In any improvement projects in any manufacturing firm, we follow a
certain rules and procedures in accomplishing this task. Several noted
proinciples in the improvement are Six Sigma, Lean Manufacturing, Total Productive Maintenance,
etc. This principles of project managements can be hard to follow and
may require many efforts and working hours to accomplished. Here is a
much simplier method in carrying out a project which can be done in no
time. A time tested technique referred to as the “FIVE STEP PATTERN”.
The sequential procedures of the Five Step Pattern are as follows:
Step 1: Pick a worthwhile project.
It’s not really that difficulty in looking for a worthwhile project.
One could start by examining areas where and when waste can be
eliminated. In selecting the project, one must be guided by certain
indicators to determine which project must be given priority attention. Some of these indicators are:
a. High Cost – where most money is spent. It may be here where greatest savings can be made.
b. Pressing Problem – where there is a known or
pressing problem which must be solved, such as:
bottlenecks/backlogs,
unsafe or hazardous practices, fatiguing job, time consuming operation,
too much waste or poor quality performance , and schedules not met.
c. Greatest Workload – the major work being done to accomplish the mission.
d. Constancy of Work – the anticipated time the work
will be done. Will it be for only few weeks? Months? There is no sense
improving a work then if it is only temporary and will last for about a
week only.
e. Number of persons assigned – where many worker are engaging in doing the work.
f. Skills Required – work that involved highly skilled people may require simplifying so that less skill persons can do it.
g. Unpleasant – work is undesirable because of extreme condition such as dust, noise, fumes, temperature, etc.
Step 2: Record the details.
Study how is done now (present method), record the details, break
the job down. This is the step of analysis which is an important part of
the scientific approach. Break the work down into a number of jobs,
then the jobs are broken down into a number of operations, and finally,
the operations into a number of movements. Various charting tools are
used to break the job down, starting with one that shows the overall
picture and following with more detailed charting tools as warranted.
Some of these charts in the order of breakdown are:
a. Flow Process Chart
b. Multi-Column Process Chart
c. Right and left hand Chart
The main point is : GET ALL THE FACTS and CHART THE DETAILS.
Step 3: Question the facts.
Having broken the work down, the third step is challenging the present method. In the challenging procedure, apply
the questions, WHY, WHAT, WHERE, WHEN, WHO, and HOW. The overall
question is WHY and in carrying out the questioning, asks WHY of each
factor. In other words WHY is asked of WHAT is being done; WHEN it is
being done, etc.
a. WHY. First ask why the whole job or process is
done at all. Just because a job is being done does not mean that it is
necessary. It may be possible to do away with the entire job. Not that
the question to ask here is “WHY IS IT NECESSARY?” not “IS IT NOT
NECESSARY?” Secondly, challenge each detail or step of the work in terms
of the question WHY. In other words, determine.
b. WHAT. Why it is necessary to do WHAT IS DONE? Is this the best method or step?
c. WHERE. Why do it WHERE it is being done? Could it
be done more economically somewhere else in the process? Could it be
done more easily or in less time by changing the location of the worker
or equipment? Consider location, distance traveled, machines,
supervision, possibilities for combining, etc.
d. WHEN. Why do it WHEN it is done? Is it the right
order in the operation? Would it be better to do it at some other time?
Consider sequence of operation and possibilities for combining.
e. WHO. WHY does this person do it? Or WHO does it and
WHY? Is the right person handling the work? Should it be assigned to
someone else? Does this special skills or trade knowledge? Male or female, young or old?
f. HOW. WHY do the work the way it is done? Have other methods been considered? What alternative
methods could be used? Is the method costly, time consuming, fatiguing?
Can the work be done easier, safer? Would different layout or equipment
help?
Step 4: Develop a better way.
When the whole work has been challenged and questioned in detail,
consider now the possible choices for improvement. The four possible
actions are:
a. Eliminate
b. Combine
c. Rearrange
d. Simplify
The first considered action is to eliminate. Ask if the entire job
can be eliminated. Once the entire task cannot be eliminated, attack it
by parts. Start with the first step or first operation and ask:
a. Can this step be eliminated? If no,
b. Can it be combined with other steps which come earlier or later to improve the flow of work?
c. Can it be rearranged or change to be done by someone else at another time, at another place?
d. Can the entire job or any step of the job be simplified to make it easier for the worker to do his tasks?
This sequence must be followed. First, try to eliminate the entire
job. Failing to do so, try to eliminate any part or as many parts as
possible. Combining often leads to further possible elimination. When
two operations are combined, the transportation, storage, delays,
inspections between the two are automatically eliminated. Combining also
leads into rearranging. It is possible to rearrange for better layout,
to better use available space, to provide better flow of work on
materials, to make better use of people. This development of a better
method requires a great deal of ingenuity, consultation with every one
affected to get their suggestions and then perhaps, a trial run of the
various ideas proposed to see which work best.
Step 5: Install the new method.
