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Its an essential tool for continuous improvement in Lean and SixSigma environments and is equally valuable wherever theres a need for root cause analysis. Share The fishbone diagram is a simple yet powerful tool for determining the root cause of problems like breakdowns and scrap parts.
This brings order to chaotic work environments, ensuring everything needed is close at hand, and no time is wasted trying to find tools, fixtures, forms or equipment. TPM is complimentary to both Lean manufacturing and SixSigma through its emphasis on continuous improvement and variation reduction.
Photos Credit, all images: Profile Services and OASIC Consulting As a decision-maker in the manufacturing sector, you are familiar with (if not a devotee of) Lean, SixSigma, Operational Excellence and similar continuous improvement approaches. Four attributes define the features of a workpiece: location, orientation, size and form.
A more effective approach is to adopt two strategies that will yield ongoing improvements: Lean manufacturing (often in conjunction with SixSigma) and investment in automation and new manufacturing technology. Lean seeks to eliminate all forms of waste.
Common examples of consumables in manufacturing that can be claimed include materials for the construction of prototypes, materials used in sixsigma style process trials or materials used up in batch samples to reduce failures.
In any given industrial environment, performing risk assessments should be an integral part of forming definitive answers to these questions. The post Unleash the power of smart manufacturing while ensuring automation and robotic safety appeared first on Control Engineering.
Lean Manufacturing: Defects are a form of waste that lean attempts to eliminate. SixSigma: This process and operational improvement tool focuses on measuring and reducing variability. A core tool within sixsigma is DMAIC (Define, Measure, Analyze, Improve, Control).
From mopping floors in Soho restaurants to becoming a ‘black belt in SixSigma’, the common thread in his career has been change – “going in to turn around performance or creating new functions from scratch” – a condition Osagie describes as ‘always being about people’.
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