Special Address Yukihiro Ando, TQM Consultant, Lead Examiner
Special Address Yukihiro Ando, TQM Consultant, Lead Examiner
Special Address Yukihiro Ando, TQM Consultant, Lead Examiner
You also want an ePaper? Increase the reach of your titles
YUMPU automatically turns print PDFs into web optimized ePapers that Google loves.
Daily Management<br />
Its ROLE in our successful <strong>TQM</strong> journey,<br />
its Promotion and how to overcome obstacles<br />
while promoting & implementing<br />
20th ANNIVERSARY<br />
CII NATIONAL QUALITY SUMMIT 2012<br />
Innovation of Quality – Quality of Innovation<br />
<strong>TQM</strong> <strong>Consultant</strong><br />
<strong>Yukihiro</strong> <strong>Ando</strong><br />
1<br />
Brief Profile of <strong>Yukihiro</strong> <strong>Ando</strong><br />
Positions:<br />
<strong>TQM</strong> <strong>Consultant</strong><br />
A QC Instructor for the JUSE<br />
A lead examiner of the Deming Prize Committee<br />
A board member of Japanese Society of Quality control<br />
An Honorary Adviser of the QC Circle Saitama Section<br />
Titles:<br />
Registered Consulting Engineer<br />
Master of Engineering<br />
2<br />
2012/11/3<br />
1
• Experience:<br />
• 30 years of experience including consultations and lectures in a broad range of<br />
industries, in Japan, U.S.A., Thailand, India, Singapore and etc.<br />
– Manufacturing (steel, cement, chemicals, machinery, computers, food, automobiles<br />
etc.),<br />
– Service (recreational facilities, electric power, air lines, hospitals, banks, logistics etc.).<br />
– Construction (General Contractors, equipment)<br />
– 23 of them received the Deming Application Prize while receiving his<br />
consulting services<br />
.<br />
• A Visiting Professor of Waseda University<br />
• A Lecturer at the Tokyo Univ. of Science, Housei Univ., and Bunka Women’s<br />
Univ.<br />
• A Senior <strong>Consultant</strong> in Joiner Associates Inc., U.S.A.<br />
• A member of ISO-TC176<br />
• A board member of the Asian Network for Quality<br />
• An Executive Director of the QC Circle Headquarters<br />
• Deputy Adviser of the QC Circle Kanto Region<br />
• Chairman of the International Committee of JUSE<br />
• A Deputy Task Group <strong>Lead</strong>er of ISO-TC176- SC2 WG 1.20 (ISO 9004)<br />
• Provisional Assessor for ISO 9000<br />
3<br />
My English:<br />
Typical Broken Japanglish<br />
I can not distinguish<br />
R L B V TH S Z<br />
and etc.<br />
4<br />
2012/11/3<br />
2
5<br />
Level<br />
Innovation vs.<br />
Improvement<br />
Time<br />
6<br />
2012/11/3<br />
3
Level<br />
Innovation vs.<br />
Improvement<br />
Time<br />
7<br />
Ievel<br />
Importance of “Daily<br />
management”<br />
If “Daily Management” is poor???<br />
All the efforts, investments<br />
should be gone<br />
Improvement<br />
And/ Or<br />
Innovation.<br />
Month<br />
8<br />
2012/11/3<br />
4
Improvement<br />
Importance of “Daily<br />
management”<br />
Actual history of “Continual Improvement”<br />
Big Improvement<br />
Keep stable, Improve progressively<br />
Month<br />
• All the members must commit continuously, long term.<br />
• No shining stories.<br />
9<br />
Definition of “Daily Management”<br />
All of the activities that must be carried out<br />
routinely in each area, in order to attain the<br />
purpose of their job efficiently.<br />
The activities to maintain are the major<br />
concern,<br />
the activities to improve are also included.<br />
(Unofficial translation from “Terminologies committee of TQC Managers course JUSE 1989)<br />
10<br />
2012/11/3<br />
5
“Daily Management” include:<br />
Management for<br />
• Hourly Job<br />
• Daily Job<br />
• Weekly Job<br />
• Monthly Job<br />
• Seasonal Job<br />
• Yearly Job & etc.<br />
A Tip<br />
• Jobs in front line Operation.<br />
• Supervisors job<br />
• Section Managers Job<br />
• Department to Top Managers Job & etc.<br />
“Daily Management” :<br />
Management for routine Jobs in all levels.<br />
11<br />
How to introduce and promote<br />
Daily Management?<br />
Masing Book Medal 2011<br />
International Academy<br />
For Quality<br />
12<br />
2012/11/3<br />
6
Daily Management<br />
- its ROLE in our successful <strong>TQM</strong> journey,<br />
its Promotion and<br />
how to overcome obstacles<br />
while promoting & implementing<br />
20th ANNIVERSARY<br />
CII NATIONAL QUALITY SUMMIT 2012<br />
Innovation of Quality – Quality of Innovation<br />
<strong>TQM</strong> <strong>Consultant</strong><br />
<strong>Yukihiro</strong> <strong>Ando</strong><br />
14<br />
2012/11/3<br />
7
A Key Principle in Daily Mgt.: PDCA<br />
The PDCA wheel is a simple, flexible model<br />
that has been adapted to a broad range of situations.<br />
The basic notion of PDCA is<br />
so simple that when I first heard<br />
it I felt I understood it in five<br />
minutes.<br />
Now, more than a decade later,<br />
I think I might understand it<br />
15<br />
Brian L. Joiner, “Fourth Generation Management”, 1994<br />
some day.<br />
• Please<br />
• Don’t<br />
• Change<br />
• Anything<br />
C<br />
�� Plan<br />
�� Do<br />
�� Check<br />
�� Act<br />
A P<br />
D<br />
16<br />
2012/11/3<br />
8
A Key Principle in Daily Mgt.<br />
The basic notion of Daily Management<br />
is so simple<br />
that when I first heard it<br />
I felt I understood it in five minutes.<br />
Now, more than decades later,<br />
I think I might understand it some day.<br />
Modified from Brian L. Joiner, “Fourth Generation Management”, 199417<br />
Better<br />
Stages of Daily Management promotion<br />
Standardization<br />
Stage 1 Stage 2 Stage 3 Stage 4<br />
Visualization<br />
+<br />
JDI, KKD<br />
Lose Interest<br />
Discontinue<br />
Stabilized + CAPD<br />
Stage 4’<br />
Break through<br />
+ CAPD<br />
2012/11/3<br />
9
K.K.D. method.<br />
( K.K.D. : Keiken, Kan, Dokyo.<br />
[abbreviation of Japanese]<br />
Experience, Intuition & Guts<br />
Experiencia, Intuicion, Agallas<br />
Anubhavam , Ullunarvu, Dhairyam<br />
Prasobkarn, Sanchatayan, Seang<br />
Levels of Problem Solving/Task achievement<br />
Skeletonized<br />
SQC, Sophisticated Tools<br />
Systematic approach.<br />
QC story<br />
Solve problems by continuously<br />
re-thinking them together<br />
KKD<br />
Solve problems by<br />
just pondering a<br />
moment<br />
JDI<br />
2012/11/3<br />
10
Better<br />
Stages of Daily Management promotion<br />
Standardization<br />
Stage 1 Stage 2 Stage 3 Stage 4<br />
Visualization<br />
+<br />
JDI, KKD<br />
Stage 2’<br />
Lose Interest<br />
Discontinue<br />
Stage 3’<br />
Stabilized + CAPD<br />
Stage 4’<br />
