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Job Anlysis Template document sample
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3.0 Lean Analysis
Lean analysis (LA) evolves the broader project portfolio (PP) and project to embrace specific content built in the PP. LA is different in that most of the
applications are intentionally in need of further development and interpretation by the team. The team should select multiple worksheets (4-5
minimum) from LA to apply in the project and develop in ways appropriate to the ongoingwork. Team is also expected to include procedures for use,
prototypically, based on templates from CA 1 and 2, using a consistent numbering system throughout.
3.0.1.0 Team Assignments, Flow Of Work
All on team review content in LSSQTT and individually do related applications, and post their responses in the team work area (created by team
leader). Team leader assigns all to complete part of the work, usually a specific worksheet or a part of the broader application workbook, or both. Chats
are configured and led by team leader, assuring that the chat room is ready to go, archiving is running, an agenda was posted, etc. Several items in the
applications should be "standing" items on chat agendas, and a chat should be done early in posting cycle, and a second one will be needed for best
practices, toward the end of the cycle. It may also be appropriate to invite the instructor to participate in chats periodically.
3.0.2.0 Team Postings, Individual And Grand Compilations
Team leader creates posting threads and all on the team post individual tool work, according to schedule, as a suppliers to all others as customers. All
are assigned to complete specific parts of compilation work, taking everyone else's individual work and preparing a "grand" compilation for team
leader to use in a continuously updated PP. All post work at threads, for all to see, in team work area, and those not posting on schedule should have
points reduced in their assessment. After all separate information is posted and "grand" compiled by individuals, this then is final compiled by the
team leader as a total portfolio of worksheets, to be assessed via POAM in syllabus by faculty, as one excel document. Flow of work must be well
planned, articulated and managed by team leader, with all as suppliers and customers, and POAM assessment is done ASAP by faculty, after team
total updated PP is posted by team leader, enabling rapid response for continuous improvement by team.
3.0.3.0 Tool Application, Continuous FACR Relationships
The project portfolio (PP) should result in process documentation systems continuously applied, as a prototypically developed model, based on FACR's
derived from, and consistent with LSSQTT content and applications, built first around the tool FACR provided as the last worksheet in each tool
content workbook, but congruent with POAM elements in the syllabus. Second, and significantly, the FACR provided in each application workbook
should be used to track and feed all main, evolving findings, analysis and other related conclusions, recommendations, and so on, ongoing, with each
tool FACR being added to and improved upon, as is the case in this application. This requires a plan of who will do what, compiling other's work
based on early posts/threads, for full participation. Timelines must be adhered to, and all must "grow" leaders and knowledge in team, culture, and
total portfolio. A vision for continuous improvement must be evidenced, particularly at phases I and II.
3.0.4.0 Generic Application Issues, Phases I and II
Based on all tools/applications, the following can assist at phases I and II, throughout the course:
1. Multiple tool application sets will be provided at the course information area to help assess systems in a change and improvement context.
2. Teams continuously, iteratively, do applications over the course, all integrated into your evolving team model, reflected in the project portfolio.
3. Multiple worksheet applications should be trialed, applied, in the project model, changed as deemed appropriate, based on FACR analysis.
4. Additional time, in various tools done later in the course, will be provided to enable further development of these worksheets, once started
General Layout, Flow
Part Name: Date: Phase: Tool:
Other Information: Originally By: Compiled:
Project layout and flow analysis provides the opportunity for the team to identify, analyze
and present ideas and key issues to help grow the team knowledge base and add value
to the overall portfolio of work evolving as related to general physical circumstances
surrounding the work. This is placed in formats below as individuals, but driven primarily
by the assigned compiler who collects all, placed in one excel worksheet. At phase
reviews, all information is placed in one "macro" worksheet of information to illustrate the
Layout Analysis, Documentation
Project layout analysis should be a not to scale layout of the main devices and systems in
the work area being pursued for improvement.
Foundry Area Casting Area
Machining
Area
Injection Area
Storage
and Ship
5.2.0 Process Flow Charter
Project process flow analysis should be a work flow of main steps and activities being
done in the work area being pursued for improvement.
