FANUC CNC MACHINE DAMAGE ANALYSIS USING THE PDCA CYCLE
AND KAIZEN IMPLEMENTATION EFFORT IN INCREASING SKILL UP OPERATOR PERFORMANCE IN
PT YPMI
Muhammad Ihsan
Mercu Buana University, Indonesia
E-mail: ihfah2822@gmail.com
Rofiatul Hasanah
Mercu Buana University, Indonesia
E-mail: ofii.math@gmail.com
Humiras Hardi Purba
Mercu Buana University, Indonesia
E-mail: hardipurba@yahoo.com
Submission: 15/12/2016
Revision: 28/12/2016
Accept: 28/05/2018
ABSTRACT
This
study aimed to analyze the damage to the machine, look for the biggest trouble
factor happen and the most important is the effect of the application of the
concept of kaizen to skill up the performance of
operators in CW machining maintenance division. In the analysis and
handling of an engine failure, the authors use PDCA cycle (Plan, Do, Check,
Action) and the application of kaizen to analyze it. From finding the
highest cause of trouble that will be made the theme of improvement by
collecting data on the check sheet engine trouble and Pareto diagram, analysis
of existing conditions using 5W2H, causal analysis the occurrence of engine
trouble using the fishbone chart, using the concept of kaizen, evaluation of
the results, up to standardization and follow-up. From the analysis of
damage to the machine and application FANUC machine kaizen concept, showed a
decrease in engine trouble and the increase in skill up performance operator
significantly, which is certainly very good impact in terms of engine performance. Of
course the result is also impact both on the quality of the product that will
be used by the customer.
Keywords: Downtime, PDCA, CNC,
Trouble, Kaizen
1. INTRODUCTION
Along
with the rapid development of the world industry resulted in fierce competition,
especially in the automotive industry, which requires the industry players do
new innovations to produce products are targeted, high quality, and at
competitive prices. these demands causing the industry to think hard to
try to make it happen.
Various
methods are used ranging from good customer service and fast response, delivery
time is right, optimization of product functionality, maintain the
performance/condition of the engine, until the adoption of new technologies.
PT. Yamaha Motor Parts Manufacturing Indonesia as a company engaged in the
automotive industry, one of which produces Casting Wheel, the wheels are used
on motorcycles.
The
process of making the casting wheel at PT. YPMI must through several stages of
the process, one of which is the machining process. There are several factors
that can affects the quality of the machining of the casting wheel l including
raw materials and the condition of the engine.
That
Fanuc machine robodrill α-T14fe can perform machining processes on the casting wheel
with quality products and good quality, it takes a good machining process in a
manner appropriate work instruction procedures work (IK) and a performance or
reliability of the machine should be good anyway.
Event
production process that will either support the achievement of optimum
productivity. But they often appear obstacles one of them caused by the flow
machines use less than the maximum in result damages are still common.
Of
the many factors affecting the maximum use of the machine due to lack of damage
that occurs, we cannot finish overall with the same time. For that we specify
the type of engine damage that is the highest of the data obtained to look for
the cause and prevention of the problem.
2. LITERATURE REVIEW
2.1.
PDCA Cycle
PDCA
cycle is commonly used to test and implement changes to improve the
performance of a product, a process or a system in the future.
Figure
1: PDCA cycle
Source: Chase, Aqilano and Jacobs (2001)
Explanation of the
stages in the PDCA cycle is as follows (NASUTION, 2005): Explanation of the
stages in the PDCA cycle is as follows:
(i)
Develop a plan (Plan), These
include planning specification, set of specifications or standards of good
quality, give understanding to subordinate the importance of product quality,
the quality control is done CONSEQUENTIAL continuous and sustainable,
(ii)
Implementing the plan (Do), plans
have been drawn up implemented gradually, starting from small scale and evenly
distribution of tasks in accordance with the capacity and capability of each personnel.
