6 QC - prof. Yamashina - Control de Calidad

Calidad WCM

1. Quality Control
Dr. Hajime Yamashina
Professor Emeritus, Kyoto University
Fellow of RSA, U.K.
Member of Royal Swedish Academy
of Engineering Sciences, Sweden

2. 6.Results of the
controls
1.Chosing the
problem to solve
Collecting data. Choosing the characteristic to
attack. Setting targets (value and expiration)
Deciding what to do. Defining the schedule
and assign the responsibility
Verifying the current value of the
characteristics. Ranking the possible causes.
Deciding about arguments to face up.
2.Understanding the
situation and the targets
3.Activity
Plan
5.Considering and
implanting the solution
4.Cause
Analysis
Considering the solutions: suggesting ideas for the solutions, arguing
about how to implant them. Implanting the solutions: planning how to
implant the points. Implanting the solutions.
Verifying the results of the means. Comparing the results with the
target. Identifying the tangible and non-tangible benefits
7.Standardizing
and establishing
the control.
Standardizing: establishing new standards and revising the old ones. Deciding the
control methods, establishing the control. Making responsible people familiar with
new methods. Training responsible people and making sure that benefits are kept.
Step 1
Step 2
Step 3
Step 4
Step 5
Step 6
Step 7
Seven steps of QC problem solving
AA A B C quality problems

3. More focus on quality
1. Customer orientation : Make the products and services
that customer really want.

2. Priority consciousness : pounce on priority problems and
attack them mercilessly.
3. Process control : Control the process of work rather
than its results.
4. Dispersion control : Pay attention to dispersion and
identify its causes.
5. Recurrence prevention, prior prevention
: Never repeat the same
mistake !
Do not neglect recurrence
prevention and prior
prevention of trouble.
6. Standardization : Formulate, observe and utilize
standards.
7. Source control : Control systems at their source, not
downstream.

4. AA Very important issues
A Important issues
B Concerned issues
C Preferably wanted issues
Classification of AA, A, B and C quality issues
QC
* To start : Definition of defect modes and its
measurement
* Root causes : lack of quality operating standards due
to poor 4M conditions

5. Reactive PreventiveProactive
Coltrolled by result
s
C
p
, C
pk
Controlled by
causes for known
causal quality
parameters
Identification of 0
defect condition
Control by causes
SPC of causal
quality parameters
Approaches

