figures and tables daily word routine
DESCRIPTION
workflow processesTRANSCRIPT
HOW TO USE THIS BOOK(FOLLOW THE FLOWCHART SHOWN ON THE NEXT PAGE)
1
2
3
4
5
6
7
8
Study Chapters 1 - 7, holding periodic name-in-the-hat group meetings. When reading the text, reflect on each sentence. Reflect on the concepts.
Be sure that all senior management has taken the 24-hour “Management for Results” course offered by the Instituto de Desenvolvimento Gerencial.
Set up a Management Improvement Plan that corresponds to the “PUTTING THE HOUSE IN ORDER” phase. Adopt an 8 - month time frame.
Begin work. During this time reconvene your name-in-the-hat group and study again chapters 1 - 7. When the ideas are applied in practice, the level of understanding improves considerably. See for yourself.
After 8 months resume the study of the book. Together with your name-in-the-hat group study up to Chapter 13.
Set up a new Management Improvement Plan that corresponds to the “ADJUSTING THE MACHINE” phase. Adopt a 16 - month time frame.
Begin work. Reconvene your name-in-the-hat group as in item 4.
At the end of the 16 months get back to your name-in-the-hat group and go through to the end of the book. I can guarantee you that by that time your management may already be classified as "World Class."
FLO
WC
HA
RT
FOR
“TH
E R
OA
D T
OW
AR
DS
EXC
ELLE
NC
E”(E
AC
H R
ECTA
NG
LE C
OR
RES
PO
ND
S TO
A C
HA
PTE
R O
F TH
IS B
OO
K)
1ST
PH
ASE
“UN
DER
STA
ND
ING
YOU
R W
OR
K”
2N
D P
HA
SE“P
UTT
ING
TH
E H
OU
SEIN
OR
DER
”
3R
D P
HA
SE“A
DJU
STIN
G T
HE
MA
CH
INE”
4TH
PH
ASE
“ON
TH
E R
OA
D T
O T
HE
FUTU
RE”
UN
DER
STA
ND
YOU
R W
OR
K
PU
TTI
NG
TH
EH
OU
SE IN
OR
DER
STA
ND
AR
DIZ
E
ELIM
INA
TEA
BN
OR
MA
LITI
ES
MO
NIT
OR
RES
ULT
S
MA
NA
GE
TOSU
STA
IN R
ESU
LTS
MA
NA
GE
TOIM
PR
OV
E R
ESU
LTS
IMP
RO
VE
MO
NIT
OR
ING
PR
AC
TIC
E P
RO
BLE
MSO
LVIN
G
IMP
RO
VE
MA
INTE
NA
NC
E
IMP
RO
VE
HU
MA
NR
ESO
UR
CES
FUTU
RE
14
13
1210
9
8
37
654
21
ASS
UR
EQ
UA
LITY
11
Figu
re 1
.1:
Fun
ctio
ns
of
pe
op
le w
ith
in a
n o
rgan
izat
ion
an
d it
s re
lati
on
to
th
e m
eth
od
.
OP
ERA
TIO
NA
L
MA
NA
GER
IAL
DIR
ECTI
ON
MA
NA
GEM
ENT
SUP
ERV
ISIO
N
OP
ERA
TIO
N
FUN
CTI
ON
S
AP D
C AS D
C
SITU
ATI
ON
FUN
CTI
ON
SN
OR
MA
LO
CC
UR
REN
CE
OF
AB
NO
MA
LITI
ES
DIR
ECTI
ON
MA
NA
GEM
ENT
MANAGERIAL OPERATIONAL
SUP
ERV
ISIO
N
OP
ERA
TIO
N
* Es
tab
lish
es G
OA
LS t
hat
gu
aran
tee
the
surv
ival
o
f th
e co
mp
any
thro
ugh
th
e u
se o
f a
stra
tegi
c
pla
n. D
eplo
y th
ese
goal
s.
* Ev
ery
six
mo
nth
s d
raw
s u
p a
sta
tus
rep
ort
fo
r
sen
ior
man
agem
ent.
* El
imin
ates
ch
ron
ic a
bn
orm
alit
ies
by
atta
ckin
g th
eir
ro
ot
cau
ses
(PD
CA
).*
Peri
od
ical
ly r
evie
ws
abn
orm
alit
ies
to d
etec
t ch
ron
ic
abn
orm
alit
ies
(Par
eto
An
alys
is).
* C
hec
ks a
bn
orm
alit
ies
dai
ly a
t th
e si
te o
f th
eir
o
ccu
rren
ce, w
ork
ing
in a
co
mp
lem
enta
ry m
ann
er
wit
h s
up
ervi
sio
n.
* A
ttai
ns
GO
ALS
(P
DC
A).
* P
rom
ote
s th
e tr
ain
ing
of
the
sup
ervi
sio
n
fu
nct
ion
.
* C
hec
ks w
eth
er t
he
op
erat
ion
fu
nct
ion
is
follo
win
g st
and
ard
op
erat
ion
al p
roce
du
res.
* P
rom
ote
s th
e tr
ain
ing
of
the
op
erat
ion
fu
nct
ion
* R
eco
rds
abn
orm
alit
ies
and
rep
ort
s th
em t
o t
he
m
anag
eria
l fu
nct
ion
.
* C
on
du
cts
abn
orm
alit
y an
alys
is, a
ttac
kin
g th
e
inm
edia
te c
ause
s (f
or
exam
ple
, was
th
e st
and
ard
o
bse
rved
?).
* R
epo
rts
abn
orm
alit
ies.
* Es
tab
lish
es G
OA
LS t
o c
orr
ect
the
curr
ent
situ
atio
n.
* U
nd
erst
and
s st
atu
s re
po
rt m
anag
emen
t.
* Fo
llow
s th
e St
and
ard
Op
erat
ion
al P
roce
du
res.
(2),
(3
)Ta
ble
1.1
: Ty
pe
of
Wo
rk C
arri
ed
Ou
t Th
rou
gh E
ach
Fu
nct
ion
.
Figu
re 2
.1:
Div
isio
n o
f M
anag
em
en
t.
MO
DE
TYP
E
TOP
DO
WN
MA
NA
GEM
ENT
CR
OSS
FUN
CTI
ON
AL
MA
NA
GEM
ENT
MA
NA
GEM
ENT
BY
PO
LIC
Y
RO
UTI
NE
MA
NA
GEM
ENT
TOP
MA
NA
GEM
ENT
- IM
PO
RTA
NT
REL
ATI
ON
SHIP
Figu
re 2
.2:
Dai
ly W
ork
Ro
uti
ne
Man
age
me
nt
Me
nta
lity.
AP D
C
CO
RR
ETIV
E A
CTI
ON
:
AC
TIN
G O
N T
HE
PR
OC
ESS
(MEA
NS)
TO S
UST
AIN
AN
D IM
PR
OV
ER
ESU
LTS.
HO
W A
RE
MY
RES
ULT
S?H
OW
DO
TH
EY C
OM
PAR
E W
ITH
TH
EG
OA
LS?
HO
W D
O T
HEY
CO
MPA
RE
WIT
H T
HE
BEN
CH
MA
RK
S?
CO
NTR
OL
ITEM
S:EX
ECU
TIO
N:
AC
CO
RD
ING
TO
STA
ND
AR
D O
PER
ATI
ON
AL
PR
OC
EDU
RES
.DIS
CIP
LIN
ED W
OR
K
5S:
D
ISC
IPLI
NE,
PU
RIT
Y O
F IN
TEN
TIO
NS,
AN
D J
UST
ICE.
PAR
SIM
ON
Y, O
RG
AN
IZA
TIO
N, C
LEA
NLI
NES
S,
MO
RA
LE:
PAR
TIC
IPA
TIO
N, F
RIE
ND
SHIP
, LEA
RN
ING
, GR
OW
TH,
ENV
IRO
NM
ENTA
L P
RO
TEC
TIO
N.
MO
TIV
ATI
ON
, UN
ITY,
GO
AL:
TH
E C
OM
PET
ITIO
N A
ND
IN A
MO
RE
ECO
NO
MIC
AL
MA
NN
ER”.
”TO
SA
TISF
Y P
EOP
LE B
ETTE
R T
HA
N
MET
HO
D:
CO
MP
LIA
NC
E W
ITH
STA
ND
AR
DS
- SY
STEM
STA
ND
AR
D-
PR
OC
ESS
TEC
HN
ICA
L ST
AN
DA
RD
- ST
AN
DA
RD
OP
ERA
TIO
NA
L P
RO
CED
UR
E
Figu
re 2
.3:
Bas
ic O
utl
ine
fo
r th
e Im
pro
vem
en
t o
f D
aily
Wo
rk R
ou
tin
e M
anag
em
en
t.
A
D B C
OR
GA
NIZ
ATI
ON
OF
YOU
RM
AN
AG
EMEN
T
ELIM
INA
TIO
NO
FA
BN
OR
MA
LITI
ES
STA
ND
AR
DIZ
A-
TIO
ND
EFIN
ITIO
N O
FFL
OW
CH
AR
TS
PR
OC
ESS
TEC
HN
ICA
L ST
AN
DA
RD
OR
SYS
TEM
STA
ND
AR
D
STA
ND
AR
D O
PER
ATI
ON
AL
PR
OC
EDU
RE
(On
-th
e-jo
b t
rain
ing)
PR
OC
ESS
EVA
LUA
TIO
N(D
isp
ersi
on
eva
luat
ion
)
PR
OC
ESS
IMP
RO
VEM
ENT
(Dis
per
sio
n r
edu
ctio
n)
AB
NO
RM
ALI
TY
REP
OR
T
CO
RR
ECTI
VE
AC
TIO
N
IDEN
TIFI
CA
TIO
NO
F C
HR
ON
ICA
BN
OR
MA
LITI
ES
PD
CA
TRA
ININ
GTW
O E
ASY
PR
OB
LEM
SA
PR
IOR
ITY
PR
OB
LEM
+
DES
CR
IPTI
ON
OF
BU
SIN
ESS
GO
AL
IDEN
TIFI
CA
TIO
N
RES
EAR
CH
OF
BEN
CH
MA
RK
VA
LUES
DEF
INIT
ION
OF
PR
IOR
ITY
CO
NTR
OL
ITEM
S
CO
NTR
OL
ITEM
STA
BLE
GR
AP
HS
IDEN
TIFI
CA
TIO
N O
FP
RIO
RIT
Y P
RO
BLE
MS
AS
CD
FULL
UTI
LIZA
TIO
NO
F SD
CA
QU
ALI
TYA
SSU
RA
NC
E(R
elia
bili
ty)
PR
OD
UC
TIV
ITY
GA
INS
AP
CD
FULL
UTI
LIZA
TIO
NO
F P
DC
A
AC
TIO
N P
LAN
5S
Figu
re 2
.4:
Exe
mp
lary
Dai
ly W
ork
Ro
uti
ne
Man
age
me
nt.
MET
HO
DH
UM
AN
ISM
DA
ILY
WO
RK
RO
UTI
NE
MA
NA
GEM
ENT
5S
Exem
pla
ryD
aily
Wo
rk R
ou
tin
e M
anag
emen
t
PGather information (Facts and Data)
Carry out an analysis(What are the causes that keep us from reaching the goal?)
MANAGERIAL ACTION PLAN
Receive an IMPROVEMENT GOAL from yourdirector or establish your own goal (quality, cost, customer service, morale, and safety). Establish a control item.
D
(Countermeasures against the causes)
You and your team carry out the ACTION PLAN.
AIf your PLAN was successful, STANDARDIZE.Train the workers and conclude.
Figure 3.1: Method for Attaining Goals.
C
Check whether all actions were executed.
If your PLAN produced no results, go further in gathering data and in the analysis.
*
BETTER
Time
500 475455
400
CONTROLITEM
GOAL (425)
(380) BENCHMARKCompany Y, Inc.
Table 3.1: How to Set Up Your First Action Plan.
Receive the IMPROVEMENT GOAL from your director, or establish one yourself. Collect all the information you can on the subject.
Call on everyone (engineers, technicians, supervisors, workers, other managers, technicians from supplying companies, consultants, etc) that you feel can contribute; those who “are on top of the subject.” This is a process of knowledge collection.
Hold a meeting, visiting, if possible, the location where the subject occurs. Have available: plenty of flip-chart paper, masking tape, magic markers of several colors, “post-it” notes, etc.
Define the group’s problem. Write: OUR PROBLEM IS TOO MANY INVOICING ERRORS (for example).
Now ask the group: WHY DO WE HAVE SO MANY INVOICING ERRORS? (for example). At this point you have two alternatives: either you can distribute post-it note paper and have each one write down a cause of the problem or simply say what he or she thinks is the cause of the problem. The leader of the meeting writes down each cause on the flip-chart sheets affixed to the wall of the room. Do not forget to ask why? a number of times.
Now, for EACH CAUSE that remains after the cleanup process, discus with the group one or more COUNTERMEASURES. Write on the flip-chart sheets only those countermeasures that are agreed upon by all. Place these countermeasures in the 5W 1H format. Presto! You have an ACTION PLAN, as shown in Table 3.2.
Having finished the “cause harvesting” activity, attempt to simplify the causes by combining similar ones and eliminating those considered unimportant by the group. If necessary, the group may vote. Analyze the consistency of the causes during the cleanup process. (a) What is the impact of the elimination of each cause on the desired result (goal)? (b) Is it within my authority to act on this cause?
At the meeting, state first your long-range goal (one in which you surpass the best in the world). Then, state the goal to be reached within one year at the most. Clearly explain how much the company will earn per year after it reaches the goal. Put all this on flip-chart paper affixed to the wall. Print in very large, colored letters to help people remember. Discuss these numbers with the people in the meeting. How many families could be supported with the saving from this waste reduction?
1
2
3
4
5
6
7
8
Tab
le 3
.2:
Exam
ple
of
an A
CTI
ON
PLA
N (
5W
1H
).
CO
UN
TER
MEA
SUR
ES
1. L
evel
th
e b
ase
of
t
he
equ
ipm
ent
Mik
eR
olli
ng
mill
Ro
llin
gm
ill
To p
reve
nt
slee
veb
reak
age
To p
reve
nt
sto
pp
ages
To t
rain
th
em in
new
pro
ced
ure
s
Trai
nin
gce
nte
r an
dw
ork
are
a
08
/31
08
/31
06
/30
Joh
n
Pau
l
2. C
han
ge t
he
guid
es
3. T
rain
per
son
nel
In t
his
co
lum
np
lace
th
eco
un
term
easu
res
that
cam
e o
ut
of
bra
inst
orm
ing
(See
Tab
le 3
.1)
In t
hes
e fi
ve c
olu
mn
syo
u p
lace
th
eco
mp
lem
enta
ry d
ata
as s
ho
wn
ab
ove
* D
o n
ot
leav
e o
ut
this
WH
Y co
lum
n. P
eop
lew
ant
to k
no
w w
hy
they
mu
st d
o s
om
eth
ing
In t
his
co
lum
np
lace
a n
ame,
an
dn
ot
a gr
ou
p o
r an
acro
nym
. It
mu
st b
eth
e n
ame
of
the
per
son
in c
har
ge
(WH
AT)
PER
SON
RES
PO
NSI
BLE
JUST
IFIC
ATI
ON
*TI
ME
LOC
ATI
ON
(WH
O)
(WH
Y)
PR
OC
EDU
RE
(HO
W)
(WH
EN)
(WH
ERE)
Dis
asse
mb
le t
he
mai
n r
olle
r, r
emo
ve i
t w
ith
th
e o
verh
ead
d
erri
ck
and
ra
ise
bas
e B
2 b
y 2
cm w
ith
dri
lled
ste
el p
late
s in
ord
er to
mak
e ro
om
for
the
regu
lati
ng
scre
w.
Take
ad
van
tage
of
the
shu
tdo
wn
of
the
rolli
ng
mill
an
d c
han
ge a
ny
guid
es
that
are
wo
rn.
Use
re
cen
tly
up
da
ted
St
an
da
rd
Op
erat
ion
al
Pro
ced
ure
s R
C-0
-1-9
8
and
RC
-0-1
-99
.
Figu
re 4
.1:
Dis
tin
ctio
n b
etw
ee
n P
RO
CES
S an
d O
PER
ATI
ON
.
PR
OC
ESS
Pro
du
ctM
erch
and
ise
or
Serv
ice
OPERATIONS
Tab
le 4
.1:
Pri
ori
zati
on
fo
r St
and
ard
izat
ion
(th
is t
able
is a
sim
ula
tio
n a
nd
do
es
no
t d
ep
ict
an a
ctu
al c
ase
.
It
me
rely
se
rve
s as
an
inst
ruct
ive
exa
mp
le).
PR
OC
ESS
FLO
WC
HA
RT
OP
ERA
TIO
NS
Nu
mb
er o
fp
eop
le a
ssig
ned
to t
he
task
Pri
ori
ty le
vel
of
the
task
Stan
dar
diz
atio
no
rder
Pri
ori
ty f
or
the
“Pu
ttin
g th
e H
ou
sein
Ord
er”
ph
ase
7 8 1
C C A
4 4 6 4 16 8 4 8
CACBA2 4 5 3 6
Pre
par
e th
eTo
wer
Ad
just
men
t
Cra
ne
Op
erat
ion
Bo
oth
Op
erat
ion
Pla
tfo
rmO
per
atio
n
Ass
emb
ly
Cas
tin
gO
per
atio
n
Ref
inin
gO
per
atio
n
SCR
AP
PR
EPA
RED
TRA
NSP
OR
T
FUR
NA
CE
PR
EPA
RED
STEE
LR
EFIN
ED
Figure 4.2: Process of Establishing and Modifying a Standard Operational Procedure.
CustomerProduct
EngineeringProcess
Engineering
P R O D U C T I O N
Manager Supervisor Operator
Needs
Productspecificationand design
Processspecification
Standardoperationalprocedure
Trains thesupervisor
Trains theoperator and
checkscompliance
with standard
Implementsquality
assurancecomplying
with standard
Idea for newstandard
operationalprocedure
Approves
Approves
STANDARD RESTAURANTINC.
STANDARDOPERATIONALPROCEDURE
Standard: RP-C-03
Established: 03.24.94
Revised: 04.08.1994
Revision Number: First
NAME OF PROCEDURE: Coffee PreparationWORKER RESPONSIBLE: Kitchen Assistant
MATERIAL REQUIRED
KETTLE
GROUND COFFEE
COFFEE MEASURER
THERMOS BOTTLE
PAPER FILTER
1
-
1
1
-
FILTER HOLDER
CONNECTOR
STANDARD CUP
HEAT-RESISTANT GLOVE
CRITICAL ACTIVITIES
01 - CHECK HOW MANY PEOPLE WILL DRINK COFFEE.02 - PLACE WATER TO BOIL IN KETTLE (1 STANDARD CUP/PERSON).03 - PLACE GROUND COFFEE IN PAPER FILTER (1 COFFEE MEASURE/PERSON).04 - WASH THE THERMOS BOTTLE.05 - PLACE FILTER ON TOP OF THERMOS BOTTLE, USING CONNECTOR.06 - WHEN THE WATER BEGINS TO BOIL, POUR A LITTLE OVER THE GROUND COFFEE TO MOISTEN IT THOROUGHLY.07 - AFTER 30 SECONDS, POUR THE REST OF THE WATER IN THE FILTER.08 - WHEN ALL THE WATER HAS PERCOLATED, REMOVE FILTER AND CLOSE THE THERMOS BOTTLE.
HANDLING OF MATERIAL
01 - AFTER EACH BREWING, WASH ALL EQUIPMENT, DRY AND STORE.02 - GROUND COFFEE SHOULD ALWAYS BE KEPT IN A CLOSED CONTAINER.
EXPECTED RESULTS
01 - COFFEE AVAILABLE IS ALWAYS FRESH (MAXIMUM OF ONE HOUR AFTER BREWING).02 - COFFEE AT CORRECT STRENGTH (NEITHER TOO WEAK NOR TOO STRONG).
CORRECTIVE ACTIONS
IN CASE THERE ARE COMPLAINTS THAT THE COFFEE IS TOO WEAK OR TOO STRONG, CHECK TOSEE IF THE CORRECT AMOUNT OF WATER AND THE CORRECT AMOUNT OF GROUND COFFEE WASUSED, OR IF THERE WAS A CHANGE IN THE QUALITY OF THE GROUND COFFEE. IF IN DOUBT,CONSULT THE SUPERVISOR.
APPROVED:
WORKER WORKER WORKER SUPERVISOR MANAGER
(6)Figure 4.3: Example of a Standard Operational Procedure - SOP .
Figu
re 4
.4:
Exam
ple
of
a St
and
ard
Op
era
tio
nal
Pro
ced
ure
(Il
lust
rate
d).
1
2
3
4
56
22
3 k
g/c
m -
4kg
/cm
FRO
NT
VIE
W
PR
EPA
RED
BY:
CH
ECK
ED B
Y:A
UTH
OR
IZED
BY:
NA
ME
OF
PR
OC
ESS:
FIN
AL
ASS
EMB
LYST
AN
DA
RD
OP
ERA
TIO
NA
L P
RO
CED
UR
E
NA
ME
OF
OP
ERA
TIO
NA
SSEM
BLY
OF
REA
R C
OV
ERIM
PO
RTA
NT
PO
INTS
CR
ITIC
AL
AC
TIV
ITY
1
CR
ITIC
AL
AC
TIV
ITY
2
CR
ITIC
AL
AC
TIV
ITY
3
PLA
CIN
G O
F R
EAR
CO
VER
IN G
RO
OV
ES
TIG
HTE
NIN
G T
HE
LAR
GE
SCR
EWS
TIG
HTE
NIN
G T
HE
SMA
LL S
CR
EWS
NO
TE
AIR
PR
ESSU
RE
OF
PN
EUM
ATIC
SCR
EWD
RIV
ER
1
23
4
56
Figu
re 5
.1:
Mo
de
l fo
r an
Op
era
tio
nal
Tas
k D
iagn
osi
s P
lan
.
OP
ERA
TIO
NA
L TA
SK D
IAG
NO
SIS
PLA
NC
om
pan
y X
, In
c.
Sect
ion
:Su
per
viso
r:
Mo
nth
s
Wo
rker
s
MO
NTH
S
JF
MA
MJ
JA
SO
ND
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Au
gust
o
Sou
za
Do
rnel
les
Var
gas
Man
oel
Pere
ira
An
ten
or
Fiu
za
Tele
s
Pra
xed
es
João
Figu
re 5
.2:
Sup
erv
iso
r Ev
alu
atio
n R
ep
ort
Mo
de
l.
