LEAN TECHNOCRATS INDIA PRIVATE LIMITEDleantechno.in/wp-content/uploads/lean-six-sigma... · The...

LEAN TECHNOCRATS INDIA

PRIVATE LIMITEDPRIVATE LIMITED

www.leantechnocrats.com

Who We Are

We are pleased to introduce Lean Techno as Manufacturing, Consulting and Training

Service provider. The wide spectrum of hands on skills on various industry domains,

helps us to reduce risk and offer competitive cost.

� Vision:

To establish Lean Techno as a leading service brand of customer choice. We aim to

reach the unreached and provide seamless services with sense of ownership for the

growth of our customers, business partners, employees & society.

� Mission 2020:

Building passionate empowered & accountable Lean Techno team for catering long

term customer base by instilling organizational values of

2www.leantechnocrats.com

term customer base by instilling organizational values of

Care : for customer growth;

Challenge: the status quo

Courage: to take risk

Conviction: for success

Means for the companies to “Add To Profits”

LEAN TECHNO Lean Six Sigma Green Belt

Define>Measure>Analysis>Improve>ControlDefine>Measure>Analysis>Improve>Control


LSSGB - Course Objectives

� Equips individual with structured problem

solving approach to deal with organization’s

road block to success.road block to success.

� Dive process improvement initiatives to

develop robust systems for the business and

deliver consistent output to customers

� Enhance decision making ability & analytical

skills which make lean six sigma recipients

stand out from the crowd.Average River

Depth -4ft


Target Audience::

� Line managers, Leadership personnel fromall sectors of industry.

� Anyone who needs to develop thefundamentals of Lean manufacturingconcept.

LSSGB - Course Content

Module 1 : Continuous Improvement- Synergy of Lean & Six Sigma Sigma

Module 2 : Introduction to Lean & Six Sigma

Module 3 : Introduction to DMAIC- Define Phase

Module 4 : Measure Phase - QC tools & VSM


Module 5 : Analysis Phase- Motion, Brainstorming

Module 6 : Improve Phase- Jidoka, SMED, Productivity

Module 7 : Control Phase- Pokayoke, Control chart

1.0 – Introduction to Continuous Improvement

& Synergy of Lean Six Sigma


Is there a better approach to do our

work ?

“Here is Edward Bear, coming downstairs, bump, bump, bump,

on the back of his head, behind Christopher Robin. It is, as far ason the back of his head, behind Christopher Robin. It is, as far as

he knows, the only way of coming downstairs, but sometimes he

feels that there really is another way, if only he could stop

bumping for a moment and think of it“

- From “ Winnie the Pooh”

By A A Milne


By A A Milne

What is Continuous Improvement

Continuous improvement is an ongoing effort to improve

products, services or processes. These efforts can seek products, services or processes. These efforts can seek

“incremental” improvement over time or “breakthrough”

improvement all at once.

The widely used methods & tools of continuous

improvement includes:


improvement includes:

� Lean

� Six Sigma

� 8-Discipline (8D)

Continuous Improvement Model


What is Lean Six Sigma

“It is a business process that allows companies to

drastically improve their bottom line by designing anddrastically improve their bottom line by designing and

monitoring everyday business activities in ways that

minimize waste and resources while increasing customer

satisfaction”.

Mikel Harry

Six Sigma Academy


Six Sigma Academy

8D & Lean & Six Sigma Are

Complimentary

Six Sigma

Improves the capability of steps that do

add value.

8D

Fixes an accidental problem occurring

in a process due to special cause.

Lean

add value.

XX


Together, 8D & Lean & Six Sigma provide a

holistic approach to continuous improvement.

Helps identify steps that don’t add value and provides

tools to eliminate them

What is Lean Six Sigma, cont.

� A way to understand Value from the viewpoint of the customer and eliminate Waste —

activities that don’t add value

� Operating with the minimum amount of Variation and optimal amount of resources

(material, machines, and manpower) required to add value to the product or service

� Operates on the following concepts:

� Elimination of non-Value-added work in the entire Value Stream

� Creating balance by running all processes in a continuous flow of value-adding

activities pulled by the Customer, through smaller and more frequent process


activities pulled by the Customer, through smaller and more frequent process

quantities

� Reduction of Variation and Process Centering

� Continuous improvement through employee involvement

Synergism creates more Power because..

� Lean cannot bring a process under statistical control

� Six Sigma alone cannot dramatically improve process velocity and flow� Six Sigma alone cannot dramatically improve process velocity and flow

� Together, waste is eliminated and the cost of complexity is reduced


Lean Applied in the DMAIC Methodology

Provides a Powerful Structure

� Six Sigma has given Lean additional focus:� Effect of Variability

� DMAIC (Define-Measure-Analyze-Improve-Control) structure� DMAIC (Define-Measure-Analyze-Improve-Control) structure

� Improvement infrastructure

� Voice of the Customer

� Focus on Quality

� Lean has given Six Sigma additional tools:� Analyze/Measure Phase:

• Value Stream Mapping, Time Trap Analysis

� Improve Phase:


� Improve Phase:• Kaizen, Pull Systems, Setup Reductions, Work-Cells, Process Balancing, etc.

� Control Phase: • Takt Boards, Standard Work, Metrics & Dashboards, 5S

Six Sigma and Lean

� Six Sigma provides a “Unifying Framework”

� Six Sigma provides the over-riding methodology (DMAIC)� Six Sigma provides the over-riding methodology (DMAIC)

� Six Sigma provides the improvement infrastructure

� Six Sigma provides the burning platform for improvement

� Lean provides improvement tools and fast-attack approach to

“turbo-charge” improvement efforts


Lean Six Sigma Is the Integration of Two

Powerful Business Improvement Approaches...

• Lean• Six Sigma

Culture+Quality+Customer Speed+Low Cost+Flexibility

• Lean

– Value stream mapping to identify Non

Value Add Cost

– Time Trap id and removal

– “Pull” from the Customer

– Setup and queue reduction

– Process flow improvement

– Total Productive Maintenance

– 5S Foundations

• Six Sigma

– Management Engagement

– Dedicated Infrastructure/People

– Voice of the Customer

– Statistical process control

– Design of Experiment

– Poka-Yoke

– Gage R&R

– Failure Modes Effect Analysis


– 5S Foundations

– Kaizen for rapid improvement….– Failure Modes Effect Analysis

– Cause and Effect Analysis….

Lean Speed Enables Six Sigma Quality Lean Speed Enables Six Sigma Quality (Faster Cycles of Experimentation/learning)(Faster Cycles of Experimentation/learning)

Six Sigma Quality Enables Lean SpeedSix Sigma Quality Enables Lean Speed(Fewer Defects Mean Less Time Spent on Rework)(Fewer Defects Mean Less Time Spent on Rework)

The Lean Six Sigma Secret

RawRawProduction Process

The principal Lean Six Sigma insight is that:

• Material spends 95% of its time waiting, RawRaw

MaterialsMaterialsProduction Process

8 Week Total Cycle Time

Before ImprovementsBefore Improvements 40 Days40 Days

10 Days10 Days

Cycle Time

Reduction

75%

ReductionAfterAfter

• Material spends 95% of its time waiting, creating overhead cost

• 80% of the wait time is due to Time Traps caused by 20% of the activities

• They can be found using Time Trap analysis.

• Time Traps can be eliminated using Lean and Six Sigma tools.

• Lead time and WIP+ Finished Goods inventory can be reduced 50-80%

• Overhead + Quality Cost can be reduced by 20%


ProductOrder

20%

These insights hold true for all processes

Six Sigma and Lean

• Are not mutually exclusive

Not only are they not mutually exclusive, they

• Are compatible

Not only are they compatible, they

• Are complementary

Not only are they complementary, they

• Are enablers of each other


• Are enablers of each other

Not only are they enablers of each other, they

• Are in many cases necessary conditions of each other

1.1 Lean


Lean Basic- Overview & Concept

‘Lean Manufacturing Concept’ is a generic process management philosophy which is derived mostly from ‘Toyota Production System.’

“All we are doing is looking at the time line from the moment the customer gives us an order to the point when we collect the cash. And we are reducing that time

line by removing the non-value-added wastes.”-Taichi Ohno,1988

Most business process are 90% waste and 10% value-added work

� Lean manufacturing focuses on eliminating waste in processes


� Lean manufacturing focuses on eliminating waste in processes� Lean manufacturing is not about eliminating people� Lean manufacturing is about expanding capacity by reducing costs and shortening

lead time between order and ship date � Lean is about understanding what is important to the customer

Lean Basic – Principle of Lean


Recognize and Specify Value

Three Types of Work:

Business Value

Activity that does not create

value but may be necessary

to the business

Pure WasteAny activity that uses

resources but creates no

value

Value-Added


Value-Added

Value is judged by the customer .A process or activity that adds value to a product .Conventionally, VA has 3 dimensions:

�The activity changes the product in shape, size & weight towards completion�It is done right at first time (no rework)�The customer would be willing to pay for it

Lean Basic – 7 Waste (TIMWOOD)

The seven Types of Muda (Waste)…

• Transportation

• Inventory• Inventory

• Motion

• Waiting

• Overproduction

• Over Processing

• Defects

TIMWOOD


Muda Exists In Every process… Eliminate it!


(1)MUDA of Overproduction(1)MUDA of Overproduction

This MUDA occurs due to excessive production. Lean calls this the worst MUDA of all because it hides

Muda in Overproduction

MUDA of overproduction, it hides other MUDA.

(2)MUDA of Inventory(2)MUDA of Inventory

calls this the worst MUDA of all because it hides process problems and other MUDA

• Ties up working capital • Takes valuable space

MUDAMUDAMUDA MUDAMUDA

MUDA

Machine trouble

Waiting Defects

Depth of water

Bottom of the river

Conveyance

(Over p

rod

uction)

Mudain Inventory


• Takes valuable space• Risk of obsolescence

((33)MUDA in Waiting)MUDA in Waiting

Mudain Inventory

Muda in Waiting

• Increases lead time• Increases work in process• Slows response to customer


• Requires equipment• Increases handling damage• Necessary store… must minimize

Muda in Conveyance(4)MUDA in (4)MUDA in TransportationTransportation

• Necessary store… must minimize

(5)MUDA of (5)MUDA of OverOver--ProcessingProcessing

(6)MUDA in (6)MUDA in DefectsDefects

• Create delay• Increases opportunity for more defects• Do not add value by definition

• Upset customers• Consume Resources

Looking for


25

• Consume Resources• Choke flow

(7)MUDA in Motion(7)MUDA in Motion

Defect

Muda in Motion

Lean Technocrats (I) Pvt. Ltd.Stop doing MUDA workStop doing MUDA work

Watching

• Ergonomic Concerns• Labor Efficiency• Wasted cycle time

Lean Basic – 7 Waste + 1 Waste

Unutilized resources of skill / knowledge ; Human Intelligence;

Skill and confidence are an unconquered army…

Lean Basic – Eliminate 7 Waste

Lean Manufacturing consists in to decrease and delete 7 main waste family (MUDA)


Lean Basic – Push 7 Waste

Push the waste out of the line, up stream toward the suppliers


Lean Basic – Takt Time

TAKTRhythm

MeterMeter

Takt time should be decide by the production volume required , which reflects sales conditions exactly, to manufacture what is needed , with the speed needed, in the amount needed.

Daily operating time (regular working hours)Takt time =

Daily production quantity required

Takt time is the time during which one product unit should be made


Takt time is just math, but fundamental to Lean Manufacturing

The Heartbeat of the Business

3M : Muda, Muri & Mura

Muri: Waste of Overburden; Muri means giving heavy mental or physical burden,

this means trying to extract more than its normal capability.

Causes of Muri : �Working on processes you are not trained in

�Poorly laid out work places

�Cluttered workplaces

�unclear instructions

�Lack of proper tools and equipment

�Fluctuating demand


�Fluctuating demand

�Lack of proper maintenance/ unreliable equipment

�Poor communication routes

�Unreliable processes

3M : Muda, Muri & Mura

Mura is the waste of unevenness or inconsistency;

Mura creates many of the seven wastes that we observe, Mura drives Muda! By Mura creates many of the seven wastes that we observe, Mura drives Muda! By

failing to smooth our demand we put unfair demands on our processes and people

and cause the creation of inventory and other wastes.

We first concentrate on ensuring that Mura is removed and creating a level predictable flow; this in turn highlights the Muri


highlights the Muri(unreasonableness) within the system which can then be eliminated. By following this route we can eliminate the vast majority of Muda that is present within the system.

Define the Value Stream

A Value Stream is all of the actions, both value-creating and non value-

creating, required to bring a product from order to delivery including actions creating, required to bring a product from order to delivery including actions

to process information from the customer and actions to transform the

product on its way to the customer.

