5S

Place for everything and everything is in its place.

1) Seiri –Sort
2) Setion-Set in order
3) Seison-Shine
4) Seiketsu-Standardize
5) Shitsuke-Sustain

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KAIZEN
1) Continuously improve all function.
2) Aims to eliminate waste.
3) Change for better.
4) Flow –process kaizen- Flow is material and information , Improving and make
it easy to do the production.
5) Kai –good, Zen-Change.

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KANBAN
Kanban is a visual system for managing work as it moves through a
process. ...Kanban is a concept related to lean and just-in-time (JIT)
production, where it is used as a scheduling system that tells you what to
produce, when to produce it, and how much to produce.

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7QC Tool

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 PPAP (Production part approval process)
1) Design Records.

A printed copy of drawing needs to be provided. If the customer is responsible for

designing, this is a copy of customer drawing that is sent together with the Purchase
Order(PO). If supplier is responsible for designing this is a released drawing in
supplier's release system. "Each and every feature must be “ballooned” or “road
mapped” to correspond with the inspection results (including print notes, standard
tolerance notes and specifications, and anything else relevant to the design of the
part).

2) Authorized Engineering Change (note) Documents.

A document that shows the detailed description of the change. Usually this document
is called "Engineering Change Notice", but it may be covered by the customer PO or
any other engineering authorization.

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PPAP
3) Engineering Approval.

This approval is usually the Engineering trial with production parts performed at
the customer plant. A "temporary deviation" usually is required to send parts to
customer before PPAP. Customer may require other "Engineering Approvals".

4) DFMEA

A copy of the Design Failure Mode and Effect Analysis (DFMEA), reviewed and
signed-off by supplier and customer. If customer is design responsible, usually
customer may not share this document with the supplier. However, the list of all
critical or high impact product characteristics should be shared with the supplier,
so they can be addressed on the PFMEA and Control Plan.

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PPAP
5) Process flow diagram.
A copy of the Process Flow, indicating all steps and sequence in the fabrication
process, including incoming components.

6) PFMEA.
A copy of the Process Failure Mode and Effect Analysis (PFMEA), reviewed and
signed-off by supplier and customer. The PFMEA follows the Process Flow steps,
and indicates "what could go wrong" during the fabrication and assembly of each
component.

7) Control Plan.
A copy of the Control Plan, reviewed and signed-off by supplier and customer.
The Control Plan follows the PFMEA steps, and provides more details on how the
"potential issues" are checked in the incoming quality, assembly process or during
inspections of finished products.

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PPAP
8) Measurement System Analysis Studies (MSA).
MSA usually contains the Gauge R&R for the critical or high impact
characteristics, and a confirmation that gauges used to measure these characteristics
are calibrated.
9) Dimensional Results.
A list of every dimension noted on the ballooned drawing. This list shows the
product characteristic, specification, the measurement results and the assessment
showing if this dimension is "ok" or "not ok". Usually a minimum of 6 pieces is
reported per product / process combination.
10) Records of Material / Performance Tests.
A summary of every test performed on the part. This summary is usually on a form
of DVP&R (Design Verification Plan and Report), which lists each individual test,
when it was performed, the specification, results and the assessment pass / fail. If
there is an Engineering Specification, usually it is noted on the print. The DVP&R
shall be reviewed and signed off by both customer and supplier engineering groups.
The quality engineer will look for a customer signature on this document.
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PPAP

11) Initial Sample Inspection Report

The report for material samples which is initially inspected before the prototype is
made.
12) Initial Process Studies.
Usually this section shows all Statistical Process Control charts affecting the most
critical characteristics. The intent is to demonstrate that critical processes have
stable variability and that is running near the intended nominal value.
13) Qualified Laboratory Documentation.
Copy of all laboratory certifications (e.g. A2LA, TS, NABL) of the laboratories
that performed the tests reported on section 10.
14) Appearance Approval Report.
A copy of the AAI (Appearance Approval Inspection) form signed by the customer.
Applicable for components affecting appearance only.

