7 Wastes Of Lean

The 7 wastes are at the root of all unprofitable activity within your organization. The 7 wastes consist of: 1. Defects 2. Overproduction 3. Transportation . !aiting ". #nventory $. %otion 7. &rocessing 'se the acrony( )DOT!#%&) to re(e(ber the 7 !astes of *ean. The worst of all the 7 wastes is overproduction because it includes in essence all others and was the (ain driving force for the Toyota +#T syste(, they were s(art enough to tac-le this one to eli(inate the rest.

A Brief Tutorial on Mistake-proofing, Poka-Yoke, and ZQC

John R. Grout, and Brian T. Downs ? Shigeo Shingo was one of the industrial engineers at Toyota who has been credited with creating and formalizing ero !uality "ontrol # !"$, an a%%roach to &uality management that relies hea'ily on the use of %o(a)yo(e #%ronounced *+,)(ah -+,) (ay$ de'ices. *o(a)yo(e is Ja%anese for mista(e)%roofing. These de'ices are used either to %re'ent the s%ecial causes that result in defects, or to ine.%ensi'ely ins%ect each item that is %roduced to determine whether it is acce%table or defecti'e. / %o(a)yo(e de'ice is any mechanism that either %re'ents a mista(e from being made or ma(es the mista(e ob'ious at a glance. The ability to find mista(es at a glance is essential because, as Shingo writes, 0The causes of defects lie in wor(er errors, and defects are the results of neglecting those errors. 1t follows that mista(es will not turn into defects if wor(er errors are disco'ered and eliminated beforehand02Shingo 3456, %.789. ,e later continues that 0Defects arise because errors are made: the two ha'e a cause)and)effect relationshi%. ... -et errors will not turn into defects if feedbac( and action ta(e %lace at the error stage02Shingo, 3456, %. 5;9. <e sus%ect that Shingo and Deming would ha'e a %rotracted discussion about whether wor(ers or management are res%onsible for defects. =o resolution of that issue is underta(en here. /n e.am%le cited by Shingo early in the de'elo%ment of %o(a)yo(e shows how finding mista(es at a glance hel%s to a'oid defects. Su%%ose a wor(er must assemble a de'ice that has two %ush)buttons. / s%ring must be %ut under each button. Sometimes a wor(er will forget to %ut the s%ring under the button and a defect occurs. / sim%le %o(a)yo(e de'ice to eliminate this %roblem was de'elo%ed. The wor(er counts out two s%rings from a bin and %laces them in a small dish. /fter assembly is com%lete, if a s%ring remains in the dish, an error has occurred. The o%erator (nows a s%ring has been omitted and can

correct the omission immediately. The cost of this ins%ection #loo(ing at the dish$ is minimal, yet it effecti'ely functions as a form of ins%ection. The cost of rewor( at this %oint is also minimal, although the %referred outcome is still to find the dish em%ty at the end of assembly and to a'oid rewor( e'en when its cost is small. This e.am%le also demonstrates that %o(a)yo(e %erforms well when correcti'e action in'ol'es trying to eliminate o'ersights and omissions. 1n such cases, %o(a)yo(e de'ices are often an effecti'e alternati'e to demands for greater wor(er diligence and e.hortations to 0be more careful.0 /n e.am%le of a %o(a)yo(e de'ice at General >otors #G>$ was described by Ricard 2 Ricard, ?.J., 0G>@s Aust)in)time o%erating %hiloso%hy0, inB -.C. Shetty and D.>. Buehler, #Eds.$., !uality, *roducti'ity and 1nno'ation. Else'ier Science *ublishing, =ew -or(, 345F, %%. G37)G;4.9B 0<e ha'e an o%eration which in'ol'es welding nuts into a sheet metal %anel. These weld nuts will be used to attach %arts to the car later in the %rocess. <hen the %anel is loaded by the o%erator, the weld nuts are fed automatically underneath the %anel, the machine cycles, and the weld nuts are welded to the %anel. -ou must remember these nuts are fed automatically and out of sight of the o%erator, so if the e&ui%ment Aams or misfeeds and there is no %art loaded, the machine will still cycle. Therefore, we ha'e some %robability of failure of the %rocess. /n error of this nature is sometimes not detected until we actually ha'e the car welded together and are about to attach a %art where there is not a nut for the bolt to fit into. This sometimes results in a maAor re%air or rewor( acti'ity.0 0To correct this %roblem, we sim%ly drilled a hole through the electrode that holds the nut that is attached to the %anel in the welding o%eration. <e %ut a wire through the hole in the electrode, insulating it away from the electrode so as it %asses through it will only ma(e contact with the weld nut. Since the weld nut is metal, it conducts electricity and with the nut %resent, current will flow through, allowing the machine to com%lete its cycle. 1f a nut is not %resent, there will be no current flow. <e try to control the %rocess so that the machine will actually remain idle unless there is a nut in %lace.0 Shingo identified three different ty%es of ins%ectionB Audgment ins%ection, informati'e ins%ection, and source ins%ection. Judgment ins%ection in'ol'es sorting the defects out of the acce%table %roduct, sometimes referred to as 0ins%ecting in &uality.0 Shingo agreed with the consensus in modern &uality control that 0ins%ecting in &uality0 is not an effecti'e &uality management a%%roach, and cautioned against it. 1nformati'e ins%ection uses data gained from ins%ection to control the %rocess and %re'ent defects. Traditional S*" is a ty%e of informati'e ins%ection. Both successi'e chec(s and self)chec(s in !" are also a ty%e of informati'e ins%ection. Successi'e chec(s were Shingo@s res%onse to the insight that im%ro'ements are more ra%id when &uality feedbac( is more ra%id 23456, %%. 6F)649. <or()in)%rocess undergoes many o%erating ste%s as it is mo'ed through a manufacturing facility. +ften ins%ections are conducted at intermediate stages in the %rocess. Shingo@s concern was that the ins%ections may not occur soon enough after %roduction to gi'e the best information necessary to determine the cause of the &uality %roblem so that it can be %re'ented in the future. By ha'ing each o%eration ins%ect the wor( of the %rior o%eration, &uality feedbac( can be gi'en on a much more timely basis. Successi'e chec(s are ha'ing the nearest downstream o%eration chec( the wor( of the %rior o%eration. Each o%eration %erforms both %roduction