Product Flow

Information


Product Flow

Material

Create Flow Without Waste

• Create Balanced Flow

What it

really is

What it

should be

What it

could be

• Create Continuous Flow


Balanced Flow

Storage

• If all operations have different flow

rates:

� IMBALANCE: Storage

Tank� IMBALANCE:

– Extra equipment

– Extra cost

– Extra time

• If all operations have the same flow

rate:

� BALANCE:

– Least equipment


– Least equipment

– Least cost

– Least time

Continuous Flow

• The ideal is continuous flow, like the flow through a pipe:

• In traditional processes, work moves in batches • In traditional processes, work moves in batches

• Reducing the move quantity and increasing the move frequency will make the flow

“more” continuous:

• Continuing to reduce move quantity and increase move


• Continuing to reduce move quantity and increase move

frequency will ultimately result in a one-at-a-time flow:

Create Pull

Process A Process B Process C

Inventory

Pull: a system in which work is done only in response

to a signal from the customer or from a downstream process

CustomerSupplier


Internal or External

The hidden problems can sink you!

Inspections Customer returns

Traditional Non-Quality Costs

(easier to identify)

Scrap

Rework Product recalls

Lost sales, poor margins

Additional Non-Quality Costs

(harder to measure)

BreakdownsCredit Notes 4-6%

25-35%


Lost Opportunities

Late delivery

Excessive Cycle Time

Extra Delivery Cost

Excessive inventoryLoss of credibility

Wasted capacity

Slow time to market

Demotivated people

Insurance cost

Decreasing MarginToo many product redesigns

Lean Principle – Advantage

• Reduced levels of inventories.

• Reduced space requirements.• Reduced space requirements.

• Increased product quality.

• Reduced lead times.

• Greater flexibility in product mix.

• Smoother production flow.

• Increased productivity levels.

• Worker participation in problem solving.


• Worker participation in problem solving.

• Pressure for good vendor relationships.

• Reduced need for indirect labor.

1.2 Six Sigma


Are we looking at the variation?

Don’t worry, Don’t worry, Don’t worry, Don’t worry,

That rope is That rope is That rope is That rope is

one inch thick one inch thick one inch thick one inch thick

on average. on average. on average. on average.

““““““““If I had to reduce my message to If I had to reduce my message to

W. E. Deming, 1900 ~ 1993


““““““““If I had to reduce my message to If I had to reduce my message to management to just a few words, I’d say it management to just a few words, I’d say it

all had to do with all had to do with reducing variationreducing variation””

W. Edwards DemingW. Edwards Deming

To control a process, you need to

understand its variation

σ or « Sigma »: Common measure of the distribution / variation of a process

Not centeredCenter XX

XXXXXXX

XX

XCenter

the Process

Six Sigma

method

XXXXXXX

On-target

X

XXXXX

XXXXXXXX

SpreadSpread

XXX


Reduce the

Spread

SpreadSpread

X

X

X

XX

X

X

XXX

m

Normal distribution helps to model,

understand and predict process behaviour

Thank you, Gauss!Thank you, Gauss!

s =

34.13%

13.60%2.14% 2.14%0.13% 0.13%

34.13%

13.60%1 s13.60%

s =


-3s -2s -1s m +1s +2s +3s

68.26%

95.46%

99.73%

0.13% 0.13%

Get “6σσσσ” on your key processes within

Customer Specifications limit


- 6s -5s -4s -3s -2s -1s +1s +2s +3 s +4s +5s +6s

99.9999998% ‘good’LowerLower

SpecificationSpecificationLimitLimit

HigherHigherSpecificationSpecification

LimitLimit

Why Six Sigma

• Six Sigma can be used in any business area.

– From Marketing to Manufacturing

– From Product Development to Inventory

– From Planning to Shipping

• If there is a process, Six Sigma can improve it.


DMAIC Methodology

● DDDD EFINE the problem and what the customer requires

MMMM● MMMMEASURE process and operation parameters related to the problem

● AAAANALYSE data and determine causes of the problem

● IIIIMPROVE the process to remove the causes of defects

CCCC


● CCCCONTROL the improved process to ensure that problems don’t reoccur

Capturing What Is Important …

… The Voices of Lean Six Sigma…

• All Lean Six Sigma approaches include powerful techniques for

understanding the problem we are trying to solve

– Voice of Customer

Voice

of

Customer – Voice of Customer

– Voice of Process

– Voice of Business

• These techniques are useful for understanding:

Customer

Voice

of

Process


• These techniques are useful for understanding:

– Customer requirements and needs

– Process performance and capability

– Business priorities and trends

Voice

of

Business

2.0 Structured Problem Solving


Benefits of Structured Problem

Solving

● Remove time lost in debate

● Identify weak points in processes

● Discover systemic causes

● Explain with reasons why an incident occurred

● Gives a factual representation of the incident

● Compare what actually happened against what should have happened,

at any point during the incident


Structured Problem Solving to

Ensure


How to Solve Problems ?

� Plan

The Problem Solving process is based upon

� Plan

� Do

� Check


� Act

How to Solve Problems ?

D1

D2

Assemble a

Cross-Functional Team

Describe the Problem

PD2

D3

D4

D5

Develop & Implement

Containment Actions

Describe the Problem

Identify & Verify Root Causes

Develop & Validate

Corrective Action Plan

C

D


D6

D7

D8

Implement & Check

Corrective Actions

Develop and Implement

Preventive Actions

Communicate Results,

Recognize the Team, and Close 8D

A

C

What is a Problem

A Problem is

� An undesirable result of a job

� One which has a negative impact on customer / self


What is a Problem


What is a Problem

Problem Type I


What is a Problem

Problem Type II


What is a Problem

Problem Type III


Problem Vs Symptoms

● Classic symptoms of underlying problems:

● Low or declining sales

Declining renewals of annual memberships● Declining renewals of annual memberships

● Declining profits

● Declining share (in a growing market).

● Customer satisfaction is low

● Symptoms can be seen as either:

● a change indicating adverse consequences or


a change indicating adverse consequences or

● imply an emerging market opportunity

Treating Symptoms

● Cutting prices

● Heavy use of consumer coupons, promotions to retailers and wholesalers.

● Both address sales and market share, however, there maybe no sustainable

profit, more likely less profits, for the long term.

● An underlying problem is more important because it leads to research that

will correct the current situation and subsequent situations.


will correct the current situation and subsequent situations.

Treating Symptoms

Head Ache (symptom)Stomach pain (symptom)


Eye sight problem

(Root cause)Bad food (root cause)

Don’t take painkillers; get

eyes checked upDon’t take pain reliever;

change food habits

CORRECT THE ROOT CAUSE; DON’T SUPPRESS ONLY THE

SYMPTOMS

What is Improvement all about?

The goal of any process improvement effort in a process is to:

– Minimize variation among the various transactions

– Move towards target, such that every transaction falls within what

is considered acceptable limit …. or the upper or lower customer

specification.


Do you know

where your

target is?

3. DMAIC Methodology


3.1 DEFINE


Define Deliverables

● By the end of Define, you should be able to:

● Define why your project is important

D M A I C

Define why your project is important

● Determine what business goals your project must achieve to be successful

● Identify who the key players are for your project

● Identify the boundaries (budget, time, resources) that have been placed on your project

● Understand the key process that you will focus on (including its Suppliers, Input, Outputs,

and Customers)

● Determine your customer requirements


Define Activities

D M A I C● Project Charter

● SIPOC Analysis

● Voice of the Customer (VOC)● Voice of the Customer (VOC)

Voice of the

Customer

SIPOC +

Process mappingProject Charter


Purpose of a Project Charter

D M A I C

● A project charter is an agreement between the Sponsor, GB/BB, and the

project team: project team:

The charter helps you:

● Clarify what is expected of you, the team, and ultimately the Process Owner

● The business issue (problem) that you have to address

● Key process measures

● Resources and project plan

● Keep the team focused


● Keep the team focused

● Track changes to the project over time

Focusing on the Problem Statement

D M A I C

• There’s an old joke that goes:There’s an old joke that goes:

“How do you eat an elephant?”

“One piece at a time!”

• The same premise holds for Six Sigma projects: The problem statement needs to be


• The same premise holds for Six Sigma projects: The problem statement needs to be broad enough that it’s worthwhile, but narrow enough to be possible.

• After data has been collected, it is usually necessary to focus on the problem statement so that the team selects the right data for detailed analysis.

How Focused Is Focused?

D M A I C

• There are no rules that tell you when a problem is focused There are no rules that tell you when a problem is focused

enough. Use the results of your ‘measure’ phase – what was

the most important problem, (Pareto chart may help here)

• The goal is to narrow the problem definition so you can use

your time and resources most effectively


• A focused problem definition describes specifically – What occurs,

– When or under what circumstances it occurs, and/or

– Who is involved


D M A I C

• A good problem statement answers:

– What problem is the team addressing?– What problem is the team addressing?

– What is the magnitude and trend of the problem?

– What is the baseline performance?

• Bad example:

– We get more burnt pizzas towards the end of the week


• Good example:

– We get 50% more burnt pizzas on Friday evening,

between 9.00pm and 11.00pm.


D M A I CPoor service at theRoyal Court Hotel

What: Poor service

Broad or

vague

Somewhat

focusedNarrow

focus• A poorly focused problem

statement does not answer as What: Poor service

Late room service at the Royal Court Hotel.

What: Poor service

What type of service: Room service

What about the service: It is late

Late room service

Broad or

vague

Somewhat

focusedNarrow

focus

statement does not answer as

many questions as a well

focused problem statement.

• Focus a problem statement by

answering who, what, when,

where, and which.


Late room service between 6 a.m. and 8 a.m. on weekdays at the Royal Court Hotel. What: Poor service

What type of service: Room service

What about the service: It is late

When is this problem the greatest: Between 6 a.m. and 8 a.m. on weekdays

Broad or

vague

Somewhat

focusedNarrow

focus

where, and which.

Focused Problem Statements:

Examples

D M A I C

Broad,

vague

Somewhat

focused

Narrow

focusSituation

vague focused focusSituation

Shipping Shipments

routinely miss promised

delivery dates

Orders for spare parts

routinely miss target

delivery dates by 2

weeks

Filling Poor surface Surface quality of Surface quality of

sutures type W441

Late Shipments


Filling Poor surface

quality

Surface quality of

sutures W441

fails to meet spec 4711

sutures type W441

not acceptable

Injuries Muscle strains High number of back

muscle strains among

material handlers

High number of

muscle strains

among warehouse

personnel

Overview Of Process Mapping

D M A I C

In order to correctly manage a process, you must be able to describe it in a way that can be easily understood.way that can be easily understood.

– The preferred method for describing a process is to identify it with a generic name, show the workflow with a Process Map, and describe its purpose with an operational description.

– The first activity of the Measure Phase is to adequately describe the process under investigation.


FinishStep A Step B Step C Step DStart

Information From Process Mapping

D M A I C

By mapping processes, we can identify many important characteristics and develop information for other analytical tools:develop information for other analytical tools:

1. Process inputs (X’s)

2. Supplier requirements

3. Process outputs (Y’s)

4. Actual customer needs

5. All value-added and non-value added process tasks and steps

6. Data collection points

•Cycle times


•Cycle times

•Defects

• Inventory levels

•Cost of poor quality, etc.

7. Decision points

8. Problems that have immediate fixes

9. Process control needs

Process Mapping

D M A I CThere are usually three views of a process:


Types Of Process Maps

D M A I CThe Linear Flow Process Map

Calls Calls Calls for

Order

Pizza Correct

Customer Hungry

Take Order

Make Pizza

Cook Pizza

Box Pizza

Deliver Pizza

Customer Eats

Calls for

Order

Pizza Correct

Customer Hungry

Take Order

Make Pizza

Cook Pizza

Box Pizza

Deliver Pizza

Customer Eats

As the name states, this diagram shows the process steps in a sequential flow, generally

ordered from an upper left corner of the map towards the right side.



D M A I C

Calls for Customer Customer

Cus

tom

er

Calls for Customer Customer

Cus

tom

erC

usto

mer

The Deployment-Flow or Swim Lane Process Map

Calls for Order

Customer Hungry

Take Order

Make Pizza

Cook Pizza

Box Pizza

Customer Eats

Cus

tom

erC

ashi

erC

ook Pizza

Correct

Calls for Order

Customer Hungry

Take Order

Make Pizza

Cook Pizza

Box Pizza

Customer Eats

Cus

tom

erC

ashi

erC

ook

Cus

tom

erC

ashi

erC

ook Pizza

Correct


Deliver Pizza

Del

iver

er Deliver Pizza

Del

iver

erD

eliv

erer

The value of the Swim Lane map is that is shows you who or which department is responsible for the steps in a process. This can provide powerful insights in the way a process performs. A timeline can be added to show how long it takes each group to perform their work. Also each time work moves across a swim lane, there is a “Supplier – Customer” interaction. This is usually where bottlenecks and queues form.