Activity
Oper Operation Evaluation and
# Oper Insp Store Move Description Analysis Method
1 Move material from receiving area visual; packing slip
2 Store material in designated area visual
3 Move material to point of use location visual
4 Load, die-cut, unload and clean WIP SOP
5 Inspect for first-off, hourly, and last-off checks inspection; work order
6 Place parts in container SOP; counting
7 Place bar coded labels adjacent to the container SOP; visual
8 Move finished good material from production area visual
9 Store finished good material in designated area visual
10 Perform dock audit dock audit SOP
11 Move finished good product into truck visual; shipping log
12 Ship product to customer visual
13 Add operation by clicking cells in last line, cut and paste as next cells down
5S WORKPLACE AUDIT
PROJECT AREA: BEFORE / AFTER
# OF YES: 4/25 = 16%
AUDIT ELEMENTS YES NO
SORT: (ORGANIZATION) Distinguish between what is needed and not needed
Unnecessary documents, records, books, tools, equipment are removed from…….. x
work area.
Excess or obsolete supplies have been removed and resolved x
Red tag area is used to hold items requiring decisions (no item more than 7 days old) x
Work surfaces and storage areas do not have items in or on them that don't belong there x
Unsafe conditions are promptly resolved (safety, ergonomics) x
SET IN ORDER: (ORDERLINESS) A place for everything and everything in its place
Documents, equipment, books work-in-process is well organized and clearly labeled x
Work areas and storage areas are clean, clearly labeled and not cluttered x
Work areas are open and simple, purpose and work flow are easily understood visually x
Standard visual information and communication boards have been established x
Items are put away immediately after use x
SHINE: (CLEANLINESS) Cleaning and looking for ways to keep it clean and organized
Floors, work areas, equipment and storage area clean x
Garbage and recyclable are labeled, collected and disposed of correctly x
Work environment is good-air quality, temperature, humidity, lighting, dust, fumes, floors x
Cleaning materials are easily accessible x
Problems are promptly solved and ideas implemented to prevent area from getting dirty x
STANDARDIZE: (ADHERENCE) Maintain and monitor the first three categories
Standard Work is posted where appropriate (Capacity, Std. Work, Combination, Key x
Points sheets.
Standard procedures are posted for cleaning, emergency procedures, and MSDS x
sheets and upkeep of the area's 5 S Audit
Document control procedures are established x
Between shift communication and tool box feedback meetings are held x
Scheduled PM for equipment is being followed and documented x
SUSTAIN: (SELF-DISCIPLINE) Stick to the rules
Where posted, Standard Work is being followed x
Standard cleaning and upkeep procedures are being followed x
Documents are current and in compliance with control procedures x
Standard information boards are being used and have current information x
Work area is clean, neat and no serious unsafe conditions observed x
Productivity Analysis
Measurable Calculation Notes
Pre-Tax Margins (profits) Sales - total costs Total costs = Cost of Goods Sold - SG&A (Service,
General, and Administrative) to warehouse/finished
goods
Marginal income Sales - direct COP COP (Cost of Production) = material + direct and indirect
labor + variable overhead
Marketing marginal income Sales - (direct cost of production + direct sales and
(consumer products) distribution cost)
Sales $ per employee (Month Sales / # of work days in month * 240) / (Employee’s
on Payroll, excluding OT Equivalents)
Cost reductions (time Process cycle time * demand * hourly wage * (1+ benefit Benefit factor = 33% - 50% of hourly wage pending on
eliminated due to process factor) fringe benefit package excluding total variable
change)
Also can be materials savings, utilities savings, etc…
Inventory turns (annualized) (Prior 3 months average COGS x 12) / (3 months average COGS (Cost of Goods Sold) Outgoing warehouse
total inventory balance) reciepts or sales
Defective rates Internal scrap production / total production
Internal or external rejections (# of internal and external rejects / total pieces shipped) *
(PPM - parts per million) 1,000,000
Housekeeping see 5S Audit Worksheet
Delivery performance # of orders shipped on time (customer driven) / total orders
Machine Efficiency (OEE - Availability * Performance * Quality Rate
Overall Equipment
Effectiveness) Availability = (Loading time - Downtime) / Loading Time Loading time = Total available time - Planned downtime
Downtime = Unexpected losses
Performance Rate = [(Output * Actual Cycle Time) / (Loading
time - Downtime)] * [Ideal cycle time / Actual Cycle time]
Quality Rate = # of good products / input
Page 4 of 19
Key Measurables (cont.)
