skilled workers
Men/Women Through education and training
Input Output
MQ matrix
Machine - material control

* Materials
Material input Process

Quality characteristics
Defect
control (spec., tolerances)
* Machine “ “ modes
Cm, Cmk “ “
* Method
SOP Inspection standards
* Man Control by causes

QC item 1
Control by results
No human errors Control level QC item 1
Measurement method Control level
Sampling method Measurement method
format, etc. Sampling method

format, etc.
Proactive approach : control by causes
Visualization of the Processing Point
1. Quality Maintenance activities for 2. Establish quality prediction 3. Differentiating by
machines techniques by letting hidden in-house development
involving chemical processes processing points visible techniques
(Processing point visualization)
Defectives
Introduction
Control of Q Inspection by of
components machines measuring
a. Automatic
Mode devices device
analysis Control by causes: techniques
Control by results:
•Inspection of sizes •Temperature to measure
•Inspection of •Pressure
Analysis unevenness •Density and test
in relation of •etc.
quality, chemical processes •etc.
and equipment
Setting b. Process
variable factors
to the fixing techniques
points
Optimization
by the
of process analysis of
conditions
Pump
quality and
chemical
processes
Build-in quality at the process From operator’s responsibility to system responsibility
To control quality at the process, we must look at each
process for the viewpoint of 4M (Materials, Machine,
Method and Man)
1. Materials
• Preparations for the materials (quality and quantity)
•Too may Plants have problems with gypsum purity and
consistency
• Process of inputting the materials at the right moment, with the
right conditions (temperature, speed, etc.)
• Mixed material conditions (uniformity, etc.)
2. Machine (CP, CPk) To find relationships between the machine and materials, we
need to use MQ analysis.
MQ Analysis
Inspection item
Q Process control item Machine M
characteristic
s Section Characteristics Check Large Medium Small
Screw
Clearance
clearance
Rubber • Mooney
property • Hardness No
Motor
• Foreign r.p.m. vibration
rotation
substances Output
Bank quantity: Rubber
quantity
constant supply
for Hot water 60 ℃
extruder supply
Rubber constant
thickness quantity
Bank Temperature Temperature

quantity of hot water
Cutter
Feed width position
Machine Feed Mandrel

characteristics thickness thickness
Roller
Crown crown Crown
Roller shape quantity
Diameter: 0.25
Offset: 5/1000 Degree of influence
Roller Offset
Roller
shape quantity M: machine
clearance
Q: product characteristics
Step 7
Seven Steps of Quality Maintenance
Improvement
of zero scrap
Step 6 conditions
Check conditions
for zero scraps
Step 5
Definition of
Step 4 zero scrap
condition
Attack against the main
Step 3 causes of chronic
defects
Cause-and-effect
Step 2 analysis of
chronic defects
First restoring of the
Step 1 abnormal conditions
Definition of
current
conditions
Reactive Preventive Proactive

Steps of Quality Maintenance
STEP POINTS
Current Conditions
1. Investigation of current Clarify the relationship among quality characteristics, equipment and the
conditions operation method
-- Process FMEA, QA matrix
2. Restoration Restoration of the equipment to proper working condition for unknown causes
-- Investigation of the 4M conditions, table of the countermeasures against the
defects
Condition Analysis
3. Factor analysis of Factor analysis of unknown causes

chronic losses -- Processing point analysis
4. Reducing and Restoration of the equipment based on the PPA

eliminating all possible -- Checking of results by the PPA
causes of chronic losses
5. Establishment of the Establishment of the inspection standard sheet by taking proper inspection items
Establishment of Optimal Conditions
proper conditions for into consideration

zero defects
6. Maintenance of the Carrying daily inspection and scheduled inspection into effect based on the
proper conditions for inspection standard sheet
zero defects -- Quality maintenance matrix
7. Improvement of the Efficient time- saving checking of the optimal conditions

maintenance method of -- Trend checking, etc.
the conditions for zero
defects
3. Method : Standardized method
• The method must be standardized.
• If the standard does not exist, operators carry out their jobs in their own
ways, resulting in the fluctuation of conditions, thus, change of quality. This
eventually leads to reduced yields.
• If the standard exists, but is not used at all, then it means that either
it is placed at the wrong point,
it does not explain how to do the job properly,
it is not possible to be followed as described,
or it produces a defective if it is properly followed.
• Confirm that it is followed correctly by the operator.
Trouble (nonconforming products, defects, etc.) occurs
Plan and implement emergency countermeasures
Investigate the cause of the trouble

:Recurrence-prevention
No Is there a work countermeasure
standard?
1
Yes
Prepare a work
standard and Is the work standard No
ensure that all Not in Hard for Impractical
appropriate? or does not
workers follow. usable workers to lead to good
form understand results
Yes
2 3 4
Decide where to Rewrite it in the Review it
Was the standard keep it and form of a specific from the
being followed? rewrite it to suit procedure. Use technical
No present work diagrams to make it viewpoint
Yes methods easy to understand
Workers do not Workers lack Workers do not Working Easily-mistaken

understand or ability to follow appreciate conditions are procedure or
misunderstand standard necessity for inadequate complicated
standard following standard equipment
5 6 7 8 9
Give workers Instruct and guide Consider stationing Improve working
Teach technical training workers to follow of workers and methods by
standards or reallocate to standards improve working introducing error-
different jobs environment proofing devices
Design
Determination of specifications
Determination of production flow
Determination of the conditions of manufacturing process Manufacturing process
Determination of quality specifications
Press operational standards
Inspection standards QC process chart Coil operational standards
Cutting operational standards
Grinding operational standards
Assembly operational standards
QC process chart
Name Manufac-tur Countermeasu
No Proces of the ing standar Quality process res Remarks
s proces ds control standards in the case of
s abnormalities
Process control standards