CR
ITIC
AL
STEP
S
1. C
hec
k h
ow
man
y p
eop
le w
ill d
rin
k co
ffee
2. P
lace
wat
er t
o b
oil
in k
ettl
e
(1
sta
nd
ard
cu
p p
er p
erso
n)
3. P
lace
gro
un
d c
off
ee in
filt
er
(o
ne
coff
ee m
easu
re p
er p
erso
n)
4. W
ash
th
erm
os
bo
ttle
5. P
lace
filt
er o
n t
op
of
ther
mo
s b
ott
le u
sin
g
co
nn
ecto
r6
. Wh
en t
he
wat
er b
egin
s to
bo
il, p
ou
r a
littl
e
ove
r th
e gr
ou
nd
co
ffee
to
mo
iste
n it
th
oro
ugh
ly
7. A
fter
30
sec
on
ds,
po
ur
the
rest
of
the
wat
er
into
filt
er
8. W
hen
all
the
wat
er h
as g
on
e th
rou
gh t
he
filt
er,
r
emo
ve t
he
filt
er a
nd
clo
se t
he
ther
mo
s b
ott
le
YES
NO
OB
SER
VA
TIO
NS
OP
ERA
TIO
NA
L TA
SK D
IAG
NO
SIS
PLA
NC
om
pan
y X
, In
c.
Sect
ion
: Fo
od
Ser
vice
Wo
rker
: Au
gust
oSu
per
viso
r: M
anu
el A
ntô
nio
So
uza
Task
: Pre
par
atio
n o
f co
ffee
Dat
e: J
uly
21
, 20
11
Op
erat
ion
al P
roce
du
re: R
P-C
-03
Wo
rker
Rea
dSu
per
viso
rR
ead
Sect
ion
Ch
ief
Rea
d
Wri
te d
ow
n o
bse
rvat
ion
s h
ere
rega
rdin
g:
1. A
dd
itio
nal
tra
inin
g n
eed
s
2. T
rain
ing
give
n d
uri
ng
eval
uat
ion
3. O
per
ato
r d
iffi
cult
ies
in o
bse
rvin
g st
and
ard
s
4. A
ccid
ent
risk
s o
f th
e ta
sk
5. R
eco
mm
end
atio
ns
for
chan
gin
g th
e st
and
ard
(
see
Figu
re 5
.4).
Etc
.
OB
SER
VAT
ION
: No
t fo
llow
ing
op
era
tio
na
l pro
ced
ure
is a
n “
ab
no
rma
lity”
(w
ork
no
nco
nfo
rmit
y) a
nd
sh
ou
ld b
e tr
eate
d b
y m
ean
s o
f a
n “
ab
no
rma
litie
s a
na
lysi
s” (
why
wa
sn’t
th
e p
roce
du
re f
ollo
wed
?)
Figu
re 5
.3:
Flo
wch
art
of
a P
roce
ss f
or
Ad
dre
ssin
g A
bn
orm
alit
ies.
WO
RK
ERSU
PER
VIS
OR
MA
NA
GER
PR
OC
ESS
ENG
INEE
RIN
GST
AFF
REP
OR
TSO
CC
UR
REN
CE
OF
AB
NO
RM
ALI
TY
AU
THO
RIZ
ES R
EMO
VA
LO
F SY
MP
TOM
CH
ECK
S C
OM
PLI
AN
CE
WIT
H S
TAN
DA
RD
S
YES
NO
WH
Y?TR
AIN
ING
?“F
OO
LPR
OO
F”?
AC
TS U
PO
NIM
MED
IATE
CA
USE
CO
ND
UC
T A
BN
OR
MA
LITY
AN
ALY
SIS
AT S
ITE
MA
KES
AB
NO
RM
ALI
TYR
EPO
RT
REV
IEW
S A
ND
CO
MP
LETE
STH
E A
BN
OR
MA
LITY
REP
OR
TSO
N A
DA
ILY
BA
SIS
SOLV
ES T
HE
PR
OB
LEM
BY
AC
TIN
G O
N T
HE
RO
OT
CA
USE
PD
CA
ESTA
BLI
SHES
PR
IOR
ITIE
S, C
HEC
KIN
G, T
HR
OU
GH
PA
RET
O A
NA
LYSI
S, W
HIC
H C
HR
ON
IC
AB
NO
RM
ALI
TIES
AR
E TH
E M
OST
FR
EQU
ENT
Figure 5.4: Countermeasures for Preventing the Recurrence of Abnormalities,
(7) according to Hosotani .
Occurrence of the abnormality
Remove symptom
Investigate the cause
No
Yes
Is therea standardprocedure?
Is thestandard
procedureappropriate
?
Yes
No
No Yes
1
Prepare a standard operationalprocedure and make sure that all
operators are trained in it.
It is not in ausable form
The operatorshave difficulty inunderstanding it
It is not practicalor does not
produce goodresults
Rewrite the standard to conformto the current work
method
Rewrite the standardusing diagrams and
figures for easyunderstanding
Take another lookat the standardfrom a technical
perspective
2 3 4
Was the standardoperational
procedure beingfollowed
?
The operatorsdo not understand
the standard
The operators arenot trained so as to
be able to followthe standard
Train the operatorsin the standard
Offer technicaltraining to the
operators or reassignthem in other work
Instruct and orientthe operators to
follow the standard
Improve workconditions
Improve workmethods,
introducing fool-proof mechanisms
The operatorsdo not feel the
need tofollow the standard
Work conditionsare inadequate
Easy to make errorusing procedure, or
complicatedequipment
5 6 7 8 9
Table 5.1: Supervisor Training in standard operational procedures.
Show the supervisor how to perform the taskaccording to the standard operational procedure.
Explain to him or her why the standardoperational procedure should be followed.
Let him or her do it as instructed.
Repeat it until he or she is able to do it alone.
Now evaluate whether the supervisor is ready toteach the operator.
4
5
6 Certify the supervisor in the task.
NO
YES
1
2
3
Observation: Note that this sequence is the basis for operational training on any hierarchical level. For example: a sales manager should be trained in how to make a sales forecast precisely as shown here.
Pro
du
ctio
nLo
sses
into
ns/
day
10
00
500 0
92
93
JF
MA
MJ
JA
SO
ND
BET
TER
*GO
AL
(38
0)
42
0
24
0
10
0Lo
sses
fr
om
Def
ects
20
0
40
30
0Lo
sses
fro
m
Sto
ps
12
0
80
Dec
line
in
Rh
yth
m
20
Loss
es f
rom
Un
fore
seen
Bre
akag
e8
0
Loss
es f
rom
Bre
akag
e in
th
e R
olle
r
Loss
es in
R
olle
rLi
nes
20
0
20
5
12
0
50
20
64
15
60
10
0
50
20
19
11
Loss
es f
rom
Scra
p
Loss
es f
rom
Pro
du
ctio
nSt
art
30
5
32
65
10
41
Loss
es f
rom
Inte
rmit
ten
tSt
op
s
10
0
20
Loss
es f
rom
Too
lR
epla
cem
ent
Others
Turn
er
Bearing
Drive
Guide scre
w
Axle
Bearings
Moto
rsOth
ers
Warp
ing
Wrin
kles
Scalin
g
Cracks
Others
Dimensio
n
Resistance
Hardness
Figu
re 5
.5:
Par
eto
An
alys
is in
Pre
par
atio
n f
or
the
Cu
rre
nt
Situ
atio
n R
ep
ort
(si
mu
lati
on
).
Furnace
Roller L
ine
Roller Guide Replace
ment
Cylinder
Replacement
Others
Lubric
ation
Power loss
Guide breakage
Tool Replace
ment
Unforese
en
Breakage
Producti
on
Start
Scrap Decli
ne in
Speed
Interm
ittent
Losse
s
Decline in
Speed
Defects
Stops
Pro
du
ctio
nLo
sses
in
19
93
.(t
on
s/d
ay)
Figure 6.1: Control Card (UCL = Upper Control Limit; LCL = Lower Control Limit).
n = 5
x
50
40
30
20
60
40
20
5 10 15 20 25
R
X
xx x x x
x
x
xxx
x
xxx x
xx
x x x xx
xx
x
UCL = 45,69
LC = 27.44
UCL = 58,04
LCL = 14,03
LC = 29.86
xx x x x
x
x
xxx
x
xxx x
xx
x x x xx
xx
Control Card X - R
Figu
re 6
.2:
Seq
ue
nti
al G
rap
h (
USL
= U
pp
er
Spe
cifi
cati
on
Lim
it;
LSL
= Lo
we
r Sp
eci
fica
tio
n L
imit
).
Tim
en
ece
ssar
y to
mak
e u
p a
h
ote
l ro
om
,in
min
ute
s
Val
ue
sou
ght
(Sta
nd
ard
go
al)
LSL
(15
)
(20
)
USL
(2
5)
Ho
ur
of
the
day
25
20
15
10 5 0
24
61
21
82
4
Figure 6.3: Histogram (USL = Upper Specification Limit; LSL = Lower Specification Limit).
160 180140
LSL USL
XX
Co
mp
any,
Inc.
Fro
nt
Off
ice:
___
____
____
____
_ M
anag
emen
t: _
____
____
___
ICN
º IC
-R-9
3-0
1-1
4
Dim
ensi
on
: Co
st
Co
ntr
ol:
Mo
nth
ly BET
TER
GO
AL
(42
5)
Energy Consumption
(kWh/t)50
0
40
0
47
54
55
(38
0)
DN
OS
AJ
JM
AM
FJ
0100
02
BEN
CH
MA
RK
CO
MPA
NY
Y, IN
C.
*
Figu
re 6
.4:
Seq
ue
nti
al G
rap
h o
f a
Co
st C
on
tro
l Ite
m.
Figure 7.1: “Basic Process Control” for sustaining results. (This figure is shown complete in Figure 10.5)
n = 2 LSC = 449,79
LIC = 362,84
LSC = 75,55
LC = 23,13
LC = 406,31
450
400
350100
50
01 2 3 4 9 10 11 12 day
R
X
PROCESS RESULTS
RAWMATERIALS
EQUIPMENT INFORMATION
ENVIRONMENTALCONDITIONS
DIAGNOSIS/TREATMENT
(SUPERVISOR)
REMOVAL OF SYMPTOM(OPERATOR/SUPERVISOR)
ABNORMALITY ANALYSIS(SUPERVISOR)
COUNTERMEASURESAGAINST
IMMEDIATE CAUSES
ADDITIONALCOUNTER MEASURES
(MANAGER)
DAILY REVIEW(MANAGER)
ABNORMALITY REPORT(SUPERVISOR)
MAINTAIN
SPECIAL
COMMON(CHRONIC)
YES
NO
OK?
CAUSE?
Operators conforming to SOPs
PEOPLE PROCEDURES
The person responsible for the ACTION is indicated in parentheses.
ABNORMALITY REPORT(OPERATOR)- 5 SENSES -
Figu
re 8
.1:
Bas
ic F
eat
ure
s o
f th
e M
anag
eri
al P
roce
ss.
SUPPLIERS
AU
THO
RIT
YR
ESP
ON
SIB
ILIT
Y
GO
ALS
RES
ULT
S
CO
NTR
OL
ITEM
S
PEO
PLE
´SSA
TISF
AC
TIO
NP
EOP
LEP
RO
CED
UR
ESEN
VIR
ON
-M
ENTH
AL
CO
ND
ITIO
NS
INFO
RM
ATI
ON
EQU
IPM
ENT
RA
WM
ATE
RIA
LS
CU
STO
MER
SEM
PLO
YEES
STO
CK
HO
LDER
SN
EIG
HB
OR
S
CH
ECK
ITEM
S
TOTA
L Q
UA
LITY
OB
JEC
TIV
E
(EN
DS)
YOU
R M
AN
AG
ERIA
L A
REA
(MEA
NS)
Table 8.1: How to Improve Your Daily Work Routine Management.
1
3
4
10
2
5
6
8
9
Make a description of your business (See Table 8.2).
Make a flowchart of each process, always beginning withthe highest priority (or most critical) product (See Annex C and item 4.1).
Promote the standardization of priority tasks (See items 4.2and 4.3).
Define your priority products (the one which takes mosttime, the one which presents most problems, etc).
Define the control items (See item 8.6).- for each product of your business (quality, cost, delivery, and safety),- for the people who work in your business (morale and safety).
Define the goals for each control item, consulting thecustomers for each product and the needs of the company(See item 8.9).
Establish your benchmark values as you go along (Seeitem 8.9).
Draw graphs for your control items (See Figures 6.1, 6.2,6.3, and 6.4). Standardize your graphs.
Standardize each process (See Figures 10.1 and 10.2).
Manage. Attain the goals (See Annex A).
- for standard goals use SDCA (See Figure 10.5).- for improvement goals use PDCA (See Annex E).
7
Table 8.2: How to Describe Your Business
OBSERVATION: Hang the flip-chart paper with the description ofyour business on the wall and let your fellow workers think about it.They may want to contribute additional information. When it seemscomplete, write it up neatly and place the scheme on a board so thatit is very clear what your business is.
1
7
3
4
5
Hold a meeting with your fellow workers.Provide flip-chart paper and magic markers.
On the flip-chart, draw a square in the middle and write in it the name of your sector (for example: finance,shipping, refining, etc) (See Figure 8.2).
On the right-hand side of the square, design a tree-branchdiagram and begin listing the products of your business (See item 8.5).
Now, on the left-hand side of the square make anothertree-branch diagram and list the products you receivefrom suppliers.
Below, write how many people work in your business (list only those who are under your authority).List also important equipment used in your business.
List the customers for each product.
Define the suppliers of each product.
OK. You have just defined your business.8
6
2
Figu
re 8
.2:
De
scri
pti
on
of
the
“P
rod
uct
ion
an
d D
istr
ibu
tio
n P
lan
nin
g an
d C
on
tro
l” B
usi
ne
ss o
f C
om
pan
y S.
IND
UST
RIA
L D
.
IND
UST
RIA
L D
.
TOP
MA
NA
GEM
ENT
CO
MM
ERC
IAL
D.
MA
RK
ETIN
G B
OA
RD
FIN
AN
CE
BO
AR
D
FIN
AN
CE
BO
AR
DM
AR
KET
ING
BO
AR
D
CO
MM
ERC
IAL
Ds.
/ U
NIT
S
CO
MM
ERC
IAL
D.
CO
MM
ERC
IAL
D.
OTH
ER U
NIT
S
SHIP
PIN
G C
OM
PAN
YES
. CO
MM
ERC
IAL
D.
CV
RD
RES
ALE
SSH
IPP
ING
CO
MPA
NIE
S
LOG
ISTI
CS
M.
PR
OD
UC
TIO
N C
APA
CIT
Y/(B
OT.
+ M
AN
UF.
)
INP
UT
AN
D P
AC
KA
GE
CO
NSU
MP
TIO
NST
AN
DA
RD
S
OR
DER
S
PR
ICE
PO
LIC
Y
LEG
ISLA
TIO
N
REM
OV
AL
SCH
EDU
LE
REQ
UES
T FO
RTH
E LO
AN
OF
BO
TTL
ES
PR
ICE
TAB
LE
WA
GO
N P
RO
JEC
TFE
EDB
AC
K
PR
OD
UC
T S
UP
PLY
OR
DER
PR
OD
UC
TIO
N/
DIS
TRIB
UTI
ON
GR
ID
BU
SIN
ESS
SUP
PLI
ERS
INP
UTS
PR
OD
UC
TC
LIEN
TS
BO
TTL
ING
/MA
NU
FAC
TUR
EP
RO
JEC
T-
GEN
ERA
L M
.
PR
OD
UC
TIO
N S
UP
PLI
ED W
ITH
BO
TTL
ES/B
OT
TLER
S
BO
TTL
E LO
AN
A
UTH
OR
IZED
REC
EPTI
ON
FO
R R
EIN
FOR
CEM
ENT
PR
OD
UC
TS A
UTH
OR
IZED
FOR
ECA
ST F
IGU
RES
FO
R
SALE
S C
ALC
ULA
TED
PR
OD
UC
TS D
ISTR
IBU
TED
CH
ECK
FO
R E
NTE
RED
BO
TTL
ES
DEL
IVER
ED
STO
CK
RO
TATI
ON
DO
NE
BO
TTL
ING
LIN
E SU
PP
LIED
PR
ICE
TAB
LES
ASS
ESSE
D
PR
ICE
TAB
LE IS
SUED
PR
OD
UC
TIO
N S
UP
PLI
ED W
ITH
KEL
LCO
LOID
/IN
FUSI
ON
EA
RTH
PR
OD
UC
TIO
N S
UP
PLI
EDX
WIT
H IN
PU
TS/
CO
RK
S/P
ET/
CA
RD
BO
AR
D T
RA
Y/LA
BLE
- IN
DU
STR
IAL
D.
- G
ENER
AL
M.
- G
ENER
AL
M.
- G
ENER
AL
M.
- G
ENER
AL
M.
- C
OM
MER
CIA
L D
.
- IN
DU
STR
IAL
D.
- IN
DU
STR
IAL
DIR
.
- C
OM
MER
CIA
L D
.
- FI
NA
NC
E D
.
-FI
NA
NC
E D
.
- C
OM
MER
CIA
L D
.
-C
OM
MER
CIA
L D
.
-C
OM
MER
CIA
L D
.
- IN
DU
STR
IAL
D.
- IN
DU
STR
IAL
D.
- IN
DU
STR
IAL
D.
REQ
UES
T FO
R P
RO
DU
CT
REI
NFO
RC
EMEN
T
BU
SIN
ESS
EQU
IPM
ENTS
PEO
PLE
MIS
SIO
N
- 5
CO
MP
UTE
RS
- 2
TER
MIN
ALS
- 4
PR
INTE
RS
- 8
TEL
EPH
ON
ES-
6 C
ALC
ULA
TOR
S-
FAX
AN
D X
ERO
X M
AC
HIN
ES
- EN
SUR
E TH
AT
PR
OD
UC
TIO
N A
ND
DIS
TRIB
UTI
ON
AR
E A
CC
OR
DIN
G T
O C
OM
PAN
Y P
OLI
CIE
S A
ND
CO
MPA
TIB
LE W
ITH
TH
E R
EQU
IREM
ENTS
OF
THE
UN
IT
- H
UG
O -
MA
NA
GER
- M
AR
X -
PR
OJE
CT
DR
AFT
- FO
RTU
NA
TO -
DIS
TRIB
UTI
ON
/REC
EPTI
ON
DES
K-
JOSÉ
DO
MIN
GO
S P
RIC
ES-
BER
NA
RD
O -
PU
RC
HA
SE-
ELIA
NE
- D
ISTR
IB./
REC
EP. D
ESK
- W
ALT
ER -
DIS
TRIB
./R
ECEP
. DES
K-
ALE
SSA
ND
RO
- D
ISTR
IB./
REC
EP. D
ESK
- SA
ULO
- D
ISTR
IB./
REC
EP. D
ESK
- V
AG
NER
- D
ISTR
IB./
REC
EP. D
ESK
- 2
TR
AIN
EES
- TO
BE
DEF
INED
PC
PD
PLA
NN
ING
AN
DC
ON
TRO
L O
F P
RO
DU
CTI
ON
AN
D D
ISTR
IBU
TIO
N
Figu
re 8
.3:
Ori
gin
an
d C
ove
rage
of
You
r C
on
tro
l Ite
ms.
Imag
ine
you
rsel
f p
resi
den
to
f th
is “
smal
l co
mp
any”
Raw
mat
eria
lsEq
uip
men
tIn
form
atio
n
Envi
ron
men
tal
con
dit
ion
sP
roce
du
res
Pers
on
nel
CA
RA
CTE
RIS
TIC
S TH
AT
MEA
SUR
EEV
ERYO
NE’
S SA
TISF
AC
TIO
N
INST
RIN
SIC
QU
ALI
TY
CO
ST (C
OST
, PR
ICE,
PR
OFI
T, M
AR
GIN
)
DEL
IVER
Y
SAFE
TY
MO
RA
LE
RIG
HT
PLA
CE
RIG
HT
QU
AN
TITY
RIG
HT
TIM
E
OF
CU
STO
MER
S
OF
NEI
GH
BO
RS
OF
EMP
LOYE
ES
PEO
PLE
PR
OD
UC
TS
Table 8.3: Method for Determining Control Items in Daily Work Routine Management at all Hierarchical Levels.
Get together your staff and immediate co-workers.
Ask: “What are our products?” (”What do we do here?”). Anythingthat is done to meet someone’s needs (or as a result of this) is aproduct (goods and services).
Who are the (internal and external) customers for each product?What are our customers’ needs? Ask each one in person.
Quality Control Items: How can we measure quality (meeting theneeds of our customers) of each of our products? Are our customerssatisfied? What is the number of complaints? What is the rate ofrejects?
Cost Control Items: What is the cost sheet for each product? (Makeone yourself, even if in approximate figures. Do not wait for the CostsDepartment, nor should you be afraid of committing errors). What isthe unit cost of the product?
Delivery Control Items: What percentage of each product deliveryfails to meet deadlines? What is the percentage of deliveries to thewrong address? What is the percentage of deliveries of the wrongquantity? Etc.
Morale Control Items: What is the turnover in our team? What is theabsentee rate? What is the number of shop steward complaints?What is the number of health unit visits? What is the number ofsuggestions? Etc.
Safety Control Items: What is the number of accidents in our team?How serious are they? What is the number of accidents among ourcustomers because of the use of our product? Etc.
3
4
5
6
7
8
1
2
(See Figure 8.4)
Figu
r 8
.4:
eEx
amp
le o
f a
seq
ue
nce
fo
r d
efin
ing
the
Co
ntr
ol I
tem
s o
f a
Logi
stic
s D
ire
cto
r.