6. Example of feedback from defectives to the processes by actual numbers

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C P G IP (CxPxG)
1
DEPOSITO COMBUSTIBLE GOLPEADO ZONA
POSTERIOR (INSERVIBLE)
DEPOSITO
COMBUSTIBLE
C 60 200 0 20 30 11000,00 11,0000 9 2 198,00
2 Montaje cambiado faros largo alcance / antinieblas
FAROS
DELANTEROS
SIC OFF 45 10 15 90 40 3625,00 3,6250 9 5 163,13
3
INTERFIEREN TRAQUEALES EN TUBO
COMPRESOR ZONA 3º TRAVESAÑO (pasapared)
TUBO
COMPRESOR
AM 20 0,37 0 920 0 0 6473,73 6,4737 5 5 161,84
4
Al bajar cabina se engancha el anclaje en la
suspensión posterior
ANCLAJE CABINA AM 60 0 160 1 3220,00 3,2200 9 5 144,90
5 Falta kit spoiler KIT SPOILER C 15 0 150 0 20 3100,00 3,1000 9 5 139,50
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INDICE DE PRIORIZACIÓN
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Problem Description
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PRIORITY INDEX:
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1 Falt a ki t s po il er KIT SPO I L ER C 9 0 0 1 60 0 90 1 71 0 0, 00 1 7 ,10 0 09 5 7 69 ,5 0 32 X U O E 4 30 3 19 4 8
2
D E PO SI TO C OMB U STI B LE G O L PE AD O Z O NA
PO ST E RI O R (IN S ERV I BL E )
D EPO S ITO
COM BU ST IBL E
C 3 0 2 0 0 1 17 1 2 46 8 7, 60 2 4 ,68 7 69 2 4 44 ,3 8 131 U O A 3 30 3 11 2 9
3
C8 E4 /5 S en s or d e h u me da d, c ab le in te rf ier e co n la
pa re d p o s te rio r de la ca bi na
Se ns o r d e
hu m e da d
FE W O F F 7 2 1 00 0 9 0 ,3 5 9 57 4 ,4 0 9 ,5 74 49 5 4 30 ,8 5 X U O B 1 50 2 69 7
4
IN TE R FIE R EN T R AQ U EA LE S EN T U BO
CO M P R ESO R ZO N A 3º TR A VE S AÑ O (pa sa p ar ed)
TU B O
C O MP R ESO R
AM 2 0 0 ,3 7 16 62 0 1 16 9 2, 13 1 1 ,69 2 15 5 2 92 ,3 0 1 1 2 2 X U O B 1 90 2 84 1 2
5 A p are c e av er ía e n cu a d r oPr o gr ama c io ne sAM 3 0 0 9 42 0 9 42 4 ,0 0 9 ,4 24 05 5 2 35 ,6 0 3 3 3 X U O C 6 10 2 07 1 0
6 Es tr an g ula d o u n tu b o de l d o si fic ad o r d e u re aD o sif ic ad or d e ur eaAC 1 20 14 5, 97 1 12 0 2 07 5 4, 25 2 0 ,75 4 32 5 2 07 ,5 4 212 X U O A 2 30 2 87 1 7
7 R o tur a de l a 1ª h o ja d e la b all es t a p os t eri orHo ja de b al le staSIC /F E W O F F 2 46 24 0 ,1 14 0 ,0 5 4 52 5 ,5 1 4 ,5 25 59 5 2 03 ,6 5 3 X U O B 1 50 2 69 7
8 Lo k a r y de r e ch o in te rf ie re en p e ld añ oL ok ar y AM 2 0 4 4 41 0 4 70 8 ,6 9 4 ,7 08 75 5 1 17 ,7 2 21 2 11 U O A 3 10 3 07 2 4
9 PO R TO N A L IN E AR, NO Q U EDA B IE N FIJ A DOPO R TO N C 2 0 0 9 26 2 6 18 6 ,6 7 6 ,1 86 79 2 1 11 ,3 6 2 22 322 U O C 6 05 5
1 0
N iv el ac e ite mo t o r t ie n e e nc e nd id o e l te s tig o en
c ua dr o
N iv e l d e ac e iteAC 2 0 0 15 13 0 1 00 8 5, 33 1 0 ,08 5 32 5 1 00 ,8 5 2 X U O A In te r c a mb io In te rc a mb io
1 1 N o c o r re s po n de m o de lo s po il erSPO I LER C 9 0 6 7 0 1 60 0 6 5 33 2 ,0 0 5 ,3 32 09 2 9 5 ,98 32 X U O E 4 30 3 19 4 8
1 2 L ati gu ill os d e ai r e a co n di cio n ad o pe g a n e n tre s i
L at ig uil lo s ai re
a co n di cio n ad o
AM 2 0 0 5 05 0 3 36 4 ,5 3 3 ,3 64 55 5 8 4 ,11 2 2 1 1 UO A / U O VE 5 ,2 3 0 34 3 ,2 87 10 , 16
1 3
Tu b o p ilo ta je c omp re s o r in te r f ier e en c o mpr es or
z on a se c ad or
Tu b o pi lot aj e
c o mp r es or
AM 1 0 5 3 72 0 3 10 0 ,0 0 3 ,1 00 05 5 7 7 ,50 3 U O B 1 90 2 84 1 0
1 4
T ra qu e al es in t e rf ier e n e n z on a d ere c h a c aj a de
ve lo ci da d es
Tr aq u ea l zo na c vAC 2 0 0 11 58 0 7 72 1 ,0 7 7 ,7 21 12 5 7 7 ,21 2 2 U O A 2 10 2 87 1 4
1 5 N IV EL LIQ U ID O D R E C CI O N B AJ O
NI VE L L I QU I DO
DI REC C IO N
AM 1 0 0 9 18 0 3 05 8 ,6 7 3 ,0 58 75 5 7 6 ,47 3 U O A 3 10 3 07 2 2
1 6 Pi nt u r a d a ñ ad a en p u er ta, p ic ot a zo Pue rt a AM 3 0 0 7 56 0 7 56 0 ,0 0 7 ,5 60 05 2 7 5 ,60 1 1 1 1 2 U O C C ab in a s Ca b in as
1 7
Po sit iv o moto r d e arr a nq u e i nt er fie re e n ca rc a sa
mo to r
Po sit ivo mo t or
arr a nq ue
AM 2 0 0 4 42 0 2 94 6 ,6 7 2 ,9 46 75 5 7 3 ,67 2 1 U O A 2 10 2 87 1 4
1 8
CA N A LIZ AD O R P IN TU R A D E FE C TU OS A ZO N A
IN FE R IO R , R OZ AD O , RA Y AD O
C AN A L IZ AD O RAM 2 0 0 10 00 0 6 66 6 ,6 7 6 ,6 66 75 2 6 6 ,67 3 X X U O A Pr o v ee d or Pr o ve e d o r
1 9
SE MIE S TR A N G U LA DO U N TUB O D E U RE A E N
BA ST ID O R D C HO ZO N A MO TO R
T UB OS UR EA AM 1 20 0 1 41 0 5 65 4 ,4 0 5 ,6 54 45 2 5 6 ,54 212 X U O A 2 30 2 87 1 7
2 0 N o f u nc io na c ris ta l m ov il C ris ta l m ó v ilAM 2 5 0 2 65 0 2 21 1 ,3 3 2 ,2 11 35 5 5 5 ,28 11 U O C 6 10 2 07 18 C
2 1
T UB O N E U MATIC O IN TE R FIE R E EN E L T U BO DE
C O MP R ESO R Z O N A PO ST ER I O R C.
VE L O CI DA D E S
TU B O
C O MP R ESO R
AM 2 0 0 2 98 0 1 98 4 ,0 0 1 ,9 84 05 5 4 9 ,60 2 1 U O A 2 30 2 87 1 6
2 2
CO N J U NT O P E LD AÑ O SU PER IO R DC H O
G O LP E AD O /R OTO
C O NJ U N TO
PE L DA Ñ O
AM 2 5 45 9 2 0 4 89 3 ,8 7 4 ,8 93 95 2 4 8 ,94 3 U O A 3 20 3 07 2 7
2 3 L a t ig u illos de f r e no p e ga n en tr e siL a tig u il lo s de f r e noAM 2 0 0 2 93 0 1 95 0 ,9 3 1 ,9 50 95 5 4 8 ,77 1 2 3 1 x U O B 1 90 2 84 1 0
2 4
PAR AG O LP ES D E LAN TERO C O N R O C E S O
RA Y AS E N L A P IN TU RA
PA R AG O L P ES
DEL AN T ER O
AM 3 0 0 9 72 0 9 72 1 ,6 0 9 ,7 21 65 1 4 8 ,61 3312 3312 X X U O S
Pr e pa r ac ió n
p ar a g o lpe s
Pr e pa r ac ió n
p ar a g o lpe s
2 5 Fa l ta co d e ca rd C o de ca rd C 9 0 0 20 0 20 1 00 0 ,0 0 1 ,0 00 09 5 4 5 ,00 3 1 U O E 4 30 3 19 4 4
2 6 Ap ar e c e en c u ad r o a ve r ía e n me t, e tc. Pr o gr a ma c ió n ME TAM 2 5 0 2 11 0 1 75 6 ,6 7 1 ,7 56 75 5 4 3 ,92 2 3 U O A 3 30 3 11 3 0
2 7
CA NA LI ZAD O R D ERE C HO R O TO EN ZO N A
IN FER I OR
C AN A L IZ AD O RAM 2 0 49 7 8 0 4 32 1 ,0 7 4 ,3 21 15 2 4 3 ,21 23 X Pr ov ee d or Pr o v ee d or Pr o ve e d o r
2 8
L at ig uil los d e ai r e a co n di cio n ad o in te rfi er e n e n
ma n g u ito r ad ia d o r
L at ig uil lo s ai re
a co n di cio n ad o
AM 1 5 0 3 32 0 1 66 1 ,6 0 1 ,6 61 65 5 4 1 ,54 2 2 U O A 2 30 2 87 1 6
2 9 BA B ET A C AN A LIZA D O R R OZ A DA /R A YA D A
BA BE TA
C AN A L IZ AD O R
AM 1 5 48 ,5 6 1 49 0 7 96 9 ,7 3 7 ,9 69 75 1 3 9 ,85 3 X Pr ov ee d or Pr o v ee d or Pr o ve e d o r
3 0 Mo nta je c am b ia do far o s l ar g o a lc an c e / a n tin ie bla s
FAR O S
D E L AN T ER O S
SIC O F F 6 0 3 ,0 2 30 4 ,5 79 4, 19 0 ,7 94 29 5 3 5 ,74 3 3 X U O S In te r c a mb io In te rc a mb io
3 1
PAR AG O LP ES D E LA N TER O I N TE R F IERE EN
C ON J U NT O P E L DAÑ O
PA R AG O L P ES
DEL AN T ER O
AM 1 5 0 7 12 0 3 55 8 ,8 0 3 ,5 58 85 2 3 5 ,59 21 2 11 U O A 3 20 3 07 2 7
3 2
Fu e ll e u re a in ter fi ere en tu b o int ar de r zo n a po st er io r
mo to r
Tu b o i nt ar de rAM 1 5 0 2 78 0 1 38 8 ,8 0 1 ,3 88 85 5 3 4 ,72 1 3 X U O A 2 30 2 87 1 4
3 3
Al b aja r ca b ina s e e ng a nc ha e l an cl aje en la
su sp en s ió n po st e r io r
A N CL AJE CA BI NAAM 2 0 0 1 99 0 1 32 5 ,9 7 1 ,3 26 05 5 3 3 ,15 1 2 U O A 3 20 3 07 2 5
3 4
TU B O C O M PRE SO R I NT E R FIE R E EN
LA RG U ER O I Z DO . Z O NA MO TO R
TU B O
C O MP R ESO R
AM 2 0 0 1 98 0 1 32 2 ,6 7 1 ,3 22 75 5 3 3 ,07 1 1 1 1 U O A 2 10 2 87 1 3
3 5 CA LA N D R A MA L A L IN E AD A C AL A N DR A AM 1 5 0 13 04 0 6 52 2 ,4 0 6 ,5 22 45 1 3 2 ,61 2 2 3 U O A 3 30 3 11 3 0
3 6 FI L TRO DE AI R E PI NT U R A R O ZA DA FIL T R O A IR EAM 1 5 58 8 9 0 5 62 4 ,6 4 5 ,6 24 65 1 2 8 ,12 2 1 U O B 3 10 3 07 2 2
3 7 Po s it iv o al te r n ad o r i nte r fie re c on a la la rg u er oPo sit iv o al ter n ad orAM 1 5 0 2 11 0 1 05 4 ,0 0 1 ,0 54 05 5 2 6 ,35 2 1 U O A 3 20 3 07 2 6
3 8
MA N G U IT O BO M BA L IQ U I DO DI R ECC IO N
IN TE R FIE R E E N TU BO C O MP R ESO R
TU B O
C O MP R ESO R
AM 2 0 0 1 49 0 99 2, 00 0 ,9 92 05 5 2 4 ,80 2 1 U O A 2 30 2 87 1 6
3 9 N o fu nc io na b o cin a BO C IN A AM 2 5 0 1 15 0 96 1, 00 0 ,9 61 05 5 2 4 ,03 2 U O C 6 20 2 07 2 0
4 0 Pos iti vo a lt er na do r in te r fi er e co n ca n al etaPo sit iv o al ter n ad orAM 1 5 0 1 86 0 93 0, 00 0 ,9 30 05 5 2 3 ,25 1 2 U O A 3 20 3 07 2 6
4 1 Li ter a in fe r io r se s al e de s u al oja m ie n toL it era AM 1 0 0 2 75 0 91 7, 60 0 ,9 17 65 5 2 2 ,94 1 U O C 6 20 2 07 2 6
4 2
L a t ig uil lo emb ra g ue i nte r fie r e e n zo n a i zq ui e rda
se g u n d o t ra ve s a ñ o
L at igu il lo e mb r ag u eAM 1 0 0 2 63 0 87 6, 27 0 ,8 76 35 5 2 1 ,91 2 1 U O A 2 10 2 87 1 5
4 3 Pue r ta mal a lin e ad a, c ie rre d ef e ctu o soPue rt a AM 2 0 0 3 22 0 2 14 6 ,6 7 2 ,1 46 75 2 2 1 ,47 31 X U O C C ab in a s Ca b in as
4 4
Ma ng u ito in f e ri or ra d ia do r i n t er f ie re e n tu bo
ca le fa cc ió n
Ma ng u ito r ad ia do rAM 1 5 0 1 69 0 84 3, 20 0 ,8 43 25 5 2 1 ,08 2 2 U O B 1 90 2 84 8
4 5 Ro to e l r e ve st imie nt o izq u ie rd o co ns o laCo n s ola AM 3 0 50 3 5 0 2 10 0 ,0 0 2 ,1 00 05 2 2 1 ,00 U O C C ab in a s Ca b in as
4 6 Fa l ta n R u ed a s R ue d a s C 9 0 3 0 0 1 30 0 1 46 0, 00 0 ,4 60 09 5 2 0 ,70 3 1 U O C C ab in a s Ca b in as
4 7 N IV EL LIQ U ID O D I RE C C IO N A L TO
NI VE L L I QU I DO
DI REC C IO N
AM 1 0 0 5 95 0 1 98 4 ,0 0 1 ,9 84 05 2 1 9 ,84 31 U O A 3 10 3 07 2 2
4 8 No fun c io na la r ad io d e sd e los ma n do s de l vo la nt e.R a di o AM 2 0 0 1 17 0 77 7, 07 0 ,7 77 15 5 1 9 ,43 11 U O C 3 0 2 39 1
4 9
C ON J U N TO P E L DA Ñ O C O N D EFE CT O S / DA Ñ O S
EN L A PIN T U RA
C O NJ U N TO
PE L DA Ñ O
AM 2 0 0 5 51 0 3 67 0 ,4 0 3 ,6 70 45 1 1 8 ,35 32 U O A 3 20 3 07 2 7
5 0
TU B O N E UMA TIC O I NTE R FI ER E EN T U BO DE L
C OMP R ESO R ZO N A S E CAD O R ( AP U )
TU B O
C O MP R ESO R
AM 2 0 0 ,3 7 2 36 0 1 65 7 ,8 4 1 ,6 57 85 2 1 6 ,58 3 X U O A 2 10 2 87 1 4
5 1 CAR C A SA E SP E JO RE TR O VI S OR RO ZA D A
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8. Process control from quality assurance by inspection to
quality assurance by building in quality at the process
What is process control?
People tend to concentrate exclusively on the results and
forget about the process that produces them. But good
results cannot be obtained until a good process has been
established. The problem is not the result but process.
The important things in QC is to manage the processes by
which we perform our various jobs and keep them in a
state of control.
Process control means not merely chasing results but
paying attention to the process (i.e., the method of
working), controlling this, and improving our working
systems and methods.