Operational conditions
Quality characteristics
Operational standards
Inspection standards
Machines jigs/ tools
Person responsible
Measurement tools
Person responsible
Sampling method
Person in charge
Person in charge
Recording
Recording
Standards
Operational standards
Based on the operational standards
Training and education Improve skill level
Operational management Improve the yield. Reduce the number of defectives
If operational standards are not well managed Operational standards are ignored
Will not match the existing situations and become merely a name
Will not match the improvement Regulations become
merely a name
If standards are not kept
There arise more
If standards are ignored operational
management problems
There will be change in quality characteristics
Dispersion will become bigger
There will occur problems on cost,
Yield will decrease, defectives will increase process, quality
There will be a problem for the delivery time
Will lose customer's credibility
There will be problems of safety
If operational standards do not exist
Operators carry out their jobs in
their own ways
Operational conditions will fluctuate
There will be changes in quality
Variation will Yield will decrease,
increase defectives will increase
Standardize the operational methods
Consistent results can be obtained Quality with stabilize
Any operator can obtain the same result

Indicate the best method
Instruct the know-how
They must be easy to read
They must be easy to understand
Operational Documentation in one sheet!
standards
Insert pictures Any misunderstanding should be avoided
Used by the operators Must be written by operator's words
They are required to assume quality,if followed properly

They should not be any omission
Confirm if the written instructions can be followed conect by
If they are not used at all
They are not placed at the place of need Not well described
Standards can not be followed Contents do not match the reality
If standards are followed,defectives will be produced No revisions have been made
Everybody ignores them
Managing people don't think highly of them
4. Man -- Zero Human Errors
Human errors take place due

to :
• Mistaken ・ Defectives and
• Misunderstanding Information non-conforming Efficiency
• Misperception decreases
products (quality)
• Misjudgment
• Forgetfulness Man
・ Quality differences The cost
• Absentmindedness Occurrence (quantity) raises
• Inattention of careless
mistakes ・ Missed deadlines
• Carelessness The OEE
Machine (delivery) decreases
• Ambiguity
• Reading wrongly ・ Work holdups
Management
• Writing wrongly Material (efficiency, cost)
power
• Remembering
wrongly etc. ・ Accidents (safety) decreases
Human Error Elimination Tools
OPL
Std.KAIZEN Poka-Yoke
SOP VISUAL AID 7 Step KAIZEN Poka-Yoke

Man
 Defect: CHECK-LIST HUMAN ERRORS ANALYSIS
DEFECT FOUND: THE WAY TO TEACH PEOPLE
Audits ORIGIN: DATE: DEP: PILOT:
OPERATION AD:
Internal Controls OPERARIO AD:
TUTOR: DATE: DPT: PLACE:
ANALYISIS TO DO BY/WITH I.G. RESPONSIBLE