Over in implementing the plan should be carried out control, which is to strive
for the whole plan to be implemented in the best possible target can be
achieved,
(iii) Checking or research outcomes (check), check or examine referring
to the determination of whether implementation is on track, according to the
plan and monitor progress planned improvements. Comparing the quality of
production with the standards set, based on the research data showed the
failure and then analyzed the causes of failure,
(iv) Perform if necessary adjustment measures (Action), planning
specification, set of specifications or standards good quality, give insight to
subordinate the importance of product quality, control quality is done
continuously and sustainably.
2.2. DELTA
Method (Eight Steps, Seven Tools)
According to Vincent Gaspersz (TOPS:
Team Oriented Problem Solving, 2007), eight steps and seventool in the solution
of problems that have been commonly known quality is very useful for beginners
who are involvedin the process of performance improvement of quality and
productivity of the company. Among them are 8 stepsis :
2.2.1.
Defining Problem and Determining Theme of Quality
Improvement
In the field of
quality, the problem is the gap (gap) between the output of the process now and
customer needs, both internal customers (the following process in SIPOC:
Suppliers-Inputs-Processes-Outputs-Customers) and external customers (customer
needs). Quality improvement should be related to the theme directly with
quality problems encountered in the working environment of their respective
companies. When identifying and selecting issues, quality improvement team
(Quality Improvement Team) must develop a problem statement that is clearly
understood by all members of the team.
2.2.2.
Looking All The Possible Causes
Quality improvement
teams should identify all possible causes lead problems that have been
identified in Step 1 above. Step 2 includes the collection and organizing data
to document the causes of the problem. The causes of the problem which is probably
derived from the controllable factors (7M: Manpower, Methods, Materials,
Machines, Mother Nature or Media (Working Environment), Motivation and Money)
and causes can expected or predictable (predictable causes) sourced from
uncontrollable factors.
2.2.3.
Analyzing the Root Cause of the Problem
The first sign of a
problem is a symptom (symptoms) and not the cause (causes). Therefore the team
improving the quality needs to understand what is referred to as: the symptoms
(symptoms), causes (causes), and root causes (root causes).
Asking why several
times using a why-why diagram will directed us to get to the root cause of the
problem, so that the appropriate action at the root cause problems are found it
will eliminate the problem. The root causes of problems found it, then grouped
into factor 7M (Manpower, Machines, Methods, Materials, Mother Nature or Media,
Motivation, Money).
2.2.4.
Planning a Corrective Action
Quality problem
solution plan should focus on measures to eliminate the root the cause of the
problem that is within the scope of responsibilities of the department within
the organization (controllable causes), and anticipating the causes
uncontrolled but unpredictable (uncontrollable but predictable causes).
2.2.5.
Improvement Implementation
Carrying out repairs
means the implementation of permanent corrective actions are in dire need
commitment of management and employees as well as the total participation to
jointly eliminate the root the causes of quality problems that have been
identified in step three above. Data recording quality also be done during the
implementation stage as well as the need to identify the cause of the event
irregularities in the implementation phase of this permanent corrective action.
2.2.6.
Studying Result of Improvement
After the implementation
of quality improvement projects over a certain period by a team improvement
quality, usually 3-6 months, necessary to study and evaluation based on data
collected during improving the quality of the project implementation phase was
to determine whether the types of problems that exist have been lost or less,
which shows that quality improvement projects that are truly effective and
efficient.
2.2.7.
Standardizing Solutions and Best Practices
The results were
satisfactory from the permanent corrective action or solution to the problem
through the project quality improvement should be standardized, and thus
achieve continuous improvement in kind other issues raised following the
Eightfold Path.
2.2.8.
Make a Final Report and Determining Next Plan of
Quality Improvement
All 8 steps outlined
above may be organized into a cycle of Deming (PDCA: Plan, Do, Check, Act) or
into the cycle of DMAIC (Define, Measure, Analyze, Improve, and Control)a
methodological approach to the problem solution in Six Sigma projects.
