You're aiming to speed up production in Lean processes. How do you maintain product quality at the same time?

Continuous Training and Development: Regularly train employees to follow standard procedures and understand the importance of quality. Skilled workers are more likely to produce high-quality products efficiently.

If you have a clear understanding of your process flow, you can in parallel do a PFMA and a Value Stream mapping exercise and get a doble dip on the usage of the tools you have available to be more efficient with higher quality.

Confirm some basics, standard work practices are in place, the workers are trained, competent and engaged, correct tooling. I am aware this isn't always possible but I personally like to physically observe the process and engage with the workers, get a real understanding of the process. With my IE head on, I would film the process, this way you can review the process as many times as you feel necessary. Having the process on film also allows you to highlight "poor methods" and suggest efficiency improvements to the manger, even the worker, keeping them engaged I have found is so important when you are suggestion change.

Map the Value Stream: Identify every step from concept to customer. This helps pinpoint inefficiencies and potential quality issues. Analyze Each Step: Look for delays and defects. Use tools like Value Stream Mapping to visualize and address these problems. Implement Specific Improvements: Focus on changes that reduce errors and streamline processes. This enhances both speed and quality. Continuous Monitoring: Regularly review the value stream to catch new inefficiencies early and ensure ongoing quality improvements.

VSM as a fundamental tool to identify waste, reduce process cycle times, and implement process improvement. VSM is a workplace efficiency tool designed to combine material processing steps with information flow, along with other important data. VSM helps users create a solid implementation plan that will maximize their available resources and help ensure that materials and time are used efficiently.

Standardizing processes helps to avoid time losses in production. The greater the gap between production and quality, the more often it is linked to time constraints. Production requires more parts in less time, while quality needs a certain amount of time to be ensured. Standardization serves as a middle ground by defining a process that guarantees quality. Due to the repetitive nature of these standardized steps, production can achieve a faster pace in the short term, ultimately benefiting from increased efficiency.

While improving and increasing production processes, you cannot rely on people experience, individuals talents or automation processes. you must set a process standardization analysis and documentation to assure same process, standard work flow, fast production environment and in return high production standard quality production line. This can achieve after deep PFMEA, process analysis, skill matrix and SOPs. Standard operation procedure really help you making the production line non reliable on individuals. Also new automated systems can direct the operator into the production flow step by step making sure everything is in place and same quality level.

Standardized work is a methodology made up of distinct standards or procedures workers follow to increase productivity. Rather than a static set of rules to follow, standard work methods are meant to be adapted to allow for continuous improvements. This helps create stability, eliminates waste, and increases efficiency and job satisfaction among workers and supervisors.

Em alguns processos produtivos, a rotatividade de colaboradores é alta. Para que n?o haja, ou para que se reduza a queda de qualidade do produto, uma das técnicas utilizadas é a padroniza??o dos processos, documentando-os. Com treinamento específico para cada fun??o, a chance do novo colaborador se adaptar ao processo aumenta consideravelmente.

Jidoka, or "automation with a human touch," empowers both machines and workers to detect and address quality issues instantly. Implementing Jidoka involves integrating smart stop mechanisms in your production line. These systems automatically halt operations when defects are detected, preventing them from advancing to subsequent stages and avoiding a snowball effect of poor quality. Immediate problem resolution maintains product integrity while optimizing processes for speed. Engaging your team actively in identifying and solving quality issues fosters a culture of continuous improvement. By adopting Jidoka, you ensure that quality is built into every step of your production process, achieving both efficiency and excellence.

Jidoka, also known as autonomation, is a principle implemented in lean manufacturing where machines automatically stop working upon detecting an abnormal condition and operators try fixing the defect to prevent the recurrence of the issue. In shorts, the benefits of Jidoka are: *Detects defects early on. *Early problem solving prevents production delays. *Makes it easier to pinpoint the root cause of a defect, due to being detected while the process is ongoing. *Less waste due to fewer reworks, downtime and breakdowns. *Fewer defects and more consistent product quality. *Lower repair costs due to fewer breakdowns.

Jidoka, quando bem empregado, é capaz de reduzir consideravelmente o custo de produ??o, pois reduz refugo. Ao passo que eleva a qualidade do produto e a satisfa??o do cliente com produtos que entregam a qualidade prosposta.

No Lean Manufacturing, o envolvimento dos funcionários é crucial para manter a qualidade e acelerar a produ??o. Quando incentivamos nossa equipe a se apropriar de seu trabalho, notamos uma maior aten??o aos detalhes e uma abordagem proativa na resolu??o de problemas.

Este punto es clave para mantener una excelente opartividad de produccion de cualquier linea de fabricacion. Los trabajadores se motivan y toman el sentido del trabajo cuando se les considera y toma en cuenta en aspectos tales como por ejemplo consultarles por mejoras que quieran proponer, ideas en corto y largo plazo para mantener un buen ambiente laboral, hacerles sentir que son parte fundamental del procesos, entre otros aspectos.

