Lean six sigma - Waste elimination (Yellow Belt)Abhay Yadav
Lean Six Sigma is a methodology that relies on a collaborative team effort to improve performance by systematically removing waste; combining lean manufacturing/lean enterprise and Six Sigma to eliminate the eight kinds of waste (muda): defects, overproduction, waiting, non-utilized talent, transportation, inventory, motion, extra-processing
This document discusses Six Sigma, which aims to reduce variability in business processes. It defines Six Sigma as a statistical term representing 3.4 defects per million opportunities. The document outlines the benefits of Six Sigma, such as generating sustained success, enhancing customer value, and accelerating improvement. It also describes the DMAIC methodology, which is a five-step approach for process improvement involving Define, Measure, Analyze, Improve, and Control phases.
The document discusses Six Sigma, which aims to reduce process variation and improve quality by moving processes towards higher levels of accuracy and precision. It explains that Six Sigma seeks to reduce the standard deviation of processes to a level where the spread of 6 sigmas fits within specifications, resulting in only 3.4 defective parts per million. Achieving higher sigma levels can significantly lower costs and increase competitiveness compared to processes operating at 3 sigma or lower.
This document provides an introduction to Six Sigma, including an overview of key concepts. Six Sigma is a set of techniques for process improvement introduced by Motorola to reduce defects. It aims for nearly zero defects by identifying and removing causes of variation. Six Sigma projects follow a Define-Measure-Analyze-Improve-Control methodology. The level of sigma indicates the number of defects per million opportunities, with Six Sigma equivalent to 3.4 defects per million. Key roles include Champions, Master Black Belts, Black Belts and Green Belts utilizing tools like cause-and-effect diagrams to achieve quality goals like increased customer satisfaction and profits.
The document summarizes a Six Sigma project presentation. It includes sections on defining the project goals and scope, measuring current performance, analyzing root causes for issues, improving processes, and controlling solutions. Measurement systems were analyzed. Key X factors affecting the critical to quality metrics were identified and prioritized. Tools like fishbone diagrams, FMEA, and hypothesis testing were used to analyze causes. Potential solutions were tested and process controls were established to ensure sustained improvements.
This presentation is for the personnel who are going to be a part of Six Sigma project as process owner or team member & need to know the basics.
The scope of this presentation is “Overview” & “Define” of Six Sigma.
The document outlines the Digital Six Sigma DMAIC improvement process which includes defining opportunities, measuring performance, analyzing opportunities, improving performance, and controlling performance. It lists the main activities and key deliverables for each phase such as developing a team charter, process maps, measurement plans, identifying and validating root causes, generating and selecting solutions, and implementing and controlling solutions.
- Six Sigma provides a problem solving methodology that can be applied to any business function, including sales and marketing processes.
- Its application to sales and marketing has been challenging due to the influence of uncontrollable variables and human elements.
- Applying Six Sigma to controllable variables and process steps in sales and marketing can lead to improvements through data analysis and slight efficiency gains at each step, significantly impacting overall results.
Lean six sigma - Waste elimination (Yellow Belt)Abhay Yadav
Lean Six Sigma is a methodology that relies on a collaborative team effort to improve performance by systematically removing waste; combining lean manufacturing/lean enterprise and Six Sigma to eliminate the eight kinds of waste (muda): defects, overproduction, waiting, non-utilized talent, transportation, inventory, motion, extra-processing
This document discusses Six Sigma, which aims to reduce variability in business processes. It defines Six Sigma as a statistical term representing 3.4 defects per million opportunities. The document outlines the benefits of Six Sigma, such as generating sustained success, enhancing customer value, and accelerating improvement. It also describes the DMAIC methodology, which is a five-step approach for process improvement involving Define, Measure, Analyze, Improve, and Control phases.
The document discusses Six Sigma, which aims to reduce process variation and improve quality by moving processes towards higher levels of accuracy and precision. It explains that Six Sigma seeks to reduce the standard deviation of processes to a level where the spread of 6 sigmas fits within specifications, resulting in only 3.4 defective parts per million. Achieving higher sigma levels can significantly lower costs and increase competitiveness compared to processes operating at 3 sigma or lower.
