March presentation: Lean-Sigma in Small GroupsPresentation Transcript
Quality in Action Inc. Lean/Sigma Combining the Speed of Lean with the Power of Sigma Control Plans Six Sigma Tools Takt Time 5-S Habits Work Instructions Kaizen Teams
General Electric, one of the early leaders in Six Sigma has made statements to the effect that they will save $5 - $10 billion in cost reductions alone in their investment in Six Sigma.
The GE annual report prominently states: “…. Our Six Sigma quality initiative is changing the way we do everything.”
“ If we don’t change our direction, we might end up where we’re headed.” Chinese Proverb
LEAN teaches us about:
WASTE, DEMAND, FLOW, DEFECT PREVENTION, BALANCE
WASTE All motion is waste. A perfect system is one that is self contained. Consider: where does everything come from? Where does everything go?
A common Waste is stock piling. Inventory must be kept to a minimum. The optimum amount of available inventory is ZERO .
Scrap is the most common type of Waste. There are several kinds: Internal, External, Direct & Indirect.
DEMAND “ TAKT TIME ” is the demand on the system to support the actual market requirements. The actual market requirement is known as PULL .
One purpose of a Pull System is to shut down an operation as soon as an abnormality occurs.
One must use this calculation: Divide the available manufacturing time in a period by the ACTUAL demand during that period.
FLOW Also known as One Piece Flow . We don’t want to BATCH or create FAKE Flows.
DEFECT PREVENTION The system is designed to PREVENT rather than Detect .
JIDOKA is the Japanese word for autonomation. Tools & fixtures as well as processing operations, are designed to detect problems and shut down when they occur.
BALANCE Means: To Balance people and automation to optimize flexibility and balance the Work Flow .
The basic framework behind Six Sigma is: DMAIC
DEFINE What is the Objective ? Goals?
MEASURE Where are we NOW ? Look at tools like: scrap reports, flow charts, Pareto, Cause & Effect, Distributions.
ANALYZE Where are we GOING ? Use tools like: Scatter diagrams, regression analysis, FMEA (Failure Mode & Effect Analysis), Hypothesis testing.
IMPROVE What is the best way ? Tools like: DOE (Design of Experiments), Functional Testing and Production Trials are employed.
CONTROL We need to Control through Work Instructions and Control Plans .
Gauge Control, Mistake proofing and Preventative Maintenance.
Basic Differences Statistical Knowledge Based Process Knowledge Based Black Belts often assisted by Green Belts Small Teams & Individuals Bigger Solutions “ Rocket Science?” “ Kaizen” – Many small improvements Longer Term Project Periods Short/Quick Improvement Processes Six Sigma Lean
Can anyone be a “Lean Practitioner”?
YES in fact this is the organizational goal of Lean – EVERYONE is responsible and practicing Lean.
It’s habit forming
It’s quick & fast
Doesn’t need Kaizen or even teams
Can anyone be a “Black Belt”?
No, if the statistical side of the world is difficult for you maybe this isn’t your place.
Can anyone be a “Green Belt”?
Sure, virtually everyone can be trained in the concepts.
Do you need to be a “Belt” to do this Sigma stuff?
We say: Yes
The Hard Fact:
It is far easier for a Black or Green Belt to “pick-up” Lean and effectively operate the tools than it is for a Lean Practitioner to “pick-up” Six Sigma and practice it competently.
The Dumbing Down of Six Sigma
Don’t be fooled into believing that by just learning a few chart methods that you are REALLY doing Six Sigma.
Or that Lean/Sigma is somehow simpler than either practice by itself.
The Quality Community needs to recognize these dangers that erode our very profession!
Certify Black Belts
Train Black Belts in Lean
Involve Green Belts in Lean Teams along with other Lean Team members
Follow DMAIC for all Lean Events!
Lean Seeks to Optimize processes while Sigma Reduces Variation .
It is truly a “blend” of methodologies.
Lean Teams utilize the DMAIC model and use the tools.
Lean/Sigma “ Combining the speed of Lean with the Power of Sigma”
Remember the timeline differences?
Lean: 2 to 5 day events
Even Kaizen Blitz – could happen anytime.
Six Sigma: 2- ?? Months
Remember the objective differences?
Lean / Kaizen: Many small improvements
Six Sigma: Rocket Science (at least Science)
Lean/Sigma looks at blending time frames as well as methodologies
Injection Molding Jidoka Autonomation Autonomation transfers a level of human intelligence to automated machinery. Machines detect a single defective part and immediately stop while asking for help. U-Shaped Cell Feedback loop
Injection Molding Jidoka Autonomation U-Shaped Cell Six Sigma Project Reducing Variation thru DOE