We received a request for a half-day factory diagnosis from an automobile parts maker, so we implemented a “simple factory diagnosis” and submitted the following report. Basically we only raise issues since the time is limited, but if it is decided to conduct consulting in the future, we will create a detailed improvement plan.
1. Diagnosis report
1-1. 5S
1-2. Safety
1-3. Quality
1-4. Cost
1-5. Delivery
1-6. Manufacturing
2.Future issues and countermeasures 2-1. Manpower 2-2. Line・Jig 2-3. Materials・Parts 2-4. Operation method
1-1. Diagnosis report (5S)
No. | Category | Contents |
1 | Sorting out・Setting in order |
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2 | Shining・Spic-and Span |
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3 | Sustaining |
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1-2. Diagnosis report (Safety)
No | Category | Contents |
1 | Safe work | Due to the product characteristics and operation contents, the occurrence of minor accidents, such as scratch, cannot be said “zero,” but any items to be raised as a problem cannot be confirmed at this stage. |
1-3. Diagnosis report (Quality)
No. | Category | Contents |
1 | Awareness of defects | The most important issue in this diagnosis is that although quality issues are questioned by customers, there is no sense of crisis among managers, supervisors, and operators at manufacturing shop floor. |
2 | Actual status of countermeasures for defects is unclear | Regarding the defect details, there is a check sheet of the number of occurrences and the defective portion of bad raw materials, but there is no data on the details of how to deal with it. ※Making countermeasures against failures of purchased parts is difficult because there is a partner, and there is a sense in the workplace that there is no choice but to do what you can and do. |
3 | Not working hard to prevent outflow of defects to customers | In the inspection before putting in the assembly line, they are struggling to find the failure of parts. However in the re-inspection after the completion of the assembly, a lot of defective products of the same contents are found. ※Managers and supervisors think this is because of personal reasons such as inexperience and ability differences and leave this situation. |
4 | Making countermeasures for early mastery and variation of operator’s skill is manager and supervisor’s work | It will increase operator’s skills that determining inspection procedures and checkpoints, setting standards for everyone to perform inspections using the same procedures and methods, and providing a chance of discussion for different points of check methods when defective parts overlooked in the receiving inspection before putting into the line and then those are found in the inspection after assembly is completed. ※Operators make judgement whether it is defect or not based on their feelings or consultation with their colleagues since a supervisor is not there, so the ability of operators will not increase. After they deal with one defect, they regard it as settled down. |
5 | If managers and supervisors are not in the manufacturing shop floor, it’s impossible to know the reality of workplace |
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6 | Confusing inspection and sorting |
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7 | No cooperation between inspection, quality assurance section, and manufacturing shop floor | The recruitment of regular employees in charge of quality is evaluated for their active attitude to take measures against defects. However, only reinforcing inspection and quality assurance section does not improve quality. ※The inspection and quality assurance section are assistants for the manufacturing shop floor, and quality should be ensured in the manufacturing shop floor. |
1-4. Diagnosis report (Cost)
No. | Category | Contents |
1 | Cost awareness | Profit (company profit) could be plus or minus depending on how you manufacture products. ※As far as examining the current manufacturing shop floor, the cost awareness of managers and supervisors is not “0”, but is close to it. |
2 | Neglect of waste |
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1-5. Diagnosis report (Delivery)
No. | Category | Contents |
1 | Keep delivery time | 1 .They ignore costs and keep delivery time. Managers and supervisors say that it is hard to do that, but it is a matter of course that every company must do. It will continue as long as quality and production are not stable. ※Manufacturing that ignores costs makes it difficult to find out the root cause of quality issue. |
1-6. Diagnosis report (Manufacturing)
No. | Category | Contents |
1 | One set flow | One set flow is established when all of quality, quantity and delivery time are satisfied. If R is good, L is bad. This repeat disturbs the flow of products on the production line, and it disturbs the flow of operators. Disorder of operator’s flow makes it impossible to distinguish between normal and abnormal. If we cannot distinguish between normal and abnormal, they cannot take countermeasures. As a result, the production is left to the shop floor operators. Frequent failures increase cost. ※This is the current situation, and this situation is caused because managers and supervisors were not in the manufacturing shop floor and their motivation was not enough. |
2 | IE technology |
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1-7.Future issues and countermeasures (Manpower)
No. | Category | Issues | Countermeasures |
1 | Segregation of duties | Employee roles are unclear |
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2 | Shop floor supervisor (Group leader・Process manager) | There is no supervisor who always stay at the manufacturing shop floor |
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3 | Line leader | There is no line leader who always stay at the manufacturing shop floor | Have a line leader who stay at the shop floor |
4 | Shop floor operator | Appropriate test for operation has not been performed |
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2-2. Future issues and countermeasures (Line・Jig)
2-3. Future issues and countermeasures (Materials・Parts)
No. | Category | Issues | Countermeasures |
1 | A lot of quality defects | Defective products are delivered from supplier at receiving inspection |
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2 | Air blow of painting | Air blow is operated next to the degreasing process and trash flies | Divide operation area |
3 | Control of material amount | Depending on the production plan and quality situation of the supplier, the delivery amount of the four materials from supplier, front (left and right) and rear (left and right), is not unified, so sometimes the inventory amount of the four materials is insufficient. | Manage the inventory of the distribution center by the order point management (Kanban system), and order the insufficient materials to the supplier. In addition, by changing the ordering work of materials to Kanban system, even part-time worker can manage the inventory. |
2-4. Future issues and countermeasures (Operation method)
No. | Category | Issues | Countermeasures |
1 | Illuminance management | Light illuminance and direction vary depending on the process | Unify the light environment
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2 | Waiting | If there is a defective material, cycle time fluctuates and operators cannot work with the rhythm. This leads to a decreased concentration of workers, and make it difficult to ensure quality. | Perform quality inspection for all products at the receiving inspection and put only the acceptable products into the line. |
3 | When a defect is found | When a defect is found, everything is left to operators since there are no unified rules. |
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4 | Finger pointing and calling | Self-check is not performed at the end of work |
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5 | Through standardized work | Work procedures are different by each operator |
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