This document provides an introduction to Six Sigma, including an overview of key concepts. Six Sigma is a set of techniques for process improvement introduced by Motorola to reduce defects. It aims for nearly zero defects by identifying and removing causes of variation. Six Sigma projects follow a Define-Measure-Analyze-Improve-Control methodology. The level of sigma indicates the number of defects per million opportunities, with Six Sigma equivalent to 3.4 defects per million. Key roles include Champions, Master Black Belts, Black Belts and Green Belts utilizing tools like cause-and-effect diagrams to achieve quality goals like increased customer satisfaction and profits.
The document summarizes a Six Sigma project presentation. It includes sections on defining the project goals and scope, measuring current performance, analyzing root causes for issues, improving processes, and controlling solutions. Measurement systems were analyzed. Key X factors affecting the critical to quality metrics were identified and prioritized. Tools like fishbone diagrams, FMEA, and hypothesis testing were used to analyze causes. Potential solutions were tested and process controls were established to ensure sustained improvements.
This presentation is for the personnel who are going to be a part of Six Sigma project as process owner or team member & need to know the basics.
The scope of this presentation is “Overview” & “Define” of Six Sigma.
The document outlines the Digital Six Sigma DMAIC improvement process which includes defining opportunities, measuring performance, analyzing opportunities, improving performance, and controlling performance. It lists the main activities and key deliverables for each phase such as developing a team charter, process maps, measurement plans, identifying and validating root causes, generating and selecting solutions, and implementing and controlling solutions.
- Six Sigma provides a problem solving methodology that can be applied to any business function, including sales and marketing processes.
- Its application to sales and marketing has been challenging due to the influence of uncontrollable variables and human elements.
- Applying Six Sigma to controllable variables and process steps in sales and marketing can lead to improvements through data analysis and slight efficiency gains at each step, significantly impacting overall results.
The document provides an overview of a Lean Six Sigma Yellow Belt training that will take place over 2 days from 10am to 2:30pm. The training will cover the Define, Measure, Analyze, Improve, and Control (DMAIC) phases of the Lean Six Sigma methodology. On day 1, participants will learn about Lean manufacturing concepts, Lean Six Sigma, and the Define phase. On day 2, participants will learn about the Measure, Analyze, and Improve phases. The training aims to teach participants how to identify and solve problems using the Lean Six Sigma approach of removing defects through streamlining processes and reducing variation.
Quality Function Deployment (QFD) is a systematic method to define customer requirements and translate them into design requirements, technical requirements, and part characteristics to ensure quality. It involves a team that captures customer needs, prioritizes them, and ensures the final product meets those needs. The key steps are: 1) identifying customer requirements, 2) determining technical requirements to meet those needs, 3) assessing relationships between customer and technical requirements, and 4) prioritizing customer needs to guide design. QFD aims to focus the organization on the customer and ensure customer satisfaction through the entire development process.
Six Sigma is a set of techniques and tools for process improvement. It was developed by Motorola in the 1980s to reduce defects but aims for near perfect processes. The goal of Six Sigma is to reduce process variation and defects to 3.4 defects per million opportunities. It uses methodologies like DMAIC for improvement and DMADV for new process design. Key benefits include increased profits by eliminating defects and accelerating improvement rates. Common roles include Champions, Master Black Belts, Black Belts, and Green Belts. Tools include control charts, Pareto charts, and design of experiments. Many major companies worldwide have implemented Six Sigma.
This document contains a summary of a Kaizen sheet from a manufacturing plant. The Kaizen sheet describes a problem where two workers were engaged cleaning oil from center bolt cut lengths using saw dust, creating waste. The countermeasure was to use wet cotton waste instead of excess oil flow to reduce oil and eliminate saw dust cleaning, saving over Rs. 77,000 per year in expenses. The implementation was successful in eliminating the saw dust cleaning process. The document provides details on expenses before and savings achieved after the countermeasure.
Poka-yoke, also known as error proofing, refers to methods used to prevent mistakes during production processes. There are two main types of poka-yoke: warnings, which indicate an error situation requiring intervention, and controls, which stop production to prevent mistakes from occurring. Examples of poka-yoke include fixtures that allow parts to be assembled only correctly, guides that allow tools or parts to be inserted only properly, and labels that clearly identify settings like diet versus regular drinks. The overall goal of poka-yoke is to design processes so that errors are either prevented from occurring or detected early before defective products are passed to customers.
