SMED

POKA YOKE
LEAN 6 SIGMA

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 Quick Change Over
SMED
Single Minute Exchange of Die

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This Photo by Unknown Author is licensed under CC BY-SA
 Classic Changeover

Breakdown of Changeover Duration

Dis mount Change tools Adjus tments Trials

tools (machine s topped)

Steps to Changeover

1. Machine is stopped
2. Changeover operations happen
3. Machine will start again

Changeover times causes productivity loss

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Setup operation is the preparation or adjustment performed before and

following the manufacturing process. There are only two kinds of setup
activities.

Internal Setup:
• this is work that must be done on the machine when it is shutdown. For
example, the stationary die half can only be attached to the stationary
machine platen when the machine is shut down.

Machine External Setup:

Set up • this work can be done while the machine is still running. For example, the
plunger tip and plunger rod can be assembled.
• Traditional setup operation in a manner similar to manufacturing
processing is made up of the following four steps:
• Preparation, after-process adjustments, checking of materials and tools.
• Mounting and removing of tools or parts.
• Measurements, setting and calibration.
• Trial runs and adjustments.

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Four Steps to SMED

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Identify Identify Pilot Area

Identify Identify Elements

5 Working
Steps to Separate Separate External Elements
SMED
Convert Convert Internal Elements to External

Streamline Streamline Remaining Elements

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Suppress useless operations, convert IS (Internal Set-

up) operations into ES ( External Set up)

2 Simplify fittings and tightening

Four
• Minimize " turning " movements: they request several grasp-
release motions!

Principles of
• Fit at once, in a single motion
• Use blocks, jigs, templates

SMED • Standardize tools, types and size of screws, nuts...

Work together!
• Setup a racing pit team

Suppress adjustments and trials

• Get it right the first time
• Use jigs or makeshift devices to avoid and detect errors
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Step One – Identify Pilot Area

Item Description

Duration The changeover is long enough to have significant room for improvement, but not too long as to
be overwhelming in scope (e.g. a one hour changeover presents a good balance).

Variation There is large variation in changeover times (e.g. changeover times range from one to three
hours).

Opportunities There are multiple opportunities to perform the changeover each week (so proposed
improvements can be quickly tested).

Familiarity Employees familiar with the equipment (operators, maintenance personnel, quality assurance,
and supervisors) are engaged and motivated.

Constraint The equipment is a constraint/bottleneck – thus improvements will bring immediate benefits. If
constraint equipment is selected, minimize the potential risk by building temporary stock and
otherwise ensuring that unanticipated downtime can be tolerated.

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Step Two – Identify Elements

In this step, the team works together

to identify all of the elements of the
changeover. The most effective way of
doing this is to videotape the entire
changeover and then work from the
videotape to create an ordered list of
elements, each of which includes:

• Description (what work is

performed)
• Cost in Time (how long the element
takes to complete)

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Item Description

Elements A typical changeover will result in 30 to 50 elements being documented.

Sticky Notes A fast method of capturing elements is to create a series of post-it notes that are stuck to
a wall in the order in which they are performed during the changeover.

Man and Machine Be sure to capture both “human” elements (elements where the operator is doing
something) and “equipment” elements (elements where the equipment is doing
something). As discussed later, the human elements are usually easiest to optimize.

Other Notes While videotaping the changeover have several observers taking notes. Sometimes the
observers will notice things that are missed on the videotape.

Observe Only observe – let the changeover take its normal course.

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Step Three – Separate External Elements

• In this step, elements of the changeover process that can be

performed with little or no change while the equipment is
running are identified and moved “external” to the changeover
(i.e. performed before or after the changeover). It is not
unusual for changeover times to be cut nearly in half with this
step alone.

For each element the team should ask the following question: 

• Can this element, as currently performed or with minimal

change, be completed while the equipment is running?
• If the answer is yes, categorize the element as external and
move it before or after the changeover, as appropriate.

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ITEM DESCRIPTION

Retrieval Retrieval of parts, tools, materials, and/or

instructions.

Examples of Inspection Inspection of parts, tools, and/or materials.

candidate
elements for
such Cleaning Cleaning tasks that can be performed while
the process is running.
treatment
include:
Quality Quality checks for the last production run.

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Step Four – Convert Internal Elements to External

In this step, the current changeover process is carefully examined, with
the goal of converting as many internal elements to external as
possible.

For each internal element, the team should ask the following
questions: If there was a way to make this element external, what
would it be? How could we do it?

This will result in a list of elements that are candidates for further
action. This list should be prioritized so the most promising candidates
are acted on first. Fundamentally, this comes down to performing a
cost/benefit analysis for each candidate element:

• Cost as measured by the materials and labour needed to make the

necessary changes.
• Benefit as measured by the time that will be eliminated from the
changeover.
• Once the list has been prioritized work can begin on making the
necessary changes.

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Examples of techniques that can be used to

convert internal elements to external are

Item Description
Advance Preparation Prepare parts in advance (e.g. preheat dies in advance of the
changeover)

Jigs Use duplicate jigs (e.g. perform alignment and other adjustments in
advance of the changeover)

Modularize Modularize equipment (e.g. replace a printer instead of adjusting the

print head so the printer can be configured for a new part number in
advance of the changeover)

Modify Modify equipment (e.g. add guarding to enable safe cleaning while
the process is running)
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Step Five – Streamline Remaining Elements

• In this step, the remaining elements are reviewed with an eye towards streamlining and
simplifying so they can be completed in less time. First priority should be given to internal
elements to support the primary goal of shortening the changeover time.

• For each element, the team should ask the following questions: How can this element be
completed in less time? How can we simplify this element?

• As in the previous step a simple cost/benefit analysis should be used to prioritize action on
elements.

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Examples of techniques that can be used to streamline elements are:
Item Description
Release Eliminate bolts (e.g. use quick release mechanisms or other types of
functional clamps)

Adjustment Eliminate adjustments (e.g. use standardized numerical settings;

convert adjustments to multiple fixed settings; use visible center
lines; use shims to standardize die size)

Motion Eliminate motion (e.g. reorganize the work space)

Waiting Eliminate waiting (e.g. make first article inspection a high priority
for QA)

Standardizing Standardize hardware (e.g. so fewer tools are needed)

Operations Create parallel operations (e.g. note that with multiple operators
working on the same equipment close attention must be paid to
potential safety issues)

Mechanize Mechanize (normally this is considered a last resort)

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 Areas of opportunity for SMED projects .

Avoid the temptation, especially with technically proficient teams, to focus

on technical improvements. Instead, focus first on human improvements.
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SMED
How much money cost a setup?
• During a setup we keep spending money. We keep paying salaries to all employees (employees who are part of
production and all employees in our organization), we keep paying rent, and we keep paying everything else except direct
costs such as those of energy and raw materials. So we can sum up the cost of a setup:
Setup cost = Hours spend X Average Contribution per hour of production
• Average contribution per hour of production is a value that most financial departments hold. It means how much net
money we make per hour of production. It is usually calculated as the price that the customer pays us minus the direct
cost per product such as energy and raw materials (not employees’ salaries which we will pay regardless of whether we
produce or whether the tool is idle).
Sales per Production Hour = Annual sales from a machine/Actual hours machine worked
• How do we calculate it:
• Average contribution per hour of production = 
Sales per hour of production – raw material cost per hour of production – energy cost per hour of production
• In normal circumstances efforts & money put in to save the downtime due to Set up time reduction and for reducing the
machine downtime through timely & pre planned repairs of machines , is much less in monetary terms , as compared to
saving accruing due to extra business because of availability of extra hours for production .

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Finally, a common example of how SMED principals can be applied to shorten the time of a
changeover. How long does it take you to change a tire on your car after you have stopped? 15
minutes?

