This document provides an introduction and study guide for Lean Six Sigma. It discusses key aspects of both Six Sigma and Lean methodologies including:
1. The origins and evolution of Six Sigma starting in the 1980s at Motorola and how it has been adopted by other industries.
2. The Define, Measure, Analyze, Improve, Control (DMAIC) process used in Six Sigma and Lean principles like eliminating waste and creating value for the customer.
3. Metrics used to measure process performance in Six Sigma like Defects Per Unit and in Lean like lead time, process time, and cycle time.
Original Description:
Final Exam Study Guide for EIN6935allC13 Six Sigma
Original Title
Final Exam Study Guide for EIN6935allC13 - Session 7
This document provides an introduction and study guide for Lean Six Sigma. It discusses key aspects of both Six Sigma and Lean methodologies including:
1. The origins and evolution of Six Sigma starting in the 1980s at Motorola and how it has been adopted by other industries.
2. The Define, Measure, Analyze, Improve, Control (DMAIC) process used in Six Sigma and Lean principles like eliminating waste and creating value for the customer.
3. Metrics used to measure process performance in Six Sigma like Defects Per Unit and in Lean like lead time, process time, and cycle time.
This document provides an introduction and study guide for Lean Six Sigma. It discusses key aspects of both Six Sigma and Lean methodologies including:
1. The origins and evolution of Six Sigma starting in the 1980s at Motorola and how it has been adopted by other industries.
2. The Define, Measure, Analyze, Improve, Control (DMAIC) process used in Six Sigma and Lean principles like eliminating waste and creating value for the customer.
3. Metrics used to measure process performance in Six Sigma like Defects Per Unit and in Lean like lead time, process time, and cycle time.
Page 1 of 10 Introduction to Six Sigma and LEAN The Deming P-D-C-A Cycle: 1. Plan: Identify problem Develop plan for improvement 2. Do: Implement plan on test basis 3. Check / Study Is the plan working 4. Act: Institutionalize improvement, Continue cycle Six Sigma Created by Motorola in mid 80s Bill Smith of Motorola: Father of Six Sigma Mikel Harry: Creator of the DMAIC Process, Deployment tactics (Belts) Other companies including Healthcare, Financial, Educational, and Government sectors adapted quickly Honeywell: Fastest Implementation of Six Sigma Yet!! GE: Important contributions to the evolution of Six Sigma Jack Welchs 4Es (Energy, Energize, Edge, Execute) and 1P (Passion) Generated-sustained success Set a performance goal for everyone (common goal, common language) Enhanced value to Customers and Stakeholders Accelerated the rate of improvement Executed strategic change Focuses on both the External and Internal customers Applicable to not only the manufacturing floor, but to non-manufacturing (service) areas as well Requires the commitment and support of the leadership Engages the many silos of the enterprise Six Sigma is: An overall strategy to accelerate improvements in processes, products and services A measurement of how effective strategies are in eliminating defects and variations from processes, products and services to increase yield. Sigma is a statistical unit of measure that reflects process capability The sigma scale of measure is perfectly correlated to such characteristics as defects-per-unit, parts-per million defective, yield, and the probability of a failure/error. The Six Sigma Improvement Methodology helps us identify and reduce/eliminate sources of variation by applying the various tools, narrowing the number of input variables and optimizing the process LEAN is an umbrella program to create value to the customer by eliminating waste. If we get rid of waste and variation, we can get a more improved and consistent process. Criteria for Project Selection: Results on Business, Feasibility, Organizational Impact Criteria Variation exists everywhere, impacts the customer, and needs to be understood and controlled Customers feel the VARIATION Not the Mean Components of Variation Common or Controlled Cause Special or Assignable Cause Normal bouncing around of any process. Uncontrolled variation. Need to modify process/technology to reduce. Due to an assignable input.