Method NO
1 HAVE YOU UNDERSTOOD WHAT YOU HAVE TO DO?
0 Data collecting: 5G, 5W+H
Action
TOOL
¿Human A Yes
Material error?
Training the worker in the workplace
B Not completly
1.1 Does the worker know the operation that he must do? YES NO
Training in the operation / OPL
Training, OPL
DOES THE WORKER KNOW THE OPERATION?
1
Machine C No
Lack of knowledge about the operation 1.2 Does the worker frequntly receive information YES NO Training, OPL
about the results of his work by TE or RGI?
YES IN YOURInstructions
Working WORKING CYCLE,
2 CORRECTLY?
WHAT
and visual helpsMAKES YOU2.1
TODoes
KNOW theHAT
workYOU ARE WORKING
instruction have every operation defined? YES NO SOP
ARE THE VISUAL HELPS AND THE
A
2 Visual Management (OPL)
WORKING INSTRUCTIONS ADECUATE 2.2 Is there a complete visual instruction YES NO SOP, Visual Help
 Signalization ANALYISIS TO DO BY/WITH I.G. RESPONSIBLE
B Self
ANDAssessment
CORRECT?
0 Data collecting: 5G, 5W+H
with every operation defined and visible at the place? Management / Visual signs (OPL, SOP)
TOOL
Operation little definition
C Other
TWTTP Training the worker in the workplace
Process
DOES THEDesign
WORKER KNOW THE OPERATION?
1.1 Does the worker know the operation that he must do? YES
3.1 Is the operation done with a good ergonomics?
NO Training, OPL
YES NO Quick Kaizen
1
Lack of knowledge about the operation 1.2 Does the worker frequntly receive information YES NO Training, OPL
IS THEDO
WHAT PROCESS
YOU DODESING TO MAKE SUREabout THAT the YOUR
3.2 Are theRESULT
results of WORK'S
assemblies
his work by TE
done in viewing
or RGI? HAS NO DEFECTS?
YES NO Quick Kaizen,
3
3 COMPATIBLE
Working InstructionsWITH THE
and visual OPERATION?
helps 2.1 Does the workeasily to have
instruction reach and
every to control
operation visually? YES
defined? NO SOP Poka-Yoke
A IErgonomics,
constantly
ARE THE VISUALask my Team
Poka-Yoke…
HELPS Expert if everything is OK3.3 Are there preventives against a lack of attention and forgetting?
AND THE YES NO Poka-Yoke
2 WORKING INSTRUCTIONS ADECUATE 2.2 Is there a complete visual instruction YES NO SOP, Visual Help
B Self Assessment Direct Responsible Supervision
AND CORRECT? with every operation defined and visible at the place?
Irregular
C Other Working
Operation little definitionConditions 4.1 Is planned a different model mix? YES NO QK, Balanced
 Root Cause ISProcess
THERE Design ANY FACTOR THAT CAUSES 3.1 Is the operation done with a good ergonomics?
4.2 Is there a correct insaturation YES NO Quick KaizenYES NO Balanced, SOP
Analysis 43
IS THE PROCESS DESING
THAT THE OPERATION IS DONE
COMPATIBLE WITH THE OPERATION?
3.2 Are the assemblies done in viewing
distrubution in the line?
easily to reach and to control visually?
YES NO Quick Kaizen,
Poka-Yoke
4 WHAT DO Poka-Yoke…
INErgonomics,
IRREGULAR YOU DO IN CASE OF PROBLEMS?
CONDITIONS? 4.3 Doagainst
3.3 Are there preventives the machines workandcorrectly?
a lack of attention forgetting? YES NO Poka-Yoke YES NO Machine Analysis
A IMaterial,
call my Team
tools, Expert
balance/ I.G. Responsible inmediately
Problems 4.4 Is not the material defective, alternative YES NO material analysis
Irregular Working Conditions 4.1 Is planned a different model mix? YES NO QK, Balanced
B If IS
there is ANY
THERE a responsible over
FACTOR THAT there I call
CAUSES 4.2him/her hasinsaturation
Is there a correct it been inspected due to quality problems?
YES NO Direct
Balanced, SOPResponsible Supervision
THAT THE OPERATION
Environmental
C 4Other
IS DONE
Conditions distrubution in the5.1
line?Is temperature, light, noise and cleaning correct YES NO Quick Kaizen, SOP
IN IRREGULAR CONDITIONS? 4.3 Do the machines work correctly? YES NO Machine Analysis
ARE THE ENVIRONMENTAL CONDITIONS in that area?
5 Material, tools, balance Problems 4.4 Is not the material defective, alternative YES NO material analysis
 Elimination COMPATIBLE WITH A GOOD WORK? 5.2 due
has it been inspected Is Layout in the area compatible with
to quality problems?
Interview
YES NO Major Kaizen
light, noise, layout
Environmental Conditions a light,
5.1 Is temperature, good work?
noise and cleaning correctnumber and whenNO
YES done: Quick Kaizen, SOP
of error ARE THE ENVIRONMENTAL CONDITIONS
CAUSES:
5
in that area? 1) Before training 2) After training
COMPATIBLE WITH A GOOD WORK? 5.2 Is Layout in the area compatible with YES NO Major Kaizen
light, noise, layout a good work?
CAUSES:
PROVISIONAL COUNTERMEASURES (<7days) DATE:

PROVISIONAL COUNTERMEASURES (<7days) DATE:
DEFINITIVE COUNTERMEASURES
DEFINITIVE COUNTERMEASURES DATE: DATE:
HUMAN ERROR MANAGEMENT
Flow chart of Human Error Management
DELIBERA DIAGNOSIS
1 POINTS
BOLLINO VERDE
CENTER
Is this definitely a
Human Error?
YES
2 Signalization of Human
Error to Responsible
UTE
3 ROOT CAUSE ANALYSIS AND

ELIMINATION OF ERROR
3 Team Leader Root Cause Analysis:
HUMAN ERROR ROOT CAUSE ANALYSIS FORM

Department:
Problem Despriction: UTE :
SHIFT :
YES NO
1.1 ARE OPERATION TRAININGS COMPLETED? N 1.1.1 The lack of operation training
Y
YES NO
N
1.2.1 Insufficient training methodology
INTERVIEW
YES NO
1.2.2 Are equipments to be used in
operations defined?
1. DOES EMPLOYEE DO THE OPERATION AS IT IS
1 NO
DEFINED IN OPERATION CARD? YES NO
1.2.3 Is employee compatible for
1.2 DOES THE EMPLOYEE KNOW THE OPERATION?
N operation qualifications?
E YES NO
1.2.4 Has he been away from the
operation for more than 3 months?
YES NO
1.2.5 Is employee's starting to work
less than 1 week?
YES NO
2.1 Is there any missing definition in operation card?

2. ARE OPERATION AND VISUAL
2 COMMUNICATION CARDS DETERMINED NO YES NO
ADEQUATELY AND CORRECTLY? 2.2 Is there a visual operation card or is there any missing defition in
visual operation card?
YES NO
3.1 Is there a difficulty in reading the Macrocav?
YES NO
3.2 Are there any similar coding in diffusion output?
YES NO
3.3 Is there any other deficiency in visual perception?
YES NO
3.
3 NO 3.4 Is there any ergonomic inconvience while realizing the operations?
IS PROCESS DESIGN COMPATIBLE?
YES NO
3.5 Are there any factors like fixing without seeing or difficulty in
reaching while realizing the operation?
YES NO
3.6 Lack of error preventive devices against inattentiveness &
forgetfullness?
YES NO
3.7 Does operation explained simple, easy to operate and without any
complexity?
YES NO
4.1 Is there any out of order equipement?
YES NO
4.2 Are there any problem sourced from defective or alternative
material?
YES NO
4. ARE THERE ANY FACTORS WHICH CAUSE
4.3 Is there any intervention to components because of quality
4 OPERATIONS TO BE REALIZED UNDER NORMAL YES
problems?
CONDITIONS?
YES NO
4.4 Is vehicle mix as foreseeing?
YES NO
4.5 Is there any incorrect distribution of work?
(Is satration compatible?)
YES NO
5.1 Is temperature,cooling, air condition, lighting, noise, cleaning done
sufficiently?
5. ARE ENVIRONMENTAL CONDITIONS
5 NO
COMPATIBLE? YES NO
5.2 Is lay-out compatible?
YES NO
6.1 Is he motivated?
YES NO
6.2 Is he tired?
6.
6 YES
DOES OPERATOR HAS PERSONAL PROBLEM? YES NO
6.3 Is there any problem in his private life?
YES NO
6.4 Does he has health problems?