Break through<br />
+ CAPD<br />
Some patterns/reasons why people go to Stage 4’<br />
1. Mental Reasons<br />
2. Technical Reason<br />
2012/11/3<br />
11
Some patterns/reasons why people go to Stage 4’<br />
1.Mental Reasons<br />
1.Just bored<br />
2.Lose attention from their boss.<br />
3.People pay attention to “Hero Jobs” only.<br />
4.Changed the people & no successes.<br />
New comers can not understand the importance.<br />
5.Standards are only prepared as<br />
documents. Nobody read carefully, no<br />
education training, nobody follow.<br />
Some patterns/reasons why people go to Stage 4’<br />
2. Technical Reason<br />
1.Scopes/objectives of the job are not suitable.<br />
2.Standards can not be prepared by technical reasons.<br />
3.Control Points (KPI) are not appropriate.<br />
4.Control Methods are not suitable for the control point.<br />
1.Apply too simple graph to “Inherently non-flat”,<br />
“non-normal distributed process”, “Adjusted<br />
Process”, etc..<br />
2.Small numbers and large variety process.<br />
3.Non manufacturing process:<br />
e.g. Maintenance, Planning, services.<br />
5.Too many abnormalities to analyze the root causes.<br />
2012/11/3<br />
12
Some patterns/reasons why people go to Stage 4’<br />
1.Mental Reasons<br />
1.Just bored<br />
2.Lose attention from their boss.<br />
3.People pay attention to “Hero Jobs”<br />
only.<br />
2012/11/3<br />
13
Improvement<br />
Importance of “Daily<br />
management”<br />
Actual history of “Continual Improvement”<br />
Big Improvement<br />
by Policy Management,<br />
Problem Solving/Task<br />
Achieving etc.<br />
Keep stable, Improve progressively<br />
Month<br />
• All the members must commit continuously, long term.<br />
• No shining stories.<br />
27<br />
RMB B N (S- PL AN T) DA ILY MA N AG E ME N T<br />
RM BB N (S - PLA NT) D AI LY MA NA GEM EN T<br />
RMB BN ( S - PLA N T) D AI LY MA N AG EMEN T<br />
RMB BN ( S - PLA N T) D AI LY MA N AG EMEN T<br />
R MB BN ( S- PLAN T) DAI LY M AN AG EM ENT<br />
RMB BN ( S - PLA N T) D AI LY MA N AG EMEN T<br />
RMBB N ( S- PLA N T) D AI LY MA NA G EMEN T<br />
RMB BN ( S - PLA N T) D AI LY MA N AG EMEN T<br />
R MBB N (S- PL ANT ) D A IL Y MA NA GE MENT<br />
F- C FIN EN ES S (A UG ' 20 06)<br />
R MBB -2 , ( S- P LAN T) DA I LY MAN A GE ME NT<br />
R MB B- 2 (S - P LA NT) D AIL Y MA NAGE MENT<br />
F-C FI N ENES S (JU L' 2006)<br />
F- C FI NEN ES S ( O CT' 2 006)<br />
F- C FI NE NES S (D EC' 2 006)<br />
F-C FI NE NESS ( -3. 15 mm ) FEB '200 7<br />
F- C FI NE NE SS (S EP' 20 06)<br />
F- C FIN EN ESS ( NO V' 2 006)<br />
F-C FI N ENE SS ( -3. 15 mm) MA R' 2007<br />
F- C FIN EN ES S (- 3. 15 mm) JA N' 200 7<br />
R MBB -2 ( S- P LA NT ) DA I LY MAN A GE ME NT<br />
9 6<br />
F- C FIN EN ESS ( -3. 15 m m ) APR '2 007<br />
F -C FINE NE SS (- 3. 15 mm) JU NE '2 007<br />
9 6<br />
9 8<br />
9 8<br />
1 0<br />
9 8<br />
9 8<br />
1 0 0<br />
100<br />
F- C FI NEN ESS ( - 3.15 m m ) M AY' 2007<br />
1 0 0<br />
100<br />
USL , 95. 0<br />
UCL, 96.7<br />
1 0 0<br />
USL, 95.0<br />
UCL, 9 6 .7<br />
UCL, 9 6 .7<br />
UCL, 9 8 .3<br />
UCL, 9 8 .7<br />
UCL, 98.7<br />
9 6<br />
9 6<br />
98<br />
9 6<br />
UCL, 9 8 .3<br />
98<br />
U CL, 98. 3<br />
9 4<br />
9 6<br />
98<br />
9 8<br />
UCL, 9 8 .7<br />
9 4<br />
9 8<br />
UCL, 93.6<br />
UCL , 93. 6<br />
USL, 9 5 .0<br />
USL, 95. 0<br />
9 8<br />
USL, 9 5 .0<br />
USL, 9 5 .0<br />
9 4<br />
9 4<br />
96<br />
96<br />
9 4<br />
96<br />
9 4<br />
UCL, 9 3 .6<br />
9 6<br />
9 6<br />
USL, 95.0<br />
9 6<br />
9 2<br />
9 2<br />
USL, 9 5 .0<br />
USL, 95. 0<br />
9 2<br />
USL, 9 5 .0<br />
USL, 9 5 .0<br />
94<br />
9 2<br />
94<br />
USL, 95 .0<br />
9 2<br />
94<br />
9 4<br />
X-bar, 90.7<br />
9 2<br />
9 4<br />
9 4<br />
X -b ar, 90. 7<br />
X-bar , 92.7<br />
X-ba r , 9 0 .7 9 0<br />
X- bar , 90. 2<br />
9 0<br />
9 0<br />
X-ba r , 9 2 .4<br />
92<br />
92<br />
X- bar , 92.4<br />
9 0<br />
X-ba r , 9 2 .7<br />
9 0<br />
X-ba r , 9 0 .2<br />
92<br />
X- ba r, 9 2. 7<br />
X-ba r , 9 2 .4<br />
9 2<br />
9 2<br />
9 0<br />
X-ba r , 9 0 .2<br />
9 2<br />
8 8<br />
LSL, 88.0<br />
LSL, 88.0<br />
90<br />
LSL, 8 8 .0<br />
90<br />
8 8<br />
LSL, 8 8 .0<br />
8 8<br />
LCL, 87.9<br />
LSL , 88. 0<br />
LSL, 8 8 .0 8 8<br />
90<br />
LCL, 8 7 .9<br />
9 0<br />
9 0<br />
Z<br />
8 8<br />
8 8<br />
9 0<br />
LSL, 88.0<br />
8 6<br />
88<br />
LCL , 87. 9<br />
88<br />
DATA OUTSIDE CONTROL LIMI T - NI L<br />
LSL, 88.0<br />
LSL, 8 8 .0<br />
8 6<br />
DATA OUTSIDE CONTROL LIM IT - NIL<br />
8 8<br />
8 6<br />
8 6<br />
8<br />
LSL, 8 8 .0<br />
LSL, 8 8. 0<br />
LCL, 86.7<br />
8 4<br />
8 8<br />
LSL, 8 8 .0<br />
8 6<br />
DATA OUT SID E CO NTROL LIM IT - NIL<br />
8 8<br />
86<br />
LCL, 83. 8<br />
LC L, 86.5<br />
8 6<br />
DATA OUTSI DE CONTROL LIMI T - 2<br />
DATA OUTSIDE CONTROL LIM IT - NIL<br />
86<br />
LCL, 8 6 .7<br />
LCL, 8 6 .5<br />
8 4<br />
DATA OUTSIDE CONTROL LIM IT - 1 2<br />
LCL, 8 6 .5<br />
8 6<br />
8 4<br />
86<br />
LCL, 8 6 .7<br />
84<br />
8 2<br />
8 6<br />
8 4<br />
LCL, 8 3 .8<br />
8 6<br />
8 4<br />
84<br />
DATA OUT SI DE CONTROL LI MIT - 1 8<br />
LCL, 8 3 .8<br />
4- No v- 06 1 -<br />
1 4- 15 -N ov - 1 7-N o v-0 6 2 1- No v- 06 24 -N ov -0 6 2 5- 26 -N ov - 2 7-N o v-0 6<br />
8 4<br />
8 2<br />
N ov -<br />
No v - 06<br />
No v- 06<br />
8 4<br />
8 2<br />
84<br />
82<br />
06<br />
0 6<br />
0 6<br />
2-S e p- 06 3 -S ep -0 6 4 - 6 - 9 -S ep - 06 10 - 1 1- 1 3- 14 -S ep -0 6 15 - 16 -S ep -0 6 18 - 19 - 20 -2<br />
2- 2 3- Se p -0 6 28 - 29 -S ep -0 6 3 0-<br />
8 4<br />
8 4<br />
8 2<br />
DAT A OUT SIDE CONTROL L I MI T - 1 2<br />
8 2<br />
S e p- Se p-<br />
Se p- Se p- Se p - S ep -<br />
S e p- Se p- S ep -S<br />
ep -<br />
S ep -<br />
S ep -<br />
5<br />
82<br />
DATE & SHI FT<br />
8 2<br />
2 - 3- De c- 06 4- 6- De c- 06 7- 8 -D ec -0 6 10 - 1 1-<br />
15 -D e c-0 6 16 -D e c-0 6 17 -D e c- 06 24 -D e c- 06 25 - 2 6- D ec -06 2 7-<br />
PROCESS NOT STABLE NOT CAPABLE<br />
0 6 0 6<br />
0 6 0 6 0 6<br />
06<br />
0 6 0 6 06 06<br />
06<br />
06<br />
5 -Ja n 10 - 1- Ja n 1 3-J an 14 -Ja n 15 - 1 7-<br />
19 - 21- Ja n 23 - 2 4-<br />
29 - 3 0-<br />
31 -<br />
D e c- D ec -<br />
D ec -<br />
D e c- D ec -<br />
De c-<br />
De c-<br />
2 -Ju l-0 6 3- 4 -J ul-0 6 6 - 7- Ju l-0 6 8-J ul -9<br />
-Ju l-0 6 1 - 1 2- 1 3- Ju l- 1 4-J ul -1<br />
5- 16 -1<br />
7-J ul - 1 8-J ul- 2 0-J ul -<br />
25 -2<br />
6- Ju l- 2 7-J ul- 2 9- 30 -J ul- 31 -<br />
1-O c t-0 6 2 -<br />
4 -O ct -06 5- 6- O ct- 7 -O c t-0 6 9- Oc t-<br />
1 5- 16 - 1 7- Oc t- 06 1 9-<br />