The Six Sigma Process Improvement Methodology Phases: Define, Measure, analyze, Improve, Control The Evolution of LEAN: 1940s 1950s 1970s 2000 The Foundation to LEAN - Training Within Industry: The Origin of Japanese Management and Kaizen Job Instruction Job Methods Job Relations Program Development SPC TQM Quality Circles Dr. Edwards Deming Joseph Juran Kaoru Ishikawa Eiji Toyoda Taichi Ohno Shigeo Shingo Toyota Production System Just-In-Time Continuous Flow Manufacturing Stockless Production World Class Manufacturing THE MACHINE THAT CHANGED THE WORLD Womack, Jones, & Roos MITs $5M, 5-year study of Japanese, American, and European automobile assembly plans
EIN6935allC13 - LEAN Six Sigma Final Exam Study Guide
Page 2 of 10 The 14 Management Principles of the Toyota Way: Management philosophy, The Toyota Production System (TPS)
The LEAN Principles (according to James Womack) 1. Specify value in the eyes of the customer 2. Identify value stream and eliminate waste 3. Make value flow 4. Allow the customer to pull 5. Continuously improve in pursuit of perfection The Concept of LEAN - CADENCE: The measure or beat of movement - FLOW- A smooth uninterrupted movement - BALANCE- Arrange so that one set of elements exactly equals another - SYNCHRONIZATION - To cause to operate with exact coincidence - FLEXIBILITY - Ready capability to adapt to new, different or changing requirements in time and rate
DEFINE Phase - Objective: To identify the business improvement opportunity, define critical customer requirements, map the high level processes and value stream map and build effective team
According to The Six Sigma Way, there are two elements that are critical to the closed-loop business (Six Sigma) system. 1. Finding out which X variables have the most influence on the Y variables 2. A company must use the changes in Y variables to regulate the organization and keep it running right. Problem/ Opportunity Definition COMPLETE and DETAILED description of the problem that needs to be solved or a potential opportunity that needs to be exploited - Should NOT contain causes or solutions - Must remain FOCUSED on the problem or the opportunity Translating the Customer Needs - CTS : Critical To SATISFACTION - CTQ : Critical To QUALITY - CTD : Critical To DELIVERY - CTC : Critical To COST The KEY to Critical-to-Satisfaction (CTSs) issues is to make them MEASURABLE! Ways to identify Critical-To-Satisfaction Issues: Direct contact a small representative group. ASK THE CUSTOMER (Surveys, Face-to-face, etc) Received requests or demands Performance Scorecards KANO MODEL Listen to the Voice of the Customer (VOC) QUALITY FUNCTION DEPLOYMENT (QFD): Also referred to as the House of Quality A process for product planning and development in which the key customer wants and needs are deployed throughout the organization in all stages of the product development.
Lean Principle #1: SPECIFY VALUE IN THE EYES OF THE CUSTOMER - A LEAN enterprise thinks more about its customers than it does about running machines fast to absorb labor and overhead - Whenever there is a product for a customer, there is a value stream. The challenge lies in seeing it.
Definition of Value Added activities: These are activities that the customer is willing to pay for. Activities that: change the size, shape, fit , form, or function of material or information for the 1st time to meet customer requirements. Definition of Non-Value Added activities: These activities the customer does not want, does not need and is NOT willing to pay. These are activities that should be eliminated, simplified, reduced or integrated Order Processing Storage (Material, WIP and Finished) Machine Set-Up Equipment & People Downtime Transporting Rework Inspection & Testing
Project Boundaries: Well Defined BEGIN & END points prevent scope creep! Projects, Actions and Tasks always come back to this simple process equation: Y = f (x1, x2, x3, xn) which is referred to as the Big Y - Output (Y) equals some function of all the inputs (xs) Brainstorming: A way of generating radical ideas. Criticism and judgment cramp creativity EIN6935allC13 - LEAN Six Sigma Final Exam Study Guide
Page 3 of 10 Affinity Diagrams: Essential when facts or thoughts are uncertain and need to be organized, when ideas need to be clarified, and when unity within a team needs to be created Typical Six Sigma Performance Metrics: Defects Per Unit (DPU): The average number of defects observed when sampling a population. First Time Yield: Total number of units that get through an operation without being reworked or scrapped divided by the total number of units Parts Per Million (PPM): The Average Defects Per Unit normalized to one million. Defects Per Million Opportunities (DPMO): Average Defects Per Unit divided by the number of opportunities to make a defect normalized to one million Rolled Throughput Yield is the product of the First Time Yields of all steps in a process It is also the probability of zero defects through all steps of a process (example: RTY = 0.9555 X 0.97 X 0.944 = 0.874 or 87.4%)