and &uality ins%ection. Effecti'e %o(a)yo(e de'ices ma(e such an ins%ection system %ossible by reducing the time and cost of ins%ection to near zero. Because ins%ections entail minimal cost, e'ery item may be ins%ected. *ro'ided that wor()in)%rocess in'entories are low, &uality feedbac( used to im%ro'e the %rocess can be %ro'ided 'ery ra%idly. <hile successi'e chec(s %ro'ide ra%id feedbac(, ha'ing the %erson who %erforms the %roduction o%eration chec( their own wor( %ro'ides e'en faster feedbac(. Self)chec(s use %o(a)yo(e de'ices to allow wor(ers to assess the &uality of their own wor(. Because they chec( e'ery unit %roduced, o%erators may be able to recognize what conditions changed that caused the last unit to be defecti'e. This insight is used to %re'ent further defects. Self)chec(s are %referred to successi'e chec(s whene'er %ossible. Since the main difference between successi'e chec(s and self)chec(s is which wor( station %erforms the ins%ection, in this research we do not distinguish between the two ty%es of informati'e ins%ection. Both successi'e and self)chec(s %ro'ide information 0after the fact.0 Source ins%ection determines 0before the fact0 whether the conditions necessary for high &uality %roduction e.ist. #=ote that Shingo@s use of the term source ins%ection is not the %ractice of ha'ing the buyer@s re%resentati'e ins%ect the &uality of wor()in)%rogress at the su%%lier@s facility, which is also called source ins%ection.$ Shingo writes, 01t had dawned on me that the occurrence of a defect was the result of some condition or action, and that it would be %ossible to eliminate defects entirely by %ursuing the cause0 2Shingo, 3456, %.789. ,e further writes that 01 realized that the idea of chec(ing o%erating conditions before the o%erations rather than after them was %recisely the same as my conce%t of source ins%ection0 2Shingo,3456, %.739. <ith source ins%ection, %o(a)yo(e de'ices ensure that %ro%er o%erating conditions e.ist %rior to actual %roduction. +ften these de'ices are also designed to %re'ent %roduction from occurring until the necessary conditions are satisfied. =orman 234559 refers to this ty%e of de'ice as a 0forcing function.0 The e.am%le from G> that 0forces0 the nut to be %resent before welding can occur is an e.am%le of source ins%ection. Source ins%ection, self)chec(s, and successi'e chec(s are ins%ection techni&ues used to understand and manage the %roduction %rocess more effecti'ely. Each in'ol'es ins%ecting 388 %ercent of the %rocess out%ut. 1n this sense, zero &uality control is a misnomer. These ins%ection techni&ues are intended to increase the s%eed with which &uality feedbac( is recei'ed. /nd although e'ery item is ins%ected, Shingo was em%hatic that the %ur%ose of the ins%ection is to im%ro'e the %rocess and %re'ent defects, and therefore is not intended to sort out defects #although in some cases that may also be an outcome$ 2Shingo,3456, %. 7F9. Shingo belie'ed that source ins%ection is the ideal method of &uality control since &uality feedbac( about conditions for &uality %roduction is obtained before the %rocess ste% is %erformed. Source ins%ection is intended to (ee% defects from occurring. Self)chec(s and successi'e chec(s %ro'ide feedbac( about the outcomes of the %rocess. Self)chec(s and successi'e chec(s should be used when source ins%ection cannot be done or when the %rocess is not yet well enough understood to de'elo% source ins%ection techni&ues. /dditional information about !" and failsafing is %ro'ided in the %o(a)yo(e reading list.

1n Shingo@s seminal boo( on !" 234569, he criticized S*" and suggested that !" should su%%lant S*" as the %reeminent tool for defect elimination in &uality control. ,is main argument against S*" was that it is by nature an intermittent form of ins%ection, and therefore allows for some number of defects to occur. ,e further argued that S*" is designed to maintain the current le'el of defects , rather than to aggressi'ely see( to eliminate them. 1n addition, Shingo claimed that 0...a loo( at S!" methods as they are actually a%%lied shows that feedbac( and correcti'e action ) the crucial as%ects of informati'e ins%ections ) are too slow to be fully effecti'e.0 2Shingo, 3456, %.659 Gi'en the fact that a%%lications of S*" generally ha'e substantial inter'als between the ta(ing of sam%les, it seems reasonable to argue that feedbac( will be faster with source ins%ection and informati'e ins%ection in !". ,owe'er, it is not clear that !" should be systematically faster than S*" at insuring correcti'e actions. 1ndeed, according to Shingo 2Shingo, 3456, %.F39, 0Defects will ne'er be reduced if the wor(ers in'ol'ed do not modify o%erating methods when defects occur.0 The willingness to ta(e correcti'e action is a function of the attitude and commitment of both managers and wor(ers, not an intrinsic attribute of a %articular a%%roach to &uality management. Shingo@s com%laint about the actual im%lementation of S*" may also a%%ly to !". / detailed, academic treatment of the relationshi% between S*" and !" is %resented in wor(ing %a%ers by Grout and Downs #3447$. The essence of their conclusions is when used for informati'e ins%ection, !" is not as effecti'e as S*" for defects that result from 'ariance in measurement data !" is a s%ecial case of S*" for defects that result from 'ariance in attribute data. !"@s source ins%ection can be used effecti'ely to eliminate mista(es and in conAunction with S*" to eliminate the recurrence of s%ecial causes.

