Professional Documents
Culture Documents
Lean Manufacturing and Six Sigma 21231
Lean Manufacturing and Six Sigma 21231
Lean Manufacturing and Six Sigma 21231
LEAN
&
SIX SIGMA
MANUFACTURING
PRACTICES
Faculty: Prof. A. Rajagopal,
HEAD, SQC&OR UNIT
INDIAN STATISTICAL INSTITUTE
Ph: 0422-2441192
1
STATISTICS AS A KEY TECHNOLOGY IS NOT MERELY AN
OPERATIONAL TOOL FOR PROFITABLE BUSINESS. BUT AS A
POWERFUL ACCELERATOR AND CATALYST FOR ECONOMIC
DEVELOPMENT
PROF: P.C.MAHALANOBIS
2
ABOUT THE INSTITUTE
PIONEERING QUALITY MOVEMENT IN INDIA BY
SQC & OR DIVISION OF ISI
70 years of existence as a centre of excellence promoting
statistics as a key technology.
One of the world’s leading organization recognized as an
Institute of National Importance.
At the Initiation of founder Prof. P.C.Mahalanobis, Dr.Walter
Shewart visited the institute in 1947 to introduce SQC in the
industries particularly in the textile sector in a significant way.
Successfully demonstrated SQC / SPC not only as operational
tool for profitable business but also as a powerful accelerator
and catalyst for economic development.
3
Every year about 100 organizations are benefited in following
this approach in different sector, Private – Public – Government,
around the country. Over 10,000 projects has been carried out so
far.
Now Coimbatore Unit is introducing this approach to small
scale sector also based on the widespread experience in the
application of Textile sector.
Objective:
Improve Quality
Reduce Waste / Rework / Rejection
Increase Productivity
Best utilization of resources including time.
4
The value of
Time
5
When
, You
Time”, Don’t
Work
You C “On
an Ex
“TIME plain,
IS NO LONG LIFE WITHOUT QUALITY
T GOO (OR)
D
QUALITY WITH GIVEN LIFE
6
TO BE THE FIRST AND FAST PLAYER
Price
Willingness to
pay
Quality
PPM
Competitive
Edge
Time
7
TODAY’S BUSINESS ISSUES:
Quality and price are two axis of business so long. The Third axis
emerged as -"THE TIME"- the factor taking leading position in business.
“SPEED" is the need of hour. “To be FAST and to be FIRST has become the
challenge".
8
TAKING OF THE BLINDERS…
Miyamoto Musashi
The Book of Five Rings
9
COMPETITIVE REQUIRES INNOVATION
10
INNOVATING FOR COMPETITIVENESS
Innovation requires the planned abandonment of established,
familiar, customary or comfortable ways of working… whether in
product or services, competencies or human relationships or the
organisation itself.
Business
Assessment
Break through
Planning System
Strategic Change
Decision Management
Making
12
TIME CRESIS MANAGEMENT:
Crisis involves two aspects. The cresis created by factors within one’s
control and such crisis can be avoided. Then those crisis created by factor’s
beyond one’s control and have to be faced.
Major cresis can be avoid, if we act upon a situation at the right time.
More often than not, there are two tendencies that present us from acting at the
right time.
Postponement of the unpleasant
Non recognition of the problem
13
DO THE UNPLEASANT FIRST:
We can not expect every thing in life to be pleasant. Like the two
sides of the coin, the unpleasant always goes with the pleasant.
The one who does not postpone making a decision, right or wrong,
to fulfill a responsibility, that person alone can be successful.
14
MURPHY’S LAW:
What can go wrong, will go wrong. The possibility of something
going wrong is much greater than its going right. One can act upon a
problem, however small it is, only when the problem is first accepted. Action
presupposes a decision, a will, and the will can exists, only when there is
recognition.
KARMA:
“Everything will be all right if my karma is good”. Karma does not
work that way, the theory of karma is not fatalism. It does not justify passing
the buck. It pins down the responsibility upon us.
15
DEALING WITH THE ISSUES:
For any business man, interference from competitor will be a problem.
This is not created by him. This has to be faced. This requires inner strength. It is
like learning to drive a car. The instruction cannot reproduce all possible traffic
situations. The learner has to deal with particular situation as they occur.
16
ACCEPT LIMITATIONS:
To be for failure, it is necessary to recognize one’s limitations. Our
knowledge is limited and so we can not avoid many situations from occurring-
otherwise we could avoid all accidents.
17
TIME PRIORITIZATION:
Water, Tumbler, pebbles, sand, stones, grane . All can be accommodated, if it is
planned in priority while filling the tumbler without pilferage. We can find time for
anything, provided we have passion for it.
GOALS MUST BE CLEAR:
Nobody works for failure. You do not have to make an effort to achieve a
failure. Sometimes people invest in failing business for tax purposes. It is not a real failure.
It is a calculated achievement.
CORPORATE MANAGER:
BE CLEAR ABOUT GOAL.
What is to be accomplished. What is expected out of me. I must also know, what
I expect of those who works for me.
PRIORITIZING GOALS:
With out conflict
Based on resources (Time, Manpower, resources)
Be concern with immediate plan without getting bogged down by the scale of
the project.