Typical LEAN Measurements Lead Time - The amount of time, defined by the supplier, which is required to meet a customer request or demand. The total elapsed time from when a customer places an order to the time the customer receives that order. Typically 95% of Total Lead Time is Non-Value Added!!! Process Time - Value adding component of lead time Cycle Time - The total elapsed time to move a unit of work from the beginning to the end of a physical process. Queue Time The time the unit seats idle, waiting for processing Throughput Time - The amount of work done in a given amount of time Set-Up Time The time of actually converting the equipment
How do we use Takt Time Cycle Time must always be less than Takt Time Number of Operators= Total Work Content/ Takt Time Example: Number of Operators = 10/3.9=2.7 ~ 3 operators
Though Map (T-map): Graphical representation of your thought process and approach to assist you in satisfying your project goals. Iterative process - used throughout your project and updated as you go! It typically includes: Questions asked Decisions made Problem Statement Barriers encountered Answer/ Knowledge obtained Resources needed Tools used Data collected
Project Charter - The official record of each project. A LIVING document requiring ongoing updating Supplier Input Process Output Customer (SIPOC) Form of Process mapping The four classifications of process inputs are: Critical, Controllable, SOP and Noise Project Objectives: In measurable terms, what is the project trying to accomplish Realistic goals must be SMART S Specific M Measurable A Attainable R Relevant Timely LEAN Principle #2: IDENTIFY VALUE STREAM - Value Stream consists of ALL ACTIONS required to complete a product or service - Activities that clearly add value - Activities that add no value but cannot be avoided (Type One Muda) - Activities that add no value and can be avoided (Type Two Muda) Value Stream Mapping is a method of visually mapping ("from door to door) the sequence and movement of materials, production activities, and information - The process includes physically mapping the "current state" while also focusing on where we want to be, or our "future state" blueprint, which can serve as the foundation for other LEAN improvement strategies - A pencil and paper tool that requires physically observing the factory floor - A tool that highlights where waste is and then develops a plan to eliminate it
EIN6935allC13 - LEAN Six Sigma Final Exam Study Guide
Page 4 of 10 Value Stream three main parts 1. The flow of MATERIALS, from receipt from suppliers to delivery to customers 2. The TRANSFORMATION of raw materials into finished goods 3. The flow of INFORMATION that supports and directs both the flow of materials and the transformation Values Stream Map is NOT A flowchart Based on engineering standards or old information A once a year planning session Benefits of VSM - To see across the functional boundaries over which a products value stream flows - To understand the linkage between the information flow and material flow. - It ties together LEAN concepts and techniques, avoiding cherry picking and gut feel improvement initiatives. - Improves customer response times and customer satisfaction. - Provides focus and understanding of improvement efforts. - Increases profitability through improved TAKT times and daily throughput rates. Create a Current state VSM 1. Draw customer and data box 2. Draw basic production processes and collect data 3. Draw inventory triangles where material stops 4. Draw in delivery modes, quantities, and frequencies for customer shipments 5. Add suppliers, related data box, and delivery details 6. Insert production control as a process box, and then add narrow lines to represent information flow. 7. The flow of information that supports and directs both the flow of materials and the transformation of raw materials into finished goods. 8. Draw a striped arrow between operations where push movement exists 9. Draw a timeline under the process boxes and inventory triangles to compile the production lead time and processing time 7 classical tools of Quality Control Tool What It Is Used For Important Notes Check (Tally) Sheet To provide an easy way to keep track of the frequency of occurrences. Provide a complete description for the categories leaving little/no room for confusion between the categories. Histogram
To display variable data so that the pattern of
variation can be identified A bi-modal or multi-modal distribution is almost always a sign of a special cause of variation in the process or in the data collection technique Pareto
To organize and prioritize data from highest to lowest.
The team or organization should focus on the vital few (those items with the highest levels) and not the trivial many (those with the lowest levels). Proves 20% of problems cause 80% of impact. Cause & Effect Diagram
Similar to Affinity Grouping, it is used to group items. However, the grouping is done in a more structured manner; inputs (causes) are categorized to show how they lead to the output (or the effect.) Inputs can often be sorted into 6 categories (the 6 Ms) Method, Mother Nature, Material, Manpower, Machine, and Measurement
Also called Fishbone or Ishikawa Diagram. Basic Flowchart To visually show the steps in a process.