Employee turnover (# of separations * 100) / average # of employees Separations excludes attrition
Attendance Scheduled attendance / actual attendance
Grievances Total # of grievances
# of annual suggestions per Total suggestions / # of employees
employee
Lead time Time from customer order to customer's receipt of product
Direct Labor Direct labor standard / actual direct labor
Indirect labor Indirect variance / direct labor standard
Page 5 of 19
KAIZEN ANALYSIS
DESCRIPTION OPERATION T #
CYCLE TIME (secs/pc) AKT TIME (secs/pc) OF OPERATORS NEEDED
Part 1 Transfer Station 12.5 147.9 0.1
Deburr Ends, Buff End For Molding 15.0 147.9 0.1
Mold End 46.2 147.9 0.3
Trim / Inspect / Pack B Corner 30.0 147.9 0.2
Total # of Operators Per Cell = 0.7
Part 2 Transfer Station 12.5 147.9 0.1
Deburr Ends, Buff End For Molding 15.0 147.9 0.1
Mold End 46.2 147.9 0.3
Trim / Inspect / Pack B Corner 30.0 147.9 0.2
Total # of Operators Per Cell = 0.7
Part 3 Transfer Station 15.0 47.6 0.3
Remove Grippers 30.0 47.6 0.6
Assemble End Cap / Pack 30.0 47.6 0.6
Total # of Operators Per Cell = 1.6
Part 4 Transfer Station 15.0 47.6 0.3
Remove Grippers 30.0 47.6 0.6
Assemble End Cap / Pack 30.0 47.6 0.6
Total # of Operators Per Cell = 1.6
Part 5 (RH) Saw To Length 14.3 47.6 0.3
Trim B-Pillar for Mold & C-Pillar 33.3 47.6 0.7
Deburr & Buff Ends for Molding 15.0 47.6 0.3
Remove Grippers 30.0 47.6 0.6
Mold 46.2 47.6 1.0
Install End Cap 30.0 47.6 0.6
Trim / Inspect / Pack B Corner 50.0 47.6 1.1
Total # of Operators Per Cell = 4.6
Part 5 (LH) Saw To Length 14.3 47.6 0.3
Trim B-Pillar for Mold & C-Pillar 33.3 47.6 0.7
Deburr & Buff Ends for Molding 15.0 47.6 0.3
Remove Grippers 30.0 47.6 0.6
Mold 46.2 47.6 1.0
Install End Cap 30.0 47.6 0.6
Trim / Inspect / Pack B Corner 50.0 47.6 1.1
Total # of Operators Per Cell = 4.6
TOTAL # OF OPERATORS NEEDED FOR WORK CELLS = 13.7
**Takt Time based on 3 shifts
6.4.0 Benchmarking
6.4.1 Purpose
This document will provide information of suggestions/recommendations of items that could
improve the effectiveness of the poster line at Tiffin Metal Products.
6.4.2 Scope
This document and information applies to Team QS 426/527/616 for the summer 2006
semester at Bowling Green State University.
6.4.3 Definition
A continuous process of measurement of products, services and work processes, against
those recognized as leaders. -thequalityportal.com/glossary/b.htm
6.4.4 Material Handling System
A material handling system similar to this could be used at Tiffin Metal to reduce manpower,
time, and improve ergonimics thus improving several functions of a quality system. The
systems can be made to flip parts over also.
6.4.5 Approvals for Document
Paul Landers
Ted Lippert approved June 26, 2006
Diane Patino
Nicole Radziwill
Gerald Schnapp
Andrew Vollmar approved July 6, 2006
C:\Docstoc\Working\pdf\b8a72c18-aebe-4639-b553-e82fc193784f.xls Last Printed:
3/7/201111:46 AM
Line #1/2 Incense 2000 6/6/2000
Job Length Pieces Footage Rated Run Hours
Feet Speed/Min
Red 4.5 226,000 1,017,000.0 50 339.0
Blue 12.2 452,000 5,514,400.0 50 1,838.1
Green 12.2 452,000 5,514,400.0 50 1,838.1
Yellow 6.9 452,000 3,127,840.0 50 1,042.6
White 4.9 226,000 1,105,140.0 50 368.4
Purple 13.5 226,000 3,053,260.0 50 1,017.8
--------------------- ------------------
Total Footage 19,332,040.0
Production Hours 6,444.0
Scrap 8.00% 515.5
------------------
6,959.5
Production Hours: 2 lines 9,331.2
(16 hours/shift x 3 shifts x 240 days x .81 utilization)
Capacity 74.58%
Name:
Line #:
Job Number:
Date:
Table 1: Parts per minute based on line speed
Line Speed (ft/min) = 52
Length of Part (ft/part) = 2.421
Parts per minutes coming off of line = 21.5
Table 2: Rate Calculation
TOTAL TOTAL MINUTE MISC. LEVELIN MIN /
ELEMENTS / OPERATIONS MINUTE PIECES S/PC (6.0%) G PIECE
1. Up 5 parts at a time - S1.81 48 0.03771 0.04 FACTOR 0.046
1.15
Inspect - trim wires on one
end of part at a time.
