1. PROCESS CONTROL EXPRO NOVEMBER 2013 STAF HENDERIECKX

2. Centre for the Promotion of Imports from developing countries | May 27, 2010 2 PROCESS CONTROL WHY? TO IMPROVE YOUR BUSINESS RESULT RESULT DEPENDS ON SALES SALES INVOLVES: 1. PRICE 2. DELIVERY 3. QUALITY 4. COMMUNICATION

3. Centre for the Promotion of Imports from developing countries | May 27, 2010 3 PROCESS CONTROL WHAT? PROCESS CONTROL 1.PROCESS EXAMPLE

4. Centre for the Promotion of Imports from developing countries | May 27, 2010 4 PROCESS CONTROL WHAT? PROCESS CONTROL 1.PROCESS * INVENTORY OF CURRENT PROCESS * NECESSITY OF EACH OPERATION * BOTTLENECK * CLASSIFY OPERATIONS: 1. VALUE ADDING –CUSTOMER PAID 2. NON-VALUE ADDING – NOT PAID BY CUSTOMER 3. PROBLEM RELATED

5. Centre for the Promotion of Imports from developing countries | May 27, 2010 5 PROCESS CONTROL WHAT? PROCESS CONTROL 1.PROCESS VALUE ADDING OPERATIONS * INCREASE EFFICIENCY* EXAMPLE: CONVENTIONAL LATHE TO CNC EXERCISE

6. Centre for the Promotion of Imports from developing countries | May 27, 2010 6 PROCESS CONTROL WHAT? PROCESS CONTROL 1.PROCESS: VALUE ADDING OPERATIONS * INCREASE EFFICIENCY*

7. Centre for the Promotion of Imports from developing countries | May 27, 2010 7 PROCESS CONTROL WHAT? PROCESS CONTROL 1.PROCESS VALUE ADDING OPERATIONS INCREASE EFFICIENCY* = INCREASE OF OUTPUT IMPORTANCE OF BOTTLENECK!

8. Centre for the Promotion of Imports from developing countries | May 27, 2010 8 PROCESS CONTROL WHAT? PROCESS CONTROL 1.PROCESS NON-VALUE ADDING OPERATIONS * REMOVE THEM* * DECREASE TIME* EXAMPLE

9. Centre for the Promotion of Imports from developing countries | May 27, 2010 9 PROCESS CONTROL WHAT? PROCESS CONTROL 1.PROCESS: NON-VALUE ADDING OPERATIONS - EXAMPLE

10. Centre for the Promotion of Imports from developing countries | May 27, 2010 10 PROCESS CONTROL WHAT? PROCESS CONTROL 1.PROCESS: NON-VALUE ADDING OPERATIONS - EXAMPLE

11. Centre for the Promotion of Imports from developing countries | May 27, 2010 11 PROCESS CONTROL WHAT? PROCESS CONTROL 1.PROCESS PROBLEM RELATED OPERATIONS REMOVE THEM* NOT POSSIBLE? THESE OPERATIONS MUST BE TEMPORARILY!

12. Centre for the Promotion of Imports from developing countries | May 27, 2010 12 PROCESS CONTROL WHAT? PROCESS CONTROL 1.PROCESS SET

13. Centre for the Promotion of Imports from developing countries | May 27, 2010 13 PROCESS CONTROL WHAT? PROCESS CONTROL 2. CONTROL WHY? INFLUENCES ON ALL ACTIVITIES

14. Centre for the Promotion of Imports from developing countries | May 27, 2010 14 PROCESS CONTROL WHAT? PROCESS CONTROL 2. CONTROL WHY? INFLUENCES ON ALL ACTIVITIES

15. Centre for the Promotion of Imports from developing countries | May 27, 2010 15 PROCESS CONTROL WHAT? PROCESS CONTROL 2. CONTROL CONTROL INFLUENCES

16. Centre for the Promotion of Imports from developing countries | May 27, 2010 16 PROCESS CONTROL WHAT? PROCESS CONTROL 2. CONTROL CONTROL INFLUENCES HOW? 1.WHERE ARE THE PROBLEMS? 2.WHAT IS THE RISK?

