Lean Manufacturing
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Lean Manufacturing

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Lean Manufacturing Presentation Transcript

  • 1. Lean Manufacturing & Six Sigma Integration Lean Management Solutions Conference Dr. Kevin D. Creehan Dr. Robert E. Taylor Dr. F. Frank Chen Philip Stephen Hung-da Wan Liming Yao Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
  • 2. Research Mission Exploratory effort to produce concise, yet effective tools and documentation that will provide a distinct Continuous Improvement methodology for Pull/Kanban Cellular/Flow TPM integrating the Lean Quality at Source POUS Quick Changeover Manufacturing and Six Standardized Work Batch Reduction Teams Value Sigma philosophies in 5S System Visual Plant Layout Stream Mapping manufacturing facilities Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
  • 3. Motivation Lean Manufacturing – Process efficiency & speed – Waste reduction Eliminating non-value-added activity Six Sigma – Customer-driven structured culture – Cost & quality improvement Statistical tools Lean & Six-Sigma are not mutually exclusive Integration is necessary – Either formally or informally Existing process of integration is fuzzy Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
  • 4. Objectives Derive integration methodologies to embed each philosophy within the other Develop software tools that will reflect the embedded structure of the hybrid integration and facilitate parallel implementation Develop tools and methodologies to improve the communication between project teams and facilitate lean & six sigma technology transfer between multiple organizational units Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
  • 5. Lean/6-Sigma Matrix D M A I C 1 2 3 4 5 6 7 8 9 10 © 2004, Center for High Performance Manufacturing. All rights reserved. Copyright
  • 6. L6σ Stage Methodology Tools Communication Functionality Assessment Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
  • 7. Example Lean Transition Step: Integrate Quality Control Phase Phase Methodology Tools Define Identify the CTQ, and develop a measurement No tools associated. system for the CTQ Develop a list of quality issues in the plant. 1. Structured/Unstructured Brainstorming 2. Value Stream Map Select the worst quality issue by critically 1. Voting analyzing each 2. Nominal Group Techniques 3. Matrix Criteria Ranking 4. Criteria Cross Ranking Map the process outputting substandard quality. 1. Process Flow Charts 2. Value Stream Map Identify the variables that may cause the quality 1. Structured/Unstructured Brainstorming issue under consideration 2. Design of experiments 3. Cause and Effect diagram (fishbone) 4. Structure Tree 5. CEDAC diagram 6. Multi-Vari Analysis 7. Concentration chart 8. Components Search 9. Paired Comparison 10. Product/Process Search Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
  • 8. Ex: Integrate QC Measure Characterize the variable that could cause the 1. Analysis of Variance quality issue. 2. Correlation 3. Histograms 4. etc. Characterize the CTQ, as to how many 1. Regression defectives are produced by the current setup. 2. Control/Run Charts 3. etc. Focus attention on vital few contributors to the 1. Variables Search quality issue 2. Scatter Plots 3. Response Surface Methodology 4. Measurement Checksheets 5. Pareto charts Analyze Do a process capability study based on the data 1. Process Capability Study from the measure phase. Based on the characterized CTQ, theorize on 1. Structured/Unstructured Brainstorming the possible areas of improvement. Eliminate the causes by streamlining all aspects 1. 5S of the process by mechanizing, automating and 2. Point of Use Stroage organizing the work place. 3. Quick Changeover 4. Standardize Autonomate the manufacturing system (jidoka), 1. Poka-yoke establishing autonomous control of both quality 2. Andons (red, yellow, green lights) and quantity. Characterize CTQ by B versus C or if possible 1. B versus C by simulating the refined process. 2. Simulation Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