9. Figure : The Meaning of Process Control
Input
Cause Result
Output
Process
(method of working)
Consider control items
Good result
Poor result
Standardize
and
maintain
Propose
countermeasures Analyze causes
Create good result by improving process
Key points for process control
1.Dissect and improve present working methods.
2.Pay attention to standardization; standardize the best working methods, teach the
standards, and see that these are observed.
3.Quality is built in via the process, not through inspection. This is what makes it so
important to control processes properly.
4.Look beyond the results, reflect on the process that produced them, improve working
methods, and raise the quality of work.
5.Analyze the reasons for any shortfalls between targets and results and control the cause-
and-effect system.

10. Man
HUMAN
ERROR

11. Raising the Level of Quality ControlRaising the Level of Quality Control
Innovation in materials and
manufacturing methods
Improvement of equipment
Improvement of jigs and
measurement devices
Work and improvement methods,
follow-up standardization
Management that depends
on skilled workers
Technological innovation
Development of FA and FMS systems
Pursue zero defects and zero accidents
Source control of problems―
Development of methods that prevent defects
in the production equipment
Transfer know-how from people to tools
Poka-yoke, abnormality management,
quick changeover aids―
Prevention or detection of incorrect operations
Create and follows standards sheets
Visual management, cross-validation
inspection patrols―
Early detection of problems and
quick feedback
Emphasize personal skill levels
Through education and training
Materials
Machines
Measurement
Methods
Men/Women
Direction of
increased
technology

12. MQ matrix
Material input
control
Process
* Machine
C
m, C
mk
No human errors
Inspection standards
Machine - material control
Quality characteristics
(spec., tolerances)
“ “
“ “
* Materials
Defect
modes
* Method
SOP
* Man
Control by results
QC item 1
Control level
Measurement method
Sampling method
format, etc.
Control by causes
QC item 1
Control level
Measurement method
Sampling method
format, etc.
Input Output

13. Visualization of the Processing Point
1. Quality Maintenance activities for
machines
involving chemical processes
2. Establish quality prediction
techniques by letting hidden
processing points visible
(Processing point visualization)
3. Differentiating by
in-house development
techniques
Build-in quality at the process From operator’s responsibility to system responsibility
a. Automatic
device
techniques
to measure
and test
b. Process
techniques
by the
analysis of
quality and
chemical
processes
Defectives
Control of Q
components
Setting
variable factors
to the fixing
points
Mode
analysis
Analysis
in relation of
quality, chemical processes
and equipment
Optimization
of process
conditions
Control by causes:
•Temperature
•Pressure
•Density
•etc.
Control by results:
•Inspection of sizes
•Inspection of
unevenness
•etc.
Inspection by
machines
Introduction
of
measuring
devices
Pump
Proactive approach : control by causes

14. To control quality at the process, we must look at each
process for the viewpoint of 4M (Materials, Machine,
Method and Man)
1. Materials
• Preparations for the materials (quality and quantity)
•Too may Plants have problems with gypsum purity and
consistency
• Process of inputting the materials at the right moment, with the
right conditions (temperature, speed, etc.)
• Mixed material conditions (uniformity, etc.)

15. M: machine
Q: product characteristics
Q
Process control itemMachine
characteristic
s
M
Inspection item
Rubber
thickness
Roller shape
Machine
characteristics
Rubber
property
•Mooney
•Hardness
•Foreign
substances
Bank
quantity
Roller
clearance
Bank quantity:
constant
Crown
Diameter: 0.25
Offset: 5/1000
Rubber
supply
Roller
crown
Roller
shape
Output
quantity
for
extruder
Feed width
Feed
thickness
Screw
clearance
Motor
rotation
Hot water
supply
quantity
Temperature
of hot water
Cutter
position
Clearance
r.p.m.
Temperature
Mandrel
thickness
Crown
quantity
Offset
quantity
Section Characteristics
Degree of influence
60
℃
constant
No
vibration
SmallMediumLargeCheck
2. Machine (C
P, C
Pk) To find relationships between the machine and materials, we
need to use MQ analysis.
MQ Analysis

16. Step 1
Step 2
Step 3
Step 4
Step 5
Step 6
Step 7
Definition of
current
conditions
First restoring of the
abnormal conditions
Cause-and-effect
analysis of
chronic defects
Attack against the main
causes of chronic
defects
Definition of
zero scrap
condition
Check conditions
for zero scraps
Improvement
of zero scrap
conditions
Seven Steps of Quality Maintenance
ProactiveReactive Preventive

17. Steps of Quality Maintenance
STEP POINTS
1. Investigation of current
conditions
2. Restoration
3. Factor analysis of
chronic losses
4. Reducing and
eliminating all possible
causes of chronic losses
5. Establishment of the
proper conditions for
zero defects
6. Maintenance of the
proper conditions for
zero defects
7. Improvement of the
maintenance method of
the conditions for zero
defects
Clarify the relationship among quality characteristics, equipment and the
operation method
-- Process FMEA, QA matrix
Restoration of the equipment to proper working condition for unknown causes
-- Investigation of the 4M conditions, table of the countermeasures against the
defects
Factor analysis of unknown causes
-- Processing point analysis
Restoration of the equipment based on the PPA
-- Checking of results by the PPA
Establishment of the inspection standard sheet by taking proper inspection items
into consideration
Carrying daily inspection and scheduled inspection into effect based on the
inspection standard sheet
-- Quality maintenance matrix
Efficient time- saving checking of the optimal conditions
-- Trend checking, etc.
E
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s

18. 3. Method : Standardized method
• The method must be standardized.
• If the standard does not exist, operators carry out their jobs in their own
ways, resulting in the fluctuation of conditions, thus, change of quality. This
eventually leads to reduced yields.
• If the standard exists, but is not used at all, then it means that either
it is placed at the wrong point,
it does not explain how to do the job properly,
it is not possible to be followed as described,
or it produces a defective if it is properly followed.
• Confirm that it is followed correctly by the operator.

19. Teach
standards
Give workers
technical training
or reallocate to
different jobs
Instruct and guide
workers to follow
standards
Consider stationing
of workers and
improve working
environment
Improve working
methods by
introducing error-
proofing devices
Workers do not
understand or
misunderstand
standard
Workers lack
ability to follow
standard
Workers do not
appreciate
necessity for
following standard
Working
conditions are
inadequate
Easily-mistaken
procedure or
complicated
equipment
Was the standard
being followed?
Trouble (nonconforming products, defects, etc.) occurs
Plan and implement emergency countermeasures
Investigate the cause of the trouble
Is there a work
standard?
Is the work standard
appropriate?
Prepare a work
standard and
ensure that all
workers follow.
Decide where to
keep it and
rewrite it to suit
present work
methods
Rewrite it in the
form of a specific
procedure. Use
diagrams to make it
easy to understand
Review it
from the
technical
viewpoint
Not in
usable
form
Hard for
workers to
understand
Impractical
or does not
lead to good
results
:Recurrence-prevention
countermeasureNo
No
No
Yes
Yes
Yes
1
2 3 4
5 6 7 8 9

20. QC process chart
No
Proces
s
Name
of the
proces
s
Manufac-tur
ing standar
ds
Quality process
control standards
Countermeasu
res
in the case of
abnormalities
Remarks
M
a
c
h
i
n
e
s
j
i
g
s
/

t
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i
o
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s
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o
r
d
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P
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s
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h
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o
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p
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e
O
p
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r
a
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a
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s
t
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d
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r
d
s
Q
u
a
l
i
t
y

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a
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n
t
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l
s
S
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m
p
l
i
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m
e
t
h
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d
R
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c
o
r
d
i
n
g
P
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s
o
n
i
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h
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r
g
e
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r
s
o
n

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e
s
p
o
n
s
i
b
l
e
P
r
o
c
e
s
s

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o
n
t
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o
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s
t
a
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d
a
r
d
s
I
n
s
p
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c
t
i
o
n
s
t
a
n
d
a
r
d
s
Determination of specifications
Design
Determination of production flow
Determination of the conditions of manufacturing process
Determination of quality specifications
Inspection standardsQC process chart
Manufacturing process
Assembly operational standards
Press operational standards
Coil operational standards
Cutting operational standards
Grinding operational standards

21. Operational standards
If operational standards are not well managed
Will not match the existing situations
Will not match the improvement
Yield will decrease, defectives will increase
There will be a problem for the delivery time
Will lose customer's credibility
There will be problems of safety
If operational standards do not exist
Operators carry out their jobs in
their own ways
Operational conditions will fluctuate
There will be changes in quality
Variation will
increase
Yield will decrease,
defectives will increase
There will be change in quality characteristics
Dispersion will become bigger
If standards are not kept
If standards are ignored
Based on the operational standards
Operational management
Training and education
Improve the yield. Reduce the number of defectives
Improve skill level
Operational standards are ignored
and become merely a name
Regulations become
merely a name
There will occur problems on cost,
process, quality
There arise more
operational
management problems