Dea
dlin
eP
rod
uct
as
ord
ered
Qu
anti
ty (
volu
me)
of
Co
rrec
t B
illin
g P
rod
uct
Inte
grit
yC
ost
of
Del
iver
ies
Qu
anti
tyM
od
els
Dea
dlin
e
Qu
anti
ty/D
ead
line
Qu
alit
y (R
elea
sed
)Su
pp
ly F
lexi
bili
tyLo
w A
cqu
isit
ion
Co
stSt
ock
s
Qu
anti
ty/D
ead
line
Qu
alit
y (R
elea
sed
)
Co
st
Ob
eyin
g R
estr
icti
on
sfr
om
Man
ufa
ctu
re
Nu
mb
er o
f o
rder
s n
ot
del
iver
ed t
ocl
ien
ts o
n s
ched
ule
. Pro
du
ct a
s o
rder
ed. Q
uan
tity
(vo
lum
e). P
rod
uct
Inte
grit
y. B
illin
g
Pla
nn
ed x
act
ual
pro
du
ctio
n a
t cl
osu
re
. Qu
anti
ty. M
od
el
Evo
luti
on
in r
aw m
ater
ial c
ost
s
Evo
luti
on
in in
dir
ect
mat
eria
l co
sts
Nu
mb
er o
f m
issi
ng
item
s
Ord
ers
x b
illin
g p
ort
folio
Tota
l Lea
d T
ime
Co
sts
of
Ord
er D
eliv
erie
s
Val
ue
of
Tota
l Sto
ck
Nu
mb
er o
f ra
w m
ater
ials
(it
ems)
mis
sin
g in
pro
du
ctio
n
Logi
stic
sM
issi
on
Pro
du
cts
del
iver
ed t
ocl
ien
ts
Pro
du
ctio
nP
lan
ned
Pro
du
ctio
nSu
pp
lied
(Dir.
/ In
dir.
Mat
.)
Equ
ipm
ent
and
Serv
ices
Mad
eA
vaila
ble
Exte
rnal
Clie
nts
Man
ufa
ctu
re/
Sale
s
Man
ufa
ctu
re
Co
mp
any
Man
ufa
ctu
re
Co
ntr
ol I
tem
Ne
ed
sC
lien
ts
Pro
du
cts
Aff
ects
fin
al c
on
sum
er
Am
ou
nt
of
div
erge
nce
bet
wee
n o
rder
s&
del
iver
ies
in r
elat
ion
to
:
Var
iati
on
in e
qu
ipm
ent
and
ser
vice
co
sts
Nu
mb
er o
f M
NC
- m
ater
ial n
on
-co
nfo
rmit
y
Tab
le 8
.4:
Exam
ple
of
a C
on
tro
l Ite
ms
Tab
le.
PR
OD
UC
T(O
RFU
NC
TIO
N)
CO
NTR
OL
ITEM
UN
IT O
FM
EASU
REM
ENT
PR
IOR
ITY
(A, B
, C)
FREQ
UEN
CY
CO
NTR
OL
MET
HO
D
WH
EN T
O A
CT
HO
W T
O A
CT
SALE
SM
AR
KET
PR
OD
UC
T “X
”SH
AR
E O
FP
OR
CEN
TAG
EO
F SA
LES
OV
ER T
OTA
LSA
LES
OF
ASI
MIL
AR
PR
OD
UC
T
AO
NC
E A
MO
NTH
ALW
AYS
WH
ENLE
SS T
HA
N 5
0%
CA
LL A
MEE
TIN
G O
FM
AN
AG
ERS,
SALE
S P
EOP
LEO
F TH
E A
REA
AN
D O
FTE
CH
NIC
AL
ASS
ISTA
NC
E.D
ETER
MIN
EC
AU
SES
AN
DTA
KE
AC
TIO
N.
ETC
.
Figu
re 8
.5:
Pra
ctic
al R
ule
fo
r se
ttin
g u
p G
oal
s.
AV
ERA
GE
VA
LUE
BET
TER
GO
AL
(8)
Go
al L
ine
J F
M
A
M
J
J
A
S O
N
D
J
F
M
A
M
J J
A
S
O
N
D
NU
MB
ER O
FC
OM
PLA
INTS
PER
MO
NTH
20
10 0
(16
)
“TH
EOR
ETIC
ALL
Y A
TTA
INA
BLE
VA
LUE”
IN T
HIS
CA
SE IS
ZER
O
94
95
*
DEF
ECT
RA
TE (
%)
(Per
cen
tage
inw
eigh
t o
fd
efec
tive
mat
eria
l ove
rto
tal p
rod
uce
d)
Figu
re 8
.6:
Def
init
ion
of
a “P
rob
lem
”.
YOU
R P
RO
CES
S
RES
ULT
S
4,0
3,0
2,0
1,0
PR
OB
LEM
FOR
19
94
GO
AL
*
92
93
TOTA
LP
RO
BLE
M
J F
M
J
J
A
S O
N
D
94
Table 9.1: Simplified Method for Identifying Bad Results in Your Management Area.
Call in your staff and immediate co-workers and make a short presentation of the theme: “What comprises a problem”.
1
Give a piece of paper to each of the participants and ask them to list the main problems in your managerial area.
2
Collect the opinions and screen the problems, examining each problem with everyone present. Select those that are “undesirable results” (the excluded suggestions should be kept for future action).
3
If the group so wishes, distribute more paper and have the participants list additional problems.
4
Classify the problems (“undesirable results”) into controllable (those over which it is possible to “exercise control” within the managerial area itself) and not controllable.
5
Among the controllable problems, select those that can be most easily solved in the short term (around 3 months) and use PDCA to solve them. This is equivalent to on-the-job training in the PDCA method.
6
The problems that depend for their solution on other managerial units should be treated within a crossfunctional relationship.
7
When problems brought up are vital for the company and their solution depends on the organization, the board should set up a committee and a crossfunctional work group to solve them.
8
1
PD
CA
FLO
WC
HA
RT
PH
ASE
IDEN
TIFI
CA
TIO
N O
F P
RO
BLE
MTo
cle
arly
def
ine
the
pro
ble
m a
nd
rec
ogn
ize
its
imp
ort
ance
.
To in
vest
igat
e th
e sp
ecif
ic c
har
acte
rist
ics
of
the
pro
ble
m w
ith
an o
pen
min
d a
nd
fro
m s
ever
al p
oin
ts o
f vi
ew. T
o b
reak
do
wn
a b
igge
r p
rob
lem
into
sm
alle
r p
rob
lem
s.
To d
isco
ver
the
roo
t ca
use
s o
f ea
ch s
mal
l pro
ble
m.
To c
on
ceiv
e a
pla
n f
or
each
sm
all p
rob
lem
in o
rder
to
el
imin
ate
the
roo
t ca
use
s.
To e
limin
ate
the
roo
t ca
use
s.
To v
erif
y th
at r
ecu
rren
ce p
reve
nti
on
was
eff
ecti
ve.
To c
auti
on
aga
inst
pro
ble
m r
ecu
rren
ce.
Go
ove
r th
e so
lvin
g p
roce
ss f
or
futu
re w
ork
.
AN
ALY
SIS
OF
THE
PH
ENO
MEN
ON
AN
ALY
SIS
OF
THE
PR
OC
ESS
AC
TIO
N P
LAN
EXEC
UTI
ON
CH
ECK
ING
WA
S R
ECU
RR
ENC
E P
REV
ENTI
ON
EFFE
CTI
VE?
STA
ND
AR
DIZ
ATIO
N
CO
NC
LUSI
ON
OB
JEC
TIV
E
2 3 4 5 6 ? 7 8
ACN
Y
DP
Tab
le 9
.2:
Pro
ble
m-S
olv
ing
Met
ho
d.
* Fo
r m
ore
det
ails
on
th
is m
eth
od
se
e A
nn
ex E
.
Figu
re 9
.1:
Man
age
rial
Act
ion
Usi
ng
PD
CA
.
Ide
nti
fica
tio
n o
f th
e p
rob
lem
“Dif
fere
nce
Bet
we
en
Go
al a
nd
Cu
rre
nt
Situ
atio
n”
1 2O
bse
rvat
ion
(u
sin
g d
ata)
. Bre
ak d
ow
n t
he
pro
ble
m in
to s
mal
ler
on
es.
3A
nal
ysis
(se
arch
fo
r ca
use
s b
y yo
ur
team
)(5
wh
ys)
Smal
lP
rob
lem
Cau
ses
4A
CTI
ON
PLA
N
“Set
of
cou
nte
rme
asu
res”
- 5
W 1
H
P D5
PLA
N E
XEC
UTI
ON
Ch
eck
ing
of
the
“C
on
tro
l Ite
m”
“Ch
eck
th
e p
rogr
ess
of
you
r co
ntr
ol i
tem
” C
he
ck t
he
exe
cuti
on
of
the
pla
n
6C
N
Y
7St
and
ard
ize
(ad
op
t th
at w
hic
h w
as s
ucc
ess
ful)
8C
on
clu
de
A
Elim
inat
e th
at w
hic
h d
oes
no
t w
ork
an
d g
o b
ack
top
has
e 2
un
til y
ou
are
ab
le t
o r
each
th
e G
OA
L.EV
ERY
SUC
H R
ETU
RN
IS A
PD
CA
RO
UN
D.
Ever
y P
DC
A r
ou
nd
is a
new
act
ion
pla
n, a
new
Thre
e-G
ener
atio
n R
epo
rt.
CO
NTR
OL
ITEM
2 1 09
19
2
*G
oal
0,6
Pro
ble
m
93
Pre
sen
t Si
tuat
ion
Def
ect
ind
ex %
PLA
NN
ING
PH
ASE
(Th
is m
ay t
ake
an
um
be
r o
f m
on
ths
or
be
do
ne
at
on
em
eet
ing,
de
pe
nd
ing
on
th
e c
om
ple
xity
of
the
pro
ble
m)
This
is a
n im
po
rtan
t p
art
of
any
acti
on
pla
n
This
act
ion
pla
n s
ho
uld
be
dis
cuss
edan
d a
pp
rove
d b
y th
e d
epar
tmen
th
ead
(it
may
invo
lve
inve
stm
ent)
. Th
ere
iso
ne
Act
ion
Pla
n f
or
each
sm
all p
rob
lem
.
Co
un
term
eas
ure
WH
AT
Re
spo
nsi
ble
WH
OTi
me
WH
ENLo
cati
on
WH
ERE
Re
aso
nW
HY
Pro
ced
ure
HO
W
Leve
l th
e b
ase
of
the
equ
ipm
ent
Ch
ange
ro
llers
Reg
ula
te in
ject
ors
1 2 3
Ger
son
Au
gust
o
4/1
5/9
4
5/2
0/9
4
Bar
ro
llin
gTo
pre
ven
tsl
eeve
bre
akag
e
1 What has been planned PAST
2 What was done PRESENT
3 The results PRESENT
4 Problem points PRESENT
5 Proposal (plan)to resolve problempoints
FUTURE
Figu
re 9
.2:
Stag
es
in S
etti
ng
up
a T
hre
e-G
en
era
tio
n R
ep
ort
, sh
ow
ing
the
so
luti
on
of
a p
rob
lem
t
hro
ugh
sev
era
l PD
CA
ro
un
ds.
P
1ID
ENTI
FY T
HE
PR
OB
LEM
OB
SER
VE
THR
EE G
ENER
ATI
ON
REP
OR
T
CO
NTR
OL
ITEM
: Pro
du
ctio
n in
t/d
.
PR
OB
LEM
: Lo
w p
rod
uct
ion
leve
l.
PLA
NN
ED
Wh
at y
ou
wan
ted
to
do
Wh
at w
as
bad
? W
hy?
Wh
at s
ho
uld
be
do
ne
abo
ut
the
po
or
resu
lts
Wh
at y
ou
did
Sho
w in
gra
ph
fro
m,
qu
anti
tati
vely
, th
e go
od
and
po
or
resu
lts
(mer
its
and
dem
erit
s)
EXEC
UTE
DR
ESU
LTS
PR
OB
LEM
PO
INTS
PR
OP
OSA
L
SEC
TOR
: Ref
ined
Pro
du
ct S
ecto
r
AN
ALY
ZE
AC
TIO
N P
LAN
WH
YPR
OD
UCT
ION
LE
VEL
IS L
OW
Why
was
it n
ot p
ossi
ble
to c
arry
out t
he p
rodu
ctio
n in
the
open
6t
vacu
um ta
nk?
A
R
ST
U
V
X
B
D
E
C
EXEC
UTE
CH
ECK
CO
NC
LUD
E
NEW
AC
TIO
NP
LAN
NEW
AN
ALY
SIS
Go
od
Res
ult
Stan
dar
diz
e
2 3 4 5 6
78 3
4C
A
D
Poo
r R
esu
lt (
Bad
New
s”)
“
Tab
le 9
.3:
Thre
e-G
en
era
tio
n R
ep
ort
.
Ob
ject
ive:
5,9
36
t/ye
arA
ctu
al r
esu
lt: 5
.87
0t/
year
Ach
ieve
d: 9
8,9
%
CO
NTR
OL
ITEM
: Pro
du
ctio
n in
t/d
ayG
OA
L: R
aise
pro
du
ctio
n v
olu
me
to le
vels
ind
icat
edP
RO
BLE
M: L
ow
Pro
du
ctio
n V
olu
me
PLA
NN
EDEX
ECU
TED
RES
ULT
SP
RO
BLE
M P
OIN
TSP
RO
PO
SAL
THR
EE-G
ENER
ATI
ON
REP
OR
TSE
CTO
R: R
efin
ed M
ater
ial P
rod
uct
ion
DA
TE: 0
9/3
0/9
2
Gra
ph
of
the
evo
luti
on
of
pro
du
ctio
n v
olu
me
Gra
ph
of
the
evo
luti
on
of
vo
lum
e o
f p
rod
uct
ion
in a
6 t
tan
ko
pen
an
d v
acu
um
Gra
ph
of
the
evo
luti
on
of
vo
lum
e o
f p
rod
uct
ion
of
oth
erm
ach
ines
(bo
ttle
nec
ks)
Co
ntr
ol g
rap
h o
fin
dex
ach
ieve
d w
ith
pla
nn
ed c
har
ge
(Mo
nth
)
()
Mo
nth
2 2
4 4
6 6
8 8
10
10
12
12
(ton)
6.0
00
4.0
00
2.0
00 0
4.0
00
3.0
00
2.0
00
1.0
00 0
()
Mo
nth
24
68
10
12
4.0
00
3.0
00
2.0
00
1.0
00 0
(Mo
nth
)2
(%)
10
2
10
0
98 0
46
81
01
2
Ob
ject
ive:
10
0%
/yea
rA
ctu
al r
esu
lt: 1
00
,3%
/yea
rA
chie
ved
: 10
0,3
%
Ob
ject
ive:
2,0
60
t/ye
arA
ctu
al r
esu
lt: 1
,45
0t/
year
Ach
ieve
d: 7
0,4
%
Ob
ject
ive
Act
ual
res
ult
: 4,4
19
t/ye
arA
chie
ved
: 11
4,0
%
: 3,6
78
t/ye
ar
1. C
arry
ou
t p
rod
uct
ion
ex
per
imen
ts w
ith
a
6t
tan
k (o
pen
an
d
vacu
um
).
2. R
atio
nal
ize
the
tran
spo
rt o
f ra
w
liqu
id.
3. M
ain
tain
th
e ch
arge
vo
lum
e co
nst
ant.
4. I
den
tify
bo
ttle
nec
k in
th
e fl
ow
char
t.
5. C
arry
ou
t lo
gica
l so
luti
on
s fo
r th
e b
ott
len
eck.
6. A
nal
yze
the
effi
cien
cy
of
6 t
tan
k (o
pen
an
d
vacu
um
).
1. C
on
du
cted
su
cces
sfu
lly.
2. T
ran
spo
rt t
ime
red
uce
d.
3. M
ain
tain
ed a
t th
e en
d o
f th
e p
erio
d.
4. A
nal
ysis
do
ne.
5. F
low
char
t ti
me
red
uce
d f
rom
th
e to
tal l
ead
tim
e.
6. R
un
tim
e re
du
ced
.
Rea
son
s fo
r n
ot
ach
ievi
ng
pro
du
ctio
n in
th
e o
pen
6t
vacu
um
tan
k.
1. U
nti
l Ju
ne,
pro
du
ctio
n w
as n
ot
po
ssib
le u
sin
g th
e 6
t m
ixer
o
win
g to
pro
ble
ms
of
dro
p in
R
PTD
vis
cosi
ty. (
Of
26
0 t
, on
ly
4%
wer
e p
rod
uce
d).
2. T
he
pro
du
ct t
hat
sh
ou
ld b
e p
rod
uce
d w
ith
a 6
t m
ixer
was
p
rod
uce
d in
lots
wit
h 1
t m
ixer
. (R
PTD
18
.5%
, PET
K 0
.5).
3. T
he
Rin
se S
ham
po
o p
rod
uct
ion
w
as le
ss t
han
th
e fo
reca
st f
or
the
year
. (O
f 2
19
t p
lan
ned
fo
r R
GSA
, RG
SB, R
PG
A a
nd
RP
GB
, 6
t w
ere
pro
du
ced
).
To in
crea
se t
he
volu
me
of
the
emu
lsio
n lo
t,
con
firm
atio
n o
f th
e it
ems
to e
nsu
re q
ual
ity
is n
eces
sary
. R
esp
.: E
dw
ard
Dea
dlin
e: 1
1/1
5/9
2
If p
oss
ible
, res
ort
to
co
mb
ined
pro
du
ctio
n
wit
h t
he
lot
volu
me.
Res
p.:
Jo
hn
Dea
dlin
e: 1
1/3
0/9
2
Nec
essa
ry t
o r
aise
th
e p
reci
sio
n o
f sa
les
fore
cast
. (O
ther
d
ivis
ion
s).
Res
p.:
Sal
es D
ivis
ion
Dea
dlin
e: A
nn
ual
m
eeti
ng
12
/12
/92
.
. . .
Figure 10.1: Example of a Managerial Standard (Daily Work Routine Management System).
UpperManagement
ManagerialTheory
Corporation AnalysisManagerial Resources Analysis
External Factors Analysis
CHECKMonthlyReport
MonthlyReport
MonthlyReport
Reports,Documents or
Standards
• Basic Standard
• Medium TermPlanning Standard
• List of SharedFunctions
• OrganizationChart
• Control ItemsTable
• Control Cards
• Company’sStandardizationManual
• Standard processFlowchart
• AbnormalityReport
• Business Report
• Diagnosis AReport
•
• List of VitalProblems
P
D
C
A
DIVISION
DivisionManager
Work Standardization
EXECUTION
P-D-C-A
SectionManager
Staff andSupervision
•
•
•
•
•
•
•
•
•
•
•
• Diagnosis BReport
•
Deployment of Goals andWork Functions
DepartmentManager
Top ManagementDiagnosis
(monthly) (A)
Top Management Diagnosis(occasional) (B)
Reconsideration of Annual ActivitiesStatus Report
NEGOTIATION: Checking of the CompatibilityBetween the Work Designation and theOrganization
NEGOTIATION: Adjustment of Goals,Production, and Control Items.
Establishment of BasicWork and Organizational
Goals
Figu
re 1
0.2
: Ex
amp
le o
f a
Pro
cess
Te
chn
ical
Sta
nd
ard
.
PRO
CESS
AN
ALY
SIS
RESU
LTS
ARE
PLA
CED
HER
E
(TH
EY A
RE A
CO
MPA
NY
SECR
ET)
PR
OC
ESS
PR
OC
ESS
WH
AT
MU
ST B
E EN
SUR
EDB
Y TH
E O
PER
ATI
ON
SW
HA
T M
UST
BE
AD
JUST
EDB
Y TH
E O
PER
ATO
RS
HO
W T
O M
EASU
RE
AN
D R
EGIS
TER
CO
NTR
OL
PAR
AM
ETER
SW
HA
T M
UST
BE
DO
NE
BY
THE
OP
ERA
TOR
UP
ON
FIN
DIN
GA
N A
BN
OR
MA
LITY
QU
ALI
TYA
SSU
RA
NC
EC
ON
TRO
LLE
VEL
CH
ECK
ING
MET
HO
D
WH
OW
HEN
WH
ERE
HO
W
CO
RR
ECTI
VE
AC
TIO
N WH
O T
OSE
EK O
UT
WH
AT
TOD
OR
ECO
RD
MEA
SUR
ING
INST
RU
MEN
T
MEA
SUR
E-M
ENT
(TIM
E/FR
EQ)
STA
ND
AR
DV
ALU
EC
ON
TRO
LPA
RA
MET
ERVA
LUE
ASS
UR
ED
QU
ALI
TYC
HA
RA
C-
TER
ISTI
C
NA
ME
OF
OP
ERA
TIO
NFL
OW
CH
AR
TPE
RSO
NRE
SPO
NSI
BLE
WH
AT
LAD
LEM
ETA
LUR
GY
CA
RB
ON
CO
NTE
NT
HO
MO
GE-
NEI
TY
BET
WEE
N0
,45
- 0
,56
%
CO
MP
OSI
TIO
NA
ND
TEM
PE-
RA
TUR
EV
AR
IATI
ON
SD
UR
ING
THE
RU
NLE
SS T
HA
N3
%
CA
RB
ON
IN L
AD
LE
DIS
CH
AR
GE
BLO
WP
RES
SUR
E
AR
GO
NB
LOW
TIM
E
INJE
CTI
ON
STA
ND
AR
DB
S-5
20
1
BET
WEE
N1
an
d 1
,5 N
m3
/t
PLA
TFO
RM
OP
ERA
TOR
BLO
WO
PER
ATO
R
BLO
WO
PER
ATO
R
BET
WEE
N 2
and
2,5
atm
.
BET
WEE
N 2
,5an
d 3
min
.B
LOW
OP
ERA
TOR
ALL
RU
NS
ALL
RU
NS
ALL
RU
NS
ALL
RU
NS
X-R
AYS
FLO
WM
ETER
AS-
53
6
PR
ESSU
RE
GA
UG
EA
S-4
32
TIM
ERR
UN
SHEE
T
RU
NSH
EET
RU
NSH
EET
RU
NSH
EET
CO
RR
ECTI
ON
STA
ND
AR
DB
S-7
31
8
CO
RR
ECTI
ON
STA
ND
AR
DB
S-7
31
8
CO
RR
ECTI
ON
STA
ND
AR
DB
S-7
31
8
SHIF
TFO
REM
AN
LEA
DER
LEA
DER
LEA
DER
ING
OT
CA
STIN
GSU
RFA
CE
QU
ALI
TY
10
0%
(AB
SEN
CE
OF
BLI
STER
S,C
RA
CK
SA
ND
FA
ULT
SC
AST
ING
SPEE
D
CA
STIN
GTE
MP
ERA
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RE
BET
WEE
N2
an
d 3
m/m
in
BET
WEE
N1
57
0 a
nd
16
00
ºC
CO
NTR
OL
PAN
ELO
PER
ATO
R
TOW
ERO
PER
ATO
RA
LL R
UN
S
ALL
RU
NS
VEL
OC
ITY
GA
UG
E
THER
MO
-C
OU
PLE
AX
-32
CO
NTI
-N
UO
US
REC
OR
DA
M-0
31
RU
NSH
EET
PO
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3
CO
RR
ECTI
ON
STA
ND
AR
DB
S-6
88
1
SHIF
TFO
REM
AN
SHIF
TFO
REM
AN
Figu
re 1
0.3
: H
ow
to
Use
a P
roce
ss T
ech
nic
al S
tan
dar
d.