The detail that should be put into a flowchart depends on how it will be used. Scatter Diagram To identify relationships between two process variables If investigating dependence, set the independent variable on the x-axis and the dependent variable on the y-axis. Control Chart To monitor a process against its historical performance Control charts are used to assess whether a process is stable and in-control; not whether it is in-spec
In Eliyahu M. Goldratts Theory of Constraint concept, a constraint is any factor that limits the performance of a system with respect to its goal. Constraints are physical or systemic limits on capacity (such as equipment, people, new product development, "the market") Any business system has: at least one constraint, otherwise its performance would be infinite very few constraints, otherwise it would be unstable and cease to exist A process is no faster than its smallest bottleneck Effort spent fixing any process other than the constraint will not impact system overall efficiency Variation (in production and material transfer times) prevents the operation of a balanced factory at 100 percent capacity EIN6935allC13 - LEAN Six Sigma Final Exam Study Guide
Page 5 of 10 MEASURE Phase - Objective: To determine what to measure, manage measurement data collection, develop and validate measurement systems and determine the current process and value stream performance
There are two types of data, attribute/discrete and variable/continuous. Attribute/discrete data is qualitative, consists of categories and cannot be subdivided (Yes/No, Pass/Fail, number of defects) Variable/continuous data is quantitative showing absolute distance between numbers, and can be subdivided. (Time, Length, Width) Statistically, we can do many more potentially useful forms of analysis with continuous data versus discrete Statistical or automatic process control, when properly applied, will eliminate most Special Cause variation. This represents Process Capability.
Process Behavior can be described by plotting multiple data points for the same variable over time. Normal Distribution: It is an approximation of how the data might look if an infinite number of data points were collected. Processes can be characterized by their mean and standard deviation The areas under sections of the Normal Distribution estimate the probability of a certain event occurring. No Process Can Be Measured to Establish a Baseline or Improvement Impact Until It Has Been Stabilized. Most processes in the world result in a Normal Distribution. Roughly 68% of the data are within a distance of one standard deviation on either side of the mean. Roughly 95% of the data are within a distance of two standard deviations on either side of the mean. Roughly 99.7% of the data are within a distance of three standard deviations on either side of the mean Creating a plan for collecting data is essential to the success of our project. An important aspect of data collection is that we must how the data are to be used. Measurement Systems Evaluation is a quantitative assessment of the tools and process used in making data observations (taking actual measurements). Observed Process Variation is made up of the Actual Process Variation and the Measurement Variation. To address actual process variability, the variation due to the measurement system must first be identified and separated from that of the process. REPEATABILITY and REPRODUCIBILITY are the primary contributors to measurement error. Repeatability (Gage): The variation in measurements obtained when same person takes repeated measurements on the same parts measuring the same characteristic and using the identical instrument. Reproducibility (Operator): The variation in measurements obtained when multiple persons take repeated measurements on the same parts measuring the same characteristic and using the identical instrument. -Cost of Poor Quality (COPQ) is a major measurement of the hidden factory. Traditional Costs of Poor Quality are 5-10% of cost Hidden Factory losses could contribute to an additional 15-20% of COPQ Examples of Hidden Factory losses include: Capacity losses due to reworks and scrap, Stockpiling of raw material to accommodate poor yield, Rush deliveries, Audits, Vendor Control, Lost Customer Loyalty
Process Mapping [Process Map (P-map) or map]: A graphical illustration of the steps of the actual transactional or manufacturing process Used to help us ensure that all factors that can cause variation and defects have been identified Can be used to develop As Is / Can Be maps. Helps to Learn what input variables are really important. Tribal Knowledge represents much of what is good and bad about a process. The four classifications of process inputs are: Critical, Controllable, SOP and Noise
LEAN Principle #2: Identify value stream and ELIMINATE WASTE Waste is anything other than the minimum amount of equipment, materials, parts, space, and workers time which are absolutely essential to add value to the product [or service]. Shoichiro Toyoda President, Toyota Non-Value Added activities: These are activities that should be eliminated, simplified, reduced or integrated EIN6935allC13 - LEAN Six Sigma Final Exam Study Guide