D M A I CThe SIPOC “Supplier – Input – Process – Output – Customer” Process Map

Process Outputs CustomersSuppliers RequirementsInputs Process

r See Below

Outputs

r

r

r

r

r

r

r

Bake order

Price

Order confirmation

Data on cycle time

Order rate data

Order transaction

Delivery info

Customers

r

r

Cook

Accounting

Suppliers

r

r

r

r

ATT Phones

Office Depot

TI Calculators

NEC Cash Register

Requirements

r

r

r

r

r

r

Order to Cook < 1 minute

Complete bake order

Correct bake order

Correct address

Correct Price

Complete call < 3 min

Inputs

r

r

r

r

r

r

r

r

r

Pizza type

Size

Quantity

Extra Toppings

Special orders

Drink types & quantities

Other products

Address

Phone number


Call for an Order

Answer Phone

Write Order

SetsPrice

Confirm Order

Address & Phone

Order to Cook

Level 1 Process Map for Customer Order Process

r

r

r

r

Address

Time, day and date

Name

Volume

Project Selection Reduces Number

of Projects and Provides Focus

D M A I C

Hig

h

Before Project Selection Process

Process-in-Projects Time Lead Process =

Effort

Eco

no

mic

Va

lue

HighLow Med

Low

Me

dH

igh

After Project Selection Process

Lean Six Sigma Projects

• Best for complex projects where root cause of problem is not understood

• Thorough measurement and analysis prior to implementation

• Typical 1 to 4 month project duration

Rate CompletionProject

Process-in-Projects Time Lead Process =

79www.leantechnocrats.com Effort

Eco

no

mic

Va

lue

HighLow Med

Hig

hLo

wM

ed

Lean Six Sigma Kaizen Projects

• Best for low complexity projects where known

solution(s) can be applied

• High bias for action and implementation

• 5 day High Speed “Mini” DMAIC

3.2 MEASURE


Measure Phase Objective

● As is Process MapD M A I C

● Validated Measurement System Analysis

● Operational definition

● Measurement system analysis

● Baseline Process Capability/Performance (CP, CPK, Sigma Level)

● Create graphs and charts that convert data into meaningful information


Data Help Us . . .

D M A I C

• Most of us cannot keep all the data in our minds. We tend to • Most of us cannot keep all the data in our minds. We tend to

remember the very good and the very bad, and we can often

jump to conclusions based on hunches.

• Data help us:

– Select projects

– Determine the baseline performance or the extent of the problem


– Determine the baseline performance or the extent of the problem

– Find root cause(s)

– Determine if an improvement worked

– Hold the gains

Baseline Measurement:

D M A I C

How to measure Baseline ( Current ) Performance level

??

Concept of :

- Mean

- Median

- Mode

Central

Tendency


- Mode

- Standard Deviation

- Range

Variation

Measure of Central Tendency

D M A I C

The average data point value within a data set. It is normally denoted by X (for

sample) or μ ( for population)

Mean :

sample) or μ ( for population)

Mean = Number Of Values

Summation Of All Values


Mathematically X

n

i =1

xi

=

Measure of Central Tendency

D M A I CMedian :

The middle value when the measurements are arranged in order of magnitude ( The middle value when the measurements are arranged in order of magnitude (

ascending or descending)

Median =( n / 2 )nd Value + (n / 2 + 1 )th Value

2

; When n is even

[(n+1) / 2 ) ]nd Value ; When n is oddMedian =


Mode :

The value or data point which has maximum frequency of occurrence.

Statistic and Applicability

D M A I C

When not to useWhen to useStatistic When not to useWhen to useStatistic

• To find out most common

central tendency of the data

•When the data is highly

skewed

• When the data has extreme

values included

• When data points are very

large and does not have

extremes, mean provides a

• When the data is highly skewed

• When no. of data points are small

• When the data has extreme values

Mean


extremes, mean provides a

better measure of location

• When the data has extreme values

included

• When the data is categorical

/qualitative

• When the data spread is very

thin

Median

Mode

Measure of Spread

D M A I C

Range :

It is the difference between the highest value and the lowest value.

R= Max. value – Min. Value


Measure of Spread

D M A I C

It is the square root of the average of the squared differences between data

points and the mean. It is denoted with the Greek letter σ (sigma)

Standard Deviation :

points and the mean. It is denoted with the Greek letter σ (sigma)

If X1, X2, ........ ...... Xn are individual values and X is the Mean

(X1-X)2 + (X2 -X)2 + ......... (Xn - X)2

n

=σ


i = 1

n

n(Xi - X)2

=σ

The standard deviation measures how

concentrated the data are around the mean;

the more concentrated, the smaller the

standard deviation.

Process Capability

D M A I C

● The inherent ability of a process to meet the expectations of the customer without

any additional efforts*.any additional efforts*.

● Provides insight as to whether the process has a:

● Centering Issue (relative to specification limits)

● Variation Issue

● A combination of Centering and Variation

● Allows for a baseline metric for improvement.


*Additional Efforts = Time, Money, Manpower, Technology, and Manipulation

Process Capability

D M A I C

LSL USLAverag

Off target

LSL USLAverage

Incapable

Capable andon target

Average

Target

LSL USLge

Target


LSL USLAverage

Target

Steps To Capability

D M A I C

Select Output for Improvement

Verify CustomerRequirements

#1

Requirements

Validate Specification

Limits

Collect Sample Data

#2

#3

#4


Determine Data Type

(LT or ST)

Check data for normality

Calculate Z-Score, PPM, Yield, CapabilityCp, Cpk, Pp, Ppk

#5

#6

Check Sheet

D M A I C

Check Sheet : What is it?

A checklist is data gathering Tool• A checklist is data gathering Tool

• Generally checklist is a paper form on which items to checked are pre printed so that data can be collected easily & precisely.

Check Sheet : Why use it?

• To make data gathering easy

• To arrange data automatically – So that it can be used easily later on

Check Sheet must help:


Check Sheet must help: • In determining source of data

• Enabling easy use of data

Check Sheet

D M A I C

Check sheet Preparation: Check sheet Preparation:

• Decide Purpose of data recorded in Check sheet.

• Purpose can be determining:

– Variation in the Quality Characteristics of a Process

• Applicable for Histogram, Control Charts

– Difference between Groups/Batches/Machines

• Applicable for Pareto Diagram

– Relationship between two Characteristics


– Relationship between two Characteristics

• Applicable for Scatter Diagram

Check list for Production Process

Variation

D M A I C


Check Sheet for Wedge Hardness

D M A I C

RANGE TALLY MARK FREQUENCY

> 169 < 183 //// // 7

> 183 < 197 //// /// 8

> 197 < 211 //// // 7

> 211 < 225 //// // 7


> 225 < 239 //// //// //// //// //// // 27

> 239 < 253 //// //// // 12

> 253 < 267 //// / 6

> 267 < 281 // 2

Defective Items Check Sheet

D M A I C


Defective Location Check Sheet

D M A I C


Bar Graph

D M A I CBar Graph: What is it?– Graphical representation of data you have gathered in a check sheet– The type of data represented in a bar graph is the number of

occurrences measured in different categories of data

Bar Graph: When to use it?

– it is used when the information corresponds to a nominal scale (a counting of occurrences)

– and when one wants to compare two or more groups


– and when one wants to compare two or more groups

Bar Graph

D M A I CBar Graph: How to use it?– Draw vertical and horizontal axis– On the vertical axis, create a scale to measure the frequencies of the – On the vertical axis, create a scale to measure the frequencies of the

variable (e.g., number of users of number of times)– On the horizontal axis, note the nominal scale (different qualities of the

variables) e.g. male/female, inpatient/outpatient, types of contraceptives, etc. It does not matter in what sequence the data categories are listed

– Draw a rectangle for each quality of the variable. The height represents the frequency with which that characteristic was observed.


Bar Graph

D M A I CBar Graph: How to use it?

Event Registration Nurse Doctor LabEvent Registration Nurse Doctor Lab

Monday 120 min. 60 min. 90 min. 50 min.

Tuesday 140 min. 20 min. 30 min. 40 min.

Wednesday 30 min. 20 min. 25 min. 30 min.

Thursday 40 min. 15 min. 30 min. 40 min.


Thursday 40 min. 15 min. 30 min. 40 min.

Friday 80 min. 50 min. 80 min. 50 min.

Average for Week

62 min. 30 min. 50 min. 40 min.

Bar Graph

D M A I CWaiting Time for different services in the Hospital

50

100

150

Waiting Time


0

1 2 3 4 5 6

Average Waiting Time in Minutes

Pareto Diagram

D M A I CPareto Diagram: What is it?

� A technique to segregate vital few from trivial many

� Named after Italian Economist - Vilfredo Pareto� Named after Italian Economist - Vilfredo Pareto

� Works on "80-20" rule

� Helps to bring “Focus” by Prioritization Principle

� Prepared by Plotting Integrated Percentages

Pareto Diagram: When to use it?


Pareto Diagram: When to use it?

� To understand where problem is: Define & Measure Phase

� To understand what is the cause: Analyse Phase

You may need many Pareto Diagrams depending on number of classifications you are analysing

Pareto Diagram

D M A I CPareto Diagram: How to use it?

1. Design a data tally sheet list the items, with space to record their totals

2. Fill out the tally sheet and calculate the totals

3. Make a Pareto diagram data sheet listing the items, their individual totals,

cumulative totals, percentages of overall total, and cumulative percentages

4. Arrange the items in the order of quantity, and fill out the data sheet


Pareto Diagram

D M A I CPareto Diagram: How to use it?

5. Draw two vertical axis and a horizontal axis

I) Vertical axis I) Vertical axis

a) Left hand vertical axis; Mark this axis with a scale from 0 to the overall total

b) Right hand vertical axis; Mark this axis with a scale from 0% to 100%

II) Horizontal axis

Divide this axis into the number of intervals to the

number of items classified


Pareto Diagram

D M A I CPareto Diagram: How to use it?6. Construct a bar diagram

7. Draw the cumulative curve (Pareto curve)

Mark the cumulative values (cumulative total or cumulative percentage), above Mark the cumulative values (cumulative total or cumulative percentage), above

the right-hand intervals of each item, and connect the points by a solid line

8. Write any necessary items on the diagram

I) Items concerning the diagram

Title, significant quantities, units, name of drawer

II) Items concerning on data

Period, subject and place of investigations, total

number of data


Data Sheet for Pareto Diagram

D M A I C

Type of Defect

No of defects

Cumulative Total

% of Overall Cumulative Percentage Defect defects e Total Total Percentage

Strain 104 104 52 52

Scratch 42 146 21 73

Pinhole 20 166 10 83

Crack 10 176 5 88

Stain 6 182 3 91


Stain 6 182 3 91

Gap 4 186 2 93

Others 14 200 7 100

Total 200 - 100 -

Pareto Diagram

D M A I C

No of defects1

0 9

0 8

0 7

0 6

0 5

0 4

0 3

0 2

0 .1

0

No

of

De

fect

s

No of defects

6080

100120140160180200

No of defects

Cu

mu

lati

ve P

erc

en

tag

e

10

90

80

70

60

50

40

30

20

.10


No

of

De

fect

s

0204060

Strain

Scratch

Pinhole

Crack

Stain

Gap

Others

Type of Defects

Cu

mu

lati

ve P

erc

en

tag

e

How a Pareto Diagram Helps to Solve

Problems

D M A I C

� It identifies the biggest contributor.

� It breaks a big problem into smaller pieces.

� Directs the focus to real problems whose solutions bring

quantum improvement.


Data on Rejection in Foundry: Class

Work

D M A I CType of Defect Rejected

Blow hole 20

Porosity 35Porosity 35

Misrun 5

Cold shut 11

Sand inclusion 4

Shift 10

Mechanical damage 24

Poor strength 2

Cracks 2


Cracks 2

Others 2

Prepare Pareto Diagram and guide which problems should be prioritized

Histogram

D M A I CHistogram: What is it?

– A diagram that graphically depicts the variability in population under study

(a process or lot)(a process or lot)

1. To visually understand the general tendency of data distribution.

2. To know the approximate data mean.

3. To know the outline of data distribution,

4. To compare data distribution with the specification value or standard value..

Histogram: Why & When use it?


4. To compare data distribution with the specification value or standard value..

Steps for Making Histogram

D M A I C1. Obtain a set of 50 to 100 (N) observations as shown below:

Sample Number

Results of MeasurementNumber

1-10 2.510 2.517 2.522 2.522 2.510 2.511 2.519 2.532 2.543 2.525

11-20 2.527 2.536 2.506 2.541 2.512 2.521 2.521 2.536 2.529 2.524

21-30 2.529 2.523 2.523 2.523 2.519 2.538 2.543 2.538 2.518 2.534

31-40 2.520 2.514 2.512 2.534 2.526 2.532 2.532 2.526 2.523 2.520

41-50 2.535 2.523 2.526 2.525 2.532 2.530 2.502 2.530 2.522 2.514


41-50 2.535 2.523 2.526 2.525 2.532 2.530 2.502 2.530 2.522 2.514

51-60 2.533 2.510 2.542 2.524 2.530 2.535 2.522 2.535 2.540 2.528

61-70 2.525 2.515 2.520 2.519 2.526 2.542 2.522 2.542 2.540 2.528

71-80 2.531 2.545 2.524 2.522 2.520 2.519 2.519 2.529 2.522 2.513

81-90 2.518 2.527 2.511 2.519 2.531 2.527 2.529 2.528 2.519 2.521


D M A I C2. Obtain the maximum value and minimum value:

Sample Number

Results of Measurement Maximum Value of the Line

Minimum Value of the Line

1-10 2.510 2.517 2.522 2.522 2.510 2.511 2.519 2.532 2.543 2.525 2.543 2.510

11-20 2.527 2.536 2.506 2.541 2.512 2.521 2.521 2.536 2.529 2.524 2.541 2.506

21-30 2.529 2.523 2.523 2.523 2.519 2.538 2.543 2.538 2.518 2.534 2.543 2.518

31-40 2.520 2.514 2.512 2.534 2.526 2.532 2.532 2.526 2.523 2.520 2.534 2.512

41-50 2.535 2.523 2.526 2.525 2.532 2.530 2.502 2.530 2.522 2.514 2.535 2.502

51-60 2.533 2.510 2.542 2.524 2.530 2.535 2.522 2.535 2.540 2.528 2.542 2.510


51-60 2.533 2.510 2.542 2.524 2.530 2.535 2.522 2.535 2.540 2.528 2.542 2.510

61-70 2.525 2.515 2.520 2.519 2.526 2.542 2.522 2.542 2.540 2.528 2.542 2.515

71-80 2.531 2.545 2.524 2.522 2.520 2.519 2.519 2.529 2.522 2.513 2.545 2.513

81-90 2.518 2.527 2.511 2.519 2.531 2.527 2.529 2.528 2.519 2.521 2.531 2.511

The Largest Value 2.545

The Smallest Value 2.502


D M A I C

3. Determine the number of classes: Let these be between 5-20, Say it is “K”. Generally to

decide the number of classes, divide the range by 1, 2 or 5 (their fractions or multiples). Indecide the number of classes, divide the range by 1, 2 or 5 (their fractions or multiples). In

this case, the range is 0.043 and if it divided by 0.002 or 0.005 or 0.010, we will get

- 0.043 / .002 = 21.5 ~ 22

- 0.043 / 0.005 = 8.6 ~ 9

- 0.043 / 0.010 = 4.3 ~ 4

Therefore, number of interval of classes be taken as 9.