Man
ROOT CAUSE TOOLS
CLASSIFICATION OPL Poka-Yoke Visual Aids Line Balancing SOP Kaizen Training Machine Analysis Material Analysis
DEFICIT VISUAL     
FORGETFULNESS AND LACK OF ATTENTION    
LACK OF KNOWLEDGE    
DEFICIT INSTRUCTION OF WORK   
DEFICIT MACHINE  
ERGONOMIC DEFICIT  
IMPROPER LAY-OUT  
DESIGN OF THE PROCESS  
DEFICIT OF MATERIAL 
DIFFICULTY OF ACCESS AND VISUAL CONTROL   
Equipos de protección
Fábrica: VALLADOLID Información: X Método: Mejora: N°:013/08
Fecha: 07/03/2008 Página:

U.O.:M ONTAJE G.I.: GUARNECIDO Puesto: 17 Com pletado por: C. M iguel
U.O.: Pintura Tipo de ciclo Riesgos del puesto

Tema: MONTAJE SILEMBLOCKS Fecha:12 abril 2008
Mano de Obra Maquina
Excesivo Irregular
G.I.: Preesmalte Operación
Presión de la bomba
Línea Masilla
Posiciones
Limpieza
Tamaño de la masilla
difíciles Operaciones largo erróneo
complicadas
Insuficiente
Falta de Boquillas
Mala aplicación de la masilla sellante tanto Puesto P1-O2

inadecuadas
visibilidad
Manómetros
(Estabilizador de presión) Sustitución
Pequeñas vs.
Distancia entre paneles
Mala aplicación
Cod. Operario Lubricación
interna como externamente, creando problemas Grasa en
uniones
Masilla no
adecuada
Ausencia
SOP
de masilla
estéticos principalmente. Existiendo quejas de

Falta de
Listado de operaciones
limpieza Insuficiente
Operaciones
Excesivo
sin valor
Guido Fuiano – RUO los Dealer. No hay solución unaDE

PLANTA vez cocido
PINTURA la
FABRICA DE VALLADOLID COTA 5 m
Holguras entre
paneles (UOC) Inadecuados
métodos de trabajo
Jesús Calleja – Tecnologo G.II Tiempo ciclo

masilla, siendo más cara la reparación que
Irregular
Material Método
Blanco Salvador – Métodos

EN F R IA D O R 10 HORNO KTL 8 ZONA DE TRATAMIENTOS
Nº Op. Descripción F Material Herramienta
C
T R A N S P -150
chatarrear el vehículo.
P5
F-3000 F-3300 F-3950

P6
P4
11 10 9 8 7 6 5 4 3 2 1 35
P. Pablo Sueiras – Resp. Q UO

14 15 16 17 18 C . SK ID
21
610 0,60 0,60 0,60 0,60

19 20 20 20 20 117
AÑADIR T R A N S P -22 118 P3 P2 P1 ELEVACION DE MESA

DISTANCIADOR + AÑADIR Javier Pérez - Ingeniería 28 27 26 25 23 P7 85
625 PROTECCIONES EN BAJOS CARROCERIA LADO 0,45 0,49 0,56

EN DERECHO
ZONA DE MASILLAS 24 SKID DE KTL VACIOS ELEV AD O R
JUNTA DISTANCIADOR + P8 P12
82
29 30 31 32
P13 Z . C AR G A
33 34
APLICAR MASILLA EXTERIOR CON PINCEL PESTAÑA
JUNTA
639 0,50
P11
APLICAR MASILLA DCHA. DE PISOPOSTERIOR

EN FALDON CAB. IZQUIERDO
T R A N S P -13
P12 P10
ZONA DE PVC PR E H O R N O HORNO P.V.C. EN F R IA D O R
36 38 39 40 41 41 41 41 42 43 44 45 46
P14-1
37
ACUMULO 640 EXTENDER MASILLA ENFURGON
FALDON POSTERIOR DERECHO 0,23 0,23 0,23
640 FURGON 0,37 0,37 0,37
R EV . KT L P14-2
52 51 51 51 51 51 51 51
1.Determinar las zonas más APLICAR MASILLA EN UNION INFERIOR MARCO PLC CON
670 LATERAL 0,29 0,29 0,29
T R A N S P -13.1 P15 SAM E S P16
T AC K-R A G AB B PR E H O R N O HORNO DE LACAS EN F R IA D O R IN SP EC C .
EXTENDER MASILLA EN UNION INFERIOR MARCO PLC CON
53 54 55 56 57 58 59 59 59
críticas
59 60 61 62 T R A N S P -47
P17
670 LATERAL 0,47 0,47 0,47