2. Flip all parts over - Inspect - 2.06 49 0.04204 0.045 1.15 0.0512
time wires on other end of
each part.
3. Up one part - Inspect - 1.69 50 0.0338 0.036 1 0.0358
place on board & ensure cut
length is acceptable.
4. Grab 6 parts & pack into 1.4 50 0.028 0.03 1 0.0297
cardboard box.
5. Build 1 box base 1.13 140 0.00807 0.009 0.9 0.0077
6. Build 1 lid for box 0.56 140 0.004 0.004 0.95 0.004
7. Move full box out & put 1.68 140 0.012 0.013 1 0.0127
empty box on skid (put lid on
box) - fill out S.S., T.T., &
100% sticker and place on
box.
8. Measure 1 part every 15 0.43 322 0.00134 0.001 1 0.0014
minutes and record on trend
chart.
Total Incentive Work (min/pc) = 0.189
Parts Per Minute Per Incentive = 5.303
Table 3: Crew Size based on 80 Unit Hour
Parts per minute coming off of line = 21.48
Parts per minute per incentive = 5.30
Crew Size Based on 80 Unit Hour = 4.1
Equipment Loss / Effectiveness Analysis
Machine (s) Date:
Product: Shift:
Availability
A. Gross Available Time: Hrs:
B. Planned Downtime: Hrs:
C. Total Available Time: Hrs:
(Gross Available Time ---Planned Downtime) A-------B
D. Downtime Losses:
(Taken from Downtime Log
# Breakdowns ________________ Hrs:
# Setups and Adjustments ________________ Hrs: Hrs:
# Minor Stoppages ________________ Hrs:
E. Operating Time:
(Total Available Time----- Downtime Losses) C-----D Hrs:
F. Percent Equipment Availability:
(Operating Time/Total Available Time x 100) [E/C] x 100 _______ %
PERFORMANCE RATE
G.Processed Amount/Total Parts Run: Feet:____
This includes both good and bad parts ________
H. Ideal Cycle Time: __________
I. Performance Rate:
(Ideal Cycle Time x Processed Amount/ Operating Time x 100)
[(H xG) / E] x 100
Quality Rate
J. Defect Amount/Total Reject:
K. Quality Rate:
(Processed Amount - Defective Amount / Process Amount x 100)
[(G-J) / G] x 100 ________%
L. Overall Equipment (Machine) Effectiveness:
(Percent Equipment Availability x Performance Rate x Quality Rate x 100) ________%
[F x I x K x 100] Goal ____%
TIME STUDY SHEET FOR LEAN S
OPERATION
DEPT. START
PART DESCRIPTION STOP
WIP SIZES DIFF. (ELAPSED TIME)
JOB NO. PRODUCTION PIECES
LEAD-TIME PART TRAVEL DISTANCE
ELEMENTS 1 2 3 4 5 6 7
UDY SHEET FOR LEAN SIX SIGMA
DATE OPERATOR
SHIFT
STUDY ENGINEER
SHEET
EMPLOYEE TRAVEL DISTANCE
8 9 10 11 12 13 14 15 16 17 18 19 20
OTHER
6.3 TMP VSM (Current State)
One week time Fax From Customer w/
fence P.O.
