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Nguyen Linh Chi - 20198007
Nguyen Linh Chi - 20198007
INDIVIDUAL ASSIGNMENT
QUALITY MANAGEMENT
NGUYEN LINH CHI
chi.nl198007@sis.hust.edu.vn
TABLE OF CONTENT
Acknowledgement ......................................................................................................................... iii
References ..................................................................................................................................... 31
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Acknowledgement
Before embarking on/ culminating in exploring the topic of a applied statistics essay, I
would like to express my sincere thanks to the lecturer of the applied statistics subject, Mr.Do
Tien Minh. During the research process, he spent his precious time answering all questions as
well as caring and assisting me in a very wholehearted way so thatie can acquire valuable
knowledge, take approaches to the topic quickly and accurately. Therefore, thanks to the
knowledge that he imparted to me these sources, he was able to search and use the right
references selectively to support the completion of the topic on his schedule.
In the process of finding/ researching this topic, i have tried to complete it well, but perhaps
due to limited knowledge as well as other objective factors, my arising problems can be
inevitable. I am expecting the feedback, and further instructions of teachers and readers so that I
can draw on experience and solve them in the next topics.
Best regards!
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List of Tables
Table 1: Seven wastes in production .............................................................................................. 4
Table 2: Lean tools application ....................................................................................................... 6
Table 3: JIT layout tactics ............................................................................................................. 16
Table 4: JIT inventory tactics ....................................................................................................... 17
Table 5: JIT Scheduling Tatics ..................................................................................................... 19
Table 6: JIT Quality Tactics ......................................................................................................... 22
Table 7:Advantages of Lean Six Sigma........................................................................................ 27
Table 8: Comparation Lean and Six Sigma .................................................................................. 29
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List of Figures
Figure 1: The Lean manufaturing concepts .................................................................................... 1
Figure 2: The five lean principles ................................................................................................... 1
Figure 3: Lean tools ........................................................................................................................ 7
Figure 4: Value stream mapping basic concept .............................................................................. 8
Figure 5: Production control ........................................................................................................... 8
Figure 6: Example of Value stream mapping ................................................................................. 9
Figure 7: Scoping the value stream ................................................................................................. 9
Figure 8: The 4 steps of value stream mapping ............................................................................ 10
Figure 9: Value Stream Mapping, The Kaizen Kick-Off ............................................................. 10
Figure 10: Value Stream Mapping, The Process Family Matrix .................................................. 11
Figure 11: Value Stream Mapping Template Development ......................................................... 12
Figure 12: Value Stream Mapping Current State Map Example .................................................. 13
Figure 13: JIT techniques.............................................................................................................. 14
Figure 14: JIT partnership ............................................................................................................. 15
Figure 15: Reduce inventory and variability ................................................................................ 18
Figure 16: Reduce lot sizes ........................................................................................................... 18
Figure 17: Reduce setup cost ........................................................................................................ 19
Figure 18: Kanban application of Donna Shader .......................................................................... 20
Figure 19: Diagram of Stoảge area with warning – signal marker ............................................... 21
Figure 20: Steps for Reducing Setup Time ................................................................................... 22
Figure 21: The term Sigma refers to measure of variation ........................................................... 23
Figure 22: The formula of DMAIC .............................................................................................. 25
Figure 23: What is Lean six sigma ............................................................................................... 29
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List of Abbreviations
D S
Defince, Measure, Analyze, Design, Single Minute Exchange of Die
Verify SMED .....................................................3
DMADV .............................................. 22 Small group activities
Defining, Measurement, Analysis, SGA’s ..................................................24
Improvement and Control
T
DMAIC ................................................ 20
The Critical to quality tree
J
CTQ ......................................................22
Just-in-time
V
JIT ........................................................ 10
Value stream mapping
VSM .......................................................4
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Pull-based systems are always created from the needs of the end customers. By following the
value stream and working backwards through the production system, you can ensure that the
products produced will be able to satisfy the needs of customers.
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→ Hence, the five Lean principles provide a framework for creating an efficient and effective
organization. The principles encourage creating better flow in work processes and developing a
continous improvement culture. By practicing all 5 principles, an organization can remain
competitive, increase the value delivered to the customers, decrease the cost of doing business,
and increase their profitability.
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Lean implementation starts with understanding what the customer wants and then continues
with optimizing the entire process from the customer’s perspective
Lean implementation techniques
• Value-stream mapping
• JIT techniques (work standardization, kanban, etc.) and :
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Manufacturing time took 21 days (1075 minutes actual process time). By identifying these
timings and then challenging how much of that time was actually spent adding value and what
was not, it was possible to reduce the total lead time from 87 (66 + 21) days to 20 (15 +5) – a
saving of 67 days throughput time.
Although this is from a manufacturing environment, the overall process (in terms of process
steps and flow) is very similar to many service processes in that much of the non-value added
time is spent ‘in transit’ waiting for things to be done – often on administrative tasks.
Understanding the scope of the value stream under examination is a good start when planning
lean process or value stream map. This map is a single area in an organization. However, when
multiple plants, customers, or suppliers are included, an extended level map is created.
