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In this file, you can ref useful information about lean quality management system such as lean
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In other words, the quality systems have reached their point of diminishing returns. The company
may consequently want to start focusing on lean initiatives independent of its QMS. However,
this would require additional resources, since maintaining a robust, compliant quality
management system is still resource intensive.
Rather than getting lean, some companies will hit a point where their energy is used to sugar-coat
any vulnerable areas in order to deter an auditor and maintain compliance. Sometimes this
annoys people and leads them to believe that the ISO systems do nothing more than create an
extra burden of useless paperwork.
To help people focus on improvements with the greatest return, as president of ProMold Plastics
in Portland, Conn. (promoldplastics.com), I developed a system called Lean Compliance. This
system allows an organization to focus its lean initiatives in a way that also improves its quality
management system. Lean compliance looks at all your QMS procedures and assesses each one,
then determines a value for prioritizing which procedures need the most attention. The
assessment is based upon the following properties:
Compliance: How robust is the procedure? Can it withstand an audit without a problem?
Efficiency: How efficient is this procedure? Does it rely on many people and take an extended
amount of time to execute properly? Is it too dependent on one person to make sure it is executed
properly, thereby creating a bottleneck?
Effectiveness: How critical is this procedure to your operation? Is it creating as much value as it
should for your organization? How important is it to your companys success? Is it necessary to
satisfy any of your customers requirements?
As a result of this process, ProMold so far has identified opportunities for eliminating waste in
approximately 50% of its documentation and administration, allowing managers to put their
focus back on product quality, throughput efficiency, and customer support.
EDITORS NOTE: This article was authored by Rick Puglielli, president of 45-year-old custom
molder ProMold Plastics. In 2008 he completed the plant design and lean workflow layout for a
new, 40,000-ft, world-class manufacturing facility.
==================
1. Check sheet
2. Control chart
Control charts, also known as Shewhart charts
(after Walter A. Shewhart) or process-behavior
charts, in statistical process control are tools used
to determine if a manufacturing or business
process is in a state of statistical control.
If analysis of the control chart indicates that the
process is currently under control (i.e., is stable,
with variation only coming from sources common
to the process), then no corrections or changes to
process control parameters are needed or desired.
3. Pareto chart
5.Ishikawa diagram
Ishikawa diagrams (also called fishbone diagrams,
herringbone diagrams, cause-and-effect diagrams, or
Fishikawa) are causal diagrams created by Kaoru
Ishikawa (1968) that show the causes of a specific event.
[1][2] Common uses of the Ishikawa diagram are product
design and quality defect prevention, to identify potential
factors causing an overall effect. Each cause or reason for
imperfection is a source of variation. Causes are usually
grouped into major categories to identify these sources of
variation. The categories typically include
People: Anyone involved with the process
Methods: How the process is performed and the
specific requirements for doing it, such as policies,
procedures, rules, regulations and laws
Machines: Any equipment, computers, tools, etc.
required to accomplish the job
Materials: Raw materials, parts, pens, paper, etc.
used to produce the final product
Measurements: Data generated from the process
that are used to evaluate its quality
Environment: The conditions, such as location,
time, temperature, and culture in which the process
operates
6. Histogram method