22. Operational
standards
Standardize the operational methods
Consistent results can be obtained
Any operator can obtain the same result
Quality with stabilize
They are not placed at the place of need
If they are not used at all
Managing people don't think highly of them
If standards are followed,defectives will be producedNo revisions have been made
Not well described
Contents do not match the realityStandards can not be followed
Everybody ignores them
Confirm if the written instructions can be followed conect by
They should not be any omission
They are required to assume quality,if followed properly
Used by the operators
Indicate the best method
Instruct the know-how
They must be easy to read
They must be easy to understand
Must be written by operator's words
Documentation in one sheet!
Insert picturesAny misunderstanding should be avoided

23. • Mistaken
• Misunderstanding
• Misperception
• Misjudgment
• Forgetfulness
• Absentmindedness
• Inattention
• Carelessness
• Ambiguity
• Reading wrongly
• Writing wrongly
• Remembering
　wrongly etc.
・Quality
differences
(quantity)・Missed
deadlines (delivery)
・Work holdups
(efficiency, cost)
・Accidents (safety)
・Defectives and
non-conforming
products (quality)
Human errors take place due
to :
Occurrence
of careless
mistakes
Information
Man
Machine
Material
Efficiency
decreases
The cost
raises
The OEE
decreases
Management
power
decreases
4. Man -- Zero Human Errors

24. Human Error Elimination Tools
SOP
OPL
VISUAL AID
Std.KAIZEN
7 Step KAIZEN
Poka-Yoke
Poka-Yoke

25. Man
 Defect:
Audits
Internal Controls
¿Human
error?
Method
Material
Machine
 Signalization
TWTTP
 Root Cause
Analysis
 Elimination
of error
NO
YES
THE WAY TO TEACH PEOPLE
OPERATION AD:
OPERARIO AD:
TUTOR: DATE: DPT: PLACE:
1HAVE YOU UNDERSTOOD WHAT YOU HAVE TO DO?
AYes
BNot completly
CNo
2
AVisual Management (OPL)
BSelf Assessment
COther
3
AI constantly ask my Team Expert if everything is OK
BSelf Assessment
COther
4
AI call my Team Expert / I.G. Responsible inmediately
BIf there is a responsible over there I call him/her
COther
Direct Responsible Supervision
Interview number and when done:
1) Before training 2) After training
WHAT DO YOU DO IN CASE OF PROBLEMS?
Direct Responsible Supervision
WHAT DO YOU DO TO MAKE SURE THAT YOUR WORK'S RESULT HAS NO DEFECTS?
Management / Visual signs (OPL, SOP)
Action
Training in the operation / OPL
IN YOUR WORKING CYCLE, WHAT MAKES YOU TO KNOW HAT YOU ARE WORKING
CORRECTLY?
CHECK-LIST HUMAN ERRORS ANALYSIS
DEFECT FOUND:
ORIGIN: DATE: DEP: PILOT:
ANALYISIS TO DO BY/WITH I.G. RESPONSIBLE
0Data collecting: 5G, 5W+H TOOL
Training the worker in the workplace 1.1 Does the worker know the operation that he must do? YES NO Training, OPL
DOES THE WORKER KNOW THE OPERATION?
Lack of knowledge about the operation 1.2 Does the worker frequntly receive information YES NO Training, OPL
about the results of his work by TE or RGI?
Working Instructions and visual helps 2.1 Does the work instruction have every operation defined? YES NO SOP
ARE THE VISUAL HELPS AND THE
WORKING INSTRUCTIONS ADECUATE 2.2 Is there a complete visual instruction YES NO SOP, Visual Help
AND CORRECT? with every operation defined and visible at the place?
Operation little definition
Process Design 3.1 Is the operation done with a good ergonomics? YES NO Quick Kaizen
IS THE PROCESS DESING 3.2 Are the assemblies done in viewing YES NO Quick Kaizen,
COMPATIBLE WITH THE OPERATION? easily to reach and to control visually? Poka-Yoke
Ergonomics, Poka-Yoke… 3.3 Are there preventives against a lack of attention and forgetting?YES NO Poka-Yoke
Irregular Working Conditions 4.1 Is planned a different model mix? YES NO QK, Balanced
IS THERE ANY FACTOR THAT CAUSES 4.2 Is there a correct insaturation YES NO Balanced, SOP
THAT THE OPERATION IS DONE distrubution in the line?
IN IRREGULAR CONDITIONS? 4.3 Do the machines work correctly? YES NO Machine Analysis
Material, tools, balance Problems 4.4 Is not the material defective, alternative YES NO material analysis
has it been inspected due to quality problems?
Environmental Conditions 5.1 Is temperature, light, noise and cleaning correct YES NO Quick Kaizen, SOP
ARE THE ENVIRONMENTAL CONDITIONS in that area?
COMPATIBLE WITH A GOOD WORK? 5.2 Is Layout in the area compatible with YES NO Major Kaizen
light, noise, layout a good work?
CAUSES:
PROVISIONAL COUNTERMEASURES (<7days) DATE:
DEFINITIVE COUNTERMEASURES DATE:
1
4
5
2
3
CHECK-LIST HUMAN ERRORS ANALYSIS
DEFECT FOUND:
ANALYISIS TO DO BY/WITH I.G. RESPONSIBLE
0Data collecting: 5G, 5W+H TOOL
Training the worker in the workplace 1.1 Does the worker know the operation that he must do? YES NO Training, OPL
DOES THE WORKER KNOW THE OPERATION?
Lack of knowledge about the operation 1.2 Does the worker frequntly receive information YES NO Training, OPL
about the results of his work by TE or RGI?
Working Instructions and visual helps 2.1 Does the work instruction have every operation defined? YES NO SOP
ARE THE VISUAL HELPS AND THE
WORKING INSTRUCTIONS ADECUATE 2.2 Is there a complete visual instruction YES NO SOP, Visual Help
AND CORRECT? with every operation defined and visible at the place?
Operation little definition
Process Design 3.1 Is the operation done with a good ergonomics? YES NO Quick Kaizen
IS THE PROCESS DESING 3.2 Are the assemblies done in viewing YES NO Quick Kaizen,
COMPATIBLE WITH THE OPERATION? easily to reach and to control visually? Poka-Yoke
Ergonomics, Poka-Yoke… 3.3 Are there preventives against a lack of attention and forgetting?YES NO Poka-Yoke
Irregular Working Conditions 4.1 Is planned a different model mix? YES NO QK, Balanced
IS THERE ANY FACTOR THAT CAUSES 4.2 Is there a correct insaturation YES NO Balanced, SOP
THAT THE OPERATION IS DONE distrubution in the line?
IN IRREGULAR CONDITIONS? 4.3 Do the machines work correctly? YES NO Machine Analysis
Material, tools, balance Problems 4.4 Is not the material defective, alternative YES NO material analysis
has it been inspected due to quality problems?
Environmental Conditions 5.1 Is temperature, light, noise and cleaning correct YES NO Quick Kaizen, SOP
ARE THE ENVIRONMENTAL CONDITIONS in that area?
COMPATIBLE WITH A GOOD WORK? 5.2 Is Layout in the area compatible with YES NO Major Kaizen
light, noise, layout a good work?
CAUSES:
PROVISIONAL COUNTERMEASURES (<7days) DATE:
DEFINITIVE COUNTERMEASURES DATE:
1
4
5
2
3

26. ROOT CAUSE ANALYSIS AND
ELIMINATION OF ERROR
Signalization of Human
Error to Responsible
UTE
HUMAN ERROR MANAGEMENT
Flow chart of Human Error Management
1
2
3
DELIBERA
POINTS
BOLLINO VERDE
DIAGNOSIS
CENTER
Is this definitely a
Human Error?
YES

27. Team Leader Root Cause Analysis:3
Department:
UTE :
SHIFT :
1.1 ARE OPERATION TRAININGS COMPLETED?
YES NO
YES NO
YES NO
YES NO
YES NO
YES NO
2.1 Is there any missing definition in operation card?
YE S NO
2.2 Is there a visual operation card or is there any missing defition in
visual operation card?
YE S NO
3.1 Is there a difficulty in reading the Macrocav?
YE S NO
3.2 Are there any similar coding in diffusion output?
YE S NO
3.3 Is there any other deficiency in visual perception?
YE S NO
3.4 Is there any ergonomic inconvience while realizing the operations?
YE S NO
3.5 Are there any factors like fixing without seeing or difficulty in
reaching while realizing the operation?
YE S NO
3.6 Lack of error preventive devices against inattentiveness &
forgetfullness?
YE S NO
3.7 Does operation explained simple, easy to operate and without any
complexity?
YE S NO
4.1 Is there any out of order equipement?
YE S NO
4.2 Are there any problem sourced from defective or alternative
material?
YE S NO
4.3 Is there any intervention to components because of quality
problems?
YE S NO
4.4 Is vehicle mix as foreseeing?
YE S NO
4.5 Is there any incorrect distribution of work?
(Is satration compatible?)
YE S NO
5.1 Is temperature,cooling, air condition, lighting, noise, cleaning done
sufficiently?
YE S NO
5.2 Is lay-out compatible?
YE S NO
6.1 Is he motivated?
YE S NO
6.2 Is he tired?
YE S NO
6.3 Is there any problem in his private life?
YE S NO
6.4 Does he has health problems?
YE S NO
Problem Despriction:
HUMAN ERROR ROOT CAUSE ANALYSIS FORM
YES
6.
DOES OPERATOR HAS PERSONAL PROBLEM?
1.1.1 The lack of operation training
1.2.1 Insufficient training methodology
1.2 DOES THE EMPLOYEE KNOW THE OPERATION?
NO
NO
6
5
2
3
1
4
NO
5. ARE ENVIRONMENTAL CONDITIONS
COMPATIBLE?
YES
4. ARE THERE ANY FACTORS WHICH CAUSE
OPERATIONS TO BE REALIZED UNDER NORMAL
CONDITIONS?
2. ARE OPERATION AND VISUAL
COMMUNICATION CARDS DETERMINED
ADEQUATELY AND CORRECTLY?
3.
IS PROCESS DESIGN COMPATIBLE?
1. DOES EMPLOYEE DO THE OPERATION AS IT IS
DEFINED IN OPERATION CARD?
NO
1.2.2 Are equipments to be used in
operations defined?
1.2.3 Is employee compatible for
operation qualifications?
1.2.4 Has he been away from the
operation for more than 3 months?
1.2.5 Is employee's starting to work
less than 1 week?
N
Y
N
E
N INTERVIEW
2.1 Is there any missing definition in operation card?
YES NO
2.2 Is there a visual operation card or is there any
missing defition in visual operation card?
YES NO
NO2
2. ARE OPERATION AND VISUAL
COMMUNICATION CARDS DETERMINED
ADEQUATELY AND CORRECTLY? 3.1 Is there any ergonomic inconvenience while realizing the
operations?
YES NO
3.2 Are there any factors like fixing without seeing or difficulty in
reaching while realizing the operation?
YES NO
3.3 Lack of error preventive devices against inattentiveness &
forgetfullness?
YES NO
3.4 Does operation explained simple, easy to operate and without any
complexity?
YES NO
3.5 Is there any other deficiency in visual perception?
YES NO
3.6 Is there a difficulty in reading the Macrocav?
YES NO
3.7 Are there any similar coding in diffusion output?
YES NO
3. IS PROCESS DESIGN COMPATIBLE?3 NO
4.1 Is vehicle mix as foreseeing?
YES NO
4.2 Is there any incorrect distribution of work?
(Is satration compatible?)
YES NO
4.3 Is there any out of order equipement?
YES NO
4.4 Are there any problem sourced from defective or alternative
material?
YES NO
4.5 Is there any intervention to components because of quality
problems?
YES NO
4 YES
4. ARE THERE ANY FACTORS WHICH CAUSE
OPERATIONS TO BE REALIZED UNDER NORMAL
CONDITIONS?