4. Determine class width rounded off to a convenient figure. So that it covers minimum and


4. Determine class width rounded off to a convenient figure. So that it covers minimum and

minimum value both

c = Max – Min = 0.043 / 9 ~ 0.005K


D M A I C

5. Calculate the class boundaries so that it covers minimum and maximum valueboth. In this case, let the boundary be 2.5005 and 2.5055.both. In this case, let the boundary be 2.5005 and 2.5055.

NOTE: First class boundary should contains smallest value and boundary value falls onhalf of the unit of measurement)

6. Calculate the mid point of first class by sum of the upper and lower boundaries offirst class i.e. (2.5005 + 2.5055) / 2 = 2.503. Mid point of second class shall be(2.5055 + 2.5105) / 2 = 2.508 and so on.



D M A I C7.Using above information, make a frequency table as given below:

SlNo.

Class Mid-Point of Class x

Frequency No. x

1 2.5005-2.5055 2.503 1

2 2.5055-2.5105 2.508 4

3 2.5105-2.5155 2.513 9

4 2.5155-2.5205 2.518 14

5 2.5205-2.5255 2.523 22


5 2.5205-2.5255 2.523 22

6 2.5255-2.5305 2.528 19

7 2.5305-2.5355 2.533 10

8 2.5355-2.5405 2.538 5

9 2.5405-2.5455 2.543 6

Total --- 90


D M A I C8. Mark the horizontal axis with the class boundary values.

9. Mark the vertical axis with a frequency scale 9. Mark the vertical axis with a frequency scale

10. Erect the rectangles over the class interval having area proportionto the frequencies.

11. Draw a line on the Histogram to represent Mean, number of data points and standard deviation


Histogram of Previous Data

D M A I C

Frequency

2 5

2 0

1 5

1 0

2 .5 2 4 7

H i s to g r a m o f S h a f t D i a


S h a f t D ia

F

2 .5 42 .5 32 .5 22 .5 1

1 0

5

0

Types of Histogram

D M A I C

FR

EQ

UE

NC

Y

µµµµ µµµµ

FR

EQ

UE

NC

Y

MEASURED DATA

µµµµ µµµµ


Histogram Versus Specifications

D M A I C

L S L U S L

Not

Acceptable

9 . 08 . 88 . 68 . 48 . 28 . 07 . 8

L S L U S L

Just

Acceptable


8 . 7 0 08 . 6 2 58 . 5 5 08 . 4 7 58 . 4 0 08 . 3 2 58 . 2 5 0

8 . 6 48 . 5 68 . 4 88 . 4 08 . 3 28 . 2 4

L S L U S L

Acceptable

Bore Diameter of Bushes – Sample

Data

D M A I C

10.77 10.76 10.73 10.75 10.78Specs :10.75+0.05

10.76 10.79 10.75 10.75 10.76

10.77 10.78 10.76 10.78 10.75

10.80 10.77 10.74 10.79 10.74

10.72 10.75 10.82 10.76 10.73

10.76 10.77 10.79 10.76 10.77

10.75 10.76 10.77 10.78 10.75

Specs :10.75+0.05


10.75 10.76 10.77 10.78 10.75

10.81 10.74 10.81 10.74 10.73

10.75 10.78 10.76 10.80 10.77

10.74 10.79 10.78 10.77 10.80

Draw Histogram & compare against Specification

Value Stream Mapping

"A systematic approach to identifying and eliminating waste (non-value-added activities)

through continuous improvement by flowing the product at the pull of the customer in pursuit of

perfection" –


–The MEP Lean Network

Objective - Value Stream Mapping (VSM).

1. What is Value Stream Mapping (VSM)?

Value Stream Mapping is a key tool in Lean Manufacturing System Principles:

i. This tool can be extended out of the confines of the organization to look at i. This tool can be extended out of the confines of the organization to look at

the every process steps by customer throughout the supply chain.

ii. VSM is a visual method of mapping the flow of materials and information

from the customer & throughout manufacturing processes plus supply

chain to deliver the end cover expectations.

2. What is Value Stream Mapping (VSM)?

Value Steam Mapping enables you to identify the wastage in your processes.


Value Steam Mapping enables you to identify the wastage in your processes.

i. Value Stream Mapping is to analyze and identify the Non Value Add

(NVA) activities.

ii. Value Stream Mapping identifies the flow of material and information in

each detail process, to analyze and to surface out the Non Value Add

(NVA) activities and opportunities for Kaizen

Objective - Value Stream Mapping (VSM).

3. What is the benefits of Value Stream Mapping (VSM)?

i. Identifies the complete Operational processes not just a single process.

ii. Gain a better understanding of the linkages between material and

information flow, creates the basic for an effective lean implementation

plan by designing how a facility’s End to End material and information

flow could operate.

iii. Allows you to identify the sources of waste and Scope out kaizen

activities


activities

iv. Enable the entire organization to understand and visually creates awarness

across multi functional teams

v. The current state map and future state map helps form an implementation

plan for change and improvements.

Value Stream Mapping vs Process Mapping

Value Stream Mapping is…

• A roadmap for lean changes

• Integrates material and

Process Mapping is…

• A tool to map work process steps• Integrates material and

information flow

• Provides a lean implementation blueprint

• Identifies specific lean tools to use

• Clarifies the sequence for lean implementation

• Typically used by engineers as a

method to understand and

improve processes.

• Activity focused.

• A sequence of activites to

produce output.


• Avoids “Point kaizen”- Silo improvement.

• Enables “System Kaizen” improvements- whole value stream improvement.

produce output.

• Sets checks /measures at

input/output points.

How to plot VSM ?

Inventory

VSM key element:

Material flow

Process flow

PROCESS A PROCESS B PROCESS C PROCESS D

Detail Process steps

Documentations/ Formats

Cycle time/ TT/ LT

Process flow

Information flow

Time


Raw Material Finished

productCustomer

VALUE STREAM

Value Added Time :__ Min

A) Follow a product’s production path from beginning to end, and draw a visual representation of every process in the material & information flows.

B) Then draw (using icons) a “ future state” map of how value should flow

What are the parameter required for plotting a

FVSM from CVSM ?

Mfg Process –SIFS.Current State Value Stream Map

PCD

SUPPLIER CUSTOMER

INFORMATION FLOW

2/Day

Mfg Process –SIFS.Future State Value Stream Map

PCD

SUPPLIER CUSTOMER

INFORMATION FLOW

2/Day

Current Value Stream Mapping Future Value Stream Mapping

Primary Parameters:SIFS1

LINE

Team leader = 4

Line leader = 2

FP ASSY

AN

OD

IZIN

G

AR

MA

TU

RE

MO

LDIN

G

1

5

D

W/H

4

D

89.58m53.74m

4

2/WK10Min

Ho

t p

late

we

ldin

g

Air

blo

w

Oil

ap

ply

O-R

ing

Ass

y

Pip

e A

ssy

We

t le

ak

test

Air

blo

w

Bli

nd

Plu

g S

ub

ass

y

Vis

ua

l ch

eck

Oil

ap

ply

2.98hr5.97hr

14.3

4m

14.34m

1.79m11.94hr

3.22

mLT=11.7

CT=17.9

15

min

LT＝29.3

CT=17.4

LT=9.3

CT=16.5

CT=17.7 LT=13.

5

CT=15.5

CT=12.5

10Min CT=17.2

LT=15.6

CT=16.4

4.77hr

CT=14.8

LT=6.3

More

Head

count

High

Invento

ry

FP ASSY

AN

OD

IZIN

G

AR

MA

TU

RE

MO

LDIN

G

1

5

D

W/H

4

D

1.5

hr

1.

5h

r

2/WK10Min

Ho

t p

late

we

ldin

g

Air

blo

w

Oil

ap

ply

O-R

ing

Ass

y

Pip

e A

ssy

We

t le

ak

test

Air

blo

w

Bli

nd

Plu

g S

ub

ass

y

Vis

ua

l ch

eck

Oil

ap

ply

46m6.38hr

15.33m

1.7

9m6.38hr

3.22m LT＝11.7 LT＝29.3LT＝9.3LT＝15.6

3.19

hr

10Min

Parameters:1. NVA2. CT reduction3. HC reduction4. LT reduction

SecondaryParameters:


PART NO:HA 101951-5863

Demand = 2400/d

Shift = 2

Av Wk Time = 14.3 hrs/d

TT = 21.5sec

Total HC = 51

VAT = 145.9

LT = 498.60hr

NVAT = 498.53hr

Ratio = 99.99%

Line leader = 2

Part supply = 4

14.34m

10Min

Lea

d w

ire

ass

y

Ele

ctri

c te

st

Vis

ua

l ch

eck

Sen

de

r g

au

ge

Ass

y

Air

lea

k te

st

Fla

ng

e c

on

ne

cto

r a

ssy

Na

me

pla

te

Vis

ua

l ch

eck

QA

Fla

ng

e h

ou

sin

g A

ssy

4m

2.98hr 1.43m

5

5.97hr53.75m2.38hr

No Pull

System

High

Lead

time

PART NO:HA 101951-5863

Demand = 1920/d

Shift = 2

Av Wk Time = 14.3 hrs/d

TT = 23sec

Total HC = 33

VAT =

LT =

NVAT =

Ratio =

15.33m

Lea

d w

ire

ass

y

Ele

ctri

c te

st

Vis

ua

l ch

eck

Sen

de

r g

au

ge

Ass

y

Air

lea

k te

st

Fla

ng

e c

on

ne

cto

r a

ssy

Na

me

pla

te

Vis

ua

l ch

eck

QA

Fla

ng

e h

ou

sin

g A

ssy

15.33m

1.27hr 3.19hr1.53m

LT＝

13.5

3.19hr2.55hr38.33m

LT＝

6.34

15min

Team leader = 4

Line leader = 2

Part supply = 4

10Min

Parameters:1. Material flow2. Process flow

3. Information flow

4. Area saving

Value Stream Mapping- (Icon / Symbol)

Customer Document Multi Personal Manual Decisio External Technology UsedCustomer Document Multi

Documentation

Supplier Truck

Inventory

Fork lift Receipts Picking Cart

PersonalComputer

ManualTransport

Decision

External Schedule or Event

Technology Used

Store/ Supermarket

Data Box

E

V Tel


Worker Info FlowMaterial Flow

Process Flow

VMonitoring Elevator

TelTelecom Process

Withdrawal (Pull)

In Box (Queue)

Electronic Info

TelTelecom

Movement by PushA B C D

Leveling Mix &/or Volume

Kanban Post Shipment In/Out

Kaizen Lightning Burst

First In First Out

Weekly ScheduleChangeoverIterations

FIFO

Value Stream Mapping


3.3 ANALYZE


Motion AnalysisMotion Analysis

““Observe the production floor without preconception and with a blank mind….”

Taichi Ohno

“Motion economy helps to achieve productivity &


“Motion economy helps to achieve productivity &

reduce cumulative trauma at the work station or

sub-micro level”

Lean How to observe operator’s

motion and improvement

The way to observe operator’s motion is to observe the job steps performed by operator

and then determine if motion is efficient.

Objectives of motion analysis

To let one acquire the capability to think of more efficient operation order and method,

and to determine improvements for a problem.