QU
ALI
TYC
HA
RA
CTE
RIS
TIC
S
END
MEA
NS
The
re
sult
s o
f th
ep
roce
ss a
nal
ysis
con
du
cte
d d
uri
ng
the
dev
elo
pm
en
t o
f a
new
pro
du
ct o
ro
pti
miz
atio
n o
f an
exis
tin
g p
rod
uct
are
pla
ced
in t
he
tw
oco
lum
ns
sho
wn
.
PR
OC
ESS
QU
ALI
TYA
SSU
RA
NC
EC
ON
TRO
LLE
VEL
CH
ECK
ING
MET
HO
DC
OR
REC
TIV
EA
CTI
ON
Flo
wch
art
Nam
e
Spe
cify
he
re w
ho
sh
ou
ld c
arry
ou
t th
em
eas
ure
me
nt,
th
e f
req
ue
ncy
of
the
me
asu
rem
en
t, t
he
inst
rum
en
t, a
nd
th
ew
ay t
he
fo
rm is
to
be
fill
ed
ou
t.
Ind
icat
e h
ere
wh
at t
he
op
era
tor
sho
uld
do
up
on
pe
rce
ivin
g an
ab
no
rmal
ity.
The
lin
es
of
this
do
cum
en
t ar
ere
late
d t
o s
tan
dar
d o
pe
rati
on
alp
roce
du
res.
The
op
era
tor
“ad
just
s” t
he
se v
aria
ble
s so
that
th
ey c
on
form
to
th
e s
tan
dar
ds
set
up
by
en
gin
ee
rin
g.
The
flo
wch
art
goe
s h
ere
,as
det
erm
ine
d in
ite
m 3
.1.
The
op
era
tor
may
me
asu
re a
nd
eve
n p
lot
the
seva
riab
les
on
a g
rap
h, b
ut
on
ly t
he
su
pe
rvis
or
may
tak
e c
orr
ect
ive
act
ion
in c
ase
of
abn
orm
alit
ies.
Co
ntr
ol c
har
ts a
re u
tiliz
ed
wit
h t
he
se v
aria
ble
s,if
ne
ed
ed
.
Figu
re 1
0.4
: Su
gge
ste
d M
od
el f
or
a P
roce
ss E
valu
atio
n R
ep
ort
.
PR
OC
ESS
QU
ALI
TY A
SSU
RA
NC
E
FLO
WC
HA
RT
NA
ME
OF
OP
ERA
TIO
NQ
UA
LITY
CH
AR
AC
TER
ISTI
CS
VA
LUE
ESTA
BLI
SHED
BY
ENG
INEE
RIN
G
EVA
LUA
TIO
N O
F O
PER
ATI
ON
RES
ULT
S
HIS
TOG
RA
MC
pk
RES
ULT
THE
RES
ULT
S O
F TH
E Q
UA
LITY
CH
AR
AC
TER
ISTI
CS
EVA
LUA
TIO
N A
RE
PLA
CED
HER
E
THIS
PA
RT
CO
MES
FR
OM
TH
EP
RO
CES
S TE
CH
NIC
AL
STA
ND
AR
D (
” Q
C P
RO
CES
S C
HA
RT
”)
0,6
5
1,3
5
1,0
2
10
0 ±
1 m
m
45
- 5
5 H
R
20
± 0
,1 m
m
40
- 6
0
LEN
GTH
HA
RD
NES
S
DIA
MET
ER
SUR
FAC
EQ
UA
LITY
BEN
DIN
G
HEA
TTR
EATM
ENT
CU
T
9910
1 m
m
4555
HR
19,9
20,1
mm
PROCESS RESULTS
RAWMATERIALS
EQUIPMENT INFORMATION
ENVIRONMENTALCONDITIONS
DIAGNOSIS/TRAINING
(Supervisor)
ABNORMALITY REPORT(Operator)5 Senses
ABNORMALITY ANALYSIS(Supervisor)
ABNORMALITY REPORT(Supervisor)
REMOVAL OF SYMPTOM(Operator/Supervisor)
COUNTERMEASURESAGAINST IMMEDIATE
CAUSES
ADDITIONALCOUNTERMEASURES
(Manager)
DAILY REVIEW(Manager)
MAINTAIN
SPECIAL
COMMON(CHRONIC)
YES
NO
OK?
CAUSE?
Compliance with operational proceduresby workers
PEOPLE PROCEDURES
Figure 10.5: Advanced Process Control (This figure complements Figure 7.1).
The person responsible for the ACTION is indicated in parentheses.
PERIODIC REVIEW(Pareto Analysis)
Identification of ChronicAbnormalities
(Manager)
COUNTERMEASURESAGAINST
ROOT CAUSES
6-MONTHLY STATUS REPORT(All Managerial Levels)
STUDY OF STATUS REPORTSAND SETTING OF ANNUALPOLICIES FOR REDUCING
ABNORMALITIES(Top Management)
(Part of PolicyDeployment)
TREATMENT OF CHRONICPROBLEMS(Manager)
PA
C DProblem-Solving
Method(“QC Story”)
n = 2 LSC = 449,79
LIC = 362,84
LSC = 75,55
LC = 23,13
LC = 406,31
450
400
350100
50
01 2 3 4 9 10 11 12 Day
R
X
Figu
re 1
1.1
: O
verv
iew
of
the
Pro
cess
Qu
alit
y A
ssu
ran
ce.
Pro
du
ct
Raw
mat
eria
ls
1
2
3
7
65
4
Equ
ipm
ent
Info
rmat
ion
Envi
ron
men
tal
Co
nd
itio
ns
Peo
ple
Pro
ced
ure
s
Inte
rru
pti
on
s ca
use
vari
atio
ns
and
def
ects
.Th
e m
ach
iner
y sh
ou
ld n
ot
sto
p. M
ain
ten
ance
fo
rm
axim
um
rel
iab
ility
an
dav
aila
bili
ty. M
ain
ten
ance
sho
uld
be
aud
ited
.
The
qu
alit
y sy
stem
so
f su
pp
liers
sh
ou
ldb
e au
dit
ed.
Mea
suri
ng
inst
rum
ents
sh
ou
ldb
e ch
ecke
d r
egu
larl
y fo
r ac
cura
cy.
This
mea
sure
men
t sh
ou
ld b
e au
dit
ed.
The
pro
du
ct s
ho
uld
mee
tsp
ecif
icat
ion
s, a
nd
hav
e m
axim
um
eco
no
mic
ally
via
ble
rel
iab
ility
.In
spec
tio
n p
roce
du
res
sho
uld
be
aud
ited
.
The
det
aile
d f
low
char
t o
f th
ep
roce
ss is
of
fun
dam
enta
lim
po
rtan
ce f
or
assu
rin
g q
ual
ity.
Pro
ced
ure
s sh
ou
ld b
e st
and
ard
ized
and
th
e w
ork
sh
ou
ld b
e in
acc
ord
ance
wit
h t
he
stan
dar
ds.
Peo
ple
sh
ou
ld b
e tr
ain
edan
d t
his
tra
inin
g sh
ou
ldb
e au
dit
ed.
Envi
ron
men
tal c
on
dit
ion
ssh
ou
ld b
e sp
ecif
ied
: du
st,
tem
per
atu
re, h
um
idit
y, e
tc.
Figure 11.2: Concept of Dispersion.
(A)
(B)
USL = Lower Specification Limit
USL = Upper Specification Limit
LSL USL LSL USL
Low DispersionHigh Dispersion
Nonconformity
Temperature
Time
Hardness
Figu
re 1
1.3
: R
ela
tio
nsh
ips
Am
on
g P
lan
nin
g, E
xecu
tio
n, a
nd
Au
dit
ing
Fun
ctio
ns
in Q
ual
ity
Ass
ura
nce
.
AP D
C
CO
RR
ECTI
VE
AC
TIO
NS
FOR
TH
E P
LAN
NIN
G,
EXEC
UTI
ON
, AN
DA
UD
ITIN
G P
RO
CES
SES
QU
ALI
TY C
HEC
K
(Ch
ecki
ng
com
plia
nce
wit
hst
and
ard
s)
QU
ALI
TY A
UD
IT(I
nte
rnal
or
exte
rnal
)
IMP
LEM
ENTA
TIO
N O
FQ
UA
LITY
ASS
UR
AN
CE
(Co
mp
lian
ce w
ith
sta
nd
ard
s)
CA
RR
YIN
GO
UT
QU
ALI
TY
QU
ALI
TYP
LAN
NIN
G
- P
roce
ss T
ech
nic
al S
tan
dar
d o
r
Syst
em S
tan
dar
d-
Stan
dar
d O
per
atio
nal
Pro
ced
ure
s
Cu
sto
mer
s
QU
ALI
TY A
SSU
RA
NC
EP
RO
JEC
T
Figure 11.4: Arrangement of the Various Activities that Ensure Quality for Customers.
THE CONCEPT OF QUALITYASSURANCE
A P
DCENGINEERING
P
SPECIFICATIONOF MATERIALS
PROCESSDESIGN
PRODUCTDESIGN
CUSTOMERNEEDS
STANDARDS
DAILY WORK ROUTINE MANAGEMENT
COMPLIANCE WITH STANDARDS
SUPPLIERS CUSTOMERS
AUDIT OFSUPPLIERS’
QUALITYCONTROL SYSTEM
PROCESSAUDIT
PRODUCTAUDIT
CUSTOMERCOMPLAINTSAND CLAIMS
“QUALITYASSURANCE” NONCONFORMITY
REPORT
A
A
C
D
COMPANY BINTERNAL AUDIT OF STANDARD
OPERATIONAL PROCEDURE (SOP)
AUDITOR
AUDITEE
POSITION
JOHN SMITH
WILLIAM WALKER
FURNACE OPERATOR
LOCATION: FURNACE PLATAFORM
DATE: 03/16/93 AUDIT Nº 32
S.O.P.: PLACE LADLE ON SUPPORT
QUESTIONNAIRE:
1 - IS THE S.O.P. IN THE AREA?2 - DOES THE S.O.P. HAVE ANY CHECK LIST FOR QUICK CONSULTATION?3 - DOES THE OPERATOR HAVE QUICK ACCESS TO THE S.O.P. FOR CONSULTING?4 - IS THE LATEST VERSION OF THE S.O.P. AVAILABLE IN THE WORK AREA?5 - ARE THE REVISED ITEMS CLEAR TO THE OPERATOR?6 - ARE THE CONDITIONS REQUIRED BY THE S.O.P. MET IN TERMS OF: 6.1 - MACHINES, EQUIPMENT 6.2 - AREA CONDITIONS 6.3 - SAFETY 6.4 - RAW MATERIALS 6.5 - OTHERS (________)?
7 - IN ACCORDANCE WITH THE S.O.P., ARE THE MAIN ITEMS BEING FOLLOWED IN TERMS OF: 7.1 - LOCATION FOR SIGNS ( ) YES (x) NO 7.6 - _____________________________ 7.2 - USE OF EPI’S? __________ (x) YES ( ) NO 7.7 - _____________________________ 7.3 - _______________________ ( ) YES ( ) NO 7.8 - _____________________________ 7.4 - _______________________ ( ) YES ( ) NO 7.9 - _____________________________ 7.5 - _______________________ ( ) YES ( ) NO 7.10 - _____________________________
IN CASE AN ESTABLISHED ITEM IS NOT BEING FOLLOWED, DESCRIBE THE REASON
________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________
WHAT ALTERNATIVE IS SUGGESTED BY THE OPERATOR?
________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________
8 - DOES THE S.O.P. SPECIFY A CORRECTIVE ACTION WHEN THE ITEM IS NOT FOLLOWED?9 - ARE SUPERVISORY PERSONNEL ADVISED OF THE CORRECTIVE ACTION?10 - DOES THE OPERATOR REQUIRE RETRAINING?11 - GENERAL CONDITIONS FOR CARRYING OUT THE S.O.P. ACCORDING TO THE AUDIT
( ) BAD ( ) AVERAGE (x) GOOD
12 - DOES THE S.O.P. REQUIRE REVIEW?
WHY? ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________
OBSERVATIONS: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
(x) YES ( ) NO(x) YES ( ) NO(x) YES ( ) NO(x) YES ( ) NO(x) YES ( ) NO
(x) YES ( ) NO(x) YES ( ) NO(x) YES ( ) NO( ) YES ( ) NO( ) YES ( ) NO
( ) YES ( ) NO( ) YES ( ) NO( ) YES ( ) NO( ) YES ( ) NO( ) YES ( ) NO
(x) YES ( ) NO(x) YES ( ) NO( ) YES (x) NO
(x) YES ( ) NO
Figure 11.5: Example of a Standard Operational Procedure Audit Report.
Figu
re 1
2.1
: P
roce
ss o
f d
ep
loym
en
t o
f th
e p
olic
ies
and
th
eir
intr
od
uct
ion
into
th
e a
nn
ual
act
ion
pla
n
fro
m t
he
fir
st m
anag
eri
al le
vel.
AN
NU
AL
AC
TIO
N P
LAN
OF
THE
FIR
STM
AN
AG
ERIA
LLE
VEL
AN
NU
AL
GO
ALS
OF
THE
CEO
MET
HO
D F
OR
REA
CH
ING
TH
ESE
GO
ALS
AN
NU
AL
GO
ALS
OF
THE
FIR
ST M
AN
AG
ERIA
L LE
VEL
GO
ALS
OF
THE
CH
IEF
PR
OJE
CTS
QU
ALI
TYC
OST
CH
ECK
ITEM
SO
F TH
EC
HIE
F
CO
NTR
OL
ITEM
S O
FTH
E C
HIE
F
1. R
edu
ce r
olle
r st
op
s
2. R
edu
ce b
eari
ng
b
reak
age
3. I
ncr
ease
co
il lo
adin
g
rh
yth
m
4. R
edu
ce lo
sses
fro
m
cra
cks
5. R
edu
ce p
acka
ge
lo
sses
FOLL
OW
-UP
MET
HO
D
Med
ium
rel
atio
nsh
ip
Low
rel
atio
nsh
ip
Stro
ng
(dir
ect)
rel
atio
nsh
ip
Lack
of
rela
tio
nsh
ip
GOALS
B A C C B
SOU
ZA
TELL
ES
TRA
JAN
O
TELL
ES
AG
UIA
R
Ava
ilab
ility
of
the
rolle
r
Pro
du
ctio
n lo
sses
fro
m b
roke
n b
eari
ngs
Co
il lo
adin
gra
te
Scra
pra
te
94
%
50
%
20
b /
min
0.1
%
CA
PTI
ON
:
AN
NU
AL
GO
ALS
OF
THE
DIR
ECTO
RS
AN
NU
AL
GO
ALS
OF
THE
MA
NA
GER
S
TIM
ETA
BLE
JANUARY
FEBRUARY
MARCH
APRIL
MAY
JUNE
JULY
AUGUST
SEPTEMBER
OCTOBER
NOVEMBER
DECEMBER
RESPONSIBLE
PRIORITY
Get to 100% withinspecifications
Reduce to 10cases/year
CH
AR
TA
ND
HIS
T.Tensile strength
Number of client complaints
MET
HO
D F
OR
REA
CH
ING
TH
ESE
GO
ALS
MET
HO
D F
OR
REA
CH
ING
TH
ESE
GO
ALS
SUP
ERV
ISO
R’S
GO
ALS
PR
OJE
CTS
QU
ALI
TY
PRIORITY
PERSONRESPONSABILE
CO
ST
SUP
ERV
ISO
R’S
CH
ECK
ITEM
S
SUP
ERV
ISO
R’S
CO
NTR
OL
ITEM
S
1. R
edu
ce r
olli
ng-
mill
s
top
pag
e
Reduce to10 cases/yearAttain 100% ofspecifications
2. R
edu
ce s
leev
e
bre
akag
e3
. In
crea
se s
po
ol
e
xch
ange
sp
eed
4. R
edu
ce c
rack
loss
es
5. R
edu
ce p
acka
gin
g
loss
es
TRA
CK
ING
MET
HO
D
Number of customercomplains
Tensile strength
Wea
k re
alti
on
No
rel
atio
n
Ave
rage
rel
atio
n
Ver
y st
ron
g re
lati
on
(D
irec
t)
GOALS
GR
AP
HG
RA
PH
.A
ND
HIS
T.
B A C C B
SOU
ZA
DECEMBER
NOVERMBER
OCTOBER
SEPTEMBER
AUGUST
JULY
JUNE
MAY
APRIL
MARCH
FEBRUARY
JANUARY
Figu
re 1
2.2
: A
nn
ual
Act
ion
Pla
n o
f a
Bas
ic M
anag
eri
al U
nit
.
TELL
ES
TRA
JAN
O
TELL
ES
AG
UIA
R
Ro
llin
g-m
illav
aila
bili
ty
Pro
du
ctio
n lo
sses
by
slee
ve b
reak
age
Spo
ol c
har
ge r
ate
Was
te r
ate
94
%
50
%
20
b /
min
0,1
%
KEY
:
AC
TIO
N P
LAN
OF
THE
FIR
ST M
AN
AG
ERIA
L LE
VEL C
RO
NO
GR
AM
A
Figu
re 1
2.3
: A
nn
ual
Po
licy
De
plo
yme
nt.
PR
ESID
ENT
PR
ESID
ENT
’SP
OLI
CY
DIR
ECTO
R’S
PO
LIC
Y
SEN
IOR
MA
NA
GER
’SP
OLI
CY
FIR
STM
AN
AG
ERIA
LLE
VEL
PO
LIC
Y
AN
NU
AL
AC
TIO
N P
LAN
AC
TIO
N P
LAN
PR
OJE
CT
A
AC
TIO
N P
LAN
PR
OJE
CT
B
PR
OJE
CT
A G
OA
LS
PR
OJE
CT
B G
OA
LS
DIR
ECTO
R
SEN
IOR
MA
NA
GER
FIR
STM
AN
AG
ERIA
LLE
VEL
A CDP
A CDP
Figu
re 1
3.1
: C
on
tin
uo
us
Imp
rove
me
nt
Act
ivit
ies
carr
ied
ou
t in
th
e B
asic
Man
age
rial
Un
its.
AP
CDA
P
CD
AT
TAIN
MA
NA
GER
IAL
GO
ALS
QU
ALI
TYC
ON
TRO
LC
IRC
LES
WO
RK
ERS
. . .
SUG
GES
TIO
NS
SYST
EM
FIR
ST M
AN
AG
ERIA
LLE
VEL
SUP
ERV
ISO
RS
SUP
ERV
ISO
RS
SUP
ERV
ISO
RS
AP
CD
TEC
HN
ICA
LSU
PP
OR
T
Figure 13.2: Basic human needs, whose satisfaction are for motivation.
preconditions
HUMAN NEEDS
BASIC NEEDS OF HUMANBEINGS
SELF-REALIZATION
SELF-REALIZATION
EGO OR ESTEEM
SENSE OF BELONGING
SECURITY
PHYSIOLOGICAL
Realization of your own potential,self-development, creativity,
self-expression
EGO OR ESTEEM
Self-confidence, independence,reputation, etc.
SENSE OF BELONGING
Feelings of being accepted,friendship, association, feeling of
belonging to the group.
Protection for yourself andyour family.
Stability at home and at work.
SECURITY
PHYSIOLOGICAL
Survival, food, clothing, andshelter.
SIMULTANEITYOF NEEDS
HU
MA
N G
RO
WTH
Figu
re 1
4.1
: Th
e C
on
cep
t o
f th
e T
hre
e S
ou
rce
s o
f Lo
sse
s.
PR
OC
ES
S
"MEA
NS”
PR
OD
UC
T
"EN
D”
GO
AL
INC
ON
SIST
ENC
YW
AST
E
INFO
RM
ATI
ON
PR
OC
EDU
RES
ENV
IRO
NM
ENTA
LC
ON
DIT
ION
SP
EOP
LE
EQU
IPM
ENT
RA
WM
ATE
RIA
L
INSU
FFIC
IEN
CY
INSU
FFIC
IEN
CY
INC
ON
SIST
ENC
YW
AST
E
MEA
NS
GO
AL
MEA
NS
MEA
NS
MEA
NS
GO
AL
GO
AL
GO
AL
Tab
le 1
4.1
Th
e T
ech
niq
ue
of
the
:
Thre
e S
ou
rce
s o
f Lo
sse
s
OR
IGIN
OF
PR
OB
LEM
S
P R O C E S S
HUMANRESOURCES
RAWMATERIALS EQUIPMENT
- Is
th
ere
any
job
th
at d
oes
no
t ad
d v
alu
e?
- Is
th
ere
any
mo
vem
ent
was
ted
?
- Is
th
ere
was
te d
ue
to b
ad p
lan
nin
g?
- A
re t
he
righ
t to
ols
in t
he
righ
t p
lace
at
the
righ
t ti
me?
- A
re t
her
e ar
eas
wh
ere
peo
ple
are
exh
aust
ed, a
nd
oth
er a
reas
wh
ere
ther
e is
no
thin
g to
do
?
- Is
th
ere
a go
od
mix
of
exp
erie
nce
d a
nd
inex
per
ien
ced
sta
ff m
emb
ers?
- A
re p
eop
le t
oo
bu
sy a
t ce
rtai
n t
imes
an
d
hav
ing
no
thin
g to
do
at
oth
er t
imes
?
- A
re t
her
e en
ou
gh p
eop
le t
o f
ace
the
wo
rk
load
?
- Is
th
ere
any
job
th
at c
ou
ld b
e d
on
e b
y
mac
hin
es a
nd
is b
ein
g d
on
e m
anu
ally
?