Could the tire be changed in 15 seconds? How about 8 seconds?

When Dale Earnhart Jr. pulls into the pits at a NASCAR race, his four tires are changed and the car
filled with fuel in about 15 seconds.

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When Michael Schumacher pulls into the pits during a Formula 1 race,

He gets four tires and a load of fuel in about 8 seconds.

Red Bull has set up a record of 1.88 Seconds recently

Of course he as twice the number of tire changers that Dale Jr. has. Also, only
one lug nut/spinner per wheel.

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Equipment: 200 DCM

Standard Operating  
Operation: Die 3000 SU
Procedure Date:   Jun-05  

Employees trained for setup and operation

o John B. o Ted A.

Alice Z. China B.
o o
Tools needed & Location  
  o impact wrench, 1/2 & 3/4 drivers  

   
o 2T hoist
  o Tool/cleanup Cart  

   
o Die preheat station, 30 min. or 350F.
   
o Prybar
Parts needed    

   
o Vee clamps, use from existing SU
   
o 2x-3/4 x 2 SHCS for ej. Plate, use from existing SU

   
o 4x-Hose disconnects, use from existing SU
  o vacuum, scraper, solvent, brushes for clean- up  

Standard Operating Procedure  

   
o SOP 001 (setup)
   
o SOP 002 (cleanup)
   
o SOP 003 (preheating)
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Example Checklist for setup of D/N 3000.  
          
Function Checks CstgDie 3000
Operation: Function Check    

Date: Jun-05      

Employees trained for function check

 
o John B. o Ted A.

         
Visual check
 
o Cover cavity: cores and mounting screws tight
 
o Eject. Cavity: cores, ejector pins, mounting screws tight
 
o Tool/cleanup Cart    
 
o Ejector plate: Pins free and lubed, mounting screws tight
 
o Ejector plate: Insert spacer block, check heights of all ej. Pins in cavity to spec.

Tools required        
 
o 3/4 Allen key    
 
o 1/2 Allen key    
 
o 1215 master ejector spacer block  

Standard Operating Procedure

 
o SOP F3000 (Function check)  
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Example Function check D/N 3000    
 Internal SU commences when the DCM is shut down.
#1 Crew Activity #2 Crew Activity

1. Leave die open, return ejector plate, change to manual mode turn off cooling. 1. Lower hoist into position above stationary die half.
2. At stationary half, disconnect cooling lines, 2. Add slight tension to hoist.
drain first and then inlet.
3. Lift die half out of DCM and place in stage in “removed die holding area”
3. Unbolt two clamps from the stationary die half and attach hoist.
4. Obtain the stationary half of DN 3000 from the die pre-heating station and lift into
4. Use pry bar to move die half off of keyway and guide die out of die space. die space. Wait for operator to locate die on keyway.

5. Clean-up die space in area of the stationary die half. 5. Lower hoist into position above the moving stationary die half.

6. Locate DN 3000 on keyway and clamp into place. Disconnect hoist. 6. Add slight tension to hoist.

7. At moving half, disconnect cooling lines, drain 7. Lift die half out of DCM and
first and then inlet.
8. place in “removed die holding area”
8. Attach hoist, unbolt two clamps and unscrew two ejector plate retaining screws.
9. Obtain the moving half of DN 3000 from the die pre-heating station and lift into die
9. Use pry bar to move die half off of keyway and guide die out of die space. The moving space. Wait for operator to locate die on keyway.
die half.
10. Move hoist away from above the DCM.
10. Clean-up die space in area of the stationary die half.
11. Reset DCM machine settings if necessary.
11. Locate DN 3000, moving half, on keyway and clamp into place. Disconnect hoist12.
Insert and install two ejector plate restraining screws. 12. Readjust die sprayers as necessary.

12. Insert and install two ejector plate restraining screws. 13. Readjust autoladle if necessary.

13. Reconnect cooling lines to the moving half. 14. Remove Tool/Cleanup cart.

14. Reconnect cooling lines to the stationary die half. Adjust to low flow to fill die with 15. Replace material handling containers for the new castings.
coolant.
15. Close die, check lock.

16. All satisfactory, set DCM to Semi-Auto

cycle and make first shot.

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One Turn Functional Clamping

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One Motion Clamping

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Another type of clamping is referred to as One-motion methods. These are cam and clamps, wedges and
taper pins, spring stops and detents and magnets or vacuum. All of these devices have been used in the
die casting plant in various locations and many are familiar to us. These methods are shown above.
Another method for holding two components together is to interlock them. This is similar to using a
wedge, but in this case one of the components is a wedge. This technique relies on a good fit between the
mating components and a slight amount of interference.

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This graduated scale is similar to a vernier used in measurement.

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 Visible centerlines and reference planes
In traditional setup centerlines and reference plane are not visible. In order to setup tools at the machine or
injection centerlines, tools have to be modified to find these locations.

For example, in hot chamber die casting a setup ring or collar is installed in the die at the sprue. The setup
ring fits into the nozzle hole in the stationary platen and aligns the die with the nozzle. Another method for pre-
positioning the die in the die space is to attach a bracket to the top of the die that has two V-blocks attached.

The die is dropped into the machine from the top, the V-blocks straddle the tie bars and position the die in the
machine die space.

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Mechanization
• Mechanization is considered only after the first three techniques have been exhausted. Mechanization does not usually yield
large savings in time because most of the time saving have already been achieved by the time we get to mechanization.
• Also, mechanizing an inefficient operation is not advantageous. Think of mechanization as a process for fine tuning, not
quantum leaps in improvement. Mechanization is essential for moving large tools including large casting dies.

Mechanization techniques include:

• Using forklift to place die in the DCM

• Moving large dies on bolster plates
• Clamping and unclamping by remote control
• Using electric drive to change shut heights
• Using machine energy to move dies

From the list above, all are already being done in die casting.
 
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Now lets look at the setup of a self-contained hot chamber die, starting with traditional setup and
then convert the setup using SMED techniques. We will use the setup that is enumerated in Chapter
6 of the “Operating the Die Casting Machine” handbook. This setup lists 33 sequential steps
beginning with:
1. Deactivate shot 18. Heat nozzle
2. Open DCM 19. Connect cooling lines
3. Clean die mounting surface 20. Set safety ratchet
4. Clean mounting surfaces of die 21. Set deceleration
5. Insert eyebolts into die 22. lubricate die
6. Install cooling line pipes 23. Install die heating
7. Attach crane or chain fall 24. Install release spray
8. Install bumper pins 25. Close safety doors
9. Place die in DCM 26. Tighten nozzle
10. Close DCM 27. Replace shot plunger
11. Install ejector pinion 28. Set all timers and metal temperatures
12. Secure die 29. Check Hydralic lines
13. Remove crane 30. Check machine lube system
14. Check die closing 31. Turn off die heating torches
15. Set DCM stock 32. Check lock-up sequence
16. Set ejector 33. Make shot
17. Install nozzle    

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 Reduction of change-over costs

Production of smaller lot sizes combined with an increased number

of change-overs
Trial-runs are minimized or even become superfluous

Advantages Urgent orders can be quickly produced

of Set-Up
Reduction Improved productivity (increased efficiency, less waste, less
machine defects)
Set-Up becomes easy, no special skills are needed

Reduction or elimination of intermediate inventory

Improved flexibility

Reduction of inventory costs

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SMED - reducing set up times
        Quick Change over SMED

Comparing pitstops across motor sports

https://youtu.be/_Rp_FtFCs54

See at 1 hr 11 minutes on video , how a 10000 mould is changed in 4.5 minutes

https://youtu.be/gPUmY8WnnpU

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Poka Yoke

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 All About “Poka-Yoke”
(Continuous Improvement )

Poka-Yoke was developed by

Shigeo Shingo from Toyota
Motors as a tool to achieve

Zero Defects.
• The process of Zero Defects is also known as “Mistake
Proofing” or “Fail-Safe”.
•By taking over repetitive tasks or actions that depend on
vigilance or memory, Poka-Yoke can free
workers’ time and mind to pursue more value added activities.