When a new method is developed, a number of people have to be convinced that the proposal is sound. And in this entire one will find the following obstacle on the way:
a. Resistance to change – things outside the
person’s normal experience he cannot accept. There is the desired to be
undisturbed; to let things ran as they are.
b. Complacency – the feeling of satisfaction with the present. “What we have today is the best.”
Resistance to change can be overcome if people understand the
change, the reasons for it, the benefits and most of all if they
participate in the programs. If they don’t understand, they can do great
harm to the success of the new method.
The “Five Step Pattern” will guide you in doing the right project in
any given situation. All you need to do is your analytical thinking
skills and with some effort, you will accomplish whatever project you
intend to do in no time.
Thursday, September 22, 2011
Thursday, June 25, 2009
Introduction to 7 QC tools
In any manufacturing firm, 7 QC tools is a very powerful tool is used to gather data and presentation in order to know the actual status of each and every station of the production. The result of this is very critical on the day to day operation of the company.
1.CHECKSHEET.
It is data as written or printed in paper, tabulated in a way that all one has to do is to place checkmarks. The purpose of check sheet is to make data gathering easy, speeds up the collection process, makes an idea more adaptable to comparisons and analysis, and to be able to arrange data systematically. There are three kinds of check sheet used in data gathering; first is the Defective Item Check sheet which simply used as recording to highlight the various defect types involved and its corresponding percentage. Second is the Defect Location Check sheet and is commonly known as the “Mapping technique” where defect occurrences are illustrated. And lastly, is the Defect Cause Check sheet which attempts to link cause and effect.
When making a good check sheet, remember the following tips:
a.Set the purpose and goal for the check sheet.
b.Examine what areas should be well understood, and make a list of things to check.
c.Sketch a format of your check sheet.
d.Record your data and create your check sheet.
e. Take your check sheet to the site and check whether it is providing the kind of results you want and whether data recording is easy.
f.Make improvements in your check sheet as necessary.
g.Try changing the items to be checked and the arrangement of those items in the check sheet.
h.Make a graph for easy understanding.
i.Try varying the order of the items to be filled in.
j.Make “Total” and “Percentage” columns.
k.Keep revising and improving your check sheet.
In addition, one must pay attention on the proper reading and interpretations of check sheet as follows:
a.Pay particular attention to irregular data and irregular conditions.
b.Cross-check items in separate categories.
c.Take prompt action on information taken from the check sheet
d.Look at the overall picture and note how things are changing over time.
2.CAUSE & EFFECT DIAGRAM (also known as Fish-bone or Ishikawa Diagram)
A graphical way of analyzing problems or defects and the causes that contributes to them. It is a written chart that uses arrows to indicate the relationship between the effects that are the result of work and the causal factors that bring about these effects. The main purpose of a Cause and Effect Diagram is to provide a clear understanding of the potential origins of a given problem and indicate what strategies might be effective in countering the principle causes of the problem.
To make an effective Cause and Effect Diagram, remember the following tips:
a.Clarify the overall goal of the diagram then determine and name the “effect.”
b.Describe the “effect” on the right hand side, and then draw the “Backbone” running from the left.
c.Major categories of causes appear on the diagram as “Big bones.” These function as headings for more specific factors.
d.For each primary element, think of all the factors which affect the larger element and draw them as “small bone.”
e.Double check to make sure all possible factors are included or mistakenly recorded.
f.Encircle the factor appearing repeatedly is of greatest importance. This should be agreed upon by all the team members.
When using a Cause and Effect Diagram, express effect numerically where possible and make the diagram a dialogue for the team. And don’t forget to search constantly for the answer to the question “WHY?”
3.PARETO DIAGRAM
This is a simple graph showing percentage of each category of the data collected. The sum of the percentage of all the categories is 100%. A special form of a vertical bar graph which helps us determines which problem to solve in what order. The Pareto Diagram uses the “Vital Few and Trivial Many Concept”, that is predicted on the assumption that approximately 80% of a system is due to 20% of the variables affecting the system. Therefore, one must concentrate problem solving efforts on the vital causes (20%) accounting for the majority (80%) of the effects. The Pareto diagram tells us where we ought to begin to make changes for quality improvement and how effective those changes will be, in other words, what we can expect as a result.
In making a Pareto Diagram, remember the following tips:
a.Decide on a data gathering method and collection period.
b.Classify according to type of cause or type of content to allow easy analysis.
c.Arrange headings from most data to least. Keep a cumulative total of each data.
d.Draw vertical and horizontal axes on your graph and add data counting scale on the vertical axis.
e.Represent the number by means of a bar descending from left to right. Make the bars in the graph the same width and leave no spaces between bars.
f.Use the cumulative figure to make a cumulative data curve. Begin by marking a point on the upper right corner of the 1st bar until your reach the last bar.
g.Fill in the title of the Pareto diagram.
Additional tips in making a Pareto Diagram:
h.Rather than make a Pareto diagram arranged according to defect, construct a graph classified according to cause of defect so that you can relate it more easily to eliminate the cause of the defect.
i.Display your vertical axis showing the monetary value, you will get a better understanding of which improvements will lead to what cost reduction your real problems are more likely get from this technique.
j.Scrutinize from a number of different sides and then try changing your classification method. Make sure that scales of before and after improvement match.