Building a Lean Culture takes more than just tools training for the front-line. A holistic approach that leaders embrace is more effective.
In this webinar we’ll discuss the four critical components for building a Lean Culture, a simple approach to building a roadmap for Lean Transformation and specific actions you can do to address each component in your organization.
Six sigma case study-a good approach with examplebhanutomar
This document outlines a Six Sigma case study conducted by Paper Organizers International to address complaints about Metallic Securing Devices (MSDs) breaking and failing to keep customer papers together. Baseline data found 60% of MSDs were defective in durability and functionality. A project was launched to decrease defects to 0.62% by improving MSD quality from vendors. Process maps, metrics, and data collection were used to understand sources of variation and develop objectives to minimize costs and complaints related to low MSD quality.
Six Sigma is a set of techniques and tools for process improvement that was developed by Motorola in 1986. It aims to reduce defects and variability in processes by measuring defects per million opportunities. There are five phases in the Six Sigma methodology: Define, Measure, Analyze, Improve, and Control. Various statistical tools and software can be used to analyze processes, determine root causes of defects, and ensure future process performance. Many major companies have implemented Six Sigma, claiming it has helped reduce costs and improve customer satisfaction.
Purpose Statement:
To provide an overview of Design for Manufacturing and Assembly (DFMA) techniques, which are used to minimize product cost through design and process improvements.
This document provides an introduction to Six Sigma, including an overview of what it is, why it's used, key concepts like defects per million opportunities (DPMO) at different sigma levels, and the DMAIC methodology involving define, measure, analyze, improve, and control phases. It also outlines some common Six Sigma tools and roles like Green Belts, Black Belts, Master Black Belts, Champions, and executive leadership. The goal of Six Sigma is to improve quality, reduce defects and variation in processes, and increase customer satisfaction.
The document provides an overview of Six Sigma, including:
1) It defines Six Sigma as a methodology for continuous improvement and creating high quality products and processes using statistical tools.
2) It discusses the origins and growth of Six Sigma at Motorola and GE in the 1980s-1990s.
3) It describes the DMAIC methodology used for process improvement projects and the roles of Master Black Belts, Black Belts, and Green Belts in a Six Sigma organization.
This document outlines a Lean Six Sigma project to reduce variation in man-hour rates for tenders submitted by Consolidated Contractors Company's electromechanical estimation department. The project utilized Six Sigma tools like SIPOC, process mapping, FMEA, and process capability analysis to analyze current performance and identify sources of variation. Improvements like establishing a shared man-hour rate database reduced variation and improved consistency and cost-effectiveness. Standardizing processes and continuously updating the database will sustain gains.
Six Sigma is
the powerpoint presentaion that i make during my 3rd yr. The format of
this presentation is truly professional. You can adopt this format for
your future presentations. You too can modify these. Alright.
So just keep going.
Live in flow
~rise and shine~
Most (Maynard Operation Sequence Technique)Sohit Chauhan
This document provides an overview of fundamentals of work measurement techniques, including a comparison of MTM-1, MTM-2, and MTM-3. It also describes Maynard Operation Sequence Technique (MOST), including features of MOST, MOST work measurement systems, time measurement units, sequence models, and how to perform analysis using MOST. Key elements like general moves, controlled moves, and tool use are explained.
1. The document describes several Kaizen initiatives implemented at G.S. Auto in Ludhiana to eliminate waste (muda) and improve productivity.
2. One initiative involved installing facing machines closer to straightening machines to eliminate unnecessary operator movement between machines.
3. Another initiative provided a rack at a bar turning machine to eliminate the need for operators to carry long bars and place them on the floor.
4. Multiple initiatives aimed to save electricity costs by reducing machine run times during idle periods through modifications like adding limit switches.
- Statistical process control (SPC) is a method for monitoring and controlling a process to ensure it operates at its full potential and produces conforming product. Variation exists in all processes and SPC helps distinguish between natural and uncontrolled variation.
- SPC was pioneered in the 1920s and applied during World War II to improve quality. Control charts are a key SPC tool used to monitor processes over time and identify factors causing non-random variation. The two main types are x-bar charts for variables and R charts for dispersion. Proper application of SPC can reduce waste and costs while improving customer satisfaction.