18
“What ever a leader does, other people do. The very thing.
What ever the upholds as authority, an ordinary person follows
that”.
- BHAGAVATGITA.
KRISHNA TO ARUGUNA:
If you runaway from this battle field, all others will also
follow you. If you fail to do what is to be done, others will also do
exactly that, because you are leader, whether you like it or not.
19
uNdersTaNdiNG
leaN
20
Understanding lean
Lean:
A systematic approach to identifying and eliminating waste
{non- value-added activities) through continuous improvement in pursuit
of perfection by flowing the product at the pull of the customer.
Lean champion:
Subject matter expert in the tools of lean typically chosen to lead
lean training, lean projects, and lean transformation.
Lean enterprise:
Any organization that continually strives to eliminate waste,
reduce costs, and improve quality, on-time delivery, and service levels.
21
Lean production:
The opposite of mass production.
Muda:
22
example for takt time
Time Available Minutes
Shift 480
Breaks -10
Lunch -20
5S -10
Meetings -5
Changeover -220
Maintenance -5
Other -0
Total minutes 210
Total seconds 12600
Min 900
Demand Avg 1080
Max 1800
Takt time (Min) = 12600
900
Takt time (Avg) = 12600
1080
Takt time (Max) = 12600
1800
Min 14.0
Takt time Avg 11.7
Max 7.0
23
BusiNess
Process
imProvemeNT
sysTem
24
groUnd rUles
• Everyone participates
• Anything is open to question
• Look at issues from larger perspective
• Ideas from anyone is respected
• Talk to the ideas generated ; not the person
• No complaining – unless accompanied with
solution and action plan
• No blaming
25
leadership Vision
26
definition of a process
A Process Is A Collection Of
Activities That Takes One Or
More Kinds Of Input And
Creates Output That Is Of
Value To The Customer
27
processes
6 28
strategic focUs
Stakeholder
Customer Requirements Prioritization Requirements
Core Processes
And Output Measures
29
leVels of process
CSR
Customer Branch Servicer CSR Verifies CSR
Subprocesses Qualifies CSR Enters
Calls For Schedules Fixes Customer Completes
(Level 2) Customers’ Case In CIS
Repair Repair Problem Satisfaction Case
Needs
Subprocesses Through
Microprocesses
(Level 3 And Below)
30
3 dimensions of process
Im D
m
ig
pr MA
n
xS
Fo sig
ov IC
Si
De
em
r
en
n
sig
t
De
Management
Process Management
31
Bpms
What is BPMS?
32
Bpms
Why BPMS ?
33
Bpms
•Assess your previous mission/goals Process Mission Statement
A.
Purpose:
Operational Definitions
CTQ
Proc.
Rqmt Output Proc Input
Data Owner
Definition Step 4:Identify Output and
Unit
How Many
DPU Process Measures
80
60
UCL
Step 7: Process Performance
D.
50
40
10
29-May
LCL
Monitoring
15-May
12-Jun
26-Jun
18-Sep
•Assess performance against targets 10-Jul
0
21-Aug
24-Jul
1-May
4-Sep
17-Apr
3-Apr
10 $1,600
5
Sep
0 $1,400
Jul
Jul
Jan
Jun
Oct
Nov
Dec
Feb
Mar
May
Sep
Apr
Aug
$1,200
May
10
9 $1,000
8
7 $800
Jan
0 5 10 15 6
5 $600
4
Nov
3 $400
Sep
2
$200
Jul
1
May
0
Jul
Feb
Mar
Jan
Sep
Dec
Oct
Jun
May
Nov
Apr
Aug
$0
Mar
Jul
Mar
Jan
May
Sep
Nov
Jan
0 5 10 15
Measurable type
Attribute type
35
step-2 : define & docUment the process
36
Use SIPOC to define the process.
Starting at the Top
Key business activities can be defined at different levels of the organization:
Level 2 Ordering
Producing Picking Shipping
Materials
30 37
Which Flowcharting Technique
Should I use?
35 38
Types of Flowcharts Useful
for Understanding Process Flow
Activity Deployment
flowcharts flowcharts
Sales Technical Shipping Coordinator
31 39
Activity Flowcharts
Hotel Check-out Process Process Name
1 2 YES
Is there 3
Approach front desk Wait
a line?
Clear
direction of
Activity flowcharts are Numbered
NO flow (top to
bottom or
4
specific about what happens steps Step up to desk left to right)
etc. Start/End
7
Give room number
Consistent
level of
detail
Action/Task
8
Check bill
Decision
9
Charges NO 10
Sequence correct? Correct charges
YES
11
Clear starting
Pay bill and ending
Date of creation points
or update &
name of creator
40
deployment flowcharts
People or groups
Deployment flowcharts show listed across the top Invoicing Process
particularly useful in
9
3 Records receipt and
Sends invoice to claims against this
customer delivery
flow of information
4 10
Notifies billing Receives invoice
of invoice
between people or 5
Files invoice
11
Checks invoice
against receipt
41
ValUe
- added and
- added steps
nonValUe
Value-Added Step:
Customers are willing to pay for it.