2.3. KAIZEN Philosophy
Kaizen is derived from
the word meaning improvement and ZENKAI means either. Kaizen is
defined as an improvement continuously (continuous improvement). Feature
key kaizen management, among others, more attention to the process and not the
result, cross-functional management and using quality circles and other
equipment for supporting continuous improvement (CANE, 1998).
For some people may be
familiar with the word Kaizen (read: kai-zinc). Literally Kai = change and Zen
= better. In a simple sense Kaizen is a continuous improvement effort to
be better than the present conditions. There are also people who have
called Kaizen Teian which means: "Kaizen" means
"continuous improvement", while "teian" means
"system". So, Kaizen Teian means a comprehensive enterprise
system is done in order continuous improvement striving to achieve better
conditions than today, so as to bring a new breath in every company or
organization.
In its application
within the company, including the definition Kaizen continuous improvement
involving all workers, both top-level management to lower levels of management
(TAKEDA, 2006). Kaizen or continuous improvement is always in
conjunction with the Total Quality Management (TQM).
Even before the TQM
philosophy is carried out or before the quality system can implemented in a
company then this philosophy will be implemented so that improvements
continuous (Just in time) this is a business that is attached to
the TQM philosophy itself.
So that could Kaizen
also a unified view of a comprehensive and integrated characterized
customer oriented, thorough quality control (Total Quality
Management), robotics, quality control, system advice, automation,
discipline at work, maintenance of productivity, Kanban, refinement and
improvement of quality, timely, seamless, small group activities, cooperative
relationships between managers and employees and new product development.
3. METHODOLOGY
In conducting the analysis and
search for overcoming the problem of engine damage, and to investigate increase
skill up maintenance, the authors performed the steps below :
a) Collect data daily engine trouble over a
period of one year, using a check sheet.
b) Analyze the data check sheet into
Histogram to determine what kind of trouble most high in a period of 1 year.
c) Knowing the kind of trouble that
priority will be followed up to do improvement/kaizen, using Pareto Diagram.
d) Implementation of the system within the
PDCA cycle DELTA contained seven tools, for facilitate troubleshooting in
engine damage.
e) Review basic maintenance skills up
before and after repair within one year.
All of the steps are carried out above,
the authors found an increased skill up maintenance significantly. This course
will be a major influence on performance motivation maintenance with added
kaizen reward.
4. RESULTS AND DISCUSSION
4.1.
Collecting data using Check sheet
Note that the first day
of production, there can be not only one type(engine trouble), but can be more
than one kind. Therefore, the type of damage recorded by the maintenance part
is the most dominant type of damage. Data taken from the data damage that
occurred in January 2013 until December 2013. The following is data about
engine damage Fanuc robodrill at the Dept. 3 Production Machining Casting Wheel
PT.YPMI.
Table 1: Unit in minutes
4.2.
Analyzing data using Histogram
To make it easier to
see more clearly the trouble that occurs in accordance with the above table,
then the next step is to create a histogram. The trouble Data presented in
graphical form be am divided by type of machinery spare parts available
Figure 2: Histogram Diagram FANUC Robodrill
4.3.
Determine improvement priorities (using
Pareto Diagram)
By using Pareto
diagram, can be seen where the dominant trouble so it can identifies priorities
for solving the problems within a year period. Pareto diagram is a diagram
that used to identify, sort and work to eliminate damage to the machine
permanent. With this diagram, it can be seen the kind of damage that the
most dominant machine on production processes during 2013.
