Process Chain

The manufacturing industry is a complex system of processes, with each stage relying on the success of the previous one to achieve the final product. The process chain is the backbone of this system, connecting each stage together to ensure a seamless flow of goods and services.

To achieve the highest level of efficiency in the production process, it is important to understand the process chain and how it serves the production processes. This includes identifying the inputs, outputs, and key activities of each stage, as well as the flow of goods, services, and information throughout the chain.

One of the first steps in optimizing the process chain is to establish clear and standardized procedures for each stage. This includes defining the roles and responsibilities of each team member, as well as establishing a clear communication plan to ensure that everyone is aware of the status of each stage.

Another important factor in optimizing the process chain is to reduce waste and increase efficiency. This can be achieved through continuous improvement efforts, such as streamlining processes, reducing inventory, and minimizing lead times. Lean tools, such as value stream mapping, can be used to identify areas of waste and opportunities for improvement.

Additionally, investing in new technology and equipment can also help to improve the process chain. Automation and digitalization of the production process can lead to faster and more accurate production, as well as reduced labor costs and increased productivity.

Furthermore, involving employees in the continuous improvement process is crucial in achieving the best results. Encouraging their input and ideas can lead to new solutions and creative thinking that can drive process improvement. Employee training and development programs can also help to enhance the skills and knowledge of the workforce, leading to increased efficiency and effectiveness.

Another important aspect of the process chain is supplier selection and management. Careful selection of suppliers can ensure that high-quality inputs are used in the production process, reducing the likelihood of defects and increasing efficiency. Effective supplier management can also ensure timely delivery of goods and services, reducing lead times and minimizing the impact of supply chain disruptions.

In a nutshell, the process chain is a critical component of the manufacturing industry, serving as the foundation for the production processes. By establishing clear procedures, reducing waste and increasing efficiency, investing in new technology, involving employees, and carefully selecting and managing suppliers, manufacturers can optimize the process chain and achieve operational excellence

Stop the line authority

Stop the line authority describes the ability or permission of operators to stop the process when a deviation or problem occurs. By doing so it is prevented that defective parts are passed on the downstream process steps.

A typical example are so called “Andon cords“ that can be pulled to immediately stop the process and inform the supervisor. To read more about Andon itself go here.

When you are in the lean world you might have come across the famous Toyota quality control mechanism “Andon Cord”. The cord is a simple tool to alert others of deviations or problems in the production line, at Toyota everyone has the authority to pull the cord. By pulling the cord almost instantly production will stop and give the alert to responsible supervisors that there is a crucial issue that needs immediate action. Following the lean principles and shop floor structure, a supervisor would step up and help the operator reviewing the deviation of product or process and define counter measures. When doing so and working with an A3 Problem Solving approach, the supervisor is coaching through the problem solving process and shares with others the outcome or lessons learned on how to prevent this failure of happening again.

In Lean Manufacturing - pulling the Andon Cord is emphasized to all operators. The target is simply to block all defective parts from leaving the company and reaching the customer. At the same time it creates the opportunity to improve your processes to prevent future defects.

NEXT STEP: GO GEMBA

Instead of explaining you the complete principle of Gemba Walks here the short version. But if you want to learn more about Gemba Walks go here.

You can discuss problems as much as you want but when you don’t get yourself to see it, it is worthless. This is where the Gemba Walk comes in the game. Gemba is a Japanese term and stands for “the place where it actually happens”. This can be everywhere and everything in the process chain, but by pulling the Andon Cord the place is defined.

Key of Gemba is not to talk in wild theories or totally abstract about problems, but to have a look where it occurs and discuss them on site (looking at the process in the real world, get rid of unnecessary power points and excel sheets! Nobody cares anyway!) Too often we want to believe the statement of an “expert” and forget about it instead of going there and have a look ourselves in oder to gain a better understanding of the problem and make up our own opinion.

VISUALIZATION

When you are at the place of action, make sure to bring an A3 with you. Make sure that you describe the process properly and the failure that occurred.

In the lean manufacturing world the best known use case of the A3 report is the problem solving report. In this case the responsible person from the quality department takes the A3 report, starts the problem solving actions and follows a systematic structure that makes it possible to describe the effects that are currently leading to a deviation from the standard. Using the A3 only makes sense when you don’t know the root cause yet. If you already know the root cause don’t waste your time. Fix it and go back to normal.

Key Questions are with Gemba Walks and A3:

1. What should happen?

2. What is happening?

3. Explain why!

The A3 Report is foldable and can be then placed at the line or the work station. This is a great and a standardized tool to visualize that a problem is known and on the watch list.

LAST BUT NOT LEAST - STOP THE LINE (JIDOKA)

Now it is time to tackle the hardest part for all players in your organization: STOP THE LINE. In Lean Management, the original term is the Japanese word JIDOKA. This concept is driven by the maxim to have the best quality of goods and to bring the potentials out of the processes or products through continuous improvement. You have to stop all production when a deviation occurs and implement effective counter measures before restarting the line.

On the first view stopping the line might sound hard and insane, as you will stop all value adding activities and actually stop shipping goods. But think about it again. Failing to solve problems when they occur will force you to pile up your inventory with non-conforming parts that will need rework before shipping. You will bind additional resources in space and workers and by that you will burn money. Finally it will keep your organization away to improve and move forward with the developments of the market and with your competitors.