It physically changes the product.
It’s done right the first time.
Nonvalue -Added Step:
Is not essential to produce output.
Does not add value to the output.
Includes:
• Defects, errors, omissions.
• Preparation/setup, control/inspection.
• Over- production, processing,
inventory.
43
• Transporting, motion, waiting, delays. 42
How to Create
an Opportunity Flowchart
Value- Added Steps Nonvalue - Added Steps
Divide page into
Loop
two sections
Yes
•Value-added
Yes
section smaller
Loop
than cost-added-
only section No No
47 43
step-3 : docUment cUstomer & process
reqUirements
Types of customers.
44
Voc process
1. 2. 3. 4. 5.
Identify Collect and Analyze data Translate Set
customers analyze to generate the customer specifications
and determine reactive a key list language for CTQs
what you need system data of customer into CTQs
to know then fill gaps needs in
with proactive their language
approaches
Outcomes:
A list of customers and customer segments
Identification of relevant reactive and proactive sources
of data
Verbal or numerical data that identify customer needs
Defined Critical-to- Quality requirements (CTQ)
Specifications for each CTQ
7 45
what is critical to qUality
What is Critical to Quality (CTQ)?
What a customer tells us they want from our product / service or process output
CTQs are rendered from Voice of Customer (VOC)
CTQs must be specific
CTQs must be measurable
CTQs must be actionable
46
example: ctq tree
One of 7 Management Tools – Tree diagram
Digital Control
MTBF
Ease of Operation Maintenance
Maintenance
and Maintenance Cost
Down time
General Specific
Specification/
Tolerance 90%
Limit(s)
50
Bpms
Step 4 – Identify Output/Process Measures: Measurement Matrix Guidelines
CTQ Tree Template
CTQ Specific CTQ Minimum Maximum Output Process Input
Key Issue
Customer Target Lower Specification Upper Specification
Measurements Measurements Measurements
Requirement Limit (LSL) Limit (USL)
Process
Measurement Criteria
•The measure must be important
•The measure must be easy to understand
•The measure is sensitive to the right things and insensitive to other things
•The measure promotes appropriate analysis/action
•The measure must be easy to get
51
ctq template
CTQ Tree Template
CTQ Specific CTQ Minimum Maximum Output Process Input
Key Issue
Customer Target Lower Specification Upper Specification
Measurements Measurements Measurements
Requirement Limit (LSL) Limit (USL)
52
Bpms
Step 5 – Build Process Mgmt. System
53
sTeP-5 : Build Process maNaGemeNT sysTem
Monitoring System.
Contingency Plan.
54
Process Management System
Process Description: Process Customer : Customer Requirements : Outcome Quality Indicators :
55
BPms
Step 6 – Establish Data Collection Plan Guidelines
Reporting
Frequency
of Measures Sampling Plan
(Daily, Upper Lower Operation Green Yellow Red (what, where,
Weekly, Spec Spec Definition of Calculation/ Calculation/ Calculation/ Data Display when, how
Measures Monthly) Limit Limit Metric Definition Definition Definition Data Type Owner Method many)
Reporting
Frequency
of Measures Sampling Plan
(Daily, Upper Lower Operation Green Yellow Red (what, where,
Weekly, Spec Spec Definition of Calculation/ Calculation/ Calculation/ Data Display when, how
Measures Monthly) Limit Limit Metric Definition Definition Definition Data Type Owner Method many)
57
BPms
Step 6 – Establish Data Collection Plan Guidelines
Decision to Decision to
Collect New Data Sample
• Is there existing data to help with problem • It is often impractical or too costly to collect all
solving mission? of the data
• Is current data enough? • Sound conclusions can often be drawn from a
• Does the current data meet the process needs? relatively small amount of data
• Is the team just using data that is available? One BB to finalise sampling strategy
Upper
Control
Purpose of Control Charts Limit
Measurement
•Determine whether or not process variation is due to
special cause or common cause variation Average
59
Process PerformaNce moNiToriNG
60
BPms
Step 7 – Process Performance Monitoring Charts
Defective Rate, DPMO, and Sigma for Purchase Order Request Process
Individuals Control Chart for Weekly Requistion Sigma
400000 2.50
Sigma
200000
1.00
100000
0.50
0 0.00
9/28/0 10/5/0 10/19/ 10/26/ 11/9/0 11/16/ 11/30/ 12/7/0 12/14/ 12/28/ 1/18/0 1/25/0 2/15/0 2/22/0 3/15/0 3/29/0
1/4/02 2/1/02 3/8/02
1 1 01 01 1 01 01 1 01 01 2 2 2 2 2 2 3.0
-3.0SL=2.958
Defectives per Million 63809 34574 38271 30000 11842 16666 14814 17613 16000 25000 31147 22413 71429 30833 0 0 0 0 0
DPMO 70899 46099 43896 34921 24123 17490 16461 10101 8889 34722 38251 23946 7937 33333 0 0 0 0 0
Sigma 2.97 3.18 3.21 3.31 3.48 3.61 3.63 3.82 3.87 3.32 3.27 3.48 3.91 3.33 0 10 20
Week Ending Week of
Defectives per Million DPMO Sigma Measurement 61
BPms
Identify Universe
Key Considerations of Potential Measures
• How do you want the information
displayed?