Page 6 of 10 Seven Types of Waste (COMMWIP): CORRECTION (Defects): Redoing, Reworking, Repairing, or Scrapping the product or service just produced OVERPRODUCTION: Making more or faster than is needed MOVEMENT of MATERIAL or INFORMATION (Transportation): Excessive movement and handling MOTION: Extraneous, unnecessary actions or having to make repetitive, unnecessary movements WAITING or WASTING TIME: People, material, and machines waiting for one another (Extra) PROCESSING: More processing (NVA) than required by customer 8th Type - HUMAN TALENT: Unexploited knowledge/ intelligence, Not using the knowledge/ability of people within the business Workplace Organization 5Ss: A safe, clean, neat, arrangement of the workplace which provides a specific location for everything, and eliminates anything not required. Sort (Seiri - Remove unneeded) through, then sort out; keep only essential items and eliminate what is not required. Set in order (Seiton - Arrange for ease of use) what must be kept; make it visible and self-explanatory; there should be a place for everything and everything should be in its place Shine (Seiso - Cleanup campaign) everything that remains; clean equipment, tools and workplace Standardize (Seiketsu - Maintain the system) eliminate causes, create standardized methods Sustain (Shitsuke - Make it the culture) self discipline, plan, schedule, train and STICK TO IT 5 Ss is NOT!!! Cleaning the facility every time a customer comes Spring Cleaning- The first 3 Ss Taking key items away from people which are used frequently Only to be done in manufacturing A one person effort per department
Physical Flow (Spaghetti) Diagram- Purpose: To give a quick visual representation for the movement of a part or associate (operator). Usually when a process is charted for the first time, the flow is not optimal and it looks like a plate of spaghetti. ANALYZE Phase - Objective: To understand the sources for variation and waste, identify potential root causes, and stratify and analyze the opportunities for improvement.
In the Analyze Phase: We examine process maps for Non-Value Added Elements and We use data to find patterns, trends, and differences that suggest, support, or reject theories about the causes of defects
We can decide what type of chart to use based on: 1) The types of data we have (or) 2) What is counted (Defects, Defectives, Individuals, Subgroups)
Tools used in Causal Analysis: Relations Diagram: A visual tool that reveals a network of cause-and-effect relations. Cause & Effect Diagram (Fishbone or Ishikawa Diagram) Cause and Effects (C & E) Matrix: A tool used to emphasize importance of Customer Requirements. Numerically Ranks Output Importance Numerically Ranks Input Relationships Pareto Input Impact On Outputs Pareto Output Impacted By All Inputs Provides information for a Failure Modes & Effects Analysis and Process Capability Assessment EIN6935allC13 - LEAN Six Sigma Final Exam Study Guide
Page 7 of 10 Some of the benefits are: Ensure customer requirements are being addressed Ensure the process is putting the right emphasis on the right requirements Identify process steps that have the greatest impact on the customer requirements Filter the number of process steps used in the FMEA Failure Modes and Effects Analysis (FMEA) is systematic approach for identifying, analyzing, prioritizing and documenting potential failure modes, their effects on system, product, process performance and the possible causes of failures Failure Mode - In what ways does the process step or input go wrong? Failure Effect - What is the impact on the Key Output Variables (Customer Requirements) or internal requirements? Severity - How Severe is the effect to the customer? Cause - What causes the process step to go wrong? Occurrence - How often does cause or failure mode occur? Current Controls What are the existing controls and procedures (inspection and test) that prevent either the cause or the failure mode? Detection - How well can you detect cause or failure mode? Risk Priority Number (RPN) = Severity Rating X Occurrence Rating X Detection rating T Th he e 5 5 W Wh hy ys s i is s a a q qu ue es st ti io on n- -a as sk ki in ng g t te ec ch hn ni iq qu ue e u us se ed d t to o e ex xp pl lo or re e t th he e r ro oo ot t c ca au us se e o of f a a d de ef fe ec ct t o or r p pr ro ob bl le em m. . A As sk k W WH HY Y? ? u until a question can no longer be answered >>> Avoid the perceived immediacy Process Capability - The improvement strategy CENTERING - Put the process On Target SPREAD - Reduce the Variation Hoshin Planning translates the strategic vision into tangible and measurable objectives for achieving the breakthrough. In Hoshin Planning, the term Catchball means communication and socializing ideas. It is a process of aligning hoshins between levels, through the use of factual (root/cause) analysis. LEAN Principle #3: MAKE VALUE FLOW LEAN Principle #4: ALLOW THE CUSTOMER TO PULL Push and Pull Systems: The concept of pull in Lean production means to respond to the pull, or demand, of the customer. Push: Resources are provided to the consumer based on forecasts or schedules Controlling the flow of resources by replacing only what has been consumed Pull: Controlling the flow of resources by