Use of motion analysis

1. Study the standard operation method.

2. Examine the optimum motion order and method.


2. Examine the optimum motion order and method.

3. Search for wasteful motion.

4. Reduce fatigue caused by operation.

5. Study the arrangements of jigs, parts, etc. suitable for motion.

6. Grasp the effects before and after improvement.

Motion Analysis Method



2. Analyze basic motion operation (by MTM analysis method) by constructing elemental

operations

Classification of basic motion

No. Items Classification

1 To stretch hand A motion to stretch hand (or fingers) to an object or a certain position.

2 To carry A motion of hand and fingers to carry an object to a certain position.

3 To catch A motion to control an object by fingers or hand.

4 To fix A motion to attach two bodies.

5 To push A motion requiring a load power exceeding normal “carrying” or “turning” power.

6 Crank movement A hand movement rotating forearm around the elbow as a center.


6 Crank movement A hand movement rotating forearm around the elbow as a center.

7 To roll A hand movement rolling the wrist around the elbow as a center.

8 To separate A motion to separate finger or hand away from an object.

9 To pull off A motion to pull apart two pieces fixed each other.

10 Physical motion Motions of human body parts other than hand or the whole body (foot, trunk).

11 Time regarding eyes It is discussed when one’s gaze movement or focusing becomes a limiting motion, andoccurs independently.


3. Both hands operation analysis

It is a method used to observe the operation, grasp the order of motion and to bothIt is a method used to observe the operation, grasp the order of motion and to both

hands, then identify and improve problems of motion, order, and method, intermission

for one hand, unnecessarily / forced motions.

How to analyze both hands operation

1. Divide the motion of left and right hand.

2. Fill in the motion of left and right hand that occurred at the same time on the


2. Fill in the motion of left and right hand that occurred at the same time on the

same row.

3. Skip blank in case of idle motion.

4. Fill in the motion which is regarded as continuous motion until it changes to

next motion.

Workshop Preparation

• Develop the habit to place all tools and materials at the fixed position.

• Arrange tools and materials in proper order to eliminate looking around for them.

• Place tools and materials close to the point of use

• Arrange materials and tools so that it will create the best operation order.

• Illuminate for easy operation.

Work regionWork region


Max work region Normal work region The best work region

Four Principle of Improvement

(ECRS)

No. Item Hint Example

1 Exclusion

(Omission)

Exclude those useless?

Discontinue unnecessary

Discontinue unnecessary appearance test.

Move workshop to eliminate transportation.(Omission) Discontinue unnecessary operation?

Move workshop to eliminate transportation.

2 Combination Try to bring together?

Try to combine? How about doing them at the

same time?

Perform several point soldering at one time.

Combine wrench and torque-wrench.Simultaneous performance of punching.

3 Rearrange-ment Rearrange order?

Try order method?Replace with order material?

Shift the inspection process earlier in the procedure.

Change welding to bonding.Change materials


4 Simplicity Make it plain?

Make it simple?Try with less number of

pieces?

Eliminate excessive function (to signal purpose unit)

Simplify work making by sharing it.Unify kinds of parts.

Key points of motion analysis

When performing any operation, it is essential to work with the least amount muda,

variation or force, basically the most economic method, to achieve 100% capability. variation or force, basically the most economic method, to achieve 100% capability.

There are three key items to observe and improve on.

♦Reduce the number of basic motion.

♦ Decrease the motion size.


♦ Decrease the motion size.

♦ Perform simultaneous motions.

Takt cycle graph is a visual display of the number of operators and the cycle

times at each operation of a particular process. This is also called as Operator

Takt Cycle Graph

times at each operation of a particular process. This is also called as Operator

balance chart

Objectives:

• We can make a rough estimation and instant idea of line balancing.

• We compare before and after condition and capture improvement points.

• We can get the idea for cycle time reduction.


• We can get the idea for cycle time reduction.

Takt Cycle Graph

16 Sec

15 Sec

19 Sec

17 SecTakt time: 18 sec.

Bottle neck

Wasted

Before Condition Now we can calculate the number of operators

needed (total cycle time divided by takt time):

91 = 5.05

1 2 3 4

15 Sec14 Sec

10 Sec

5 6

Wasted

Time

Waiting

No. of person

Before defining the exact number of operators at each operation, we will first perform the following actions:

• Eliminate waste in the process

18 SecTakt time: 18 sec.

18 Sec 18 Sec 18 Sec18 SecLine

balancing

After Condition

18

91 = 5.05


• Eliminate waste in the process

• Improve operations

• Simplify operations

• Automate operations

• Combine operations

• Implement standardized work: a set of work procedures that establishes the best method and sequence for each process

1 2 3 4

No. of person5 6

Person

Removed

Standardized Work Combination Standardized Work Combination

TableTable

Filling out a Standard Work Combination Sheet Combine human work spanning multiple processes and identify how much work each operator can perform within the Takt time. Do not forget to pay attention to machine work, too.

The following points should be present while plotting a SWC table:

1) Quota per shift

2) Description of work

3) Time

�Takt time

�Manual : Manual work time

�Auto: Automatic machine time

�Walk: Walking time

�Waiting time


�Waiting time

4) Work sequence

5) Part number / Part name

6) Process

7) Date prepared

8) Department

9) Operator number

Standard Work Combination SHeet


“Good operation speed is an indication for a

healthy organization”

Operation Speed

healthy organization”


Operation Speed

Objectives of operation speed

The speed of movement, which depends on the will of the operator, expressed as a

percentage of standard speed. (Standard speed; calculated by MTM analysis)

Objectives of operation speed

Consider the operation load (line balance) so that all operators can perform operation at,

even if operators change places because of absence or job rotation, without losing usual

output. In order to perform the above, supervisor must have skill to observe operation

speed.

Team leader must always grasp level of operation speed, improve it and instruct proper

operation.

Motion which depends on the will of the operator ..... To stretch hand, to hold, to carry, to assemble, Applicable to operation


Operation by person

Motion which depends on the will of the operator ..... To stretch hand, to hold, to carry, to assemble, to release, etc.

Applicable to operation speed

Motion which doesn’t depend on the will of the operator

..... Soldering, cutting,welding, etching, etc. Inapplicable to operation speed

When observing operation speed, it is required to consider thedegree of effect of

� Operation difficulty

� Attentiveness required

� Portion to be used

� Weight

to operation speed

Operation Speed Property

�Operation speed and safety

Operation speed up Accident doesn’t occur...It occurs because of operationmethodchange.

To observe determined operation method and set motion speed to standard speedmethodchange.

To observe determined operation method and set motion speed to standard speed

“100”.

Operation speed and quality

Quality doesn’t become poor by speeding up operation speed.

Quality doesn’t become good by slowing down the operation speed.

To observe determined operation method and set motion speed to standard speed

“100”.


“100”.

�Relation between operation speed and operation method

Operation speed is the speed of motion. Therefore, it is not changed by operation

method. However, bad operation method makes motion waste, fluctuation and

forcing. Therefore, motions must be improved and individual labor will must be

utilized effectively for manufacturing.

Criteria of Operation Speed

Worksite is required to operate at standard speed “100”.

� Speed sense of operation speed� Speed sense of operation speed

� Model operation (sec)

Normal speed “80” Speed when one operates while thinking ‘what am I going to eatfor dinner today?’

Standard speed “100” Speed when one operates while thinking ‘I will try to do my best’.

Effort speed “120” Speed when one operates very hard.


Operation Speed 80 90 100 110 120

Deal cards (26 cards) 15.1 13.4 12.1 11.0 10.0

Move for smoking (5 cycles) 23.4 20.8 18.7 17.0 15.6

Walk (10 m) 6.3 5.6 5.0 4.6 4.2

Insert peg (24 pieces) 25.9 23.0 20.7 18.9 17.3

Brainstorming Potential Causes

● Brainstorming: a method of generating lots of ideas quickly

● Brainstorming Rules:● Brainstorming Rules:

● Start with silent thinking time

● Set a time limit

● Think freely and encourage creativity

● Don’t evaluate; suspend criticism

● Build on ideas

● Post ideas

● Consider round-robin to encourage balanced participation


● Consider round-robin to encourage balanced participation

Encourage ‘divergent’ versus ‘convergent’ thinking

Brainstorming Potential Causes

● Four different stages for a brainstorming session:

● Team Leader states the problem or issue (e.g., “What factor could have led to● Team Leader states the problem or issue (e.g., “What factor could have led tothat issue”)

● Ask to team members to restate the problem or issue using different words toget a common understanding of the problem or issue to solve and get peopleagreement on the focused problem statement

● Brainstorming itself (usually 15-20 minutes). Write down ideas

● Evaluation and discussion upon the generated ideas to identify which appearsmost critical and prioritize them. Those that appear less promising should befirst eliminated from the ‘hit list”’ and stored in a ‘park list”.


● Once the final list is identified, the group can use the Affinity Diagram tohelp order the information and set the stage for further analysis

Benefits of Brainstorming

� Significantly involves team members and key

stakeholders

� Provides for more creative solutions� Provides for more creative solutions

� Allows for synergy; building on the ideas of

others

� Prevents team from initially “settling” on

only one solution


5 WHY’s:

Problem

A

FOCUSED

PROBLEM

STATEMENT

Problem

B

Problem

C

Problem

D

Problem

E

Problem

F

Problem

G

Problem

H

Problem

I

Problem

J

Problem

K

Problem

L

Problem

M

Etc.

“Ask the question

‘Why’ five times”

STATEMENT

Why?

Wider focus

on causes

Why?

Wider focus

on causes

1. Why did X happen?

Because of W.

2. Why did W happen?

Because of V.

3. Why did V happen?


Why?

Wider focus

on causes

Why?

Wider focus

on causes

Why?

Wider focus

on causes

3. Why did V happen?

Because of U.

4. Why did U happen?

Because of T.

5. Why did T happen?

Because of S.

5 WHY’s Example:

Why?

Why?

Why?Orders often

are missing

Orders have

frequent errors

Why?Level A

Level B

are missing

their labels

Level C

Labels fall off in

humid weatherGlue on labels

doesn’t meet

our needs

Why?

Root

Level D

Why?We have no

written specs for

label supplier

Level E● Problem: Orders have frequent errors

● Why? Samples often are missing their labels Why?

No process for

writing vendor

specs


???

Root

cause

● Why? Samples often are missing their labels

● Why? Labels fall off in humid weather

● Why? Glue on labels doesn’t meet our needs

● Why? We have no written specs for label supplier

● Why? No process for writing vendor specs

● Root Cause: No process for writing vendor specs

Why?

Encourage ‘divergent’ rather than ‘convergent’ thinking

Cause-and-Effect Diagram

Cause-and-Effect Diagram :

What is it?What is it?• A Cause-and-Effect Diagram (also known as a “Fishbone Diagram”) is a

graphical technique for grouping people’s ideas about the causes of a problemWhy use it?• Helpful for organizing the ideas generated from a brainstorming session• To take an objective look at all the contributing factors of problem• It helps the team to determine both the primary and the secondary causes of a

problem and



Method for construction of a fishbone diagram:

1. State the problem, place it in a box on the right side2. Draw a horizontal arrow to the problem box3. Write the Primary Causes which affect the Problem

as Big Bone. You can use traditional main categories of factors* or suspected categories above and below the line, and connect them to the main line

4. Write Secondary Causes which affect the Primary Cause, as medium size Bones. And Tertiary Causeswhich affect medium sized bones.

5. Assign importance to each factor and mark those


5. Assign importance to each factor and mark those which have significant impact on problem


Policies Place

MachineMan Method

6 M’s

4 P’s

People Procedure


Mother Nature(environment)

MaterialsMeasurement

6 M’s


A Fish Bone Diagram

C-E Diagram for Rim Warping

RIM

W A RPING

Equ ipmen t W o rk ers Jig

Reta ining ba r

Clea rance gagee rror

Curing j ig base

S pray

S hrinkage

C c lam p

Curing

WorkArea

M oldtem p

Stan ding

Balanc e

Deformatio

S tr eng th

Thi c kne ss

d eforma tion

Sc r ew

Man ual

Tigh tenin

Cataly s t

u se

Laminatio

nth ic kne ss

Re lease

Adu s t

men t

in s tabi l i t

yUne ve nfl

oor

Har den i

n g

Tem p

v ar ia tion


W A RPING

Mater ial W o rk Method

S ea l

Tim e s lotP las tic

Not d efine d

Rota tion ti me

Li ft off

Peel i ng

Fr i t pr op or tion

Har dnes s


Mark those which have significant impact on problem

C -E D ia g r am fo r R im W a r p ing

R IM

W A RP IN G

E q u ip m en t W o r k e r s J ig

R e ta in in g b a r

C le a r a n c e g a g ee r ro r

C u r in g j ig b a s e

S p ra y

S h r in k a g e

C c la m p

C u r in g

W o rkA r e a

M o ldte m p

S ta n d i n g

B a l a n c e

D e fo r ma ti o

S tr e n g th

Th i c k n e s s

d e fo r ma ti o n

S c r e w

Ma n u a l

Ti g h te n i n

C a ta l y s t

u s e

L amin a ti o

nth i c k n e s s

R e l e a s e

A d u s t

me n t

i n s ta b i l i t

yU n e v e n fl

o o r

H a r d e n i

n g

Te mp

v a r i a t i o n

C -E D ia g r am fo r R im W a r p ing


M ater ia l W o r k M eth o d

S e a l

Tim e s lo tP la s ti c

N o t d e f i n e d

R o ta t i o n t i me

L i f t o ff

P e e l i n g

Fr i t p r o p o r t i o n

H a r d n e s s

Scatter Diagram

• What and when?