1) The document provides an overview of the development of the Toyota Production System (TPS) from 1902 to 2008, highlighting key events, innovations, and timelines. 2) It summarizes the evolution of TPS concepts from 1945-1965 and 1965-1985, including the introduction and refinement of just-in-time, kanban, standardized work, and other practices. 3) Early TPS training at Toyota included courses influenced by Training Within Industry as well as problem solving and quality control courses taught by Shingo.
Lean Six Sigma is a process improvement methodology that relies on a collaborative team effort to improve performance by systematically removing waste, combining Lean and Six Sigma to eliminate the eight kinds of waste
Lean Six Sigma projects comprise aspects of Lean's waste elimination and the Six Sigma focus on reducing defects
Six sigma is a statistical approach to process improvement that aims to reduce defects. It was developed by Motorola in the 1970s to improve quality. The six sigma method includes phases such as Define, Measure, Analyze, Improve, and Control to identify and remove defects in processes. It uses statistical tools and follows a DMAIC or DMADV model. While six sigma aims to improve processes and reduce defects, some critics argue it is more focused on appraisal than prevention and does not always yield quality improvements.
ESTIMASI NILAI EKONOMI HASIL HUTAN YANG HILANG AKIBAT KONVERSI MENJADI KAWAS...Firdaus Albarqoni
Dokumen tersebut merangkum hasil penelitian tentang estimasi nilai ekonomi hutan yang hilang akibat konversi lahan hutan menjadi kawasan industri di Kelurahan Kariangau, Balikpapan. Penelitian ini mengestimasi nilai jasa lingkungan hutan seperti serapan karbon, nilai air, serta persepsi masyarakat terhadap keberadaan hutan. Hasilnya menunjukkan bahwa hutan Kariangau memiliki nilai tahunan sebesar Rp
The document provides an overview of a Lean Six Sigma Yellow Belt training that will take place over 2 days from 10am to 2:30pm. The training will cover the Define, Measure, Analyze, Improve, and Control (DMAIC) phases of the Lean Six Sigma methodology. On day 1, participants will learn about Lean manufacturing concepts, Lean Six Sigma, and the Define phase. On day 2, participants will learn about the Measure, Analyze, and Improve phases. The training aims to teach participants how to identify and solve problems using the Lean Six Sigma approach of removing defects through streamlining processes and reducing variation.
Quality Function Deployment (QFD) is a systematic method to define customer requirements and translate them into design requirements, technical requirements, and part characteristics to ensure quality. It involves a team that captures customer needs, prioritizes them, and ensures the final product meets those needs. The key steps are: 1) identifying customer requirements, 2) determining technical requirements to meet those needs, 3) assessing relationships between customer and technical requirements, and 4) prioritizing customer needs to guide design. QFD aims to focus the organization on the customer and ensure customer satisfaction through the entire development process.
Six Sigma is a set of techniques and tools for process improvement. It was developed by Motorola in the 1980s to reduce defects but aims for near perfect processes. The goal of Six Sigma is to reduce process variation and defects to 3.4 defects per million opportunities. It uses methodologies like DMAIC for improvement and DMADV for new process design. Key benefits include increased profits by eliminating defects and accelerating improvement rates. Common roles include Champions, Master Black Belts, Black Belts, and Green Belts. Tools include control charts, Pareto charts, and design of experiments. Many major companies worldwide have implemented Six Sigma.
This document contains a summary of a Kaizen sheet from a manufacturing plant. The Kaizen sheet describes a problem where two workers were engaged cleaning oil from center bolt cut lengths using saw dust, creating waste. The countermeasure was to use wet cotton waste instead of excess oil flow to reduce oil and eliminate saw dust cleaning, saving over Rs. 77,000 per year in expenses. The implementation was successful in eliminating the saw dust cleaning process. The document provides details on expenses before and savings achieved after the countermeasure.
Poka-yoke, also known as error proofing, refers to methods used to prevent mistakes during production processes. There are two main types of poka-yoke: warnings, which indicate an error situation requiring intervention, and controls, which stop production to prevent mistakes from occurring. Examples of poka-yoke include fixtures that allow parts to be assembled only correctly, guides that allow tools or parts to be inserted only properly, and labels that clearly identify settings like diet versus regular drinks. The overall goal of poka-yoke is to design processes so that errors are either prevented from occurring or detected early before defective products are passed to customers.
