Built-In Quality

(= Build Quality Into Process)

 “I always like
to challenge
organizations
to have “lack of time”
be the
first problem statement
that they have to solve
in their
continuous improvement
work.
“The medicine I am prescribing Do for we
youreally not have
is a miracle drug
time?”
and very powerful, but there is one problem with it.
It won’t work
~ Markunless you take it.
Graban
There are a lot of people in the world
who
worry the medicine and side effects are bitter,
and avoid it .”
~ Shigeo Shingo 22
 TPS Tools Model (1948-1975)
For PRODUCTIVITY

For QUALITY
To REDUCE Level Loading & Sequencing

VARIABILITY TPM, Standardized Work

For BASIC , ,5S,

5S,Supermarket,
Supermarket,SMED
SMED
STABILITY
33
BUILT-IN QUALITY Concept
Final Inspection Vs The Four Pillars of BIQ

n k s
t io e c n
e c h io
s p ks e
C
e ct
OCCURRENCE In ec s iv s p
PREVENTION r ce C h c e s In
o u
e lf u c 0 %
by Doing Perfect Job S S S 1 0
1 2 3 4

P1 P2 P3 P4 Inspection Delivery
No Final Inspection!!!
No No No No
Defect Defect Defect Defect
Note:
1  Cek 4M sebelum jalan
2  Opr cek di tiap-tiap proses
OUTFLOW PREVENTION 3  Opr cek di proses berikutnya
@ Each Gate (=Gate Checker) 4  Idealnya cek hingga 100%;
Max-kan sensor & poka yoke

44
BUILT-IN QUALITY Concept
Note:
1  Cek 4M sebelum jalan
2  Opr cek di tiap-tiap proses
3  Opr cek di proses berikutnya
4  Idealnya cek hingga 100%;
Max-kan sensor & poka yoke

55
BUILT-IN QUALITY Tools
Right on Time,
First Time

Planning Design Test Production Delivery Customer

2
6
3

4
5

66
BIQ Tool #6: Feedback System
Practical Problem Solving FAST RESPONSE:
 Stop & Respond
@ Every Abnormality
 Go & See @ Gemba
 Clarify & Define Problem
REAL ROOT-CAUSE:
 Most Likely Root Cause/
Point of Cause (POU)
 Multiple 5-Why’s Analysis
 Countermeasures

HAND-OVER POINTS
Between Functionals:
SUSTAINING:  JidokaTracker/ Hourly Output Board
 Kaizen  One Point Lesson/ Before-After
 Standardization  Fish Market/ Reject Review Area
 Yokoten  Daily Quality Action Board
77
Jidoka: Stop & Respond @ Every Abnormality

Supervisors
ＳＴＯＰ × & Engineers
○ work together
○ for instant resolution
○

○
○
○
○ ○
○

“Go & See.

Ask 5 Whys.
Show Respect.”
“Touched. Felt.
Understood.”
88
 “A relentless barrage of ‘whys’ is the best way
Multiple 5 Why’s Analysis clouded veil
to prepare your mind to pierce the
of thinking caused by the
status quo. Use it often.” ~
Missing Components SHIGEO SHINGO

Why? Why? Why? Why? Why?

Nozzle stuck Nozzle bent Solder
paste dry Component Component
Why? Why? Why? height drops
Nozzle over press Spring Feeder problem wrong off in the
Why? ends not Why? Printing too reflow
Flat prevent Feeder not many boards Why? oven during
Board warping Feeder
(applicable for the nozzle Locked / not calibration Incoming top
both sides) from turning setup properly out issue reflow
Output
Why? Why? driven /
-Support foam Operator not following
Reflow
problem (too high) handling / not Handling takt time Variation
between temperature
-Depends on bottom trained on this problem too high
vendors
side comp. height SOLUTION
Backlog/
SOLUTION 1. Technicians to train operators
machine Profiling
on the proper handling method
1. Adjust the height downtime wrong
2. Nozzle check to be performed too high SOLUTION
of the foam
at the end of the shift and change 1. Adjust the part
2. Design new spring the bent nozzle
with both ends flat data (height)
SOLUTION
Solution the 1. Fix the SOLUTION
Root-Causes! machines 1.Take new profile

99
Multiple 5 Why’s Analysis PARTS & QTY DISCREPANCY
(salah tipe produk/ material & salah/ mixed qty)
 A Fairly Quick Problem Solving Technique for
Full-Identifying the Real Root-Causes of the Problem

10
One-Point Lesson Template

“Quick & crude is better than slow & elegant.”

“Cepat & kasar lebih baik

daripada lambat & elegan.”
1111
1212
Before-After Template

1313
1414
Fast/ Rapid
FAST RESPONSE
Feedback System REAL ROOT-CAUSE

= PPS/ Practical Problem Solving HAND-OVER POINTS

SUSTAINING

1515