Joseph J. Caylor’s default image

By: Joseph J. Caylor

ABC Company Work Instruction

Purpose: To determine root cause for external nonconformance (customer complaints), internal nonconformance (rework, sort, subcontractor), and quality audit nonconformance findings.

Work description: Nonconformance-generated CPARs and DMRs are analyzed for apparent causes and root causes to determine corrective and preventive action to eliminate the problem and continuously improve the manufacturing process.

Safety considerations: Observe all written and oral safety instructions, appropriate checklists, and guidelines. Follow safe workplace practices.

Maintenance: None

Special Procedures: Check previous customer, internal, and quality audit CPARs and DMRs before proceeding with root-cause analysis.

Unstructured Methods

Intuition

Networking

Experience

5-Whys

 

Joseph J. Caylor’s default image

By: Joseph J. Caylor

As a consultant, I have been asked numerous times by management teams that are considering quality management systems (QMSs) such as ISO 9001, QS 9001, ISO/TS 16949, AS 9001, or TL 9000, “What’s in it for me? Companies complain that QMSs, such as ISO 9001, take up their employees’ time and cost too much money. They question the value that a QMS offers for their investment.

I answer in terms of money—the language of upper management—“The only reason your company should implement a QMS is to reduce costs. Your QMS should pay you back more than you put into it. Doing it for any other reason is a waste of time and effort.”

They further complain that customers force compliance and expect lower prices in the future. I tell them, “Those customers requesting compliance have a QMS in place at their companies, and they know a QMS can reduce costs. That’s why they want you to implement a QMS. If you can reduce costs, then they expect you to pass a portion of the savings on to them in reduced prices.” Many executives don’t understand this, and they look at ISO standards, technical standards, and test laboratory standards as expenses instead of ways to reduce costs.

Abe Eshkenazi’s default image

By: Abe Eshkenazi

With increasing productivity and focus on efficiency, good manufacturing jobs can still be found in the United States, but they are becoming more complex, and the people who succeed in the field need advanced training, education, and support.

According to the Office of the U.S. Trade Representative, manufacturing output in the United States rose by 58 percent between 1993 (the year NAFTA was approved) and 2006, a greater rate of growth than the 42 percent increase in the 13 years prior to the passage of the trade deal.

As U.S. manufacturers face a declining economy and increasing global competition, workers need every advantage to ensure that they’re secure in their jobs and that they and their company are succeeding.

Following are the top five ways to succeed at your job in the manufacturing sector:

1. Keep your training up to date.

Michael Casey’s picture

By: Michael Casey

  A

llegra Print and Imaging of Portage, Michigan, was founded in 1988 and has been growing by at least 6 percent annually over the past five years, despite a weak local economy. Allegra Portage is a member of the Allegra Network, a large graphic communications franchise, with more than 600 locations worldwide. In early 2008, Allegra Portage faced a potentially significant drop in sales due to continued weakening of Michigan’s economy, and other printers becoming more aggressive. Seeing an increasingly difficult environment, Brian Kaufman, Allegra Portage’s vice president and owner, wanted to stay more closely connected with his customers without adding administrative and capital expenses. He hired Survey Advantage to develop a real-time survey process tied to the completion of printing jobs and services.

Mike Thelen’s picture

By: Mike Thelen

What’s an extremely difficult part of lean? Sustained improvement. Kaizen is best known and most often described as continual, incremental improvement. Kaikaku is perhaps best described as revolutionary improvement. Thus we have two ways to pursue sustained improvement, evolution and revolution. How do we achieve them?

What’s an extremely difficult part of lean? Sustained improvement. Kaizen is best known and most often described as continual, incremental improvement. Kaikaku is perhaps best described as revolutionary improvement. Thus we have two ways to pursue sustained improvement, evolution and revolution. How do we achieve them?

Once the engine is rolling down the lean track, how do we keep it moving? By changing the way we think about the products we make. Before we can implement kaizen or kaikaku, we must understand how we make what we make.

Mike Thelen’s picture

By: Mike Thelen

What’s an extremely difficult part of lean? Sustained improvement. Kaizen is best known and most often described as continual, incremental improvement. Kaikaku is perhaps best described as revolutionary improvement. Thus we have two ways to pursue sustained improvement, evolution and revolution. How do we achieve them?