- A
re t
her
e p
eop
le w
ho
get
to
o t
ired
at
the
end
of
the
job
?
WA
STE
INC
ON
SIST
ENC
YIN
SUFF
ICIE
NC
Y
- A
re y
ield
s lo
w?
- A
re e
xpen
sive
raw
mat
eria
ls b
ein
g u
sed
wh
ere
chea
per
on
es m
igh
t su
ffic
e?
- Is
th
e ra
te o
f re
ject
ion
hig
h?
- Is
th
ere
ener
gy w
aste
?
- Is
th
ere
any
was
te d
ue
to t
he
pro
cess
pro
ject
?
- Is
th
ere
corr
osi
on
pre
ven
tio
n?
- Is
th
e q
ual
ity
of
the
mat
eria
ls u
nif
orm
?
- A
re t
her
e an
y ir
regu
lari
ties
in t
he
pro
per
ties
of
the
mat
eria
ls?
- D
o t
he
pro
du
cts
hav
e u
nev
en f
inis
hin
g?
- Is
th
e st
ren
gth
en
ou
gh f
or
ensu
rin
g sa
fety
?
- Is
th
ere
any
insu
ffic
ien
cy d
ue
to p
roje
ct?
- Is
th
ere
any
insu
ffic
ien
cy in
item
s fr
om
sup
plie
rs?
- Is
th
e eq
uip
men
t b
ein
g u
nd
eru
tiliz
ed?
- Is
th
ere
any
was
te d
ue
to in
adeq
uat
e
layo
ut?
- Is
th
ere
any
idle
eq
uip
men
t?
- A
re t
he
mac
hin
es a
nd
to
ols
bei
ng
wel
l-
uti
lized
?
- A
re t
he
pro
du
ctio
n c
apac
itie
s o
f th
e se
vera
l
mac
hin
es w
ell b
alan
ced
?
- Is
th
ere
any
equ
ipm
ent
bei
ng
use
d in
a
reas
on
able
way
or
in a
was
tefu
l way
?
- Is
th
e lif
e o
f th
e m
ach
ines
bei
ng
har
med
fro
m u
se a
bo
ve t
hei
r ca
pac
ity?
- A
re t
her
e lo
w-p
reci
sio
n m
ach
ines
bei
ng
use
d f
or
hig
h-p
reci
sio
n t
asks
?
- A
re t
he
mac
hin
es g
etti
ng
eno
ugh
sup
ervi
sio
n?
(12)Figure 14.2: Concept of Survival According to Miyauchi .
MARKET RESEARCH
Identification ofconsumer needs
A product that is better, cheaper, and delivered morequickly than the competitor’s
Product
- Better
- Cheaper
- Safer
- Faster Delivery
- Easier Maintenance
Definition
Process
- Easier
- Better
- With less dispersion
- Cheaper
- Faster
- Safer
Design of newproduct
Design of newprocess
Production
Technicalassistance
Survival
Satisfiedcustomer
Figu
re 1
4.3
: C
om
par
iso
n b
etw
ee
n “
Succ
ess
ive
Imp
rove
me
nts
” an
d “
Dra
stic
Imp
rove
me
nts
”.
CO
NTI
NU
OU
S IM
PR
OV
EMEN
T
SUC
CES
SIV
EIM
PR
OV
EMEN
TSD
RA
STIC
IMP
RO
VEM
ENTS
1 2 3 4
Acc
ept
the
curr
ent
way
of
wo
rkin
g (p
roce
ss)
An
alyz
e th
e cu
rren
t w
ay o
f w
ork
ing
(pro
cess
)
Imp
rove
th
e cu
rren
t w
ay o
f w
ork
ing
(KA
IZEN
)
Op
erat
e ev
er m
ore
eff
icie
ntl
y a
pro
cess
th
at h
asw
aste
bu
ilt in
to it
s d
esig
n.
1 2 3 4
Rej
ect
the
curr
ent
way
of
wo
rkin
g (p
roce
ss)
Seek
th
e id
eal w
ay o
f w
ork
ing
(new
pro
cess
)
Pro
mo
te d
rast
ic c
han
ges
in t
he
way
of
wo
rkin
g(I
NN
OV
ATI
ON
)
Elim
inat
e w
aste
co
nta
ined
in t
he
des
ign
itse
lf o
fa
pre
vio
us
pro
cess
.
DCA
P
DCA
P
Figure A.1: PDCA - Process Control Method.
ACTION PLAN
CHECK DO
ACT IN THE PROCESSACCORDING TO
THE RESULTS
DEFINEGOALS
DETERMINETHE METHODSTO REACH THE
GOALS
CHECK THEEFECTS OFTHE WORK
DONE EXECUTEWORK
EDUCATEAND TRAIN
A P
DC
Figure A.2: Detailed PDCA to Sustain Results.
MANAGEMENT TO SUSTAIN RESULTS
STANDARD GOAL
2
3
4
EFECTIVE?
SUST
AIN
YES
NO
S
D
C
A
STANDARD GOAL:
Standard Quality, Standard Cost, etc.
STANDARD OPERATIONAL PROCEDURE (S.O.P):
DO:
Comply with the S.O.P.
CHECK:Confirm the effectiveness of the S.O.P.
CORRECTIVE ACTION:
Removal of the symptom.Act on the cause.
5
n = 2 UCL = 449,79
LCL = 362,84
UCL = 75,55
LC = 23,13
LC = 406,31
450
400
350100
50
01 2 3 4 9 10 11 12 Day
R
X
1
S.O.P. to attain the standard goals.
Figure A.3: Detailed PDCA for Improvement.
MANAGEMENT TO IMPROVE
IMPROVEMENT GOAL
*
BETTER
Number ofcomplaints per
month
GOAL
D94J9392
6
YES
NO
P
D
C
A
PROBLEM:
Identification of the problem.
Break down the problem in smaller problems.
PHENOMENON ANALYSIS:
PROCESS ANALYSIS:
Detection of main causes of each smaller problems.
ACTION PLAN:
Countermeasures against main causes of eachsmaller problem.
DO:
Execute the “Action Plan”.
CHECK:
Confirm the Action’s Effectiveness.
STANDARDIZATION:
Definitive elimination of causes.
CONCLUSION:
Review of activities and planning for future tasks.
8
1
2
3
4
5
7
EFECTIVE?
Figu
r A
.4
e:
PD
CA
ap
plie
d w
ith
th
e g
oal
s o
f m
ain
tain
ing
and
imp
rovi
ng.
P DCA
PR
OD
UC
TS
AN
NU
AL
GO
ALS
PER
IOD
ICR
EVIE
W O
FP
RIO
RIT
YC
HR
ON
ICP
RO
BLE
MS
PR
IOR
ITY
CH
RO
NIC
P
RO
BLE
MS
STA
ND
AR
DIZ
ATI
ON
CO
RR
ECTI
VE
AC
TIO
N
AN
NU
AL
PO
LIC
IES
OF
TOP
MA
NA
GEM
ENT
IMP
RO
VES
MA
INTA
INS
S DCA
Figu
re A
.5:
Co
mb
inat
ion
of
Cyc
les
for
Sust
ain
ing
and
fo
r Im
pro
vin
g w
hic
h m
ake
up
Co
nti
nu
ou
s Im
pro
vem
en
t.
A CDP
A CDP
A CDS
CO
NC
EPT
OF
CO
NTI
NU
OU
S IM
PR
OV
EMEN
T
"EX
ISTI
NG
PR
OC
ESS”
"EX
ISTI
NG
PR
OC
ESS”
"NEW
PR
OC
ESS”
INN
OV
ATI
ON
(KA
IKA
KU
)
(KA
IZEN
)
TIM
E
LEV
EL O
FR
ESU
LT
COMPANY BSHIFT ABNORMALITY
ANALYSIS REPORT
CONTROL
SHIFT: 3 CREW DATE: 03/15/12
BRIEF DESCRIPTION OF ABNORMALITY/COMPLAINT:
Run with % of carbon above that intended.
DESIRED RESULT:
Carbon percentage = 0.093%.
RESULT OBTAINED:
Carbon percentage = 0.120%
DIFFERENCE:
Excess carbon percentage = 0.027%
BRAINSTORMING (POSSIBLE CAUSES):
MOST PROBABLE CAUSES:
ROOT CAUSE(S):
ACTION PLAN
WHAT
1 - Introduce stop control (item 2) into the standard procedure
Jason
Furnace
operator
Cid
Revising present standard
Injecting nitrogen into cannonuntil it is thoroughly clean
Sending note to qualityassurance department
Immediately
Immediate
Run with a high
percentage of carbon
Machine Labor
MethodRaw material
Environment
Operator’s carelessnessin regard to graphiteresidue in cannon
Lack of stopcontrol in standardoperational procedure
When recarburizingthe runs
2 - Make sure that the cannon is empty
3 - Limit carbon content range to 0.085-0.105%
WHO HOW (WHEN APPLICABLE) WHEN
Error in calculating amount added, lack of stop control in standard operational procedure.Operator’s carelessness.
- Lack of stop control in standard operational procedure.- Operator’s carelessness in regard to possible graphite residue in the cannon.
NUMBER: ___/___
COMPANY "E"Shift abnormality
analysis report
Control
Nº: ____/____Date:____/____/____
Section: C.C.:
Shift: Crew:
OP Number:
Description of OP:
Investigation of Causes:
Raw material
EnvironmentalConditions
Equipment
Personnel
Information
Procedures
Why did the abnormality occur?
Probable cause:
Action Plan
What to do Who How to do it When
Abnormality
Machine/Line:
Operator:
Detected by:
Time:
1 23
54
6 7
8
9
10
11
12
13
14 15 16
17 18 19
20
21
22
23 24 25 26
Additional Information:
Supervisor’s comments:
Supervisor’s signature
27
28
29
COMPANY "C"
Unit: Shift:
CORPORTATE
Management Area/Department
Abnormality:
FINANCIAL MANAGEMENT
Location: Time: Operator:
Billings
Type:
Customer’s complaint
Symptom:
Protest
Negative File
CUSTOMER BANK NOTARY
BILLINGS
- Direct payment
- Payment after due date - Did not recognize collection
- Didn’t honor instruction
- Did not instruct notary
- Delay in delivering invoice
- Error due date
- Didn’t honor instruction
- Delay in delivering merchandise
- Did not issue instructions
INVOICING
LACK OF STANDARDPROCEDURE
TRANSPORT
UNJUSTIFIED
COLLECTION
Unwarranted collection
Removal of Symptom:
Approval letter written for notary. Certification of no payment requested.
Fact communicated to SCI and SERASA.1. I
DEN
TIFI
CAT
ION
2. O
BSE
RV
ATI
ON
3. A
NA
LYSI
S
Department/Sector:
BILLINGS CREDIT
ONE SHIFT ONLY
Date:
03/15/12
ABNORMALITY ANALYSIS REPORT
Dep
artm
ent
Ch
ief
(Nam
e/Si
gnat
ure
):M
anag
er/D
epar
tmen
t C
hie
f Fo
rem
an (
Nam
e/Si
gnat
ure
):
(Sh
ou
ld t
he
stan
dar
d
be
chan
ged
?)(W
hat
was
ob
serv
ed a
fter
th
e ac
tio
n)
(Wh
at w
as d
on
e)
1 -
Dev
ise
a p
roce
du
re f
or
wri
tin
g o
ff s
ettl
ed d
up
licat
es2
- T
rain
tea
m3
- F
ollo
w-u
p
Clá
ud
ia
Mo
acir
Mo
acir
/Clá
ud
ia
03
/31
/12
04
/08
/12
4.1
. Act
ion
(W
hat
to
do
)4
.2. P
erso
n in
ch
arge
(W
ho
)4
.3. D
ate
Lim
it (
Wh
en)
4.4
. Ob
serv
atio
n (
Ho
w/W
hy/
Wh
ere)
4. ACTION PLAN - 5W 1H 5. ACTION
6. CHECK
7. STANDARDIZATION
8. CONCLUSION
9. G
AIN
S (U
S$)
(13)Abnormality Report .Model
* According to an original of Kaoru Ishikawa in Introduction to Quality Control, p.299.
9 10 11 15
UCL = 1,12
LM = 0,3
3,0
COMPANY X, INC.
Name of theMachine
Name of theProcess
QualityCharacteristic
ENT-86814
Pre-Test
Electrical behavior(oscillation)
OperatorInspector
Lot Number
Control ChartNumber
20-2-Tuu-A3-2
Akemi Yoshikawa
Date and Time ofOccurrence
February 15
5:00 p.m
Detected by
Tabuchi
When?
When?
When?
Checkedby?
When?
When?
When?
Who?
Who?
Who?
Who?
When?
When?
February 16
Tabuchi
Tabuchi
March 8
Tokuno
Tokuno
LeaderSupervisor
Tokuno TabuchiAoki
Regulation DivisionMP Warehouse, Production Section, Assembly Crew UHF
To be kept on file for 3 years
Format Number TG-Q001
SectionChief
AokiConfirmation
of detailsof the action
February 17
February 17
February 28
The investigation requiresthat the case be sent to the
technical department.
When welding a floor spring, check to see ifthe cam is interfering with the chassis.
During the rotor assembly process, correctthe cam of the rotor axle welding the guide.
Change in the dimensions of the part where the chassis enters in contactwith the cam (Dimension A) from 5.5 to 6.5 mm.
After changing Dimension A, no electrical oscillation error occurred.As the control chart for electrical oscillation errors continued to show zero defects, it was discontinued.
(UTU - 014)
Day/Month
Tokuno
Day/Month
Emergency Action
Prevention of recurrence
Checking
Connection with pertinentdepartments
1
1
2
2
3
In the past, the position of the cam was determined in relation to the groove onthe axle shaft (that is, by dimension C). To improve efficiency, the welding guide
It is desirable to use the current guide to guard against future increases inproduction.
Occ
urr
ence
of
the
abn
orm
alit
ies
Inve
stig
atio
n o
f th
e ca
use
sEm
erge
ncy
acti
on
Act
ion
s to
pre
ven
tre
curr
ence
Conf
irm
atio
n of
the
efec
t of
the
act
ion
to p
reve
ntre
curr
ence
PROCESS ABNORMALITY REPORT
14
for the cam was determined by dimension B.Owing to burrs and other irregularities at theend of the rotor axle, this increased thevariation in dimension C, causing obstructionof the chassis by the cam and altering electrical oscillation.
3% stratification on the control chart, showing errors in electricaloscillation chart in pre-test
Investigation of theCause
Dimension BCam
Dimension C
Burr
Interference
Dimension A
Chassi
RotoraxleWeld
The X - R control chart for the dimension of the weld of the rotor/cam was alsodiscontinued.
During the rotor assembly process, control the axle by cam dimension(dimension B) with an X - R control chart (after February 17)
(18
)Fi
gure
C.1
: D
iffe
ren
ce B
etw
ee
n F
low
char
t an
d M
acro
Flo
wch
art
.
SIN
GLE
PR
OC
ESS
FLO
WC
HA
RT
GR
OU
PED
PR
OC
ESS
MA
CR
O F
LOW
CH
AR
T
TOTA
L P
RO
CES
S
PR
INTE
D
CIR
CU
IT
BO
AR
D
PR
OD
UC
TIO
N
PR
OC
ESS
Pri
nti
ng
Pro
cess
Fin
ish
ing
Pro
cess
Pack
agin
g P
roce
ss
~ ~
Cir
cuit
bo
ard
cu
ttin
g
Insp
ecti
on
of
pro
cess
Deg
reas
ing
and
du
st r
emo
val
Wat
er w
ash
Co
rro
sio
n p
reve
nti
on
Flu
x co
atin
g
Co
mp
lete
insp
ecti
on
of
pro
du
ct
Pack
agin
g
Ship
men
t
Table C.1: Flowchart Symbols
Symbol Meaning
or
Meeting
Action
Checking
PartnershipsConstitutionMergeIncorporationTransformationAlteration
COMPANY “C”Request by
board
Documents preparedfor commerce board
federal treasury
Paymentdocuments
provided
Documents sentto commerce
board
Documents received from commerce
board
LTD.INC.
LTD.INC
Documents prepared
for publishing
Paymentmade
IOSEC sentfor publishing
DOE publicationsreceived
Documents forfederal treasury
prepared
Paymentbill provided
Document to statetreasury sent
Document fromstate treasury
received
Charterprovided
Documents distributed and
original filed
END
Table C.2: Simplified Conventions for Flowcharts.
Operation that causes changes in the position of raw materials, components, or products.
Operation of stocking up raw materials, materials, components, or products according to a plan.
Operation to obtain the difference of results, using as a reference the quantity of raw materials, materials, components and products.
Work
a Operation that causes changes in the form and properties of materials, components, or product.
Transport
1/2 to 1/3 of a
Plannedstock
Unplanned stock State of congestion of raw materials, supplies,
components, or products, contrary to plan.
Quantityinspection
Qualityinspection
Operation for judging the conformity of a lot or good quality of a part, testing the quality characteristics of the raw material, supplies, components, or product and comparing the results with a reference.
* See the book Padronização de Empresas, p.93, for more details.
Table C.2: Continuation.
Flowchart conventions may also be combined if operations occur simultaneously.
CompositeSymbol
Meaning
While the main focus of inspection is quality, quantity inspection is also carried out.
While the main focus of inspection is quantity, quality inspection is also carried out.
While the main focus is on doing the work, quantity inspection is also carried out.
While the main focus is on doing the work, transport is also being attended to.
Example of a Process Flowchart.
Shield
Clamp B
Inductor Inductor
Shield
Ventilator
Bearing
Axle
Clamp
Shield LegRotor
ShieldLegs
Armature Inductor Axle VentilatorClamp
AClamp
B
Perforation and contraction of the area
Perforationst1 package/time
1 winding/timest Work on
externaldiameter
Drillingandcontractionof the area
Initialwork
Drilling
Dimensionsand return
Dimensionsand return
Winding Perforation st1 part/time
1st part/turn
1 stpart/time Final
workDrilling
Dimensionsand return
Dimensionsand return
~ ~Armature
Armature
Hole ofclass
Drilling Drilling Dimensions
For 1 motora time
RotorQuantitydimensions
DimensionsClampB
240 parts/time
ClampA
~ ~Grinding
Folding Pre-treatment
4 parts WeldLoading Output
dimensions240 parts/time
Pre-treatment15 parts/pallet
Nest50 pallet
parts/
=Axle24
pallet parts/Insertion of
bearing
Shieldlegs
4 parts/hanger
Painting240 parts/each time
Voltagepolarity
Insertion ofaxle
Receptioninspection
Shield ~=
1 part/time Cover
240 parts/time
Weld
Work onexternaldiameter
Finish
15 pallet
parts/
Coupling24 pallet
parts/
Dimensionsof connection
Balancing
15 pallet
parts/Rotor
Assembling24 pallet
parts/
Rolling
Rolling InsertionRemove frombox
Remove frombox
Remove frombox
Screws Washers Nuts
Assembling
1 part
Test of characteristic value
1 part
Painting
1 part
# of final inspection completion
Box forPackaging
120 motors/a time
Monophase Induction Motor
Table D.1: Method for Receiving a Consultant.
6
YES
NO
P
D
C
A
Clearly establish your GOAL and discuss it with theCONSULTANT´S TEAM (if there is a contract, put this in).
8
1
2
3
4
5
7
SUCCESS
Gather information on the subject.
Set up a team mixing your people with the consultantsand conduct an analysis by asking “What have been the causes that have kept us from achieving our goal up until now? (See table 3.1)
This mixed team must then, set up an Action Plan, which consists of COUNTERMEASURES against the causes (See Tables 3.1 and 3.2).
Execute.
Check. Make a Three-Generation Report (See Table9.3). Discuss the report with the CONSULTANTS andask for advice: (a) Is the plan lacking something? (b) Why wasn’t the goal achieved? (c) What should be the next steps?
Standardize.
The CONSULTANTS should go over steps 3 and 4with you and your team until the goal is attained.
Conclude the project.
1
PD
CA
FLO
WC
HA
RT
PH
ASE
Pro
ble
m id
enti
fica
tio
nTo
def
ine
the
pro
ble
m c
lear
ly a
nd
rec
ogn
ize
its
imp
ort
ance
.
To b
reak
do
wn
th
e p
rob
lem
into
sm
alle
r p
rob
lem
s.
To d
etec
t th
e ro
ot
cau
ses
of
each
sm
alle
r p
rob
lem
.
To c
on
ceiv
e an
act
ion
pla
n f
or
each
sm
alle
r p
rob
lem
to
el
imin
ate
the
roo
t ca
use
s.
To c
hec
k if
th
e ac
tio
n w
as e
ffec
tive
.
To e
limin
ate
the
roo
t ca
use
s.
To p
reve
nt
recu
rren
ce o
f th
e p
rob
lem
.
To r
ecap
itu
late
th
e en
tire
pro
ble
m -
so
lvin
g p
roce
ss f
or
futu
re w
ork
.
Ph
eno
men
on
An
alys
is
Pro
cess
An
alys
is
Act
ion
Pla
n
Exec
uti
on
Ch
ecki
ng
(Was
pre
ven
tio
n o
f re
curr
ence
eff
ecti
ve?)
Stan
dar
diz
atio
n
Co
ncl
usi
on
Y
OB
JEC
TIV
E
2 3 4 5 6
ACDP
Tab
le E
.1:
Pro
ble
m-S
olv
ing
Met
ho
d -
QC
STO
RY.
N? 7 8
Pre
sen
t
JF
MM
JJ
AA
OS
Be
tte
r
Losses
1
Flo
wTa
sks
Sele
ctin
g th
e
pro
ble
m
Trac
ing
his
tory
of
the
pro
ble
m
Alw
ays
use
his
tori
cal d
ata
Sho
win
g cu
rre
nt
loss
es
and
viab
le g
ain
s
Do
ing
a
Par
eto
an
alys
is
Ass
ign
ing
resp
on
sib
iliti
es
Too
ls U
tiliz
ed
Ob
serv
atio
ns
2 3 4 5
A p
rob
lem
is th
e u
nd
esir
able
resu
lt o
f a jo
b (b
e su
re th
e p
rob
lem
ch
ose
n
is t
he
mo
st i
mp
ort
ant,
bas
ed o
n f
acts
an
d d
ata)
. Fo
r ex
amp
le:
loss
of
pro
du
ctio
n
ow
ing
to
eq
uip
me
nt
sto
pp
age
, o
verd
ue
p
aym
en
ts,
per
cen
tage
of d
efec
tive
par
ts, e
tc.