LA C A S
M AN U A L AB B EX T .
APLICAR MASILLA EN UNION INFERIOR ANTERIOR MARCO
2.Estudiar formas de trabajo
C AB IN A
67
R ET O Q U E 1
T R A N S P -66
65
69
64
70
63
71
680 EXTENDER MASILLA EN UNION PLCINFERIOR ANTERIOR MARCO 0,29 0,29 0,29
C AB IN A
68 existentes dentro de la
111 112
P18
113 680 PLC
LIMPIAR GOTA, APLICAR MASILLA Y REMATAR PTA. ANT. 0,47 0,47 0,47
84
organización P E G A T IN A S Y D E S C A R G A 702 DCHA. 0,80 0,40 0,40 0,40
ASC EN SO R Z O N A
P19
O F IC IN A 710 APLICAR MASILLA EN CUÑAS TRASERAS DERECHAS 0,60
3.Comparar las formas de trabajo
D ES C AR G A
710 EXTENDER MASILLA EN CUÑAS TRASERAS DERECHAS 1,20

entre las otras plantas y la nuestra. 1495 MONTAR 6 GRAPAS INFER. PASARRUEDAS DERECHO 0,48
Problema: POSIBLE CONFUSIÓN AL MONTAR SILEMBLOCKS Mejora: SILEMBLOCK CORRECTO PARA CADA VEHÍCULO
4.Adoptar la solución más 740 DESCENSO DE MESA ELEVADORA 0,60 0,60 0,60 0,60
eficiente. 660 APLICAR MASILLA EN GUIA INFERIOR PLC 0,57 0,57 0,57
Resultado: NO ERRORES 660 EXTENDER MASILLA EN GUIA INFERIOR PLC 0,67 0,67 0,67
5.Estudiar su forma de 780 0,47 0,47 0,47
APLICAR
APLICARMASILLA
MASILLAEN
ENPILAR INTERIOR
UNION TRANSV.DERECHO DE CABINA
PISO CABINA (lado
Fecha de la formación: implantación en nuestras 800 dcho) INT. DERECHO CABINA
APLICAR MASILLA EN FRONTAL 0,16 0,16 0,16
instalaciones 820 CONDUCCION 0,70 0,70 0,70
Instructor:
6.Implantar las soluciones 825 PROTEGER PISO CABINA LADO DERECHO 0,48
1180 APLICAR MASILLA EN PELDAÑO DERECHO 0,48
Operario:
7.Verificar la evolución, sus S/F ABRIR PUERTA LATERAL CORREDERA 0,11 0,11 0,11
beneficios y objetivos DURANTE EL CORRER VEH. CORREGIR DEFICIENCIAS DE LIMPIEZA DEL PUESTO 0,66 0,66 0,66 0,66
8.Estandarizar soluciones.
Descripción SOP:
C
T.CICLO
F
MATERIAL HERRAMIENTA NO RECOGER NINGÚN VEHÍCULO AL CUAL LE
APLICAR MASILLA EN FALDON POSTERIOR
IZQUIERDO FURGON F-3000 F-3300 F-3950
0,23 0,23 0,23
854778 MASILLA FALTE EL SELLO VERDE T1 T2 ó T3
Op. 640 INTERIOR
EXTENDER MASILLA EN FALDON POSTERIOR
0,37 0,37 0,37
DERECHO FURGON
29701008
29363623
29700345
1.- APLICAR MASILLA CON PISTOLA DE ESTURSION 2.- EXTENDER MASILLA CON PINCEL
PISTOLA ESTURSION
29700772 Página:1
PARAMETROS DE MASILLA:
PRESION 110 a 180 BAR CALIDAD U.O.Montaje 2, Responsable: SR. Israel Maniega
Man
GENERAL PLANT
OPL Poka-Yoke Visual Aids Line Balancing SOP
Kaizen Training Machine Analysis Material Analysis
35
35
31
1 30
30
25
22
9
20
25 0 defects 18
Close Ope Tot

d (1 n al
15
20 2 month) 10 9
10
3 6
Numbe 5 4
12
r6
22 1 22 42 86 3
2
15 2 0
s is
PL ok
e
id ng P
ze
n
in
g
si
s
O A ci SO ai in ly ys
-Y l an ra na al
ka ua al
K
T A An
Po is B al
10 6 V ne i
ne hi er
2 Li ac at
M M
14 1
5 5
8 7 3 5 6 2
1 1
DEFICIT MACHINE 2 1
INSTRUTION OR
VISUAL CONTROL
LINE BALANCING
FORGETFULNESS
DEFICIT VISUAL
1 1 1 1 1
ERGONOMIC
KNOWLEDGE
DEFICIT OF
DIFFICULTY OF
MATERIAL
ACCESS AND
AND LACK OF
ATTENTION
DEFICIT
LACK OF
DEFICIT
WORK
4M Management on Model Areas
Model
Area
4 M ANALYSIS
MATERIAL MACHINE / METHOD MANPOWER