28. Man
Co m pl eta do po r: C. M ig uel
M ej ora: SILEM BLOCK CORRE CTO PA RA CA DA VEHÍCULO
Ope rar i o:
Instr uc t or :
Fe cha de la f or m aci ón:
Re sult ado: NO ERRORES
Pr oble m a: POSIBLE CONFUSIÓN AL M ONTAR SILEM BLOCKS
Fe cha:12 abr il 2008
N°: 013/08M ej ora:Mé t odo:
Puesto : 1 7G.I .: GUA RNECI DO
Inf or m aci ón: X
Tem a: MON TAJE SIL EMBLOC KS
U.O. :MONTAJ E
Fábr ic a: VA LLADOL ID
AÑAD IR
DI STA NCI ADOR +
JUNTA
AÑAD IR
DISTA NCIAD OR +
JUNTA
PLA NTA D E PINTU RA FA BR IC A D E VAL LA DOLID COTA 5 m
E NFR I AD O R10 HO RNO KTL 8
TRA N SP -1 5 0
1 4 15 16 1 7 1 8 C. SK ID
1 9 20 20 2 0 2 0 1 1 7
TRA NS P -2 2 1 1 8
2 8 27 26 2 5 2 3
Z O NA DE MASIL LAS S KI D DE K T L V AC IOS ELE VA DO R
2 9 30 3 1 3 2 3 3
Z. C A RG A
TR A NS P- 1 3
ZO NA D E PVC PR EH O RN O HO RNO P.V .C. EN FR IAD O R
3 6 38 3 9 4 0 4 1 41 4 1 41 4 2 4 3 4 4 4 5 4 6
ACUM UL O
R EV . K TL
TR AN S P- 1 3. 1 SA MES
T AC K- RA G A BB PR EH O RN O HO RNO D E LACAS EN FR IA DO R I N SPEC C .
5 3 54 5 5 5 6 5 7 58 5 9 59 5 9 5 9 6 0 6 1 6 2 TR A NS P- 4 7
LAC A S
MAN U AL A BB EXT .
CA BIN A
6 7 6 5 6 4 6 3
RE TO Q U E 1
TRA NS P -6 6 6 9 7 0 7 1
CA BIN A
6 8 1 1 1 1 1 2 1 1 3
P E GA TIN AS Y D E SC ARG A
O FIC IN A
3 4
AS CEN SO R ZO N A
DE SCA R G A
2 9 1 0 1 1 1
5 15 1515 15 151515 2
3
4
5 6 7 8
ZON A DE T RATA MI E NT OS
2 1
2 4
8 2
85
3 5
37
84
P 5
P6
P7
P3 P 2 P 1
P1 0
P1 7
P 18
P1 9
P 15
P 14 - 2
P1 4 - 1
P8 P1 2
P 11
P 1 2
P 1 3
P1 6
P 4
Mala apli cación de la masill a sellante tanto
interna como externamente, creando probl emas
estéticos principalmente. Existiendo quejas de
los Dealer. No hay sol uci ón una vez coci do la
masi lla, siendo más cara la reparación que
chatarrear el vehículo.
Ma la a plica ción
de ma sill a
M a n o de Ob ra Ma q uina
Ma t e ri a l Métod o
Fa lta de
vis ibi lidad
Masi lla no
ade cuada
SO P
Op eracion es
sin valor
F alt a de
li mp ieza
In ade cu ados
métod os de t rab ajo
Presión de la bomba
de la masill a
Bo qui lla s
inad ecuad as
Holgur as en tre
pane les ( UO C )
G ra s a e n
un io n es
In s u fic ie nt e
E xc es iv oI r re g ul ar
Pe q ueña s v s .
D is t an c ia e nt r e p an ele s
T am año
la r g o e rrón e o
Manómet ros
( Esta bil iza dor de pr esión)
Posic ione s
di fíciles Op eracion es
complicad as
E xc e siv o
Ir re g u lar
In su fic ie nte
Au s en c ia
Ma la a plica ción
de ma sill a
M a n o de Ob ra Ma q uina
Ma t e ri a l Métod o
Fa lta de
vis ibi lidad
Masi lla no
ade cuada
SO P
Op eracion es
sin valor
F alt a de
li mp ieza
In ade cu ados
métod os de t rab ajo
Presión de la bomba
de la masill a
Bo qui lla s
inad ecuad as
Holgur as en tre
pane les ( UO C )
G ra s a e n
un io n es
In s u fic ie nt e
E xc es iv oI r re g ul ar
Pe q ueña s v s .
D is t an c ia e nt r e p an ele s
T am año
la r g o e rrón e o
Manómet ros
( Esta bil iza dor de pr esión)
Posic ione s
di fíciles Op eracion es
complicad as
E xc e siv o
Ir re g u lar
In su fic ie nte
Au s en c ia
Gui do Fui ano – RU O
Jes ús Cal lej a – Te c nol ogo G.I I
Bl anc o Sal vador – Métodos
P. Pablo Suei ras – R esp. Q UO
Jav i er Pérez - Ingeni ería
1.De ter min a r las z o n as má s
c rítica s
2.Estu d iar f or ma s d e tr ab aj o
e xis ten te s d en tro d e la
o rg an iz ac ió n
3.Co mp a ra r la s f or ma s d e tra b a jo
e ntr e las o tras pla n tas y la nu e stra .
4.Ad o p tar la s o luc ió n má s
e ficie n te.
5.Estu d iar s u f or ma de
impla n tac ió n e n nu e stra s
in sta lac io n es
6.Imp la n tar la s s ol uc io ne s
7.Ve rific a r la ev o lu ció n , su s
b en e fici os y o b jetiv o s
8.Esta n da riz ar s ol uc io n es.
Fech a: Página :
F-3 000F-3300 F-3950
610 0, 600,60 0, 600,60
625 0,45 0, 490,56
639 0, 50
640 0,23 0, 230,23
640 0,37 0, 370,37
670 0,29 0, 290,29
670 0,47 0, 470,47
680 0,29 0, 290,29
680 0,47 0, 470,47
702 0, 800,40 0, 400,40
710 0, 60
710 1, 20
1495 0, 48
740 0, 600,60 0, 600,60
660 0,57 0, 570,57
660 0,67 0, 670,67
780 0,47 0, 470,47
800 0,16 0, 160,16
820 0,70 0, 700,70
825 0, 48
1180 0, 48
S/F 0,11 0, 110,11
DU RA NTE E L COR RER V EH . C ORR EGI R D EF ICIENC IA S DE L IMPIEZA D EL PUEST O0, 660,66 0, 660,66
Li mpieza
Su st ituc ión
Lubrica ci ón
Herramienta
Ope rac ión
07/ 03/2 008
Listado de op eraciones
Nº Op.
LIMPIAR G OTA, A P LICA R MASILLA Y REM AT A R PTA . ANT.
DCHA.
EXT EN DER MA SILL A EN U NIO N INFERIOR A NT ER IOR MA RC O
PL C
A PLIC AR MASILL A EN UNION IN FE RIOR AN TERIOR MARCO
PL C
G.I .:
Cod. Ope rario
Preesmalte
Línea Masilla
Pues to P1-O2
Tipo d e cicloU.O. : Pintura
A PLIC AR MA SI LL A EN FAL DON P OS TER IOR I ZQ UIE RD O
FUR GON
AP LICAR MA SI LL A EX TERIOR CO N P IN CE L EN PESTA ÑA
DCHA. D E PISO C AB.
PRO TE CCIO NES EN B AJOS CARRO CE RIA LAD O DE RE CHO
Desc ripción
EX TE ND ER M AS IL LA E N UN ION IN FERIOR MARCO PLC CON
LAT ERAL
ELEVA CIO N DE ME SA
F
C
Mat er ial
Tiempo ciclo
EXT ENDER MAS IL LA EN FA LD ON POS TERIOR DE RE CH O
FUR GONAP LI CAR MA SI LL A EN UN ION I NFERIOR M ARC O P LC CON
LAT ERAL
A PLIC AR MA SILLA EN CU ÑA S TR ASERAS DER ECHA S
EXTE ND ER M ASIL LA E N CUÑ AS T RA SE RAS DE REC HAS
MO NTA R 6 G RA PA S INFE R. PA SAR RU ED AS DERECHO
DE SCENS O DE ME SA ELEVA DORA
AP LI CAR MA SI LL A EN GU IA IN FE RIOR PLC
EX TEND ER MA SI LL A EN GU IA INF ERIOR PLC
AP LICA R MASILLA EN P IL AR INTE RIOR DER EC HO DE C AB INA AP LICA R MASILLA EN U NIO N TR ANS V. PISO CA BINA (la do
dch o)A PLICAR MASILL A EN F RON TA L INT. DERECH O CAB IN A
CON DUCCION
PRO TE GER PISO C AB INA L AD O D ER EC HO
AP LICAR MASILLA E N PE LDAÑ O D ERECHO
ABRIR PU ERT A L AT ERAL C ORREDE RA
Equipo s de protecc ión
Rie sgo s del pue st o
C
F-30 00F-33 00F-39 50
0, 2 30, 2 30 ,2 3
0, 3 70, 3 70 ,3 7
2. - E XTE N DE R MA SILL A CO N P INC E L
Op.
8 54 7 7 8 M A SI LLA
I NT ER I OR
EX T EN D ER MA SILL A EN FA L DO N PO ST E RIOR
DE RE CH O FU R GO N
640
Pág in a:1
HERRAMIEN TAMATERIAL
APL IC AR M ASIL LA EN FA LD ON P OST ERI OR
I ZQ UIERD O FUR GO N
T.C I CL O
F
Descripción SOP:
1.- AP LIC AR MA SIL L A C ON P IST O LA DE E ST UR SIO N
2
9
7
0
1
0
0
8
2
9
3
6
3
6
2
3
2
9
7
0
0
3
4
5
PIST O LA EST UR SIO N
297 007 72
PARAMETROS DE MASILLA:
PRESION 11 0 a 180 BAR
NO RECOGER NINGÚN VEHÍCULOAL CUAL LE
FALTE EL SELLO VERDE T1T2óT3
CALIDAD U.O.Montaje 2, Responsable: SR. Israel Maniega
OPL Poka-Yoke Visual AidsLine Balancing SOP Kaizen Training Machine AnalysisMaterial Analysis
DEFICIT VISUAL     
FORGETFULNESS AND LACK OF ATTENTION    
LACK OF KNOWLEDGE    
DEFICIT INSTRUCTION OF WORK   
DEFICIT MACHINE  
ERGONOMIC DEFICIT  
IMPROPER LAY-OUT  
DESIGN OF THE PROCESS  
DEFICIT OF MATERIAL 
DIFFICULTY OF ACCESS AND VISUAL CONTROL   
TOOLSROOT CAUSE
CLASSIFICATION

