Examples of Lean Six Sigma Projects

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Examples of Lean Six Sigma projects
Scrap Reduction ($250K annual savings)
(BLACK BELT CERTIFICATION PROJECT )
 Project involved over 40 people, mechanics, electricians, supervisors, lead hands, operators, across 4 shits
 Project was completed in 8 months
 Problem Statement: Packaging scrap was 2.4%
 Objective to reduce scrap from 2.4% to 1.2%
 Measure Phase tools: Detailed PFD, X-Y matrix, Gauge R&R were used to gather data
 Significant factor: DOE revealed baskets style cartons were significant factors in overall Finishing scrap
 Improvements: modified tooling on turn section of gluer, replacing pneumatic cylinder with load cell for better carton control, IMPLEMENTED 5S using SHADOW BOARDS, developed SOP and standardized it.
 Control Plan: error proofed critical settings and implemented regular hourly SPC checks
Lean Start-Up and development (estimated savings =$300K/year)-- Alcan Packaging (2011)
 Project Objective: Reduce floor space by 30% by implementing LEAN principles into diverse culture
 Led team of 20 senior technicians and tool and die makers
 LEAN TASKS COMPLETED:
o VALUE STREAM MAP OF CURRENT AND FUTURE STATE PROCESSES
o TAKT TIME & Cycle Time Analysis
o Waste reduction
o 5S
o Lean Training
 Results:
o New layout with 40% less space utilized
o Reduced inventory levels by 30%
o 280 Employees trained on LEAN principles
o Visual aids such as: white boards, Quality Alerts, Set-Up instructions
Lean - Packaging Productivity Improvement ( $250K/Year savings)
FGF Brands Foods
 Project Objective: Improve productivity from current 240packs/Hr to 310 packs/Hr
 Led Project consisting of 60 people across all 3 shifts
 BOSCH Packaging was main bottleneck with lengthy set-up times and downtime due to machine utilization
 Improvements: Developed CURRENT STATE VALUE STREAM MAP, identified areas of WASTE, developed FUTURE STATE VALUE STREAM MAP, implemented 5S across all shifts, trained all set-up operators and lead hands on basic Lean principles, implemented SMED (Single Minute Exchange Die), developed standardized SOP’s for set-up/change-over, implemented 5s and shadow boards for all tooling storage
 Results:
o Improved productivity from 240 packs/Hr to over 331 packs/Hr,
o Reduced Set-Up Time from 30 min to under 5 min
o Reduced waste from 14% to under 3%
 Savings: $300K/Year in OEE improvement (machine utilization and direct labour absorption)

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Injection mould set-up reduction project --($500K/annual savings)
 Problem Statement: 22 injection moulds ranging from 93 weeks new to moulds over 10 years old), varied in sizes & capacities, had set-up/changeover times from 4-6hrs, resulting over $500K machine inefficiencies and productivity losses
 Project Involved over 50 tool and die makers, lead process operators, lead hands, supervisors
 Objective: Reduce the set-up time from 6hrs to under 2hrs
 Significant Improvements: over 4.5hrs of Set-Up Time was reduced by the following IMPROVEMENTS:
o Implemented SMED principles, with 5S SHADOW BOARDS, standardized tool carts, SET-UP SOP
o New water manifolds with shorter hoses and different IN/OUT connectors
o Standardized bolt lengths and utilized quick-connect clamps
o Interchangeable inserts and standardized back plates with different hole pattern
o Standardized Mould kits & implemented shadow boards
o Documented SOP and validated set-up/changeover on different shifts
 These improvements resulted in over $500K annual savings
Magnum 2000 (TS-16949) Lean/Quality initiative---Summer 2009
 Problem Statement:
 1st time yield quality was at 62%
 Led team of 30 people, operators, QA Inspectors, Lead Hands, Operators
 Used 100% inspection to sort out defects in a machining operation
 Premature Tool wear causing defects and downtime
 Poor process flow and scheduling issues causing “RUSH” orders and panic mode
 Rotary Transfer Machines:
• 16 Station Hydromat CNC
• Buffoli Transfer Machine CNC
• Hydromat - 10 Station
• Hydromat - 12 Station
 Other Equipment:
• In-feed and thru-feed grinding equipment
• Durr parts washer
• Full chip and oil recovery systems
• Fully integrated MRP system
 Improvements:
 Developed VSM of current process and reviewed NVA for waste reduction
 Implemented 5S in all machining area so that tool locations and spares were easily located and replaced when worn
 Implemented in-process sampling checks based on AQL of 0.4 (99.6% confidence level) using GO/NO-GO gauges, vernier measurements
 Set-up and Implemented SPC for in-process checks which allowed operators to monitor trends and adjust tooling as needed before it’s too late
 Redesigned tooling for a 16 station CNC HYDROMAT which reduced premature tool wear by 25%
 Developed & Implemented Preventative Maintenance procedures which reduced downtime by 30%
 Designed Rough Grinding and Finish Grinding process parameters for machining water pump bearings achieving surface finishes of 0.1-0.2μm Ra (4-8 μin) consistently
 Eliminated 100% inspection
 Validated Testing through Reliability studies and implemented statistical process controls which reduced leak test failures from 14% to less than 0.5% improved packaging productivity by 32%

