Peningkatan Skill dan Problem-solving Kuliah ke 5 - SFM

Skills for self management  Skills related to maintenance Maintain standards, follow procedures correctly and to complete the job on time w.o accidents or defects  Skills related to improvement Identify problems, solve them individually or with a group of people  Skills related to individuals Analytical and workmanship skill for individuals, self- improvement even under difficult situations

 Skills related to teamwork Communication and leadership skills  Skills related to specific tasks Technical skills to understand the specific knowledge of the job, know-how  Skills related to management Managerial skills to coordinate, communicate and cooperate with others to get the job done

Upgrading our skills  By practicing the idea of “making people before making products”  “Our potential is unlimited”  To provide a supportive environment and encourage people to adopt a positive zone

Upgrading the jobs at all levels  Top Mng  Mid Mng  Employees  Tools, machines, Systems Create the new job by  Searching for new business  Broader responsibilities Eliminating the job by  Delegation to people  Delegation to employees  Delegation to tools, machines  Simplification; use new ideas, new technologies

Putting intelligence In SF 1. Production Control Board 2. Rack of defects 3. Yellow tags 4. Maintenance checkpoint 5. SOP 6. Operating in standing position

To conduct the Job training fig Plan to provide training (plan) 2. Execute training (do) 3. Review how the idea is digested and practiced (check) 4. Share the applications of skills, and provide feedback (act) 5. Go back to item 1 and continue the cycle, refine the training programs

 Our mental attitude is often a barrier to making improvement  open minds  Making continuous improvement one step at a time with everyone involved  Critical factor to develop self-managing skills is EVERYBODY’S DESIRE FOR SELF-IMPROVEMENT

Active Problem Solving  Mental attitude is necessary Mental issues Attitudinal issues  Mental attitude toward identifying problems

Tools of problem solving  Basic Problem Areas (QCDSM)  Basic Problem Solving Concepts and Techniques Using creativity, intuition Simplify, combine and eliminate Elimination 8 wastes : overproduction, waiting time, transportation, processing, inventory, motion, defects, people’s talent

Basic Problem Solving Concepts and Techniques (cont’d)  Checklist 6M1E (man, machine, method, material, measurement, management information, environment)  Practicing three reals : real scene (genba), real thing (genbutsu), real fact (genjitsu)  Attacking the key area i.e using pareto principle

Basic Problem Solving Concepts and Techniques (cont’d)  Controlling the scatter/uncertainty  PDCA check  Brainstorming  Practicing glass wall management

Specific Problem Solving Tools 1. Industrial engineering 2. Quality Control 3. Value engineering 4. Reliability 5. Production and inventory control 6. New product development 7. Management

1. Industrial engineering  Man machine chart  Work combination  Process analysis  Material flow analysis  Setup time reduction  Product-oriented layout  Cross training and multiprocess handling  Cycle time analysis

2. Quality Control  Seven Tools: histogram, cause and effect diagram, check sheet, pareto diagram, graph, control chart and scatter diagram  Seven new Tools: relations diagram, affinity diagram, tree diagram, matrix, matrix data analysis diagram, PDPC (Process decision program Chart) arrow diagram  Others: fail safe mechanisms, flow chart, run chart, taguchi method

3. Value Engineering  Value = Function / cost (GE during W W II)  Parts commonality, variety reduction

4. Reliability  Fault Tree Analysis (FTA)  Failure mode and effect analysis (FMEA) The FMEA process was originally developed by the US military in 1949 to classify failures "according to their impact on mission success and personnel/equipment safety". FMEA has since been used on the 1960s Apollo space missions. In the 1980s it was used by the Ford Motor Company to reduce risks after one model of car, the Pinto, suffered a design flaw that failed to prevent the fuel tank from rupturing in a crash, leading to the possibility of the vehicle catching fire1949Ford Motor CompanyPinto

5. Production and inventory control  Workplace organization  Lot size reduction  Leveled production  Pull vs push system (Kanban vs Material Resource/Requirement Planning)

 In Pull Production, authorizations to produce more (or replenish inventories of purchased materials) are based on the consumption of the material from controlled inventory locations. “Use one, make one” is the simplest form of this method.  In Push Production, however, the authorizations to produce more or purchase more of an item are based on the anticipation of its use. A Push system attempts to predict when the item or material will be needed and launch authorizations in anticipation of this need

6. New Product development  Inventory list of technology  Quality Function Deployment to help planners focus on characteristics of a new or existing product or service from the viewpoints of market segments, company, or technology- development needs. (Yoji Akao in 1966 ) market segments The technique 1. Identify customer needs and wants as voice of the customer (VOC)voice of the customer 2. Identify the engineering characteristics of products or services that meets VOC 3. Setting development targets and test methods for the products or services  Design for manufacturability

7. Management  Organization - leadership, communication, motivation  Marketing - market segmentation, sampling  Economics – pricing, supply and demand, npv  Decision science – operations research, linear programming  Finance/accounting – financial analysis, cash flow analysis  Time management  Project management – PERT, Gantt chart, flow chart  Competitive strategy - benchmarking

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