4.HISTOGRAM
Histogram is a special bar graph that shows how our data is distributed. It reveals the amount of variation in our process. To contract a Histogram, follow the tips below:
a.Gather data at least 50 using a data sheet.
b.Determine the Range, R = H – L.
c.Determine the class number, K.
d.Determine the class width, CW = R/K.
e.Construct the fdt, frequency distribution table.
f.Construct the Histogram
5.STRATIFICATION
It is a process of classifying data into subgroups based on categories and characteristics. It helps analyze cases in which data actually masks the real facts. It aims to breaks down single numbers into meaningful categories or classifications in order to focus on the corrective action.
There are several ways to stratify your data:
a.Splitting, ex. is split girls from boys.
b. Dividing, ex. divide the group into 4
c.Organizing, ex. organize according to position
d.Sorting, ex. sort according to ID number
e.Grouping, ex. group according to departments
f.Classifying, ex. classify according to nationality
g.Pigeon holing, ex. according to region
h.Characterizing, ex. according to type
6.SCATTER DIAGRAM (Also known as Correlation diagram)
It displays the relationship between two kinds of data by plotting points from horizontal and vertical axes. The purpose of making a Correlation Diagram is for investigating whether sets of paired data are related, and if they are, what should be done to put given characteristics within the standard range.
In making a Correlation Diagram, follow these steps:
a.Collect 50 to 100 paired samples of data that you think may be related. Contract a data sheet based on the paired samples of data.
b.Plot data on the diagram. Make a rough sketch of your graph to get an idea of the general shape and the balance between the X and Y axes.
c.Always put the cause on the horizontal and the effects on the vertical.
d.Try inserting divisions and assigning a color code to point from different divisions.
In reading a scatter diagram, make sure that when an irregular point appears, the team should be able to investigate its cause.
7.GRAPHS
A graph is a diagram that represents data in summarized form. Its purpose is to show comparison between 2 or more variables, enable reader to understand information more quickly and to provide impact during presentation. In general, there are five types of graph:
a.Area Graph is use to explains the comparison of data by area which is represented by a circle, square or rectangular form and should be limited to four or five categories.
b.Line Graph is used to present the trend of values which are time bounded. The Y-axis represents the varying value while x-axis for time scale.
c.Bar graph is used to compare length of the bars based on the quantified number of units measured. For easier comparisons, largest to smallest bar sequence is recommended.
d.Word graph uses pictures and words to characterize condition.
e.Pictorial graph uses symbols to give actual data given emphasis.
1.CHECKSHEET.
It is data as written or printed in paper, tabulated in a way that all one has to do is to place checkmarks. The purpose of check sheet is to make data gathering easy, speeds up the collection process, makes an idea more adaptable to comparisons and analysis, and to be able to arrange data systematically. There are three kinds of check sheet used in data gathering; first is the Defective Item Check sheet which simply used as recording to highlight the various defect types involved and its corresponding percentage. Second is the Defect Location Check sheet and is commonly known as the “Mapping technique” where defect occurrences are illustrated. And lastly, is the Defect Cause Check sheet which attempts to link cause and effect.
When making a good check sheet, remember the following tips:
a.Set the purpose and goal for the check sheet.
b.Examine what areas should be well understood, and make a list of things to check.
c.Sketch a format of your check sheet.
d.Record your data and create your check sheet.
e. Take your check sheet to the site and check whether it is providing the kind of results you want and whether data recording is easy.
f.Make improvements in your check sheet as necessary.
g.Try changing the items to be checked and the arrangement of those items in the check sheet.
h.Make a graph for easy understanding.
i.Try varying the order of the items to be filled in.
j.Make “Total” and “Percentage” columns.
k.Keep revising and improving your check sheet.
In addition, one must pay attention on the proper reading and interpretations of check sheet as follows:
a.Pay particular attention to irregular data and irregular conditions.
b.Cross-check items in separate categories.
c.Take prompt action on information taken from the check sheet
d.Look at the overall picture and note how things are changing over time.
2.CAUSE & EFFECT DIAGRAM (also known as Fish-bone or Ishikawa Diagram)
A graphical way of analyzing problems or defects and the causes that contributes to them. It is a written chart that uses arrows to indicate the relationship between the effects that are the result of work and the causal factors that bring about these effects. The main purpose of a Cause and Effect Diagram is to provide a clear understanding of the potential origins of a given problem and indicate what strategies might be effective in countering the principle causes of the problem.
To make an effective Cause and Effect Diagram, remember the following tips:
a.Clarify the overall goal of the diagram then determine and name the “effect.”
b.Describe the “effect” on the right hand side, and then draw the “Backbone” running from the left.
c.Major categories of causes appear on the diagram as “Big bones.” These function as headings for more specific factors.
d.For each primary element, think of all the factors which affect the larger element and draw them as “small bone.”
e.Double check to make sure all possible factors are included or mistakenly recorded.
f.Encircle the factor appearing repeatedly is of greatest importance. This should be agreed upon by all the team members.