Wh
at is
th
e fr
equ
ency
of
the
pro
ble
m?
Ho
w d
oes
it o
ccu
r?
Are
a’s
gen
eral
po
licy
(Qu
alit
y, d
eliv
ery,
co
st, m
ora
le,
safe
ty)
Gra
ph
sP
ho
togr
aph
s
Pare
toan
alys
is
Ass
ign
men
t o
f re
spo
nsi
bili
ties
A P
aret
o a
nal
ysis
mak
es it
po
ssib
le t
o p
rio
riti
ze t
op
ics
and
to
est
ablis
h
viab
le n
um
eric
al g
oal
s. S
ub
top
ics
may
als
o b
e es
tab
lish
ed if
nec
essa
ry.
No
te: D
o n
ot
loo
k fo
r ca
use
s h
ere;
on
ly u
nd
esir
able
res
ult
s. C
ause
s w
ill
be
sou
ght i
n p
has
e 3
.
Wh
at is
bei
ng
lost
?
Wh
at is
it p
oss
ible
to
gai
n?
Ap
po
int
the
per
son
or
gro
up
th
at w
ill b
e in
ch
arge
. Des
ign
ate
the
gro
up
le
ader
.
Pro
po
se a
dea
dlin
e fo
r so
lvin
g th
e p
rob
lem
.
A B
C D
E F
G H
I J
K L
BAE F
I J
Ph
ase
1 -
Pro
ble
m Id
enti
fica
tio
n
1
Flo
wTa
sks
PAR
ETO
AN
ALY
SIS
STR
ATIF
ICAT
ION
CH
ECK
LIS
T
PR
IOR
ITIZ
ING
Ch
oo
se t
he
mo
st im
po
rtan
t th
emes
an
d g
o b
ack
PAR
ETO
CH
AR
TS
Dis
cove
ry o
f th
e
char
acte
rist
ics
of
the
pro
ble
m b
y m
ean
s o
f
ob
serv
atio
n o
n s
ite
Tim
etab
le,
bu
dge
t an
d g
oal
Dis
cove
ry o
f th
e
char
acte
rist
ics
of
the
pro
ble
m b
y m
ean
s o
f
the
gath
erin
g o
f d
ata.
Bre
ak d
ow
n t
he
pro
ble
m in
to s
mal
ler
pro
ble
ms.
Imp
ort
ant
reco
mm
end
atio
n:
the
mo
re t
ime
you
spen
d h
ere,
th
e
easi
er it
will
be
to s
olv
e th
e
pro
ble
m. D
on
’t s
kip
this
par
t!
Tools
Employed
Ob
serv
atio
ns
2 3
Obs
erve
the
pro
blem
from
sev
eral
ang
les
(str
atifi
cati
on):
a. T
ime
- Are
the
res
ults
diff
eren
t in
the
mor
ning
, in
the
afte
rnoo
n,
on M
onda
ys, o
n ho
liday
s, e
tc.?
b. P
lace
- A
re t
he r
esul
ts d
iffer
ent
in d
iffer
ent
part
s of
a p
art
(def
ects
at
the
top,
a
t th
e ba
se, o
n th
e si
des)
? In
diff
eren
t pl
aces
(acc
iden
ts in
cor
ners
, in
the
m
iddl
e of
the
str
eets
, on
side
wal
ks),
etc
.?
c. T
ype
- Are
the
res
ults
diff
eren
t de
pend
ing
on p
rodu
ct, t
he r
aw m
ater
ial,
the
m
ater
ial u
sed?
d. S
ympt
om -
Are
the
res
ults
diff
eren
t w
heth
er t
he d
efec
ts a
re c
avit
ies
or
p
oros
ity,
whe
ther
abs
ente
ism
is d
ue t
o ab
senc
e or
sic
k le
ave,
w
heth
er t
he s
top
is d
ue t
o th
e bu
rnin
g-up
of a
mot
or o
r m
echa
nica
l fai
lure
,
e
tc.?
It w
ill a
lso
be n
eces
sary
to
inve
stig
ate
spec
ific
aspe
cts,
suc
h as
air
moi
stur
e,
room
tem
pera
ture
, gau
ge in
stru
men
t co
ndit
ions
, sta
ndar
d re
liabi
lity,
tra
inin
g,
who
is t
he o
pera
tor,
whi
ch t
eam
wor
ked,
wha
t ar
e th
e w
eath
er c
ondi
tion
s, e
tc.
"5W
1H"
- Ask
the
que
stio
ns: w
hat,
who
, whe
n, w
here
, why
and
how
to
gath
er d
ata.
Bui
ld s
ever
al P
aret
o ch
arts
acc
ordi
ng t
o th
e gr
oups
def
ined
in s
trat
ifica
tion
.
Set
up a
goa
l and
an
acti
on p
lan
for
each
sm
alle
r pr
oble
m.
in t
he e
veni
ng,
Shou
ld n
ot b
e do
ne in
the
off
ice,
but
at
the
site
of t
he e
vent
itse
lf fo
r th
e ga
ther
ing
of s
uppl
emen
tary
info
rmat
ion
that
can
not
be o
btai
ned
in t
he fo
rm o
f num
eric
al d
ata.
Use
a v
ideo
cam
era
and
phot
ogra
phs.
Mak
e a
tim
etab
le a
s a
refe
renc
e. T
his
tim
etab
le s
houl
d be
upd
ated
for
each
pha
se.
Mak
e a
budg
et.
Def
ine
a go
al to
be
reac
hed.
A B
C D
E F
G H
I J
K L
BAE F
I J
1P
HA
SE
An
aly
sis
Act
ion
Pla
n
Ch
eck
Sta
nd
ard
iza
tio
nC
on
clu
sio
n
Exe
cuti
on
23
45
67
8
Ph
ase
2 -
Ph
eno
men
on
An
aly
sis
Go
to
th
e p
lace
wh
ere
the
pro
ble
m o
ccu
rred
1
Flo
wTa
sks
De
fin
itio
n o
f
con
trib
uti
ng
cau
ses
(fo
r e
ach
sm
alle
r
pro
ble
m)
Scre
en
ing
of
mo
st
pro
bab
le c
ause
s
An
alys
is o
f m
ost
pro
bab
le c
ause
s
(hyp
oth
esi
s
veri
fica
tio
n)
Did
yo
u c
on
firm
a m
ost
pro
bab
leca
use
?
Co
nsi
ste
ncy
te
sto
f ro
ot
cau
se
Too
ls U
tiliz
ed
Ob
serv
atio
ns
2 3
Sett
ing
up
a w
ork
gro
up
: in
volv
e al
l th
ose
wh
o c
an c
on
trib
ute
to
th
e id
enti
fica
tio
n o
f th
e ca
use
s. M
eeti
ngs
sh
ou
ld b
e p
arti
cip
ato
ry.
Cau
se-a
nd
-eff
ect
dia
gram
: w
rite
do
wn
th
e la
rges
t p
oss
ible
nu
mb
er o
f ca
use
s. S
et u
p a
cau
se-a
nd
-eff
ect
rela
tio
n b
etw
een
th
e ca
use
s lis
ted
. C
on
stru
ct t
he
cau
se-a
nd
-eff
ect
dia
gram
pla
cin
g th
e m
ore
gen
eral
ly b
ased
ca
use
s o
n t
he
larg
er b
ran
ches
, an
d s
eco
nd
ary
and
ter
tiar
y ca
use
s, e
tc.,
on
th
e sm
alle
r bra
nch
es.
Mo
re p
rob
able
cau
ses:
the
nu
mb
er o
f cau
ses
liste
d in
the
pre
vio
us
task
mu
st b
e re
du
ced
by
elim
inat
ion
of
the
less
-pro
bab
le c
ause
s. B
ased
on
dat
a co
llect
ed
du
rin
g th
e o
bse
rvat
ion
pro
cess
, tak
e ad
van
tage
als
o o
f su
gges
tio
ns
bas
ed o
n
the
exp
erie
nce
o
f th
e gr
ou
p
and
h
iera
rch
ical
se
nio
rs;
also
, b
ased
u
po
n
info
rmat
ion
co
llect
ed d
uri
ng
ob
serv
atio
n, p
rio
riti
ze th
e m
ost
pro
bab
le c
ause
s.
Be
care
ful w
ith
“cr
oss
” ef
fect
s: p
rob
lem
s th
at r
esu
lt f
rom
tw
o o
r m
ore
fac
tors
si
mu
ltan
eou
sly.
Pay
sp
ecia
l att
enti
on
to th
ese.
Vis
it th
e lo
cati
on
s w
her
e h
ypo
thes
es a
pp
ly, c
olle
ct in
form
atio
n.
Stra
tify
th
e h
ypo
thes
es,
colle
ct d
ata
usi
ng
the
chec
k lis
t as
an
aid
. U
se
Par
eto
to
pri
ori
tize
, a
rela
tio
nal
dia
gram
to
tes
t th
e co
rrel
atio
n b
etw
een
th
e h
ypo
thes
es a
nd
th
e ef
fect
. Use
a h
isto
gram
to
eva
luat
e th
e d
isp
ersi
on
an
d g
rap
hs
to c
hec
k tr
end
s.
Test
the
hyp
oth
eses
thro
ugh
exp
erim
ents
.
Bas
ed o
n t
he
resu
lts
of
the
exp
erim
ents
, yo
u w
ill c
on
firm
or
no
t co
nfi
rm
the
exis
ten
ce o
f a r
elat
ion
ship
bet
wee
n t
he
pro
ble
m (e
ffec
t) a
nd
th
e m
ost
p
rob
able
cau
ses
(hyp
oth
esis
).
If r
ecu
rren
ce p
reve
nti
on
is
tech
nic
ally
im
po
ssib
le,
or
if i
t ca
n p
rod
uce
u
nd
esir
able
eff
ects
(sc
rap
pin
g, h
igh
co
st,
rew
ork
, co
mp
lexi
ties
, et
c.),
it
may
be
that
the
det
erm
ined
cau
se is
no
t th
e ro
ot c
ause
bu
t rat
her
an
eff
ect
of i
t. C
on
sid
er th
e ca
use
as
a n
ew p
rob
lem
an
d a
sk a
gain
“w
hy”
an
d g
o b
ack
to th
e b
egin
nin
g o
f th
e fl
ow
of t
his
pro
cess
.
Bra
inst
orm
ing
and
ca
use
an
d
effe
ct
dia
gram
Qu
esti
on
: Wh
y d
oes
the
pro
ble
m o
ccu
r?
Is t
her
e te
chn
ical
evi
den
ce t
hat
it
is
po
ssib
le to
pre
ven
t rec
urr
ence
?W
ou
ld r
ecu
rren
ce p
reve
nti
on
gen
erat
e u
nd
esir
able
def
ects
?
Co
llect
ion
o
f n
ew
dat
a ab
ou
t th
e m
ost
p
rob
able
cau
ses,
usi
ng
a ch
eck
list.
An
alyz
e co
llect
ed d
ata.
Test
ing
of t
he
cau
ses.
Iden
tifi
cati
on
th
rou
gh c
ause
an
d e
ffec
t
dia
gram
??Ye
sN
o
Yes
No
10
0%
A
BC
DF
A
AA
C DB
E
10
20F
F
Ph
ase
3 -
Pro
cess
An
aly
sis
Flo
wTa
sks
De
sign
ing
of
an a
ctio
n
stra
tegy
De
sign
ing
of
an a
ctio
n p
lan
for
recu
rre
nce
pre
ven
tio
n a
nd
revi
sio
n o
f th
e
tim
eta
ble
an
d
fin
al b
ud
get
Too
ls U
tiliz
ed
Ob
serv
atio
ns
1 2
Dis
cuss
ion
wit
h g
rou
pin
volv
edPh
ase
4 -
Act
ion
Pla
n
!M
ake
sure
th
at a
ctio
ns
are
bei
ng
take
n o
n t
he
roo
t ca
use
s an
d
no
t on
thei
r eff
ects
.
!M
ake
sure
th
at t
he
acti
on
s p
rop
ose
d d
o n
ot
pro
du
ce s
eco
nd
ary
effe
cts;
if th
ese
do
occ
ur,
take
act
ion
aga
inst
them
.
!P
rop
ose
dif
eren
t so
luti
on
s, a
nal
yze
the
effe
ctiv
enes
s an
d c
ost
of
each
; ch
oo
se th
e b
est.
!D
efin
e w
hat
is t
o b
e d
on
e (W
ha
t)
!D
efin
e w
hen
it is
to
be
do
ne
(Wh
en)
!D
efin
e w
ho
will
do
it (
Wh
o)
!D
efin
e w
her
e it
will
be
do
ne
(Wh
ere)
!C
lari
fy w
hy
it is
bei
ng
do
ne
(Why
). D
etai
l or
del
egat
e th
e d
etai
ling
of
ho
w it
will
be
do
ne
(Ho
w)
!D
eter
min
e th
e go
al t
o b
e at
tain
ed a
nd
qu
anti
fy it
($
, to
ns,
d
efec
ts, e
tc.)
.
!D
eter
min
e th
e co
ntr
ol i
tem
s an
d t
he
chec
k it
ems
of
the
vari
ou
s le
vels
invo
lved
.
Wh
o?
Ho
w?
Wh
ere?
Why
?
Wh
en?
Wh
at?
TASK
WH
OW
HA
T
TO M
EASU
RE
TO C
LEA
N
TO C
HA
NG
E
TO C
HA
NG
E
ELI
RU
I
EDU
NEI
PIN
FLO
OR
AX
LE
STA
ND
AR
D
!D
isse
min
atio
n o
f p
lan
to
eve
ryo
ne
!Pa
rtic
ipat
ory
mee
tin
gs
!Tr
ain
ing
tech
niq
ues
!P
lan
an
d t
imet
able
!C
hec
k w
hic
h a
ctio
ns
req
uir
e th
e ac
tive
co
op
erat
ion
of
all.
Giv
e sp
ecia
l att
enti
on
to th
ese
acti
on
s.
!C
lear
ly p
rese
nt t
he
task
s an
d th
e re
aso
n fo
r th
em.
!B
e su
re th
at e
very
on
e u
nd
erst
and
s an
d a
gree
s w
ith
the
mea
sure
s p
rop
ose
d.
!D
uri
ng
exec
uti
on
, p
hys
ical
ly c
hec
k o
n lo
cati
on
wh
eth
er a
ctio
ns
are
bei
ng
carr
ied
ou
t.
!A
ll ac
tio
ns
and
th
e go
od
an
d b
ad r
esu
lts
sho
uld
be
reco
rded
in a
fo
rm, o
n th
e d
ate
wh
en th
ey w
ere
take
n.
Dis
cuss
ion
wit
h g
rou
p in
volv
ed
"5W
1H
", t
imet
able
, co
sts
Ph
ase
5 -
Exe
cuti
on
Trai
nin
g
1 2C
arry
ing
ou
t
the
act
ion
Qu
esti
on
: Was
th
e ro
ot
cau
se
effe
ctiv
ely
iden
tifi
ed a
nd
rec
urr
ence
effe
ctiv
ely
pre
ven
ted
?
Ph
ase
6 -
Ch
ecki
ng
Co
mp
arin
gre
sult
s
List
ing
seco
nd
ary
effe
cts
Ch
eck
ing
wh
eth
er
the
pro
ble
mp
ers
ists
Was
re
curr
en
cep
reve
nti
on
effe
ctiv
e?
? Y
Pare
to, c
on
tro
l ch
arts
, his
togr
ams.
BEF
OR
EB
EFO
RE
A
BB
CC
DD
A
EE
AFT
ER
AFT
ER
LSC
LC LIC
$
DefectsB
ette
r
An
alyz
eA
ctio
nC
hec
kin
g
MO
NTH
S
JJ
JA
AS
ON
DF
MM
N
lD
ata
use
d s
ho
uld
be
colle
cted
bo
th b
efo
re a
nd
aft
er a
ctio
n
to p
reve
nt
recu
rren
ce,
to c
hec
k th
e ef
fect
iven
ess
of
the
acti
on
an
d t
he
deg
ree
of
red
uct
ion
of
the
un
des
irab
le
resu
lts.
lC
om
par
iso
n fo
rmat
s sh
ou
ld b
e th
e sa
me
bef
ore
an
d a
fter
th
e ac
tio
n is
take
n.
lC
on
vert
an
d c
om
par
e th
e ef
fect
s, a
lso
in m
on
etar
y te
rms.
lC
hec
k if
all
acti
on
s w
ere
imp
lem
ente
d.
lA
ny
alte
rati
on
in th
e sy
stem
may
en
tail
po
siti
ve o
r n
egat
ive
seco
nd
ary
effe
cts.
lU
tiliz
e th
e in
form
atio
n p
revi
ou
sly
ob
tain
ed f
or
mak
ing
the
dec
isio
n.
lIf
th
e so
luti
on
was
fau
lty,
go
bac
k to
ph
ase
2 (P
hen
om
eno
n
An
alys
is).
Flo
wTa
sks
Too
ls U
tiliz
ed
Ob
serv
atio
ns
1 2 3
4
lW
hen
th
e re
sult
s o
f th
e ac
tio
n a
re n
ot
as s
atis
fact
ory
as
exp
ecte
d,
chec
k w
het
her
all
the
pla
nn
ed a
ctio
ns
wer
e im
ple
men
ted
acc
ord
ing
to p
lan
.l
Wh
en
the
un
des
irab
le
effe
cts
per
sist
, ev
en
afte
r th
e re
curr
ence
pre
ven
tio
n a
ctio
n, t
his
mea
ns
that
th
e so
luti
on
p
rese
nte
d w
as fa
ult
y.
Mo
nit
ori
ng
uti
lizat
ion
of
the
sta
nd
ard
Edu
cati
on
an
dtr
ain
ing
Co
mm
un
icat
ion
De
velo
pm
en
to
r al
tera
tio
n o
fst
and
ard
Ph
ase
7 -
Sta
nd
ard
iza
tio
n
AP D
C
·Se
t u
p t
he
new
op
erat
ion
al p
roce
du
re o
r re
vise
th
e o
ld o
ne
usi
ng
5W
1H
.
·W
hen
ever
p
oss
ible
, in
corp
ora
te
a fo
olp
roo
f m
ech
anis
m.
·M
ake
clea
r in
th
e o
per
atio
nal
pro
ced
ure
“w
hat
”, “
wh
o”,
“w
hen
”,
“wh
ere”
, “h
ow
”, a
nd
pri
nci
pal
ly,
“wh
y”,
as r
egar
ds
acti
viti
es t
hat
sh
ou
ld re
ally
be
incl
ud
ed o
r alt
ered
in th
e ex
isti
ng
stan
dar
ds.
·C
hec
k if
th
e in
stru
ctio
ns,
dec
isio
ns,
an
d p
roce
du
res
con
tain
ed i
n
pro
cess
5 s
ho
uld
be
chan
ged
bef
ore
bei
ng
stan
dar
diz
ed,
bas
ed o
n
resu
lts
ob
tain
ed in
ph
ase
6.
·U
se y
ou
r cr
eati
vity
to e
nsu
re t
hat
pro
ble
ms
will
no
t re
cur.
If p
oss
ible
, in
corp
ora
te f
oo
lpro
of
mec
han
ism
s in
to t
he
stan
dar
d,
so t
hat
th
e w
ork
can
be
do
ne
wit
ho
ut e
rro
r by
any
wo
rker
.
·A
void
po
ssib
le c
on
fusi
on
: set
up
th
e b
egin
nin
g d
ate
for
new
sys
tem
s an
d t
he
area
s to
be
imp
acte
d, s
o t
hat
th
e st
and
ard
may
be
app
lied
at
all n
eces
sary
loca
tio
ns,
at t
he
sam
e ti
me
and
by
all i
nvo
lved
.
·M
ake
sure
th
at
the
new
st
and
ard
s o
r th
e ch
ange
s in
ex
isti
ng
stan
dar
ds
are
pas
sed
on
to a
ll th
ose
invo
lved
.
·D
o n
ot
com
mu
nic
ate
sole
ly t
hro
ugh
do
cum
ents
. Th
e re
aso
ns
for
chan
ges
mu
st b
e ex
pla
ined
, an
d th
e im
po
rtan
t fea
ture
s an
d c
han
ges
mad
e cl
ear.
·M
ake
sure
th
at
emp
loye
es
are
able
to
ex
ecu
te
the
stan
dar
d
op
erat
ion
al p
roce
du
re.
·P
rovi
de
on
-th
e-jo
b, o
n-s
ite-
trai
nin
g.
·P
rovi
de
do
cum
ents
at t
he
loca
tio
n w
her
e th
ey a
re n
eed
ed a
nd
in th
e fo
rm n
eces
sary
.
·A
void
th
e re
app
eara
nce
of
an a
lrea
dy
solv
ed p
rob
lem
bec
ause
of
laxi
ty
in c
om
ply
ing
wit
h s
tan
dar
ds:
·Se
t up
a p
erio
dic
ch
eck
syst
em;
·Th
e su
per
viso
r sh
ou
ld p
erio
dic
ally
ob
serv
e h
is s
ub
ord
inat
es t
o e
nsu
re
com
plia
nce
wit
h s
tan
dar
d o
per
atio
nal
pro
ced
ure
s.
·Sy
stem
fo
r ch
ecki
ng
ob
serv
ance
of
stan
dar
d.
·M
eeti
ngs
an
d le
ctu
res.
·Tr
ain
ing
man
ual
s.
·O
n-t
he-
job
tra
inin
g.
·C
om
mu
niq
ues
, new
slet
ters
, mee
tin
gs, e
tc.
Flo
wTa
sks
Too
ls U
tiliz
ed
Ob
serv
atio
ns
1 2 3 4
Flo
wTa
sks
Too
ls U
tiliz
ed
Ob
serv
atio
ns
Ph
ase
8 -
Co
ncl
usi
on
1 2 3
List
ing
of
rem
ain
ing
pro
ble
ms
Ref
lect
ion
Pla
nn
ing
for
atta
ckin
gre
mai
nin
gp
rob
lem
s
Mo
reco
mp
lete
chec
k sh
eets
Imp
rove
th
eti
met
able
Imp
rove
cau
se a
nd
eff
ect
dia
gram
·A
nal
ysis
of
resu
lts.
·G
rap
hic
rep
rese
nta
tio
ns.