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Errors , Defects & Failures

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 •Failures  
• Now that we have understood what an Error, and a Defect are, we
can have a quick look at what a Failure means. 

• A Failure, can be classically defined as a event of something failing, 
in our context, it can be a product, a process, or a service. 

Errors , • Failure then extending the above definition can mean an event of s
omething not working, or stopping working as expected out of

Defects &
it. Failures, Defects and Errors are what causes customer
dissatisfaction, and prevents products and services from delivering
the desired value to the customer.

Failures •Relation between Errors, Defects, and Failures 

Contd. •Now that we know Errors, Defects, and Failure well, it is interesting to 
note that they are interrelated. 

• They share a cause and effect relationship. 

• Errors occur while designing, developing, or deploying products or 
services. 
• These Errors introduce Defects in them. 
• These Defects in turn causes them to Fail from meeting customer e
J J xpectations
SHRIKHANDE and delivering value. 41
The following figure depicts the term Poka-Yoke in
broader terms for better understanding. 

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Definition
Poka-yoke ( ポカヨケ ) is a Japanese term that
means "mistake-proofing". A poka-yoke is any
mechanism in a lean manufacturing process that helps an
equipment operator avoid (yokeru) mistakes (poka).

A Lean
Strategy in
Human Error
Prevention.
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Objective of Poka-Yoke
• Understand definition of Poka-Yoke add its application
in Lean management to identify & eliminate WASTE.

• Build Quality into process through early detection &

prevention of Defects.

• Know the three basic functions of a Poka-Yoke

device.

•Understand Approach of Poka-Yoke & its application in Defect Prevention.

• See examples of Poka-Yoke devices in Defect management.

• Learn to implement different Poka-Yoke approach.

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 Origin of Poka - Yoke
Shigeo Shingo applied Poka-yoke in the 1960s to industrial processes designed to prevent
human errors.

Shingo redesigned a small switch assembly

process in which factory workers, often forget to
insert a spring under the switch buttons.

In the redesigned process, the worker would perform the task in two steps, first preparing the
two required springs and placing them in a placeholder, then inserting the springs from the
placeholder into the switch.

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 Origin of Poka - Yoke
When a spring remained in the placeholder, the workers knew that they had
forgotten to insert it and could correct the mistake effortlessly.

Shingo distinguished between the concepts of

inevitable human

mistakes and defects in the production. Defects

occur when the mistakes are allowed to reach the
customer.

The aim of poka-yoke is to design the process so that mistakes can be

detected and corrected immediately, eliminating defects at the source.

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 Purpose of Poka-Yoke
Poka-Yoke overcome the inefficiencies of inspection through the use of automatic devices that seek to
do three things;

1.Not accept a defect for the process 2.Not Create a Defect

3.Not Allow a Defect to be passed to the next process

They do this in a number of different ways but can be categorized as being either;
Control – they take physical action to prevent a defect
Warning – They sound an alarm or light up to tell us a mistake has been made.

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Pillars of Lean Production
System
JIT & JIDOKA
Just-in-time: making only what is needed, only when it is needed,
and only in the amount needed; though simple in principle,
requires dedication and careful, hard work to implement properly.
Just-in-time production eliminates traditional Production kind of
Waste.

It eliminates the need for maintaining large inventories, which reduce financing costs and storage costs.
JIT eliminates the waste of stock rendered worthless by changes in specifications or customer demand.
It also eliminates the waste that occurs when defects go undetected in large batches of idle inventory.

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Pillars of Lean Production
System
JIT & JIDOKA
Jidoka refers to building quality into the production
processes.
Mechanical Jidoka is:
Autonomation

Autonomation – means giving machines the human capability to detect a defect

when it is created and stop immediately.
As a result only one defective product is made and the source of the problem can
be investigated.

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 JIT – Continuous Flow
Product flows continuously through the manufacturing
processes
ideally one-piece at a time.
 Work-in process inventory greatly reduced.

Lead-time greatly reduced.

Defect detection is immediate.

 Flow of work is simple and visual.

Imbalance in operator work load easy to identify.

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 Enablers for Continuous Flow
Cellular ‘U’ shape Factory Layout
Multi-skilled Operators

Quick Changeover
‘SMED’

Right-sized, flexible Equipment

$1,500

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 Jidoka – Build Quality into Processes

“Stop the Line” Authority

Jidoka - Autonomation

Poke Yoke – Mistake

Proofing

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 Jidoka – Autonomation
Jidoka frees the operator from watching the machine, now
one operator can monitor many machines (reducing cost).
By giving machines the ability to perform simple repetitive
tasks, then human can focus on problem-solving and
improvement.

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Jidoka – Transferring Human
Intelligence
Defects, rework, and scrap add cost and
represent waste that must be eliminated.

Lean factories apply a Jidoka to detecting and

eliminating the sources of defects.

As a result lean factories simultaneously reduce cost and improve quality.

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Principle of Poka Yoke

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POKA-YOKE Approach

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Poka Yoke based on Conditions of Defect

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POKA-YOKE Approach
Three Ways of Preventing Mistakes
When an error is predicted or detected there are three ways of preventing
mistakes:
1.Shutdown the process

2.Control to prevent an error going

ahead or mistake occurring

3.Warning is sent to indicate an error

may occur

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POKA-YOKE Approach
TYPES of Poka-Yoke in Prevention

Control - eliminates the possibility of a mistake to

occur (automatic machine shutdown)

Warning - signals that a mistake can occur (blinking

light, alarm, etc.)

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Poka Yoke based on points of Inspection

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Poka Yoke for Prevention of Errors

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Poka Yoke for Detection

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POKA YOKE- RULES in Lean Production

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Why mistake-proofing is important
•Lean practice does not allow extra inventory to compensate for scrap.

•Lean ideology focuses on speed ... &... speed cannot exist when
defects and rework prevail.

•Cost pressures don’t tolerate continued mistakes: scrap ,rework, lateness.

And most importantly:

Our customers rightfully expect defect free products and …

Traditional 100% inspection won’t provide 100% defect-free
products.

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 Some Background on Inspection
Traditionally, quality is inspected quality.
• Judgment Inspection: Separating good from bad after processing.
•Informative Inspection: Inspect then take action to eliminate future occurrence.
•100% or Sampling inspection based on SPC (Statistical Process Control) methodologies.

Inspection:
• assumes defects are inevitable.
• believes the process of inspection will reduce defects.
• can reinforce ‘quality’ is responsibility of the quality
department.
• is not 100% effective.

All of the above tolerate some level of defects. How do we achieve 0 defects?
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 “Self-Check” Inspection
ROI (reliance on operator inspection) emerged in the 1980’s. A self-check occurs when the
person performing the work checks the work before the work moves to the next process step.

On the upside ..
• 100% coverage is likely.
• instant learning and correction are possible.
• potentially less resistance when self-discovered.
On the downside ..
•sometimes compromises are made & proper corrective action skipped.
• blind to your own mistakes.
• compliance can be marginal if not part of standard work.
• key features, characteristics, interface relationships not always understood.

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 “Successive-Check” Inspection
A successive-check occurs when the previous work is completed and that work is
checked by the next person in the process.

On the upside ..
• often catches errors overlooked by self- checking
process.
• can build a sense of cooperation between process
participants.

On the downside ..
• corrective action still required and happens after the point of error.
• compliance can be marginal if not part of standard work.
• can create friction between workers.