When using a Cause and Effect Diagram, express effect numerically where possible and make the diagram a dialogue for the team. And don’t forget to search constantly for the answer to the question “WHY?”
3.PARETO DIAGRAM
This is a simple graph showing percentage of each category of the data collected. The sum of the percentage of all the categories is 100%. A special form of a vertical bar graph which helps us determines which problem to solve in what order. The Pareto Diagram uses the “Vital Few and Trivial Many Concept”, that is predicted on the assumption that approximately 80% of a system is due to 20% of the variables affecting the system. Therefore, one must concentrate problem solving efforts on the vital causes (20%) accounting for the majority (80%) of the effects. The Pareto diagram tells us where we ought to begin to make changes for quality improvement and how effective those changes will be, in other words, what we can expect as a result.
In making a Pareto Diagram, remember the following tips:
a.Decide on a data gathering method and collection period.
b.Classify according to type of cause or type of content to allow easy analysis.
c.Arrange headings from most data to least. Keep a cumulative total of each data.
d.Draw vertical and horizontal axes on your graph and add data counting scale on the vertical axis.
e.Represent the number by means of a bar descending from left to right. Make the bars in the graph the same width and leave no spaces between bars.
f.Use the cumulative figure to make a cumulative data curve. Begin by marking a point on the upper right corner of the 1st bar until your reach the last bar.
g.Fill in the title of the Pareto diagram.
Additional tips in making a Pareto Diagram:
h.Rather than make a Pareto diagram arranged according to defect, construct a graph classified according to cause of defect so that you can relate it more easily to eliminate the cause of the defect.
i.Display your vertical axis showing the monetary value, you will get a better understanding of which improvements will lead to what cost reduction your real problems are more likely get from this technique.
j.Scrutinize from a number of different sides and then try changing your classification method. Make sure that scales of before and after improvement match.
4.HISTOGRAM
Histogram is a special bar graph that shows how our data is distributed. It reveals the amount of variation in our process. To contract a Histogram, follow the tips below:
a.Gather data at least 50 using a data sheet.
b.Determine the Range, R = H – L.
c.Determine the class number, K.
d.Determine the class width, CW = R/K.
e.Construct the fdt, frequency distribution table.
f.Construct the Histogram
5.STRATIFICATION
It is a process of classifying data into subgroups based on categories and characteristics. It helps analyze cases in which data actually masks the real facts. It aims to breaks down single numbers into meaningful categories or classifications in order to focus on the corrective action.
There are several ways to stratify your data:
a.Splitting, ex. is split girls from boys.
b. Dividing, ex. divide the group into 4
c.Organizing, ex. organize according to position
d.Sorting, ex. sort according to ID number
e.Grouping, ex. group according to departments
f.Classifying, ex. classify according to nationality
g.Pigeon holing, ex. according to region
h.Characterizing, ex. according to type
6.SCATTER DIAGRAM (Also known as Correlation diagram)
It displays the relationship between two kinds of data by plotting points from horizontal and vertical axes. The purpose of making a Correlation Diagram is for investigating whether sets of paired data are related, and if they are, what should be done to put given characteristics within the standard range.
In making a Correlation Diagram, follow these steps:
a.Collect 50 to 100 paired samples of data that you think may be related. Contract a data sheet based on the paired samples of data.
b.Plot data on the diagram. Make a rough sketch of your graph to get an idea of the general shape and the balance between the X and Y axes.
c.Always put the cause on the horizontal and the effects on the vertical.
d.Try inserting divisions and assigning a color code to point from different divisions.
In reading a scatter diagram, make sure that when an irregular point appears, the team should be able to investigate its cause.
7.GRAPHS
A graph is a diagram that represents data in summarized form. Its purpose is to show comparison between 2 or more variables, enable reader to understand information more quickly and to provide impact during presentation. In general, there are five types of graph:
a.Area Graph is use to explains the comparison of data by area which is represented by a circle, square or rectangular form and should be limited to four or five categories.
b.Line Graph is used to present the trend of values which are time bounded. The Y-axis represents the varying value while x-axis for time scale.
c.Bar graph is used to compare length of the bars based on the quantified number of units measured. For easier comparisons, largest to smallest bar sequence is recommended.
d.Word graph uses pictures and words to characterize condition.
e.Pictorial graph uses symbols to give actual data given emphasis.
Job Hazard Analysis
If you have at least 20 employees in your company, it is a requirement that you have a Safety and Health Program in-place. One of this Health and Safety programs might be related to Job Hazard Analysis (JHA). The purpose of Job Hazard Analysis is to identify the hazards or potential accidents associated with each step of a job. It develops precautions that will eliminate or guard against the hazards or potential accidents on each job. And provide an up-to-date safe job procedure for training purposes and it will be your guide for the enforcement of safe work practices.