Table 2: Percentage of
Engine Failure Group
Item Trouble |
Amount of time trouble |
Percentage |
Cumulative Percentage |
Description Cumulative Summation |
Door |
2166 |
26.76% |
26.76% |
26.80% |
Coolant Device |
630 |
23.42% |
50.18% |
26.8 %+ 23.42 % |
Spindle |
1895 |
12.44% |
62.62% |
|
Moving Axis |
895 |
11.06% |
73.68% |
|
Magazine |
735 |
9.08% |
82.76% |
|
Control panel |
380 |
7.78% |
90.54% |
|
Operating panel |
1007 |
4.70% |
95.24% |
|
Pneumatic Device |
40 |
4.27% |
99.51% |
|
Other |
345 |
0.49% |
100.00% |
|
Total |
8093 |
100% |
Based on the above data it can
be arranged a Pareto Diagram as shown in the picture below :
Figure 3: Diagram
Pareto Engine Damage
From the observation can be
seen that almost 70% of engine failure that occurred on Fanuc machine RoboDrill
in 2013 was dominated by three types of damage, namely the trouble ‘Door’ with
percentage of 26,76 %, the group trouble ‘splinde’ amounted to 23,42 % and the
group of trouble ‘operation panel’ 12,44 % of the total number of trouble in
2013.
4.4.
Implementation of the application of
methods DELTA in PDCA cycle for Troubleshooting
4.4.1. Plan
Step
1: Defining Problem and Determining Theme of Quality Improvement
With the discovery of a
class of the most highest trouble (trouble the 'Door') with using the tools of
the check sheet, histogram, and Pareto diagram, the researchers further
analyzed deeper trouble group "door" by selecting the most dominant
trouble occurred in 2013.
Of the few phenomena
that damage occurs on the door of the machine, there is a kind of trouble that
is very dominate in 2013. That trouble "Lever Door not return to its
original position".
Here is an example of
the daily check sheet in which there are examples of most engine damage
dominant place, namely: "Door Lever Not back into position first,"
and the data collected during the In 2013 the group door.
Figure 4: Example of the daily check sheet
With the daily check
sheet, then researchers collected data on all kinds of trouble group
"Door" into a table. Below is a table of the damage that
occurred in the group "door".
Table 3: Trouble Door
2013
Item Trouble |
Jan |
Feb |
Mar |
Apr |
May |
Jun |
Jul |
Aug |
Sep |
Oct |
Nov |
Dec |
Total |
Lever door doesn't return to original position |
40 |
80 |
68 |
90 |
85 |
30 |
91 |
35 |
50 |
89 |
112 |
124 |
894 |
Roller plummeted due to hampered scrap |
10 |
20 |
21 |
30 |
0 |
0 |
0 |
21 |
50 |
55 |
40 |
42 |
289 |
Leave the door cracked and leaking |
20 |
0 |
25 |
59 |
90 |
47 |
38 |
0 |
25 |
0 |
30 |
50 |
384 |
Rell doors off |
0 |
23 |
10 |
0 |
12 |
0 |
40 |
0 |
0 |
15 |
0 |
32 |
132 |
Support locking off the glass |
10 |
35 |
0 |
0 |
0 |
0 |
0 |
0 |
15 |
45 |
23 |
40 |
168 |
Drag door movement / standstill |
25 |
0 |
0 |
0 |
0 |
20 |
45 |
0 |
25 |
5 |
0 |
0 |
120 |
Key door didn't get into the door lock |
14 |
0 |
0 |
15 |
30 |
30 |
10 |
30 |
0 |
0 |
0 |
0 |
129 |
Handle door broken |
10 |
5 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
10 |
25 |
50 |
Total |
129 |
163 |
124 |
194 |
217 |
127 |
224 |
86 |
165 |
209 |
215 |
313 |
2166 |
So that researchers
know the kind of trouble that is most dominant in the group "door",
the investigator using Pareto diagram to prove what kind of trouble most
dominant happened to group trouble "door" in the period of 2013. The
next step is the data in Table 4 should sorted by the amount of damage, ranging
from the largest to the smallest and made cumulative percentage. The
cumulative percentage is useful to state how differences infrequency of
occurrence among several issues are dominant.