Em%resa ?Hder en Recursos ,umanos SolicitaB*uestoB Jefe de %roducciInEdadB ;J a G7 aKosSe.oB >asculinoEstado ci'ilB 1ndistintoEscolaridadB 1ngeniero 1ndustrial titulado.E.%erienciaB De al menos ; aKos en %lanta de %referencia de em%resas internacionales de alimentos o farmaceLticas maneAando %ersonal sindicalizado, seguridad industrial y calidad.Descri%ciIn del %uestoB /cti'idadesB administrar los recursos #%ersonal, materiales y e&ui%os$, con controles establecidos %ara cum%lir el %rograma dentro del tiem%o, cantidad y calidad re&uerida, coordinar el %roceso de los %roductos, 'erificando fHsicamente estos y &ue los %rocedimientos se lle'en a cabo, %ara cum%lir con los estMndares establecidos, %lanear la distribuciIn adecuada del %ersonal de %lanta mediante la coordinaciIn directa en las lHneas de %roducciIn, %ara cum%lir con los %rogramas establecidos %or su%%ly %lanning, dirigir al %ersonal mediante las buenas relaciones humanas y la moti'aciIn %ara incrementar la armonHa entre todos y conseguir los obAeti'os de la em%resa, ca%acitar y desarrollar los recursos humanos

dis%onibles, mediante la retro)alimentaciIn %ara obtener la mM.ima eficiencia y %roducti'idad de su trabaAo, desarrollar un medio ambiente de buenas relaciones con el %ersonal sindicalizado, mediante un trato Austo y un res%eto mutuo %ara conser'ar la disci%lina y la moral en el mayor grado %osible, controlar las %roducciones diarias mediante el uso adecuado de documentos, %ara %oder tener un I%timo registro de tiem%os de %roducciIn, %ersonal y entregas de %roducto, 'erificar 'elocidades de la ma&uinarHa mediante el seguimiento de los ciclos de %roducciIn %ara cum%lir con el estMndar de %roducciIn y mantener el uso correcto y cuidados de los e&ui%os, %artici%ar en las acti'idades inherentes al sistema de control de %Nrdidas y %rotecciIn al ambiente &ue se defina en la em%resa y las &ue la legislaciIn nacional mar&ue, coordinando yOo contribuyendo directamente %ara obtener el obAeti'o de la organizaciIn en las Mreas mencionadas, coordinar cambios de formato, re'isando el %rograma diario y semanal de %roducciIn %ara cum%lir con lo %rogramado en cada una de las lHneas, su%er'isar la asistencia mecMnica a los de%artamentos de %rocesos y em%acado, 'erificando &ue los mecMnicos eAecuten aAustes continuos a las ma&uinas de las lHneas durante el turno de %roducciIn, %ara &ue esta no se interrum%a y se mantenga en o%eraciIn las lHneas, %romo'er el cambio y modificaciIn de e&ui%os, herramental y logHstica de %roducciIn en las Mreas de %rocesos y em%acado con el fin de acelerar la %roducti'idad, eficiencia y calidad, %romo'er y desarrollar la formaciIn de e&ui%os de alto desem%eKo y los gru%os de mantenimiento autInomo, im%lementar y sostener el orden y la lim%ieza en toda la %lanta a tra'Ns de las 7 S, im%lementar la metodologHa de T*> en toda la %lanta, incrementar la eficiencia a tra'Ns de resoluciIn de %roblemas crHticos &ue se%resentan en las lHneas de %roducciIn, asegurar la calidad de los %roductos, dMndole seguimiento a los controles estadHsticos de %roceso, asegurar el en'io de incidencias de %ago del %ersonal sindicalizado, al centro de ser'icios de Pnile'er, estos deberMn ser en tiem%o y forma, de acuerdo a los %rocedimientos establecidos.Re&uisitosB Dominio de seguridad industrial y calidad, conocimientos en las Mreas relacionadas con las acti'idades como sonB seguridad, calidad, mantenimiento, ingenierHa, almacenes, in'estigaciIn y desarrollo, %laneaciIn, tecnologHa e inno'aciIn en manufactura, etc. *rinci%ales habilidadesB gusto %or su trabaAo, soluciIn de %roblemas, ada%taciIn al cambio, trabaAo en e&ui%o, trabaAo baAo %resiIn. "onocimientos tNcnicosB seguridad industrial, maneAo de %ersonal alrededor de ;88 em%leados sindicalizados y otros mas de confianza, mecMnica bMsica, administraciIn de %ersonal, maneAo de windows #general$ y maneAo de S/* %referentemente. QrancNs /'anzado. >uy buena %resentaciIn.SueldoB R;7,888 a R;6,888 %restaciones su%eriores a la ley #'ales de des%ensa, automI'il, celular, etc$ y comisiones,orarioB ?unes a SMbado de 5B88 a 35B88 hrs. ona de trabaAoB TultitlMnEn'iar curricula en caso de cubrir todos los re&uisitos es%ecificados %or mail con el nombre de la 'acante. =osotros nos comunicamos %ara agendar entre'ista. Solo te %edimos indicar &ue checaste la

'acante en +"" %ara fines estadHsticos de la em%resa. GR/"1/S

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Mxico-DF - Ingeniero de Procesos