Each job step should be checked with the hazards relating to the work area, materials handled, machines or equipment, tools and work practices. Typical Questions to consider while conducting a JHA are as follows:
Physical action or employee ergonomics
1.Excessive force required?
2.Awkward or unstable position necessary?
3.Repetitive motion involved?
4.Simultaneous actions required?
5.Specific sequence of action necessary?
6.Lifting, pushing, or pulling involved?
Materials used for the job
1.Toxic?
2.Flammable? or
3.Combustible?
4.Heavy?
5.Difficult to move?
Equipment
1.Unguarded moving parts?
2.Interlocks required?
3.Emergency switches accessible?
Conditions of the work place
1.Adequate lighting?
2.Temperature extreme?
3.Excessive noise?
In developing an effective JHA, there are three basic steps: Break down the job into its basic steps; Identify the hazards that are present in each of the steps; and Develop controls for all hazards that had been identified. To elaborate further, consider this inputs on the three steps :
FIRST STEP.
•Determine the jobs to be analyzed by studying past safety performances.
•Frequency of minor injuries.
•Frequency of disabling injuries.
•Potentially serious accidents causing damage to equipment but not resulting in injuries to workers.
•JHA should be made on any new jobs before the jobs are performed.
•JHA then will be a valuable tool in breaking in workers on the new job.
•Organize in natural order each basic step of the job.
•Describe what is done in each basic step.
•Begin each step with an action work, e.g. remove, place, fill.
•Each basic step is a generalization. Details must be omitted.
•Too much detail will make the job monumental.
•Too little detail will omit natural steps in the breakdown.
NOTE: It is important that each natural step of the job be described. Only then can we concentrate on looking for all hazards associated with a particular job.
CAUTION: An overlooked natural step could mean an overlooked hazard.
SECOND STEP.
•Identifying hazards and potential accidents.
•Identify hazards relating to job environment and job procedure.
•Observe each step with objective of making that specific step safer and more efficient.
•Pay particular attention to those basic steps where a man can be struck by objects or caught in, or between anything, fall or expose himself to gas, heat, radiation, etc.
NOTE: Devote full attention to identifying the hazards and potential accidents. Forget about the safety precautions until all hazards have been identified.
THIRD STEP. Institute ways to eliminate hazards and potential accidents.
•Develop a better way to do the job.
•Review carefully the possibility of changing the job procedure.
•Suggest environmental changes if changing job procedure is not adequate.
•Eliminate the frequency with which job must be done by instituting new methods or ways of doing things.
•Check precautions recommended by re-observing the job and specify the necessary protective equipment required.
In doing so, your company will not only fulfill its Health and Safety program but will benefit a lot to it.It provided an avenue for good worker safety contact. Be able to train workers in safe & efficient procedures. Be able to develop improved job methods. JHA makes job as safe as possible and able to develop methods of uncovering work hazards which inadvertently created in the process of changing equipment and/or procedures.
Further readings including sample forms used for developing JHA can be found on the following websites:
http://www.osha.gov/Publications/osha3071.pdf
http://www.ccohs.ca/oshanswers/hsprograms/job-haz.html
http://smad-ext.grc.nasa.gov/gso/manual/chapter_33.pdf
http://www.safetyworksmaine.com/safe_workplace/safety_management/hazard_analysis.html
Each job step should be checked with the hazards relating to the work area, materials handled, machines or equipment, tools and work practices. Typical Questions to consider while conducting a JHA are as follows:
Physical action or employee ergonomics
1.Excessive force required?
2.Awkward or unstable position necessary?
3.Repetitive motion involved?
4.Simultaneous actions required?
5.Specific sequence of action necessary?
6.Lifting, pushing, or pulling involved?
Materials used for the job
1.Toxic?
2.Flammable? or
3.Combustible?
4.Heavy?
5.Difficult to move?
Equipment
1.Unguarded moving parts?
2.Interlocks required?
3.Emergency switches accessible?
Conditions of the work place
1.Adequate lighting?
2.Temperature extreme?
3.Excessive noise?
In developing an effective JHA, there are three basic steps: Break down the job into its basic steps; Identify the hazards that are present in each of the steps; and Develop controls for all hazards that had been identified. To elaborate further, consider this inputs on the three steps :
FIRST STEP.
•Determine the jobs to be analyzed by studying past safety performances.
•Frequency of minor injuries.
•Frequency of disabling injuries.
•Potentially serious accidents causing damage to equipment but not resulting in injuries to workers.
•JHA should be made on any new jobs before the jobs are performed.
•JHA then will be a valuable tool in breaking in workers on the new job.
•Organize in natural order each basic step of the job.
•Describe what is done in each basic step.
•Begin each step with an action work, e.g. remove, place, fill.
•Each basic step is a generalization. Details must be omitted.
•Too much detail will make the job monumental.
•Too little detail will omit natural steps in the breakdown.
NOTE: It is important that each natural step of the job be described. Only then can we concentrate on looking for all hazards associated with a particular job.
CAUTION: An overlooked natural step could mean an overlooked hazard.
SECOND STEP.
•Identifying hazards and potential accidents.