– To study the relationship of two variables – To study the relationship of two variables

– The variables can be of following nature:

• A quality characteristics and factor

affecting it (CAUSE & EFFECT

RELATIONSHIP)

• Two related quality characteristics

• Two factors relating to a quality

characteristics

Effe

ct


Cause

Scatter Diagram

• Step 1: How to make it:

– Collect paired data (x & y) between which you want to study the relationship

– It is desired to have at least 30 pairs of data

Air Pressure (kgf/cm2)

Percent Defective (%)

Air Pressure (kgf/cm2)


8.6 0.889 8.7 0.8928.9 0.884 8.5 0.8778.8 0.874 9.2 0.8858.8 0.891 8.5 0.8668.4 0.874 8.3 0.8968.7 0.886 8.7 0.8969.2 0.911 9.3 0.9288.6 0.912 8.9 0.886


8.6 0.912 8.9 0.8869.2 0.895 8.9 0.9088.7 0.896 8.3 0.8818.4 0.894 8.7 0.8828.2 0.864 8.9 0.9049.2 0.922 8.7 0.9128.7 0.909 9.1 0.9259.4 0.905 8.7 0.872

Scatter Diagram

• Step 2: Find the Maximum and Minimum Values for both the ‘x’ and ‘y’

• Step 3: Decide the scale of horizontal and vertical axis so that both the lengths • Step 3: Decide the scale of horizontal and vertical axis so that both the lengths

become approximately equal

Note: When relationship is cause & effect, keep cause on the ‘x’ axis and effect on

the ‘y’ axis

• Step 4: Plot the data on the section paper

Note: When same data is obtained from different observations, show them either by

concentric circle ( ) or plot the second value immediately next to first


Scatter Diagram

• Scatter Plot of the Data given earlier

Scatterplot of Percent Defective (% ) vs Air P ressure (kgf/cm2)


0.93

0.92

0.91

0.90

0.89

0.88


A ir Pressure (kgf/ cm2)

9.49.29.08.88.68.48.2

0.87

0.86

� Analysis of Relationship between two characteristics shall lead to following decision:

♦ Positive ♦ Negative ♦ No Relationship

3.4 IMPROVE


Lean Basic – 3 Pillars Lean House


Lean Basic – Jidoka

Jidoka means ‘Automation ’ according to Japanese dictionary but according to Lean its ‘Autonomation’

Automation- Old Concept

Just moving not working

Doesn't respond to abnormalities

So

keep producing defects


keep producing defects

Bad

Bad

Good

Good

Bad

Good

Good

Bad

Good

Good

Bad

Bad

Good

Good Machine keeps producing products without

thinking


Toyoda Family's First Improvement : (Jidoka)


See at a glance

- at a distance -

that all threads are OK

See at a glance - at a distance - that one thread is broken. Could easily make this stop the loom automatically


Jidoka Process

Jidoka drives a three step process that engages when abnormalities occur:

Detect the abnormality

And bring attention to the problem

Fix or correct the immediate condition


Investigate the root cause and install a countermeasure

Productivity

“A simple act of paying positive attention to people

has a great deal to do with productivity”

•Actual Production Qty. * Std Time


•Actual Production Qty. * Std Time•Productivity =

•Actual Man Hour

Productivity Control


Man Hour

Man-hour : It is the time taken to manufacture a piece of product or part in any

manufacturing process.

Gross time : Actual time to manufacture and it Gross time : Actual time to manufacture and it includes almost every activity.

e.x for producing 100 products we have taken

200 min then

Gross time/1piece =200M/100=2minutes

Net time : is the required time for repetitive

tasks including quality checks.

Gross time


tasks including quality checks.

(average 20 times stopwatch time)

e.x If time taken for an operation by a stopwatch

for 20 pieces is (6,7,5,6,7,5,6,5,6,7,6,

7,5 ,6,7,5,6,5,6,7) sec

Net time = each time /20piece =6.0 second

Contents of Loss Man hour

Parts shortage

Out side operation

Loss

(Line rate of operation)

Line stop

Set-up time

Defective & rework

Start Up loss

Work

configuration loss

Out side operation

(NPV ratio)Net operation time

Takt time


1 2 3 4

NPV Ratio = 5 on-line operators/

7 total operators

= 71 %

5

Man Hour Classification

Gross

Out-line operator &

group Leader Classification Meaning

All operators of group gross man-hourGross

man-hour

T.T.

C.T.

Direct

man-hour

Gross man-hour

All operators of group gross man-hour

Operation time all operators

Actual product quantity

In-line operators gross man-hour

Actual product quantity

Direct man-hourOperation time in-line operator

Takt time Daily operation time


Net man-hours

Takt time

(T.T.)

The time it takes to produce one unit of Product. It is determined

by the slowest process, either human machine.Cycle time

(C.T.)

Daily operation time

Net man-hoursThe processing time required

in a repetitive task

Daily production required

What is work configuration

efficiency ?

Work configuration efficiency measures how well is work

distributed among on –line operators in a production line.

Work configuration efficiency = Net man-hours *100Work configuration efficiency = Net man-hours

No. of on line operators x Takt time

(bottle neck CT)

*100

WCR loss

Gross man-hour

Direct man-hour

T.T.

C.T.


Net man-hours

What is line rate of operation ?

Line rate of operation is actual production output compared to

theoretical production quantity for available working time.

Line rate of operation =Actual production Quantity *100

OR lossGross

man-hour

Direct

man-hour

T.T.

C.T.

Line rate of operation =Actual production Quantity *100

Theoretical production Quantity


Net man-hours

What is In-line personnel ratio ?

NPV ratio refers to the percentage of direct labor in the workforce involved in

production

NPV ratio=No. of In-Line operators

No. of In-Line operators + off line workers*100NPV ratio=

No. of In-Line operators + off line workers*100

NPV loss Gross

man-hour

Direct

man-hour

T.T.

C.T.

Out-line operator & group leader


In-line

Net man-hours

What is difference between ideal &

theoretical manpower ?

Productivity can be defined as :

Productivity = WCR x OR x NPV ratio

So, Productivity loss = WCR loss x OR loss x NPV ratio loss

Allowance

Ratio

Difference between theoretical & ideal manpower = Gross man hr - Net man hour

“Hence, theoretical man-hour & ideal man-hour should be same when allowance ratio

is equal to 1”

Productivity loss

Gross

man-hour Direct

man-hour

T.T.

So, Productivity loss = WCR loss x OR loss x NPV ratio loss Ratio


Net man-hours

C.T.

Step for Improvement


Productivity Example

Takt time 20 second

Example (A) Example (B)Daily operation time = 460 Min + Line stop time

17 18 16 12 15 10

1 2 3 4 5 6

20 20 20 20 8

1 2 3 4 5 6

10 Min stop 30 Min stop

Line Operation Ratio is%

Line Operation Ratio is%

176www.leantechnocrats.com*Overall line efficiency = Line operation ratio * Work configuration eff. * NPV ratio

Line Operation Ratio is

Work configuration efficiency is

NPV Ratio is

*Overall line efficiency is

%

%

%

%

Line Operation Ratio is

Work configuration efficiency is

NPV Ratio is

*Overall line efficiency is

%

%

%

%

Takt time 20 second

Example (A) Example (B)Daily operation time = 460 Min + Line stop time

Productivity Example

17 18 16 12 15 10

1 2 3 4 5 6

20 20 20 20 8

1 2 3 4 5 6

10 Min stop 30 Min stop

Line Operation Ratio is 98.0%

Line Operation Ratio is 93.9%

177www.leantechnocrats.com*Overall line efficiency = Line operation ratio * Work configuration eff. * NPV ratio

Work configuration efficiency is 73.3

In-line Personnel Ratio is 75.0

*Overall line efficiency is 53.8

%

%

%

Work configuration efficiency is 88.0

In-line Personnel Ratio is 71.4

*Overall line efficiency is 59.0

%

%

%

SMED

Definition : basically machine stop time between product change over from completing

operation of previous product to starting operation of next products

Step 1: Grasp current situationStop timeproduct

next previousproduct

Step 2: Classify on-line,off-line

Step 3: Change on-line set-up

to off-line set-up

Stop time

Set-up time

product product

Stop timepreviousproduct

Stop timepreviousproduct

On-line

On-line

productnext

productnext

Off-line set-up Off-line set-up



Step 4: improve on-line set up

Step 5: improve off-line set-up

Step 6: Standardized the set-up

previousproduct

Stop time

On-line

previousproduct

On-line

On-line

productnext

productnext




Lean Basic - Kaizen

KAI To break apart To modify

ZENThink Make good

+ = KAIZENChange for better Continuous To modify

To change Make good Make better

Continuous Improvement

The intent is to be better today than yesterday.


yesterday. We are not looking for perfection !!

“Quick and Crude is better than slow and fancy ! No action means no results !”

Lean Basic - Kaizen

There are 4 principles for practicing KAIZEN

Eliminate Combine Rearrange Simplify

Can we-stop it ?-eliminate it?etc.

Can we-gather them?-join them?-do at the same

time?

-Replace the order-Change the methods-Exchange-Reverse

-Reduction-Easy to see-Use tools-Easy to take out and put in etc.


Please apply these principles and practice KAIZEN.C

Make the purposeof the operation clear.

time?etc.

-Reverse-Change process

sequence etc.Try to change the methods.

and put in etc.Jobs can be performed without much thought, staring and skill.

Lean Basic - Kaizen

Eliminate Combine

Rearrange Simplify


Lean Basic -Implementation

approach : Kaizen Blitz


Lean Basic – 10 Kaizen Principle

� Discard fixed ideas, reject current practices.

� Think about how to do it, instead of why it cannot be done.

� Act immediately on improvement suggestions.

� Do not seek perfection, achieve 60% of your target right away.

� Correct errors immediately.

� Turn problems into ideas.

� Seek root causes: ask “why” 5 times.

� Seek the wisdom of 10 people, rather wait for one person to have a great idea.


� Put to the test, and then validate.

� Acknowledge that there is infinite potential for improvement.

TPM -TPM -

Total Productive Maintenance

184

1. TPM definition

� A company –wide team-based effort to build quality into equipment

and to improve overall equipment effectiveness.and to improve overall equipment effectiveness.

� TPM combines the traditional practice of preventive maintenance

with Total Quality Control and Total Employee Involvement, to create

a culture where operators develop ownership of their equipment, and

become full partners with Maintenance, Engineering and

Management to assure equipment operates properly everyday.


2. Origins of TPM

� Dr. Deming introduced statistical analysis and used the resulting data to � Dr. Deming introduced statistical analysis and used the resulting data to

control quality during manufacturing (TQM)

� Some general concepts of TQM did not work well in the maintenance

environment

� The need to go further than preventive maintenance was quickly

recognized by those companies who were committed to TQM

� Maintenance became an integral part of TQM in the early 90’s


3. TPM principles

� Increase Overall Equipment Effectiveness (OEE)� Increase Overall Equipment Effectiveness (OEE)

� Improve existing planned maintenance systems

� The operator is the best condition monitor

� Provide training to upgrade operations and maintenance skills


� Involve everyone and utilize cross-functional teamwork

Phase of TPM – TPM Objective


TPM Operators Roadmap


4. Eight major pillars of TPM

Eq

uip

me

nt

an

d p

roce

ss im

pro

vem

en

t

Ea

rly

ma

na

ge

me

nt

of

ne

w e

qu

ipm

en

t

Au

ton

om

ou

s M

ain

ten

an

ce

Pla

nn

ed

Ma

inte

na

nce

Eq

uip

me

nt

an

d p

roce

ss im

pro

vem

en

t

Ea

rly

ma

na

ge

me

nt

of

ne

w e

qu

ipm

en

t

Pro

cess

qu

alit

y m

an

ag

em

en

t

TP

M in

th

e o

ffic

e


Au

ton

om

ou

s M

ain

ten

an

ce

Pla

nn

ed

Ma

inte

na

nce

Eq

uip

me

nt

an

d p

roce

ss im

pro

vem

en

t

Ea

rly

ma

na

ge

me

nt

of

ne

w e

qu

ipm

en

t

Pro

cess

qu

alit

y m

an

ag

em

en

t

TP

M in

th

e o

ffic

e

Education and training

Safety and environmental management

Autonomous Maintenance (JishuHozen)- Purpose


Autonomous Maintenance – Roles of Operation & Maintanence


Autonomous Maintenance –Purpose


Autonomous Maintenance – 4 Main Success factors

� One Point Lesson

� TPM activity board

� Minutes of TPM team meetings

� Managers Model Line


Pillar 1 - Autonomous Maintenance


Operators AM


Pillar 1 - Autonomous Maintenance Implementation



What are the correct pressurereadings?readings?



What are the correct readings?Are they O.K.???Are they O.K.???