Table 4: Should sorted by the amount of damage
Item Trouble |
Total (unit in minute) |
Percentage |
Cumulative Percentage |
Description Cumulative Summation |
Lever door doesn't return to original position |
894 |
41.27% |
41.27% |
41.27% |
Roller plummeted due to hampered scrap |
384 |
17.73% |
59.00% |
41.27 % + 17.72 % |
Leave the door cracked and leaking |
289 |
13.35% |
72.35% |
|
Rell doors off |
168 |
7.76% |
80.11% |
|
Support locking off the glass |
132 |
6.10% |
86.21% |
|
Drag door movement / standstill |
129 |
5.95% |
92.16% |
|
Key door didn't get into the door lock |
120 |
5.54% |
97.70% |
|
Handle door broken |
50 |
2.30% |
100.00% |
|
Total |
2166 |
100% |
Based on the above data it
can be arranged a Pareto Diagram as shown in the following figure
Figure 5: Diagram Pareto Kerusakan Mesin
Step
2 : Search for All Causes of Breakdown 9using tools Fishbone Chart)
Furthermore,
researchers perform data processing using tools fishbone diagram (Fish Bone
Chart) to locate all causes - causes that resulted in damage "lever door
not back to its original position" occurs. Below is a diagram fishbone /
Fish Bone Chart result of data processing based on the data - field data as
well as interviews to operators production and leader production who was in the field when the damage occurred, the researchers get.
Figure 6: Analysis of Cause (Fish Bone Chart )
Causal diagram shows
the relationship between the problems faced by possible reasons and factors
that influence it. The analysis of the causes of group Door trouble with
trouble name "Door Lever does not return to its original position" is
as follows:
4.4.1.1.
Human Factors
When the operator opens
the door after the cutting process is finished, the operator opens the door in
a hurry- Hurry or rush - rush. Resulting in head lever door lock
components made of plastic, experienced a pulling force is too large. So
that the door lock lever head of wear on parts head. Similarly, in closing
the door. Head door lock lever to clash very hard when there is contact
with the key switch made of iron plate. Operator to open - close the door
with haste - haste aims to speed up the time target.
4.4.1.2. Machine
Factors
Key door position
switch experiencing tilt due to concussion that occurs when the door is shut
down. Movement of the door into drag (gap) for roller doors wear
out. While the cause of roller experiencing wear, is because a lot of
scrap coming into the roller area. So that the roller is made of nylon
rubbing against the incoming scrap. Head lever door lock made of plastic
experience wear and tear caused concussion with key switch made of iron
plate. This is what causes head lever door lock lever does not return to
its original position, after the door is opened.
4.4.1.3. Method
Factors
Repair trouble lever
door lock does not return to its normal position requires a long time, because
the position of the door lock unit itself is difficult to reach under normal
circumstances and on a narrow position. Event The trouble is very often
the case with the amount of time 2166 minutes per year. Trouble is a kind
trouble highest compared with other kinds of trouble.
With a high-intensity,
kind of trouble is also spending a lot of the same types of parts for handle
such improvements. So the company has experienced indent part for part
types door lock unit.
Step
3 : Analyze Root Cause Problems
Researchers analyzed
the causes of damage to the machine and material factors. In the machinery
and material factors. There are a number of causes of damage are closely linked
and often happens, the lever wear cause liver cannot return to its original
position.
While the cause why
lever can be fast suffering from wear, it happened because the lever is made of
plastic material that can be easily damaged if experience impact or friction
with objects harder material than on the lever (iron).
Even more during the
process of cutting evaporation coolant vapor is then attached to the components
door lock unit including a head lever door lock. Next image detail
analysis of the causes of damage "lever door does not return to its
original position ".
Below is a picture
where the position is at the door lock robodrill Fanuc machines. Position door
lock difficult to reach by the operator (the necessary tools to achieve them)
and on the engine is very narrow, being one of the causes why the length of
time needed to make repairs in case of trouble "lever door lock does not
return to its original position".