•Identify hazards relating to job environment and job procedure.
•Observe each step with objective of making that specific step safer and more efficient.
•Pay particular attention to those basic steps where a man can be struck by objects or caught in, or between anything, fall or expose himself to gas, heat, radiation, etc.
NOTE: Devote full attention to identifying the hazards and potential accidents. Forget about the safety precautions until all hazards have been identified.
THIRD STEP. Institute ways to eliminate hazards and potential accidents.
•Develop a better way to do the job.
•Review carefully the possibility of changing the job procedure.
•Suggest environmental changes if changing job procedure is not adequate.
•Eliminate the frequency with which job must be done by instituting new methods or ways of doing things.
•Check precautions recommended by re-observing the job and specify the necessary protective equipment required.
In doing so, your company will not only fulfill its Health and Safety program but will benefit a lot to it.It provided an avenue for good worker safety contact. Be able to train workers in safe & efficient procedures. Be able to develop improved job methods. JHA makes job as safe as possible and able to develop methods of uncovering work hazards which inadvertently created in the process of changing equipment and/or procedures.
Further readings including sample forms used for developing JHA can be found on the following websites:
http://www.osha.gov/Publications/osha3071.pdf
http://www.ccohs.ca/oshanswers/hsprograms/job-haz.html
http://smad-ext.grc.nasa.gov/gso/manual/chapter_33.pdf
http://www.safetyworksmaine.com/safe_workplace/safety_management/hazard_analysis.html
Introduction to Six Sigma
If you never sorted out parts to fulfill the specification limits. If you never lamented about too many failures, reworks and checks. If you never forced to manufacture a product outside the process capability. If you never discussed about late payments, wrong invoices, delayed shipments, too less or too many items produced. And, if you never identified a cost reduction opportunity which you could not realize, then probably you have already implemented LEAN SIX SIGMA.
Six Sigma is a company-wide management strategy for the improvement of process performance with the objective of improving quality and productivity to satisfy customer demands and reduce cost. (S.Park, Six Sigma for Quality and Productivity, APO, 2003)
It is a program aimed at the near-elimination of defects from every product, process and transaction. (R. Tompkins, GE beats 13% rise, Financial Times, 1997)
A strategic initiative to boost profitability, increase market share and improve customer satisfaction through statistical tools that can lead to breakthrough quantum gains in quality. (M.J. Harry, The Vision of Six Sigma, Tri-Star, 1998)
Therefore, Six Sigma is a gauge of quality and efficiency, and a measure of excellence. It means delivering top quality services and products while virtually eliminating all internal inefficiencies. It is a process quality goal that comes out of statistical probability measurement and process capability technique. Six Sigma organizations produce not only excellent products but maintain highly efficient production and administration systems that work effectively with company’s entire set of processes, including support, purchasing, human resources and customer service.
The term Six Sigma is taken from a letter in the Greek alphabet and is used in statistics as a measure of variation. Six Sigma Quality is a term used generally to indicate that a process is well-controlled. The term is usually associated with Motorola, which named one of its key operational initiatives “Six Sigma Quality”. (ASQ’s Online Glossary)
Sigma, as a statistical term, measures how far a given process characteristic deviates from perfection. The central idea behind Six Sigma is that if you can measure how many “defects” you have in a process, you can systematically figure out how to eliminate them and get as close to “zero defects” as possible. The statistical representation of Six Sigma describes quantitatively how a process is performing. To achieve Six Sigma, a process must not produce more than 3.4 defects per million opportunities. A Six Sigma defect is defined as anything outside of customer specifications. A Six Sigma opportunity is the total quantity of chances for a defect.
The DMAIC cycle is followed for every implementation of a Six Sigma.
D-define. Description of the project including scope, goal and boundaries. Key metrics and defined financial improvements will be used to describe the project goal. Development of a project strategy. Choosing the correct Team Leader (Green Belter) and members (Yellow Belters).
M-measure. Is an evaluation of the current process. Documentation of all results (Outputs) and all factors (Inputs). Also, the capability definition of the measurement system and the process.
A-analyze. Application of a several analyzing tools such as Cause & Effect Matrix, a FMEA, Pareto or variance analysis to evaluate the importance of each input. Should be able to narrow down the root cause/s for the defect occurrences.
I-improve. Collection, prioritizing and validation of improvement opportunities. Improvement for optimum or robustness of the process or equipment.
C-control. Implementation of effective steps to sustain the achieved improvements such as control plans, FMEA and visual diagrams. It should be associated with process review for long term stability.
Implementing Six Sigma manufacturing means more than delivering products without defects, it means eliminating almost all defects, rework and scrap. It includes operating processes under statistical control, controlling input variables, rather than inspecting for defects at the end of the process, and it means maximizing equipment uptime and optimizing cycle time.