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GENERATOR COIL EFFICIENCY IMPROVEMENT (savings $800K/year)
Voith Hydro
 Project Objective: Improve Current State Coil winding operation by 30% (28 Coils to 40 Coils/Day)
 Project involved 3 shifts over 80 UNION WORKERS
 Current Process Limitations: Direct Labour underutilized (65%) and bottleneck process Final Taping has MOL restriction on 4Hr/shift Max exposure time
 Improvements: Developed Lean Flexible work Cell, Cross-Functionally trained all operators on Final Taping, developed rotation schedule to ensure every 2hrs Final Taping Operators are rotated, implemented internal KANBAN for pre-staging material and implemented 5S to reduce Non-Value add time (walking around looking for tools)., trained all set-up operators/lead hands on basic Lean principles
 Results:
 Improved productivity from 27 to 40 Coils/day
 Increased Direct Labour Utilization from 65% to over 80%
 Reduced floor space by 30%
 Reduced WIP by 40%

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Flexo Efficiency improvement project ($600K annual savings)-- MeadWestvaco Packaging
 Problem was poor productivity (15Kpcs/hr)
 Objective was to improve Flexo Print Cut efficiency by 30% (from 15k pcs/hr to 20k pcs)/hr
 Significant factors Die Cutting, Ink transfer, Varnish, & Carton type
 Improvement: DOE used to optimize printing process parameters such as: Ink density & viscosity, Anilox density, Varnish viscosity & improved die set-up time
 Implemented SPC checks part of the Control plan.
Warehouse Management System (WMS) project–(over $800K/annual savings) ---MeadWestvaco Packaging,
 Managed a complex Supply-Chain project between MWV Paper Mill/Sales/Marketing & Coco-Cola purchasing, on improving on time delivery, increasing sales and reducing storage time of FG cartons for Coca Cola
 Objective: increase Coca-Cola carton turnover rate by 30% & reduce warehouse space by 200,000 ft ²
 Project was completed in 11 months
 Improvements: WMS (Warehouse Management System) implemented with full automated KANBAN of Coca-Cola cartons allowing Coca Cola full access to view our warehouse inventory and give us signals when to start producing new cartons using colour codes for SKU inventory levels, Green=Don’t produce, Yellow-start, Red=late
 Realized savings: on-time deliveries improved from 92% to 99.5% within 3 month, and warehouse space by 170,000ft². The but a new project was launched between MWV sales/marketing and Coca Cola purchasing to increase carton revenue (see below for details)
Sales & Coca-Cola carton turnover -part of the WMS project–(over $300K/annual savings
 Problem: Graphics design on Coca Cola cartons took too long, resulting long carton development time and lack of input from MWV Sales/Marketing and Graphics
 Objective: increase Coca-Cola sales by 40% and carton turnover rate by 30%
 Improvement: MWV Graphics designers to be involved in the preliminary carton design and sales to use VOC (Voice Of the Customer) to visit and survey Coca Cola plants for their feedback