EQUIPMENT
QUALITY GATE
ON LINE REACTION ANDON

ANDON
ANDON BOARD
WS Identification 1 2 3 4 5 6 7
6 5 1 3 7 1 0
Q
U
A
L
I
T
1 2 3 4 5 6 7 Y
G
A
T
E
Defect detection at
Quality Gate
Defet detection at WS
WORKING PROCEDURE – Defect Detection on Quality
Gate
ANDON BOARD
RED LIGHT ON 1 2 3 4 5 6 7
6 5 1 3 7 1 0
Q
U
A
L
I
T
1 2 3 4 5 6 7 Y
G
A
T
OPERATOR GOES TO Q E
GATE TO UNDERSTAND
PROBLEM
GOES TO Control of other WS to
WS OPERATOR check wether the defect is
REPAIRS DEFECTS present, and repair
TEAM EXPERT
WORKING PROCEDURE – Defect Detection on WS
ANDON BOARD
YELLOW LIGHT ON 1 2 3 4 5 6 7
6 5 1 3 7 1 0
Q
U
A
L
I
T
1 2 3 4 5 6 7 Y
G
A
T
E
SOLUTION
ALARM BY GOES TO
OPERATOR ANALYSIS
WS ASKS FOR HELP
TO SUPPORT
FUNCTIONS
TEAM EXPERT
Distrubution of problem solving tools for each root cause
Types of HUMAN ERROR

solved; 302
Closed Open TOTAL
302 117 419

Project
Human Error
528 170 698
Number
Percentage of Human Errors – Approval Zones
Doblo Human Errors Linea Human Errors

(Seen on Assembly Approval Zone) (Seen on Assembly Approval Zone)
12 12
10 9,51
10 9,2
8 8
5,88
6
r/100
4,85 6
r/100
4 4
2 2
0 0
JULY&AUGUST OCTOBER JULY&AUGUST OCTOBER
Target; is to reduce human errors at a level of max. %3 for both Linea &
Doblo models till the end of 2007
Diagnostic Table to Check Quality Control
Line Score Evaluation
Ranking: Gold: 90-100 points Silver: 75-89 points Bronze: 60-74 points
Remarks
Step 1: Definition of current conditions

Contents of the activities Items to be assessed Score
1. Identification of all the defects and classification 1. Defect identification and
classification are satisfactory 5
of defect modes
All the defects occurred up to now have been identified
2. The identification and
and defect modes have been ranked into classes
classification of some issues
4
• Various manufacturing processes should be carried out with more
• Detailed description of defect modes (items, attention
measurements, point where it occurred,
direction) 3. Defects are identified, but no
2
• Conditions under which they occur (during classification is made yet
manoeuver, at the beginning of the manoeuver,
when the type of article changes, when
4. Defects are being identified
1
equipment fail)
• Treatment (scraps, repair)
• Defect mode occurrence (still taking place, in 5. Nothing has been done at the 0
the past, continuously, occasionally, seldom) moment
Remarks:
2. Defect modes and zero defect conditions 1. Zero defect conditions (items to be
checked and standards) are clear
5
To prevent defect recurrence, already ranked into
classes, what are we supposed to check within each
2. There are weak points in the
manufacturing process to put zero defect conditions
relationship between defects and zero 4
in order?
defect conditions but in general the
The important point is that zero defect overall situation is positive
conditions are identified by cause-and-effect
relationships.
3. The identification of cause-and-effect 2
Ex. : The speed during equipment relationships is not careful enough
manoeuvering
conditions, r. p. m., temperature, loading 4. Cause-and-effect relationships are
capacity, etc. being identified
1
5. Nothing has been done at the moment 0

Remarks:
3. A survey of the current conditions of 1. Assessment criteria are set and the
easiness of controls for zero defects
5
conformity
has been surveyed
How are conditions effectively checked, following
conformity? Is a survey carried out on the
2. Deeper surveys should be carried out
anomalies during maintenance check?
on some issues
4
It is critical to assess how easy it is to check
3. Checks are being surveyed
conditions for zero defects: 2
1. Is it possible to easily define zero defect
conditions for the various products? 4. Nothing has been done at the moment
2. Once these conditions are set, are they 0
stable?
3. In case change took place, is it easy to
recognize it?
4. In case change took place, is it easy to
restore the conditions for zero defects?
Remarks:
4. Fill in the QA Matrix 1. The QA Matrix has been filled in,
and at a glance it is possible to have
5
To assess the level of quality assurance in the an overall view of the quality
current situation, the previous points 1-3 have been assurance level
combined so as to create a QA matrix.
2. We are now filling in the QA Matrix
2
3. Nothing has been done at the
Important points in the matrix: moment
0
1. Is it possible to understand where defects
occur and which manufacturing
processes are involved?
2. Is it possible to understand the
relationship between conditions for zero
defects and defects?
3. Is it possible to understand the control
level for zero defects?
Remarks:
Step 2: First restoring of the abnormal conditions
1. Restoring and improving abnormal 1. Conditions have been restored,
improved and changed, and the QA
10
conditions and changes in the conditions for
zero defects matrix has also been completed
Are conditions for zero defects adjusted and 2. Restoration and improvement have
abnormal conditions improved based on the been completed
7
surveys carried out in step 1?
3. We are now restoring and improving 3

moment
0
Remarks:
Step 3: Cause-and-effect analysis of chronic defects
1. Cause-and-effect analysis through Process 1. More than 50% of the total number
of topics have been analyzed,
20
Point Analysis*
following the Process Point Analysis
Is a cause-and-effect analysis of the chronic defects steps
carried out by means of Process Point Analysis?
2. Around 30% of the total number of
10
topics have been analyzed
3. Process Point Analysis has just