• To what level do you want to drill Narrow List of
down in the information? Measures
• How might you want to segment
the information for making critical
decisions?
Data Collection
• Who should access the
information?
• What supporting information do
you want to see? Determine Measures
• Lower level dashboards should w/Best Relationship
roll-up to higher level dashboards. to CTQ’s
Finalize Dashboard
62
sTeP 9 – oPeraTe Process maNaGemeNT sysTem &
ideNTify
imProvemeNT oPPorTuNiTies
External Continue
Environmental Control
Information Actions
Yes
No
Plan/Implement
Dashboard Process Satisfied with Improvement
Indicators Indicators? Actions to
Review Correct
Internal
Environmental QC/SGA/
Information Quick Hit/
No Action Troubleshoot DMADV
DMAIC
Identify Problem Process Improvement Process Redesign
Diagnose Root Cause (process not capable
Remedy Cause of performing to
standards)
63
Process Management Chart
Process Name : Process Owner : Date :
Process Map Monitoring Response Plan
Target Data Process
USL collection Immediate Improvement
Measures LSL method Control/Fix projects
64
ProjecT y aliGNmeNT
Key output metrics that are
Business Big Y’s aligned with strategic
goals/objectives of the
business. Big Y’s provide a
direct measure of business
performance.
Process Y’s
Y
PROCESS Y
Key output metrics that
Y summarize process
Management Y performance
Project Y
Key project metric defined
from the customer’s
perspective
X1 X2 X3
Medium
Impact
Low
Impact
Six issues in selecting a project:
Low Medium High
Process
Performance
Feasibility (Is it doable?)
Measurable impact
Potential for improvement
Resource support within the organization
Project interactions
Hi Probability
In
of Success
cr
ea
IMPACT
sin
Low
g
Med
D
es
Med
ira
bi
lit
y
Low Hi
69
ProjecT selecTioN
• Success Factors
– Project scope is manageable
– Project has identifiable defect
– Project has identifiable impact
– Adequate buy-in from key stakeholders
• To Be Successful…
– Set up project charter and have it reviewed
– Measure where defects occur in the process
– Assess and quantify potential impact up front
– Perform stakeholder analysis
• Common Pitfalls
– Inadequately resourcing the project
– Duplicating another project
– Losing project momentum
– Picking the easy Y, not the critical Y
• Avoiding Pitfalls
– Identify and get committed resources up front
– Research the project database and translate from other projects where
possible
– Set up milestones and a communications plan 70
a Good ProjecT
A good project:
– Problem and Goal Statements are clearly stated
– Defect and opportunity definition is clearly understood
– Does not presuppose a solution
– Clearly relates to customers and their requirements
– Aligns to the business strategy
– Uses the tools effectively
– Is data driven
71
a Bad ProjecT
A bad project:
– Is not focused–scope is too broad
– Is not clear on what you are trying to fix
– May be an already-known solution mandated without
proper investigation
– Is difficult to see linkage to customer needs
– Is not clearly aligned with business objectives
– Has little or no use of tools
– Is anecdotal–not data driven
72
ProjecT charTeriNG
A Charter:
– Clarifies what is expected of the team
– Keeps the team focused
– Keeps the team aligned with organizational priorities
– Transfers the project from the Champion to the
improvement team
73
five major elemeNTs of a charTer
1. Business Case
Explanation of why to do the project
2. Problem and Goal Statements
Description of the problem/opportunity and objective in
clear, concise, measurable terms
3. Project Scope
Process dimensions, available resources
4. Milestones
Key steps and dates to achieve goal
5. Roles
People, expectations, responsibilities
74
The Goal sTaTemeNT
78
ProjecT selecTioN WorkshoP
2 Ways :
79
cTQ selecTioN WorkshoP
81
cTQ selecTioN WorkshoP
Step 2 Core Processes of Each Function
Impact of Core Processes on each KFA
Wtg
Sl # Key Focus Areas Core Process 1 Core Process 2 Core Process 3 Core Process 4 Core Process 5 Core Process 6 Core Process 7 Core Process 8 Core Process 9 Core Process 10
of KFAs
82
cTQ selecTioN WorkshoP
Step3 Priority of CTQs
Root Causes
Is Problem Data
Already Known
Sl Impact on Translation Because of Availability
Process CTQs / Metrics As Is Must Be Gap Ease to Implement with Priority
# Margins Opportunity Variability? on Xs and
Confidence?