24 - 25 - 2 6- 27 -O ct -0 62 8-<br />
80<br />
3<br />
Jan<br />
Ja n J an<br />
Jan<br />
Ja n Ja n<br />
Ja n J an<br />
Jan<br />
0 6<br />
06<br />
06<br />
0 6 0 6<br />
0 6<br />
0 6<br />
82<br />
DATE & SHI FT<br />
8 2<br />
J ul -<br />
J ul-<br />
0 6<br />
Ju l- J ul- 0 6 06 J ul- J ul - 0 6 06<br />
0 6<br />
Ju l- 0 6 06<br />
J ul- 06 Ju l-<br />
8 2<br />
Oc t-<br />
O ct - 06<br />
06<br />
Oc t- O c t-<br />
O ct -0 6<br />
O c t- Oc t- O ct -0 6 O ct -<br />
6<br />
2-Ju n 3-J un 5 -Jun 6- Jun 7-Ju n 8-J un 9 -Jun 10-J un 1 1-Ju n 13-J un 16 -Jun 17-J un 19- Jun 26-J un 27 -Jun 29-J un 30 -Jun<br />
8 2<br />
1-Fe b2 -Feb 2-F eb 2-Feb 3- Feb 3-Fe b4 -Feb 5-F eb 5-Feb 6-F eb 6-Fe b6 -Feb 7-Fe b7 -Feb 7-F eb 8-Feb 8- Feb 9-Fe b 10- 10 - 10- 1 1- 1- 1- 12 - 12- 1 2- 13- 13- 14 - 14- 1 4- 16- 1 6- 16- 17- 18 - 18- 1 8- 19 - 19- 20 - 20- 2 1- 2- 2- 2 - 23- 23 - 23- 2 5- 26 - 26- 27 - 27-<br />
0 6<br />
06<br />
0 6 06<br />
06 0 6<br />
06<br />
DATE & SHIFT<br />
DATE & SHIFT<br />
DATE & SHIFT<br />
8 0<br />
1- Mar 2 - 3-<br />
4- 5-<br />
7 -Mar 8-<br />
1 -Mar 12 -Mar 15 -Mar 1 7-Ma r 1 8-Ma r 1 9-Ma r 21 - 2-<br />
2 3-Ma r 24 -Mar 25 -Mar 2 6-<br />
28 -Mar 30-<br />
Feb Fe b Feb F eb Feb F eb Fe b Feb Fe b Feb F eb Feb Feb Fe b Feb F eb Feb Feb Fe b Feb F eb Feb F eb Feb Feb Fe b Feb F eb Feb Feb Fe b Feb F eb Feb Feb Fe b Feb<br />
06<br />
0 6<br />
06 0 6<br />
0 6 06<br />
06<br />
0 6<br />
0 6<br />
Ma r Mar M ar Mar<br />
Mar<br />
Ma r Mar<br />
M ar<br />
Mar<br />
4<br />
8<br />
1- Apr 3 - 4-Ap r 5-<br />
6-Ap r 7- 8- 8- 9- 1 0- 10- 1-A pr 12 - 13-<br />
1 4-Ap r 15-A pr 16-<br />
17- 18- Apr 19 - 20- 2 1- 21- 2- Apr 23 - 24- 25- Apr 2 6-Ap r 27- 27 - 28-<br />
29-A pr 3 0-Ap r<br />
9<br />
7<br />
1-Ma y 2-M ay 2-Ma y3- May 4-M ay 5-M ay 6- May 7-Ma y 8-M ay 9-Ma y 1 0-Ma y 1-<br />
12 - 13-M ay 1 4- 1 5-Ma y 16 -<br />
17-M ay 19 - 20- May 21-<br />
2- 2 2- 23 - 24-M ay 2 5-<br />
26-<br />
27-M ay<br />
1 - 2 -A u g- 4 - 5 -A ug - 6- Au g- 7- Au g- 8 - 10 -<br />
1 3- 14 - 1 5- 1 6-<br />
1 8- 1 9 - 2 2 -2<br />
3- 24 - 25 - 2 6- 28 - 29 - 3 0-<br />
A pr<br />
Apr<br />
Apr Ap rA<br />
pr Apr A pr A pr<br />
Ap r Apr<br />
Apr<br />
Apr<br />
Ap r Apr A pr Apr<br />
Ap rA<br />
pr<br />
Apr Ap r Apr<br />
DAT E & SHIF T<br />
DATE & SHI FT<br />
DATE & SHIFT<br />
DATE & SHI FT<br />
May<br />
Ma y<br />
M ay<br />
Ma y<br />
Ma y<br />
May<br />
May M ay Ma y<br />
M ay M ay<br />
Au g- 0 6 A u g- 0 6 06 06 A u g- A ug -0 6 A ug -0 6A<br />
u g- A u g- 06 A ug -0 6 A u g- 06 A ug - A ug -A<br />
ug -A<br />
u g- Au g- 06 Au g- A u g- Au g- 06 A u g- 06<br />
0 6<br />
06<br />
06<br />
06<br />
06 06 0 6 06<br />
0 6 06<br />
2<br />
DATE & SHIFT<br />
DATE & SHIFT<br />
1<br />
DATE & SHI FT<br />
12<br />
1 0<br />
11<br />
- 3 . 1 5 m m<br />
CABCA<br />
CAB<br />
CBCAC<br />
ABCA<br />
BABC<br />
CACA<br />
CABC<br />
ABCA<br />
AABCA<br />
BCBC<br />
ABCB<br />
CBCB<br />
AABC<br />
ABCBC<br />
ABA<br />
BCAC<br />
100<br />
98<br />
96<br />
94<br />
92<br />
90<br />
88<br />
86<br />
84<br />
82<br />
80<br />
C<br />
A<br />
B<br />
C<br />
- 3 . 15 m m<br />
A<br />
B<br />
A<br />
B<br />
C<br />
B<br />
C<br />
A<br />
B<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
C<br />
C<br />
A<br />
B<br />
C<br />
A<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
A<br />
C<br />
A<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
C<br />
A<br />
C<br />
A<br />
B<br />
C<br />
B<br />
C<br />
A<br />
Plant : Sinter Plant Indicator : Flux Crushing<br />
Fineness %<br />
Long term continuous<br />
efforts created great<br />
improvement<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
- 3 . 1 5 m m<br />
A<br />
BC<br />
A<br />
CB<br />
C<br />
AB<br />
C<br />
AC<br />
AB<br />
A<br />
BC<br />
C<br />
AB<br />
C<br />
BC<br />
CC<br />
A<br />
AC<br />
A<br />
BC<br />
B<br />
CA<br />
BB<br />
C<br />
BC<br />
B<br />
AC<br />
A<br />
CA<br />
BA<br />
B<br />
CA<br />
C<br />
CB<br />
A<br />
B<br />
C<br />
C<br />
- 3 . 1 5 m m<br />
C<br />
AA<br />
B<br />
CA<br />
B<br />
CA<br />
B<br />
CA<br />
C<br />
AB<br />
C<br />
A<br />
CA<br />
BB<br />
C<br />
A<br />
BC<br />
A<br />
BC<br />
A<br />
BC<br />
B<br />
CB<br />
C<br />
CC<br />
B<br />
BC<br />
A<br />
BC<br />
A<br />
CA<br />
B<br />
CA<br />
B<br />
CB<br />
July 2006<br />
A<br />
C<br />
A<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
A<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
B<br />
C<br />
A<br />
B<br />
- 3 . 1 5 m m %<br />
C<br />
A<br />
B<br />
C<br />
A<br />
C<br />
C<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
B<br />
C<br />
B<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
A<br />
B<br />
C<br />
A<br />
C<br />
B<br />
C<br />
B<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
A<br />
C<br />
B<br />
C<br />
C<br />
B<br />
C<br />
B<br />
C<br />
B<br />
A<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
B<br />
- 3 . 1 5 m m %<br />
A<br />
B<br />
C<br />
A<br />
A<br />
B<br />
C<br />
A<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
C<br />
A<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
C<br />
C<br />
A<br />
B<br />
C<br />
A<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
C<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
B<br />
C<br />
A<br />
C<br />
A<br />
B<br />
A<br />
B<br />
C<br />
A<br />
B<br />
A<br />
B<br />
C<br />
A<br />
C<br />
- 3 . 1 5 m m %<br />
100<br />
98<br />
96<br />
94<br />
92<br />
90<br />
88<br />
86<br />
B<br />
C<br />
A<br />
A<br />
B<br />
C<br />
A<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
C<br />
A<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
A<br />
C<br />
A<br />
B<br />
C<br />
A<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
B<br />
A<br />
C<br />
A<br />
- 3 . 1 5 m m<br />
B<br />
C A<br />
BC<br />
A<br />
BC<br />
A<br />
BB<br />
CBC A<br />
A<br />
BC<br />
A<br />
B A<br />
BC<br />
AA<br />
BC<br />
C A<br />
BCBC A<br />
A<br />
C<br />
AAA<br />
C A<br />
BCBBCB A<br />
C<br />
A<br />
BC<br />
B A<br />
- 3 . 1 5 m m<br />
C<br />
C<br />
A<br />
B<br />
C<br />
B<br />
B<br />
B<br />
A<br />
B<br />
B<br />
C<br />
A<br />
C<br />
A<br />
B<br />
A<br />
B<br />
C<br />
B<br />
C<br />
B<br />
C<br />
C<br />
A<br />
B<br />
C<br />
C<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
C<br />
A<br />
B<br />
A<br />
B<br />
C<br />
C<br />
B<br />
C<br />
- 3 . 1 5 m m %<br />
A<br />
B<br />
C<br />
A<br />
C<br />
A<br />
C<br />
A<br />
A<br />
C<br />
B<br />
C<br />
A<br />
B<br />