Every improvement or addition to production process is a new challenge to the employee, a challenge that can be faced with obstacles and refusal. I always say that any improvement require a mind change that not everyone can achieve. The involvement of the production team or the concerned party is reflecting directly on the effort given, ideas generation and problem solving methods. Encouraging your team to take ownership of their work leads to greater attention to detail and a proactive approach to problem-solving. Workers on the front lines are often the first to notice inefficiencies or quality discrepancies. you cannot lose that in improvement process.

Employee involvement is pivotal in Lean Manufacturing for sustaining quality while increasing production speed. Encouraging your team to take ownership of their work leads to greater attention to detail and a proactive approach to problem-solving. Workers on the front lines are often the first to notice inefficiencies or quality discrepancies. By empowering them with the authority to make changes and suggest improvements, you tap into a wealth of practical insights that can drive both speed and quality enhancements.

Engajamento, talvez, seja a palavra da moda. A filosofia Lean n?o existe sem a compreens?o da equipe. Entender quando e quanto comprar só é possível com os dados coletados do operacional. Se estes n?o forem fiéis, a empresa, simplesmente, irá falhar.

To speed up production while maintaining product quality in Lean processes, continuous improvement, or Kaizen, is essential. This philosophy focuses on making small, ongoing changes that enhance both speed and quality incrementally. By fostering a culture of Kaizen, you encourage everyone in the organization to identify and implement better ways to do their work. This collective effort ensures that as production accelerates, the processes supporting product quality are continuously refined, leading to significant improvements without large-scale disruptions.

Continuous improvement, or Kaizen, is the heartbeat of Lean Manufacturing. It's about constantly seeking ways to enhance both speed and quality incrementally. Small, ongoing changes can lead to significant improvements over time without large-scale disruptions. By fostering a culture of Kaizen, you encourage everyone in the organization to look for ways to do their work better. This collective effort ensures that as you push for faster production, you're simultaneously refining the processes that uphold product quality.

Before process improvement can become efficient, a well defined standard of quality needs to be established. Equally important in designing lean manufacturing processes are the open tolerance zones. These are the areas where the most aggressive improvements can be made. For instance, if a through hole is 1.0” +/- .030” that gives you a tremendous range of options in both metric and standard size drills. Over time you can find the best value for your application that both lowers cost and improves production. From my experiences, tooling selection has been the critical factor. Not every tool is created equal, and cost does not vary directly with quality. Spend time improving your consumables and how they are used. Understanding this is key.

Continuous improvement is the ongoing process of analyzing performance, identifying opportunities, and making incremental changes to processes, products, and personnel. By analyzing and fine-tuning processes, your company can save time and deliver an overall better product.

Continuous improvement, or Kaizen, is the heartbeat of Lean Manufacturing. It's about constantly seeking ways to enhance both speed and quality incrementally. Small, ongoing changes can lead to significant improvements over time without large-scale disruptions. By fostering a culture of Kaizen, you encourage everyone in the organization to look for ways to do their work better. This collective effort ensures that as you push for faster production, you're simultaneously refining the processes that uphold product quality.

Based on my experience, Lean tools are essential for achieving high production levels and quality. As human beings, our focus fluctuates throughout the day, so leveraging available tools and technology is crucial for efficiency. SPC and FMEA help identify opportunities for applying Poka-Yoke, a powerful tool used not only in production but also in everyday life. From childhood, we encounter Poka-Yoke in toys that prevent errors by ensuring correct assembly. These tools aim to boost productivity and quality by eliminating waste and mistakes.

Re-validate the processes impacted by the new speeds. You must demonstrate that product quality is maintained at the new speeds and establish the new upper and lower process limits and equipment set points/ranges.

Acelerar processos Lean sem interferir na Qualidade deve passar primeiro pela automa??o dos processos repetitivos , ganhando eficiência e diminuindo variabilidade ! Depois, em processos que permitem varia??es na especifica??o, controles e leituras com automa??o que permita ajustes automáticos ( dosagem, temperatura, press?o, nível …) Aí ent?o, passa-se para controles de agentes externos que já venham prontos de fornecedores como embalagens, rótulos, tampas…normalmente esse controle será passa ou n?o passa ! Acertando essas perdas em contrato com fornecedor.

Create a standard work for each production line, highlighting the key points of the machines and standardizing the process parameters. This will ensure that all people will operate in the same way. Connect this to a very clear work instructions that avoid doubts when applying the standards. This is a manner to be sure that the standard work will be followed.

Be alert to continuous improvements to maintain quality and efficient cost reductions while considering delivery commitments!