replacing only what has been consumed Supermarket: A pull production technique Materials in a supermarket are pulled off the "shelves" by the "customer" A supply of parts are stored near the cell / line and as these parts are used, they are replenished by the upstream process Pitch = how often work is released and monitored = takt time x pitch batch size (the batch size in which work is released to the pacesetter process) Analyzing the Value Stream- 8 typical questions regarding the value stream 1. What is Takt Time? TAKT Time = Available Time/ Customer Demand Takt time links production to the customer by matching the pace of production (pacemaker processes) to the pace of actual sales 2. Will we produce directly to Shipping, or will we produce to a finished goods Supermarket? Depends on the type of customer and the nature of the product. Build to a Supermarket if customer demand varies widely the range of finished part numbers requiring changeovers in the Product Family is small, and the product is small enough and cheap enough to store cost effectively Alternatively, build directly to Shipping if the product has many custom features is of very high Value is very bulky, or is subject to spoiling 3. Where can we introduce Continuous Flow? We can only introduce continuous (or single-piece) flow when: Processing technologies can be scaled to run at Takt Time, and When a series of linked processing steps are highly repeatable and always available. EIN6935allC13 - LEAN Six Sigma Final Exam Study Guide
Page 8 of 10 The place to start in introducing Continuous Flow is usually at the beginning of the "pacemaker" Process in final assembly, from which the product can flow straight through to shipping. 4. Where do we need to use Supermarket pull systems? Completely Continuous Flow from raw material to customer is almost never possible. Introduce a number of supermarkets to control and Level Production upstream from the pacemaker. As downstream customers withdraw items from the front of each lane in the Supermarket, a signal is sent to the upstream Process to replenish at the back of the lane the amount just withdrawn from the front. 5. At what single point in our Value Stream will we schedule production? We want to stop Overproduction at any point along the Value Stream. To do this we schedule only one point along the stream, the pacemaker. The downstream and upstream processes are then linked to the pacemaker by two simple rules. Every activity upstream produces only to a precise replenishment signal from the next downstream Process. Processing downstream from the pacemaker must occur in Continuous Flow The result of this control system will be that the pacemaker gets a schedule and every other Process falls into step. 6. How do we Level Production at the pacemaker Process? Break orders up into small amounts, switching over frequently between different products. 7. What increment of Work will we release and take away from the pacemaker Process? In general, Pitch will not be less than pack-out size But it's highly desirable that it will not be much larger either. The pacemaker Cell should receive an instruction every few minutes of what to make next, typically generated by kanbans from a Heijunka or load-leveling box located near the pacemaker. 8. What Process improvements will be necessary to implement the changes suggested in answering the first seven questions?
Hoshin Planning is an Executive-level process for developing and achieving business plans, whereby the plan and its related goals are deployed throughout the organization. The focus is on strategic, breakthrough priorities, developing appropriate implementation plans for all to follow, and deploying those plans throughout the organization. In Hoshin Planning, Catchball means communication, socializing ideas. It is a process of aligning hoshins between levels, through the use of factual (root/cause) analysis. IMPROVE Phase - Objective: To generate and implement creative solutions that will eliminate the causes of problems, reduce the variation and waste in a process, or prevent a problem from recurring
IMPROVE Phase Steps: 1. Generate creative solution ideas 2. Select a solution 3. Pilot test 4. Implement full-scale A decision matrix allows decision makers to structure, then solve their problem by: 1. specifying and prioritizing their needs with a list a criteria; then 2. evaluating, rating, and comparing the different solutions; and 3. selecting the best matching solution. Improved FMEA: We can improve the rate of occurrence and our detection ability, but the severity rating can only change if the customers change their expectations/ requirements Force Field Analysis specifically can . . . Determine if a proposed change can get needed support Identify obstacles to successful solutions Suggest actions to reduce the strength of the obstacles The Impact/Effort Matrix provides a visually graphic depiction of the trade-offs between the impact that an alternative will probably have toward resolving the problem, and the effort required. Kanban: A Japanese word that means "instruction card". It is a Lean Pull device that allows an efficient means to transfer parts from one department to another and automatically reorder products using minimum/maximum inventory levels. Quality at the Source: The development of a proactive culture is needed in quality at the source, and a mind-set of error prevention rather than reaction to problems should be taught. It is an approach to quality that places the responsibility for preventing or detecting errors in the hands of the operator, or at the point of build. Changeover time definition: The time elapsed between when the last good piece of product A comes off and the first good piece of product B starts. EIN6935allC13 - LEAN Six Sigma Final Exam Study Guide