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• The ideal team size is about 10 members. Small teams can miss important items, while
large teams can end up being difficult to manage and coordinate.
At the kaizen event, the team must complete four important steps:
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A process family, also known as a product family, is a group of products or services that go
through the same or similar processing steps. To determine your process family, create a matrix
similar :
• In the first column, write down the parts (e.g., components, stock keeping units, finished
good items, or services) your organization makes or provides.
• Place an X in the corresponding box if the part goes through the processing step.
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To create a current state map, collect the data and information by "walking the flow" and
interviewing the people who perform the task.
When the team is "walking the flow," be sure to gather high-value information from employees,
including:
Calculate the cycle time vs. the inventory time (in days) for the material and information flow.
Figure 11 below features an example of a VSM current state map used for a metal fabricating
company.
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On the VSM, place a kaizen burst (a sticky note or thought bubble) around any items to signal
improvement is needed. Items may include low equipment reliability or first pass yield; long
changeover times; large batches; any waste such as overproduction, motion, transportation,
waiting, defects, or adjustments; and over or extra processing.
Step 8: Creating the VSM Draft Plan
During a typical VSM event, it is possible to create the draft plan based on the information from
the future state map. The plan will need further refinement, especially in determining resources
required, such as time, people, and budgets.
A good plan, as shown in the example below, will include the description of the project, name of
the project leader, possible team members, a schedule (or Gantt chart) of events and deliverables,
an estimate of costs, and the impact, goals, or benefits.
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Leading organizations view suppliers as extensions of their own organizations and expect
suppliers to be fully committed to constant improvement. However, supplier concerns can be
significant and must be addressed. These concerns include:
Diversification: Suppliers may not want to tie themselves to long-term contracts with one
customer. The suppliers’ perception is that they reduce their risk if they have a variety of
customers.
Scheduling: Many suppliers have little faith in the purchaser’s ability to produce orders to a
smooth, coordinated schedule.
Lead time: Engineering or specification changes can play havoc with JIT because of inadequate
lead time for suppliers to implement the necessary changes.
Quality: Suppliers’ capital budgets, processes, or technology may limit ability to respond to
changes in product and quality.
Lot sizes: Suppliers may see frequent delivery in small lots as a way to transfer buyers’ holding
costs to suppliers.
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• Large lots and long production lines with single-purpose machinery are being replaced by
smaller flexible cells
• Often U-shaped for shorter paths and improved communication
• Often using group technology concepts
→ The result can be thought of as a small product-oriented facility where the “product” is
actually a group of similar products—a family of products. The cells produce one good unit at a
time, and ideally, they produce the units only after a customer orders them.
Increased flexibility
Modern work areas are designed so they can be easily rearranged to adapt to changes in volume
and product changes. Almost nothing is bolted down.
This concept of layout flexibility applies to both factory and office environments. Not only is
furniture and equipment movable, but so are walls, computer connections, and
telecommunications. Equipment is modular.
Layout flexibility aids the changes that result from product and process improvements that are
inevitable at a firm with a philosophy of continuous improvement
Impact on employees
When layouts provide for sequential operations, feedback, including quality issues, can be
immediate, allowing employees working together to tell each other about problems and
opportunities for improvement. When workers produce units one at a time, they test each product
or component at each subsequent production stage.
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Perform to schedule
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Figure 15 shows that lowering the order size increases the number of orders, but drops inventory
levels. Ideally, in a Lean environment, order size is one and single units are being pulled from
one adjacent process to another.
Once a lot size has been determined, the EOQ production order quantity model can be modified
to determine the desired setup time.
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Both the quantity of inventory and the cost of holding it go down as the inventory-reorder
quantity and the maximum inventory level drop.
The effect of reduced setup costs on total cost and lot size is shown in Figure 16. In many
environments, setup cost is highly correlated with setup time. In a manufacturing facility, setups
usually require a substantial amount of preparation. Much of the preparation required by a setup
can be done prior to shutting down the machine or process.
Level Schedules
Level schedules process frequent small batches rather than a few large batches.
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The operations manager’s task is to make and move small lots so the level schedule is
economical. This requires success with the issues discussed in this chapter that allow small lots.
At some point, processing a unit or two may not be feasible.
The scheduler may find that freezing , that is holding a portion of the schedule near due dates
constant, allows the production system to function and the schedule to be met.
Kanban
Kanban is a Japanese word for card . They often use a “card” to signal the need for another
container of material—hence the name kanban.
The card is the authorization for the next container of material to be produced.
An order for the container is then initiated by each kanban and “pulled” from the producing
department or supplier
The system has been modified in many facilities so that even though it is called a kanban , the
card itself does not exist. In some cases, an empty position on the floor is sufficient indication
that the next container is needed. In other cases, some sort of signal, such as a flag or rag ( Figure
17 ), alerts that it is time for the next container. When there is visual contact between producer
and user, the process work like this:
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• The user removes a standard-size container of parts from a small storage area, as shown
in Figure 18.