29. 8
7
14
1 1
2
6
1
12 6
2
1 1
6
9
2
1
5
1
1
1
5
1
2
1
3
3
2
0
5
10
15
20
25
30
35
D
E
F
I
C
I
T

V
I
S
U
A
L
F
O
R
G
E
T
F
U
L
N
E
S
S
A
N
D

L
A
C
K

O
F
A
T
T
E
N
T
I
O
N
L
A
C
K

O
F
K
N
O
W
L
E
D
G
E
D
E
F
I
C
I
T
I
N
S
T
R
U
T
I
O
N

O
R
W
O
R
K
D
E
F
I
C
I
T

M
A
C
H
I
N
E
E
R
G
O
N
O
M
I
C
D
E
F
I
C
I
T
L
I
N
E

B
A
L
A
N
C
I
N
G
D
E
F
I
C
I
T

O
F
M
A
T
E
R
I
A
L
D
I
F
F
I
C
U
L
T
Y

O
F
A
C
C
E
S
S

A
N
D
V
I
S
U
A
L

C
O
N
T
R
O
L
OPL Poka-Yoke Visual Aids Line Balancing SOP
Kaizen Training Machine Analysis Material Analysis
Close
d
0 defects
(1
month)
Ope
n
Tot
al
Numbe
r
22 22 4286
Man
GENERAL PLANT
31
9
22
6
18
10
4
3
2
0
5
10
15
20
25
30
35
O
P
L
P
o
k
a
- Y
o
k
e
V
i s
u
a
l A
i d
s
L
i n
e
B
a
l a
n
c
i n
g
S
O
P
K
a
i z
e
n
T
r a
i n
i n
g
M
a
c
h
i n
e
A
n
a
l y
s
i s
M
a
t e
r i a
l A
n
a
l y
s
i s

30. QUALITY GATEQUALITY GATE
ON LINE REACTIONON LINE REACTION ANDONANDON
4M Management on Model Areas
4 M ANALYSIS4 M ANALYSIS
ModelModel
AreaArea
MATERIALMATERIAL METHODMETHODMACHINE / MACHINE /
EQUIPMENTEQUIPMENT
MANPOWERMANPOWER

31. ANDON
2 3 4 65 7
Q
U
A
L
I
T
Y
G
A
T
E
1
Defect detection at
Quality Gate
Defet detection at WS
234 65 71
65 37101
ANDON BOARD
WS Identification

32. 2 3 4 65 7
Q
U
A
L
I
T
Y
G
A
T
E
1
234 671
65 37101
ANDON BOARD
Control of other WS to
check wether the defect is
present, and repair
TEAM EXPERT
GOES TO
WS
OPERATOR GOES TO Q
GATE TO UNDERSTAND
PROBLEM
OPERATOR
REPAIRS DEFECTS
WORKING PROCEDURE – Defect Detection on Quality
Gate
5RED LIGHT ON 5

33. WORKING PROCEDURE – Defect Detection on WS
2 4 65 7
Q
U
A
L
I
T
Y
G
A
T
E
1
ANDON BOARD
ANALYSIS
SOLUTION
ASKS FOR HELP
TO SUPPORT
FUNCTIONS
GOES TO
WS
TEAM EXPERT
2 4 65 71
65 37101
3
ALARM BY
OPERATOR
YELLOW LIGHT ON 3
3

34. Distrubution of problem solving tools for each root cause
Closed Open TOTAL
Project
302 117 419
Human Error
Number
528 170 698
Types of HUMAN ERROR
solved; 302

35. Linea Human Errors
(Seen on Assembly Approval Zone)
9,2
5,88
0
2
4
6
8
10
12
JULY&AUGUST OCTOBER
r
/1
0
0
Doblo Human Errors
(Seen on Assembly Approval Zone)
9,51
4,85
0
2
4
6
8
10
12
JULY&AUGUST OCTOBER
r
/1
0
0
Percentage of Human Errors – Approval Zones
Target; is to reduce human errors at a level of max. %3 for both Linea & Doblo
models till the end of 2007

36. Line Score Evaluation
Ranking: Gold: 90-100 points Silver: 75-89 points Bronze: 60-74 points
Remarks
Contents of the activities Items to be assessed Score
1.Identification of all the defects and classification
of defect modes
All the defects occurred up to now have been identified
and defect modes have been ranked into classes
1.Defect identification and
classification are satisfactory
2.The identification and
classification of some issues
should be carried out with more
attention
3.Defects are identified, but no
classification is made yet
4.Defects are being identified
5.Nothing has been done at the
moment
Remarks:
Step 1: Definition of current conditions
•Various manufacturing processes
•Detailed description of defect modes (items,
measurements, point where it occurred,
direction)
•Conditions under which they occur (during
manoeuver, at the beginning of the manoeuver,
when the type of article changes, when
equipment fail)
•Treatment (scraps, repair)
•Defect mode occurrence (still taking place, in
the past, continuously, occasionally, seldom)
5
4
1
0
2
Diagnostic Table to Check Quality Control

37. Contents of the activities Items to be assessed Score
2.Defect modes and zero defect conditions
To prevent defect recurrence, already ranked into
classes, what are we supposed to check within each
manufacturing process to put zero defect conditions
in order?
1.Zero defect conditions (items to be
checked and standards) are clear
2.There are weak points in the
relationship between defects and zero
defect conditions but in general the
overall situation is positive
3.The identification of cause-and-effect
relationships is not careful enough
4.Cause-and-effect relationships are
being identified
5.Nothing has been done at the moment
Remarks:
The important point is that zero defect
conditions are identified by cause-and-effect
relationships.
Ex. : The speed during equipment
manoeuvering
conditions, r. p. m., temperature, loading
capacity, etc.
5
4
2
1
0

38. Contents of the activities Items to be assessed Score
3.A survey of the current conditions of
conformity
How are conditions effectively checked, following
conformity? Is a survey carried out on the
anomalies during maintenance check?
1.Assessment criteria　are set and the
easiness of controls for zero defects
has been surveyed
2.Deeper surveys should be carried out
on some issues
3.Checks are being surveyed
4.Nothing has been done at the moment
Remarks:
It is critical to assess how easy it is to check
conditions for zero defects:
1.Is it possible to easily define zero defect
conditions for the various products?
2.Once these conditions are set, are they
stable?
3.In case change took place, is it easy to
recognize it?
4.In case change took place, is it easy to
restore the conditions for zero defects?
5
4
2
0