Page 9 of 10 Quick Changeover: A rapid and efficient way of converting a process from running the current product to running the next product. It reduces the waste of inventory by creating shorter production runs that better align with customer demand Internal elements: operations that must be performed while the machine/process is stopped External elements: operations that can be performed while the machine/process is running The Single Minute Exchange of Die process focuses on converting INTERNAL to EXTERNAL activities and creating more machine run time. Mistake-Proofing (or Poka-Yoke): Using ingenuity to create devices that allow us to do our job 100% error free 100% of the time. Mistake Proofing Works Well Where:
Make them simple Make them inexpensive Design for prompt feedback Design for preventive action Focus on the application Input from right people Worker vigilance is needed (manual operations) Mis-positioning can occur. Adjustment is required. SPC is difficult to apply or ineffective. Attributes, not measurements, are important. Training cost and employee turnover are high. Mixed model production occurs. Users make mistakes and blame the service provider. Special causes reoccur. Field failures are extremely expensive. Total Productive Maintenance (TPM) is an initiative for optimizing the effectiveness of manufacturing equipment. Total: consider every aspects and involve everybody. Productive: do the maintenance job while producing or at least minimizing the impact on production Maintenance: maintain, keep in good operating condition Overall Equipment Effectiveness (OEE) is a synthetic rate build upon three components, featuring three "dimensions", namely: AVAILABILITY of machine, of equipment Actual PERFORMANCE efficiency, in normal state QUALITY capability (First Time Yield) OEE index = Availability x Performance x Quality = 80% x 50% x 90% = 36% LEAN Principle #5: CONTINUOUSLY IMPROVE IN PURSUIT OF PERFECTION Kaizen Continuous Incremental Improvement of products, processes, or services over time, with the goal of reducing waste to improve workplace functionality, customer service, or product performance. In the pursuit of perfection, the most important spur to perfection is transparency. In a Lean system everyone suppliers, integrators, distributors, customers, and employees can see everything. So its easy to see and achieve better ways to create value. Kaikaku Radical Improvement CONTROL Phase - Objective: To guarantee process and value stream improvements are maintained, disseminate lessons learned, and identify standardization opportunities
CONTROL Phase: Project has been completed. Process Inputs are controlled. Sponsor and Process Owners agree. Control Plan is in place. Improvement Gains will be sustained. The Control Plan The way to keep past problems in the past is with a vigorous control Describes the actions required at each step in the process to assure that all process outputs will be in a state of control During regular production runs, Control Plans provide the process monitoring and control methods used to control part or product characteristics The Control Plan augments the information provided in detailed operator instructions Control Methods Standard Operating Procedures Statistical Process Controls Checklists Troubleshooting Guides Automated Processes Controls Controlled Documentation Mistake-proofing Methods Standardized Work Transition to the Process Owners: If the adequate controls are not in place prior to turning the process back to its owners, the time and effort spent making the improvements are simply wasted. RASCI Model: Roles & Responsibilities RESPONSIBLE: The doer ACCOUNTABLE: The buck stops here SUPPORTIVE: The lending hand CONSULTED: The reference point INFORMED: The need to know
EIN6935allC13 - LEAN Six Sigma Final Exam Study Guide
Page 10 of 10 According to David Mann, Leader Standard Work is A list of the normal tasks that must be done to sustain the Lean Management System Tasks include audits, meetings (daily accountability) and continuous improvement projects Focuses on the production process Directs the leader to check on the visual controls Expected to be continually improved Visual Management: A system that enables us to recognize the standard and any deviation from it, thus corrective actions can be taken immediately. It is the easy difference between Normal (LEAN and GOOD) conditions, and Abnormal (WASTEFUL and HARMFUL) conditions Visual Management and Workplace Organization (5S) go hand-in-hand ----------------------------------------------------------------------------------------------------------------------------------------------------------