(Yes / No) Y
(Yes / No)
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
1=Low 1=High 1=Low
3=Low to Medium 3 = Medium to High 3=Low to Medium Priority =
5=Medium 5=Medium 5=Medium Gap*Ease*Impact*Translation
7=Medium to High 7=Low to Medium 7=Medium to High
9=High 9=Low 9=High
83
cTQ selecTioN WorkshoP
Step-4 :
List of projects
84
froNT liNe ProjecT selecTioN
ISSUES OF COST REDUCTION & CUSTOMER SATISFACTION OBTAINED FROM EACH DEPTT THROUGH
BRAINSTORMING
I S SUES S EL EC TED F ROM OPERATI ONS
FORMAT No.: …
DEPTT./PROCESS/FUNCTION: AREA OWNER:
SAVING AVAILA PART OF
POTENTIAL PER BILITY ISSUES WHICH OTHER THE
ISSUES ANNUM (IN OF MAY BE FUNCTIONS EXISTING REMARKS
LAKH OF DATA IMPACTED CONCERNED PROJEC
RUPEES) (Y/N) T (Y/N)
85
ThiNkiNG liNe for ProjecT selecTioN
86
ProducTioN
cycle Time
87
PAY BACK WORKING:
Existing Contribution in Rs. 4744113.0
Contribution after Modernization in Rs. 6859511.0
Increase in Contribution in Rs. 2115398.0
Pay Back Period in Months 31.0
ADVANTAGES:
High Speed machines *High end product * High end market
Higher productivity (Present 35.91 gss is chronic problem in 80’s)
Cost reduction due to productivity utilization increase and way the minimization.
Turnover increase with investment “State of the art Technology ”
Branded Product
Lead Supplier
Fast Pay Back and first Player
88
Note:
coNTiNuous imProvemeNT:
90
loss fUnction :
= (0.04)(y- 25mm)2
if 20 y 30,
Table shows the values of L(y) for the Quality characteristic (diameter of ball
bearings)
92
orderiNG Time, seTuP
Time, oPTimum
ProducTioN QuaNTiTy
93
inVentory optimiZation
and material reqUirements planning
96
economical prodUction qUantity (epq):
97
inVentory theory and modeling:
Proper control of inventory requires a delicate balance and careful, detailed
planning. To the controller who sees funds tied up in material in the warehouse, work-
in- process inventory, and finished goods not shipped, the natural reaction is that
inventories are too high. To the production superintendent faced with the prospect of
interrupted deliveries or silent production lines due to inadequate raw, in-process, or
finished materials, the response must be that inventories are too low. Therefore, a
balance is needed between holding large quantities to satisfy the latter and frequent
stock replenishment to satisfy the former. This might be represented, as in below figure
98
If the replenishment quantity q is represented on one axis and the total
level; to take advantage of favorable prices; to ensure against error and loss; and
Overproduction for any of these reasons can, on the other hand, increase
costs through high investment and low capital turnover, material obsolescence,
99
Two basic concepts of control models need to be cognized:
Transaction reporting
periodic review.
TRANSACTION REPORTING:
Transaction reporting requires continuous, accurate updating of stock
records to determine when a replenishment order should be initiated. Frequent
stock activity, high volume requirements, and identifiable individual units may
make this type of system more desirable. This system may entail perpetual (or
continuous) record processing: e.g., reporting the use of each item and continuous
monitoring of stock levels. When a predetermined reorder point is reached, an
economic order quantity acquisition is initiated. This reorder point is set to ensure
that sufficient stock is available to carry the production process until the
replenishment supply is received.
100
PERIODIC REVIEW:
EXAMPLE:
A manufacturer uses wooden pallets for unit load shipping of the product.
These pallets are used regularly at rate of 100 per month and purchased from a
vendor Rs. 3.50 per pallet. They are stored in an unheated but covered shed until
needed, 19 and it is estimated that it costs 20 percent of the unit value to pay for the
investment and storage costs.
101
A fixed cost of 150 in clerical time and processing is incurred every time a
replenishment order is processed. If pallets are available when needed, re -handling
of the unit load of final product is necessary at a cost of Rs10 per unit. Delivery
normally takes from 6 to 10 days from the time of order, and 6, 7, 8, 9, or 10 days
are equally likely. To determine the EOQ, the following is considered:
If C = replenishment cost
S = storage cost
I = number of inventory turnovers per year
T = total cost per year for storage and replenishment
R = rate of demand
Q = order quantity (EOQ) 102
then Q can be calculated to be the order quantity which results in the
lowest cost T
Q = (2CR/S)
In summary, place an order for pallets when the pal- let inventory
for pallets as long as the costs and d factors or the delivery time
105
Pay Back Time
106
payBack time
Payback Time is a rough – and – ready model that is looked upon disdain by
many academic theorists . Payback sometimes called payout or payoff. Yet pay
back is most widely used decision model, and it certainly is an improvement over
the criterion of urgency or postponability.
b. Where a weak cash and –credit position has a heavy bearing on the
selection of investment possibilities and
107
The Payback Calculations follows:
P=I/O
Where P= Payback Time, I= Initial increment amount invested and O= The
uniform annual incremental each inflow from operations.
Essentially, payback is a measure of the time, it will take to recoup in the
form of cash from operations only the original amount invested. Given the useful
life of an assets and uniform cash flows, the less payout period , the greater the
profitability or given payback period, the greater useful life of the asset, the
greater the profitability. Note that, payback does not measure profitability, it does
measure how quickly investment amount may be recouped.
An investment’s main objective is profitability, not recapturing the
original outlay. If a company wants to recover its investment outlay rapidly it need
not bother spending in the first place. Then payback time is ZERO; NO WAITING
TIME is needed.