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Empresa Lder en Recursos Humanos Solicita: Puesto: Ingeniero de Procesos Edad: 24 a 36 aos Sexo: asculino Estado ci!il: Indistinto Escolaridad: Licenciatura "itulado Experiencia: nima de 2 aos en puesto similar en procesos de manu#actura$ programas de me%ora continua$ programas de seguridad industrial & coordinaci'n de lneas de produccci'n( )escripci'n del puesto: *oordinar & controlar procesos de manu#actura$ as como el seguimiento & aplicaci'n de procesos de calidad( ane%o de lneas de producci'n & personal sindicali+adon( ,n-lisis de indicadores de e#iciencia & controles estadsticos( Re.uisitos: Ingenieros Industriales o a#n$ titulados /nicamente( *onocimiento de la rama de manu#actura & calidad$ instrumentos de medici'n$ con!ersiones$ seguridad industrial$ especi#icaciones de calidad 0IS12333$ Lean anu#acturing$ 4s$ Six sigma5$ indicadores de e#iciencia$ controles estadsticos$ mane%o de lneas de producci'n & personal sindicali+ado( Indispensa6le conocimiento a!an+ado de autocad & pro%ect( )isponi6ilidad de 7orario & #acilidad para !ia%ar( )esea6le tener pasaporte & !isa a/n no !igentes(( Ingl8s ,!an+ado( u& 6uena presentaci'n(( Sueldo: 92:333 a 92:333$ prestaciones de le& Horario: Lunes a ;iernes de <:33 a :<:33( =ona de tra6a%o: *uautitl-n I+calli

En!iar *; a: ploae+amanpo>er Interesados en!iar su curriculum por mail( Solo te pedimos indicar .ue c7ecaste la !acante en 1** para #ines estadsticos de la empresa( ?R,*I,S

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Datos de la $m%resa
&aola *oaeza ploaeza3(anpower.co(.(4 %anpower 5 671*'T8%#79TO D: %8.#;O. 1.O 8;. #9.'6<79T7. .'6 9O. 1271 *O18* "0 &*8=8 #99 1. %e4ico, Distrito :ederal &h: "322 " 00

A%%l&ing Lean Manufacturing 'o Six Sigma - A !ase Stud&

By =iraA Goyal There are continuing &uestions about the relationshi% between ?ean >anufacturing and Si. Sigma techni&ues. This relationshi% has been e.%ressed as followsB
.tretch the process applying *ean techni>ues .olve the proble(s of deviation fro( the standards 7nsure (aintenance of the i(proved status using .i4 .ig(a techni>ues ?owever, if the syste( and processes are too poor, stretching it could brea- it. #n this case .i4 .ig(a techni>ues should be applied to solve so(e of the top line proble(s before stretching it.

The case presented clearly de(onstrates this relationship.

This wor( was carried out in a large com%any based in the PS and 1ndia in the business of con'erting %rinted %a%er from customers into electronic co%ies. 1t is a continuation of the earlier case study entitled 0Si. Sigma "ase StudyB "on'erting *a%er to Electronic

Documents.0 The %a%er material is &uite heterogeneous in nature )) consisting of assorted magazines and legal %a%ers. The results obtained ha'e ob'ious a%%licability to the bac( rooms of industries %rocessing large amounts of data )) 1T enabled ser'ices, ban(s, insurance com%anies, hos%itals, and com%uter based office %rocesses. They are also a%%licable to most organizational %rocesses. /s em%hasized in the earlier wor(, in the author@s o%inion and e.%erience, success is a function of techni&ues and more im%ortantly a mindset change in the organisation. The narrati'e unfolds in the same se&uence as the %roAect did %ointing out the critical stages where results were achie'ed and where mindset changes occurred. 1. Define And Measure The Pro le! 3.3$ Selection of the %roblemB / meeting of the senior management of the com%any was held and a brainstorming session %roduced a list of o'er G8 %roblems. These were affinitized into two categoriesB
@7nd result@ proble(s faced by the e4ternal custo(ers #nternal proble(s that were causes of custo(er proble(s rather than basic proble(s the(selves

The realization that the first category of %roblems was the one to be attac(ed #customer focus$ came s%ontaneously. Then %rioritization was done to select the most im%ortant %roblem using the weighted 'oting system followed by a &uic( discussion to %roduce a consensus. The theme #"T!s$ selected was 0"onsistency of !uality and Timeliness.0 The "onsistency of *roduct !uality was resol'ed first and a 45S error reduction was achie'ed. The %roAect described here was born out of a chance remar( by one of the %artici%ants in the grou%B 0<e are going to add new ca%acity.0 To my casual &uery, 0<hy?0, came the answerB 0<e need to im%ro'e the turnaround.0 1mmediately 1 inter'ened stating that turnaround is not de%endent on ca%acity. The disbelief that stared bac( at me was but a reflection of the mindset %re'ailing and the tas( at hand to change it. / cross)functional team including the %lanning %ersonnel, and the (ey re%resentati'es of the o%erations from each stage of the %rocess was formed to test the %rinci%les of ?ean >anufacturing in %ractice. 3.;$ Definition of the %roblemB / second le'el of brainstorming generated a list of %roblems which were affinitized into customer %roblems and internal %roblems. The customer %roblems were e.%ressedB
3. ;. Delayed delivery 55 fre>uent custo(er co(plaints &ea-ing of inco(ing loads aggravates delays.

The other proble(s were set aside as they were causes of the custo(er proble(s rather than intrinsic proble(s the(selves.