A<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
C<br />
B<br />
C<br />
A<br />
B<br />
C<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
B<br />
C<br />
A<br />
C<br />
A<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
C<br />
C<br />
A<br />
B<br />
C<br />
B<br />
C<br />
A<br />
C<br />
B<br />
C<br />
May 2007<br />
Z<br />
- 3 . 1 5 m m %<br />
C<br />
C<br />
A<br />
C<br />
B<br />
C<br />
C<br />
A<br />
A<br />
B<br />
C<br />
B<br />
A<br />
B<br />
C<br />
A<br />
B<br />
A<br />
A<br />
C<br />
C<br />
A<br />
A<br />
B<br />
C<br />
C<br />
A<br />
A<br />
C<br />
B<br />
C<br />
B<br />
C<br />
B<br />
C<br />
A<br />
C<br />
A<br />
C<br />
A<br />
- 3 . 1 5 m m %<br />
A<br />
B<br />
B<br />
C<br />
A<br />
A<br />
C<br />
A<br />
C<br />
A<br />
A<br />
C<br />
B<br />
A<br />
C<br />
A<br />
B<br />
C<br />
A<br />
C<br />
C<br />
A<br />
B<br />
C<br />
A<br />
A<br />
B<br />
A<br />
C<br />
A<br />
B<br />
C<br />
B<br />
A<br />
B<br />
C<br />
A<br />
C<br />
B<br />
C<br />
A<br />
A<br />
B<br />
C<br />
A<br />
C<br />
A<br />
C<br />
A<br />
B<br />
C<br />
84<br />
DATA OU TSIDE CONTROL LIMIT - 18<br />
82 Low Spikes<br />
80<br />
disappeared<br />
Reduction in variation led to better quality of flux meeting customer<br />
specifications and resulting into improved quality of sinter<br />
UCL, 98.7<br />
LCL, 86.7<br />
2012/11/3<br />
Better<br />
14
How to sustain<br />
this never ending journey<br />
Management of<br />
“Daily Management”<br />
(Named by Dr. Noriaki Kano)<br />
How to rotate PDCA as an total<br />
department/division/company?<br />
Business Result<br />
2x2 Matrix<br />
vs.<br />
Process<br />
Assessment<br />
2012/11/3<br />
15
DM Evaluation Criteria – Operations Function (Rev 02)<br />
SN Steps Evaluation Criteria<br />
1<br />
2<br />
DM Stage # 1 :<br />
Documentation to identify &<br />
plan monitoring of key<br />
performance indicators and<br />
standard operating<br />
procedures<br />
Have all the Daily Management documents e.g., Roles & Objectives, Process<br />
Flow Chart, Process Failure Mode & Effect Analysis (FMEA), Control Plan,<br />
Management System Chart, Key Performance Indicator (KPI) Tracker etc. (as<br />
required) of the department been prepared, reviewed and revised (as per need)<br />
for all the sections of the department? Have the KPIs as identified in the<br />
Memorandum of Understanding (MOU) with customers been selected for<br />
monitoring in Control Plan/KPI Tracker?<br />
Have the relevant Standard Operating Procedures (SOPs)/Decision Trees been<br />
prepared as indicated in the Control Plan/KPI Tracker? Are the above<br />
documents and SOPs are included as a part of the prevailing Quality<br />
Management System (QMS) of the department? Are these documents<br />
(including SOPs & Charts) readily available at the point of use?<br />
3 5<br />
4<br />
5<br />
6<br />
7<br />
DM Stage # 2 : Monitoring of<br />
Key Performance Indicators<br />
& Identification of<br />
abnormalities/ deviations<br />
DM Stage # 3 : Taking<br />
Corrective & Preventive<br />
actions (Rotation of PDCA)<br />
and revision of standard<br />
operating procedures<br />
Stage # 4 : Horizontal<br />
Deployment and Knowledge<br />
Sharing<br />
Are all the KPIs being monitored as planned in the Control Plan/KPI Tracker<br />
with Control Chart/Trend Chart/Check sheet etc., as appropriate?<br />
Are the abnormalities/deviations being identified with reasons and documented,<br />
as relevant, while monitoring these KPIs?<br />
Does the department follows a structured review process for daily management<br />
implementation considering the inputs such as visualization of KPIs in the form<br />
of Stability-Capability (2*2) matrix, trend of abnormalities/deviations, etc. as<br />
applicable and are appropriate actions being initiated as a result of these<br />
reviews?<br />
8 10<br />
9 10<br />
10<br />
11 5<br />
12 5<br />
Maximum<br />
Score<br />
Overall Score 100<br />
10<br />
10<br />
5<br />
10<br />
10<br />
15<br />
5<br />
90.00<br />
80.00<br />
70.00<br />
60.00<br />
50.00<br />
40.00<br />
30.00<br />
20.00<br />
10.00<br />
0.00<br />
JWQC Daily Management Assessment Score<br />
Percent<br />
59.93<br />
69.43<br />
65.51<br />
68.96<br />
45.86 59.00<br />
Target : => 60 % in Qr 1 2009<br />
76.50 74.86<br />
68.71<br />
73.27<br />
70.83 68.35<br />
63.00 68.17 63.41<br />
This slide is not<br />
included in the<br />
provided file<br />
Good<br />
55.63<br />
78.00 75.24 72.29<br />
64.61<br />
51.06<br />
Raw Materials Coke Sinter & Iron Long Products Flat Products Shared Services Corporate Function<br />
Avg. 2008 Qr 4 08 Qr 1 09 Avg 2008 Avg Qr 4 08 Avg. Qr 1 09<br />
2012/11/3<br />
16
“Item by Item” and “Total (including communications)”<br />
Horizontal and Vertical<br />
Management of Daily Management as A Manager<br />
Item a<br />
Item b<br />
Item c<br />
Total<br />
J a n F e b M a r A p r May J u n<br />
Item by Item<br />
Monthly<br />
2012/11/3<br />
17
“Item by Item” and “Total (including communications)”<br />
Horizontal and Vertical<br />
Item a<br />
Item b<br />
Item c<br />
Total<br />
Lower Manager<br />
Jan Feb Mar A p r May Jun<br />
Item A<br />
Item B<br />
Item C<br />
Total<br />
Higher Manager<br />
Jan Feb Mar A p r May Jun<br />
2012/11/3<br />
18
Discussion points:<br />
1.Technical Reason<br />
B) Control Points are not appropriate.<br />
Scopes/objectives of the job are not suitable.<br />
A Control Point of process B : Production Volume<br />
Shortage<br />
by A<br />
Stack in C<br />
Stack in C<br />
Shortage<br />
by A<br />
Yes, Every abnormalities are cased from the others!<br />
We are perfect!<br />
Graph for Excuse<br />
E P<br />
C D<br />
2012/11/3<br />
19
An example of a hopeless “control point”<br />
P P<br />
C D<br />
Monthly<br />
Sales<br />
Amount<br />
Info. Negotiation Quotation Order Construction Sales<br />
I n f o . N e g o t i a t i o n Q u o t a t i o n O r d e r C o n s t r u c t i o n S a l e s<br />
Info. Negotiation Quotation Order Construction Sales<br />
I n f o . N e g o t i a t i o n Q uo t a t i o n O r d e r C o n s t r u c t i o n S a l e s<br />
I n f o . N e g o t i a t i o n Q u o t a t i o n O r d e r C o n s t r u c t i o n S a l e s<br />
Info. Negotiation Quotation Order Construction Sales<br />
Ne g o tiation Q uota tion O rde r C o ns truc tion S a l es<br />
Month<br />
Managing sales amount in the case of a business cycle is long<br />
Similar Examples: Claim, Complaint, MTBF, Down Time<br />
39<br />
2012/11/3<br />
20
Discussion points:<br />