MRP Weekly generated from
ERP System Schedulers CUSTOMER
MPS
RAW SUPPLIERS Scheduler schedule X shifts with scrap Clear Channel
bumps numbers factor
Mostly visual
Assembly schedule includes Viacom
Pull, Drumbeat MPS
scrap factor
or MRP ordered
CBS
1 2 3 4 5 6
FIFO FIFO FIFO Inventory Inventory Inventory Inventory
Spot Weld Multi Head
Punch Press (Chicago Roll Form (Side Former) Punch Press (End Former) Pack Shipping
(Section Welder)
WARM COLD
Cycle Cycle Cycle Cycle Cycle Cycle Sum of
Time/Batch 1,800 I Time/Batch 1,800 I Time/Batch 3456.0 I Time/Batch 7,920 I Time/Batch 3600.0 I Time/Batch 0.000 Cycle 18,576
Sum of Cycle
Time/ Batch
(seconds) = (seconds) = (seconds) = (seconds) = (seconds) = (seconds) = Time/
Batch Size Batch Size Batch Size Batch Size Batch Size Batch Size Batch
60 60 60 60 60 60 60 60 60 60 15 Total Inv 300 Total Inv ?
(Units) = (Units) = (Units) = (Units) = (Units) = (Units) =
Time to First Time to First Time to First Time to First Time to First Time to First Total Time Total Time to
30 30 57.6 132 60 310
(seconds)= (seconds)= (seconds)= (seconds)= (seconds)= (seconds)= to First First
Cycle Time/Unit Cycle Time/Unit Cycle Time/Unit Cycle Time/Unit Cycle Time/Unit Cycle Time/Unit Max Cycle Max Cycle Time
30.00 30 57.6 132 60.000 309.60
(seconds) = (seconds) = (seconds) = (seconds) = (seconds) = (seconds) = Time / Unit / Unit
Average Average
Available Time / Available Time / Available Time / Available Time / Available Time / Available Time /
80 80 80 80 80 80 Available 80 Available Time / ?
Week (Hours) = Week (Hours) = Week (Hours) = Week (Hours) = Week (Hours) = Week (Hours) =
Time / Week
Week
C/O Time
C/O Time C/O Time C/O Time C/O Time C/O Time C/O Time C/O Time per
45 30 30 30 0 0 per shift 8,100 ?
(minutes)= (minutes)= (minutes)= (minutes)= (minutes)= (minutes)= shift (seconds)
(seconds)
C/O Freq (Times C/O Freq (Times C/O Freq (Times C/O Freq (Times C/O Freq (Times C/O Freq (Times C/O per
1 1 1 1 0 0 4 C/O per shift ?
per shift) = per shift) = per shift) = per shift) = per shift) = per shift) = shift
not not Overall not
OEE % = not recorded OEE % = not recorded OEE % = not recorded OEE % = OEE % = not recorded OEE % = not recorded Overall OEE
recorded recorded OEE recorded
not not Average not
Uptime % = not recorded Uptime % = not recorded Uptime % = not recorded Uptime % = Uptime % = not recorded Uptime % = not recorded Average Uptime
recorded recorded Uptime recorded
not not Average not
Yield % = not recorded Yield % = not recorded Yield % = not recorded Yield % = Yield % = not recorded Yield % = not recorded Average Yield
recorded recorded Yield recorded
not not Average
PPM= not recorded PPM= not recorded PPM= not recorded PPM= PPM= not recorded PPM= not recorded Average PPM
recorded recorded PPM
Total Time Reference Table
Operators = 2 Operators = 2 Operators = 2 Operators = 2 Operators = 2 Operators = 1 11 Total Operators 11
Operators
Machines = 1 Machines = 1 Machines = 1 Machines = 1 Machines = 1 1 Machines 5 Machines 5 1 hour 3,600 seconds
Total
Travel of Part Travel of Part Travel of Part Travel of Part Travel of Part Travel of Part Total Travel of
444 130 33 20 88 108.5 Travel of 824 824 4 hours 14,400 seconds
(feet) = (feet) = (feet) = (feet) = (feet) = (feet) = Part
Part
Total
Travel of Travel of Travel of Travel of Travel of Travel of Total Travel of
Travel of 8 hours 28,800 seconds
Operator (feet) = Operator (feet) = Operator (feet) = Operator (feet) = Operator (feet) = Operator (feet) = Operator
Operator
12 hours 43,200 seconds
16 hours 57,600 seconds
1 day 86,400 seconds
5 days 432,000 seconds
VA Seconds 1,800 1800 3456 7,920 3600 0 Total VA Time 18,576 309.6 minutes 7 days 604,800 seconds
NVA 14 days 1,209,600 seconds
Total NVA Time
Warm 40 hours 30 days 2,592,000 seconds
Seconds Warm
Total NVA Time
Cold Seconds Cold
1 day 2 hours 2 hours 4 hours 8 hours
8
ONGOING PROCESS CONTROL PLAN
Customer: Page 1 of 1
Prototype Pre-launch Production Key Contact/Phone: Date(Original): Date(Revision):
Control Plan Number:
Part Number/Latest Change Level: Core Team: Customer Engineering Approval/Date:
Part Name/Description: Supplier/Plant Approval/Date: Customer Quality Approval/Date:
Supplier/Plant: Supplier Code: Other Approval/Date: Other Approval/Date:
Part Process Name/ Machine, Device, Characteristics Special Methods
Process Operation description Jig, Tools. Char. Product/Process Evaluation Measurement Sample Control Reaction Plan
Number For Mfg. No Product Process Class Specification/Tolerances Technique Size Frequency Method
1 Receiving Receiving Dock 1 Receipt & * Quantity, delivery Visual All Per Lot # Certified vendors, Notify supplier. Isolate
Verification & damage. Purchase orders / material until disposition
Packing slips. is reached. Corrective
action.
2 Move Raw Material Warehouse 1 Relocation to FIFO Visual All Per Lot Procedures / Notify Material Handling
Warehouse Work Instructions Supervisor. Initiate
Trained Material a corrective action.
Handlers
3 Store Raw Material Warehouse 1 Storage FIFO / Storage & Preservation Visual All Per Lot Fork lift operator Notify supervisor. Initiate
Procedure verifies goods against corrective action.
storage floor plan.
4 Move Raw Material Bruno Press 1 Relocation to FIFO Visual All Per Lot Procedures / Notify Material Handling
Machine Work Instructions Supervisor. Initiate
Trained Material a corrective action.
Handlers
5&6 Die Cutting & Bruno Press 1 Length 759.4 mm +/- 5.0mm Tape measure 1 piece 1st, last & Job control plan Stop production. Inform
Inspection per cavity hourly Work order record Supervisor. Sort back
through till pts. conform.
2 Width 539.9 mm +/- 5.0mm " " " " "
7&8 Packaging & Bruno Press 1 Amount per container Must have correct Visual / Counting All Per Job Contol Plan Re-Count &
Labeling amount of parts Order Work Instruction Re-Pack Parts.
Work order record
2 Label information Bar coded label must reflect " " " " Change label to
the proper part #, serial # reflect the proper
and quantity information.
9 Move Finished Goods Warehouse 1 Relocation to FIFO Visual All Per Lot Procedures / W. Inst. Notify Material Handling
Warehouse Trained Material Supervisor. Iniciate
Handlers a corrective action.
10 Store Finished Goods Warehouse / Shipping Area 1 Storage Storage & Preservation Visual All Per Lot Storage & Notify supervisor. Initiate
Procedure Preservation corrective action.
procedure.
11 Dock Audit Shipping Dock 1 Overall condition of As per Work Instruction Check Sheets, JCPs, As per Dock Audit Dock Audit Isolate order.
parts, labels, cartons, Blue Prints. procedure. check sheet. Hold for 100%
amounts etc. inspection.
2 Part Verification Parts in carton must match Visual, Work order " " "
Work order / Label Label
12 Ship to Customer Shipping Dock 1 Part delivered to On-time and free of Mapics tracking 100% All Shipping Log Corrective action.
the customer damage system. Orders On time delivery Notify customer.
policy.
Potential
Falure Mode and Effects Analysis
(PROCESS FMEA)
Item: Die Cutting Application FMEA Number:
Model Year(s) Vehicles: Process Responsibility: Prepared by:
Core Team: Key Date: FMEA Date (Orig): (Rev.) 01
PROCESS POTENTIAL FAILURE EFFECTS OF FAILURE S C POTENTIAL CAUSES OF O CURRENT CONTROLS CURRENT CONTROLS D R RECOMMENDED RESP. ACTION TAKEN S O D R
DESCRIPTION MODE E L FAILURE C Prevention Detection E P ACTION COMP. E C E P
V A C T N DATE V C T N
S
S
1 RECEIVING - Receive wrong - Will not meet customers 5 - Vendor labeling problem. 1 - Vendor certification. 9 45 None
VersaMat material. specifications. Miscomunication between Receipt & verification to
Internal reject. order desk and vendor. packing slip
- Wrong thickness of - Will not meet the 7 - Vendor labeling problem. 1 - Vendor certification. 9 63 None
material is received. customers specifications. Misscomunication between Receipt & verification
order desk and vendor.