• The signal at the storage area is seen by the producing department as authorization to
replenish the using department or storage area (Because there is an optimum lot size, the
producing department may make several containers at a time)
To determine the number of containers moving back and forth between the using area and the
producing areas, management first sets the size of each container.The number of kanban cards is
computed as follows:
Advantages of Kanban
• Containers are typically very small, usually a matter of a few hours’ worth of production
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• The process must run smoothly with little variability in quality or lead time because any
shortage has an almost immediate impact on the entire system.
• Kanban places added emphasis on meeting schedules, reducing the time and cost required
by setups, and economical material handling. In-plant kanban systems often use
standardized, reusable containers that protect the specific quantities to be moved.
• Standardized containers reduce weight and disposal costs, generate less wasted space,
and require less labor to pack, unpack, and prepare items
Strong relationship
• JIT cuts the cost of obtaining good quality because JIT exposes poor quality
• Because lead times are shorter, quality problems are exposed sooner
• Better quality means fewer buffers and allows simpler JIT systems to be used
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Customer Focus
Six Sigma is about improving quality. The first step in that process is defining what “quality”
means, from the perspective of the people whose opinions matter most: the customers. A
business needs to measure quality the same way its customers do. By focusing on the customer, a
business can improve its products’ quality.
Eliminate Variation
After identifying root causes, make changes to the process that will eliminate variation, and thus
eliminate defects from the process. Also look for ways to eliminate steps that do not add value
for the customer. This will eliminate waste.
Be proactive in identifying variation and eliminating it. Don't wait for signs of variation to
become obvious. Collect data, talk with people, and study the data to find variations in the
process that may have become accepted because “that's the way we've always done things.”
Teamwork
Six Sigma involves teams and leaders who take responsibility for the Six Sigma processes. The
people on the teams need to be trained in Six Sigma's methods, including the Six Sigma
measurement methods and improvement tools that will be used. In addition, they need
communication skills so that they can involve, serve, and communicate clearly with both
coworkers and customers.
Overall implementation process: starting with identifying the problem and ending with the
implementation of long-lasting solutions.
Implementation tools
• Statistical tools: 7 SQC tools
• DMAIC (Defining, Measurement, Analysis, Improvement and Control)
• DMADV
• 5 Whys
• CTQ Tree
• Root Cause Analysis
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Define the problem and the project goals. The first step in DMAIC consists of
• organizing the project team
• providing it with a charter (the problem to solve)
• identifying the customers served by the process
• developing a high-level process map.
Measure in detail the various aspects of the current process.The second step in DMAIC consists
of
• collecting data and
• measuring the current sigma level of the process. Assessing the sigma level of the current
process allows the team to make comparisons later, after improvements have been made.
The measurement include:
▪ Input measure
▪ Process measure
▪ Output measure
Analyze data to, among other things, find the root defects in a process. The analyze step in
DMAIC can be divided into the following phases:
• basic data analysis,
• process analysis, and
• root cause analysis.
Improve the process. The fourth step of DMAIC consists of the following phases:
• generation of alternative improvements,
• analysis and prioritization of the alternative improvements, and
• implementation of the improvements.
Control how the process is done in the future. The control step consists of the following actions:
• develop a control plan
• transfer responsibility back to original owner, and
• disband the Six Sigma team
3.2: Detailed implementation process DMADV
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The DMADV is typically used to create new processes and new products or services. The letters
stand for:
In these two cases, it might be: because I didn’t maintain the car properly and because I need to
leave my house earlier to get to work on time.
The Critical to quality tree ( CTQ) diagram breaks down the components of a process that
produces the features needed in your product and service if you wish to have satisfied customers.
Root Cause Analysis
Much like the Five Whys, this is a process by which a business attempts to identify the root
cause of a defect and then correct it, rather than simply correcting the surface “symptoms.”
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Talent development
Deploying Lean Six-Sigma requires the team to understand Lean Six Sigma principles and their
practical applications. The growth of an organization is associated with improved outcomes and
upskilling your knowledge.
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Customer satisfaction
Implementing Lean Six-Sigma allows the organization to improve its business processes and
quality control. This leads to a better-finished product adhering to various criteria like low defect
rate, cost, and quality. A well quality product leads to happy customers.
Implement improvement in
concept
Typical
Quality Production
Coordination
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PART 4: CONCLUSION
As mention, the Lean Manufacturing and Six Sigma methodologies are increasingly being
executed together and what we have today is the united work of both, and companies have come
to understand that their integration makes it possible to take advantage of the strengths of both
strategies, becoming a comprehensive and effective, suitable for solving various types of
problems related to the improvement of processes and products.
Routine management, process standardization and the study of times and movements to
eliminate waste are key features of Lean Manufacturing, while finding the root cause for
problem solving requires further deepening and analysis in Six Sigma.
In general, the Lean and Six Sigma can be viewed as useful tools for the operation of the systems
of improvement, innovation and routine management that integrate the system of business
management. The companies have implemented Lean Manufacturing with the aim of improving
the elimination of waste in the processes. Companies using Six Sigma have found that by
selecting projects and assigning them to teams, after a monitoring, the results would appear.
Companies that implement Lean Six Sigma often awareness of the teams, seeking projects from
different scopes with the focus of improving the structure of processes and achieve the results.
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REFERENCES
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