1. Technical Reason<br />
A) Control Methods are not suitable:<br />
Apply too simple graph to “Inherently non-flat”,<br />
“non-normal distributed process”, “Adjusted<br />
Process” and etc..<br />
• Analyze the inherent tendencies and the nature of “error”.<br />
• Regression Analysis / DOE<br />
• Control Based on “Residual”.<br />
Page - 42<br />
1 Meter<br />
Definition of Weight Tolerance<br />
Weight tolerance is the term used in rebar industry to quantify the deviation in weight<br />
per unit length from its nominal value<br />
Transverse<br />
Ribs<br />
Weight = w<br />
Nominal Weight for per unit length for 8mm rebar ( IS1786) = 0.395 Kg<br />
Deviation in Weight per unit length= ((w-0.395)/0.395) x 100 %<br />
Acceptable limits for deviation (Tolerance)<br />
As per IS 1786 -7% to 7%<br />
TISCON USP (Brand Promise) 0% to -2%<br />
Longitudinal<br />
Rib<br />
While maintaining Wt. tolerance LRH( Longitudinal Rib Height ) also needs to be maintained<br />
as it is another parameter associated with the product.<br />
2012/11/3<br />
21
Weight tolerance of past data (Sep’09) shows that the process is neither stable nor<br />
conforming.<br />
0.5 I-Chart (Sep’09)<br />
0<br />
-0.5<br />
-1<br />
-1.5<br />
-2<br />
-2.5<br />
1.6<br />
1.4<br />
1.2<br />
1<br />
0.8<br />
0.6<br />
0.4<br />
0.2<br />
0<br />
Page - 43<br />
MR -Chart (Sep’09)<br />
Analysis of Past Data<br />
USL<br />
UCL<br />
LSL<br />
LCL<br />
UCL<br />
Frequency<br />
Out of Specification<br />
Sep-2009 Mean: -1.3801<br />
Specifications: LSL=-2.0000 Nominal=-1.4000 USL=0.00000<br />
Normal: Cp=1.434 Cpk=.8888 Cpl=.8888 Cpu=1.979<br />
-3.s(T) LSL NOMINAL +3.s(T) USL<br />
55<br />
50<br />
45<br />
40<br />
35<br />
30<br />
25<br />
20<br />
15<br />
10<br />
5<br />
0<br />
-2.6 -2.4 -2.2 -2.0 -1.8 -1.6 -1.4 -1.2 -1.0 -0.8 -0.6 -0.4 -0.2 0.0 0.2<br />
Page - 44<br />
Standardisation of Adjustment<br />
Process for<br />
Weight Tolerance<br />
at WRM, Tata Steel<br />
2012/11/3<br />
22
During rolling, the groove<br />
wears, requiring adjustment<br />
to maintain bar dimension.<br />
Input<br />
Billets - 130mmX130mmX12m<br />
1 2 3 4 5 6 7 8 9 10 11 12 13<br />
Concrete Electric poles<br />
Furnace Roughing Mill Intermediate<br />
Mill<br />
PFM<br />
Looper<br />
14 15<br />
Sleeper<br />
Stands – 16 to 25<br />
NTM<br />
Water<br />
Boxes<br />
PFM<br />
Adjustment locations<br />
Stand 15,16 and 23<br />
Material flow<br />
Pinch Rolls<br />
Laying<br />
Head<br />
Stelmor<br />
Conveyor<br />
Reform<br />
Tub<br />
Conceptual model of the inherent tendency<br />
Variation within a short period of time<br />
The wear situation<br />
of the rolls.<br />
46<br />
2012/11/3<br />
23
Steps taken in the standardization of adjustment process<br />
(Where, How Much & When to Adjust)<br />
c) The following Regression equations were derived from the experiments:<br />
Y 1 = 0.007+0.872 X 1+0.054 X 2+0.012 X 3; Y1 = Change in Wt. tolerance; Adj. R 2 = 0.94<br />
Z 1 = - 0.005+0.058 X 1 + 0.004 X 2-0.010 X 3; Z1 = Change in LRH; Adj. R 2 = 0.68<br />
X 1, X 2 & X 3 are adjustments at stands 15, 16 and 23<br />
Hence, it was decided to use the regression equations<br />
for defining the adjustment actions.<br />
1.00%<br />
0.50%<br />
0.00%<br />
-0.50%<br />
-1.00%<br />
-1.50%<br />
-2.00%<br />
Residual Control Chart for Weight tolerance<br />
Wt Tolerance (Predicted-Actual)<br />
November'11 to May'12<br />
This control chart is used for:<br />
1) Monitoring SOP compliance - Identify training issues (Immediate actions)<br />
2) Monitoring adequacy of SOPs of preceding process steps – Initiate CAPA (Medium term actions)<br />
and<br />
3) Determine inadequacies in Excel based SOP for adjustment process – Initiate CAPA involving<br />
deeper analysis, DOE, etc (Medium to long term actions)<br />
2012/11/3<br />
24
0.00<br />
-0.20<br />
-0.40<br />
-0.60<br />
-0.80<br />
-1.00<br />
-1.20<br />
-1.40<br />
-1.60<br />
-1.80<br />
-2.00<br />
-2.20<br />
-2.40<br />
-2.60<br />
Page - 49<br />
DAP<br />
Effects<br />
POST DAP: DECISION CHART<br />
Wt.Tol UCL X BAR LCL<br />
POST DAP: ADJUSTED PROCESS<br />
Oct 2008 Sep 2009<br />
Oct 2010 Oct 2011<br />
Significant improvement observed with new SOP for adjustment<br />
Images if the Basic model v.s. Adjusted Processes in Daily Management<br />
Inputs Process<br />
Outputs<br />
Stable<br />
Non-Stable<br />
Stable Constant<br />
Unstable conditions<br />
+ Adjustment<br />
Variety<br />
2012/11/3<br />
50<br />
25
5900<br />
5800<br />
X -<br />
5700<br />
5600<br />
A STUDY ON AN APPLICATION OF C.C.<br />
WHERE THE CHARACTERISTIC HAVE INHERENT TRENDS<br />
5500<br />
1 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100<br />
500<br />
400<br />
R 300<br />
200<br />
100<br />
n=3<br />
群の残り=0<br />
0<br />
1 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100<br />
X bar-R C.C.<br />
constructed according<br />
to procedures<br />
described in basic<br />
textbooks<br />
UCL:5894.53<br />
CL :5734.98<br />
LCL:5575.43<br />
UCL:401.6<br />
CL :156.0<br />
8 0<br />
7 0<br />
6 0<br />
5 0<br />
4 0<br />
3 0<br />
2 0<br />
1 0<br />
0<br />
C M2<br />
C M1<br />
C M1<br />
C M2<br />
CM 1<br />
C M1<br />
1 6 11 1 6 2 1 2 6 3 1 36 4 1 4 6 51 5 6 6 1 66 7 1 76 8 1 8 6 9 1 9 6 1 0 1 1 0 6 1 11 1 1 6 1 2 1 1 2 6 1 3 1 1 36 14 1 1 4 6 1 51 15 6 1 6 1 1 6 6 17 1 1 7 6 18 1 1 8 6 1 9 1 19 6 2 0 1 2 0 6 21 1 2 1 6 2 2 1 2 26 2 3 1 23 6<br />
The conceptual model<br />
of the process<br />
y � b � ax � C<br />
CM2<br />
Regression Analysis<br />
ij<br />
C M1<br />
C M1<br />
C M2<br />
CM1<br />
j<br />
C M1<br />
200<br />
100<br />
X<br />
0<br />
-100<br />
-200<br />
1 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100<br />
300<br />
200<br />
R<br />
100<br />
0<br />
n=1<br />
群の残り=0<br />
1 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100<br />
UCL:135.7548<br />
CL :63.4003<br />
LCL:-8.9543<br />
UCL:88.8990<br />
CL :27.2112<br />
X-Rs C.C. constructed<br />
with residuals<br />
2012/11/3<br />
26
Some patterns/reasons why people go to Stage 4’<br />
2. Technical Reason<br />
6<br />
4. Control Methods are not suitable for<br />
5<br />
the control point.<br />
4<br />
3. Non manufacturing process: ex.<br />
3<br />
2<br />
Maintenance, 1<br />
1<br />
Differential Pressure (PSI)<br />
0<br />
Daily Management in Maintenance<br />
(Condition monitoring)<br />
Monitoring of Differential Pressure (Gradall - 24)<br />
2<br />
3<br />
5<br />
Filter<br />
Changed<br />
Apr'11 May'11 June'11 July'11 Aug'11 Sept'11 Oct'11 Nov'11<br />