5
started

0
moment
Remarks:
Step 4: Attack against the main causes of chronic defects
1. Restore and improve based on the plan of 1. More than 80% of improvement
and restoration have been 10
countermeasures
completed and a result has been
Are restoration and improvement carried out obtained with reliable data
following the plan of countermeasures based on the
cause-and-effect analysis of step 3?
2. Percentages of improvement and
restoration are lower than 80%
5
3. Improvement and restoration have

just begun
0
Remarks:
Step 5: Definition of zero scrap condition
1. Establish criteria to check Q components 1. The process for Q Components
determination has been completed
15
Have control criteria and Q components been and the various equipment parts
established to maintain the improvement and have been indicated
restoring conditions?
2. Q Components have been
determined at least up to the revised
10
To establish such criteria…
standards
1. Determine the Q components 7
2. Define control criteria (control methods 3. At least the process to determine Q
and management criteria) components has been completed to
3. Review the different types of standards define control criteria
(equipment control process sheet,
maintenance calendars, control sheets,
3
4. Only the determination of Q
QA matrices) components has been completed
4. Indicate the appropriate Q components
for the various parts of the equipment
5. The Q Component determination
0
has just started
Remarks:
Step 6: Check conditions for zero scraps
1. Control of Q components’ trend 1. Trend control has been carried out
with SQC over more than 50% of Q
15
Are controls carried out based on Q components components
control criteria? Are prediction made about quality
defects, based on the data obtained from the results
of the controls carried out? 2. The trend control has been carried 10
out on about 30-50% of Q
components
Check the trend
1. Carry out control based on control criteria 3. The trend control has started using
2. Derive the trend from the data coming SQC
5
from SQC application
3. Obtain quantitative variations of control
limit values 4. No trend control is carried out 0
4. Formulate a system concerning the
design of restoring and the preparation of
components replacement
5. Carry out restoration based on the design
6. Check results
Remarks:
Step 7: Improvement of zero scrap conditions
1. Increase in the precision level and control 1. The control method has improved
effectively and with high precision,
10
effectiveness
by assessing the level of influence
By statistically obtaining data from the control on over quality characteristics
quality characteristics, such as cause-and-effect
relationships affecting the process, are control
2. Improvement aiming at increasing
criteria and methods improved effectively and with
effectiveness and precision has just
5
more precision?
started
1. Reduction of control limits values,
concentration of check items, lengthening of 3. The current situation has not changed 0
check cycles
2. Improvement aiming at simplifying control
methods, reduction of check times through
critical points’ improvement
3. Transformation of check methods using a
scientific approach, by using diagnostic
techniques
Remarks:
EXAMPLES OF HUMAN ERRORS
ELIMINATION
.
INTERVİEW METHOD WITH OPERATOR FOR "0" ERROR
I’m skilfull and

OPERATION DESCRIPTION :
NAME AND SURNAME OF OEPRATOR :
UTE LEADER NAME SURNAME :
well trained !
1. INTERVIEW APPLICATION DATE: 18.09.2007
1) Do you know the requirements of your work?“ EVALUATION OF UTE LEADER AND ACTION PLANS
a) YES
b) He is not sure about to know OPERATION STEPS
c) NO
2) How do you know that you are working correctly?”
a) FOLLOWING RELATED VISUAL AIDS
b) OTO-CONTROLLE
c) OTHER
3) How you can be sure that you do your work without error?
a) WITH ASKING OF DELIBERA FEEDBACKS TO OP LEADER FREQUENTLY
b) OTO-CONTROLE
c) OTHER
4) When you face a problem, what do you do?

a) IMMEDIATELLY WARNING TO UTE LEADER AND OPL
b) IF LEADERS COMES THEN I CAN SAY
c) OTHER
Not: 1.Mülakat sonunda Operatör tüm sorularda "a" seviyesinde ise mülakat tamamlanmıştır. "a" olmayan her seviye için aksiyon planı ve
daha sonra 2. Mülakat uygulaması yapılır.
2. INTERVIEW APPLICATION DATE:

1) Yaptığınız işin gerekliliklerini biliyor musunuz? Liderin değerlendirmesi ve Aksiyon Planı
a) Evet
b) Tam olarak bildiğimden emin değilim
c) Hayır
2) Doğru olarak çalıştığınızı nasıl anlarsınız?
a) İlgili görsel yönetim aracını izleyerek
b) Otokontrol ile
c) Diğer
3) İşinizi hatasız olarak yaptığınızdan nasıl emin olursunuz?
a) Takım Liderime delibera geri bildirimlerini sürekli olarak sorarak
b) Oto kontrol ile
c) Diğer
4) Problem çıktığında ne yaparsınız?

a) Hemen TÜT Liderini veya Takım Liderini uyarırım.
b) Liderim gelirse söylerim.
c) Diğer
Not: 2.Mülakat sonunda "a" olmayan her seviye için aksiyon planı ve daha sonra 3. Mülakat uygulaması yapınız.

