DMAIC Lean Events

7/27/2019 DMAIC Lean Events

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Using DMAIC to Conduct

Lean Events

Stephen Deas April 24, 2012


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Purpose of a Lean Event

A lean event is a two to four day activity

where specifically chosen resources work

exclusively on a process improvement

The opportunity for improvement should

be chosen for a high probability of success

A lean event is sometimes referred to as a

Kaizen Blitz or Kaizen Event


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DMAIC

The structured approach from Six Sigma: Define

Measure

Analyze

Improve Control

By design, lean events are meant to be intense efforts toimprove process performance. So, dont waste time.

BUT!!!-be as structured as much as possible. Dont getstuck in creating structure but it is important to use astructured approach to conduct lean events.


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DEFINE

Develop a definition of the problem or improvementopportunity: This is similar to defining a problem as part of 8D activity

This is analogous to PLAN in the PDCA cycle of continuous

improvement The tendency is to skip this phase or short cut it. The

facilitator and/or leader must prevent this.

Define as much as possible before the event

Document voice of the customer: who are the customersof the process we are improving? What do they sayabout the output of the process

The output of the DEFINE phase is a project charter


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Securing Resources

Pick a cross functional team of five to six

people

Each person should be familiar with the

process

Each person is expected to offer his/her

opinions

There should be a team leader, a team

facilitator, and a team mentor


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Training

The focus in an event is more on doing and lesson training. The thought is people can learn byapplying techniques.

Time should be spent covering:

Overview of DMAIC process Overview of the various tools and techniques that can

be used

In some cases, simulations are great training

exercises to drive home lean principles such asone piece flow and work balance: Building paper airplanes

Building cars with legos


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Voice of the Customer

Talk to Sales, Field Service, etc. to understand

how the output of the process is performing in

terms of quality, cost, and delivery. Make the

feedback as quantitative as possible. (trend,pareto)

Calculate takt time-Takt time is the demand rate

of the customer. We judge process cycle time in

the context of takt time

Takt time is net working time per day divided by the

mean customer daily demand


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Project:

Project Information

Leader:

Mentor:

Project Start:Project End:

Cost of Poor Quality:

Process Importance

Process Improvement OpportunitiesTeam Members

Mentor:

Leader:

Team Members:

Process Start/Stop

Start Point:

Stop Point:

Project Goals

Process Measurements

Project Time-Frame

Milestone:

Date:

Improve production efficiency of R process

June 11, 2007

June 14, 2007

N/A

Fill boxes

Move to pack

Approximately 60% of sales is in R product.

Demand for R product is expected to increase

by 30 to 40% over the next twelve months

Improve workplace organization,

improve work methods, stream line the

production process

Make loading station the control point.

Make other actions external to the load

cycle.

Reduce throughput time by 15%

Throughput time

Define Measure Analyze Improve Control Report Out

6/11 6/11 6/12 6/12-14 6/14 6/14

Write the name of the team leader

Usually a management representative

List the team

members


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MEASURE

Measure the process performance Stay within the scope

The output of this phase can include:

A process map-this could be as simple as aprocess flow or complex as a value stream

map

Performance measures such as time and

quality


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Videotaping

Take the process start and stop points

from the project charter

Set up the process to be run under normal

operating conditions.

Videotape the work being done

If possible, have someone narrate theprocess


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Time Studies

Lean means making a high quality product as fast as youcan and getting it to the customer as soon as you makeit.

So, time is a critical variable in becoming lean.

There are several measures of time for a process: Setup time

Value creating time

Cycle time

Lead time

Most media players have clocks which show elapsedtime on the video. This can be used to capture processtimes.


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Data to Collect The Product

Transportation

Time spent traveling

Distance traveled

Inspection

Time being inspected

Processing time

Non value added

Value added

Storage Time Raw material

Between processes

Lot delay

Within process

Finished goods

The Person

Value added time

Non value added but required

Material handling time

Inspection time

Unnecessary waste

Get tools

Get parts Other data to collect

Count inventory between process steps First time quality at each process step

Setup or changeover times


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Stamping Spot

Weld #1

Spot

Weld #2Assembly

#1

Assembly

#2Shipping

c/t=1s

FTQ=95%

c/o=2hr

c/t=39s

FTQ=99%

c/o=1hr

c/t=46s

FTQ=90%

c/o=120s

c/t=62s

FTQ=97%

c/o=1hr

c/t=40s

FTQ=85%

c/o=30s

Production Control

II7000

I I I I1700 2450 1840 4140

2xweek

1xweek

18,400 per month

20 working days

per month

920 pieces per

day

CustomerSupplier

MPS

Current

State Map

Total Working Time

8 hours per shift or

28,800 seconds

minus 3600

seconds for lunch

and breaks=25,200

seconds workingtime per shift

I


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ANALYZE

Analyze the data to determine priorities for

improvement

The output of this phase is a root cause

statement or clear definition of the

improvement opportunity


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Watching Videotape

Sports teams tape practices and games

Once the practices and games are completed, the tapes areanalyzed for what went right and what went wrong. Opportunitiesfor improvement are developed.

Your work processes are no different. Once you videotape theprocess, assemble a cross functional team to watch the tape. Theteam members must be knowledgeable of the process.

Each team member should take notes while watching the tape.

Once the tape is viewed, brainstorm for opportunities forimprovement.

Place the ideas on a fishbone diagram

Vote on the ideas using the nominal technique


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Graph Cycle Times versus Takt

Time

Hood Line One Decal

Operators

1718

30

1919

28

1618

36

16

0

10

20

30

40

1 2 3 4 5 6 7 8 9 1

Cycles

Time(seconds)

Hood Line 1 Air Duct

13 14

19

22 23 23 22

19

28

16

0

5

10

15

20

2530

35

40

1 2 3 4 5 6 7 8 9 1

Cycles

Time(second

s)

Had to walk to

get partsHad to dispose of

plastic

Disposing of plastic and walking to get

parts are not repetitive actions


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Priorities for Improvement #1

Operator Balance Chart

10 10

20

0

5

10

15

20

25

A B C

Station

Time(seconds) Identify any station

cycle times over takt

and remove enough

waste to get them

below takt


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Station A

1520

10

25

10

0

10

20

30

40

50

1 2 3 4 5

Cycles

T

ime(seconds) Identify all cycle times

(within a station) that

are over takt and

reduce/remove them to

get below takt


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Station A

15

20

10

25

10

0

5

10

15

20

25

30

35

1 2 3 4 5

Cycles

T

ime(seconds) All cycle times are

below takt but we can

break down the cycle

time in terms of value

added and non value

added activity


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IMPROVE

Once the analysis is complete, develop a

plan of action

What will you do?

Who will do it?

How will we verify the improvement?

Before and after


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Before and After

PICTURE BEFORE PICTURE AFTER


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Station

BeforeImprovement

02468

101214

1618202224262830

32343638

1 2 3 4 5 6 7 8 9 10 11 1202468

10121416182022242628303234363840

1 2 3 4 5 6 7 8 9 10 11 12

After ImprovementRacked parts and brought to line-

operator pulled one at a timeOperator had to

leave line to get

parts-parts were

tangled


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CONTROL

Once the improvement is implemented,

create standards to sustain the

improvement:

Work instruction

Standard work

Process audit


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Standard Work


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Report Out

Once the project is complete, provide a

summary to the management group

The summary should follow the DMAIC

process.

DMAIC Lean Events

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