The differential pressure across the filter was monitored monthly . As soon<br />
as the pressure reaches more than 4 Kg , the filter is changed.<br />
1<br />
3<br />
4<br />
5<br />
2012/11/3<br />
27
The differential pressure<br />
Daily Management in Maintenance<br />
(Condition monitoring)<br />
Filter<br />
Changed<br />
The differential pressure across the filter was monitored weekly .<br />
As soon as the pressure reaches more than XX Kg ,<br />
the filter is changed.<br />
• Please<br />
• Don’t<br />
• Change<br />
• Anything<br />
�� Plan<br />
�� Do<br />
�� Check<br />
�� Act<br />
A P<br />
C<br />
D<br />
�� Plan<br />
�� Do<br />
�� Check<br />
�� Adjust<br />
2012/11/3<br />
56<br />
28
Too Low then Increase<br />
Too High then Decrease<br />
No Analysis of the causes<br />
No Idea to prevent<br />
A Cause<br />
A Cause<br />
Adjust Action<br />
A Cause<br />
Adjust<br />
The<br />
Problem<br />
When Out of control<br />
Immediate Remedy<br />
Analyze the causes<br />
Prevention<br />
A Action Cause<br />
A Cause<br />
Action<br />
Copyright T.Ikezawa 1998<br />
Action<br />
A Cause<br />
The<br />
Problem<br />
57<br />
FC<br />
Daily Management in Maintenance<br />
(Condition monitoring)<br />
The differential pressure across the filter was monitored weekly .<br />
As soon as the pressure reaches more than XX Kg ,<br />
the filter is changed.<br />
FC<br />
2012/11/3<br />
29
2012/11/3<br />
30
1) Measure<br />
3) Plot<br />
data<br />
Out of<br />
control<br />
control<br />
limit line<br />
Central<br />
line<br />
control limit line<br />
Concept of<br />
control charts<br />
4) Judge<br />
and Take<br />
action<br />
Immediate<br />
Remedy<br />
Recurrence<br />
Prevention<br />
2)<br />
Width<br />
of the<br />
control<br />
limits<br />
2012/11/3<br />
31
Discussion points:<br />
1. Technical Reason<br />
C) Too many abnormalities to analyze the root causes.<br />
A) Textbook says that upon an abnormality, “Recurrence<br />
Prevention” must be done as well as “Immediate<br />
Remedy”.<br />
B) Especially, a key success factor for the “Recurrence<br />
Prevention” is “Deep Analysis”.<br />
C) However, when the numbers of “abnormalities” becomes<br />
too many, majority of the analysis becomes superficial.<br />
D) “Abnormal handling” itself become the objective.<br />
E) We suggest “official give up” system for abnormalities.<br />
RMB B N (S- PL AN T) DA ILY MA N AG E ME N T<br />
RM BB N (S - PLA NT) D AI LY MA NA GEM EN T<br />
RMB BN ( S - PLA N T) D AI LY MA N AG EMEN T<br />
RMB BN ( S - PLA N T) D AI LY MA N AG EMEN T<br />
R MB BN ( S- PLAN T) DAI LY M AN AG EM ENT<br />
RMB BN ( S - PLA N T) D AI LY MA N AG EMEN T<br />
RMBB N ( S- PLA N T) D AI LY MA NA G EMEN T<br />
RMB BN ( S - PLA N T) D AI LY MA N AG EMEN T<br />
R MBB N (S- PL ANT ) D A IL Y MA NA GE MENT<br />
F- C FIN EN ES S (A UG ' 20 06)<br />
R MBB -2 , ( S- P LAN T) DA I LY MAN A GE ME NT<br />
R MB B- 2 (S - P LA NT) D AIL Y MA NAGE MENT<br />
F-C FI N ENES S (JU L' 2006)<br />
F- C FI NEN ES S ( O CT' 2 006)<br />
F- C FI NE NES S (D EC' 2 006)<br />
F-C FI NE NESS ( -3. 15 mm ) FEB '200 7<br />
F- C FI NE NE SS (S EP' 20 06)<br />
F- C FIN EN ESS ( NO V' 2 006)<br />
F-C FI N ENE SS ( -3. 15 mm) MA R' 2007<br />
F- C FIN EN ES S (- 3. 15 mm) JA N' 200 7<br />
R MBB -2 ( S- P LA NT ) DA I LY MAN A GE ME NT<br />
9 6<br />
F- C FIN EN ESS ( -3. 15 m m ) APR '2 007<br />
F -C FINE NE SS (- 3. 15 mm) JU NE '2 007<br />
9 6<br />
9 8<br />
9 8<br />
1 0<br />
9 8<br />
9 8<br />
1 0 0<br />
100<br />
F- C FI NEN ESS ( - 3.15 m m ) M AY' 2007<br />
1 0 0<br />
100<br />
USL , 95. 0<br />
UCL, 96.7<br />
1 0 0<br />
USL, 95.0<br />
UCL, 9 6 .7<br />
UCL, 9 6 .7<br />
UCL, 9 8 .3<br />
UCL, 9 8 .7<br />
UCL, 98.7<br />
9 6<br />
9 6<br />
98<br />
9 6<br />
UCL, 9 8 .3<br />
98<br />
U CL, 98. 3<br />
9 4<br />
9 6<br />
98<br />
9 8<br />
UCL, 9 8 .7<br />
9 4<br />
9 8<br />
UCL, 93.6<br />
UCL , 93. 6<br />
USL, 9 5 .0<br />
USL, 95. 0<br />
9 8<br />
USL, 9 5 .0<br />
USL, 9 5 .0<br />
9 4<br />
9 4<br />
96<br />
96<br />
9 4<br />
96<br />
9 4<br />
UCL, 9 3 .6<br />
9 6<br />
9 6<br />
USL, 95.0<br />
9 6<br />
9 2<br />
9 2<br />
USL, 9 5 .0<br />
USL, 95. 0<br />
9 2<br />
USL, 9 5 .0<br />
USL, 9 5 .0<br />
94<br />
9 2<br />
94<br />
USL, 95 .0<br />
9 2<br />
94<br />
9 4<br />
X-bar, 90.7<br />
9 2<br />
9 4<br />
9 4<br />
X -b ar, 90. 7<br />
X-bar , 92.7<br />
X-ba r , 9 0 .7 9 0<br />
X- bar , 90. 2<br />
9 0<br />
9 0<br />
X-ba r , 9 2 .4<br />
92<br />
92<br />
X- bar , 92.4<br />
9 0<br />
X-ba r , 9 2 .7<br />
9 0<br />
X-ba r , 9 0 .2<br />
92<br />
X- ba r, 9 2. 7<br />
X-ba r , 9 2 .4<br />
9 2<br />
9 2<br />
9 0<br />
X-ba r , 9 0 .2<br />
9 2<br />
8 8<br />
LSL, 88.0<br />
LSL, 88.0<br />
90<br />
LSL, 8 8 .0<br />
90<br />
8 8<br />
LSL, 8 8 .0<br />
8 8<br />
LCL, 87.9<br />
LSL , 88. 0<br />
LSL, 8 8 .0 8 8<br />
90<br />
LCL, 8 7 .9<br />
9 0<br />
9 0<br />
Z<br />
8 8<br />
8 8<br />
9 0<br />
LSL, 88.0<br />
8 6<br />
88<br />
LCL , 87. 9<br />
88<br />
DATA OUTSIDE CONTROL LIMI T - NI L<br />
LSL, 88.0<br />
LSL, 8 8 .0<br />
8 6<br />
DATA OUTSIDE CONTROL LIM IT - NIL<br />
8 8<br />
8 6<br />
8 6<br />
8<br />
LSL, 8 8 .0<br />
LSL, 8 8. 0<br />
LCL, 86.7<br />
8 4<br />
8 8<br />
LSL, 8 8 .0<br />
8 6<br />
DATA OUT SID E CO NTROL LIM IT - NIL<br />
8 8<br />
86<br />
LCL, 83. 8<br />
LC L, 86.5<br />
8 6<br />
DATA OUTSI DE CONTROL LIMI T - 2<br />
DATA OUTSIDE CONTROL LIM IT - NIL<br />
86<br />
LCL, 8 6 .7<br />
LCL, 8 6 .5<br />
8 4<br />
DATA OUTSIDE CONTROL LIM IT - 1 2<br />
LCL, 8 6 .5<br />
8 6<br />
8 4<br />
86<br />
LCL, 8 6 .7<br />
84<br />
8 2<br />
8 6<br />
8 4<br />
LCL, 8 3 .8<br />
8 6<br />
8 4<br />
84<br />
DATA OUT SI DE CONTROL LI MIT - 1 8<br />
LCL, 8 3 .8<br />
4- No v- 06 1 -<br />
1 4- 15 -N ov - 1 7-N o v-0 6 2 1- No v- 06 24 -N ov -0 6 2 5- 26 -N ov - 2 7-N o v-0 6<br />
8 4<br />
8 2<br />
N ov -<br />
No v - 06<br />
No v- 06<br />
8 4<br />
8 2<br />
84<br />
82<br />
06<br />
0 6<br />
0 6<br />
2-S e p- 06 3 -S ep -0 6 4 - 6 - 9 -S ep - 06 10 - 1 1- 1 3- 14 -S ep -0 6 15 - 16 -S ep -0 6 18 - 19 - 20 -2<br />
2- 2 3- Se p -0 6 28 - 29 -S ep -0 6 3 0-<br />
8 4<br />
8 4<br />
8 2<br />
DAT A OUT SIDE CONTROL L I MI T - 1 2<br />
8 2<br />
S e p- Se p-<br />
Se p- Se p- Se p - S ep -<br />
S e p- Se p- S ep -S<br />
ep -<br />
S ep -<br />
S ep -<br />
5<br />
82<br />
DATE & SHI FT<br />
8 2<br />
2 - 3- De c- 06 4- 6- De c- 06 7- 8 -D ec -0 6 10 - 1 1-<br />
15 -D e c-0 6 16 -D e c-0 6 17 -D e c- 06 24 -D e c- 06 25 - 2 6- D ec -06 2 7-<br />
PROCESS NOT STABLE NOT CAPABLE<br />