39. Contents of the activities Items to be assessed Score
4.Fill in the QA Matrix
To assess the level of quality assurance in the
current situation, the previous points 1-3 have been
combined so as to create a QA matrix.
1.The QA Matrix has been filled in,
and at a glance it is possible to have
an overall view of the quality
assurance level
2.We are now filling in the QA Matrix
3.Nothing has been done at the
moment
Remarks:
Important points in the matrix:
1.Is it possible to understand where defects
occur and which manufacturing
processes are involved?
2.Is it possible to understand the
relationship between conditions for zero
defects and defects?
3.Is it possible to understand the control
level for zero defects?
5
2
0

40. Contents of the activities Items to be assessed Score
1.Restoring and improving abnormal
conditions and changes in the conditions for
zero defects
Are conditions for zero defects adjusted and
abnormal conditions improved based on the
surveys carried out in step 1?
1.Conditions have been restored,
improved and changed, and the QA
matrix has also been completed
2.Restoration and improvement have
been completed
3.We are now restoring and improving
4.Nothing has been done at the
moment
Remarks:
10
7
3
Step 2: First restoring of the abnormal conditions
0

41. Contents of the activities Items to be assessed Score
1.Cause-and-effect analysis through Process
Point Analysis*
Is a cause-and-effect analysis of the chronic defects
carried out by means of Process Point Analysis?
1.More than 50% of the total number
of topics have been analyzed,
following the Process Point Analysis
steps
2.Around 30% of the total number of
topics have been analyzed
3.Process Point Analysis has just
started
4.Nothing has been done at the
moment
Remarks:
20
10
5
Step 3: Cause-and-effect analysis of chronic defects
0

42. Contents of the activities Items to be assessed Score
1.Restore and improve based on the plan of
countermeasures
Are restoration and improvement carried out
following the plan of countermeasures based on the
cause-and-effect analysis of step 3?
1.More than 80% of improvement
and restoration have been
completed and a result has been
obtained with reliable data
2.Percentages of improvement and
restoration are lower than 80%
3.Improvement and restoration have
just begun
Remarks:
10
5
Step 4: Attack against the main causes of chronic defects
0

43. Contents of the activities Items to be assessed Score
1.Establish criteria to check Q components
Have control criteria and Q components been
established to maintain the improvement and
restoring conditions?
1.The process for Q Components
determination has been completed
and the various equipment parts
have been indicated
2.Q Components have been
determined at least up to the revised
standards
3.At least the process to determine Q
components has been completed to
define control criteria
4.Only the determination of Q
components has been completed
5.The Q Component determination
has just started
Remarks:
15
10
3
Step 5: Definition of zero scrap condition
0
1.Determine the Q components
2.Define control criteria (control methods
and management criteria)
3.Review the different types of standards
(equipment control process sheet,
maintenance calendars, control sheets,
QA matrices)
4.Indicate the appropriate Q components
for the various parts of the equipment
7
To establish such criteria…

44. Contents of the activities Items to be assessed Score
1.Control of Q components’ trend
Are controls carried out based on Q components
control criteria? Are prediction made about quality
defects, based on the data obtained from the results
of the controls carried out?
1.Trend control has been carried out
with SQC over more than 50% of Q
components
2.The trend control has been carried
out on about 30-50% of Q
components
3.The trend control has started using
SQC
4.No trend control is carried out
Remarks:
15
10
5
Step 6: Check conditions for zero scraps
0
1.Carry out control based on control criteria
2.Derive the trend from the data coming
from SQC application
3.Obtain quantitative variations of control
limit values
4.Formulate a system concerning the
design of restoring and the preparation of
components replacement
5.Carry out restoration based on the design
6.Check results
Check the trend

45. Contents of the activities Items to be assessed Score
1.Increase in the precision level and control
effectiveness
By statistically obtaining data from the control on
quality characteristics, such as cause-and-effect
relationships affecting the process, are control
criteria and methods improved effectively and with
more precision?
1.The control method has improved
effectively and with high precision,
by assessing the level of influence
over quality characteristics
2.Improvement aiming at increasing
effectiveness and precision has just
started
3.The current situation has not changed
Remarks:
1.Reduction of control limits values,
concentration of check items, lengthening of
check cycles
2.Improvement aiming at simplifying control
methods, reduction of check times through
critical points’ improvement
3.Transformation of check methods using a
scientific approach, by using diagnostic
techniques
10
5
0
Step 7: Improvement of zero scrap conditions

46. EXAMPLES OF HUMAN ERRORS
ELIMINATION

47. OPERATION DESCRIPTION :
NAME AND SURNAME OF OEPRATOR :
UTE LEADER NAME SURNAME :
1. INTERVIEW APPLICATION DATE: 18.09.2007
1) Do you know the requirements of your work?“ EVALUATION OF UTE LEADER AND ACTION PLANS
a) YES
b) He is not sure about to know OPERAT ION STEPS
c) NO
2) How do you know that you are working correctly?”
a) FOLLOWING RELAT ED VISUAL AIDS
b) OTO-CONTROLLE
c) OTHER
3) How you can be sure that you do your work without error?
a) WITH ASKING OF DELIBERA FEEDBACKS TO OP LEADER FREQUENTLY
b) OTO-CONTROLE
c) OTHER
4) When you face a problem, what do you do?
a) IMMEDIATELLY WARNING TO UTE LEADER AND OPL
b) IF LEADERS COMES THEN I CAN SAY
c) OTHER
2. INTERVIEW APPLICATION DATE:
1) Yaptığınız işin gerekliliklerini biliyor musunuz? Liderin değerlendirmesi ve Aksiyon Planı
a) Evet
b) Tam olarak bildiğimden emin değilim
c) Hayır
2) Doğru olarak çalıştığınızı nasıl anlarsınız?
a) İlgili görsel yönetim aracını izleyerek
b) Otokontrol ile
c) Diğer
3) İşinizi hatasız olarak yaptığınızdan nasıl emin olursunuz?
a) Takım Liderime delibera geri bildirimlerini sürekli olarak sorarak
b) Oto kontrol ile
c) Diğer
4) Problem çıktığında ne yaparsınız?
a) Hemen TÜT Liderini veya Takım Liderini uyarırım.
b) Liderim gelirse söylerim.
c) Diğer
3. INTERVIEW APPLICATION DATE:
1) Yaptığınız işin gerekliliklerini biliyor musunuz? Liderin değerlendirmesi ve Aksiyon Planı
a) Evet
b) Tam olarak bildiğimden emin değilim
c) Hayır
2) Doğru olarak çalıştığınızı nasıl anlarsınız?
a) İlgili görsel yönetim aracını izleyerek
b) Otokontrol ile
c) Diğer
3) İşinizi hatasız olarak yaptığınızdan nasıl emin olursunuz?
a) Takım Liderime delibera geri bildirimlerini sürekli olarak sorarak
b) Oto kontrol ile
c) Diğer
4) Problem çıktığında ne yaparsınız?
a) Hemen TÜT Liderini veya Takım Liderini uyarırım.
b) Liderim gelirse söylerim.
c) Diğer
F321-00-0001-04/030907
INTERVİEW METHOD WITH OPERATOR FOR "0" ERROR
Not: 1.Mülakat sonunda Operatör tüm sorularda "a" seviyesinde ise mülakat tamamlanmıştır. "a" olmayan her seviye için aksiyon planı ve
daha sonra 2. Mülakat uygulaması yapılır.
Not: 2.Mülakat sonunda "a" olmayan her seviye için aksiyon planı ve daha sonra 3. Mülakat uygulaması yapınız.
I’m skilfull and
well trained !
PROBLEM DESCRIPTION: Nuts not rivetted onto body part.