Once the engine is rolling down the lean track, how do we keep it moving? By changing the way we think about the products we make. Before we can implement kaizen or kaikaku, we must understand how we make what we make.

Process management—the traditional approach
In traditional facilities, we track the progress of a product through each department—sales, customer service, scheduling, manufacturing, assembly, coating, packing, then through shipping to the transportation company. Each department has specific goals. Each has different day-to-day objectives than the others. How do we monitor and judge the success of a product when there are so many and varied avenues for the product to travel?

David A. Marshall’s default image

By: David A. Marshall

Not long ago many manufacturing companies considered accidents and the resulting costs part of the expense of doing business. Today’s companies are creating better safety programs that benefit the financial health of the organization and significantly improve the protection provided to individuals on the job.

Robroy Industries, for instance, recognizes that its people must be partners in the effort of ensuring safety and health in the working environment. The company knows that making any change in the plant environment can be difficult. Part of that challenge lies in getting everyone from management to plant floor associates to fully participate. When it committed itself to creating an effective safety program for its plants, it knew that it had to involve every level of its team in the development and implementation. Because this effort was intended to protect people, it was named “The Shield Program.”

The Shield Program

Mike Thelen’s picture

By: Mike Thelen

Mark Graban, consultant and host of www.leanblog.org , and a good lean friend, once posted a web log topic on “lean or lame” (a phrase he coined). That topic drew a variety of comments from his readership. He described L.A.M.E. as “lean as misguidedly executed,” and it’s his description that so many companies use to describe their efforts at developing implementations that aren’t based on true lean principles, but on using lean tools to maximize short-term benefits, reduce headcounts, and even to look good to current or potential customers (with no real intent to walk the walk). Many web logs, forums, and other mediums of communication gravitate toward conversations that fit this model.

In our corporation, I’m blessed to work with an external consulting group. Their objective is to help us understand the lean, or Toyota’s production system, philosophy, and guide us down the path. This group is made up of previous Toyota Motor Manufacturing Canada (TMMC) and Toyota Supplier Support Center personnel.

Mike Thelen’s picture

By: Mike Thelen

Mark Graban, consultant and host of www.leanblog.org , and a good lean friend, once posted a web log topic on “lean or lame” (a phrase he coined). That topic drew a variety of comments from his readership. He described L.A.M.E. as “lean as misguidedly executed,” and it’s his description that so many companies use to describe their efforts at developing implementations that aren’t based on true lean principles, but on using lean tools to maximize short-term benefits, reduce headcounts, and even to look good to current or potential customers (with no real intent to walk the walk). Many web logs, forums, and other mediums of communication gravitate toward conversations that fit this model.

In our corporation, I’m blessed to work with an external consulting group. Their objective is to help us understand the lean, or Toyota’s production system, philosophy, and guide us down the path. This group is made up of previous Toyota Motor Manufacturing Canada (TMMC) and Toyota Supplier Support Center personnel. One consultant was previously a team leader at TMMC, another was a supplier logistics manager, another was from the human resources arena, and yet another was from the supplier side to TMMC.

Mike Staver’s picture

By: Mike Staver

It’s an election year in the United States, and if there ever was a need for clarity in communication, it’s now. Yet no matter how specific the question or how many times it’s asked, the candidates from both parties just seem to drone on and on. If you think you don’t suffer from the same problems as the presidential candidates, think again. You probably do, and if you don’t, you know someone who does.

With all the consultants and advisors the candidates are using to win their party’s nomination, you’d think that at some point there would be a briefing that started, “Let’s try to answer questions concisely and precisely during this debate and see if our numbers go up.”

Have you ever been in a conversation with a person who has already made his point but just won’t let it go? Worse yet, are you that person? Some people love the sound of their own voices, while others may simply chatter on out of nervousness or because they are uncomfortable with silence. Regardless, it’s annoying and counterproductive.

Many people unconsciously, repetitively make decisions to keep talking until the anxiety of silence goes away, or they’re convinced that the dead horse is sufficiently beaten.

Syndicate content