·Sp
end
ing
a ve
ry lo
ng
per
iod
of t
ime
on
see
kin
g p
erfe
ctio
n m
ay b
e n
on
pro
du
ctiv
e. T
he
idea
l sit
uat
ion
pra
ctic
ally
nev
er e
xist
s; li
mit
, th
eref
ore
, ac
tivi
ties
w
hen
th
e o
rigi
nal
ti
me
limit
h
as
bee
n
reac
hed
.·
List
tho
se th
ings
that
wer
e ac
com
plis
hed
an
d th
ose
that
wer
e n
ot.
·Yo
u s
ho
uld
als
o s
ho
w re
sult
s th
at a
re a
bo
ve e
xpec
tati
on
s; th
ey a
re
imp
ort
ant i
nd
icat
ors
for i
ncr
easi
ng
effi
cien
cy in
futu
re w
ork
.
·R
e-ev
alu
ate
pen
din
g it
ems,
o
rgan
izin
g th
em
for
a fu
ture
ap
plic
atio
n o
f th
e p
rob
lem
-so
lvin
g m
eth
od
.
·If
th
ere
are
pro
ble
ms
con
nec
ted
w
ith
th
e ve
ry
way
th
e p
rob
lem
so
lvin
g w
as a
pp
roac
hed
, th
is c
an b
eco
me
a su
bje
ct
for f
utu
re p
roje
cts.
An
alyz
e th
e st
ages
of
the
pro
ble
m s
olv
ing
met
ho
d r
egar
din
g th
e fo
llow
ing
asp
ects
:1
. Ti
met
able
-
wer
e th
ere
sign
ific
ant
del
ays
or
too
ge
ner
ou
s d
ead
lines
? W
hy?
2.
Was
ela
bo
rati
on
of
the
cau
se-a
nd
-eff
ect
dia
gram
su
per
fici
al?
This
wo
uld
be
an in
dic
ato
r o
f th
e d
egre
e o
f mat
uri
ty o
f th
e te
am
invo
lved
. Th
e m
ore
co
mp
lete
th
e d
iagr
am t
he
mo
re a
ble
th
e te
am.
3. W
as t
her
e gr
ou
p p
arti
cip
atio
n?
Was
th
is t
he
bes
t gr
ou
p t
o s
olv
e th
is p
rob
lem
? W
ere
the
mee
tin
gs p
rod
uct
ive?
Wh
at c
ou
ld b
e im
pro
ved
?4
. D
id
the
mee
tin
gs
occ
ur
wit
ho
ut
pro
ble
ms:
ab
sen
teei
sm,
dis
pu
tes,
imp
osi
ng
of i
dea
s?5
. Was
the
assi
gnm
ent o
f tas
ks w
ell d
on
e?6
. Did
the
gro
up
gai
n k
no
wle
dge
?7
. Did
th
e gr
ou
p im
pro
ve t
he
pro
ble
m s
olv
ing
tech
niq
ue?
Did
it u
se
all t
he
tech
niq
ues
?
·A
pp
lica
tio
n
of
pro
ble
m
solv
ing
m
eth
od
to
p
rob
lem
s w
hic
h
are
im
po
rtan
t.
·C
aref
ul
refl
ecti
on
o
n
the
pro
ble
m
solv
ing
acti
viti
es th
emse
lves
.
Figu
re F
.1:
Exam
ple
of
a P
roce
ss T
ech
nic
al S
tan
dar
d.
Name of rawmaterials
Flo
wch
art
Processing ofraw materials
Main process
Processes
Co
rrel
atio
n w
ith
qu
alit
yas
sura
nce
item
s
Eletricalresistance
Thermalimpact
Solderability
ThermalresistanceResistance tosolvents
Resistance tovibrationUseful life ofcharge
Externaldimensions
Insp
ecti
on
up
on
rece
ipt
Surf
ace
trea
tmen
t
Car
bo
nim
pre
gnat
ion
Car
bo
nim
pre
gnat
ion
Pain
tin
g o
f b
ase
Seco
nd
ary
pre
ssu
re
Seco
nd
ary
clas
sifi
cati
on
ControlItem
Co
ntr
ol i
tem
ch
ecki
ng
met
ho
d
Sample
Measurementinstrument
Standardoperationalprocedure
Record
Responsibleparty
Productiondepartment
Engineeringdepartment
Management
Exte
rnal
app
eara
nce
Exte
rnal
dim
ensi
on
s
Co
nce
ntr
atio
no
f liq
uid
:ti
me
Deg
ree
of
vacu
um
Tem
per
atu
re
Mem
bra
ne
resi
stan
ce
Spec
ific
wei
ght
Res
ista
nce
of
lid
Monthly Monthly
Monthly Monthly
Monthly Monthly
Superv. Superv. Superv. Superv. Superv. Superv.
By
road
lot
Vis
ual
Mic
rom
eter
RP
-00
-22
X -
R
By
trea
ted
lot
Zeta
mea
sure
r
Ch
ron
o-
met
er
RP
-00
-11
X -
R
By
carb
on
imp
reg-
nat
edlo
t
Vac
uu
mm
eter
Ther
mo
-co
up
leC
R-A
C
RP
-00
-33
Co
nti
nu
ou
sre
cord
Co
nti
nu
ou
sre
cord
By
lot
Stan
dar
dIP
-20
-43
Car
dre
cord
Car
dre
cord
Pain
tp
rep
ara-
tio
nb
y lo
t
Gra
vito
-m
eter
RZ-
11
-08
By
lot
Test
- H
igh
Co
rre
lati
on
- M
ed
ium
Co
rre
lati
on
- Lo
w C
orr
ela
tio
n
Ge
ne
ral M
anag
em
en
tJo
ão M
on
leva
de
Ste
el M
ill
Fin
ance
Sup
po
rt
Hu
man
Res
ou
rces
and
To
tal Q
ual
ity
Man
agem
ent
Sab
ará
Stee
l Mill
Pro
du
ctio
nM
anag
emen
t
Tech
nic
alM
anag
emen
t
Mai
nte
nan
ce, U
tilit
ies
and
En
viro
nm
ent
Engi
nee
rin
g M
anag
emen
t
Ro
lled
Ste
elP
rod
uct
ion
Man
agem
ent
Stee
l Pro
du
ctio
nM
anag
emen
tP
ig Ir
on
Pro
du
ctio
n
Man
agem
ent
Pro
gram
min
g,Lo
gist
ics
and
Sup
ply
M
anag
emen
t
Ro
d
Dep
artm
ent
Dep
artm
ent
of
Pro
du
ctio
n f
or
Civ
il C
on
stru
ctio
n
Logi
stic
s, U
tilit
yan
d S
up
ply
Dep
artm
ent
Logi
stic
s an
d
Pro
du
ctio
n P
lan
nin
gD
epar
tmen
t
Sup
ply
Dep
artm
ent
An
dra
de
Min
eP
rod
uct
ion
D
epar
tmen
t
Sin
ter
Pro
du
ctio
nD
epar
tmen
t
Mai
nte
nan
ceEn
gin
eeri
ng
Dep
artm
ent
Uti
lity
Dep
artm
ent
Met
allu
rgy
and
Qu
alit
y A
ssu
ran
ceD
epar
tmen
t
Tech
no
logy
an
dP
roce
ss A
uto
mat
ion
Dep
artm
ent
Clie
nt
Tech
nic
alSu
pp
ort
Dep
artm
ent
01
Ro
lled
Ste
elP
rod
uct
ion
Dep
artm
ent
02
Ro
lled
Ste
elP
rod
uct
ion
D
epar
tmen
t
Ro
lled
Ste
el A
rea
Mai
nte
nan
ceD
epar
tmen
t
Pig
Iro
n A
rea
Mai
nte
nan
ceD
epar
tmen
t
Ste
el P
rod
uct
ion
De
par
tme
nt
Stee
l Are
aM
ain
ten
ance
D
epar
tmen
tUG
B
Pig
Iro
nP
rod
uct
ion
Dep
artm
ent
Pig
Iro
nTe
chn
olo
gyD
epar
tmen
t
Figu
re G
.1:
Pla
nt
org
aniz
atio
n c
har
t.
Pic
ture
G.1
: H
ead
s an
d s
taff
of
ste
elm
akin
g sh
op
.
Fro
m le
ft t
o r
igh
t: V
idig
al, J
oaq
uim
, An
dré
Fer
nan
do
, An
ísio
, Jú
lio, M
arco
An
tôn
io.
Figu
re G
.2:
Def
init
ion
of
the
BM
U B
usi
ne
ss (
Ste
el P
rod
uct
ion
De
par
tme
nt
- D
PAC
).
Sup
plie
rsIn
pu
tsB
usi
ne
ssP
rod
uct
sC
lien
ts
Mo
lten
pig
iro
nSc
rap
Ch
emic
al a
nal
ysis
• Fe
rro
allo
ys•
Flu
xin
g ag
ents
• M
isce
llan
eou
s in
pu
ts
Ref
ract
ori
esM
ain
ten
ance
Ser
vice
s
• C
orr
ecti
ve
• P
reve
nti
ve
• P
red
icti
veP
rod
uct
ion
Pro
gram
Au
tom
atio
n S
yste
m•
Pow
er•
Flu
ids
• Tr
eate
d W
ater
• To
tal Q
ual
ity
Co
nsu
ltan
cy•
Safe
ty C
on
sult
ancy
• H
R M
anag
emen
t•
Inst
rum
ent
Gag
e Se
rvic
eFi
nan
cial
Su
pp
ort
• A
ssem
b. V
G. D
istr
ibu
tors
• Su
lfu
r p
rin
t
• M
etal
lics
Tran
spo
rtat
ion
• M
etal
lic C
utt
ing
• M
etal
ic R
esid
ue
Trea
tmen
t
Sup
plie
r D
evel
op
men
tP
lan
(P.
D.F
)
*MA
GN
ESIT
A
*SO
BR
EMET
AL
Bu
sin
ess
Pro
du
ctio
n o
fB
illet
s
Mis
sio
nEn
sure
th
at t
he
ph
ysic
al
pla
n f
or
the
pro
du
ctio
n o
f b
illet
s is
fo
llow
ed w
ith
in
the
sch
edu
led
bu
dge
t an
d
wit
h t
he
spec
ifie
d q
ual
ity
char
acte
rist
ics
for
each
st
eel,
and
avo
idin
g an
im
pac
t to
th
e en
viro
nm
ent
and
th
e h
ealt
h o
f th
e st
aff.
Pe
op
le
X Y
Z
Equ
ipm
en
t
2 - M
ixer
s2
- Con
vert
ers
1 - P
ot G
rate
Fur
nace
1 - C
ontin
uous
Ingo
t Cas
ting
Mac
hine
1 - N
eutr
al g
as
bl
owin
g-in
sta
tion
6 - T
rave
ler C
rane
11 -
Stee
l / P
ig Ir
on L
adle
s13
- D
istr
ibut
or
Bill
ets
• • 9
a 1
2.2
0 m
• C
hem
ical
an
alys
is
acc
ord
ing
to B
elgo
’s
ste
el t
able
15
5X
15
5 m
m
Info
rmat
ion
• P
rod
uct
ion
sch
edu
ling
• R
olle
r 1
• R
olle
r 2
• G
GJM
• G
PG
U•
AFI
N•
GR
HQ
• D
MG
Q•
GP
LA
*Su
pp
liers
syn
thet
ical
ly a
pp
rais
ed (
Ven
do
r R
ati
ng
).
DLP
P D
TAP
AFI
N
*DG
US
GC
IM D
MG
Q
DSU
M
*DM
AC
DEU
T
GR
HQ
Figure G.3: Product/Service Specifications.
GGJM - GPAC - DPAC
Page: 01/02Rev.: 01Code: SEP280Date: 11/21/01
TECHNICAL STANDARD
CASTING OF XYZ AND ABC STEELS AT MLC
1 - ObjetiveThis standard sets the casting procedures to ensure the specified quality characteristics required during the
application of the following steels: XYZ and ABC
2 - ResponsibleSupervisor or monitor
Activitities Tolerance What to do Why?
1 - Empty ladle time Standard SEP XYZAct according to the standard
Stability of temperaturein the distributor
2 - Wait time at the tower Maximum X minutes Divide MLC Get a free opening
3 - Open ladle drawer valveFree Cast normally
As O2 Mark in the running record Prevent internal defect
4 - Ladle plate valve condition
Standard SEP XYZAct according to the standard
Ensure a free opening
5 - Closing of the drawer valve during ladle replacement (Amepa = X%)
Amepa system onautomatic with an X%sensitivity
Visually assess the passageof slag to the distributor and register on the runningrecord
Prevent internal defect
6 - Steel covering at the distributor
Utilize proper thermalinsulation
Fully cover the steelsurface on the distributor
Prevent thermal losses
7 - Weight of steel on the distributor
³ Y tons Note on the running record Prevent internal defect
8 - Steel remaining in the distributor
³ X tons< X ton, increase X metersin the final billet length
Prevent internal defect
9 - Number of sequential runs
Maximum = X runs orY minutes
Stop casting the sequencePrevent excessive wearingof the refractories
10 - TemperatureStandard SEP XYZ orsupervisory
Above tolerance record on the running record
Prevent surface defect
Minimum billet length
Aligned to the moldWork on the vertical/transverse settings
Prevent internal defect
12 - Submerged valve immersion depth (15 cm)
X to Y cm Adjust distributor heightPrevent wearing of thesubmerse valve and internaldefect
Record of Alterations
What changed Why? Who When
Alteration in the AP XX process ABC 11/21/2001
CDC.: 004/04-08; 011/05-06-10
Prepared by:ABC
Checkd by:XYZ
Approved by:KZY
11 - Centralization of the submerged valve
Figu
re G
.4:
Go
als
of
the
Man
age
me
nt
of
Lon
g P
rod
uct
s -
20
01
.
Co
ntr
ol I
tem
sG
oal
s
Op
erat
ion
al P
rofi
t
Op
erat
ion
al C
ash
Flo
w
Co
mp
lain
ts
Co
rpo
rate
Clim
ate
Envi
ron
men
t
Bu
dge
t
Bu
dge
t
Red
uce
10
% in
rel
atio
n t
o 2
00
0
65
%
Zero
Infr
acti
on
rec
ord
Figu
re G
.5:
De
plo
yme
nt
of
Co
ntr
ol I
tem
s -
20
01
.
Co
ntr
ol I
tem
s fo
r th
e
Man
age
me
nt
of
Lon
g P
rod
uct
s C
on
tro
l Ite
ms
for
the
M
on
leva
de
Ste
el M
illG
oal
Op
erat
ion
al P
rofi
ts
Op
erat
ion
al C
ash
Flo
w(E
bti
da)
Clie
nt
Co
mp
lain
ts
Envi
ron
men
t(I
nfr
acti
on
Rec
ord
)
Co
st o
f w
ire
rod
Pro
du
ctio
n o
f w
ire
rod
s
Gen
eral
man
ager
ial e
xpen
ses
Go
al P
lan
: in
crea
se 4
% in
rel
atio
n t
o t
he
bu
dge
t
Go
al P
lan
: red
uce
7%
in r
elat
ion
to
th
e b
ud
get
Red
uce
10
% in
rel
atio
n t
o t
he
bu
dge
t
Sto
reh
ou
se S
tock
Org
aniz
atio
nal
Clim
ate
Red
uce
10
% in
rel
atio
n t
o 2
00
0
Red
uce
10
% in
rel
atio
n t
o 2
00
0
Red
uce
10
% in
rel
atio
n t
o 2
00
0
Clie
nt
Co
mp
lain
ts
Exte
rnal
Mar
ket
Co
mp
lain
ts a
bo
ut
Stee
l Co
rd
Org
aniz
atio
nal
Clim
ate
Nu
mb
er o
f A
ccid
ents
Imp
rove
10
% in
rel
atio
n t
o t
he
last
su
rvey
Zero
Nu
mb
er o
f En
viro
nm
enta
l An
om
alie
sZe
ro in
frac
tio
ns
reco
rded
Figu
re G
.6:
Go
als
of
the
Jo
ão M
on
leva
de
Ge
ne
ral M
anag
em
en
t -
20
01
.
Co
ntr
ol I
tem
sG
oal
s
Prod
ucti
on o
f Wir
e Ro
ds
Cost
of W
ire
Rods
Stor
ehou
se S
tock
DG
A
Clie
nt C
ompl
aint
s
Exte
rnal
Mar
ket
Com
plai
nts
abou
t St
eel C
ord
Org
aniz
atio
nal C
limat
e
Num
ber
of A
ccid
ents
Num
ber
of E
nvir
onm
enta
l Abn
orm
alit
ies
(Inf
ract
ions
rec
orde
d)
Incr
ease
4%
in r
elat
ion
to
th
e b
ud
get
Red
uce
7%
in r
elat
ion
to
th
e b
ud
get
Red
uce
10
% in
rel
atio
n t
o 2
00
0
Red
uce
10
% in
rel
atio
n t
o t
he
bu
dge
t
Red
uce
10
% in
rel
atio
n t
o 2
00
0
Red
uce
10
% in
rel
atio
n t
o 2
00
0
Imp
rove
10
% in
rel
atio
n t
o t
he
last
su
rvey
Zero
Zero
infr
acti
on
s re
cord
ed
Figu
re G
.7:
De
plo
yme
nt
of
Co
ntr
ol I
tem
s fr
om
th
e M
anag
er
to t
he
Op
era
tor.
Ge
ne
ral
Man
age
me
nt
Ste
el M
ill D
ep
artm
en
tSt
ee
l Mill
Man
age
me
nt
Co
st o
f W
ire
Ro
dC
ost
of
Bill
et
De
par
tme
nt
He
ad
Sup
erv
iso
r /
Op
era
tor
Co
ntr
ol I
tem
Fre
qu
en
cy
Ad
dit
ion
al C
ost
of
Bill
et
- Cos
t of F
erro
allo
y - C
ost o
f Ref
ract
orie
s- Y
ield
- Con
s. o
f Flu
Age
nts
- Con
s. o
f Pow
er
Stee
l Mill
Yie
ld
Cas
tin
g Yi
eld
Reb
low
ing
Rat
e
Fe O
in S
lag
Mg
O in
Sla
g
Slag
Sp
lash
Seq
uen
tial
Ru
ns
Elec
tro
de
Co
nsu
mp
tio
n
Ru
nn
ing
Dai
ly
Ru
nn
ing
Ru
nn
ing
Ru
nn
ing
Ru
nn
ing
Seq
uen
ce
Ever
y 3
day
s
% % % % % % Nº
kg/t
Figu
re G
.8:
Mo
nth
ly F
ollo
w-U
p C
har
t.
1999
2000
Jan
Feb
March
Apr
May
June
July
Aug
Sep
Oct
Nov
Dec
2001
Go
alD
on
eB
ench
mar
k
Mo
nth
Act
ual
Jan
uar
y
Feb
ruar
y
Mar
ch
Ap
ril
May
Jun
e
July
Au
gust
Sep
tem
ber
Oct
ob
er
No
vem
ber
Dec
emb
er
0.1
2
0.1
3
0.1
1
0.1
0
0.0
2
0.0
1
0.0
4
0.0
2
0.0
6
0.0
2
0.0
6
0.0
4
20
01
20
00
19
99
Co
ntr
ol I
tem
: B
ore
Rat
eM
anag
eri
al U
nit
: DPA
C -
Ste
el P
rod
uct
ion
Dep
t. -
Mo
nle
vad
eR
esp
on
sib
le: R
enat
o B
org
es d
e M
ou
ra
Me
asu
rem
en
t U
nit
: %
Be
nch
mar
k: 0
.01
An
nu
al G
oal
: 0.1
00
.20
0.1
8
0.1
6
0.1
4
0.1
2
0.1
0
0.0
8
0.0
6
0.0
4
0.0
2
-
Go
al
0.1
5
0.1
5
0.1
5
0.1
5
0.1
2
0.1
2
0.1
2
0.1
2
0.0
8
0.0
8
0.0
8
0.0
8
0.0
6
0.1
5
0.1
8
Pic
ture
G.2
: V
isu
al M
anag
em
en
t R
oo
m -
Mo
nle
vad
e S
tee
l Mill
.
Figure G.9: System Managerial Standard.
Usina de Monlevade
Page: 01/01Rev.: 07Date: 03/18/2002
SYSTEM STANDARD
PREVENTIVE MAINTENANCE
PDCARound
Prepated by: Checked by: Approved by:
PhasePeople Involved/Responsibility
Where When ManagementMaterial
RecordClients Coordenator Supervisor Operational
JO surveysgenerated by
the system
JO inspectionprograms
Print serviceJO
Deliver Jos tooperationals
Prepare thetools
Move tothe area
Request client autorization
Authorizethe
inspection
Inspectequipment
Note down theresults of the
inspection
Communicatewith client (end of inspection)
Deliver JO toSupervisor
Create JO rec.Maint. Prog. for
equipt. Withanswer of bad condition code
Close JOs forthe coordinator
Deliver JOs to coordinator
Check and takeany measures
necessary
Wait for Scheduled
Maintenance
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17A
C
D
P
STE 079SAP
(W004)
STE 079SAP
(W007)
STE 079SAP
(W019)
SEM 036OS’S
DRI 254Consignment
Map
DRI 254Consignment
Map
OS’S eSEN 036
JobOrder
DRI 254Consignment
Map
OS’SJob
Order
SET 079
SET 045SAP
(AC05A,W010)
JobOrder
Figure G.10: Flowchart for the Molten Pig Iron Reception and Storage Process.
Pig iron tumbled into converter
Desulfurized moltenpig iron
Transportation of thehot-metal transfer car
Tilting of thehot-metal transfer car
Slagscraped
Thermal and chemicalsampling
Pig iron tumbledinto mixer
Transport theladle
Mixer covered
Combustion in the mixers controlled
Yes
No
LD?
Control the stock andmoving of molten
pig iron
Figu
re G
.11
: P
roce
ss T
ech
nic
al S
tan
dar
d.
GG
JM /
GPA
C /
DPA
C
Page
: 01
/01
Rev
.: 1
2D
ate:
03
/12
/19
99
PR
OC
ESS
TEC
HN
ICA
L ST
AN
DA
RD
Pro
cess
: Co
nti
nu
ou
s C
asti
ng
Pro
cess
Qu
alit
y En
sure
dC
on
tro
lLe
vel
Ch
eck
Met
ho
d
Wh
oW
he
nG
auge
in
stru
me
nt
Ho
wC
orr
ect
ive
Act
ion
Pro
cess
Nam
eQ
ual
ity
char
acte
rist
ics
Val
ue
en
sure
d
Pe
rso
nR
esp
on
sib
leM
eas
ure
me
nt
(ho
ur/
fre
q.)