48. POKA-YOKE
APPLICATION
Team Leader does Root cause analysis and improvement actions

49. 16
20
0 0
0
2
4
6
8
10
12
14
16
18
20
AUGUST SEPTEMBER OCTOBER NOVEMBER
ZERO ERROR

50. OPERATION DESCRIPTION :
NAME AND SURNAME OF OEPRATOR :
UTE LEADER NAME SURNAME :
1. INTERVIEW APPLICATION DATE: 18.09.2007
1) Do you know the requirements of your work?“ EVALUATION OF UTE LEADER AND ACTION PLANS
a) YES
b) He is not sure about to know OPERAT ION STEPS
c) NO
2) How do you know that you are working correctly?”
a) FOLLOWING RELAT ED VISUAL AIDS
b) OTO-CONTROLLE
c) OTHER
3) How you can be sure that you do your work without error?
a) WITH ASKING OF DELIBERA FEEDBACKS TO OP LEADER FREQUENTLY
b) OTO-CONTROLE
c) OTHER
4) When you face a problem, what do you do?
a) IMMEDIATELLY WARNING TO UTE LEADER AND OPL
b) IF LEADERS COMES THEN I CAN SAY
c) OTHER
2. INTERVIEW APPLICATION DATE:
1) Yaptığınız işin gerekliliklerini biliyor musunuz? Liderin değerlendirmesi ve Aksiyon Planı
a) Evet
b) Tam olarak bildiğimden emin değilim
c) Hayır
2) Doğru olarak çalıştığınızı nasıl anlarsınız?
a) İlgili görsel yönetim aracını izleyerek
b) Otokontrol ile
c) Diğer
3) İşinizi hatasız olarak yaptığınızdan nasıl emin olursunuz?
a) Takım Liderime delibera geri bildirimlerini sürekli olarak sorarak
b) Oto kontrol ile
c) Diğer
4) Problem çıktığında ne yaparsınız?
a) Hemen TÜT Liderini veya Takım Liderini uyarırım.
b) Liderim gelirse söylerim.
c) Diğer
3. INTERVIEW APPLICATION DATE:
1) Yaptığınız işin gerekliliklerini biliyor musunuz? Liderin değerlendirmesi ve Aksiyon Planı
a) Evet
b) Tam olarak bildiğimden emin değilim
c) Hayır
2) Doğru olarak çalıştığınızı nasıl anlarsınız?
a) İlgili görsel yönetim aracını izleyerek
b) Otokontrol ile
c) Diğer
3) İşinizi hatasız olarak yaptığınızdan nasıl emin olursunuz?
a) Takım Liderime delibera geri bildirimlerini sürekli olarak sorarak
b) Oto kontrol ile
c) Diğer
4) Problem çıktığında ne yaparsınız?
a) Hemen TÜT Liderini veya Takım Liderini uyarırım.
b) Liderim gelirse söylerim.
c) Diğer
F321-00-0001-04/030907
INTERVİEW METHOD WITH OPERATOR FOR "0" ERROR
Not: 1.Mülakat sonunda Operatör tüm sorularda "a" seviyesinde ise mülakat tamamlanmıştır. "a" olmayan her seviye için aksiyon planı ve
daha sonra 2. Mülakat uygulaması yapılır.
Not: 2.Mülakat sonunda "a" olmayan her seviye için aksiyon planı ve daha sonra 3. Mülakat uygulaması yapınız.
I’m skilfull and
well trained !
PROBLEM DESCRIPTION: Head lamp connectors not connected properly

51. STANDART
OPERATION
PROCEDURE
(SOP)
APPLICATION
Team leader does Root cause analysis and improvement actions

52. Ergonomy Improvement by Redefining Process
4
0 0
0
0,5
1
1,5
2
2,5
3
3,5
4
#

o
f

E
r
r
o
r
s
SEPTEMBER OCTOBER NOVEMBER
ZERO
ERROR

53. OPERATION DESCRIPTION :
NAME AND SURNAME OF OEPRATOR :
UTE LEADER NAME SURNAME :
1. INTERVIEW APPLICATION DATE: 18.09.2007
1) Do you know the requirements of your work?“ EVALUATION OF UTE LEADER AND ACTION PLANS
a) YES
b) He is not sure about to know OPERAT ION STEPS
c) NO
2) How do you know that you are working correctly?”
a) FOLLOWING RELAT ED VISUAL AIDS
b) OTO-CONTROLLE
c) OTHER
3) How you can be sure that you do your work without error?
a) WITH ASKING OF DELIBERA FEEDBACKS TO OP LEADER FREQUENTLY
b) OTO-CONTROLE
c) OTHER
4) When you face a problem, what do you do?
a) IMMEDIATELLY WARNING TO UTE LEADER AND OPL
b) IF LEADERS COMES THEN I CAN SAY
c) OTHER
2. INTERVIEW APPLICATION DATE:
1) Yaptığınız işin gerekliliklerini biliyor musunuz? Liderin değerlendirmesi ve Aksiyon Planı
a) Evet
b) Tam olarak bildiğimden emin değilim
c) Hayır
2) Doğru olarak çalıştığınızı nasıl anlarsınız?
a) İlgili görsel yönetim aracını izleyerek
b) Otokontrol ile
c) Diğer
3) İşinizi hatasız olarak yaptığınızdan nasıl emin olursunuz?
a) Takım Liderime delibera geri bildirimlerini sürekli olarak sorarak
b) Oto kontrol ile
c) Diğer
4) Problem çıktığında ne yaparsınız?
a) Hemen TÜT Liderini veya Takım Liderini uyarırım.
b) Liderim gelirse söylerim.
c) Diğer
3. INTERVIEW APPLICATION DATE:
1) Yaptığınız işin gerekliliklerini biliyor musunuz? Liderin değerlendirmesi ve Aksiyon Planı
a) Evet
b) Tam olarak bildiğimden emin değilim
c) Hayır
2) Doğru olarak çalıştığınızı nasıl anlarsınız?
a) İlgili görsel yönetim aracını izleyerek
b) Otokontrol ile
c) Diğer
3) İşinizi hatasız olarak yaptığınızdan nasıl emin olursunuz?
a) Takım Liderime delibera geri bildirimlerini sürekli olarak sorarak
b) Oto kontrol ile
c) Diğer
4) Problem çıktığında ne yaparsınız?
a) Hemen TÜT Liderini veya Takım Liderini uyarırım.
b) Liderim gelirse söylerim.
c) Diğer
F321-00-0001-04/030907
INTERVİEW METHOD WITH OPERATOR FOR "0" ERROR
Not: 1.Mülakat sonunda Operatör tüm sorularda "a" seviyesinde ise mülakat tamamlanmıştır. "a" olmayan her seviye için aksiyon planı ve
daha sonra 2. Mülakat uygulaması yapılır.
Not: 2.Mülakat sonunda "a" olmayan her seviye için aksiyon planı ve daha sonra 3. Mülakat uygulaması yapınız.
I’m skilfull and
well trained !

54. ERGONOMY
IMPROVEMENT
Team leader does Root cause analysis and improvement actions

56. Graph of Linea door water leakage problem
0,7
0 0
0
0,1
0,2
0,3
0,4
0,5
0,6
0,7
#

o
f

E
r
r
o
r
s
SEPTEMBER OCTOBER NOVEMBER
ZERO
ERROR

57. OPERATION DESCRIPTION :
NAME AND SURNAME OF OEPRATOR :
UTE LEADER NAME SURNAME :
1. INTERVIEW APPLICATION DATE: 18.09.2007
1) Do you know the requirements of your work?“ EVALUATION OF UTE LEADER AND ACTION PLANS
a) YES
b) He is not sure about to know OPERAT ION STEPS
c) NO
2) How do you know that you are working correctly?”
a) FOLLOWING RELAT ED VISUAL AIDS
b) OTO-CONTROLLE
c) OTHER
3) How you can be sure that you do your work without error?
a) WITH ASKING OF DELIBERA FEEDBACKS TO OP LEADER FREQUENTLY
b) OTO-CONTROLE
c) OTHER
4) When you face a problem, what do you do?
a) IMMEDIATELLY WARNING TO UTE LEADER AND OPL
b) IF LEADERS COMES THEN I CAN SAY
c) OTHER
2. INTERVIEW APPLICATION DATE:
1) Yaptığınız işin gerekliliklerini biliyor musunuz? Liderin değerlendirmesi ve Aksiyon Planı
a) Evet
b) Tam olarak bildiğimden emin değilim
c) Hayır
2) Doğru olarak çalıştığınızı nasıl anlarsınız?
a) İlgili görsel yönetim aracını izleyerek
b) Otokontrol ile
c) Diğer
3) İşinizi hatasız olarak yaptığınızdan nasıl emin olursunuz?
a) Takım Liderime delibera geri bildirimlerini sürekli olarak sorarak
b) Oto kontrol ile
c) Diğer
4) Problem çıktığında ne yaparsınız?
a) Hemen TÜT Liderini veya Takım Liderini uyarırım.
b) Liderim gelirse söylerim.
c) Diğer
3. INTERVIEW APPLICATION DATE:
1) Yaptığınız işin gerekliliklerini biliyor musunuz? Liderin değerlendirmesi ve Aksiyon Planı
a) Evet
b) Tam olarak bildiğimden emin değilim
c) Hayır
2) Doğru olarak çalıştığınızı nasıl anlarsınız?
a) İlgili görsel yönetim aracını izleyerek
b) Otokontrol ile
c) Diğer
3) İşinizi hatasız olarak yaptığınızdan nasıl emin olursunuz?
a) Takım Liderime delibera geri bildirimlerini sürekli olarak sorarak
b) Oto kontrol ile
c) Diğer
4) Problem çıktığında ne yaparsınız?
a) Hemen TÜT Liderini veya Takım Liderini uyarırım.
b) Liderim gelirse söylerim.
c) Diğer
F321-00-0001-04/030907
INTERVİEW METHOD WITH OPERATOR FOR "0" ERROR
Not: 1.Mülakat sonunda Operatör tüm sorularda "a" seviyesinde ise mülakat tamamlanmıştır. "a" olmayan her seviye için aksiyon planı ve
daha sonra 2. Mülakat uygulaması yapılır.
Not: 2.Mülakat sonunda "a" olmayan her seviye için aksiyon planı ve daha sonra 3. Mülakat uygulaması yapınız.
I’m skilfull and
well trained !

58. POKA-YOKE
APPLICATION
Team Leader does Root cause analysis and improvement actions

59. 2
0 0
0
0,2
0,4
0,6
0,8
1
1,2
1,4
1,6
1,8
2
#

o
f

E
r
r
o
r
s
SEPTEMBER OCTOBER NOVEMBER
ZERO
ERROR

60. VISUAL AID
Insufficient
Visual Aid
3
0 0
0
0,5
1
1,5
2
2,5
3
#

o
f

E
r
r
o
r
s
JUNE JULY AUGUST
ZERO
ERROR

61. AK
MK
SK
5
54
60
101.391 €
41.930 €
9.677 €
Quality Control:
Average Benefit/Kaizen
QK 1041.494 €
12,7
C
B

18,7
C
B

13,73
C
B

9,64
C
B