- VersaMat has not - May not meet flammability 9 * - Vendor failure 1 - A2LA certification. 9 81 None
been certified. requirements Material is not certifiable. Receipt & verification
- Material arrives - May lose the proper yield. 4 - Not loaded in truck 2 - Vendor certification. 9 72 None
damaged. May cause a slow down correctly. Truck leaked etc. Receipt & verification
while processing.
2 STORE - Damage during - Mis-handling of material 6 - Lack of training 1 Forklift training Training records / 9 54 None
Raw Material movement certification
- Stored in the wrong - Will not meet the customer's 7 - Lack of knowledge of 1 Forklift training Training records / 9 63 None
location delivery storage location certification
3 MOVE - Damage during - Mis-handling of material 6 - Lack of training 1 Forklift training Training records / 8 48 None
Raw Material movement certification
4 DIE CUTTING - Miscut - Will not meet customers 7 Improper set-up / material 1 - Work instructions, job 8 56 None
5 INSPECTION specifications. Customer mis-fed control plans, quality records
rejection.
- Jagged Cuts - Will not meet customers 7 Dull/bent/damaged die rule 1 - Work instructions, job 8 56 None
specifications. Customer control plans, quality records
rejection.
- Dirty Parts - Will not meet customers 7 Poor housekeeping 1 Housekeeping Audits - Work instructions, job 8 56 None
specifications. Customer control plans, quality records
rejection.
- Incomplete Cuts - Will not meet customers 7 Dull/bent/damaged die rule/ 1 - Work instructions, job 8 56 None
specifications. Customer improper head height setting control plans, quality records
rejection.
- Used Wrong Die Parts are usable to customer 7 No label on die 1 Tooling Die Procedure Tooling Approval Log 8 56 None
- Gage out of Possible bad products 4 Calibration date expired 1 Gage Calibration System Gage Calibration Log 8 32 None
calibration
- Wrong part is - Customer rejection. 7 - Not following Work Inst. 1 - Production planner reviews 8 56 None
produced / wrong Customer may not have Work order discrepency. work orders. Work Instr.
amount of parts. enough to fill orders. Shippers pick list
6 PACKAGING - Too many parts in - Container may not be able 4 - Packer not following JCP 2 - Production planner reviews 9 72 None
7 LABELING container. to hold up, could break work instruction. work orders. Work Instr.
during shipping. Shippers pick list
- Not enough parts in - Increased shipping costs. 4 - Packer not following JCP 2 - Production planner reviews 9 72 None
container. Cust. may not have enough pts work instruction. work orders. Work Instr.
to keep their process going. Shippers pick list
Page 16 of 19
Potential
Falure Mode and Effects Analysis
(PROCESS FMEA)
Item: Die Cutting Application FMEA Number:
Model Year(s) Vehicles: Process Responsibility: Prepared by:
Core Team: Key Date: FMEA Date (Orig): (Rev.) 01
PROCESS POTENTIAL FAILURE EFFECTS OF FAILURE S C POTENTIAL CAUSES OF O CURRENT CONTROLS CURRENT CONTROLS D R RECOMMENDED RESP. ACTION TAKEN S O D R
DESCRIPTION MODE E L FAILURE C Prevention Detection E P ACTION COMP. E C E P
V A C T N DATE V C T N
S
S
Pts damaged / slid in carton.
- Wrong parts arrive - Customer shutdown. 4 - Mislabeled parts. / 1 - Production planner reviews 9 36 None
at customers. Mislabeled carton. work orders. Work Instr.
Shippers pick list
- Parts are all - Customer rejection. 4 - Parts were not properly 1 - Production planner reviews 9 36 None
stuck together. Parts are not fit for use. orientated in carton work orders. Work Instr.
Shippers pick list
8 MOVE - Damage during - Mis-handling of material 6 - Lack of training 1 - Forklift training Training records / 8 48 None
Finished Goods movement certification
9 STORE - Damage during - Mis-handling of material 6 - Lack of training 1 - Forklift training Training records / 9 54 None
Finished Goods movement certification
- Stored in the wrong - Will not meet the customer's 7 - Lack of knowledge of 1 - Forklift training Training records / 9 63 None
location delivery storage location certification
10 DOCK AUDIT - Procedure not - Customer rejection 4 - Lack of interesting the 1 Dock Audit Sheet 9 36 None
followed correctly dock audit review
11 MOVE - Damage during - Mis-handling of material 6 - Lack of training 1 - Forklift training Training records / 8 48 None
Finished Goods movement certification
12 SHIPPING - Parts arrive at - Could cause some down 6 - Parts not cut/assembled on 1 - On time delivery policy. 9 54 None
customers late. time for customer. time. Trucking problem. Delivery tracking system.
