Analyse potential product defects before they arise

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To do this, we try to predict which defects are likely to occur and locate their causes, for example by using a fishbone diagram. Once a table with the defects listed has been created, we rate the following parameters on a scale of 1 to 10: probability of occurrence, difficulty of detection and importance to the customer. The product of these three numbers allows us to determine the severity of a defect and identify those that need the most attention. The idea of ​​this method can be said to be similar to that of the Pareto chart, but it is applied before production starts, in order to prevent defects or reduce their negative consequences (for example by increasing the chances of detection).


We are already able to understand the code phone number philippines causes of a problem, identify key problems, and even predict them before they occur. What if we designed the system so that certain errors cannot occur? This is the idea behind the poka-yoke method, which translates non-literally from Japanese as “error-proof.” We see examples of this in everyday life: a SIM card with a cut corner that cannot be inserted upside down, or the noise that reminds us to take our card out of an ATM after withdrawing money. When working in the office, it is also easy to make a mistake through inattention, so it is worth looking for ways to avoid it or signal it. Examples include the spell checker in a word processor, which detects certain typos for us, or Gmail, which notices the word “attachment” in the body of an email and asks us if we have forgotten it.



Gestión ajustada is most applicable to the waste mentioned above. The key postulate of this management concept is to "lean" the company by getting rid of all processes that are not absolutely necessary and do not in themselves represent a value for the customer. The first company to implement this method was Toyota.

To identify waste and thus find an opportunity to improve operations, we must ask ourselves the following question: "What is the customer willing to pay for our products and services?". Typically, many of the processes carried out, such as the transport of materials or company bureaucracy, generate costs without the customer being willing to pay more. Following some rules helps to reduce these losses. First, we must try to respond to demand rather than anticipate it. Incorrect forecasts lead to overproduction and excess stock, which translates into higher costs (for example, to maintain a larger warehouse). Consumption of warehouse space due to poor stock management certainly does not add value for the customer. Obviously
, a flexible response to demand requires reducing the time between placing an order and delivering the product to the customer as much as possible. Another important point is therefore to rationalize the production process (eliminating downtime and waiting) and logistics. This topic is being developed by Just-In-Time and Kanban techniques.