The *roAect "harter was then set out as followsB Pro le! " Custo!er desire - Current state

3.G$ >easure the %roblemB / suitable data collection chec( sheet was designed and data was collected two wee(s on the turnaround time of documents to define the %roblem &uantitati'ely. The following results were obtainedB "ustomer Re&uirement +f Turnaround TimeB T7 days "urrent State /'erage TurnaroundB 7 days sigmaB 3 day G)sigma #44.FS$ Deli'ery To StandardB T5 days The inter%retation of consistency of deli'ery #turnaround$ using sigma created disbelief at first as the grou% struggled to understand the conce%t. Gradually howe'er it was gras%ed )) the %roblem was not the a'erage turnaround, which was within the customer limit but the 'ariability. This was the second maAor mindset change and led to the definition of the goalB #edu$e Turnaround ti!e % &'( so that its )a*erage + , sig!a- . / da%s. 0. Anal%sis of the Pro le! / flowchart was %re%ared outlining each acti'ity in the %rocess. >any ga%s were re'ealed that had to be filled u% and thought through. Standard times of each %rocess %er batch of 78 %ages were tabulated in a s%ecially designed chec( sheet. The team was amazed when the time for the 'alue adding ste%s added u% to only G3 hours. The most im%ortant mindset change had begun, as(ing, 0<hy do we ta(e 7)5 days?0 The %rinci%les of ?ean >anufacturing and turnaround time reduction were then introducedB
=ero waiting ti(e =ero #nventory .cheduling 55 internal custo(er pull instead of push syste( Aatch to :low 55 cut batch sizes *ine Aalancing 1ut actual process ti(es

Qinding the 'ital causesB Data was collected for three batches cloc(ing the timing at each stage and com%aring it to the standard timings to find where time was being lost on a s%ecially designed data sheet. <ith the data it too( the grou% only a few minutes to draw a *areto Diagram of delays and conclude three 'ital reasons causing F8S of the delay was non)%rocessing #waiting$ time due toB
*ac- of awareness 55 large waiting ti(es for s(all ite(s falling between depart(ents #nventory 'nscheduled wor- patterns and therefore unavailability of personnel at the right ti(e

,. 1dea 2eneration The old mindsets were shattered but the grou% was struggling to understand the conce%ts confidently enough to start a%%lying them in regular %roduction. /n e.%eriential simulation classroom e.ercise in which the grou% members %artici%ated was designed and carried out to e.%erience the conce%ts first hand. /rmed with this con'iction, the team %roceeded to the ne.t ste% to design a %ilot test.

*lanning the *ilotB / ste%)by)ste% im%lementation %lan was drawn u%. 1t was estimated that cutting in'entory and scheduling the %roduction cycle to flow in the current batch sizes would lead to the achie'ement of the goal. The whole chain was briefed about the new method and agreed on a schedule. The team was ready to run the %ilot. /. 1dea Modifi$ation / %ilot batch was run to test the schemeB 1t too( G6 hours. /mazed Aubilation followed by an enthusiastic buy)in of the conce%ts )) demonstrating my belief that nothing wor(s better than results in accom%lishing mindset change. Qrom then on it was difficult to restrain the grou% from %ushing ahead too fast. &. 1!ple!enting The Change 7.3$ SchedulingB *roduction was carried out in a number of %arallel lines in a 3);)3)F)3 configuration. "areful scheduling and %lanning of the set u% was done to con'ert each stage to the new mode of running. Training was carried out, and the con'ersion begun with data ac&uisition for further %roblem sol'ing. 7.;$ 1m%lement the changeB /fter eight wee(s of a ste%)by)ste% introduction the new schedule was running and estabilised at all stages. E'eryone was %leasantly sur%rised at the ease of im%lementation and learned that in'ol'ement of all functions and effecti'e countermeasure design using data ma(es im%lementation of dramatic im%ro'ement easy and &uic(. 3. Che$king The #esult The turnaround achie'ed was as followsB /'erage Turnaround TimeB G days sigmaB 8.J days /'erage U G sigmaB J.; days #i.e. T 7 days$ The goal had een a$hie*ed4 The *roduction line %ersonnel re%orted tremendous benefitsB
B 7ase of trac-ing production batches B #ncreased productivity Cover "0DE and therefore reduced costs B Aetter >uality B 8bility to handle pea-s of input data of up to 7"D for 2 days per wee- within custo(er specified turnaround li(its

5. 6tandardi7ation 8f Control "ontrol charts were introduced and a s%ecial %resentation on how to draw and inter%ret them was made to the line %ersonnel. / Standard +%erating *rocedure with a concise re%orting format was de'elo%ed for regular re'iew, management control and (illing of any new causes of 'ariability. The team was left with the mindset of continuous im%ro'ement )) 01f you do not im%ro'e, you deteriorate0. Quture /ctionB /t the end of the %roAect when as(ed what could be achie'ed in terms of turnaround the team confidently asserted that they could cut it by half to a G sigma %erformance of T3.7 days, or more than a si. sigma %erformance for the customer. This was estimated to yield a further J8S increase in %roducti'ity. The !indset $hange fro! the pre pro9e$t stage :as an intangi le gain ut perhaps the !ost i!portant one. This *roAect is now in %rogress.