Cleaning and 5S


Eight major pillars of TPM4.1. Autonomous Maintenance (1)

� Train the operators to close the gap between them

and the maintenance staff, making it easier for both

Train the operators to close the gap between them

and the maintenance staff, making it easier for both

to work as one team

� Change the equipment so the operator can identify

any abnormal conditions and measure deterioration

before it affects the process or leads to a failure


before it affects the process or leads to a failure

Eight major pillars of TPM4.1. Autonomous Maintenance (2)

� 7 steps are implemented to progressively increase operators

knowledge, participation and responsibility for their knowledge, participation and responsibility for their

equipment

1. Perform initial cleaning and inspection

2. Countermeasures for the causes and effects of dirt and dust

3. Establish cleaning and lubrication standards

4. Conduct general inspection training

5. Carry out equipment inspection checks


5. Carry out equipment inspection checks

6. Workplace management and control

7. Continuous improvement

Pillar 2 – Planned Maintenance


4. Eight major pillars of TPM4.2.Equipment and process improvement

� Objective: maximize efficiency by eliminating waste

and manufacturing losses

Objective: maximize efficiency by eliminating waste

and manufacturing losses

� Manufacturing losses are categorized into 13 big

losses:

• Equipment losses (6)

• Manpower losses (4)


• Manpower losses (4)

• Material losses (3)


4.2.1. Equipment losses

Downtime Equipment failure / breakdowns

Downtime

loss

Speed loss

Set-up / adjustments

Minor stopping / idling

Reduced speed


Quality loss

Process errors

Rework / scrap


4.2.2. Manpower and material losses

Cleaning and checking

Manpower

losses

Waiting materials

Waiting instructions

Waiting quality confirmation

Material yield


Material

losses

Material yield

Energy losses

Consumable material losses


4.2.3 Overall Equipment Effectiveness (OEE)

� OEE figures are determined by combining the

availability and performance of your equipment with

OEE figures are determined by combining the

availability and performance of your equipment with

the quality of parts made

� OEE measures the efficiency of the machine during

its planned loading time. Planned downtime does

not effect the OEE figure


not effect the OEE figure



Overall Equipment Effectiveness = Availability x Performance x Quality Yield

Availability Downtime loss

Performance Speed loss


Quality Yield Quality loss



Overall Equipment Effectiveness = Availability x Performance x Quality Yield

Availability = time available for production - downtime

time available for production

Performance = ideal cycle time x number of parts produced

operating time


operating time

Quality Yield = total number of parts produced - defect number

total number of parts produced

4. Eight major pillars of TPM4.4. Early Management of new equipment

� Objective: establish systems to shorten � Objective: establish systems to shorten

� new product or equipment development

� start-up, commissioning and stabilization time for quality and efficiency

� New equipment needs to be:

� easy to operate

� easy to clean

� easy to maintain and reliable

� have quick set-up times


� have quick set-up times

� operate at the lowest life cycle cost

4. Eight major pillars of TPM4.5. Process Quality Management

� Definition: a process for controlling the condition of equipment � Definition: a process for controlling the condition of equipment

components that affect variability in product quality

� Objective: to set and maintain conditions to accomplish zero defects

� Quality rate has a direct correlation with

� material conditions

� equipment precision


� equipment precision

� production methods

� process parameters

4. Eight major pillars of TPM4.6. TPM in administrative and support departments

� Administrative and support departments can be seen as � Administrative and support departments can be seen as

process plants whose principal tasks are to collect, process,

and distribute information

� Process analysis should be applied to streamline information

flow


4. Eight major pillars of TPM4.7. Education and training

� TPM is a continuous learning process.� TPM is a continuous learning process.

�2 major components

� soft skills training: how to work as teams, diversity

training and communication skills

� technical training: upgrading problem-solving and


� technical training: upgrading problem-solving and

equipment- related skills

4. Eight major pillars of TPM4.8. Safety and environmental management

� Assuring safety and preventing adverse environmental impacts � Assuring safety and preventing adverse environmental impacts

are important priorities in any TPM effort


6. TPM Benefits

� Increased equipment productivity

� Reduced equipment downtime

� Increased plant capacity

� Lower maintenance and production costs

� Approaching zero equipment-caused defects

� Enhanced job satisfaction


� Enhanced job satisfaction

� Increased Return On Investment

3.5 CONTROL


Control Phase Objective

● Process Change Management

D M A I C

Process Change Management

● Documentation and Standardization

● Process Monitoring and Control

● Evaluating Results

● Hand Off and Project Closure


● Hand Off and Project Closure

Standardization

● Making sure that important elements of a process are performed consistently in

D M A I C

● Making sure that important elements of a process are performed consistently in

the best possible way

● Work that is done the same way each time, producing the same outcome each time

● Work is standardized

● The outcome is predictable

● Changes are made only when data shows that an alternative is better

● Documentation is key

● Although documentation is necessary, it is only a means of achieving standardization


Although documentation is necessary, it is only a means of achieving standardization

● On its own, documentation will not lead to standardization

● Making sure documentation is up to date and used encourages ongoing use of

standardized methods

Why Is Standardization Important?

● Process Consistency

● Stabilizes the process, make process output more predictable

D M A I C

● Stabilizes the process, make process output more predictable

● Minimizes effects of human variability (variation among individuals or groups)

● Provides a means to capture and retain knowledge

● Process Improvement

● Provides a baseline, a foundation for improvement

● Encourages scientific method over “tinkering”

● Training

● Eliminates variation in training

● Makes faster training possible

● Visual Control


● Visual Control

● Helps distinguish between normal and abnormal methods, provide guidance in case ofunusual conditions

● Safety

● Unsafe practices are formally eliminated from the process

Benefits of Standardization

Standardization helps us compete more successfully in the marketplace by

providing:

D M A I C

providing:

● Increased reliability

● Reduced costs

● Improved employee performance

● Increased safety

● Processes that remain in control


● Continuous improvement

● Flexible practices that allow for quick response to customer needs

Mistake Proofing

Types of Human Errors

● Forgetfulness (Not Concentrating)

D M A I C

● Errors Due to Misunderstanding (Jump to Conclusions)

● Errors in Identification (View Incorrectly...Too Far Away)

● Errors Made by Untrained Workers

● Willful Errors (Ignore Rules)

● Inadvertent Errors (Distraction, Fatigue)

● Errors Due to Slowness (Delay in Judgment)


● Errors Due to Slowness (Delay in Judgment)

● Errors Due to Lack of Standards (Written & Visual)

● Surprise Errors (Machine Not Capable, Malfunctions)

● Intentional Errors (Sabotage - Least Common

Mistake Proofing

D M A I C

There Are 2 States of a Defect:There Are 2 States of a Defect:

Error About to Occur

Defect About to Occur

(Prediction)

Warning Signal

Error Has Occurred

Defect Has Occurred

(Detection)

Warning Signal

Control/Feedback

Shutdown

(Stop Operation)

Control/Feedback

Shutdown

MIS

TAK

E-P

RO

OF

FU

NC

TIO

N

Poka-yoke and Jidoka: Simple & Clear

D M A I C

• Poka-yoke: Poka-yoke prevents defects from being made

• Jidoka: Automatic Control of Defects - Prevents defects from

being passed on to the next step in the process

Human Inspection Human Intervention Mistake Proofing

with machine assist


Toll-gate

Inspection

at Finished

Goods

or the end of

main processes

In-Process

Inspection

Final Inspection may

decrease, operators

may do required

process inspections

Visual Inspection

&

Jidoka

The beginning of

autonomation -

significant defect

reductions

Poka-yoke

Evolution toward Zero

Quality Control -

Operator Time dedicated

to Continuous

Improvement

Poka-Yoke

� Shingo says, the only way to achieve zero defects is to discover the conditions that give rise to defects or process changes and eliminate them.

D M A I C

Shingo says, the only way to achieve zero defects is to discover the conditions that give rise to defects or process changes and eliminate them.

� Defects occur mainly due to the following:

• Inappropriate process or operating procedure

• Excessive variation in operations

• Damaged or defective raw materials

• Worker or machine error

� Poke-yoke and Point of Origin Inspections (Proactive Approach):

• A fully implemented zero defect system requires Poka yoke usage at or before


• A fully implemented zero defect system requires Poka yoke usage at or before the inspection points during the process.

• Poka yoke will catch the errors

• before a defective part is manufactured

• 100% of the time.

Mistake Proofing Systems Govern the Process

Three System approaches are utilized in manufacturing which lead to successful zero

D M A I C

Three System approaches are utilized in manufacturing which lead to successful zero

defect systems:

1. Poka-Yoke

Catch the error before a defective part is manufactured

2. Control Approach (Jidoka)

Shuts down the process when an error occurs.


Keeps the “suspect” part in place when an operation is incomplete.

3. Warning Approach

Signals the operator to stop the process and correct the problem.

Guidelines for Mistake Proofing

We should use mistake proofing in a proactive mode instead of reacting on event when

D M A I C

We should use mistake proofing in a proactive mode instead of reacting on event when

a problem already exists. Stop defects from ever occurring by mistake-proofing

products and processes at the design stage.

STEP 1:

Describe the defect or potential defect.

Show the defect rate.

STEP 2:


STEP 2:

Operation Where Defect is or Can be Discovered

Operation Where Defect is Made

STEP 3:

Detail the sequence of events documented in the standard.

Guidelines for Mistake Proofing

STEP 4:WATCH the operation being done, and detail the steps that differ from the

D M A I C

WATCH the operation being done, and detail the steps that differ from the standard.

STEP 5:Identify error conditions that could be contributing to the defect (i.e., tools, environment, gauging, etc.).Refer to observations in Step 4, and ask WHY (5 WHYs) the error happens until the root cause (or source error) is identified. Do not try to develop device yet!!

STEP 6:


STEP 6:Identify the mistake-proof device required to prevent the error or defect.

STEP 7:Try-storm a device. If it doesn’t work, try again.Mistake Proof the Mistake Proof.

Control Charts

D M A I C� This is a graphical Tool representing the state of control of a process.

� It is used to distinguish between common and special causes.

� Samples coming out of a process are collected at frequent intervals, their � Samples coming out of a process are collected at frequent intervals, their characteristics are measured and plotted on appropriate chart.

X-Bar Chart

0.700.80


0.500.600.70

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

UCL LCL AVERAGE X Average

Control Charts

D M A I C� Basis for control limits.

• Control limits are also referred to as natural process limits.• Control limits are also referred to as natural process limits.

• Control limits are based on the mean and standard deviation of the process.

• There is no connection to specification limits!

� Purposes of control limits.

• To determine when local action is necessary, that is, when special cause variation exists

• To display the natural variation of the process, that is, the common cause variation


variation

• To show any obvious, unnatural patterns in the data

Control Charts

D M A I C


Control Charts

D M A I C

Xbar-R Chart of Sample 1, ..., Sample 5

Sample

Sample M

ean

24222018161412108642

5.50

5.25

5.00

4.75

4.50

__X=5.029

UC L=5.616

LC L=4.441

UC L=2.154

1

Xbar-R Chart of Sample 1, ..., Sample 5

Upper Control Limit (UCL)

Lower Control Limit (LCL)

Process Mean (X-bar)


Sample

Sample Range

24222018161412108642

2.0

1.5

1.0

0.5

0.0

_R=1.018

UC L=2.154

LC L=0

Average Range (R)

Steps for Constructing an X-bar/R Chart

D M A I C� Gather the Data.

• Select subgroup size.

• Select the frequency of collecting the subgroup data.

• Record the raw data.

• Calculate the average and range of each subgroup.

• Plot the subgroup averages and ranges on the control charts.

� Calculate the Control Limits.

• Calculate the average range (R-bar) and the Process average (X-bar-bar).

• Calculate the upper and lower control limits for the average and range charts.


• Calculate the upper and lower control limits for the average and range charts.

Step 1: Gather the Data

D M A I C• Select subgroup size

• Select the frequency of collecting the subgroup data.

• Record the raw data.• Record the raw data.

• Calculate the average and range of each subgroup.

• The following data is an example of processing time data

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25S1 50.0 42.7 48.7 48.8 42.7 46.5 45.4 51.0 52.6 53.4 53.4 40.9 49.1 50.4 53.6 49.3 46.6 41.5 44.3 49.5 47.2 50.8 49.9 59.0 44.5S2 48.2 47.3 49.7 52.0 42.4 50.2 51.0 47.7 54.0 51.6 53.2 47.8 46.9 45.7 42.1 48.7 55.5 46.3 56.8 47.0 47.3 51.9 44.6 54.9 59.5

OBSERVATION


S2 48.2 47.3 49.7 52.0 42.4 50.2 51.0 47.7 54.0 51.6 53.2 47.8 46.9 45.7 42.1 48.7 55.5 46.3 56.8 47.0 47.3 51.9 44.6 54.9 59.5S3 56.4 52.7 48.6 50.5 46.1 45.9 46.6 43.2 53.4 54.6 58.1 47.2 58.0 45.7 61.3 52.8 55.7 45.0 46.3 51.1 50.8 44.5 50.8 55.6 58.9S4 46.8 42.6 47.6 58.9 54.1 44.5 57.9 44.3 57.1 47.8 51.1 51.1 42.5 45.9 52.0 50.5 52.3 53.4 41.8 48.6 50.1 44.5 50.9 55.4 42.0S5 56.6 53.9 58.7 52.0 56.3 44.9 52.6 48.0 56.0 53.6 56.0 56.1 49.4 50.2 55.0 52.2 52.2 48.2 51.6 52.7 48.1 46.9 47.4 56.0 57.2

Step 2: Plot the Averages and Ranges

D M A I C

X-bar

30

35

40

45

50

55

60

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

Range

25


0

5

10

15

20

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

Step 3: Calculate the Control Limits

D M A I C� Calculate the average range (R-bar) and the process average (X-bar-bar)

59.9...21 =+++= RRR

Rk ... +++ XXX

� where k is the number of subgroups.