This is exactly the point where the principle of continuous improvement comes in the game, where you see all deviation as an opportunity of improvement.

To practice and learn more about continuous improvement and the CIP methodology, go ahead and read the CIP article here.

If you can’t measure you can’t control

Make sure that you have an organization wide monitoring in place which provides you with all KPIs necessary to run your business. Line stops and counter measures will be part of the tracking process in order to understand if the counter measures are effective, gain a better understanding of the processes and documentation of the improvement process itself.

1. What is the deviation?

2. What are the measures implement?

3. Are the counter measures effective?

You see there is again the logic of PDCA in the continuous improvement process.

All this information will be than part of the Shop Floor Mgmt. to get the information throughout the complete organization and to make sure that all players have the same understanding in what direction your organization is heading.

FMEA

Failure Mode Effects Analysis - FMEA

The method of the FMEA - Failure Mode and Effect Analysis has been used for years in the automotive and manufacturing industry.

The risk analysis framework has been applied in a wide range of industrial sectors. The first areas of application were traditionally in product development. Based on this the integration of the production process planning and the production. In the automotive industry, the joint creation of FMEA for products and processes by Today customer, supplier and subcontractor are a natural part of a cooperation. 

The user is guided through the "10 Steps to Creation of the FMEA".

Step 1 - Review the process

• Use a process flow chart or an already existing value stream map to identify each part of a process

• List all process steps in a FMEA table

• If you think the list gets too long it might is. Use this chance to split up the process and cut the elephant. It makes more sense to work on smaller parts of the process instead of getting lost in the woods.

Step 2 - List potential failures

• Review all existing data and documents that can give you a hint about each component that can lead to a failure

• After having a complete list try to cut it down and to combine the parts of the initial list

• The chances are high that you will identify several potential risks of failures for each component

Step 3 - List potential effects of failures

• The effect is the outcome of a failure on the finished good or a process step

• It is common that not only one effect will occur for a single failure, don’t be suprised

Step 4 - Assign the level of failure to risks

• This is based on the consequences for each failure

• Think about the ranking as the worst impact that it can have

Step 5 - Assign the possibility of occurrence

• How high is the possibility of occurrence

• What impact will it have if occur

Step 6 - How can it be detected

• What are the chances that you will detect the failure before occurring

Step 7 - Calculate the RPN (Risk Priority Number)

• Severity (S)

• Severity x Occurence (S x O) = criticality

• Severity x Occurence x Detection (S x O x D) = RPN

Step 8 - Define the action plan

• With the decision making process followed by the prioritization from the RPN (Step 7) focus on the topics with the highest RPNs

• Follow a classic action plan by defining who will be doing what till when

Step 9 - Take action

• Get things done!

• Implement the defined improvement actions

• Follow the PDCA principle

  • Plan - done

  • Do - right now

  • Check - Step 10

  • Act - loop starts over

Step 10 - Re-evaluate the RPN

• Time to check on the impact of your actions

• Re-evaluate each potential failure identified and determine if the improvement measures have an effect or not

• If not follow the PDCA and start over with step 8

The FMEA is linked to all CIP and Kaizen activities - there is always something to improve.

Ergonomic Workplace

An ergonomic workplace is a work system that considers the ergonomic aspects of an operation and the operator such as the operator’s hight, range and reach with the goal that the operator does not need to bend or turn.

The ergonomic workplace goes hand in hand with the work improvement.

Definition and purpose

1. Reveal waste increasing cost and not adding value.

2. Find waste in the movement of workers, eliminate/improve, pursue net work adding value.

Worker Movement

Lean Manufacturing and Ergonomics may have different roots and directions but together they can complement each other and define a more efficient and safer workplace.

One of the best person known for focusing on productivity and efficiency in manufacturing processes was Henry Ford with the invention of the modern assembly line. Ford really was focusing on eliminating waste and to cut down unnecessary costs in relation to the manufacturing of his cars.

Toyota is one of the best known companies that has stretched to the maximum the idea of Lean Manufacturing and is now holding the pole position when it comes to the reputation according the elimination of “waste”.

By looking at the Lean Model as well as Work Ergonomics, you clearly see the necessity of both practices in the industrial workplace, as well as observe that both can complement each other. 

The 7 types of waste to eliminate include:

• Transport

• Inventory

• Motion/Movement

• Waiting

• Overproduction

• Overprocessing

• Defects

The list of TIMWOOD is what Toyota has defined as the seven major types of wastes or non-value-adding activities. The seven wastes do not add any value to the product and the customer in the end is not willing to pay for it. Therefore it is essential to remove as much waste as possible which will have also an effect on the ergonomic workplace and furthermore on the health of the operators.

Some of these things like transport, waiting or unnecessary movement can be reduced to a limit what the operator still needs because as human being the operator is limited by his body.

The Lean Manufacturing initiatives and workplace ergonomics stepped into the manufacturing world at different times and therefore are not fully integrated. But you are perfectly advised by combining the principles of Workplace Ergonomics with Lean Manufacturing initiatives. Through a cooperative assessment and teamwork you have the chance to complement each other in making the workplace more efficient and a safer place.