Con$lusion -- 6elling Qualit% The combined effect of ?ean >anufacturing and Si. Sigma has led to im%ro'ements in %roduct &uality #45S reduction in errors$ and turnaround time #78S reduction$. These im%ro'ements ha'e resulted not only in cost reduction, but also the %ossibility of %resenting these im%ro'ement stories to the customer, building the re%utation of the com%any as a leading su%%lier of &uality, and thereby increasing the %robability of getting higher 'olumes of business. A out The Author =iraA Goyal has ;7 years of rich and 'aried wor(ing e.%erience in multinationals in 'arious o%erating roles, among them +%erations Director, "adbury 1ndia ?imited, where he was e.%osed to and was among the leading im%lementers of the T!> mo'ement. / few years bac( he set u% his own consultancy, "ynergy "reators *ri'ate ?imited. >r. Goyal consults in 1ndia and PS with a di'ersity of industries ) training them and facilitating the im%lementation of the techni&ues of T!> and Si. Sigma until the culture of continuous change is internalized. Qurther details about this article and assistance for similar change initiation and im%lementation through training and facilitation can be obtained from >r. Goyal at niraAgoyalV'snl.in.

Process "edesign to "educe !&cle 'ime ( A !ase Stud&

By DibyaAyoti Bandyo%adhyay / %ower distribution com%any in 1ndia, catering to the needs of domestic, commercial, industrial and agricultural users, was not meeting the country@s Electricity Regulatory "ommission %erformance standard regulations for metering and billing. Those standards re&uire the com%any to %ro'ide new %ower connections within G8 days from the date an a%%lication is recei'ed. 1n each case that the com%any was unable to meet the standard, it was re&uired to %ay a %enalty for the delayed connection. This translated into an annual cost of 3,458,888 Ru%ees #PSRJ6,888$. / Si. Sigma D>/1" %roAect was initiated to reduce cycle time. This is the case study of that %roAect.

Im%ro)ement O%%ortunit& '*e Define+Measure P*ases

The %roAect sco%e was limited to the %rocess of %ro'iding new %ower connections to users u% to a 388(w load in a%%ro'ed and electrified areas where the %ower su%%ly networ( e.ists. The defect was defined as any new %ower connection that re&uired more than G8 days to com%lete. Data collected for a fi'e)month %eriod showed an increasing trend in the number of defects with an a'erage of GG8 %er month #Qigure 3$. "om%letion of the data collection %lan yielded the information reflected in Table 3.
Figure , %onthly .tatus of &ending 1onnections 8fter .tipulated 305Day Ti(e *i(it

'a-le , Summar& Statistics of !ollected Data

%ean .tandard 7rror %edian %ode .tandard Deviation .a(ple ;ariance Furtosis .-ewness 6ange %ini(u( %a4i(u( .u(

J6.; 3.3 J3.8 G3.8 ;7.6 67J.7 J.F 3.5 3F3 ; 3FG ;FG;5

The %roAect targeted benefits included cost sa'ings associated with the amount %aid in %enalties, local con'eyance e.%enditures, em%loyee costs, and document handling as well as an increase in customer satisfaction.

Anal&sis and Inter%retation '*e Anal&.e P*ase

/ cross)functional team was formed to %re%are a %rocess ma% with each acti'ity identified by one of three categories W real 'alue)added, business 'alue)added, non)'alue) added W based on the following criteriaB #eal *alue-added included essential acti'ities that transform in%uts into out%uts that are necessary to meet customer re&uirements and ha'e %ercei'ed 'alue to the customer. Business *alue-added included acti'ities that are installed by management and deemed necessary to su%%ort, control, and monitor internal business functions but ha'e little or no %ercei'ed 'alue to the customer. ;on-*alue-added included nonessential and non)%rocessing acti'ities that do not contribute to customer satisfaction or im%ro'ed business o%erations. The results of the analysis showed that only 34 %ercent of the %rocess acti'ities are real 'alue)added. Qrom a time study carried out to estimate the standard man)minutes re&uired for %erforming each %rocess acti'ity, it was determined that the %rocess re&uired a ma.imum time of 5.; hours. Real 'alue)added acti'ities com%rised only ;7 %ercent of

the o'erall %rocessing time #Table ;$ indicating that in some stage of the %rocess, significant brea(downs were occurring.

'a-le / Anal&sis of 0arious Acti)it& !ategories

A$ti*it% Categor%
6eal ;alue58dding Ausiness ;alue58dding 9on5;alue58dding 'otal

;u! er of A$ti*ities in Progress 3J ;4 G3 5/

<sti!ated 6tandard Man-=ours>Case ;.8J ;.5; G.G3 @.15

<sti!ated Ma?i!u! Man-=ours>Case ;7S GJS J8S 3@'

To assess where significant brea(downs in the %rocess were occurring, the total cycle time was di'ided into fi'e sub)categories based on 'arious milestone dates #Table G$.

'a-le 1 Definitions of $ac* Su--!&cle 'ime

Su--!&cle 'ime .ub51ycle Ti(e5# C.1T5#E Definition Ti(e between date of receipt of application and date of de(and note preparation .ub51ycle Ti(e5## C.1T5##E Ti(e between date of de(and note preparation and date of printing of de(and note .ub51ycle Ti(e5### C.1T5###E Ti(e between date of printing of de(and note and date of pay(ent by custo(er .ub51ycle Ti(e5#; C.1T5#;E Ti(e between date of pay(ent by custo(er and date of progress card generation .ub51ycle Ti(e5; C.1T5;E Ti(e between date of progress card generation and date of energizing

The *areto analysis of the sub)cycle times re'ealed that two cycles were accounting for 55 %ercent of the total time #Qigure ;$.
Figure / 1ontribution of 7ach .ub51ycle Ti(e

/ brainstorming session identified the significant factors affecting these times. Qrom that information, solutions were identified.