� Calculate the control limits.• The control limits are based on estimates of sigma from the range data. Use the

table below where n is the number of samples in a subgroup.

59.9...21 =+++=

k

RRRR

k

245021

.... =+++=

k

XXXX

k

259www.leantechnocrats.com2

2

2

3

4

dR

RAXLCL

RAXUCL

RDLCL

RDUCL

X

X

X

R

R

/====

−−−−====

++++====

====

====

σ

n 2 3 4 5 6 7 8 9 10D4 3.27 2.57 2.28 2.11 2.00 1.92 1.86 1.82 1.78

D3 * * * * * 0.08 0.14 0.18 0.22

A2 1.88 1.02 0.73 0.58 0.48 0.42 0.37 0.34 0.31

d2 1.13 1.69 2.06 2.33 2.53 2.7 2.85 2.97 3.08

Continuing Our Example:

D M A I C� Add the control limits to the plots:

4==== RDUCL R

X-bar

855

69580250

0

2420

69112

2

2

3

4

.

...

.

..

−−−−====

====××××++++====

++++====

========

====××××====

====

RAXLCL

RAXUCL

RDLCL

RDUCL

X

X

R

R

30

35

40

45

50

55

60

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

Range

25


12433269

744

69580250

2

2

..

.

.

...

====

====

====

====××××−−−−====

−−−−====

d

R

RAXLCL

X

X

σ

0

5

10

15

20

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

Interpreting Control Charts

D M A I C

� Control charts are powerful tools for detecting special cause variation. If a special cause is found:cause is found:

• If the out of control condition is part of a trend, mark the beginning and end of the trend.

• Analyze the process to determine the cause of the OOC condition.

• Correct the condition and prevent it from recurring

• Recalculate the control limits omitting the OOC values from the calculations.

• Re-evaluate the chart according to the new limits.


� Control limits are only recalculated when the causes for the OOC conditions have been identified and corrected.

Interpreting Range Charts

D M A I C� Range charts are interpreted first.

� In Range charts, a single OOC point is often caused by� In Range charts, a single OOC point is often caused by

miscalculation, mis-plotting, or mis-measurement. Verify the accuracy of the data

first.

� Trends in the Range data can be caused by:

• Real changes in the variability of the process

• Changes in the measurement system

� Identify the cause of the OOC and recalculate the control limits, excluding the

OOC point.

� If a point is excluded for the range calculations, exclude it from the X-bar


� If a point is excluded for the range calculations, exclude it from the X-bar

calculations, also.

Interpreting X-Bar Charts

D M A I C

� The Interpretation of control charts is based on the statistical probability of a � The Interpretation of control charts is based on the statistical probability of a

particular pattern occurring by complete chance (or being caused by random

variation).

� All of the tests identify events that have a less than 0.3 % chance of occurring by

random chance (outside of 3s probability of being caused by random variation).

� Control charts are divided into sigma zones above and below the average line.

• Zone C is < 1s from the mean.

• Zone B is between 1s and 2s.

• Zone A is between 2s and 3s.


• Zone A is between 2s and 3s.

• Beyond Zone A is > 3s.

Evaluating Results

D M A I C� Display before and after data

� Recalculate process sigma� Recalculate process sigma

� Identify additional opportunities

� Establish process auditing schedule:

� Allows for immediate identification

and resolution of problems

� Prevents backsliding and

keeps improvement going


� Part of management’s

Standard Work

Displaying Before & After Data

D M A I C● Add more data to an existing run chart

or control chart.

Prepare new Pareto charts for those

Before After Good

● Prepare new Pareto charts for those

you created in

Step 2. Make scale and dimensions the

same so you can more accurately judge

degree of improvement.

● Draw new frequency plots on the same

scale as the original plots.

}Improvement

Target}Remaining Gap

Step 4 changesimplemented

} Improvement

Before After

A1 A2 A3 A4 A2 A1 A3 A4


A1 A2 A3 A4 A2 A1 A3 A4

Before After

Project Closure

D M A I C

● Recognize the considerable time and

effort that went into the initiativeeffort that went into the initiative

● Capture the learning from the

initiative

● About the problem or process

being studied

● About the improvement process

itself

● Share the learning

● Hand over responsibilities for


● Hand over responsibilities for

standardization and monitoring to

the appropriate people

Project Closure

D M A I CSummarizing Learning

● About your results ($$$)

● About the work process● About the work process

● About the team’s process

● Share across Six Sigma Network

Compile recommendations

● Replication in other areas?

● How much improvement is still needed

to achieve the goals?

● What problem are still left to address?


● What problem are still left to address?

● Where do you think management

should devote resources next?

Selecting Control Chart

D M A I CCommunicate the Ending.● Communicate results and closure

to the people who were involved.

If not done already, identify the● If not done already, identify thepeople who will be involved inimplementing the improvedmethods.

● Which employees could benefitfrom your lessons learned?

● How can you communicate tomanagement? to the rest of theorganization?

● How can the end of this project


● How can the end of this projectsow the seeds for future projects?

Problem Solving Roadmap

D M A I CPhase Steps Tools

Define

Capture VOC / VOB CTQ Drill Down

DefineDefine the problem Graph, Pareto analysis, Project Charter

Measure Understand Current Performance Level

Process Map, Measurement system

analysis, Brainstorming, C-E diagram,

Stratification, Histogram, Process

capability

AnalyzeAnalyze Process / sub process

Scatter Plot, Hypothesis testingIdentify & validate root causes


Identify & validate root causes

Improve

Identify Solution Brainstorming, Prioritization matrix

Implement Solution and verify result Cost benefit analysis, Hypothesis testing

Control Ensure SustenanceStandardization, Control chart, Mistake

proofing

LEAN 6 SIGMA

D M A I C

Continuous

Perpetuate changes

Control

Continuous

Perpetuate changes

Measure

Evaluate present process performance

Couts reprises et matières sur XAPM

Analyse

Identify and quantify waste

......

...

Innovate&

Improve

Define solutions............... ...

...

ProblemsObjectives

The perimeter

Define

Process qualityplan

W ork In stru ction s

Con trol/Ch eck Points R espon se to Abno rma lityN otesCod e # C harac-

teristicsCon trolLimitsMethodW ho

Imme diateFix

Perm anen t Fix Wh oFlowcha rt

2

12

Pro duct N amePro ce ss NamePro ce ss Cod e #

Date of Issue : Issu ed by: Approved b y:Revision Date Rea so n S ignatu re

1

Quantify project gains

EventsCycle

ProductionAIC

Productionfunctions

AICSupportfunctions

AIC

Documentation & Standardisation

Operating Procedures

ISO

Niveau

de remplissage.

Manuelde formation

Continuousmonitoring

LCS

LCI

Continuousmonitoring

LCS

LCI

0

1000

-1000

10 20 30

UCL

X

LCL

D B F A C E Autres

View data

DECOMPOSITION DU RI 2004(9)- XAPM

1 085

1 567

1 323

8 299

1 121

3 133

71

0

1 000

2 000

3 000

4 000

5 000

6 000

7 000

8 000

9 000

TU TSVA K + Autres Déperd. CNQ CVD PV Orga. CVD NPV Orga. TP

Reprise Int. 42Demoontage 28

Réparation 1

Chgt de sér ie 489Prod. Etiquettes 169Ménage 80Auto Contrôle 285AIC 29

Appro. 72Inspection f inale 93Inter poste 225Lancement 125

COE 118Quai IE Maint 1205

0,74

0,65

0,79

K +PB cray on optique 215Emb. Speci f 437

ALEAS 96

0

500

1000

1500

2000

2500

janv-04

févr-04

mars

-04

avr-0

4

mai-04

juin-0

4

juil-04

août-04

sept-04

oct-04

nov-04

déc-04

cout reprises: Cout matière

Determine extent of waste

Determine root causes

Actuel Proposition

Voies de ProgrèsConstat

Valeur ajoutée

Approvisionner

Déplacements

Envoi ou évacuation

CYCLE

Fréquentiel

Aléatoire

Valeur ajoutée

Approvisionner

Déplacements

Envoi ou évacuation

Fréquentiel

Aléatoire

CYCLE

Disponible

Metaplan

VA / NVA

...

......

...

...

...

... .........

...

......

...... ... ...

Restore to keyplayers

Prepare deployment

Implementationschedule

2 4 8 6 10

G

1 3 5 7 9A

BC

D

FE

JIH

G

Risk analysis

Measure the impact

Simplified flowchartJust in Time Process

............

...

The perimeter

Project sheet

Problem definition:Objective:Justification:Extent of impact:Expected repercussions:Project stages:

Couts reprises et matières sur XAPM

1000

1500

2000

2500

Processus

CL

EN

S

IOutput

T

PROVIDED

Input

The process involved

SIPOC

Customer requirements


Quantify project gains

σσσσ = 3.7Cp = 1.4

LIS LSS σσσσ = 2.7Cp = 0.4

Build on gains

Learning

P o in t s d ’ a p p r e n t is s a g e

A c t io n s

R é s u l t a t s

• • •

s u i te

How long will the Improvements

last ?

What critical parameters, what is the

current level of performance?

Process duration

IE / OEE

KD = UT/DT

KE = DT/OTKS =

OT /TS

Use

ful T

ime

UT

Frequentialnon VA

Cyclicnon VA

Des

ign

Tim

eD

T

Uncertainties

Non Quality

CVD externto process

Operatoractivity

Ope

ratio

n Ti

me

OT

DVC supportfunctions

Tim

e Spe

nt

TS

What causes, what interactions?

Process

V A N V A2 22 12 01 91 81 71 61 51 41 31 2

1 2 3 4 5 6 7 8 9 1 0

X

O

��

X

O

��

X

O

��

X

O

��

X

O

��

X

O

��

X

O

��

X

O

��

O

��

X

O

��

Data

Identify problems and Potential causes

Cause and Effect

What improvements and what

implementation procedure?

Set up the newprocess

MADC / AIC / Architecture

What needs and

requirements?

0

500

janv-

04

févr

-04

mars-0

4

avr-0

4

mai-0

4

juin-0

4

juil-04

aoû

t-04

sep

t-04

oct-04

nov-

04

déc-

04

cout reprises: Cout matière

Quality

Level of serviceDECOMPOSITION DU RI 2004(9)- XAPM

1 085

1 567

1 323

8 299

1 121

3 133

71

0

1 000

2 000

3 000

4 000

5 000

6 000

7 000

8 000

9 000

TU TSVA K + Autres Déperd. CNQ CVD PV Orga. CVD NPV Orga. TP

Reprise Int. 42Demoontage 28Réparation 1

Chgt de série 489

Prod. Etiquettes 169Ménage 80Auto Contrôle 285AIC 29Appro. 72Inspection finale 93Inter poste 225

Lancement 125

COE 118Quai IE Maint 1205

0,74

0,65

0,79

K +

PB crayon optique 215Emb. Specif 437ALEAS 96

Eco Performance

Suivi du Niveau de service OF sem 36 à 43Secteur XAPM (chdc et Chdx)

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

36 37 38 39 40 41 42 43 44

Semaine

Nds OF

Nds xapm Standard Xapm Spécif Nds XAPM ( spécif+standard)

Leadership Team

We love what we do, we go for excellence not for success and our energies are

infectious…

Sudipta is Lean Six Sigma Certified Black Belt with dynamic 18 years

Sudipta Sarkar

Arun holds Engineering Degree inElectronics and Telecommunication

Arun Dakhole


Belt with dynamic 18 years manufacturing career reflecting pioneering experience in mentoring high impact continuous improvement projects in the field of Quality, Cost, Delivery & People engagement. He has been involved in leading and implementing organization wide improvement initiatives like six sigma & different Lean management tools.

Electronics and Telecommunicationfrom VNIT, Nagpur. 20+ years of crossfunctional experience across theverticals of Plant operations, Leanimplementation, Supply chain &Logistic management and EMS set up.Working experience with reputedconsumer electronics, automobileancillaries and embedded productdevelopment companies. .

Why We

Hands on Domain

Knowledge

Lean Advantage

Knowledge

Cost Competitive

Meets Customized

One stop solution for the entire ecosystem


Meets Flexible Demand

Ownership Delivery Model

Customized services as per need

Our Portfolio

Within a short span of time, we are proud to get associated with various industry

domains…


Where we are

Problem Solving:Continuous Improvement Continuous Improvement

& Learning

People & Partners:Respect, Challenge and Grow Them

Process:Process Oriented Approach

Lean Technocrats India Pvt. Ltd.


Philosophy: Long Term

Thinking

Lean Technocrats India Pvt. Ltd.

Plot 79, H. No. 15-15/79, Sudarshan Nagar

Colony, Opp: HCU Bus Depot, Serilingampally,

Hyderabad, Rangareddy, Telangana, PIN- 500019,

India.

Contact No: +918978993358

Email Id: [email protected]

275

No duty is more urgent than that of returning

Thanks.

LEAN TECHNOCRATS INDIA PRIVATE LIMITEDleantechno.in/wp-content/uploads/lean-six-sigma... · The...

Documents

Transcript of LEAN TECHNOCRATS INDIA PRIVATE LIMITEDleantechno.in/wp-content/uploads/lean-six-sigma... · The...