Lesson 6

Part 4 - Matrices
 Data Updation Systems
THE VARIOUS SYSTEMS PRESENTLY USED ARE:
 SAP

 ERP

 WMS

 RFID

 BAR CODING etc

 Various Warehouse Tools
⚫ Kanban System

⚫ Perpetual Inventory

⚫ Bin Audit

⚫ Dock Audit

⚫ Shut Down Inventory

⚫ 5 S Concepts of House Keeping

⚫ G8D Root Cause Analysis

 KANBAN SYSTEM - INTRODUCTION
Production
Kanban Benefits:
Pull System MaxI
N

INVENTORY
Reduces Inventory MinI
N

Improves Material Flow

Re-order Level
Simplifies Operations trigger to Safety Stock
production

Allows Visibility into the schedule

Reduces or eliminates unexpected

Visual tracking and Control Schedule

changes
 SUPPLIERS RECEIVING STORES
Card
Card Card Card Card

Card Card

Card Card Card Card

Card Card Card Card

Transport

CardCarCd
ard

Transport

Welding assy cell

Welding assy cell

CARD DROP
BOX & TRIGGER
Welding assy cell

ASSEMBLY
 Fix “KANBAN CARD” On Carton Box

Step 1 : Place the “Kanban Card” on Step 2 : Fix “Kanban Card” on

the Side Face of the Carton the Carton using Transparent
adhesive tape

Step 3 : “Kanban Card” on the

Carton fixed properly
G8D Guidelines& Process
Objectives
G8D Process
⚫ Problem solving process
⚫ A standard that commits to solving problems
at root cause level and preventing the
problem fro m happening again
⚫ A reporting form at that describes the
team 's progress at each step
⚫ R ational approach - Pro m otes use of facts
and figures
⚫ "If you can't prove it, you should not
say"
⚫ P e ople oriented approach
⚫ U s e the experience of those w h o do the
w ork
⚫ Creative approach
⚫ D ism antle the status quo
G8D Process

 S y m pto m co m plexity exceeds the ability

of one person to resolve the problem
 T o prevent customer from adverse effects of
the problem
 Supplem entary tools
 Benchmarking
 C ause and effect diagram
 C ritical path m ethod
 Pareto chart
 Brainstorming
 A ction plan
Objectives
D0 Symptom
As per symptom, provide Emergency Response Action to
protect the customer
Initiate the G8D process

D1 Team
Small group
Product/process knowledge
Team leader
Team synergy

D2 Describe the problem

" What is wrong with what"
Describe the problem in quantifiable terms
Use only one G8D per problem
 Objectives cntd...

D3 Interim Containment Action (ICA)

Implement ICA to isolate the effects of problem until PCA
Formal temporary Fix
Validate effectiveness
Optional step
"Buy Time" to solve
the root cause of the
problem
Contain the problem from a cost, quality, timing perspective
Works against the problem, not the root cause
Increases costs while the ICA is used.
 Objectives cntd...

D4 Root cause/escape point

Identify the root cause
Cause and effect diagram
Potential root cause list
The single verified reason that accounts for the problem
Escape point
The earliest location in the process, where the problem
should have been detected, but was not
Problem solving step
 Objectives cntd...

D5 Chosen Permanent Corrective Action

Making the best decision, based on benefits and risks
Verify that the choice will work
Not rushing into implementation
More than one PCA may be required to resolve 100% of the
problem

D6 Implement Permanent Corrective Action (PCA)

Remove ICA
Implement decision made at D5
Cross functional participation
Update all the documents, procedures etc
Train the workforce
Seek feedback from the customer
 Objectives
D7 Prevent recurrence
Modify necessary systems (Practices/Procedures) to prevent
recurrence of
this problem or a similar problem
The goal is to change the system that allowed the problem to
occur in the first place
Enables lessons learned can be shared
Conserves resources by saving rework on other problems

D8 Recognize Team
Complete the team experience
Sincerely recognize both team and individual contributions
Encourage a repeat of the behavior
Title
G8D Report-Illustration Date Opened Last Updated
Multi m o d e l part shipment. 12-10-2001 15-10-2001
Product/Process Information Organization Information
Receiving Pr o ce ss TVSLL-KDPP
Dø Symptom(s) Multi m o d e l part w a s sh ippe d a s S e a
D ø E m e r g e n c y R esp o n se Action(s) % Effective Date Implemented
1. Intimated S C M 100% 12-10-2001
2. Reversal of S E A shipment.
D1 Te a m ( N a m e , Profs, Dept., Pho n e) D2 Problem Description
Champion: Prasad, M P & L Mult i- mod el p art n o X S 6 1 - 1 8 K 5 7 9 - D C 1 8 0 n o s sh i p p e d in
Tea m Leader: S e a container instead of multi-model shipmen t
Arunachalam Tea m
Members:
S a m p a t h - M P & L analyst
H e m a n t h - Receiving Analyst
Parthasarathy - Receiving C h ec k e r
D3 Interim Co ntainment Action(s) % Effective Date Implemented
Followed up with S C M an d diverted 100% 12-10-2001
material f r o m M a i n Plant.
D4 Root Cause(s) % Contribution
L a c k of P r o c e s s c o n t rol m e a s u r e a f f e c t e d re c ei v i n g c h e c k e r ' s ability t o c o n c e n t r a t e 100%
D5 C h o s e n P e r m a n e n t Corrective Action(s) % Effective
1. Different receiving color t ags for multi m o d e l s h i p m en t parts.
2. Receiving Flag will b e r a i s e d in C M M S 3 b y M P & L analyst 100%
3. M P & L analyst will track the multi m o d e l parts
D6 I m p l e m e n t e d P e r m a n e n t Corrective Action(s) Date Implemented
1. Different receiving color t ags for multi m o d e l s h i p m en t parts.
2. Receiving Flag will b e r a i s e d in C M M S 3 b y M P & L analyst
3. M P & L analyst will track the multi m o d e l parts 15-10-2001
D7 Prevent Recurrence Date Implemented
1. Reg ul ar a w a r e n e s s training.
2. Multi m o d e l sh ip ment information to consolidators. 15-10-2001
D7 Systemic Prevent recommendations Responsibility
Multi m o d e l sh i p m e n t part labels to be color c o d e d b y supplier MH&PE
D 8 T e a m a n d Individual Re c og n i t i o n Date Closed Reported By
P e r s o n a l l y t h a n k e d all t he t e a m m e m b e r s 15-10-2001 A.Arunachalam