108
The Major weakness of the payback model is its neglect the
profitability.
Continuous Technological up gradation is required to be in
the competition.
The profit earned is ploughed back, with additional
investment in order to enhance the growth of the organization
Such options involves various alternatives and working for
return on investment.
Firstly the technical feasibility is examined reliably
predication is a valuable activity to design reliable systems.
Failure have to be identified and proacted
System need to be designed that is robust
109
Design Review:
1. Determine if the product will actually work as desired
and meet the customer’s requirements
2. Determine if the new design is producible and
inspectable
3. Determine if the new design is maintainable and
repairable
Financial Feasibility:
Net income
Margin on Sales =
Sales
110
RETURN ON INVESTMENT (ROI):
The return on investment is measured by adding back interest to net
income after taxes and dividing by total assets. It is a measure of the after –
tax profitability with which the firm’s total resources have been employed.
ROI=I= S-P P
Where P= The amount borrowed (or the amount invested )
S= The amount paid back (or the amount collected) at
the end of the year
111
RATE OF RETURN:
For example, assume the following situation.
Invest Rs.10,000 in a laborsaving machine.
Labor savings = Rs 2500 per year.
Useful life = 10 years.
Company desires 10 percent return on investment.
Machine will be depreciated for tax purposes over 10 years on a straight-line basis.
Company has 50 percent tax rate.
Machine will have no salvage value.
113
COMPLEXITIES:
Variable Annual Savings: The cash savings generated from a capital project are
seldom the same for each year of the life of the project. The savings may be
different because of the use of accelerated depreciation, varying production
levels, changes in tax rates, and other related items. The discounted cash-flow
concept can be used with varying annual savings in two ways, as illustrated in
the following example company has the opportunity to invest Rs.1000 in e of
four alternative projects. Each project has an estimated life of 6 years and a total
return of Rs.1800. The flow of the savings is as shown in this array.
Rs
Rs
Rs
Rs
Rs
Rs
Rs
Rs
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RECIPROCAL OF PAYBACK PERIOD COMPARED WITH RATE OF
RETURN
30% 30%
20% 20%
Rate of return
10% 10%
0 0
0 2 4 6 8 10 12 14 16 18 20
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INTERNAL RATE OF RETURN:
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NET PRESENT VALUE:
VALUE
The net present value of an investment is the difference between future
cash inflows discounted at a specified rate and the amount of the original
investment. If a desired rate of return is known, the present value of the future
flow can be determined. Assume the company wants a 20 percent return on
investment. The present-value factors for 20 percent for each year are given in
Table B-2. Applying these factors to the flows for the four projects, a present
value for each project is as follows:
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Using the net-present-value (NPV) approach, we see that project B has the
highest net present value. Projects A, B, and D all have positive net present
values, which mean that these projects all return more than 20 percent. Project
B has the highest NPV, which makes it the most attractive alternative. Project
How would you rank projects if the original outlay is different? The one with
the highest investment is likely to have the highest absolute Rupee NPV but
may have a smaller return. Projects of this nature can be ranked by the use of a
profitability index.
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PROFITABILITY INDEX:
Rs. Rs.
Rs. Rs.
Rs. Rs.
Project A has the lowest Rupee NPV. It also has the lowest investment outlay.
The index shows, how- ever, that it has the highest return; i.e., the Rupee
received discounted at 20 percent are higher relative to the investment than the
Rupee received in either project B or project C.
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TABLE : B-1 PRESENT VALUE OF RS.1 RECEIVED AT END OF THE YEAR
INDICATED
Present Value =1/(1+i)n
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TABLE : B-2 PRESENT VALUE OF RS.1 RECEIVED AT MIDDLE OF THE YEAR INDICATED
Present Value =1/(1+i)n-1/2
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TABLE : B-3 PRESENT VALUE OF RS.1 RECEIVED AT END OF EACH YEAR FOR N YEARS
122
TABLE : B-4 PRESENT VALUE OF RS.1 RECEIVED AT MIDDLE OF EACH YEAR FOR N
YEARS
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emulaTiNG
success model
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The keys
KEY: 1
Cleaning and Organizing
KEY: 2
Measured Management Objectives ( Safety, Horizontal Hierarchy,
Clear Instruction from TOP)
KEY: 3
Small group activity
a. One suggestion per month per person.
b. Short standing meetings to stress
efficiency.
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126
KEY: 4
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128
KEY: 5
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130
KEY: 6
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132
KEY: 7
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134
KEY: 8
integrating fUnctions
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136
KEY: 9
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138
139
KEY: 10
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141
KEY: 11
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I’ll inspect what I make
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poka yoka
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KEY: 12
145
KEY: 13
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147
KEY: 14
148
149
KEY: 15
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151
KEY: 16
prodUction schedUling
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153
KEY: 17
efficiency control
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155
KEY: 18
Using microprocessors
Mechatronics.
Learnt about sensors and how they are used.