  • 9. Ex: Integrate QC Improve A detailed analysis of the costs, benefits, 1. Cost/Benefit Analysis potential problems, and impact on other areas 2. Activity Based Costing should be developed. Identify the driving and restraining forces. 1. Force Field Analysis Plan a strategy for the removal of restraining 1. Pull systems/Kanban forces and the subtle promotions of driving 2. Quality at the source forces. 3. Cellular/Flow 4. Total Productive Maintenance 5. Quick Changeover 6. etc. Develop an action plan as to how the activities No tools associated. that needs to be done for eliminating the quality issue. Control Monitor the process. 1. Control charts 2. Quality at the source 3. Visual tools Implement the control plan by observing the 1. Quality at the source statistically significant variations and initiating 2. Visual tools corrective actions. Do process capability study for the integrated 1. Process Capability Study QC system. Train the operators to run the integrated QC 1. Cross-train employees system effectively and give them authority to 2. Poka-yoke (error-proofing) make decisions pertinent to the cell. 3. Standardize Work Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
  • 10. Relationship to Lean Assessment Tool Goal: complement the tool created through the CHPM “Lean Assessment Tool” Center-Designated Project Vision: after using the Lean Assessment Tool to identify current state, one could use the “Lean & Six Sigma Integration Tool” to identify potential activities that would improve the company’s “leanness” Challenge: mapping the results of the Lean Assessment Tool into the various tool sets in the Lean & Six Sigma Integration Tool Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
  • 11. Software Tool Used at any stage of Lean implementation Process to determine appropriate projects and action items given their existing level of implementation and integration Access to theoretical improvement methodologies as well as practical implementation results within the organization Communication among current and former project team members within any group, division, or facility within the organization Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
  • 12. Entity-Relationship Diagram Lean Six Sigma Datablase Entity Relationship (ER) Diagram: A ssumption: 10 Step Lean manuf acturing process as Step_0 LSS_Ste ps Step_5 described by Dr.J.T.Black is used as the backbone Step_1 Steps_id Step_4 of the Lean Six Sigma Description database and is assumed to be complete and hence Step_2 Step_3 does not require any changes Te am _tbl De fine _tbl Analyze _tbl Control_tbl M e as ure _tbl Im prove _tbl Team_step_id Def ine_step_id Analyze_step_id Control_step_id Measure_step_id Improve_step_id Team_leader CTQ_desc Best_improveme Corrective_action CTQ_Characteriz A ction_plan_id Team_secretary CTQ_msr_sys Top_candidate Team_includes Measure_includes A nalyze_includes Improve_includes Control_includes Def ine_includes Ste ps _te am Ste ps _de fine Ste ps _m e as ure Ste ps _analyze Ste ps _im prove Ste ps _control Step_id Step_id Step_id Step_id Steps_id Step_id Step_no Step_no Step_no Step_no Step_no Step_no Step_description Step_description Step_description Step_description Step_description Step_description Toolset_no Toolset_no Toolset_no Toolset_no Toolset_no Toolset_no Def ine_uses Measure_uses A nalyze_uses Improve_uses Control_uses Team_uses Tools e ts _de fine ools e ts _m e as u ools e ts _im prov ools e ts _contro Tools e ts _te am ools e ts _analyz Tool_no Tool_no Tool_no Tool_no Tool_no Tool_no Toolsetno Toolsetno Toolsetno Toolsetno Toolsetno Toolsetno Tool_used_id Tool_used_id Tool_used_id Tool_used_id Tool_used_id Tool_used_id Measure_tools_describe A nalyze_tools_describe Tools Def ine_tools_describe Improve_tools_describe Tool_id Description Control_tools_describe Team_tools_describe Output descriptio Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
  • 13. Functionality “Value Stream Mapping” “Design of Experiments” Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
  • 14. Communication Save and share vital project information between teams at multiple locations Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
  • 15. Software Demo Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
  • 16. Implementation Company Objectives Activities Results Continuous Improvement Pull/Kanban Cellular/Flow TPM Quality at Source POUS Quick Changeover Standardized Work Batch Reduction Teams Value 5S System Visual Plant Layout Stream Mapping Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
  • 17. Accomplishments Integration methodology – Lean/6-σ matrix – L6σ stage improvement methodologies – L6σ toolboxes – Assessment map Distributed database tool – Limited tool functionality – Assessment capability – Communication Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
  • 18. Ongoing Work Enhanced L6σ assessment strategy Enhanced software tool functionality – Data analysis Embedded results analyses and recommendation strategy Office Lean/6σ Enhance software user interface Implementation Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
  • 19. Questions Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.