Work order discrepency.
- Parts arrive at - Could cause a storage 2 - Work order discrepency. 1 - On time delivery policy. 9 18 None
customer too early. problem for customer. Shipping problem. Delivery tracking system.
- Parts arrive at - Customer rejection 5 - Parts were not loaded on 1 - Loading instructions, 9 45 None
customer damaged. truck properly. Cartons were packaging instructions
not sealed / packed correctly
Page 17 of 19
3.13.0 Findings, Analysis, Conclusions and Recommendations (FACR's)
FACR's are used for each individual tool, and each assigned application in the toolset. Generally these are associated with a specific
objective, although they may address more than one objective in the project. The goal is to determine how effectively the tool application
worked, and in what ways? Also, what was found when it was used, what could be concluded, and what was the recommendation based
on use? Note that rows can be added to (and inserted) and that a general summary statement should be added at the bottom of the
worksheetFACR's should be completed for all tools and all applications by all on the team, per the syllabus assignment rollout, although
Note that on this same page.
final compilation is assigned based on the team leader for a given tool or phase under construction. Iterations for different information
and/or data sets for the same application are intentionally to be configured as multiple sets of data for the same application, as a way to
"test" and/or further develop the application. It is also true that applications can be modified and improved as part of the work of the
team, if recommended by them.
All team members first use the application with the project and the tool, as a separate data set generated. After all on the team have used
the application, and posted in the appropriate thread area, one person on the team is assigned by the team leader to compile all of the
same applications. After all separate applications for a given tool are compiled, the team leader compiles all of these into the tool FACR
system as part of the grand portfolio compilation. As each tool is added and the toolset completed across the semester and course, these
are added, cumulatively.
Tool/App/
Team Mem Project Objective Analysis Method Findings Conclusion, Recommendation
Findings relate to how the
Each project objective is Analysis methods are application and tool were Conclusions are directly related Recommendations are based
shown in a similar manner, typically directly/specifically found to behave--did they to, and based on, the findings on analysis, findings and
as appropriate, and related to the nature of the work--and how well? and analysis method behaviors. conclusions logically derived
relationships to the tool and application and tool under Findings only reflect what Conclusions only reflect what based on the application to the
Explanation applications are addressed study, objectively analyzed was directly addressed, was directly addressed, objective, within the context of
and directions and explained objectively. discreetly, clearly, detailed. objectively. objectively. the tool. Objectivity………
The anlysis method was to Based on various iterations Conclusion drawn was that the
use the VSPC application as a it was found that the VSPC application appears to be Recommendation was to
Example Tool To reduce variation in the systematic approach, application was appropriate an appropriate data gathering continue to collect data and
__, VSPC, by J. ABC production system, gathering data iteratively to monitor the drill and monitoring system for pursue the systematic analysis
Doe and B. specifically at the ______ with each team member operation for continuous continuous improvement and for variation reduction and
Anybody. operation. filling a practice sheet. improvement. variation reduction. continuous improvement.
Name (s) shown at a row,
for Tool/App/Team Mem One indication that a team is
Rows are added by placing may be one person or working well together, all are Typically, the FACR will be
the cursar in the row desired Rows can be expanded for multiple's since, when "pulling their weight", will be several pages in length, all one
to be added to, and using the more verbage by going to the compiled, the information that all names are represented in worksheet, for a given tool,
General insert prompt above, row line at the left, under may be merged, greater as the total final tool compilation, addressing all applications for
information dragged down to rows. numbers of rows. sum, vs. individual. and all objectives are addressed. that tool.
FACR summary is a general statement which summarizes and overviews the more detailed overall listing of information from the FACR information
provided by all on the team. Main findings, analyses, conclusions and recommendations provided, and how this has impacted the project would be
FACR appropriate for the summary on each overall tool and/or application, depending on levels of significance afforded by team. The summary is usually best
Summary done by the team leader for that tool, based on compiled input and feedback from all on team.
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