Figure 7: lever door lock does not return to its original position
Figure 8: Analysis on the engine part
Step
4 : Corrective Action Plan
After knowing the cause
of damage type of machine trouble the 'Door' with the name 'level
door does not return to its normal position 'which occurred at PT. YPMI is the
most dominant place every month in 2013, then drafted a recommendation or a
proposal of corrective actions in general in an effort to reduce the level of
damage by making a general schedule retrieval and analysis Cause and Effect
with 5W2H method as follows:
Table 5: Factor
Penyebab
Analysis
of causation 5W2H trouble group Door cause and effect 5W2H
trouble group
Door
4.4.2.
Do
(Implement)
Step
5 : Implement Improvement with Kaizen Philosophy (Change System)
With reference to the
causal analysis by the method of 5W2H, researchers conducted improvement/Kaizen
in trouble "Door Lock" by changing the process of standard door lock
system, a material change of door lock which was originally wearing part Omron
be door lock unit type cylinder lock with the operation of the mechanical
system -pneumatic. The revamped operating system among others is, locking the
system which originally uses electrical energy, into pneumatic energy. Type
locking material which is generally made of plastic, converted into iron and aluminum
materials.
Figure 9. Cylinder Lock Unit
4.4.3.
Check
(Studying)
Step
6 : Study Results – Improved Results
After the improvement in the standardization work system robodrill Fanuc
machine at the door, then the researchers analyzed the results of the improvement
was done by collecting data damage to the group "Door" from March
until the month of December 2014. Below is Table data collection engine failure
group type "Door", after doing repairs and improvement in 2014.
Table 6: Trouble Door
2014
Item Trouble |
Jan |
Feb |
Mar |
Apr |
May |
Jun |
Jul |
Aug |
Sep |
Oct |
Nov |
Dec |
Total |
Alarm Door not lock |
50 |
45 |
20 |
15 |
10 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
140 |
Roller plummeted due to hampered scrap |
10 |
20 |
21 |
30 |
0 |
0 |
0 |
21 |
25 |
0 |
15 |
12 |
154 |
Leave the door cracked and leaking |
20 |
0 |
25 |
59 |
90 |
47 |
38 |
0 |
25 |
0 |
30 |
50 |
272 |
Rell doors off |
0 |
23 |
10 |
0 |
12 |
0 |
20 |
0 |
0 |
15 |
0 |
27 |
107 |
Support locking off the glass |
10 |
5 |
15 |
0 |
10 |
0 |
5 |
0 |
15 |
18 |
15 |
12 |
105 |
Drag door movement / standstill |
10 |
8 |
4 |
8 |
15 |
10 |
5 |
0 |
20 |
5 |
0 |
10 |
95 |
Key door didn't get into the door lock |
7 |
0 |
0 |
13 |
9 |
11 |
10 |
15 |
0 |
0 |
5 |
0 |
70 |
Handle door broken |
10 |
5 |
0 |
0 |
0 |
0 |
5 |
0 |
0 |
0 |
10 |
15 |
45 |
Total |
117 |
106 |
95 |
96 |
78 |
51 |
85 |
36 |
85 |
88 |
45 |
106 |
988 |
Once
researchers get the kind of trouble damage data group "door", can be
viewed insignificant that the trouble "Lever door lever does not return to
the position of all" is changed to "alarm door not lock "a drop
in the amount of time. Then the researchers make a table for sort of started
kind of trouble highest to the lowest kind of trouble in terms of time as a
percentage of cumulative here in after created Pareto diagram. In the Pareto
diagram later will be visible result of the improvements made. Below is a table
of cumulative percentage of the data trouble group "door" after doing
repairs.