0 6 0 6<br />
0 6 0 6 0 6<br />
06<br />
0 6 0 6 06 06<br />
06<br />
06<br />
5 -Ja n 10 - 1- Ja n 1 3-J an 14 -Ja n 15 - 1 7-<br />
19 - 21- Ja n 23 - 2 4-<br />
29 - 3 0-<br />
31 -<br />
D e c- D ec -<br />
D ec -<br />
D e c- D ec -<br />
De c-<br />
De c-<br />
2 -Ju l-0 6 3- 4 -J ul-0 6 6 - 7- Ju l-0 6 8-J ul -9<br />
-Ju l-0 6 1 - 1 2- 1 3- Ju l- 1 4-J ul -1<br />
5- 16 -1<br />
7-J ul - 1 8-J ul- 2 0-J ul -<br />
25 -2<br />
6- Ju l- 2 7-J ul- 2 9- 30 -J ul- 31 -<br />
1-O c t-0 6 2 -<br />
4 -O ct -06 5- 6- O ct- 7 -O c t-0 6 9- Oc t-<br />
1 5- 16 - 1 7- Oc t- 06 1 9-<br />
24 - 25 - 2 6- 27 -O ct -0 62 8-<br />
80<br />
3<br />
Jan<br />
Ja n J an<br />
Jan<br />
Ja n Ja n<br />
Ja n J an<br />
Jan<br />
0 6<br />
06<br />
06<br />
0 6 0 6<br />
0 6<br />
0 6<br />
82<br />
DATE & SHI FT<br />
8 2<br />
J ul -<br />
J ul-<br />
0 6<br />
Ju l- J ul- 0 6 06 J ul- J ul - 0 6 06<br />
0 6<br />
Ju l- 0 6 06<br />
J ul- 06 Ju l-<br />
8 2<br />
Oc t-<br />
O ct - 06<br />
06<br />
Oc t- O c t-<br />
O ct -0 6<br />
O c t- Oc t- O ct -0 6 O ct -<br />
6<br />
2-Ju n 3-J un 5 -Jun 6- Jun 7-Ju n 8-J un 9 -Jun 10-J un 1 1-Ju n 13-J un 16 -Jun 17-J un 19- Jun 26-J un 27 -Jun 29-J un 30 -Jun<br />
8 2<br />
1-Fe b2 -Feb 2-F eb 2-Feb 3- Feb 3-Fe b4 -Feb 5-F eb 5-Feb 6-F eb 6-Fe b6 -Feb 7-Fe b7 -Feb 7-F eb 8-Feb 8- Feb 9-Fe b 10- 10 - 10- 1 1- 1- 1- 12 - 12- 1 2- 13- 13- 14 - 14- 1 4- 16- 1 6- 16- 17- 18 - 18- 1 8- 19 - 19- 20 - 20- 2 1- 2- 2- 2 - 23- 23 - 23- 2 5- 26 - 26- 27 - 27-<br />
0 6<br />
06<br />
0 6 06<br />
06 0 6<br />
06<br />
DATE & SHIFT<br />
DATE & SHIFT<br />
DATE & SHIFT<br />
8 0<br />
1- Mar 2 - 3-<br />
4- 5-<br />
7 -Mar 8-<br />
1 -Mar 12 -Mar 15 -Mar 1 7-Ma r 1 8-Ma r 1 9-Ma r 21 - 2-<br />
2 3-Ma r 24 -Mar 25 -Mar 2 6-<br />
28 -Mar 30-<br />
Feb Fe b Feb F eb Feb F eb Fe b Feb Fe b Feb F eb Feb Feb Fe b Feb F eb Feb Feb Fe b Feb F eb Feb F eb Feb Feb Fe b Feb F eb Feb Feb Fe b Feb F eb Feb Feb Fe b Feb<br />
06<br />
0 6<br />
06 0 6<br />
0 6 06<br />
06<br />
0 6<br />
0 6<br />
Ma r Mar M ar Mar<br />
Mar<br />
Ma r Mar<br />
M ar<br />
Mar<br />
4<br />
8<br />
1- Apr 3 - 4-Ap r 5-<br />
6-Ap r 7- 8- 8- 9- 1 0- 10- 1-A pr 12 - 13-<br />
1 4-Ap r 15-A pr 16-<br />
17- 18- Apr 19 - 20- 2 1- 21- 2- Apr 23 - 24- 25- Apr 2 6-Ap r 27- 27 - 28-<br />
29-A pr 3 0-Ap r<br />
9<br />
7<br />
1-Ma y 2-M ay 2-Ma y3- May 4-M ay 5-M ay 6- May 7-Ma y 8-M ay 9-Ma y 1 0-Ma y 1-<br />
12 - 13-M ay 1 4- 1 5-Ma y 16 -<br />
17-M ay 19 - 20- May 21-<br />
2- 2 2- 23 - 24-M ay 2 5-<br />
26-<br />
27-M ay<br />
1 - 2 -A u g- 4 - 5 -A ug - 6- Au g- 7- Au g- 8 - 10 -<br />
1 3- 14 - 1 5- 1 6-<br />
1 8- 1 9 - 2 2 -2<br />
3- 24 - 25 - 2 6- 28 - 29 - 3 0-<br />
A pr<br />
Apr<br />
Apr Ap rA<br />
pr Apr A pr A pr<br />
Ap r Apr<br />
Apr<br />
Apr<br />
Ap r Apr A pr Apr<br />
Ap rA<br />
pr<br />
Apr Ap r Apr<br />
DAT E & SHIF T<br />
DATE & SHI FT<br />
DATE & SHIFT<br />
DATE & SHI FT<br />
May<br />
Ma y<br />
M ay<br />
Ma y<br />
Ma y<br />
May<br />
May M ay Ma y<br />
M ay M ay<br />
Au g- 0 6 A u g- 0 6 06 06 A u g- A ug -0 6 A ug -0 6A<br />
u g- A u g- 06 A ug -0 6 A u g- 06 A ug - A ug -A<br />
ug -A<br />
u g- Au g- 06 Au g- A u g- Au g- 06 A u g- 06<br />
0 6<br />
06<br />
06<br />
06<br />
06 06 0 6 06<br />
0 6 06<br />
2<br />
DATE & SHIFT<br />
DATE & SHIFT<br />
1<br />
DATE & SHI FT<br />
12<br />
1 0<br />
11<br />
100<br />
98<br />
96<br />
94<br />
92<br />
90<br />
88<br />
86<br />
84<br />
82<br />
80<br />
- 3 . 1 5 m m<br />
CABCA<br />
CAB<br />
CBCAC<br />
ABCA<br />
BABC<br />
CACA<br />
CABC<br />
ABCA<br />
AABCA<br />
BCBC<br />
ABCB<br />
CBCB<br />
AABC<br />
ABCBC<br />
ABA<br />
BCAC<br />
- 3 . 15 m m<br />
A<br />
B<br />
A<br />
B<br />
C<br />
B<br />
C<br />
A<br />
B<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
C<br />
C<br />
A<br />
B<br />
C<br />
A<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
A<br />
C<br />
A<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
C<br />
Plant : Sinter Plant Indicator : Flux Crushing Fineness %<br />
Long term continuous efforts<br />
created great improvement<br />
- 3 . 1 5 m m<br />
A<br />
BC<br />
A<br />
CB<br />
C<br />
AB<br />
C<br />
AC<br />
AB<br />
A<br />
BC<br />
C<br />
AB<br />
C<br />
BC<br />
CC<br />
A<br />
AC<br />
A<br />
BC<br />
B<br />
CA<br />
BB<br />
C<br />
BC<br />
B<br />
AC<br />
A<br />
CA<br />
BA<br />
B<br />
CA<br />
C<br />
CB<br />
- 3 . 1 5 m m<br />
C<br />
AA<br />
B<br />
CA<br />
B<br />
CA<br />
B<br />
CA<br />
C<br />
AB<br />
C<br />
A<br />
CA<br />
BB<br />
C<br />
A<br />
BC<br />
A<br />
BC<br />
A<br />
BC<br />
B<br />
CB<br />
C<br />
CC<br />
B<br />
BC<br />
A<br />
BC<br />
A<br />
CA<br />
B<br />
CA<br />
B<br />
CB<br />
July 2006<br />
DATA OUTS IDE CONTROL LIMIT - 18<br />
- 3 . 1 5 m m %<br />
C<br />
A<br />
B<br />
C<br />
A<br />
C<br />
C<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
B<br />
C<br />
B<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
A<br />
B<br />
C<br />
A<br />
C<br />
B<br />
C<br />
B<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
A<br />
C<br />
B<br />
C<br />
C<br />
A<br />
B<br />
C<br />
A<br />
C<br />
A<br />
B<br />
C<br />
B<br />
C<br />
A<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
A<br />
B<br />
C<br />
C<br />
A<br />
C<br />
A<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
A<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
B<br />
C<br />
A<br />
B<br />
C<br />
B<br />
C<br />
B<br />
C<br />
B<br />
A<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
B<br />
C<br />
A<br />
B<br />
A<br />
B<br />
C<br />
A<br />
C<br />
- 3 . 1 5 m m %<br />
A<br />
B<br />
C<br />
A<br />
A<br />
B<br />
C<br />
A<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
C<br />
A<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
C<br />
C<br />
A<br />
B<br />
C<br />
A<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
C<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
B<br />
C<br />
A<br />
C<br />
A<br />
B<br />
A<br />
B<br />
- 3 . 1 5 m m %<br />
B<br />
C<br />
A<br />
A<br />
B<br />
C<br />
A<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
C<br />
A<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
A<br />
C<br />
A<br />
B<br />
C<br />
A<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
B<br />
A<br />
C<br />
A<br />
- 3 . 1 5 m m<br />
B<br />
C A<br />
BC<br />
A<br />
BC<br />
A<br />
BB<br />
CBC A<br />
A<br />
BC<br />
A<br />
B A<br />
BC<br />
AA<br />
BC<br />
C A<br />
BCBC A<br />
A<br />
A Case in Tata Steel : Sinter Plant<br />