Gag
ein
stru
me
nt
Re
cord
Wh
at t
o d
o
Pla
cem
ent
of
lad
les
inth
e M
LC t
ow
er
Tap
pin
g o
f st
eel f
rom
the
lad
le t
o t
he
dis
trib
uit
or
Tap
pin
g o
f st
eel f
rom
the
dis
trib
uto
r to
the
mo
lds
Cas
tin
g
Bill
et c
utt
ing
Sulf
ur
pri
nt
Tran
spo
rtat
ion
of
the
bill
et t
o t
he
yard
Inte
rnal
an
d
surf
ace
def
ects
Inte
rnal
def
ects
Inte
rnal
def
ects
Inte
rnal
an
d
surf
ace
def
ects
Inte
rnal
an
d
surf
ace
def
ects
Inte
rnal
def
ects
Inte
rnal
def
ects
Surf
ace
def
ects
Surf
ace
def
ects
X R
ate
Y R
ate
X X X X X X X
Ingo
tman
Ever
y ru
nIm
mer
sio
np
yro
met
erSu
per
viso
r at
la
dle
fu
rnac
e
Co
ntr
ol
Par
amet
er
Stan
dar
dva
lue
XSE
P X
XX
>X%
SEP
XX
X
X T
on
SEP
XX
X
XSE
P X
XX
X m
/min
SEP
XX
X
XSE
P X
XX
XSE
P X
XX
XSE
P X
XX
NA
SEP
XX
X
XSE
P X
XX
XSE
P X
XX
Tem
per
atu
re
Tem
per
atu
re
Free
op
enin
gra
te
Wei
ght
of
stee
lo
n d
istr
ibu
tor
Spee
d
Flo
w p
ow
der
Leve
lva
riat
ion
Inti
al a
nd
fin
alb
illet
s
Stan
dar
d
Vis
ual
sta
nd
ard
Ingo
tman
Ever
y ru
nN
ot
app
licab
leLa
dle
are
are
po
irt
Ingo
tman
Ever
y ru
nLa
rry
car
scal
e
Sup
ervi
sor
of
MLC
Ingo
tman
X p
er r
un
Imm
ersi
on
pyr
om
eter
Sup
ervi
sor
of
MLC
Ingo
tman
Ever
y ru
nTa
cho
gen
erat
or
Sup
ervi
sor
of
MLC
Spra
y p
rogr
am
Ingo
tman
Ever
y ru
nN
ot
app
licab
leM
LC
Rep
ort
Ingo
tman
Wh
ole
seq
uen
ceR
ule
rSu
per
viso
r o
fM
LC
Ingo
tman
X v
ein
s p
erru
nC
rack
pat
tern
MLC
R
epo
rt
Ingo
tman
Ever
y ru
nV
isu
alIn
spec
tio
nR
epo
rt
Au
tom
ated
syst
emEv
ery
run
Pro
be
Sup
ervi
sor
of
MLC
Sup
ervi
sor
Ever
y ru
nFl
ux
valv
esSu
per
viso
r o
fM
LC
Wh
o t
olo
ok
for
Sup
ervi
sor
Sup
ervi
sor
Sup
ervi
sor
Sup
ervi
sor
Sup
ervi
sor
Sup
ervi
sor
Sup
ervi
sor
Sup
ervi
sor
Sup
ervi
sor
Sup
ervi
sor
Sup
ervi
sor
Flo
w
Figure G.12: Critical Process Flowchart.
CRITICALTASK
Pig iron tumbled into converter
Desulfurized moltenpig iron
Transportation of thehot-metal transfer car
Tilting of thehot-metal transfer car
Slagscraped
Thermal and chemicalsampling
Pig iron tumbledinto mixer
Transport theladle
Mixer covered
Combustion in the mixers controlled
Yes
No
LD?
Control the stock andmoving of molten
pig iron
Figure G.13: Standard Operational Procedure.
GGJM - GPAC - DPAC
Page.: 01/01Rev.: 04Code: SFT089Date: 09/17/1999
STANDARD OPERATIONALPROCEDURE
CHANGE THE METAL NOTCH WITH A DRILL
Responsibles: LD Monitor, Furnaceman and Maintenance Mechanic
CDC.: 010 - 03/14
Prepared by:
José Geraldo Silva
Checked by:
Geraldo José dos Santos
Approved by:
Marco Antônio Macedo Bosco
1 - Furnace stop 1 - Raise the Gradall to the plataform by means of the traveler crane.
2 - Clean furnace rim and metal notch flange with Gradall.
3 - Clean the notch internally using oxygen.
4 - Lower the Gradall using the traveler.
2 - Notch drilling 1 - Raise the drill to the platform by means of the traveler crane.
2 - Tilt the furnace to the sampling side and position at the proper angle.
3 - Center the drill facing the furnace.
4 - Couple the drill to the notch flange.
5 - Drill the metal notch.
6 - Uncouple the drill.
7 - Transport the drill to designated place.
3 - Change the metal notch flange
1 - Assemble the scaffold facing the furnace.
2 - Cut the screws fixing the flange and remove it.
3 - Mount the clevis onto the proper flanged pipes and fix it.
4 - Weld the flanged pipe with the clevis to the flange to be mounted.
5 - Screw up the flange with the clevis to the furnace.
6 - Disassemble the scaffold.
4 - Filling the notch with paste
1 - Tilt the furnace to the tapping side and position it at the desired angle.
2 - Fill the projection machine with enough of the desired concrete.
3 - Position the projection lance facing the furnace.24 - Regulate the projection machine with pressure of x kgf/cm .
5 - Project the concrete until the notch is filled up.
6 - Pull the hoses back and store them.
7 - Clean the area.
8 - After finishing the projection wait X min and release the furnace for loading.
4 - Safety, health and the environment
1 - PPE must be worn. Boots with steel tips, leggins, safety goggles, helmet,
scrape glove, ear mufflers.
2 - Residues generated should be collected as instructed onto collecting containers.
3 - Do not walk and/or stay under suspended loads.
Pic
ture
G.3
: Tr
ain
ing
and
Cri
tica
l sta
nd
ard
s -
DPA
C.
Fro
m le
ft t
o r
igh
t: G
ilvân
io, E
dm
ar, R
on
ildo
, Jú
lio, M
auri
lo, W
ilso
n, C
ésar
.
Pic
ture
G.4
: M
oti
vati
on
al L
ect
ure
s -
DPA
C.
STA
ND
AR
DA
UD
IT.
TREI
N.
JJ
JD
NO
SA
AF
MM
Hel
vio
Hel
vio
Júlio
Júlio
Hel
vio
Hel
vio
Ren
ato
Ren
ato
Ren
ato
Co
nve
rter
blo
win
g o
per
atio
n
Tap
pin
g o
per
atio
n
Stee
l tre
atm
ent
in la
dle
Stee
l cas
tin
g in
pro
tect
ed je
t
Dis
trib
uto
r p
rep
arat
ion
pra
ctic
e
Co
up
ling
pra
ctic
e
Met
allic
load
pre
par
atio
n
Co
nve
rter
hea
tin
g p
roce
du
re
Lad
le f
urn
ace
wir
e in
ject
ion
pro
ced
ure
Figu
re G
.14
: St
and
ard
Au
dit
ing
and
Tra
inin
g (D
PAC
).
Figu
re G
.15
: M
anag
em
en
t M
od
el -
PD
CA
/SD
CA
.
MAINTAINIMPROVE
AP D
C
Thre
e G
ener
atio
nR
epo
rt
Cri
tica
l An
alys
isM
eeti
ng P
roje
ctA
ud
itin
g
Exec
uti
on
of
the
pla
n
Pro
ject
sG
oal
s
CED
AC
- P
arti
cip
atio
n o
f o
per
ato
rs in
th
e
pro
ject
s
SHA
KED
OW
N
An
nu
al A
ctio
n P
lan
(M
atri
x)
AS D
C
An
om
aly
An
alys
is
Vis
ual
M
anag
emen
t
Follo
w-U
pC
har
ts
Trai
nin
g an
dEx
ecu
tio
nCo
ntr
ol
Item
s
Stan
dar
ds
No
rmA
ud
itin
g
“5S”
Pro
gram
Man
ager
to
op
erat
or
Average 00
Jan
Feb
March
Apr
May
June
July
Aug
Sep
Oct
Nov
Dec
Average 01
2,5
3
1.1
Figu
re G
.16
: Id
en
tifi
cati
on
an
d P
rio
riti
zin
g o
f P
rob
lem
s at
DPA
C.
98
4
88
6
78
7
68
9
59
0
49
2
39
4
29
5
19
7
98 0
Scra
pD
evia
tio
nR
ecl
assi
fica
tio
n
46
54
41
,2
77
.5
Bad
Qu
alit
y In
dex
Bad
Qu
alit
y In
dex
AP D
C
77
,5
69
,75
62
54
,25
46
,5
38
,75
31
23
.25
15
.5
7.7
5 0
Tonelada/mês
IN
40
,1
20
,5
10
.1
4
AL
CE
PIG
AP D
C
AP D
CA
P DC
46
5
41
8.5
37
2
32
5.5
27
9
23
2.5
18
6
13
9.5 93
46
.5 0R
OE
PT
IV
GD
IST
AG
RM
CU
IB
15
3,2
96
.2
60
.35
6.6
26
.22
62
5.4
16
Tons/month
Scra
p
AP D
C
44
0
39
6
65
2
30
8
26
4
22
0
17
6
13
2
88
44 0
IN
VGDIST
85
.5
Tons/month
AO
AE
RO
STL
TU
TI
PA
AG
NB
DTA
AQ
AL
CE
JUN
OC
VA
VARVEL
EXT
VIN
PS
1.3
1.3
1.4
2.7
16
.11
6.6
48
.64
7.9
39
.63
1.2
27
24
22
.52
1.5
De
via
tio
n
Re
cla
ssif
ica
tio
n
3.2
3.5
3.6
9.9
10
.31
0.8
12
AO
4.8
SG
0.4
Tons/Mmnth
4.0
0
3.0
0
2.0
0
1.0
0
0.0
0
Average 99
2.7
2,8
DT
B
EV1.1
MR
GF
0.2
0.2
Figu
re G
.17
: P
lan
fo
r A
ttac
kin
g P
rio
riti
zed
Pro
ble
ms.
Re
du
ctio
n o
f D
evia
tio
n a
nd
Re
clas
sifi
cati
on
by
Op
en
ing
- D
PAC
Lead
er:
Fe
rnan
do
Mar
qu
es
Mo
rae
sSt
art:
08
/21
/00
End
: 1
1/3
1/0
0
Ch
oic
e o
f Th
em
e (
just
ific
atio
n):
Du
rin
g th
e d
eplo
ymen
t o
f G
PAC
po
licie
s th
e sh
aked
ow
n d
on
e fo
r th
e q
ual
ity
dim
ensi
on
sh
ow
ed t
hat
on
e o
f th
ech
arac
teri
stic
s af
fect
ing
bill
et d
evia
tio
n a
nd
rec
lass
ific
atio
n w
as t
he
op
enin
g o
f th
e d
raw
er v
alve
of
the
lad
le w
ith
oxy
gen
.So
th
e C
EDA
C (
cau
se-a
nd
-eff
ect
dia
gram
wit
h a
dd
itio
n o
f ca
rds)
pro
ject
was
lau
nch
ed.
Pro
po
sed
act
ion
s:-
Rev
iew
lad
le c
ycle
sta
nd
ard
- D
evel
op
a m
ore
res
ilien
t m
etal
lic c
arca
ss-
En
sure
th
at t
he
du
ct is
cle
an-
Hav
e a
mee
tin
g w
ith
su
pp
lier
and
imp
rove
qu
alit
y o
f sa
nd
u
sed
- C
reat
e a
stan
dar
d f
or
lad
dle
hea
tin
g ti
me
- In
crea
se a
mo
un
t o
f sa
nd
acc
ord
ing
to t
he
lifes
pan
of
th
e la
dle
- A
void
an
tici
pat
ing
run
s fo
r m
lc t
ow
er
Co
ncl
usi
on
s:-
Th
e ac
tio
ns
imp
lem
ente
d s
o f
ar h
ave
red
uce
d b
y 4
0%
the
amo
un
t o
f d
evia
tio
n a
nd
rec
lass
ific
atio
n o
f b
illet
s b
y
op
enin
g w
ith
oxy
gen
, th
us
reac
hin
g th
e re
sult
exp
ecte
d.
- T
he
hig
h le
vel o
f p
arti
cip
atio
n o
f th
e st
aff
is a
ckn
ow
led
ge.
1
74
car
ds
for
po
ssib
le c
ause
an
d p
oss
ible
so
luti
on
wer
e
pre
sen
ted
.
Sugg
esti
on
s: 1
74
Idea
s im
ple
men
ted
: 56
Part
icip
ants
: 69
Co
st o
f im
pro
vem
ents
: R$
12
,00
0A
nn
ual
Gai
n: R
$ 4
6,0
00
Bef
ore
Aft
er3
50
30
0
25
0
20
0
15
0
10
0
50 0
T
Mo
nth
Fev
Mar
Ab
rM
aiJu
nJu
lA
goSe
t
Re
sult
s:
Dev
iati
on
of
recl
assi
fica
tio
nd
ue
to
op
en
ing
Mac
hin
eM
eth
od
Cau
se a
nd
Eff
ect
Dia
gram
Raw
mat
eria
l
Exce
ssiv
e ti
me
bet
wee
nsa
nd
inse
rtio
n a
nd
tap
pin
g
Dro
pp
ing
of
slag
in t
he
dra
wer
val
ve b
efo
reta
pp
ing
Bu
rst
of
met
allic
bo
dy
of
the
po
rou
s p
lug
Insu
ffic
ien
t am
ou
nt
of
san
d in
th
e va
lve
Lad
le s
tays
to
o lo
ng
in H
eate
r
Exce
ssiv
e h
old
tim
eo
f th
e la
dle
in t
he
tow
er
Inad
equ
ate
san
d q
ual
ity
Act
ual
Go
al
Ou
tN
ov
Dez
Figu
re G
.18
: U
GB
- D
PAC
Act
ion
Pla
n.
Op
tim
izat
ion
of
Sch
ed
ule
Sto
ps
To d
oW
ho
Stat
us
Wh
en
(2
00
1)
JF
MM
AJ
JA
S
Incl
ud
e co
ord
inat
or
pro
ced
ure
in t
he
sch
edu
led
mai
nte
nan
ce
pre
par
atio
n m
eeti
ng
Det
erm
ine
pro
ced
ure
s fo
r fi
nd
ing
the
po
ints
of
po
ten
tial
del
ayin
Sch
edu
led
Mai
nte
nan
ces.
Pre
par
e b
lock
s fo
r p
ote
nti
al d
elay
s in
Sch
edu
led
Mai
nte
nan
ces.
Imp
lem
ent
asse
ssm
ent
mee
tin
g w
ith
all
coo
rdin
ato
rs d
uri
ng
mai
nte
nan
ce.
Att
rib
ute
sco
res
to V
END
OR
RA
TIN
G o
f th
e St
eel M
ill a
nd
th
eco
mp
anie
s in
th
e P.
P.’s
ass
essm
ent
mee
tin
g.
Ass
ess
5S,
eff
icie
ncy
of
con
sign
atio
n, r
elea
se o
f co
nsi
gnat
ion
and
gen
eral
saf
ety
asp
ects
.
Pre
par
e A
bn
orm
alit
y A
nal
ysis
fo
r p
oss
ible
del
ays.
Take
ove
r th
e co
ord
inat
ion
of
the
shif
t’s
op
erat
ion
sta
ff.
Vla
dim
irV
idig
al
Vla
dim
ir
Vla
dim
ir
Vla
dim
ir
Vla
dim
irR
enat
o
Vla
dim
irV
idig
al
Vla
dim
irV
idig
al
Vla
dim
irV
idig
al
Co
ncl
ud
edD
elay
edIn
pro
gres
s an
d o
n s
ched
ule
ON
ND
1 2 3 4 5 6 7 8
Figu
re G
.19
: Th
ree
-Ge
ne
rati
on
Re
po
rt.
THR
EE-G
ENER
ATI
ON
REP
OR
T -
MA
NA
GER
IAL
Co
ntr
ol I
tem
: N
um
ber
of
Seq
uen
tial
Ru
ns
Pro
ble
m: R
esu
lt f
rom
Oct
ob
er 2
00
1 b
elo
w g
oal
Man
age
rial
Un
it: G
PAC
Re
spo
nsi
ble
: Wél
lers
on
Jú
lio R
ibei
ro
D
ate
: 1
1/1
2/2
00
1
Go
al -
8.5
ru
ns/
seq
uen
ce
Pla
nn
ed
Do
ne
/Re
sult
Pro
po
siti
on
s
Do
ne
- 8
.2 r
un
s/se
qu
ence
Pro
ble
m -
0.3
ru
ns/
seq
uen
ce
80
70 060
50
40
30
20
10
80
70
060
50
40
30
20
10
90
10
0
Program
Castability
Eletromec. Defect
Distributor Ref.Restriction
Obstruction
Others
54
12
64
22
Par
eto
fo
r C
ause
s -
Oct
ob
er
12
34
1Sc
he
du
leN
ego
tiat
e w
ith
pro
gram
min
gth
e m
inim
um
nu
mb
er o
f se
qu
enti
al r
un
s.
Res
p.:
Vid
igal
Dea
dlin
e: 1
2/3
1/0
1
2C
asta
bili
tyR
evie
w C
asta
bili
ty p
roje
ctR
esp
.: J
úlio
Mar
ia D
ead
line:
12
/31
/01
3C
ar d
istr
ibu
tors
ele
ctro
mec
han
ical
d
efec
t an
d F
P s
teel
car
Rev
iew
insp
ecti
on
an
d m
aint
enan
ce p
lan
s.R
esp
.: Fr
ank
Dea
dlin
e: 1
1/30
/01
4D
istr
ibu
tor
Ref
ract
ory
Re
stri
ctio
nP
roje
ct f
or
imp
rovi
ng
the
refr
acto
ries
of
the
dis
trib
uto
r R
esp
.: R
enat
o
Dea
dlin
e: 1
2/3
1/0
1
Figu
re G
.20
: A
nn
ual
Act
ion
Pla
n o
f St
ee
l Pro
du
ctio
n M
anag
em
en
t.
Go
als
Ge
ne
ral M
anag
em
en
t o
f Jo
ão M
on
leva
de
Ste
el M
ill
Pro
ject
s
Bill
et P
rod
uct
ion
Pro
ject
Spec
ific
Co
nsu
mp
tio
n P
roje
ct
Pig
Iro
n -
Bill
et C
hai
n
Pro
du
ctio
n M
inim
um
Co
st P
roje
ct
Stee
l Mill
5S
Pro
ject
Bill
et S
crap
Red
uct
ion
Pro
ject
Safe
ty A
nn
ual
Pro
ject
- G
PAC
Bill
et D
ress
er P
roje
ct
Elet
rom
ag. A
gita
tor
(M-E
MS)
Pro
ject
Lad
le T
ow
er P
roje
ct
Free
Op
enin
g P
roje
ct
Stee
l Co
rd 2
nd
Blo
win
gA
uto
mat
ion
Pro
ject
Co
nve
rt. V
esse
l an
dLa
dle
Pro
ject
According toBudget
According toBudget
JF, Vitória andPiracicaba
Budg. Average
XXX kg/t
Reduce 5%in relation to
2001
Reach200ppm last
Quarter
Improve10% in rel.
to last survey
Zero
Zer (infraction
record)
Co
ntr
ol
Item
s
Pro
ject
Go
al
Rep
on
sib
le
BilletProduction
BilletCost
Pig-Iron BilletChain
Min. Cost
SpecificConsumption
Bad QualityIndex
DrillingIndex
Organi-zationalclimate
Number ofaccidents
# of Environ-mental
anomalies
Incr
ease
bill
et
cap
acit
yp
rod
uct
ion
Enab
le f
or
spec
ific
con
sum
pti
on
JF, V
itó
ria
and
Pir
acic
aba
Bu
dge
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Figure G.21: Example of Abnormality Analysis report.
Code:ABNORMALITY REPORT
GGJM - GPAC - DPAC
Shift1 2 3
Crew1 2 4 53
Date:
01/31/2002
ParticipantsAdaílton, Ronaldo, Márcio Miranda, Antônio, Altair, João Bosco and Lucas Motta.
AbnormalityStop of the V6 at the junction of 1015L with P926A due to obstruction after casting ~3m.
Operational ProceduresSLT 001
Was the Operational Procedure followed?YES NO
Note- Ladle No. 3-49 runs.- Deficiency of heating of valve V6.- There was an interruption during translation of car II for tapping of V3.- The ladle was opened with oxygen (by inserting the tube 2X)- Union time was 11 minutes.- Placement of the long tube without the distributor being 100% full.- Non observance of heating deficiency in V6 during distributor heating.- Abrupt fall of level and position of the drawer valve without a successful intervention by the ingotman. Due to the freezing of the parameters this item could not help us in analyzing the abnormality.- There is no obstruction tendency alarm in the PCIM.- Reduction was actuated but without success.
Brainstorming
Obstruction of vein 6 at the junction
Non observance of the deficiency inheating of valve V6
Placement of long tube without the distributor being 100% full
Opening with oxygen
Deficiency inV6 heating
Coupling timeof 11 minutes.
Refractory breakage in vein 6valve
Mention the abnormality: Stop in V6 at the junction of 1015L with P926A due to obstruction after casting ~3m.Why did it happen? Non observance in the deficiency of valve V6 heating.Why did it happen? Standard SLT001 (inspection every 15 minutes after air opening) was not followed.
Action Plan/Standardization
Recycle ingotmen in standard SLT001 - activity number 3 (distributor heating)
What?
Adaílton 01/31/2002 - OK!
Who? When?
Recycle ingotmen in standard SLT001 - activity number 10 (MLC startup)
Adaílton 01/31/2002 - OK!
Final Assessment:A general maintenance of the preheating station of the distributors is scheduled, which will contribute forsolving the heating problem.