"ecommendations '*e Im%ro)e P*ase

To redesign the %rocess all non)'alue)added acti'ities were eliminated, business 'alue) added acti'ities were minimized, and real 'alue)added acti'ities were streamlined. Cey im%ro'ements included the followingB
The application for( and agree(ent for( were co(bined, reducing the nu(ber of re>uired docu(ents and eli(inating duplicate infor(ation. Databases related to (eter reading status and bill pay(ent status of e4isting custo(ers were (ade accessible online to detect potential status issues before accepting the application. Detection at the application receiving stage rather than at a later stage helped reduce rewor- and i(prove custo(er satisfaction. .yste(atic calculations of charges and i(ple(entation of an e5(ail (essaging syste( for co((unication of potential issues (ade the process flow faster and be less prone to errors.

The redesigned %rocess was %iloted in one district during a four)wee( %eriod. / time study was carried out to estimate the standard man)minutes re&uired for %erforming each acti'ity in the new %rocess #Table J$. Results were %ositi'e, with the new standard de'iation set at J.5 days and the mean total cycle time reflecting 3;.3 days, a substantial reduction o'er the %re'ious %rocess mean of J6.; days. 1n addition, the number of acti'ities in the %rocess was reduced from FJ to G6.

'a-le 2 Anal&sis of 0arious Acti)it& !ategories

A$ti*it% Categor%
6eal ;alue58dding Ausiness ;alue58dding 9on5;alue58dding 'otal

;u! er of A$ti*ities in Progress 4 ;F 8 ,3

<sti!ated 6tandard Man-=ours>Case 3.F G.7 8.8 &.0

<sti!ated Ma?iu! Man-=ours>Case G;.FS 6F.GS 8.8S 1''.'(

At Last '*e !ontrol P*ase

To monitor and control ongoing %rocess %erformance, the com%any im%lemented a database to trac( each a%%lication and monitor the (ey sub)cycles. / concise re%orting format also was de'elo%ed to trac( the wee(ly %rogress of energizing within each zone and the o'erall %erformance for each district. / cost)benefit analysis conducted after full im%lementation of the new %rocess in all zones &uantified the net sa'ings for the com%any #Table 7$ and confirmed the success of the %roAect.

'a-le 3 !ost-4enefit Anal&sis

Account 5eadings .avingsGper annu( fro(: &enalty (oney 74penditure on local conveyance 'otal Annual Sa)ings 74penditure per annu( for: &urchase of two (obile supply vans Cone for each five districtsE 75(ail costs C2,000 6upees per (onth per zoneE

A!ount )#upees- "emar6s

1,2H0,000 1,00H,000 /78997::: Aased on past perfor(ance Aased on data provided by the clai(ants

368,888 468,888

Based on cost of 'ans totaling 588,888 Ru%ees amortized o'er fi'e years. /nnualized cost 368,888 #>aintenance cost of 'ans was not considered$ /%%ro.imated

'otal Annual $x%enditures 'otal ;et Annual Sa)ings

,7,/:7::: ,79<97:::

'*e $lements of Success W*en Starting =% Six Sigma

$xclusi)e Six Sigma "esearc* from iSixSigma Maga.ine

Thinking of starting a Six Sigma initiative this year or next year? For
any adventure, the first few steps can set the mood for the rest of the journey. The same is true for a Six Sigma deployment, in which thoughtful planning can make the difference between respectable returns or a uality uagmire. This iSixSigma Magazine research study explored the ins and outs of starting up a Six Sigma initiative and sought to identify the elements that contribute to a program!s success during the first two years. Those companies that will begin an initiative next year will find in this study baseline data to consider in deployment planning, and those well into their Six Sigma initiative can compare their deployment to the findings here.

1,191 52

"umber of total survey respondents

#ercent of respondents who reported that their company invested less than $%&&,&&& in Six Sigma the first two years

47 31 20 58 61 42

#ercent of respondents who said between ' and '& projects were completed during the first two years of their company!s Six Sigma deployment #ercent of respondents who reported that employees internally promoted to Six Sigma roles were the ones to initially drive their company!s program #ercent of respondents who said the most challenging aspect of their Six Sigma deployment the first two years was selecting the right projects #ercent of respondents who reported that executive compensation at their company was not tied to reaching Six Sigma goals #ercent of respondents from companies with highly successful(rated Six Sigma programs who reported that executive compensation was tied to Six Sigma #ercent of respondents who reported that )tangible commitment from company executives) was the most important criterion of a successful Six Sigma program

1.3 17 39

#ercent of respondents who reported that their company deployed Six Sigma enterprise wide and said the deployment was highly unsuccessful #ercent of respondents who said Six Sigma was brought to their organi*ation by a former +, executive #ercent of respondents who said the initial motivation that led their organi*ation to investigate Six Sigma was )as a way to improve the uality of existing products-services)

.ritical findings of this exclusive benchmarking research include/ A1;D1;2 1B -ou get what you %ay for. / higher le'el of in'estment results in a higher return on in'estment. A1;D1;2 0B >oney tal(s. "om%anies that tie e.ecuti'e com%ensation to reaching Si. Sigma goals are more successful, and their senior management is more committed. "ommitment deli'ers. The number one factor in a successful de%loyment is e.ecuti'e su%%ort. A1;D1;2 ,B "om%anies that begin Si. Sigma with an enter%rise)wide de%loyment ha'e a higher R+1 than those that start with a %ilot %rogram. A1;D1;2 /B Selecting the right %roAects and getting them done %ro'e challenging to com%anies starting u% Si. Sigma.