100<br />
98<br />
96<br />
94<br />
92<br />
90<br />
88<br />
86<br />
84<br />
82<br />
80<br />
C<br />
AAA<br />
C A<br />
BCBBCB A<br />
C<br />
A<br />
BC<br />
B A<br />
- 3 . 1 5 m m<br />
C<br />
C<br />
A<br />
B<br />
C<br />
B<br />
B<br />
B<br />
A<br />
B<br />
B<br />
C<br />
A<br />
C<br />
A<br />
B<br />
A<br />
B<br />
C<br />
B<br />
C<br />
B<br />
C<br />
C<br />
A<br />
B<br />
C<br />
C<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
C<br />
A<br />
B<br />
A<br />
B<br />
C<br />
C<br />
B<br />
C<br />
- 3 . 1 5 m m %<br />
A<br />
B<br />
C<br />
A<br />
C<br />
A<br />
C<br />
A<br />
A<br />
C<br />
B<br />
C<br />
A<br />
B<br />
A<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
C<br />
B<br />
C<br />
A<br />
B<br />
C<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
B<br />
C<br />
A<br />
C<br />
A<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
C<br />
C<br />
A<br />
B<br />
C<br />
B<br />
C<br />
A<br />
C<br />
B<br />
C<br />
May 2007<br />
Low Spikes<br />
disappeared<br />
Z<br />
- 3 . 1 5 m m %<br />
C<br />
C<br />
A<br />
C<br />
B<br />
C<br />
C<br />
A<br />
A<br />
B<br />
C<br />
B<br />
A<br />
B<br />
C<br />
A<br />
B<br />
A<br />
A<br />
C<br />
C<br />
A<br />
A<br />
B<br />
C<br />
C<br />
A<br />
A<br />
C<br />
B<br />
C<br />
B<br />
C<br />
B<br />
C<br />
A<br />
C<br />
A<br />
C<br />
A<br />
- 3 . 1 5 m m %<br />
A<br />
B<br />
B<br />
C<br />
A<br />
A<br />
C<br />
A<br />
C<br />
A<br />
A<br />
C<br />
B<br />
A<br />
C<br />
A<br />
B<br />
C<br />
A<br />
C<br />
C<br />
A<br />
B<br />
C<br />
A<br />
A<br />
B<br />
A<br />
C<br />
A<br />
B<br />
C<br />
B<br />
A<br />
B<br />
C<br />
A<br />
C<br />
B<br />
C<br />
A<br />
A<br />
B<br />
C<br />
A<br />
C<br />
A<br />
C<br />
A<br />
B<br />
C<br />
2012/11/3<br />
Better<br />
LCL, 86.7<br />
32
Actions after identified an Abnormal<br />
Immediate Remedy<br />
As per the Standard J.D.I. and keep the records<br />
Beyond the<br />
Standard<br />
Recurrence Prevention<br />
Identify the Causes<br />
Give up to<br />
Identify the Causes<br />
Build systems to decide who and<br />
how to discuss and decide the<br />
actions, and keep the record.<br />
Prevent the Causes<br />
Give up to Prevent<br />
Resister and Put aside to Identify the Causes<br />
2012/11/3<br />
33
Some patterns/reasons why people go to Stage 4’<br />
1.Mental Reasons<br />
5. Standards are only prepared as<br />
documents. Nobody read carefully, no<br />
education training, nobody follow.<br />
What comes to mind<br />
when you hear “standard”?<br />
• An individual’s sensitivity is important.<br />
• Something wearisome<br />
• Something unnecessary<br />
• Tough to develop.<br />
• Only for the manufacturing processes<br />
Is it really so?<br />
C Fukumaru Management Techno Corp.<br />
Noriyoshi Fukumaru, Representative Director68<br />
2012/11/3<br />
34
For whom is the standardized?<br />
• For the company ?<br />
• For the supervisor ?<br />
• For oneself ?<br />
• For customers ?<br />
• For auditors ?<br />
69<br />
Means for standardizing work<br />
• Flow chart<br />
• Video<br />
• PowerPoint<br />
• Photo<br />
• Picture<br />
• Document<br />
What<br />
tools<br />
do you<br />
choose?<br />
70<br />
2012/11/3<br />
35
Case : SOP Management in mining in Tata Steel<br />
Case :<br />
Customization of SOP Management in mining<br />
due to low literacy level<br />
Background of SOP Management<br />
• Jharia produces Raw Coal from semi mechanized underground<br />
mines and is labor intensive.<br />
• Employees are also recruited as part of land settlement and<br />
rehabilitation.<br />
• Same workers have been trained and engaged to take up<br />
mechanized operations.<br />
• Jharia has maximum number of employees with low literacy and<br />
skill mix.<br />
• In underground mines SOP compliance is very important to<br />
ensure safety. Therefore SOP Compliance is of utmost priority<br />
Current Condition<br />
SOP Compliance Score of Jharia<br />
Analysis<br />
Working Condition parameter in Underground Mining<br />
Parameter Moderate Difficult Very<br />
difficult<br />
Temperature ( O Cent) < 28 28-30.5 >33<br />
Humidity 90%<br />
Depth (in Meter) 500<br />
Gradient (in Degree) 10<br />
Travelling distance(KM) 1.0 -1.5 1.5 - 2.5 >2.5<br />
SOP Compliance is 70%<br />
at Underground Mining<br />
Activities.<br />
SOP compliance was not enough in<br />
activities which involve mostly<br />
illiterate employees and are<br />
performed under “very difficult” or<br />
“difficult” working conditions<br />
2012/11/3<br />
36
Countermeasure Taken : Revised - Visual SOP Display<br />
2012/11/3<br />
37
Stages of Daily Management promotion<br />
Better<br />
Stage 1 Stage 2 Stage 3 Stage 4<br />
Standardi<br />
zation<br />
Visualization +<br />
JDI, KKD<br />
Lose Interest<br />
Discontinue<br />
Stabilized +<br />
CAPD<br />
Stage 4’<br />
Better<br />
Break through<br />
+ CAPD<br />
Discussion point<br />
Mental Reasons<br />
A) Back ground of the difficulties.<br />
B) Some efforts to over come:<br />
Visualization of the status of “Management of Daily<br />
Management”<br />
• Result 2x2 Matrix<br />
• Process Assessment<br />
2012/11/3<br />
38
Un-managed (Un-stabled)<br />
Reject/ Bad Accept/Good Managed or Un-managed<br />
Managed (Stabled)<br />
v.s. Good or Bad<br />
77<br />
Control Limit vs. Specification Limits<br />
Control Limit Specification Limit<br />
Inherent to the process External to the process<br />
Calculated from data gathered<br />
during the process<br />
Given by customer<br />
( incl: internal customer)<br />
To judge the Stability To judge acceptability<br />
Basic Idea can be applicable for all of the KPIs.<br />
Use for improvement, not for punishment.<br />
2012/11/3<br />
39
How can we understand the structure of the populations?<br />
Ex.Time to the completion of cutting at a grinding process<br />
Variation after changing<br />
the tool.<br />
Variation within a short period of time<br />
The wear situation<br />
of the tool.<br />
Explain with several populations or apply regression model?<br />
Variation at the ○th<br />
after the change<br />
Life of the tool<br />
79<br />
2012/11/3<br />
40
Innovation vs. Improvement?<br />
ISO 9004:2009<br />
9. Improvement, innovation and learning<br />
9.1 General<br />
Depending on the organization’s environment,<br />
improvement (of its current products, processes, etc.) and<br />
innovation (to develop new products, processes, etc.) could<br />
be necessary for sustained success.<br />
2012/11/3<br />
41