1. 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.

2. 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.

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

4. 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

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

6. 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

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

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

9. 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

10. 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

11. 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

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

13. 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

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

15. 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

16. 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

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

18. 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

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

20. 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?

21. 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

22. 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.

23. 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.

24. 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

25. 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

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

27. 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

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

29. BOS Chart