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PPAP
15) Sample Production Parts.
A sample from the same lot of initial production run. The PPAP package usually
shows a picture of the sample and where it is kept (customer or supplier).
16) Master Sample
A sample signed off by customer and supplier, that usually is used to train operators
on subjective inspections such as visual or for noise.
17) Checking Aids
When there are special tools for checking parts, this section shows a picture of the
tool and calibration records, including dimensional report of the tool.
18) Customer-Specific Requirements
Each customer may have specific requirements to be included on the PPAP
package. It is a good practice to ask the customer for PPAP expectations before
even quoting for a job. North American auto makers OEM (Original Equipment
Manufacturer) requirements are listed on the IATF website.

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 PPAP
19) Part Submission Warrant (PSW)
This is the form that summarizes the whole PPAP package. This form shows the
reason for submission (design change, annual revalidation, etc.) and the level of
documents submitted to the customer. There is a section that asks for "results
meeting all drawing and specification requirements: yes/no" refers to the whole
package. If there are any deviations the supplier should note on the warrant or
inform that PPAP cannot be submitted.
PPAP requirements are typically distinguished by level as
follows:
Level 1 – Part Submission Warrant (PSW) only submitted to the customer.
Level 2 – PSW with product samples and limited supporting data.
Level 3 – PSW with product samples and complete supporting data.
Level 4 – PSW and other requirements as defined by the customer.
Level 5 – PSW with product samples and complete supporting data available for
review at the supplier's manufacturing location. Complete documentation
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APQP
Listening to the voice of the customer is what Advanced Product Quality Planning
(APQP) is all about. Having a clear understanding of what customers want, need,
and expect in a product and then planning accordingly will ensure customer
product expectations are met in every way.

5 Phases of APQP: The Nuts and Bolts

1) Product Planning and Quality Program Definition

2) Product Design and Development
3) Process Design and Development
4) Validation of Product and Process
5) Production Launch, Assessment, and Improvement

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 ISO-9001-2015
The ISO 9001 family of quality management systems (QMS) standards is designed
to help organizations ensure that they meet the needs of customers and other
stakeholders while meeting statutory and regulatory requirements related to a
product or service.

The seven quality management principles are:

QMP 1 – Customer focus

QMP 2 – Leadership
QMP 3 – Engagement of people
QMP 4 – Process approach
QMP 5 – Improvement
QMP 6 – Evidence-based decision making
QMP 7 – Relationship management

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ISO-9001-2015
Contents of ISO 9001:2015 are as follows:
Section 1: Scope
Section 2: Normative references
Section 3: Terms and definitions
Section 4: Context of the organization
Section 5: Leadership
Section 6: Planning
Section 7: Support
Section 8: Operation
Section 9: Performance evaluation
Section 10: Continual Improvement
ISO/TS 16949:2009 is an interpretation agreed upon by major automotive
manufacturers (American and European manufacturers); the latest version is
based on ISO 9001:2008. After the new edition of ISO 9001:2015 the ISO/TS
16949:2009 was also completely revised and reissued by IATF (International
Automotive Task Force) IATF 16949:2016 is now a stand-alone standard which
doesn't include the ISO 9001:2015 requirements but still refer to them and works
as additional automotive specific requirement to ISO 9001.
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 ISO-14001
ISO 14001 is the international standard that specifies requirements for an effective
environmental management system (EMS). It provides a framework that an
organization can follow, rather than establishing environmental performance
requirements.
ISO 14001 is an internationally agreed standard that sets out the requirements for an
environmental management system. It helps organizations improve their
environmental performance through more efficient use of resources and reduction of
waste, gaining a competitive advantage and the trust of stakeholders.

