Business Operating System B. O. S. Business Operating System Who does the BOS charting on a Line? Who should do it? The operators. Why do we do a BOS chart? Does it always have to be on quality matters? It should be on an item that is critical to that cell. It should be cell specific. We will discuss later in more detail, but it can be on productivity, cost, or scrap.

B.O.S. DEFINITION BOS is a practical and simple approach to coordinating key business and operating objectives with real projects and activities. BOS also provides a practical and simple approach to collectively use the tools we have discussed.

B. O. S. CHART Is a one page chart showing data trends identifying key factors, tracking projects and monitoring improvements.

WHY USE THE B. O. S. CHART TOOL? B. O. S. charting is a standard tool used to support visual control One page summary which facilitates management at a glance. Ensures real activities are occurring to improve the areas identified as important to the company Is an excellent communications tool to employees to management

BOS CHART FORMAT Key Measurable Improvement Activities Data Analysis Target Trend Line Improvement Activities Data Analysis Pareto Tracking

BOS Key Measurable: PPM - Steel Can Assembly Cell Ref # Description Resp. End Date 1 Redesign finished goods packaging AM 7/18/95 Procure new component parts 2 JK 6/30/96 containers 3 Improve weld in process weld SL 7/24/95 monitoring system 4 Replace current controller on paint GA 9/20/95 system Ref # Description Jan Mar May Jul Sept Damaged Measurable doesn’t have to deal with quality. It can be Productivity, Cost, or Scrap Should be selected by team. Should be significant problem to be solved. Quadrant 2 is to be revised every 6 months or when a significant change has occurred. 1 Assembly 51 48 45 39 5 2 20 20 18 20 19 Cracked Casing 3 Broken Weld 19 17 21 18 1 4 Paint Blister 14 19 18 10 14

BOS IMPLEMENTATION Identify key measureables Analyze data Brainstorm Analyze data Pareto analysis works well List Improvement activities Fishbone diagrams Track improvement activities Unique measures

Fishbone Diagrams Lists the possible causes of a problem by considering the following areas Man Methods Materials Machines Environment

Fishbone Diagrams Continue to ask the Question Why until there is a consensus that the root cause has been uncovered 5 Why's Problem Why Why Why Why Why Root Cause

Fishbone Diagram Broken tool Training Calibration Fatigued Out of spec Operator Machine Broken tool Training l Calibration Fatigued Damaged Assembly Out of spec Ergonomics The fishbone diagram shown here is derived from the earlier example shown on the Tally Sheet. Brainstorming is often a technique used to list the causes of failure in the fishbone’s four categories. This method will also allow an easy approach to determining the root cause. Environment Wrong Material Methods

Countermeasures Actions taken to ensure that root causes do not resurface at a later date. Examples of countermeasures are Error proofing Gauging and Fixturing Supplier Certification

Error Proofing Restricts the ability to incorrectly assemble a product Forms of error proofing in our products are; Tabs Notches Unsymmetrical Features

Gauging and Fixturing Used when it is determined that an operation may introduce excessive variation to the final product Common examples are; Weld Fixtures Final assembly gauges and fixtures Leak check fixtures

Supplier Certification How do we control the parts that we buy from outside sources? Part Number Certification Supplier Certification

Tracking Downtime Important tool for determining the best process for producing the product Areas to consider when analyzing downtime; Process equipment Production Associates Material Methods Work Area

Process Equipment Downtime here may indicate that the equipment may need to be refurbished, updated or even replaced to be capable of producing an acceptable product

Production Associates Downtime in this area may indicate: Training needs Lack of knowledge of acceptable product Incorrect line staffing

Material If downtime is related to material the following may be true; The material may not be the best suited for the process The material quality needs to be improved

Methods Downtime in this area indicates excessive travel and or wasted motion as well as Equipment layout concerns Process bottlenecks

Work Area Downtime may also be due to environmental problems Is it too hot or cold? Is there sufficient lighting? Is the work area safe?

Downtime Other methods of tracking downtime are used, they are; Live production counts Andon alarms Downtime Clocks These are all excellent tools for at a glance management

Scrap Tracking Used in conjunction with other tools to determine the process problems Red Box Method of scrap tracking Identifies suspect product Records all defects Corrective action implemented and logged for future reference The red box method of scrap tracking can be summed up as follows: If a defect is found, a determination is made if the defect can be repaired in one cycle. If not, the defective part is placed into the red rework “box” until such time that there are 3 identical or 6 total repairs. At this time the line is stopped until it is determined by the repair person and/or the supervisor that corrective action exists for this defect. ( The corrective action log book is kept at the line). If interim or permanent corrective action exists for this problem the line can continue to operate while the investigation continues. If there is no corrective action listed, the line cannot resume until an interim corrective action exists.

DEFECTIVE PART CAN IT BE REPAIRED IN LESS THAN 1 SET-UP CYCLE &/OR SUPERVISOR DETERMINE CORRECTIVE & INTERIM ACTION IN ORDER TO RESUME PRODUCTION & DOCUMENT ACTIONS REPAIR PART CONTINUE NORMAL PRODUCTION SET-UP &/OR SET-UP INFORMS SUPERVISOR INSPECTOR OF DECIDE IF PART REASON FOR REPAIRABLE SCRAP REPAIR PARTS REFER TO WORK INSTRUCTION 13.1.8, "SCRAP & SALVAGE" CONTINUE NORMAL PRODUCTION This flowchart lists the red box method of corrective action. This method is unique in that both interim and permanent corrective actions are dealt with at the time of discovery.

LET’S REVIEW WHAT & WHY B O S = BUSINESS OPERATING SYSTEM B O S is a practical and simple approach to coordinating key business and operating objectives with real projects and activities

B O S IMPROVES COMMUNICATION Fosters management at a glance Insures communication of key goals to workers, management, visitors, everyone Allows operators to communicate activities and progress to management Facilitates visual control

BOS REQUIRES ACTION Proper use requires specific action to address key objectives Includes tracking progress of activities Demonstrates organization’s commitment to improvement activities

CONCLUSION These tools are simple to use They can be implemented in any area at Arvin B.O.S. charting visibly closes the loop from the measure and its cause to the actions being taken to improve

Report Out Deliverables Present a B.O.S. Chart for Report Out Exercise 7. Use the standard 4 quadrant format. You may want to refer to your workbook, starting with page 119.

BOS Chart