Six Sigma is a company-wide management strategy for the improvement of process performance with the objective of improving quality and productivity to satisfy customer demands and reduce cost. (S.Park, Six Sigma for Quality and Productivity, APO, 2003)
It is a program aimed at the near-elimination of defects from every product, process and transaction. (R. Tompkins, GE beats 13% rise, Financial Times, 1997)
A strategic initiative to boost profitability, increase market share and improve customer satisfaction through statistical tools that can lead to breakthrough quantum gains in quality. (M.J. Harry, The Vision of Six Sigma, Tri-Star, 1998)
Therefore, Six Sigma is a gauge of quality and efficiency, and a measure of excellence. It means delivering top quality services and products while virtually eliminating all internal inefficiencies. It is a process quality goal that comes out of statistical probability measurement and process capability technique. Six Sigma organizations produce not only excellent products but maintain highly efficient production and administration systems that work effectively with company’s entire set of processes, including support, purchasing, human resources and customer service.
The term Six Sigma is taken from a letter in the Greek alphabet and is used in statistics as a measure of variation. Six Sigma Quality is a term used generally to indicate that a process is well-controlled. The term is usually associated with Motorola, which named one of its key operational initiatives “Six Sigma Quality”. (ASQ’s Online Glossary)
Sigma, as a statistical term, measures how far a given process characteristic deviates from perfection. The central idea behind Six Sigma is that if you can measure how many “defects” you have in a process, you can systematically figure out how to eliminate them and get as close to “zero defects” as possible. The statistical representation of Six Sigma describes quantitatively how a process is performing. To achieve Six Sigma, a process must not produce more than 3.4 defects per million opportunities. A Six Sigma defect is defined as anything outside of customer specifications. A Six Sigma opportunity is the total quantity of chances for a defect.
The DMAIC cycle is followed for every implementation of a Six Sigma.
D-define. Description of the project including scope, goal and boundaries. Key metrics and defined financial improvements will be used to describe the project goal. Development of a project strategy. Choosing the correct Team Leader (Green Belter) and members (Yellow Belters).
M-measure. Is an evaluation of the current process. Documentation of all results (Outputs) and all factors (Inputs). Also, the capability definition of the measurement system and the process.
A-analyze. Application of a several analyzing tools such as Cause & Effect Matrix, a FMEA, Pareto or variance analysis to evaluate the importance of each input. Should be able to narrow down the root cause/s for the defect occurrences.
I-improve. Collection, prioritizing and validation of improvement opportunities. Improvement for optimum or robustness of the process or equipment.
C-control. Implementation of effective steps to sustain the achieved improvements such as control plans, FMEA and visual diagrams. It should be associated with process review for long term stability.
Implementing Six Sigma manufacturing means more than delivering products without defects, it means eliminating almost all defects, rework and scrap. It includes operating processes under statistical control, controlling input variables, rather than inspecting for defects at the end of the process, and it means maximizing equipment uptime and optimizing cycle time.
Saturday, June 20, 2009
Ergonomics defined
Ergonomics is the science of fitting workplace conditions and job demands to the capabilities of employees. Ergonomic principles are used to improve the "fit" between the worker and the workplace. A practical approach to Ergonomics considers the match between the person, the equipment they use the work processes and the work environment. A person's capabilities, physical attributes and work habits must be recognized to improve ergonomic factors in the workplace.
Before going further, let's have some facts. Did you know that 95% of all office workers use personal computers? In year 2000 alone work related musculoskeletal disorders (MSD's) reached one million cases. Carpal Tunnel Syndrome comprises 15% of all workplace injuries and women outnumbered men 3 to 1sustaining Carpal Tunnel Syndrome.
Therefore, it is very important to know the basic principles behind the proper Ergonomics for each and every worker. Implementing a good ergonomic program in offices and workplace decreases injuries, illness and worker's compensation cost. It increases the efficiency at work and increased the worker's well being. And it also decreases the absenteeism rate and turnover. Which in turn, it increases the worker's morale.
Some common ergonomic related injuries include CTD's (cumulative trauma disorders), RSI's (repetitive stress injuries) and RMI's (repetitive motion injuries). All of these injuries are considered as MSD's (musculoskeletal disorders) which affects the muscles, tendons, nerves, joints and spinal disks. Common types of MSD's include Tendonitis, Carpal Tunnel Syndrome, Tennis Elbow, Neck and Back injuries, Strains/Sprains, Bursitis, Thoracic Outlet Syndrome and Trigger finger.
It is therefore important to identifying common risk factors, conditions or circumstances that increase the chances of developing a MSD. The likelihood of developing an injury is dependent on the frequency and duration of exposure to risk factors. Both occupational and personal risk factors can affect an individuals well being at home or work.
REPETITION. Occurs when the same or similar movements are performed frequently. Repetition can also occur when different tasks are performed if those tasks have the same movements. Injury may result from repetition when the tissues do not have adequate time to recover. FORCE. Force is the amount of physical effort required by a person to do a task or maintain control of tools or equipment. A pinch grip produces 3-5 times more force on the tendons in the wrist than a grip with the whole hand. With excessive force the muscles are contracting much harder than normal, this can lead to stress on the muscles, tendons and joints. AWKWARD POSTURE. Awkward posture is a deviation from the "neutral" body position. A "neutral" body position is safest and most efficient position in which to work.