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157
KEY: 19
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159
KEY: 20
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eight wastes
Taiichi Ohno's original enumeration of the seven wastes plus
underutilized people. These are:
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value sTream
maPPiNG
162
ValUe stream mapping – from rfq to deliVery
163
foUr steps to ValUe stream mapping
This value stream can serve more than one customer, but be
sure to use similar primary processes. Use a pencil rather
than a computer.
164
step 2: process design
Perform an upstream walk-through for each process step, observing
and documenting as much of the following as possible.
step 4: planning
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1% error
adds direcTly
To The
BoTTom liNe
167
1 % error adds directly to the Bottom line
This business was very focused on its core processing activity, but less
focused on the support functions. One of these support functions was the
off-line handling and managing of its molds, which were quite fragile and
breakable.
Also, the budget for this section was relatively small; in anyone year they
would spend about $200,000 on the replacement of molds that were broken
off line. As this was only about 1% of costs, the activity was never
previously targeted in typical cost reduction programs.
168
contd…
169
Process caPaBiliTy
170
process capaBility ratio
And for one – sided lower specifications only, the PCR id defined as
The PCR aids in the evaluation of processes with respect to their specification
limits.
171
Recommended Minimum values of the Process Capability Ratio
172
173
Process follow out for a normally distributed characteristics (One-
sided specifications). For Two sided Double the value of Y- axis
174
indices of process capaBility
175
long term capaBility
176
Example: PCRs AS FRACTION NONCONFORMING
Z = 3.75σ / σ = 3.75
1 – Φ (3.75) = 0.000088
Since we are considering a two – sided specification, the expected fraction non
conforming is 2 (0.000088) = 0.00018. Currently, quality controllers are
concerned with parts per million (ppm) defective. For PCR = 1.25, we expect
180 ppm non conforming.
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the sigma conVersion gUidelines
FROM
Short - Term
No Action + 1.5
To
Long - Term
- 1.5 No Action
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ProducT QualiTy
179
180
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when to Use dpo and when dpU?
•In most practical situations, we have more than one CTQ (critical-
to-quality) characteristics associated with a product and hence
more than one opportunity of defect. Hence it is more rational to
use e-dpo as a measure of yield.
d: Number of defects
dpu: Defects per unit
dpo: Defects per opportunities
Dpmo: Defects per million opportunities
Zst: Short term sigma rating
Zlt: Long term sigma rating = Zst + 1.5
Y tp: Through put yield
Y rt: Rolled through put yield
Cp: Process capability (Potential) index
Cpk: Process capability (performance) index
PPM: Parts per million defects
183
Yes
184
NO
185
186
187
yield: the classical perspectiVe
Y final == S / U
where Y final == Final yield
U == Number of units tested
S == Number of units that pass
Is the classical calculation of yield con-elated to other- major business metrics?
-Yield has always been considered a very important metric for guiding the
business; however, no correlation is observed between yield and profit
margin. How can this be explained?
188
idea of rolled throUghpUt yield
Suppose we say that there are 5 key tasks which must be executed
( without error) in order to successfully prepare a report, viz writing,
typing, Xeroxing, collating and binding .
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190
191
192
193
194
195
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exercises
1. In an organization the rate for winding, machine,
laminating and processing Departments are
80%,98%,68%, & 99%. What is the YRT, YNA, PPM.
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The 10 sTePs
aNd
miNimiziNG
iNveNTory iNvesTmeNT
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step #1: get organiZed
200
step #4: identify and focUs on leVerage points
The key steps of cost in inventory are the ownership of the item and
the length of time of ownership.
To minimize cost, activities should focus on eliminating ownership (as
opposed to access) and/or minimizing the time between gaining
ownership and shipping/using the item.
step #5: limit and prioritiZe resoUrces
Limiting the funds available for investment in inventory will drive the
need to prioritize inventory and extract greater value from the investment.
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step #6: work on the 1% errors
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QualiTy Tools
WiTh
jidoka
aNd
Poka yoke
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andon:
A Japanese word meaning light or lantern. It is triggered by an
abnormal condition or machine breakdown. It is a form of
communication indicating that human intervention is required. Many
times these are presented like a stoplight (red = stop, yellow = caution,
green = go).
poke – yoke (error proofing):
low – cost, highly reliable devices or innovations that can either
detect abnormal situations before they occur in a production process, or,
if they occur, will stop the machines or equipment and prevent the
production of defective products, those that prevent errors by an
operator, and those that detect errors by an operator and give a warning,
and those that defects in products and prevent further processing of
them.
205
heijUnka:
A method of leveling production for mix and volume.
jidoka:
This defect detection system automatically or manually stops
production and/or equipment whenever an abnormal or defective
condition arises. Any necessary improvements can then be made by
directing attention to the stopped equipment and the worker who stopped
the operation. The jidoka system posits faith in the worker as a thinker
and allows all workers the right to stop the line on which they are
working. It is now called autonomation in English.
continUoUs flow prodUction:
A production system where products flow continuously rather
than being separated into lots. No work in process is built up.
