View
51
Download
0
Tags:
Embed Size (px)
Citation preview
Presented By:HAKEEM-UR-REHMANPhD (Candidate) – Management Science & Engineering(Logistics & Operations Management)Antai College of Economics & Management,Shanghai Jiao Tong University, Shanghai, China
1
Webinar on
LEAN SIX SIGMA: AN OVERVIEW
http://www.acem.sjtu.edu.cn/en/ http://en.sjtu.edu.cn/
CONTENTS
2
Lean Six Sigma – An Overview
oEvolution of Quality Field
oWhat is Lean & Six Sigma?
oLean Manufacturing: Types of Waste
oWhat is Six Sigma? (Y = f(x))
oComparison of Lean & Six Sigma
oLean & Six Sigma Performance Metrics
oLean Six Sigma / Six Sigma Methodologies & Frameworks
oDMAIC Methodology
oLSS & SS Team Structure
oLean Six Sigma Tools
EVOLUTION OF QUALITY FIELD
Product Insp. to Process to System to Culture to Performance Control (Opr Mgt ) Change
TQM+ – Wave II Lean Six
Sigma
Six Sigma
KnowledgeMgt.
IT
TQM – Wave IHRM
GROUPDYNAMICS
Teams
Efficiency
BPR
TPM
JIT/MRP
QAISO9000
OPR MGT.
QCSPC
QualityCircles
Inspection/Testing
Metrology
3
WHAT IS LEAN & SIX SIGMA?
4
LEAN: “A systematic approach to identify and eliminate waste (and non value-added activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection.”
SIX SIGMA: “A methodology that provides businesses with the tools to improve the capability of their business processes. This increase in performance and decrease in process variation lead to defect reduction and improvement in profits, employee morale and quality of product.“
LEAN MANUFACTURING: ELIMINATING THE WASTE
5
TOTAL LEAD TIME THROUGH THE VALUE CHAIN
1. Are they equal or not?2. If not; Which is the most significant source of
waste?
TYPES OF WASTE (MUDA)
Which is the most significant source of waste?
Producing TOO much
ADDITIONALtransportation
cost
Producing TOO much
to sort, handle and store.
Processes busy
producing
the WRONG things
Longer queue
LONGER wait
Overproduction is the disease, Defects are the cause?
TYPES OF WASTE (MUDA)
6
WHAT IS SIX SIGMA?
7
INPUTS OUTPUTS
“A blending of inputs to achieve the
desired outputs”
PROCESS
People
Material
Equipment
Policies
Procedures
Methods
Environment
Perform a Service
Produce a Product
Complete a Task
Six Sigma is a PHILOSOPHY: This is generally expressed as y = f(x)
YDependent
OutputEffect
SymptomMonitor
X1 . . . XN
IndependentInputCause
ProblemControl
SIX SIGMA?...
8
MANUFACTURING INJECTION
MOLDED PARTS PROCESS
Type of Raw MaterialMold
TemperatureHolding Pressure
Holding Time
Gate Size
Screw Speed
Moisture Content
Thickness of Molded Part
% Shrinkage from Mold Size
Number of Defective
Parts
Y=F(x)
ASSEMBLY PROCESS
Method
Tool Type
Team Structure
Cycle Time
# of Defects
Sequencing of Steps
SIX SIGMA?...
9
1.5 Sigma Shift
Theory
COMPARISON OF LEAN & SIX SIGMA
10
SIX SIGMA LEAN
Objective Deliver value to customer Deliver value to customer
Theory
Reduce variation Remove waste
Focus Problem focused Flow focused
Assumptions
A problem exists Figures and numbers are
valued System output improves
if variation in all processes inputs is reduced
Waste removal will improve business performance
Many small improvements are better than system analysis
LEAN PROCESS PERFORMANCE
METRICS Bottleneck is the process step with the lowest capacity Cycle time is the time interval between the completion of two consecutive units (or
batches) Takt Time: “the frequency at which a product or service must be competed in order to meet
customer needs” = (Available Time) / Demand
11
Example: Sasha and Andy have opened a hot dog stand at their local park. They offer a hot dog with choice of fresh fruit and beverage to walk up customers between 10 AM and 2 PM. Customers put on their own condiments. Customers say their hot dogs are good, but the wait is a little long. On average 50 customers per day enters into the system.Suppose:
Calculate the Takt time; Analysis the situation.
Cycle Time (Seconds)
ANDY 224SASHA 159Total Cycle Time (Sec.) 446
Takt time = (Available time / Customer Demand) = (4 hrs X 60 min./hr) / 50 Customers = 4.8 Minutes = 288 Seconds
ANDY SASHA
Series1 224 159
25
75
125
175
225
275
Cycle Vs Takt Time
Cycl
e T
ime (
Seco
nds)
WHAT IS SIGMA LEVEL?A metric that indicate how well a process is performing. A higher sigma level means higher performance . A Statistical measure of the capability of a process.
12
DPU (Defects / Unit)
(# of Defects / # of Units)
Say: 10 Defects, 100 PairsDPU = 10/100 = 0.1 (10%)
DPO (Defects / Opportunity)
(# of Defects) / (# of Units X # of Defect Opportunities /
Unit)
10 Defects, 100 Pairs,2 Opportunities / CartonDPO = 10/(100 X 2) = 0.05 or 5% for each type
DPMO(Defects / M. Opportunities)
DPO X 106
DPMO = 0.05 X 106 = 50,000
SIGMAConsult Z–Table or Excel
Sigma Level
Yield =1–DPO =1–0.05 = 95 %
From M.S. Excel:=Normsinv(%Yield)
+1.5
50,000 DPMO = 3.145σ
Exercise: Calculate Sigma Level
1. Calculate the Sigma Level and DPMO of a telecom network had 500 minutes of downtime in 2005.
Product: Network (Connectivity) CTQ: Up time / Down time CTQ Measure: Minutes CTQ Specs: no downtime Defect measure: One minute of Network down Opportunity/Unit: 1 Total Defects in 2005: 500 minutes Total Time (Minutes): 365days X 24hours X 60min. =
525,600
DPU = 500/525,600 = 0.000951 DPO = 500 / (525600 X 1) = 0.000951 DPMO= 0.000951 X 106 = 951 Yield = 1 – DPO = 1 – 0.000951 = 0.999049 SIGMA LEVEL = Normsinv(%Yield)+1.5 = 4.6σ
WHAT IS SIGMA LEVEL?
2. If you have a total of 500 delivery orders and you find out that 41 of those were delivered late, and 17 were incorrect orders.
Lean Six Sigma / Six Sigma METHODOLOGIES
DMAICAn improvement system for existing processes falling below specification and looking for incremental improvement Define Measure Analyze Improve Control
DMADV
An improvement system used to develop new processes or products at Six Sigma quality levels Define
Measure
Analyze
Design
Verify
FRAMEWORKS
15
Six Sigma
Lean Six Sigma DFSS
VARIATIONDefects
Cost of Poor Quality
WASTE / SPEED
Cycle Time, DeliveryCost of
Operation
RELIABILITY & ROBUSTNESSDesign Features
DMAIC DMAIC DMADVSIPOC,
CTQ, SPC, FMEA,
DOE, QFD, CoQ,
ANOVA, Hypothesis
, Regression, MSA (R &
R)
5S, Value Mapping,
Time Study, TPM,
Cellular Prod.,
Takt Time,Poke Yoke
VOC, QFD, FMEA, CTQ, Gage R & R,
DOE, Reliability Analysis,
SPC, Systems Engineering
PROGRAM
FOCUS / THEME
METHODOLOGY
TOOLS
DMAIC METHODOLOGY
16
DEFINE: "What is important to the business?" The problem is defined, including who the customers are and what they
want, to determine what needs to improve. Expected benefits for the project sponsor & Time line
MEASURE: "How are we doing with the current process?" The process is measured, data are collected, and compared to the desired
state.
ANALYZE: "What is wrong with the current process?" The data are analyzed in order to determine the cause of the problem.
IMPROVE: "What needs to be done to improve the process?" The team brainstorms to develop solutions to problems; changes are
made to the process, and the results are measured to see if the problems have been eliminated. If not, more changes may be necessary.
CONTROL: "How do we guarantee performance so that the improvements are sustained over time?" If the process is operating at the desired level of performance, it is
monitored to make sure the improvement is sustained and no unexpected and undesirable changes occur.
Team STRUCTURE
17
Quality Council / Steering Committee
Champions
Master Black Belt
Black Belt
Black Belt
Green Belt
Green Belt
Green Belt
Green Belt
HOD’S / Owners
SponsorsProcess Owner
CoachTrainers
Team Leaders
Team Members
Project Managers
Lean Six Sigma Tools
18
Quality Function Deployment
Kano Model
Process Flow Diagram
SIPOC Diagram
Cause & Effect Diagram
Pareto Chart
Scatter Plot
Graphs
Histograms
Box & Whisker's Plot
Control Charts
Process Capability Analysis
Testing of Hypothesis
Regression & Correlation
Analysis
Measurement System Analysis
Value Stream Mapping
KaiZen
TPM
SMED (Single Minute Exchange Device)
Takt Time
Poka Yoke
Bottleneck Analysis
Design of Experiment
5 S
Kanban
Andon
Theory of Constraint
Failure Mode & Effect Analysis
7 New Management Tools
OEE
QUESTIONS
19