Table 7: kinds of trouble in the "door"
Item Trouble |
Total (unit in minute) |
Percentage |
Cumulative Percentage |
Description Cumulative Summation |
Leave the door cracked and leaking |
272 |
27.53% |
27.53% |
27.53% |
Roller plummeted due to hampered scrap |
154 |
15.58% |
43.11% |
27.53 % + 15.58 % |
Alarm Door not lock |
140 |
14.17% |
57.28% |
|
Rell doors off |
107 |
10.82% |
68.10% |
|
Support locking off the glass |
105 |
10.62 |
78.72% |
|
Drag door movement / standstill |
95 |
9.61% |
88.33% |
|
Key door didn't get into the door lock |
70 |
7.12% |
95.45% |
|
Handle door broken |
45 |
4.55% |
100.00% |
|
Total |
988 |
100% |
Can be seen in the table above kinds
of trouble in the "door", that the "alarm door not lock"
which originally was "Lever door does not return to its original
position", have decline. were originally in the first position, the data
in 2014 to third place. To be able to prove it, Researchers then create Pareto
diagram, to show that the trouble of groups "door" is "alarm
door not lock" has decreased the number of time the occurrence of trouble
(time case).
Based on data from the
cumulative percentage table above it can be arranged as a Pareto diagram shown
in the following figure:
Figure 10: cumulative
percentage
Then the researchers
also gathered data FANUC robodrill trouble the whole machine is made object of
research from January until December 2014, to analyze the comparison before doing
repairs after doing repairs. Below is the data FANUC machine damage robodrill
period of January till the December, 2014.
Table 8: Unit in
minutes
And the researchers
also made a histogram diagram of the overall data engine trouble Fanuc
robodrill in 2014, to see the effectiveness of the results of the improvements
made. Below is histogram diagram of the overall data trouble occurring in
the period January robodrill Fanuc machine until December, 2014.
Figure 11: Diagram Histogram Kerusakan
Mesin
4.4.4.
Action
(Follow-up)
Step
7 : Standardizing Solutions and Best Practices
After the improvement
in the standardization work system robodrill Fanuc machine at the door, to
maintain the quality and performance of the machine in order not to decrease
and interrupt the production process, it is necessary to periodically checking (Preventive Maintenance).
In this case the
researchers create a system of quality checking the
door lock cylinder engine that has been Fanuc robodrill do change overall. Researchers
create a check sheet for checking part item cylinder lock door for all the
machines Fanuc robodrill.
Check sheet serves to know the state part cylinder lock when the machine is
operating. And check sheet is useful to know the life time part cylinder lock
is used on the machine during operation. Checking
performed 1 hour at rest hours work, and within a period of 1 month. Checking
also done gradually on each machine, because of the large number of machines
Fanuc are made in the object of study, 29 robodrill Fanuc machines.
Step
8 : Make Final Report and Determine Next Quality Improvement Plan
Figure 12: Make Final Report and
Determine Next Quality Improvement Plan
4.5.
Recapitulation skill map DELTA maintenance
after the implementation of the method in PDCA cycle
Then from this
analytical work, the boss also re-evaluate the skill up performance maintenance
after the improvement in the improvement of the group trouble "Door".
Following the results of evaluation skills up maintenance machining wheel.
Table 9: Following the
results of evaluation skills up maintenance machining
5. CONCLUSION
The results showed that
the use of PDCA cycle and methods DELTA in analyzing machine damage, very
effective and optimal implementation. In addition, the applying the philosophy
of improvement/kaizen in problem solving skills and make the map as a barometer
expertise of each individual maintenance, has a very strong influence on
performance improvement.
With the PDCA cycle
applied to the methods DELTA done carefully, show that engine damage incurred
could be overcome once the root cause is known and specified solutions his
best. From the evaluation results of visible achievement of the desired
target as well as the positive impact thereof.
Looking at the results
of the improvements made by the researcher or the method used in activities
repair, the researchers plan to use methods DELTA and the PDCA cycle to
implement repair of other types of trouble. We can see from the data and
graphs time case Fanuc engine trouble robodrill in the period January to
December 2014, there are many kinds of trouble to do structured improvement in
handling. In addition to the data obtained and needed to do improvement
activities to be accurate, improvements are also becoming more systematic and
structured.
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