Scope of the EMS (clause 4.3)

Environmental policy (clause 5.2)
Risk and opportunities to be addressed and processes needed (clause 6.1.1)
Criteria for evaluation of significant environmental aspects (clause 6.1.2)
Environmental aspects with associated environmental impacts (clause 6.1.2)
Significant environmental aspects (clause 6.1.2)
Environmental objectives and plans for achieving them (clause 6.2)
Operational control (clause 8.1)
Emergency preparedness and Created
response (clause 8.2)
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 8 Discipline for problem solving
Eight disciplines (8Ds) problem solving is a method developed at Ford Motor
Company used to approach and to resolve problems, typically employed by
engineers or other professionals. Focused on product and process improvement, its
purpose is to identify, correct, and eliminate recurring problems. It establishes a
permanent corrective action based on statistical analysis of the problem and on the
origin of the problem by determining the root causes. Although it originally
comprised eight stages, or 'disciplines', it was later augmented by an initial planning
stage. 8D follows the logic of the PDCA cycle.

The disciplines are:

1) Establish problem solving team.
2) Describe the problem.
3) Immediate containment action.
4) Root cause analysis
5) Identify the corrective action.
6) Implement corrective action.
7) Identify and implement preventive action to avoid the reoccurrence.
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 Six Sigma
Six Sigma is a set of management tools and techniques designed to improve
business by reducing the likelihood of error. It is a data-driven approach which uses
a statistical methodology for eliminating defects.

Six Sigma has its foundations in five key principles:

1) Focus on the customer. This is based on the popular belief that the “customer is
the king.” The primary goal is to bring maximum benefit to the customer. For this, a
business needs to understand its customers, their needs, and what drives sales or
loyalty. This requires establishing the standard of quality as defined by what the
customer or market demands.
2) Measure the value stream and find your problem. Map the steps in a given
process to determine areas of waste. Gather data to discover the specific problem
area that is to be addressed or transformed. Have clearly defined goals for data
collection, including defining the data to be collected, the reason for the data
gathering, insights expected, ensuring the accuracy of measurements, and
establishing a standardized data collection system. Ascertain if the data is helping to
achieve the goals, whether or not the data needs to be refined, or additional
information collected. Identify the problem. Ask questions and find the root cause.
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 Six Sigma
3) Get rid of the junk. Once the problem is identified, make changes to the process
to eliminate variation, thus removing defects. Remove the activities in the process
that do not add to the customer value. If the value stream doesn’t reveal where the
problem lies, tools are used to help discover the outliers and problem areas.
Streamline functions to achieve quality control and efficiency. In the end, by taking
out the junk, bottlenecks in the process are removed.
4) Keep the ball rolling. Involve all stakeholders. Adopt a structured process where
your team contributes and collaborates their varied expertise for the purposes of
problem-solving. Six Sigma processes can have a great impact on an organization,
so the team has to be proficient in the principles and methodologies used. Hence,
specialized training and knowledge are required to reduce the risk of project or re-
design failures, and ensure that the process performs optimally.
5) Ensure a flexible and responsive ecosystem. The essence of Six Sigma is
business transformation and change. When a faulty or inefficient process is
removed, it calls for a change in the work practice and employee approach. A robust
culture of flexibility and responsiveness to changes in procedures can ensure
streamlined project implementation.
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 Six Sigma
The Six Sigma Methodology

The two main Six Sigma methodologies are DMAIC and DMADV. Each has its
own set of recommended procedures to be implemented for business
transformation.
DMAIC is a data-driven method, used to improve existing products or services for
better customer satisfaction. It is the acronym for the five phases: D – Define, M –
Measure, A – Analyse, I – Improve, C – Control. DMAIC is applied in the
manufacturing of a product or delivery of a service.

DMADV is a part of the Design for Six Sigma (DFSS) process, used to design or
redesign different processes of product manufacturing or service delivery. The five
phases of DMADV are: D – Define, M – Measure, A – Analyse, D – Design, V –
Validate. DMADV is employed when existing processes do not meet customer
conditions, even after optimization, or when it is required to develop new processes.
It is executed by Six Sigma Green Belts and Six Sigma Black Belts and under the
supervision of Six Sigma Master Black Belts. We’ll get to the belts later.
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 Six Sigma
Each of the above phases of business transformation has several steps:
Define: The Six Sigma process begins with a customer-centric approach
1)The business problem is defined from the customer perspective.
2)Goals are set. What do you want to achieve? What are the resources you will use
in achieving the goals?
3)Map the process. Verify with the stakeholders that you are on the right track.