a) Evet
c) Hayır
b) Otokontrol ile
c) Diğer
b) Oto kontrol ile
c) Diğer

c) Diğer
F321-00-0001-04/030907
Team Leader does Root cause analysis and improvement actions
POKA-YOKE
APPLICATION
20
20
18 16
16
14 ZERO ERROR
12
10
8
6
4
2 0 0
0
AUGUST SEPTEMBER OCTOBER NOVEMBER
I’m skilfull and


well trained !
a) YES
c) NO
b) OTO-CONTROLLE
c) OTHER
b) OTO-CONTROLE
c) OTHER

c) OTHER

a) Evet
c) Hayır
b) Otokontrol ile
c) Diğer
b) Oto kontrol ile
c) Diğer

c) Diğer

a) Evet
c) Hayır
b) Otokontrol ile
c) Diğer
b) Oto kontrol ile
c) Diğer

c) Diğer
F321-00-0001-04/030907
Team leader does Root cause analysis and improvement actions
STANDART
OPERATION
PROCEDURE
(SOP)
APPLICATION
Ergonomy Improvement by Redefining Process
4
4
3,5
ZERO
3
ERROR
# of Errors
2,5
2
1,5
1
0,5 0 0
0
SEPTEMBER OCTOBER NOVEMBER
I’m skilfull and

well trained !
a) YES
c) NO
b) OTO-CONTROLLE
c) OTHER
b) OTO-CONTROLE
c) OTHER

c) OTHER

a) Evet
c) Hayır
b) Otokontrol ile
c) Diğer
b) Oto kontrol ile
c) Diğer

c) Diğer

a) Evet
c) Hayır
b) Otokontrol ile
c) Diğer
b) Oto kontrol ile
c) Diğer

c) Diğer
F321-00-0001-04/030907
Team leader does Root cause analysis and improvement actions
ERGONOMY
IMPROVEMENT
Graph of Linea door water leakage problem
0,7
0,7
0,6
0,5
ZERO
# of Errors
0,4
ERROR
0,3
0,2
0,1
0 0
0
I’m skilfull and

well trained !
a) YES
c) NO
b) OTO-CONTROLLE
c) OTHER
b) OTO-CONTROLE
c) OTHER

c) OTHER

a) Evet
c) Hayır
b) Otokontrol ile
c) Diğer
b) Oto kontrol ile
c) Diğer

c) Diğer

a) Evet
c) Hayır
b) Otokontrol ile
c) Diğer
b) Oto kontrol ile
c) Diğer

c) Diğer
F321-00-0001-04/030907
Team Leader does Root cause analysis and improvement actions
POKA-YOKE
APPLICATION
2
2
1,8
1,6
1,4
ZERO
ERROR
# of Errors
1,2
1
0,8
0,6
0,4
0,2 0 0
0
VISUAL AID
3
3
2,5 ZERO
2 ERROR
# of Errors
1,5
0,5
0 0
0 Insufficient
JUNE JULY AUGUST
Visual Aid
Quality Control:
Average Benefit/Kaizen
B
101.391 € 12,7
AK 5 C
B
MK 54 41.930 € C
18,7
B
SK 60 9.677 € C
13,73
QK 104 1.494 € B
C
 9,64

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QC

Seven steps of QC problem solving

Considering the solutions: suggesting ideas for the solutions, arguing

Verifying the current value of the

3.Activity Deciding what to do. Defining the schedule

2.Understanding the Collecting data. Choosing the characteristic to

2. Priority consciousness : pounce on priority problems and

AA Very important issues

Reactive Preventive Proactive

Coltrolled by result Controlled by Identification of 0

Descripción del problema Pieza

Coste total (€)

Occurrence outside the plant

C8 E4/5 Sensor de hum edad, cable interfiere con la Sensor de

INTERFIEREN TRAQUEALES EN TUBO TUBO

Occurrence inside the

Nivel aceite m otor tiene encendido el testigo en

Tubo pilotaje com presor interfiere en com presor Tubo pilotaje

Traqueales interfieren en zona derecha caja de

Positivo m otor de arranque interfiere en carcasa Positivo m otor

CANALIZADOR PINTURA DEFECTUOSA ZONA

SEMIESTRANGULADO UN TUBO DE UREA EN

TUBO NEUMATICO INTERFIERE EN EL TUBO DE

CONJUNTO PELDAÑO SUPERIOR DCHO CONJUNTO

PARAGOLPES DELANTERO CON ROCES O PARAGOLPES Preparación Preparación

CANALIZADOR DERECHO ROTO EN ZONA

Latiguillos de aire acondicionado interfieren en Latiguillos aire

PARAGOLPES DELANTERO INTERFIERE EN PARAGOLPES

Fuelle urea interfiere en tubo intarder zona posterior

TUBO COMPRESOR INTERFIERE EN TUBO

MANGUITO BOMBA LIQUIDO DIRECCION TUBO

Manguito inferior radiador interfiere en tubo

CONJUNTO PELDAÑO CON DEFECTOS / DAÑOS CONJUNTO

TUBO NEUMATICO INTERFIERE EN TUBO DEL TUBO

Interferencia entre tubo com presor e instalación

Position Index (P)

Coste material (€)

Coste envíos (€)

Coste total (€)

DEPOSITO COMBUSTIBLE GOLPEADO ZONA DEPOSITO

INTERFIEREN TRAQUEALES EN TUBO TUBO

Al bajar cabina se engancha el anclaje en la

5 Falta kit spoiler KIT SPOILER C 15 0 150 0 20 3100,00 3,1000 9 5 139,50

Process control means not merely chasing results but

Propose Poor result

Figure : The Meaning of Process Control

Improvement of equipment Pursue zero defects and zero accidents

Machines Source control of problems―

Machine - material control

Material input Process

* Man Control by causes

Measurement method Control level

Sampling method Measurement method

format, etc. Sampling method

Bank Temperature Temperature

Machine Feed Mandrel

Reactive Preventive Proactive

3. Factor analysis of Factor analysis of unknown causes

4. Reducing and Restoration of the equipment based on the PPA