Awkward posture puts stress on muscles, tendons and joints. STATIC POSTURE. Static posture occurs when one position is held for a prolonged period of time. The muscles will become fatigued from a lack of blood flow during a static posture. This fatigue can lead to discomfort and even injury. CONTACT STRESS. Contact stress is caused by any sharp or hard object putting localized pressure on a part of the body. Contact stress will irritate local tissues and interfere with circulation and nerve function. Other factors includes Temperature extremes, Vibration, and psycho social interaction
By applying ergonomic principles in the office setting, risk factors are minimized, productivity is increased, and overall workplace quality is improved.The workstation must be adjusted to promote a neutral position while a person works. When adjusting a workstation, keep in mind that all of the equipment interacts.Making one adjustment may alter another. A simple workstation adjustment may include the adjustment of the chair, reach and focal requirements.It is also important to adjust the environment settings such as lighting, noise and temperature.
Also, by applying ergonomic principles in industrial settings, a safer, healthier and more productive work environment can be developed employees and employers need to know how to minimize risk factors by choosing the best tools and work techniques for a given task. Common examples for this is that the base of support for all the equipment must be considered and the placing the equipment and materials to appropriate area. It is also important to consider the appropriate initial design of the work station or work area or improving the design of the existing work area or equipment.
When Ergonomics are improved in the workplace, workers tend to "work smarter, not harder". And quality, comfort and safety make them more productive and happy people.
Stay Healthy and Safe, Take action!
Before going further, let's have some facts. Did you know that 95% of all office workers use personal computers? In year 2000 alone work related musculoskeletal disorders (MSD's) reached one million cases. Carpal Tunnel Syndrome comprises 15% of all workplace injuries and women outnumbered men 3 to 1sustaining Carpal Tunnel Syndrome.
Therefore, it is very important to know the basic principles behind the proper Ergonomics for each and every worker. Implementing a good ergonomic program in offices and workplace decreases injuries, illness and worker's compensation cost. It increases the efficiency at work and increased the worker's well being. And it also decreases the absenteeism rate and turnover. Which in turn, it increases the worker's morale.
Some common ergonomic related injuries include CTD's (cumulative trauma disorders), RSI's (repetitive stress injuries) and RMI's (repetitive motion injuries). All of these injuries are considered as MSD's (musculoskeletal disorders) which affects the muscles, tendons, nerves, joints and spinal disks. Common types of MSD's include Tendonitis, Carpal Tunnel Syndrome, Tennis Elbow, Neck and Back injuries, Strains/Sprains, Bursitis, Thoracic Outlet Syndrome and Trigger finger.
It is therefore important to identifying common risk factors, conditions or circumstances that increase the chances of developing a MSD. The likelihood of developing an injury is dependent on the frequency and duration of exposure to risk factors. Both occupational and personal risk factors can affect an individuals well being at home or work.
REPETITION. Occurs when the same or similar movements are performed frequently. Repetition can also occur when different tasks are performed if those tasks have the same movements. Injury may result from repetition when the tissues do not have adequate time to recover. FORCE. Force is the amount of physical effort required by a person to do a task or maintain control of tools or equipment. A pinch grip produces 3-5 times more force on the tendons in the wrist than a grip with the whole hand. With excessive force the muscles are contracting much harder than normal, this can lead to stress on the muscles, tendons and joints. AWKWARD POSTURE. Awkward posture is a deviation from the "neutral" body position. A "neutral" body position is safest and most efficient position in which to work.
Awkward posture puts stress on muscles, tendons and joints. STATIC POSTURE. Static posture occurs when one position is held for a prolonged period of time. The muscles will become fatigued from a lack of blood flow during a static posture. This fatigue can lead to discomfort and even injury. CONTACT STRESS. Contact stress is caused by any sharp or hard object putting localized pressure on a part of the body. Contact stress will irritate local tissues and interfere with circulation and nerve function. Other factors includes Temperature extremes, Vibration, and psycho social interaction
By applying ergonomic principles in the office setting, risk factors are minimized, productivity is increased, and overall workplace quality is improved.The workstation must be adjusted to promote a neutral position while a person works. When adjusting a workstation, keep in mind that all of the equipment interacts.Making one adjustment may alter another. A simple workstation adjustment may include the adjustment of the chair, reach and focal requirements.It is also important to adjust the environment settings such as lighting, noise and temperature.
Also, by applying ergonomic principles in industrial settings, a safer, healthier and more productive work environment can be developed employees and employers need to know how to minimize risk factors by choosing the best tools and work techniques for a given task. Common examples for this is that the base of support for all the equipment must be considered and the placing the equipment and materials to appropriate area. It is also important to consider the appropriate initial design of the work station or work area or improving the design of the existing work area or equipment.
When Ergonomics are improved in the workplace, workers tend to "work smarter, not harder". And quality, comfort and safety make them more productive and happy people.
Stay Healthy and Safe, Take action!
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