Measure: The second phase is focused on the metrics of the project and the tools
used in the measurement. How can you improve? How can you quantify this?
1) Measure your problem in numbers or with supporting data.
2) Define performance yardstick. Fix the limits for “Y.”
3) Evaluate the measurement system to be used. Can it help you achieve your
outcome?

Analyze: The third phase analyzes the process to discover the influencing variables.
1) Determine if your process is efficient and effective. Does the process help
achieve what you need?
2) Quantify your goals in numbers. For instance, reduce defective goods by 20%.
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3) Identify variations, using historical data.
Six Sigma
Improve: This process investigates how the changes in “X” impacts “Y.” This
phase is where you identify how you can improve the process implementation.
Step 1: Identify possible reasons. Test to identify which of the “X” variables
identified in Process III influence “Y.”
Step 2: Discover relationships between the variables.
Step 3: Establish process tolerance, defined as the precise values that certain
variables can have and still fall within acceptable boundaries, for instance the
quality of any given product. Which boundaries need X to hold Y within
specifications? What operating conditions can impact the outcome? Process
tolerances can be achieved by using tools like robust
optimization and validation set.
Control: In this final phase, you determine that the performance objective
identified in the previous phase is well implemented and that the designed
improvements are sustainable.
Step 1: Validate the measurement system to be used.
Step 2: Establish process capability. Is the goal being met? For instance, will
the goal of reducing defective goods by 20 percent be achieved?
Step 3: Once the previous step is satisfied, implement the process.
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 Six Sigma
Six Sigma Techniques
The Six Sigma methodology also uses a mix of statistical and data analysis tools
such as process mapping and design, and proven qualitative and quantitative
techniques, in order to achieve the desired outcome.

1) Brain storming.
2) Root cause analysis.
3) Voice of customer.
4) 5s system.
5) Kaizen.
6) Benchmarking.
7) Poka yoke Mistake proofing.
8) Value stream mapping.

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 Six Sigma
The Six Sigma Tools
1) Cause and Effect Analysis
2) Flow Chart
3) Pareto Chart
4) Histogram
5) Check Sheet
6) Scatter Plot
7) Control Chart

7 Waste
1) Transportation
2) Inventory
3) Motion
4) Waiting
5) Over processing
6) Over production
7) Defect
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 Six Sigma
Value stream mapping

Value stream mapping is a lean management tool that helps visualize the steps
needed to take from product creation to delivering it to the end-customer. As with
other business process mapping methods, it helps with introspection (understanding
your business better), as well as analysis and process improvement.

Step #1: Decide How Far You Want to Go

Step #2: Define the Steps
Step #3: Indicate the Information Flows
Step #4: Gather the Critical Data
The inventory items held for each process
The cycle time (typically per unit)
The transfer time
The number of people needed to perform each step
A number of products that must be scrapped
The pack or pallet size that will be used
The overall batch size that each step handles
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 Six Sigma
Step #5: Add Data and Time Lines to the Map
Step #6: Identify the Seven Wastes of Lean
Step #7: Create the Ideal Value Stream Map

As we’ve already mentioned, a value stream map allows you to see a top-down
overview of your business processes. Then, you can analyze the process
or workflow, identifying wastes and inefficiencies. Typically, here’s a couple of
things you’d want to be on the lookout for:
Delays that hold up the process
Restraints that limit the process
Excess inventory that ties up resources unproductively
While value stream mapping is usually used for manufacturing processes, the same
principles can apply to other industries too.

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Six Sigma

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 Six Sigma
Define
Six Sigma DMAIC Process - Define Phase - Capturing Voice of Customer (VOC)
What is Voice of Customer? Voice of Customer is the customer's voice,
expectations, preferences, comments, of a product or service in discussion. It is the
statement made by the customer on a particular product or service.

Kano model
1) Must be quality.
2) One dimensional quality
3) Attractive quality
4) Indifferent quality
5) Reverse quality

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