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material reqUirements planning (mrp):
A computerized system typically used to determine the quantity and
timing requirements for production and delivery of items (both
customers and suppliers). Using MRP to schedule production at
various processes will result in push production, since any
predetermined schedule is only an estimate of what the next process
will actually need.
manUfactUring resoUrce planning (mrp ii):
MRP as just defined, plus capacity planning and a finance interface to
translate operations planning into financial terms, and a simulation tool
to assess alternate production plans. ERP is enterprise wide resource
planning waste.
oVerall eqUipment effectiVeness (oee):
A machine’s overall equipment effectiveness is the product of
its availability. Performance efficiency, and first – pass yield.
207
first- pass yield (fpy):
cycle time
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mistake - proofing (or poka – yoke)
they become defects delivered to customers. It puts special attention on the one
constant threat to any process: human error. Mistake – Proofing is simply to pay
careful attention to every activity in the process and to place checks and problem
like the balance and direction data transmitted from a cyclist’s ears to brain,
209
USES OF MISTAKE – PROOFING
Mistake – Proofing can be used to:
Fine – tune improvements and process designs from DMAIC projects.
Gather data from processes approaching Six Sigma performance.
Eliminate the kinds of process issues and defects needed to take a
process from 4.5 to 6 Sigma.
BASIC STEPS IN MISTAKE – PROOFING
Mistake – Proofing is best applied after completion of a through FMEA
prediction and prevention review. Then we can
Identify possible errors that might occur despite preventive actions.
Determine a way to detect that an error or malfunction is taking place or
about to occur.
Identify and select the type of action to be taken when an error is detected.
210
DIFFERENT KIND OF ERRORS
• Forgetfulness – Rail gate closing
• Errors due to misunderstanding – Steps on break car with auto transmission
• Errors in identification – Bill amount
• Errors made by Amateurs
• Wilfull errors – No cars at sight crossing in red.
• In advertent errors – Crossing without noticing
• Errors due to slowness – Delays, step on break
• Errors due to lack of standards – To discretion
• Surprise errors – Malfunction without warning
• Intentional errors – Crimes
Mistake happen for many reasons, but almost all can be prevented if we take the
Time to identify when and why they happen.
211
The basic types of “Mistake – Proofing Device” are:
Control:
An action that self – corrects the process, like an automatic spell –checker /
corrector.
Shutdown:
A procedure or device that blocks or shuts down the process when an error
occurs. Example. The automatic shutoff feature of a home iron.
Warning:
This alerts the person involved in the work that something is going wrong.
Example. A seat – belt buzzer. So is a control chart that shows that a process may
be “out of control”.
212
Some common types of Mistake –Proofing measures include:
simple workflows will help to prevent errors from becoming defects in the
hands of customers.
213
MISTAKE – PROOFING “DOS AND DON’TS”
DO’s:
DON’TS:
214
imPlemeNTiNG
The
leaN kaizeN
215
Vision statement
Broad oBjectiVes
Foster a commitment to continuous improvement with in- creased visibility of how
we use time. Reduce or eliminate activities that do not add value.
Foster a commitment to a high level of quality-doing the right things right the first
time.
Apply state-of-the-art tools for waste reduction and quality improvement.
Change the management culture from "traditional" to "team oriented," enhancing
employee involvement at all levels.
Employ statistical management techniques as a new language for all employees,
identifying problems when they occur, and resolving them at the lowest possible level
in the organization.
Train employees to be team leaders, facilitators, and team members in accordance
with the new culture.
Foster innovation and commitment to being world class all levels.
Promote the use of consensus decision- making whenever possible as the
foundation for the new culture. 216
market imperatiVes
Compress lead-time from six weeks to two weeks.
Improve on-time delivery performance from 75 to 95 percent.
cUrrent conditions
Backlog: 2-3 weeks (shippable orders)
Setup times: punch, 45 minutes
brake, 40 minutes
hardware, 30 minutes
spot weld, 25 minutes
Material management: batch-push
Subcontract lead times: 1-2 weeks
Lot sizes: 90 days
Inventory turns: 8 turns/year
Lead time: 5-8 weeks (including outside processes)
Facilities layout: process functional, multiple buildings
Quality: Cost = 2% of sales
Productivity: Rs. 8500 per employee/year (Rs. 12000 direct labour) 217
to – Be Vision
Backlog: 3 days maximum (shippable orders)
Setup times: punch, 9 minutes
brake, 12 minutes
hardware, 5 minutes
spot weld, 9 minutes
Material management: demand pull
Subcontract lead times: 2-3 days
Lot sizes: 2 weeks
Inventory turns: 20 turns/year
Lead time: 9-11 days (including outside processes)
Facilities layout: cellular, single building
Quality: cost < 1 % of sales
Productivity: Rs. 10000 per employee/year (Rs. 130000 direct labor)
218
model-line personnel will exhiBit the
following characteristics:
Accept only zero quality rejections;
Are not passive witnesses;
Keep the flow;
Continually suggest improvement;
Are interested in production goals;
Know how to do their jobs;
Know how to do others' jobs;
Can stop the line;
Assist their teammates.
Predict and avoid problems;
Measure their own output;
Measure their own quality;
Understand the product;
Understand the process;
Call in resources as needed;
Communicate, cooperate, collaborate; and
Are team players and team leaders.
219
role of steering team: