To achieve a six-sigma process, how many defects for every one million opportunities can you have?
3.4
six sigma defect
anything outside the
... [Show More] original customer specifications
Brainpower
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Six Sigma Roles and Responsibilities
1) Sponsor: senior executive; sponsors initiative
2) Champion: mid-level executive evangelizing six sigma
3) Master Black Belt: black belt with several six sigma projects experience; coaches, mentors, and trains Black Belts
4) Black Belt: full-time professional; leads large six sigma projects
5) Green Belt: part-time professional; leads smaller six sigma projects
6) Team Member: brings relevant experience to project
7) Process Owner: professional responsible and accountable for the business process being improved
Black Belt Six Sigma projects must result in aggregate financial benefits worth
at least $200,000 yearly to the organization
Characteristics of a traditional organization
-short term focus
-reactionary management
-quick ROI
-customers are hostile and bottlenecks
-error and defect reduction
Characteristics of a customer-driven organization
-long term focus
-preventive management
-based on CSAT
-customers are the king and need to be respected
-error and defect prevention
Change Resistance Curve
15% supportive, 70% neutral, and 15% resistant
Focus on the 70% neutral to get them to move with the change
Types of Organizational Roadblocks
1) Lean Six Sigma is a fad
2) Lean Six Sigma is too statistical
3) Why change?
4) Non-cooperative employees
5) Wrong team members
6) Fear of measurements
7) Fear of job elimination
Resistance Points
1) Ignore the new process
2) Inaccurate understanding
3) Disagree with validity
4) Criticizing tools or applications
5) Delaying the implementation
Steps in Force Field Analysis
1) Define the future change - Write the goal or future state.
2) Brainstorm the driving forces (factors that are FOR the change)
3) Brainstorm the restraining forces (factors that are AGAINST the change)
4) Evaluate the forces (rate from 1-5)
5) Strategize and prioritize
Continual Improvement Process (CIP)
a steady effort made to improve existing processes, products, or services; acts as part of the system where feedback from the process and the customers are evaluated against organizational goals
kaizen
change for better = continuous improvement
lean
principle of eliminating waste (muda) and reducing non-value added activities (NVAs); most important benefit of Lean is to help achieve continuous flow
The 5 Lean principles are:
1) Identify value (from the customer's standpoint)
2) Map the value stream (identify all steps that add value, and eliminate those that don't add value)
3) Create flow (value creating steps in a tight sequence)
4) Establish pull (upstream activity)
5) Seek perfection
Should lean come before six sigma or six sigma before lean?
Lean should come first
It is important to first reduce or eliminate the waste in the process before taking on activities to reduce variation
warusa kagen
identifies the gap between how ideal the process should be and how actually it is performing
3Ms
Muda - wasteful work
Mura - unsteady work or work happening irregularly
Muri - inefficient work
8 types of waste
(TIMWOODS)
1) travel
2) inventory
3) motion
4) waiting
5) overproduction
6) over-processing
7) Defects
8) Skills
hoshin kanri
Planning process that helps an organization to:
-focus on a shared long term goal
-empower them to communicate the goal to leaders
-involve the leaders in planning the goal
-have participants in the goal-setting exercise accountable
takt time
available time for production / customer demand
cycle time
the time when actual work happens in the process
lead time
time between customer order and delivery of the product
throughput time
time taken to convert raw materials to finished goods
Production Cycle Efficiency (PCE)
(Value added time)/(total time) * 100%
EPEI
every part every interval
=(actual set up time) / (total available set up time)
batch size
= EPEI * daily demand
crew size
= MANUAL cycle time / takt time
standardized work in progress (SWIP)
the minimum necessary process inventory needed, to maintain one piece flow
= (manual time + auto time) / TAKT time
5S
1. Sort
2. Stabilize
3. Shine
4. Standardize
5. Sustain
SMED
The SMED method is designed to reduce the time required for a series changeover and thus reduce the minimum lot size; stands for Single Minute Exchange of Dies
Heijunka
the leveling of production load by both volume and product mix; helps in reducing muda
Genchi Gembutsu
"Go and see for yourself." Most important part of lean manufacturing vocabulary, critical part of the Toyota Way. Do not rely on anything other than what you see firsthand.
Value Stream Mapping (VSM)
a very powerful tool that helps in identifying the wastes and moving from the current state process to a future state process; mapped in the customer's point of view and not from a process point of view
Value Stream Mapping Steps
1) List all steps in a process from beginning to end with a box for each step
2) Calculate the time required to complete each step of the process and add that time to the box
3) Find total cycle time
4) Identify NVA steps
5) Move the boxes representing NVA steps to the right of the value-adding steps
6) Find total NVA cycle time
7) Find total value-added cycle time
8) Calculate the % of the total cycle time that is a function of NVA steps
9) Identify target cycle time
10) Diagram the target process and determine the total target cycle time
11) Analyze NVA steps to identify actions to reduce/eliminate these operations
12) Analyze the value-added steps to identify improvement opportunities and implement actions to reduce the cycle time
13) Diagram the improved process, compare to the target process, and identify gaps for further improvement actions until the target is achieved [Show Less]