Identify and evaluate the countermeasure

After analyzing the process with all the problems the dam predict problem-solving actions. The next step is to clarify, define and evaluate countermeasures to be taken. Is the point of change provide an important effect on the variables that have been previously analyzed. And whether the countermeasures that can improve the performance of the machine / process. These changes should be evaluated in terms of benefit, cost, and possible side effects. Improvement should be carefully planned, promoted and implemented.

Process Analyzing

Intent and purpose of analyzing this process is making hypotheses based on existing problems and then proceed to be proved through scientific analysis, with the present by using the tools recommended. This stage is also called a diagnostic step that provides a justification for the identification of the previous process.

Knowledge of current process conditions will assist us in analyzing problems that occur. The method used for this analysis are:
- Develop Cause & Effect Hypotheses, Developing a hypothesis about why the problems could occur. Troubleshooting problems that occur could have happened on the Material, machine / equipment, Method, People, Measurement and environment factors. This method includes the basic methods that are often used but very helpful in developing hypotheses.
- Gather Causal Data - Plan how you will from gather evidence to support yourhypotheses. Gather Evidence to Establish the "guilt" or "innocence" of the differentfactors. This may be done through analysis of product or service outputs and"production" process factors, or through experiments performed That deliberatelychange the value of factors in the "production" process.
- Determine Root Causes & Validate (X's) - Study the results of your cause and effect analysis. Which of the potential root Causes Contribute most to the problem you are Attempting to solve? If you Eliminate the root cause, by how much Will the problem be reduced?

Tools that are used to analyze the process is the Cause and Effect Analysis, ParetoAnalysis of Causes, histograms / Hypothesis Tests, Scatter Diagram / Regression,Process Analysis, Value Analysis / Value Engineering, Twenty Questions, ErrorModes and Effects Analysis, Design of Experiments

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Measure & Observe as the Six Steps DMAIEC Process Improvement

The second step of the process improvement steps are DMAIEC Measure. The purpose of the measure of the improvement of this step is to observe the measuring process dang work in producing the product and how the process could be developed for the better. Make Improvement. In this case we are we must know the concept of 5W1H (What, What, Where, When, Why and How) about the process in question.

The problems that exist should be classified in the appropriate category. Which problems in critical priority problems and the problems that a category simple problem. All in rank according to priority and is selected to be one of the themes and items that will be improvement.

Attract the necessary product of the previous process in the amount of necessary time

Successful implementation of this rule depends on the underwriting of workers that the system is useful and easy to administer. This rule will probably be found with many obstacles because it requires a complete change from the previous production system.

Sub rule which became part of this rule are:
- Any withdrawal without going through the kanban should be banned
- Any withdrawal greater than the number of kanban should be banned
- A kanban must be attached to the physical product.

Refinement of production or increase daily production, is a necessary condition for a withdrawal and small-lot production of a continuous process, and most importantly, apply rules 1. Smoothing of production, for example: only if the kanban system is applied to pull parts from outside companies subcontract, then the kanban is a very dangerous weapon and uses the original will be lost. Subcontractors need of supplies, equipment, and manpower in large numbers to respond to fluctuating demand from manufacturers.

Is kanban it?

Kanban is a tool to achieve the production of the JIT (just in time). Is a card that is usually placed on a rectangular vinyl envelope. Two commonly used types of kanban: kanban demand (withdrawal kanban) and the kanban production orders (production-ordering kanban). Kanban request specifies the type and number of products in which the process which then must be requested from the previous process, while the kanban production order specifies the type and amount of product from the previous process that must be produced. Production-ordering Kanban is often called in-process Kanban or simply the production kanban.

Rules of Kanban

To realize the purpose of JIT kanban, the following rules must be followed:
1. Advanced process must draw the necessary product of the previous process in the required amount of time required
2. Previous process must produce their products in the amount drawn by the next process
3. Defective products should never be collected to the next process
4. The number of kanban must be minimized
5. Kanban should be used to adapt to fluctuations in demand for small

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Kanban functions

Kanban functions can be described as follows:
1. Stimulate the emergence of workforce initiatives in the field
2. As a means of controlling information
3. controlling inventory
4. Adding a sense of belonging among workers
5. Simplify management mechanisms work
6. Enables visual management work in the field

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