17. Centre for the Promotion of Imports from developing countries | May 27, 2010 17 PROCESS CONTROL WHAT? PROCESS CONTROL 2. CONTROL CONTROL INFLUENCES WHEN WE KNOW THE PROBLEMS, WE WILL HAVE TO PRIORITIZE THEM WHY? THEY ARE HIGH NUMBER WE CANNOT WORK AT ALL OF THEM AT THE SAME TIME

18. Centre for the Promotion of Imports from developing countries | May 27, 2010 18 PROCESS CONTROL WHAT? PROCESS CONTROL 2. CONTROL CONTROL INFLUENCES WHERE? USE OF 5S-METHOD 1.METHOD 2.MACHINE 3.MATERIAL 4.MAN 5.MANAGEMENT

19. Centre for the Promotion of Imports from developing countries | May 27, 2010 19 PROCESS CONTROL WHAT? PROCESS CONTROL 2. CONTROL: USE OF 5S-METHOD 1.METHOD ALL INSTRUCTIONS AS WELL PRODUCTION AS CONTROLLING 2. MACHINE ALL EQUIPMENT USED, AS WELL PRODUCTION AS CONTROLLING AND MEASURING 3. MATERIAL ALL PURCHASED AND SUBCONTRACTED ITEMS

20. Centre for the Promotion of Imports from developing countries | May 27, 2010 20 PROCESS CONTROL WHAT? PROCESS CONTROL 2. CONTROL: USE OF 5S-METHOD 4. MAN ALL ACTIVITIES PERFORMED BY PEOPLE 5. MANAGEMENT ALL MANAGEMENT DECISION ABOUT INVESTMENT, ACCEPTANCE OF ORDERS…

21. Centre for the Promotion of Imports from developing countries | May 27, 2010 21 PROCESS CONTROL WHAT? PROCESS CONTROL 2. CONTROL: USE OF 5S-METHOD THE M-ITEM WITH THE HIGHEST PRESENCE, REPRESENTS THE WEAKNESS OF THE COMPANY EXAMPLE 1.METHOD35 % 1 2.MACHINE15 % 3 3.MATERIAL15 % 3 4.MAN25 % 2 5.MANAGEMENT10 % 5

22. Centre for the Promotion of Imports from developing countries | May 27, 2010 22 PROCESS CONTROL WHAT? PROCESS CONTROL 2. CONTROL CONTROL INFLUENCES RISK? USE OF FMEA FAILURE MODE EFFECT ANALYSIS

23. Centre for the Promotion of Imports from developing countries | May 27, 2010 23 PROCESS CONTROL WHAT? PROCESS CONTROL 2. CONTROL CONTROL INFLUENCES RISK? USE OF FMEA 1.FREQUENCY 2.DETECTABILITY 3.CONSEQUENCE 4. RPN: RISK PRIORITY NUMBER

24. Centre for the Promotion of Imports from developing countries | May 27, 2010 24 PROCESS CONTROL WHAT? PROCESS CONTROL 2. CONTROL: CONTROL INFLUENCES RISK? USE OF FMEA

25. Centre for the Promotion of Imports from developing countries | May 27, 2010 25 PROCESS CONTROL WHAT? PROCESS CONTROL 2. CONTROL CONTROL INFLUENCES WITH THE KNOWLEDGE OF: 1.WEAKNESS 2.RISK PRIORITY FOR CONTROLLING ACTIONS

26. Centre for the Promotion of Imports from developing countries | May 27, 2010 26 PROCESS CONTROL WHAT? PROCESS CONTROL 2. CONTROL CONTROL INFLUENCES FROM HIGHEST TO LOWER PRIORITY OR WHEN A PROBLEM APPEARS: 1.LIMITS ON THE INFLUENCE 2.IMMEDIATE ACTION 3.ACTION TO PREVENT THE NEGATIVE INFLUENCE IN THE FUTURE

27. Centre for the Promotion of Imports from developing countries | May 27, 2010 27 PROCESS CONTROL WHAT? PROCESS CONTROL 2. CONTROL: CONTROL INFLUENCES 1.LIMITS ON THE INFLUENCE * REJECTION LIMITS * OPERATOR LIMITS

28. Centre for the Promotion of Imports from developing countries | May 27, 2010 28 PROCESS CONTROL WHAT? PROCESS CONTROL 2. CONTROL CONTROL INFLUENCES 2. IMMEDIATE ACTION WILL BE PART OF THE INSTRUCTION (WHAT IF…) HELP FOR THE OPERATOR TO SOLVE A PROBLEM CONSISTENTLY

29. Centre for the Promotion of Imports from developing countries | May 27, 2010 29 PROCESS CONTROL WHAT? PROCESS CONTROL 2. CONTROL CONTROL INFLUENCES 3. ACTION TO PREVENT THE NEGATIVE INFLUENCE IN THE FUTURE TO INCREASE THE CONTROLABILITY FOR ALL PROCESSES WILL DECREASE THE REJECTION / REPAIR RATE

30. Centre for the Promotion of Imports from developing countries | May 27, 2010 30 PROCESS CONTROL RESULT 1.INVESTMENT 2. NEED AT LEAST 6 MONTHS 3. CONTINUOUS IMPROVING 1.INCREASE PROFIT BY INCREASING SALES 2.LEADS TO A HIGH CONSISTENCY OF PRODUCTION RESULT 3.WILL DECREASE THE WIP AND CONSEQUENTLY CAPITAL NEED 4.SAVING KNOWHOW OF THE COMPANY