Self-check and successive-check was required because the process allowed

errors to occur.

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“Special Cause” Variation
Special cause (assignable cause) variation should be attacked first. (A single
factor, with little interaction, acting on process causing a large perturbation …)

Tools which are effective in resolving

‘special causes’ have minimal impact on
‘common causes’.
- SPC, 7 basic tools (focus to stabilize
process)

Different tools and methods are required to effectively identify and improve
common cause issues.
- PFMEA (focus to optimize process)

Eliminate the common cause variation through repeated application of

Poka-Yoke.

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Make No Mistake
Attributes of Zero Defect quality system
• Source Inspection - Checks conditions at the source
•100% Inspection - Simple Poka-Yoke devices in place to check every time
the process occurs

• Immediate Action
- Operations stop and corrective action is taken
when a defect occurs. Teams brainstorm and
implement new devices wherever there is

an opportunity for error

Quality can only be assured when there is always

immediate feedback at the source of the defect.
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 Poka-Yoke Culture
Focus on building quality into the process.
• Remember to consider the sources of variation, engage GB and BB
support.
• Make it impossible to create a defect.

Believe that inadvertent errors can be eliminated.

• Engage the people in the process.10 heads are better than one.

Implement the best ideas after you find the root cause
• Chase through the five ‘why’s’, then ….brainstorm to get to the best
solution to attack root cause.

No more excuses! Build a culture that finds a way to do it right the first time and does
not tolerate errors!

J J SHRIKHANDE 73
Contrasting Cultures
NEGATIVE APPROACH POSITIVE APPROACH
Mistakes are Inevitable Mistakes Can Be Eliminated
• people make mistakes • create the ‘right’ environment
•
• focus on the process deficiency
place blame
• detect at final inspection • ask “why?”, then “how?”
• sampling inspection • learn from the opportunity
• • apply mistake-proofing methods
errors are inevitable
• train everyone to challenge errors
• no time, no money • show them it’s possible; share
• no support examples

What is the culture in your workplace?

What is your approach?
J J SHRIKHANDE 74
 Top 10 Errors that Cause Defects

1 Processing omissions (a step was forgotten)

2 Error in setting up the work piece
3 Assembly omissions (a part was forgotten)
4 A wrong part / item was included
5 Wrong work piece
6 Operations errors (incomplete information, procedures not followed)
7 Adjustment, measurement, dimensional errors
8 Equipment maintenance errors
9 Errors in preparation of tools, fixtures, blades, etc
10 Wrong Process used

What is the culture in your workplace? What is your approach?

J J SHRIKHANDE 75
 Other Defect Causes
• Forgetfulness
• Language Barriers- (i.e. English as a second language)
• Misunderstanding instruction or procedure
• Errors in identification (e.g.: part and/or placement recognition)
• Errors made through lack of experience
• Pace (too fast or too slow)
• Lack of standards, expectations, procedure, or instructions
• Incomplete information
• Incorrect or incomplete processing (parts, dwell times, etc)
•Out of tolerance tools, fixtures, and jigs -adjustment or placement
errors

What is the culture in your workplace?

What is your approach?
J J SHRIKHANDE 76
Ten Types of Human Mistakes
• Forgetfulness
• Misunderstanding
• Wrong identification
• Lack of experience
• Willful (ignoring rules
•
or procedure)

•
Inadvertent or sloppiness

•
Slowness

•
Lack of standardization

• Surprise (unexpected machine operation, etc.)

Intentional (sabotage)
J J SHRIKHANDE
77
 Causes of defects
Examples and Causes of Defects  
Some of the examples of Defect are, 
• Lack of training or skill. 
• Lack of process capability. 
• Extra or over production. 
• Excessive stocking up of inventory. 
• Lack of concentration or focus. 
• Hurried or rushed work. 
• Excessive motion or transportation. 
• Incomplete or inadequate testing or review. 
• Improper or inadequate design strategy. 

Below are some of the causes of Defects in office working

• Spelling or typo errors in books or documents. 

• Missing or incorrect information in documents. 
• Incorrect price labels on products. 
• Missed technical specifications in requirement document.
Deleting incorrect rows or columns in tables. 
• Incorrect design sent to development team.
J J SHRIKHANDE 78
Defects Classification Based on Severity

J J SHRIKHANDE 79
Defects Classification Based on priority

J J SHRIKHANDE 80
Poka Yoke Approaches

J J SHRIKHANDE 81
Poka Yoke Devices

J J SHRIKHANDE 82
Poka Yoke Devices

J J SHRIKHANDE 83
Mistake Proofing Device Example
A critical condition detector is a device that detects two
type of conditions:
1) the presence or absence of a
specific, visible pre-set quantity
such as the correct number of parts,
correct weight, height, volume or
depth

2) fluctuations in a non-visible condition

such as pressure, temperature,
current and non- visible fluids (air).

J J SHRIKHANDE 84
Mistake Proofing Device Example
How it works:
A critical manufacturing condition (pressure, current,
temperature, time, etc.) is measured -
and work cannot
proceed if the value is
not within a pre-
determined range as
indicated on the
detector.

J J SHRIKHANDE 85
Critical Condition Device Example
Fluid Element Detectors:

Detect changes in air streams occasioned by the placement or removal of objects (useful in
detecting broken drill bits).

Pressure Change Detectors:

Detect interruptions in flow through pressure gauges or pressure-sensitive switches.

Temperature Change Detectors:

Detect temperature change and variation through thermometers, thermostats, thermistors,

thermocouples, etc.

Current Fluctuation Detectors:

Detect via meter relays occurrence of electric currents or secondary currents (important
applications in spot welding).

J J SHRIKHANDE 86
 POKA YOKE- Usage & Examples
Control type Poka-Yoke is one that physically rejects defect whilst a
Warning type Poka-Yoke is one that sounds an alarm when you
accidentally make an error.
Control (prevention):
The floppy disc is only
able to be inserted in one
orientation.

Shutdown / Warning (Prevention):

Mowers have a safety bar on the
that must be pulled back to start the
engine. If you let go of the safety
bar, the mower blade stops in 3
seconds or less.
J J SHRIKHANDE 87
POKA YOKE- Usage & Examples
These two Poka-yoke can further be classified into the following
three types;

1. Contact

2. Fixed Value

3. Motion Stop

J J SHRIKHANDE 88
 Contact type POKA – YOKE
Contact type Poka Yoke devices that have physical shapes that are used to
prevent the use of incorrect components, pins that have to fit into holes from
previous operations and so on, they physically make contact with the product
and highlight when a mistake has been made or physically make it impossible to
make the mistake.

J J SHRIKHANDE 89
Contact type POKA – YOKE

A three pin plug would fit into

this category as it can only
be plugged into a socket in
one orientation.

The SIM card in your Hand-phone

can only be fitted one way
around in your phone..

J J SHRIKHANDE 90
 Fixed Value Poka
Yoke
Fixed Value Poka-yoke is a method that uses physical and visual methods to
highlight that all components are available in the right quantities and have been
used, sometimes combined with contact style sensors to make them more positive.
Examples would be egg tray style
containers that present the operator
with exactly the right number of
fixings or pre-dosed medication in a
sachet rather than relying on the
user to measure from a larger
container.

J J SHRIKHANDE 91
 Motion stop POKA-YOKE
These types of Poka-yoke devices ensure that the correct number
of steps have been taken and possibly also the sequence of steps.
Example of this could be the
use of a nut runner to tighten
a specific number of bolts to
a required torque;

if the correct torque is not reached or if the operator does not tighten all of the
bolts the part will not be released to the next operation.

J J SHRIKHANDE 92
 Guide to Mistake-proofing
Note: This guide assumes a reactive effort (a problem already exists) Mistake-proofing should
Note be also be used in a proactive mode. Defects can be prevented by mistake-proofing products
and processes at the design stage.

Describe Describe the defect (or potential defect).

Determine Determine where the defect is discovered or where it is made.

Detail Detail the sequence of events in the documented standard.

Observe Observe the process and detail the steps that differ from the standard.

Identify Identify contributing conditions (tools, training, etc).

Refer Refer to step 4 observations; ask the 5 ‘whys’ to determine root cause.

Identify Identify the mistake-proof device necessary to prevent the defect.

Show Show the team the Poka-Yoke hints and examples of poka-yoke devices.

Add Add the device to the process - Now!

J J SHRIKHANDE 93
J J SHRIKHANDE 94
J J SHRIKHANDE 95
 Combining Lean And Variation
Reduction
Start with an FMEA
This organized approach will identify potential problems
that can be addressed with mistake proofing activity.

Process maps
can also be
beneficial.
Understanding the
inputs and
outputs can help
identify specific
solutions.

Mistake proofing is an excellent opportunity to combine the tools of

variation reduction and lean.
J J SHRIKHANDE 96
Additional Hints for Defect Prevention
Don’t make surplus products
• make only what the customer needs, when it is needed
• surplus inventory makes poor quality harder to find
• in a high inventory environment, the sense of urgency is not there
Eliminate, simplify, or combine production operations
• identify and eliminate waste; drive 5S
• follow standard operations & utilize visual aids
Once processed, use immediately
• adopt a flow process
• implement immediate feedback and action cycles
Involve everyone in defect prevention
• form action teams - team brainstorming
Make daily improvements and invent mistake-proofing devices
A Lean environment promotes defect prevention.
J J SHRIKHANDE 97
 Engineering Examples
Approved parts database which only allows approved parts to be
on the BOM - Control (preventative)

Checklists (Info missing so drawing does not release)- Shutdown

(detection)

CAD systems that detect interface issues Warning (detection)

And then there’s the design itself.

(Alignment pins, keyed connectors, part shapes, part count

reduction …)

J J SHRIKHANDE 98
 Service and Administrative Examples
Approved parts database which only allows approved parts to be on the
BOM - Control (preventative)

•Checklists for requirements gathering during sale process

Shutdown (detection)

• Reduce complexity of forms ; unneeded fields.

•On line forms with required fields - Can’t complete task without complete
info in correct format

J J SHRIKHANDE 99
 Supply Chain Example

MRP provides info related to supply vs.

demand Warning (detection)

High priced PO’s can not release without

approval Control (prevention)

Approved vendor lists limit suppliers

• Control (prevention)

Cannot complete transaction with missing

fields Shutdown (prevention)

J J SHRIKHANDE 100
J J SHRIKHANDE 101
J J SHRIKHANDE 102
J J SHRIKHANDE 103
J J SHRIKHANDE 104
Type of Errors

J J SHRIKHANDE 105
J J SHRIKHANDE 106
POKA-YOKE Summary
Poka-Yoke: A Japanese mistakes avoid (poka-yokeru) methodology to
eliminate product defects by preventing, correcting, or drawing attention to
human errors as they occur

Applicable in Lean manufacturing assembly and now

in all manufacturing to eliminate defects and
develops equipment that prevents or makes it
impossible for human to make an error.

J J SHRIKHANDE 107
POKA-YOKE Summary
Every inspection method has weaknesses.

•Prevention of defects is better than

detection.
•Poka-yoke devices can be applied within
any process.
•Focus on the critical functions and
actions.
•Sources of defects can be challenged and
eliminated.

J J SHRIKHANDE 108
Lean Six Sigma

J J SHRIKHANDE 109
J J SHRIKHANDE 110
 Synergy of Lean and Six Sigma
# of
±3s ±4s ±5s ±6s
Steps
Lean reduces non-value-add steps 1 93.32% 99.379% 99.976% 99.999%

7 61.63% 95.733% 98.839% 99.997%

10 50.08% 93.96% 99.768% 99.996%

20 25.08% 88.29% 99.536% 99.993%

40 6.29% 77.94% 99.074% 99.986%

Six Sigma improves quality of value-add steps
111
Source: Motorola Six Sigma Institute
 Delighted Customers Profitable Growth

Quality , Cost , Delivery & Innovation

Lean Six Sigma
Lean Sigma Tools

Quantitative Analysis
Plan

Voice of
Customer Focus
5S

Look for Hidden

DMAIC
Continuous Flow

Waste Elimination

Performance
Flow
Data Collection & Presentation

Customer Common Goal of Six Sigma

Just in Time

Value &Waste
Layout
Heijunka ( Levelling )

Wastes Proven Methodologies

Poka Yoke – Zero Defect Systems

Do Check Act

Zero Defects
Performance Dashboards
PDCA Checklists
Problem Solving
Employee Involvement

Seek Perfection

Scientific Methods

Focus on Variation
Pull Systems &Kanban

Statistical Methods
Quality First

SMED – Quick Changeover

Data & Facts

Measurement Standardisation – SOP’s

SPC – Statistical Process Control
TAKT Time & Demand Analysis
Team work
TPM Total Productive Maintenance
Value Stream Mapping
Visual Controls
VOC Voice of Customer
Lean Sigma Principles
Continuous Improvement in Processes & Results
Focus on Customers & Value Stream
Total Employee Involvement
Lean Sigma Philosophies
Conservation of Resources ( Sustainability )
J J SHRIKHANDE 112
Relentless pursuit of Waste Elimination
J J SHRIKHANDE 113
J J SHRIKHANDE 114
J J SHRIKHANDE

•The starting point of the Six sigma journey is the realization

of the problem, of a gap between what you want to achieve
and where you currently are.

Are you •If your answer to any of these question is ‘YES’ you are
ready for six sigma.
ready for Six
sigma? • Do you have a sense of dissatisfaction over the present state
of your organization?
• Are your customers often dissatisfied with your quality /
price / delivery ?
• Do you face a threat from incoming competition?
• Are you losing your market share?
• Are your costs high?

115
 What is Six sigma?
• Six sigma is a problem solving technique
• Six sigma is a statistical tool
• Six sigma is nothing but “Excellence” in whatever
we do
• Six Sigma means accuracy
• Six sigma means low variation
• How it is different?
• Six sigma gives more benefits

J J SHRIKHANDE 116
 Commonalities

Continual Improvement

Process Approach

Focus on excellence in current processes

Emphasis on measurement, quantification

J J SHRIKHANDE 117
 6

Invented at Motorola

Perfected at General Electric

J J SHRIKHANDE 118
J J SHRIKHANDE

The power of measurement

• WE DON’T KNOW WHAT WE DON’T KNOW

• WE CAN’T ACT ON WHAT WE DON’T KNOW

• WE WON’T KNOW UNTIL WE SEARCH

•WE WON’T SEARCH FOR WHAT WE DON’T QUESTION

•WE DON’T QUESTION WHAT WE DON’T MEASURE

• HENCE, WE JUST DON’T KNOW

119
The Role of
measurement
• IF WE CANNOT EXPRESS WHAT WE KNOW IN
THE FORM OF NUMBERS, WE REALLY DON’T
KNOW MUCH ABOUT IT

• IF WE DON’T KNOW MUCH ABOUT IT, WE CANNOT

CONTROL IT

• IF WE CANNOT CONTROL IT, WE ARE AT THE

MERCY OF CHANCE
HOW DO WE JUDGE THE EFFICACY OF OUR
PROCESSES?
Meets customer demands
(Process Effectiveness)

PROCESS

Meets business objectives

(Process Efficiency)
J J SHRIKHANDE 121
 THE NORMAL CURVE
If we join the middle points of a Histogram and join it a free line
sketch then the distribution looks like as follows;

Smooth curve
Center of the bar interconnecting the center
of each bar


J J SHRIKHANDE
Units of Measure
122
 NORMAL DISTRIBUTION - PROPERTIES

If we know the average () and variation () of normal distribution then we can
explain every thing of the distribution or process:

68.26% of the values line within  ± 1  from the mean AND

95.46% of the values line within  ± 2  from the mean AND

99.73% of the values line within  ± 3  from the mean

THEN the distribution is normal.

J J SHRIKHANDE 123
UTILIZING THE
SIX STEPS TO
SIX SIGMA

 
     AVG.     
-6 -5 -4 -3 -2 -1 
68. 26%
+1 +2 +3 +4 +5 +6

95.44%

99.73%

99.9937%

99.999943%

99.9999998%
J J SHRIKHANDE 124
 LONG TERM AND SHORT TERM
SIGMAS

Cumulative Cumulative
long-term short-term
capability capability

LSL X USL LSL X USL

J J SHRIKHANDE 125
 THE CONCEPT OF Z

• Click to edit Master text

styles
• Second level C
A Blevel
• Third
• Fourth level
• Fifth level

- ZL Zu +

Z = | SL - Avg.| / std. deviation

J J SHRIKHANDE 126
 Improvement Scale
Process Defects per million No. of times
Yield
capability opportunities improvement

22
308 537
308 537 69.2%
69.2%
4.6 times
66807
3
3
93.3%
66807 93.3%
11 times
4 6210 99.4%
4 6210
0 99.4%
26 times 99.98%

55 233
233
99.98%
6 3.4 68 times 99.9997%
6 3.4 99.9997%
J J SHRIKHANDE 127
A 4  company
• Profitable and growing
• Market prices declining
• Competitors increasing
• Has a ‘ Q ‘ assurance program
• Spends 10 - 20 % of sales on rework & rejection
• Unaware that best-in class companies have similar processes
100 times better
• Believes Zero defect goal is neither realistic nor achievable
• Has 10 times the number of suppliers required to run the
business
• 5 - 10 % customers are dissatisfied

J J SHRIKHANDE 128
 1. Why we chose Six sigma ?
Climbing the steps
World class
Design for
manufacturability
Six Sigma 3.4 ppm
Advanced Statistical
Analysis Five Sigma 233 ppm
Low
Average Four Sigma 6210 ppm Hanging
Processes Team work, Reviews and
Three Sigma 66807 ppm Problem Solving

Two Sigma 308537 ppm

697672 ppm
One Sigma

J J SHRIKHANDE 129
 Cycle time reduction...

Value Addition

Only about 15% of the projects that

we have taken are on cycle time

Is Six Sigma the right answer?

J J SHRIKHANDE 130
May18th, 2005
 Customer
Change in Thinking
Despatch /
The earlier thinking Logistics

Manufacturing

Engineering

Design

Sales / Marketing

J J SHRIKHANDE 131
May18th, 2005
 Change in Thinking Customer
Despatch /
New Thinking Logistics

Manufacturing Customer

Engineering Customer

Design Each one

Customer of this
can be
Sales / Marketing Customer a business !!

J J SHRIKHANDE 132
May18th, 2005
To be more proactive….

Six Sigma to become more

proactive

Six Sigma is about abatement

of risk in everything a business
does and delivers

Six Sigma is not for eliminating

defects, there is no luxury of
committing mistake and then
correcting it
May18th, 2005
 Six Sigma

Steps followed :

• Define
• Measure
• Analyze
• Improve
• Control
• Continually improve

J J SHRIKHANDE 134
 Customer Satisfaction Requirements

Given that product performance features are perceived by the

customer as providing fair value, the customer has a right to
expect that the:

 Product/Service is delivered when promised;

 Product/Service is delivered with no defects;
 Product/Service does not experience early life failures;
and
 Product does not fail excessively in service.

J J SHRIKHANDE 135
FOCUS ON TOTAL
DEFECTS PER UNIT

REDUCES THE CYCLE REDUCES WIP REDUCES DELIVERED REDUCES EARLY LIFE
TIME PER UNIT INVENTORY CARRYING DEFECTS FAILURE RATE
COSTS

REDUCES DEFECT . . . HIGHER QUALITY, . . . INCREASES

ANALYSIS AND REPAIR LOWER COST, ON TIME CUSTOMER
COST PER UNIT SATISFACTION

J J SHRIKHANDE 136
REASONS FOR
IMPROVING
QUALITY
• BUSINESSES WHICH HAVE ACHIEVED SIGNIFICANT
QUALITY IMPROVEMENT EARN 8% HIGHER PRICES.

• BUSINESSES WHICH ACHIEVE A SUPERIOR QUALITY

POSITION ARE 3 TIMES MORE PROFITABLE AS THOSE
WITH INFERIOR LEVELS OF QUALITY

• BUSINESSES WHICH IMPROVED THEIR QUALITY GAINED

4% MARKET SHARE PER YEAR
• EACH SIGNIFICANT POSITIVE SHIFT IN PROCESS
CAPABILITY EQUATES TO A 10 TIMES IMPROVEMENT IN
PROFITABILITY
 What is a Defect?
 A defect is any variation of a required characteristic of the
product (or its parts) or services which is far enough from its
target value to prevent the product from fulfilling the
physical and functional requirements of the customer, as
viewed through the eyes of your customer.

 A defect is also anything that causes the processor or the

customer to make adjustments.

 ANYTHING THAT DISSATISIFIES YOUR CUSTOMER

J J SHRIKHANDE 138
 DEFINING A UNIT

A 'unit' may be as diverse as a:

 Number of equipment
 Line of software / harness
 Purchase Order raised
 Delivery / delay made against invoice
 Freight cost paid
 Inventory every week
 Job time card punched

J J SHRIKHANDE 139
 THE COMMON METRIC:

DEFECTS PER UNIT (DPU)

DPU is the best measure of the overall quality of the

process.

 DPU is the independent variable.

 Process yields are dependent upon DPU.

J J SHRIKHANDE 140
 DEFINING A UNIT & Defect

'unit’ Defect
 Number of equipment ------- Rework Type
 Line of software / harness ------- Mistake
 Purchase Order raised ------- wrong / missing entry
 Invoice -------------------- Payment beyond 60 days
 Freight cost paid ------- Cost more than certain amt.
 Inventory every week -- Beyond a target value
 Job time card punched-- wrong code / missing code

J J SHRIKHANDE 141
Sigma level for error in PO
500 POs are checked.
Defects ( mistakes) = 10
Total POs = 500
Defects per unit ( DPU) = 10 / 500 = 0.200
No. of opportunities per PO (O) = 5
Total no. of opportunity (5 x500) = 2500
Defect per opportunity (DPO) = 10 / 2500= 0.0040
Defect per million opportunities (DPMO) =DPO x 106
=4000
Zlt = 2.65
Zst = 2.65+ 1.5 = 4.15 SIGMA LEVEL
J J SHRIKHANDE 142
 Normal Table

Z DPO Z DPO Z DPO Z DPO

0.0 0.50
0.1 0.46 1.1 0.136 2.1 0.0179 3.1 0.000968
0.2 0.421 1.2 0.115 2.2 0.0139 3.2 0.000687
0.3 0.382 1.3 0.0968 2.3 0.0107 3.3 0.000484
0.4 0.345 1.4 0.0808 2.4 0.00820 3.4 0.000337
0.5 0.309 1.5 0.0668 2.5 0.00621 3.5 0.000233
0.6 0.274 1.6 0.0548 2.6 0.00466 3.6 0.000159
0.7 0.242 1.7 0.0446 2.7 0.00347 3.7 0.000108
0.8 0.212 1.8 0.0359 2.8 0.00256 3.8 0.000072
0.9 0.184 1.9 0.0287 2.9 0.00187 3.9 0.000048
1.0 0.158 2.0 0.0228 3.0 0.00135 4.0 0.000032
J J SHRIKHANDE 143
 Normal Table

Z DPO Z DPO
4.1 0.0000208 5.1 0.000000180
4.2 0.0000134 5.2 0.000000107
4.3 0.00000862 5.3 0.0000000627
4.4 0.00000548 5.4 0.0000000366
4.5 0.00000345 5.5 0.0000000212
4.6 0.00000215 5.6 0.0000000122
4.7 0.00000133 5.7 0.00000000698
4.8 0.000000818 5.8 0.00000000396
4.9 0.000000419 5.9 0.00000000223
5.0 0.000000300 6.0 0.00000000125
6.1 0.000000000694
J J SHRIKHANDE 144
J J SHRIKHANDE 145
The tools and skills that help in the implementation of the DMAIC method include:

• Process mapping which helps to identify the order of events in producing a product or service and compares
the "ideal" work flow to what actually happens.

• Failure mode and effect analysis which helps to identify likely process failures and minimises their frequency.

• Statistical tests which assist in the separation of significant effects of variable from random variation.

• Design of experiments which is used to identify and confirm cause and effect relationships.

• Control plans which allow for the monitoring and controlling of processes to maintain the gains that have
been made.

• Quality function deployment which is a tool for defining what is important to customers; it enables better
anticipation and understanding of customer needs.

• Enterprise resource planning which uses special computer software to integrate, accelerate and sustain
seamless process improvements throughout an organization.

J J SHRIKHANDE 146
 Lean Usage
Lean vs. Six Sigma

Methodology
Strengths

Define Measure Analyze Improve Control

Lean Six Sigma

Six Sigma • True VOC is • Confirms Data • Data Driven • Few Tools to • Few Tools or
Powerful Quality Analysis Create Change in Direction
Critical X’s

Lean • Value Stream • Standard Work • Observation and • Many Tools for • Communicative
Mapping . . . & Target Intuition Based Driving Change • Centered on Stable,
Boundaryless & Sheets . . . Analysis . . . PQ, • Mixed Model Plan, Repeatable Process
Multi-Generational Assumes Data PR, TAKT Time
Kan Ban, Visual • Automation
is Good
Management

Apply Any Tool from your Quality Tool Box

J J SHRIKHANDE 147
J J SHRIKHANDE

• Proven success: A plethora of statistics has claimed that Six Sigma can uplift
a company’s sales volume, stock value, and employee growth if it has been
implemented the method properly. An eminent company like GE enjoyed
$8 billion in savings during the first three years because it has adopted and
used the Six Sigma program wisely.

• Improves customer satisfaction: Six Sigma is driven by the customer and

thus, it helps a company to achieve maximum customer satisfaction by
minimizing the errors. It targets the customer delight and provides the
company with the innovative ways so that it can meet the requirements of
Strengths of the customers.

Six Sigma • Enhance the profit: By implementing Six Sigma methodology, you can uplift
your profit and at the same time can reduce the costs. Thus, improvements
achieved are directly related to financial results.

• Prevents the errors: It is true that Sigma is a prospective methodology as

compared to other quality programs. So, the primary focus of Six Sigma is
to prevent the defects rather than fixing it.

• Improves entire business process: It is attentive to the entire business

processes and training is integral to the management system where the
top-down approach ensures that every good thing is capitalized and every
bad thing is quickly removed.
148
J J SHRIKHANDE

Weaknesses of Six Sigma

• Prevents innovation: Six Sigma gives priority on the rigidity of the process which basically gainsays the innovation,
kills and the creativity. The innovative approach implies deviations in production, the redundancy, the unusual
solutions, insufficient study which are opposite to Six Sigma principles.

• Expensive: If you are planning to implement Six Sigma approach to your company, then you need to spend a
humongous amount. Because you need to provide training to your employees specially related to Six Sigma
methods. This training is quite expensive and will burn your pocket.

• Complicated: Six Sigma model requires a significant amount of statistical data gathering and analysis. The process
is intricate and time-consuming. That’s why smaller businesses are not very much inclined to this approach
because they find it is very complicated to sustain for long periods of time and give up on six sigma as a potential
business model for their company.

• Total participation is required: If you want to employ Six Sigma, then the total cooperation of the company is
needed. If the entire company is not on board, success is not likely. In large companies, getting the entire staff on
the same page can be a difficult process.

149
 Strengths of Lean
 A Decrease in Cost:-Lean management is all about maximizing profits. While the selling price is impacted by various factors that could
depend on product qualities or markets, usually companies can do more to control their costs, and lean practices help to decrease costs
so that all savings can be added to profit.
 Improves customer interactions:- Lean management began with the customer’s viewpoint in mind. The way they communicate with
staff, responsiveness to their concerns, and their experience with the product are some of the leading drivers of cutting wasteful
practices. If customer surveys are skewing a certain way, then leaders should pay attention to what the company can stand to lose. As a
result, customer interactions and overall service should improve.
 Utilization of “Push and Pull”:- Company expenses can become inflated if leaders are not paying attention to how inventory is piling up.
A strategy that can help manage this is having a “pull” over a “push” mentality. This means that later production stages determine what
is happening in earlier processes. This can help companies prevent the problem of overproduction and paying a higher carrying cost.
Companies will only order what they need.
 Increased Quality:- Lean management is also about a great deal of attention being paid to details. The goal is to decrease the number of
defects and reworks in products. This action means that processes will be optimized to avoid mistakes which saves time that workers will
have to take to remake products, and the money needed to pay them for the labour.
 An Improvement Culture:- When a company understands the importance of lean management and begins to implement the strategies,
then a new way of thought begins to take over in the company. Workers are more open to improvement and are looking for ways to
consistently make the work they do even more impactful. Introducing teams to lean management can create a culture that values daily
improvement.
 Increased Employee Morale:- Since lean management favours an approach where managers are in regular communication with
employees about their work and their process, employees could feel they are empowered to make better decisions. Workers know
where they stand and where they can improve to create quality work.

J J SHRIKHANDE 150
 Weaknesses of Lean
 The Problem of Inventory:- Traditionally, in lean management implementation, low amounts of stock are kept on
hand to decrease carrying costs. This causes companies to depend on suppliers and hope they are able to make the
adjustment to deliver goods quickly and efficiently. If there is any disruption of inventory processes, then it can
derail the company.

 Difficult to Change Over:- Employees may not always be welcoming to lean management practices. The
implementation of this style will take a lot of patience and a complete overhaul to work processes. This may not be
something longer-tenured workers will be comfortable with. Therefore, leaders have to be transparent about all
changes that will happen in the company. There also has to be some time allowed for inquiries from workers who
are not yet sold on the switch.

 High Implementation Cost:- Most of the time, when lean management is implemented in a company that has
never before used it, it is likely that all systems and production processes will have to end in their current state. This
event can bring high costs for companies who are not prepared for the increased expenses of bringing in new
equipment and training programs.

 The Temptation to Over-Structure:- Everything might not need an overhaul. The challenge for leaders is to
determine what needs to be incorporated into lean management and what does not. Leaders can push the
processes beyond what they may be able to yield, so understanding the impact of incremental changes is key here.
J J SHRIKHANDE 151
 • Actively Supports Implementation of Lean Six Sigma
Sponsor • Provides necessary Budget

• Leads Culture Change , Identifies & Prioritizes Projects

Champion • Addresses & Removes any Barriers

Black/Green • Leader , Teacher , Mentor of Six Sigma

• Deliver a solution to business issue to Process Owner
Belt

Process • Responsible for the Process that is target of project

• Takes over and controls the improved process
Owner

• Assist Black Belt / Green Belt with execution

Project Team • Provide Process Expertise , identify and collect data

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 DMAIC: Define the Project
Define the project’s purpose and scope. Collect background information on
the process and your customers’ needs and requirements.

As an example project, let’s focus on the Full-Time

Instructional Faculty (FTI) Turnover Rate metric …

IV - Continuously Enhance
the Quality of Faculty and
Staff
* Incentive packages ___
Improve Recruitment
* Time to fill open reqs ___

* Competitive salaries ___

Improve Retention * Tenure status ___
* Turnover rate ___

Definition: Number of full-time instructional faculty (FTI) who left during a

fiscal year (July 1 - June 30) divided by the total number of FTI faculty
present as of June 30 of the prior fiscal year.
Source:
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 DMAIC: Measure the Current Situation

Gather information on the current situation to provide a clearer focus for your
improvement effort.

Most MCG Faculty Turnover Rate

problems 20
can be easily
expressed as
a line graph 15
showing the % Turnover
current
trend. 10

0
991 992 993 994 995 996 997 998 999 000 001 002 003 004 005
1 1 1 1 1 1 1 1 1 2 2 2 2 2 2

MCG Turnover Trendline

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 DMAIC: Measure the Current Situation

Gather information on the current situation to provide a clearer focus for your
improvement effort.
A Control
Chart is used
to detect and out side
s it
Point ntrol Lim
monitor
pper Co
variation over U
time.

This chart tells

us that the
process is
unstable.

J J SHRIKHANDE 155
DMAIC: Measure the Current Situation
Gather information on the current situation to provide a clearer focus for your
improvement effort.

Stop! Wait a minute! We had an early retirement

program in 2001 and 2002, where we planned to
have a high faculty turnover rate. What if we
were to flag those years as “special causes” and
remove them from our measurement?

Okay, let’s see …

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 DMAIC: Measure the Current Situation

Gather information on the current situation to provide a clearer focus for your
improvement effort.
If we remove 1991-2005 Faculty Turnover Rate
the “special (excluding early retirement years 2001-2002)
cause” early 20
retirement
program years
of 2001 - 2002, 15

% Turnover
our trend is
actually
10
downward.

5
But is the
process
stable? 0

MCG Turnover Trendline

J J SHRIKHANDE 157
 DMAIC: Measure the Current Situation

Gather information on the current situation to provide a clearer focus for your
improvement effort.
The Control Chart
still indicates an
unstable process
with points too
close to the Upper
and Lower Control
Limits.

But is the process

capable of to
e
meeting
c los ts
specifications? t oo Limi
s
o int ntrol
P
Co

J J SHRIKHANDE 158
 DMAIC: Measure the Current Situation

Gather information on the current situation to provide a clearer focus for your
improvement effort.

A Histogram
measures the
process’s

ati de
capability of

s
ific tsi
on
meeting the

ec ou
customer’s

Sp ints
specifications.

Po
Our process is
not capable, as
there is too much
variation.

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The Target and Customer Specification values are examples based on peer reports.
 DMAIC: Measure the Current Situation

Gather information on the current situation to provide a clearer focus for your
improvement effort.

Now that we have seen that our Faculty Turnover

process is both unstable and incapable of meeting
specifications, let’s take a closer look at the year 2005…

J J SHRIKHANDE 160
 DMAIC: Measure the Current Situation

Gather information on the current situation to provide a clearer focus for your
improvement effort.

Calculating Sigma Value Worksheet

Determine the number of defect
1. O = 1
opportunities per unit
Determine the number of units
2. N = 647 = Fiscal Year End 2004 Faculty
processed
Determine the total number of
3. D = 64 = Faculty Terminations during 2005
defects made
D
4. Calculate Defects per Opportunity DPO = = 0.098918 = 2005 Faculty Turnover (9.89%)
N*O=
Calculate Defects per Million
5. DPMO = DPO X 1M = 98,918
Opportunities
= % of Units (Faculty) which went
6. Calculate Yield Yield = (1 - DPO) x 100 = 90.108% through the process (Fiscal Year)
without a defect (Termination)
Lookup Sigma in the Sigma Table
7. Sigma Value = 2.79 = 2005 Faculty Turnover Sigma
[=NORMSINV(Yield)+1.5]

In Good To Great, author Jim Collins mentions the need for a BHAG
or Big Hairy Audacious Goal. Using Six Sigma as a guide, you can
measure your current performance and set a BHAG of reaching the
next level sigma.
J J SHRIKHANDE 161
 DMAIC: Measure the Current Situation

Gather information on the current situation to provide a clearer focus for your
improvement effort.
A Pareto Chart
helps you break 2005 MCG Faculty Turnover
down a big 95% 98%
problem into its 64 91% 100%
86%
parts and 56 80%

Terminations
70% 80%
identify which 48
are the most 40 52% 60%
important. 32
24 30% 40%
“Voluntary
Collegiate 16 19 20%
Employment 8 14 12 6 4 3 3 2 1
Elsewhere” 0 0%
caused 30% of
the Faculty
turnover, and
“Involuntary
Non-Reappoint-
ment” caused
22%.

Reasons
J J SHRIKHANDE 162
Pareto Principle: 80% of the problems are caused by 20% of the contributors.
 DMAIC: Analyze to Identify Causes
Identify the root cause of defects. Confirm them with data.

An Ishikawa (Fishbone) Cause-and-Effect diagram is used to

identify potential causes of the problem.
Resources Process/Methods

Why?
Why?

Why? Why?

Why? Why?

Why? Why? Problem Statement

During 2005, "Voluntary

Collegiate Employment
Elsewhere" accounted for
Why? 30% of Faculty Turnover.
Why?

Why? Why?

Why? Why?

Why? Why?

People Technology

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 DMAIC: Improve
Develop, try out, and implement solutions that address the root causes. Use
data to evaluate results for the solutions and the plans used to carry them out.

A Countermeasures chart is used to identify potential solutions and rank them for
implementation.
During 2005, "Voluntary Collegiate Employment Elsewhere" accounted for 30% of
Problem Statement: Faculty Turnover.

Value ($/period)
Action (Who?)
Effectiveness
Feasibility

Overall
Countermeasure/
Root Cause Proposed Solutions Specific Actions
0
0
0
0
0
0
0
0
0
0
Feasibility: 1-low, 5-high Effectiveness: 1-low, 5-high
1-Expensive & Difficult to implement 1-Not very effective
5-Inexpensive and easy to implement 5-Very Effective

J J SHRIKHANDE 164
 DMAIC: Control
Maintain gains that you have achieved by standardizing your work methods
or processes. Anticipate future improvements and make plans to preserve
the lessons learned from this improvement effort.
Before After
Before After Good

} Improvement

}Improvement

}Remaining Gap
A1 A2 A3 A4 A2 A1 A3 A4 Countermeasures Target
implemented

Calculating Sigma Value Worksheet

Before After
Determine the number of defect
1. O = 1 1
opportunities per unit
Determine the number of units
2. N = 647 647
processed
Determine the total number of
3. D = 64 7
defects made
D
4. Calculate Defects per Opportunity DPO = = 0.098918 0.010819
N*O=
Calculate Defects per Million
5.
Opportunities
DPMO = DPO X 1M = 98,918 10,819
v e ment
o
Impr f 1σ!
6. Calculate Yield Yield = (1 - DPO) x 100 = 90.108% 98.918%
o
Lookup Sigma in the Sigma Table
7. Sigma Value = 2.79 3.80
[=NORMSINV(Yield)+1.5]

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