A1;D1;2 &B ,ighly successful)related Si. Sigma %rograms more often rely on finance analysts than %roAect leaders to calculate %roAect benefits in the first two years.
I@S"I"A"1 P1LI"B*@I*1 @,*I1@,L SE*RE",RC, )E ED"E@SIE@ F )IGASIE@ )IRE**IE@ )E SER;I*I1 S1*I,L F E?RES,)1S A@I),) PR1GESI1@,L I@"ER)IS*IPLI@,RI, )E I@?E@IERC, F *IE@*I,S S1*I,LES F ,) I@IS"R,"I;,S E@*AES", L,H1R,L Estimado Egresado: "u cola6oraci'n es importante para lle!ar a ca6o la encuesta de inserci'n la6oral 2334I La aplicaci'n de esta encuesta tiene como #in conocer tu incorporaci'n en el mercado la6oral & ciertas caractersticas de tu tra6a%o actual( Holeta: JJJJJJJJJJJJJJJJJJJJJJ *arrera: JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ @ota: Registra dentro del recuadro el n/mero .ue corresponda a tu respuestaI @1 de%es ninguna pregunta sin contestar( Es urgente el reen!o de esta in#ormaci'n al correo electr'nico os!eJupiicsaK&a7oo(com(mx $ para cual.uier aclaraci'n comuncate al 46(24(2333 ext( L33<L ' L334:( ?racias por tu participaci'n( I( ?8nero: :5 Gemenino 25 asculino :5 Pasante 25 "itulado 0 0 5 5 0

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;I( M*u-nto tiempo te lle!' conseguir tu actual ' /ltimo empleoN 0 5 :5 enos de 3 meses 25 Entre 4 & 6 meses 35 )e 6 a < meses 45 -s de < meses ;II( M*u-l #ue el principal re.uisito para conseguir tu /ltimo ' actual empleoN 0 5 :5 "ener ttulo de licenciatura 25 ,pro6ar los ex-menes de selecci'n 35 )ominio de otro idioma &Oo 45 ane%o de tecnologa 45 Experiencia 65 1tro 0especi#ica5 JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ ;III( MEl puesto .ue ocupas u ocupaste$ es ' eraN 5 :5 E%ecuti!o de mandos medios 25 Empleado u operati!o pro#esional 35 Pro#esional independiente 45 ,uxiliar 45 Empleado no pro#esional 65 1tro 0especi#ica5 JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ ID( MEl tamao de la empresa en la .ue te empleaste$ es ' eraN: 0 5 :5 icro 07asta :4 empleados5 25 Pe.uea 0entre :6 & :33 empleados5 35 ediana 0entre :3: & 243 empleados5 45 ?rande 0m-s de 24: empleados5 D( "ipo de empresa donde te empleaste: :5 P/6lica 25 Pri!ada DI( MPu8 tipo de contrataci'n tienes ' tu!isteN :5 "emporal 25 Permanente 35 1tro 0especi#ica5 JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ DII( "u %ornada la6oral es ' #ue de: 0 5 :5 4 7oras 25 6 7oras 35 < 7oras 45 :2 7oras DIII( Indica el rango de tu ingreso mensual neto en tu actual ' /ltimo empleo: 0 5 :5 9 2$333 a 9 4I333 25 9 4$33: a 9 2$333 35 9 2$33: a 9 :2$333 45 9 :2$33: ' m-s 0 0 5 0

DI;( En el orden acad8mico(M*u-l #ue la principal limitante para o6tener tra6a%oN 0 5 :5 Galta de conocimiento te'rico 25 Galta de 7a6ilidades & destre+as en la pr-ctica 35 Integraci'n de la teora a la pr-ctica 45 1tro 0especi#ica5 JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ D;( MEn .u8 porcenta%e$ lo aprendido en tus estudios 7a coincidido con las acti!idades de tu tra6a%oN 0 5 :5 enos de 24Q 25 )e 26Q a 43Q 35 )e 4:Q a L4Q 45 )e L6Q a :33Q D;I( M*u-l #ue la 7a6ilidad .ue m-s desarrollaste en tu #ormaci'n acad8micaN 0 5 :5 ,n-lisis & sntesis 25 *omprensi'n & redacci'n 35 )ominio de otro0s5 idioma0s5 45 ane%o de tecnologa 45 *omunicaci'n 65 "ra6a%o en e.uipo D;II( 1rdena los siguientes contenidos del plan de estudios$ de acuerdo a la importancia .ue les da tu escuela: 0 5 Ensean+a te'rica 0 5 Ensean+a metodol'gica 0 5 Pr-cticas: En empresas$ de la6oratorio$ de campo$ en talleres$ clnicas$ etc( D;III( )e los siguientes contenidos del plan de estudios de tu carrera( M*u-l ampliaras 0:5$ mantendras 025$ ' reduciras 035N 0 5 Ensean+a te'rica 0 5 Ensean+a metodol'gica 0 5 Pr-cticas: En empresas$ de la6oratorio$ de campo$ en talleres$ clnicas$ etc( @ota: Si es tu primer empleo N?R,*I,S P1R "A *1L,H1R,*IE@N( Si tu!iste m-s de un empleo contin/a con las /ltimas preguntas DID( Si comparas tu puesto actual ' /ltimo con el primero$ en cuanto a tu desarrollo pro#esional$ consideras .ue: e%or' enos de 24Q )e 26Q a 43Q )e 4:Q a L4Q )e L6Q a :33Q 0 0 0 0 Empeor' 5 enos de 23Q 0 5 5 )e 26Q a 43Q 5 )e 4:Q a L4Q 0 5 5 )e L6Q a :33Q 0 5 0 0 5 5 Est- igual

DD( Si comparas tu ni!el de ingresos actual o /ltimo con el del primer empleo .ue tu!iste despu8s de tu egreso$ consideras .ue:

e%or' enos de 24Q )e 26Q a 43Q )e 4:Q a L4Q )e L6Q a :33Q *1L,H1R,*IE@N

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