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Lean Manufacturing and Lean Six Sigma
 

Lean Manufacturing and Lean Six Sigma

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Lean Six Sigma is a methodology based on both Lean Manufacturing and Six Sigma. This presentation gives a brief overview and history of each methodology. Presentation by EMS Consulting Group, Inc. ...

Lean Six Sigma is a methodology based on both Lean Manufacturing and Six Sigma. This presentation gives a brief overview and history of each methodology. Presentation by EMS Consulting Group, Inc. www.emsstrategies.com

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    Lean Manufacturing and Lean Six Sigma Lean Manufacturing and Lean Six Sigma Presentation Transcript

    • Lean Six Sigma OverviewCopyright © 2005-2008 EMS Consulting Group Inc. All Rights Reserved
    • Agenda• What is Six Sigma?• What is Lean? Copyright © 2005-2008 EMS Consulting Group Inc. All Rights Reserved
    • What is Six Sigma?• Six Sigma concentrates on reduction of defects/variation in processes.• A measure of quality 3.4 defects per million opportunities (DPMO)• DMAIC (Define -6 -5 -4 -3 -2 -1 +1 +2 +3 +4 +5 +6 Measure Analyze Improve Control) Copyright © 2005-2008 EMS Consulting Group Inc. All Rights Reserved
    • What is Six Sigma? X’s and Y’s Y = f(x) Copyright © 2005-2008 EMS Consulting Group Inc. All Rights Reserved
    • History of Six Sigma1980 1985 1990 1995 2000 2005 Present 1994: 1984: Bob Application Galvin Experts leave of Motorola Motorola defines Six Sigma 1995: Allied objectives Signal and GE embrace 1985: T.I. and Six Sigma ABB work 1997- Present: Six Sigma with Motorola spans industries to further worldwide Develop Six Sigma © 2005-2008 EMS Consulting Group Inc. All Rights Reserved Copyright
    • Six Ingredients of Six Sigma1. Genuine Focus on the Customer2. Data and fact-driven management3. Process focus, management, and improvement4. Proactive Management5. Boundary-less Collaboration6. Drive for perfection Copyright © 2005-2008 EMS Consulting Group Inc. All Rights Reserved
    • Six Sigma: DMAIC• Define the problem and what the customers require• Measure the defects and process operation• Analyze the data and discover causes of the problem.• Improve the process to remove causes of the defects.• Control the process to make sure defects don’t recur. Copyright © 2005-2008 EMS Consulting Group Inc. All Rights Reserved
    • Lean: The Rise of Toyota• Taiichi Ohno’s situation after WWII: – no money – a small diverse market – productivity - one-tenth that of Detroit – production - less than one-hundredth that of Ford• Ohno’s marching orders in the 1950’s: – “Catch up with Detroit in three years”• Ohno’s solution – after studying Ford for years, created a manufacturing system to reduce cost through eliminating waste Copyright © 2005-2008 EMS Consulting Group Inc. All Rights Reserved
    • Goal: Highest Quality, Lowest Cost, Shortest Lead Time Best Safety, High Morale Just In Time Jidoka Right part- Quality at the Source Right amount- Right Time •Line Stop •Visual •Flow Controls •Takt Time •Error Proofing •Pull •Andon •Quick •5 Whys Changeover Operational Stability Standardized Work PM/ TPM 5S Leveled ProductionToyota Production SystemCopyright © 2005-2008 EMS Consulting Group Inc. All Rights Reserved
    • Thinking Lean 5 Principles of Lean (Womack and Jones, Lean Thinking)• Specify value – can only be defined by the ultimate customer• Identify/Map the value stream – exposes waste and sources of waste• Create one piece flow – reduce WIP and delays• Let the customer pull product through the value stream – make only what the customer has ordered• Seek perfection – Continuously improve quality and eliminate waste Copyright © 2005-2008 EMS Consulting Group Inc. All Rights Reserved
    • What does Lean do? Total Lead Time LeanTransformation “All we are doing is looking at the time line from the moment the customer gives us an order to the point Total Lead Time when we collect the cash. And we are reducing that time lineValue-Creating Time by removing non-Non-Value-Creating value-added wastes.” Time (waste) – Taiichi Ohno Copyright © 2005-2008 EMS Consulting Group Inc. All Rights Reserved