Hands-On Lean/Six Sigma Simulations with Best of Best vs. Worst of Worse Testing Added

1. “Hands-On” Simulations & Learning Points Recently added: B.O.B. vs. W.O.W. quality application see slides #32 & #33

2. Why perform simulations?

3. I hear and I forget I see and I remember I do and I understand - Chinese Proverb Hands-on simulations are keys to understanding…

4. I speak and no one listens I build and we push I waste and we squander Hands-on Mass manufacturing gives us a baseline for improvements - Mass Manufacturing Proverb

8. Quality degradation occurs from the multiple handling and storage of work-in-process parts.

9. Material handling is inefficient due to uneven demand from individual work stations.

10. With minimal incentive to build products in sequence, finished products may exceed promised delivery times and lead to unsatisfied customers.

11. Mass manufacturing promotes running tooling/equipment until there is a breakdown. This philosophy also supports the desire to increase work-in-process inventory to allow production to continue while the breakdown is being corrected.

12. The Mass Manufacturing environment is generally chaotic vs. controlled and predictable (typically found in a lean environment).

13. Mass manufacturing slows the Order to Revenue money stream.Total cost and revenue will be calculated for each round.

15. Minimal work-in-process between process stations improves product quality.

16. Material handling is optimized by replenishing stock as minimal levels are reached (Just-In-Time delivery).

17. Building product in sequence allows for predictable delivery and satisfied customers.

18. Lean manufacturing promotes performing preventive maintenance to ensure maximumuptime for equipment. This philosophy allows work-in-process inventory to be optimized.

19. The work environment is relaxed and production flows with minimal interruption. Communication is effective and supports production flow.

20. Opportunities to improve throughput, reduce defects, speed delivery and raise job satisfaction are addressed via Kaizen events, Six Sigma methodology and/or Lean Behavioral changes.

21. Visual Factory improves workforce job satisfaction and throughput.

22. All opportunities for improvement are rewarded…As mentioned in the previous slide total cost and revenue will be calculated for this simulation round and compared to the Mass assembly process.

24. Build to sequence is evaluated and its impact on improving customer satisfaction is discussed.

25. Theoretical vs. actual throughput are compared and proposals to reach 100% are addressed.

26. Part flow, work load balancing, part design, work station layout, etc. are discussed in relation to their impact on the cost flow metrics established in the Lean manufacturing simulation round.

27. Quality opportunities are explored with zero defectsbeing the goal.

28. After review of the Total Cost of production, each opportunity will be aligned with its appropriate improvement methodology and potential savings determined.

30. “Hands-On” Simulations Mass to Leanto Six Sigma--feel the transition while measuring the cost/quality improvements… Lean toSix Sigma --feel the transition while measuring the cost/quality improvements…

31. Our product is a car wash with air operated safety gate. It comes in righthand or lefthand models. MASS ROUND: (22) units are scheduled for build in a mass manufacturing environment and measurables are recorded at the end of the production run. LEAN ROUND: The manufacturing processes (including supporting stock) are then arranged in a Lean layout and run for the same time period. Costs are compared for each round and potential improvements to lower costs, improve quality, decrease cycle time or alter work environment are brainstormed. SIX SIGMA IMPROVEMENT METHODOLOGIES: All opportunities to lower costs, improve quality, speed delivery or improve work environment (morale) are addressed via DMAIC format. Best of Best vs. Worst of Worse Critical f(x) determinations.

32. There are (10) production stations necessary to assemble the right hand or left hand car wash units. The following pictures show the stage of assembly at each station followed by the typical manufacturing layout and supporting stock arrangement. The last slides show the functional testing that qualifies an acceptable unit.

33. Station # 1 Right hand product after Station #1 assembly completion

34. Assembly Station #1 with (typ) instruction manual To view sample Lean round training manual click here

35. Typical Market Area stock to support each manufacturing station Note: Stations #2--#10 are similar in appearance

36. Station # 2

37. Assembly Station #2 Note: Stations #3--#10 are similar in appearance

38. Station # 3

39. Station # 4

40. Station # 5

41. Station # 6

42. Station # 7

43. Station # 8

44. Station # 9

45. Station # 10

46. Test # 1 UP

47. Test # 1 DN

48. Test # 2 UP

49. Test # 2 DN

50. Congratulations! You have a… Sold Unit …and a satisfied customer.

51. Addressing the Marginal/Defective Assemblies using B.O.B. vs. W.O.W. Criteria that denotes a high quality unit from a marginal/defective unit is established prior to simulation rounds (number of pneumatic pumps that raise safety gate) vs. height and speed of actuation. Best of Best and Worst of Worst are collected, logged and run through the diagnosis process steps… (see process flow chart on next page) Findings are then evaluated using Six Sigma process improvement methodologies to suggest cost effective changes to running the Lean Simulation round and ensuring “highest” first run quality rates.

52. Partial Enlargement