Building a Lean Culture takes more than just tools training for the front-line. A holistic approach that leaders embrace is more effective.
In this webinar we’ll discuss the four critical components for building a Lean Culture, a simple approach to building a roadmap for Lean Transformation and specific actions you can do to address each component in your organization.
Six sigma case study-a good approach with examplebhanutomar
This document outlines a Six Sigma case study conducted by Paper Organizers International to address complaints about Metallic Securing Devices (MSDs) breaking and failing to keep customer papers together. Baseline data found 60% of MSDs were defective in durability and functionality. A project was launched to decrease defects to 0.62% by improving MSD quality from vendors. Process maps, metrics, and data collection were used to understand sources of variation and develop objectives to minimize costs and complaints related to low MSD quality.
Six Sigma is a set of techniques and tools for process improvement that was developed by Motorola in 1986. It aims to reduce defects and variability in processes by measuring defects per million opportunities. There are five phases in the Six Sigma methodology: Define, Measure, Analyze, Improve, and Control. Various statistical tools and software can be used to analyze processes, determine root causes of defects, and ensure future process performance. Many major companies have implemented Six Sigma, claiming it has helped reduce costs and improve customer satisfaction.
Purpose Statement:
To provide an overview of Design for Manufacturing and Assembly (DFMA) techniques, which are used to minimize product cost through design and process improvements.
This document provides an introduction to Six Sigma, including an overview of what it is, why it's used, key concepts like defects per million opportunities (DPMO) at different sigma levels, and the DMAIC methodology involving define, measure, analyze, improve, and control phases. It also outlines some common Six Sigma tools and roles like Green Belts, Black Belts, Master Black Belts, Champions, and executive leadership. The goal of Six Sigma is to improve quality, reduce defects and variation in processes, and increase customer satisfaction.
The document provides an overview of Six Sigma, including:
1) It defines Six Sigma as a methodology for continuous improvement and creating high quality products and processes using statistical tools.
2) It discusses the origins and growth of Six Sigma at Motorola and GE in the 1980s-1990s.
3) It describes the DMAIC methodology used for process improvement projects and the roles of Master Black Belts, Black Belts, and Green Belts in a Six Sigma organization.
This document outlines a Lean Six Sigma project to reduce variation in man-hour rates for tenders submitted by Consolidated Contractors Company's electromechanical estimation department. The project utilized Six Sigma tools like SIPOC, process mapping, FMEA, and process capability analysis to analyze current performance and identify sources of variation. Improvements like establishing a shared man-hour rate database reduced variation and improved consistency and cost-effectiveness. Standardizing processes and continuously updating the database will sustain gains.
Six Sigma is
the powerpoint presentaion that i make during my 3rd yr. The format of
this presentation is truly professional. You can adopt this format for
your future presentations. You too can modify these. Alright.
So just keep going.
Live in flow
~rise and shine~
Most (Maynard Operation Sequence Technique)Sohit Chauhan
This document provides an overview of fundamentals of work measurement techniques, including a comparison of MTM-1, MTM-2, and MTM-3. It also describes Maynard Operation Sequence Technique (MOST), including features of MOST, MOST work measurement systems, time measurement units, sequence models, and how to perform analysis using MOST. Key elements like general moves, controlled moves, and tool use are explained.
1. The document describes several Kaizen initiatives implemented at G.S. Auto in Ludhiana to eliminate waste (muda) and improve productivity.
2. One initiative involved installing facing machines closer to straightening machines to eliminate unnecessary operator movement between machines.
3. Another initiative provided a rack at a bar turning machine to eliminate the need for operators to carry long bars and place them on the floor.
4. Multiple initiatives aimed to save electricity costs by reducing machine run times during idle periods through modifications like adding limit switches.
- Statistical process control (SPC) is a method for monitoring and controlling a process to ensure it operates at its full potential and produces conforming product. Variation exists in all processes and SPC helps distinguish between natural and uncontrolled variation.
- SPC was pioneered in the 1920s and applied during World War II to improve quality. Control charts are a key SPC tool used to monitor processes over time and identify factors causing non-random variation. The two main types are x-bar charts for variables and R charts for dispersion. Proper application of SPC can reduce waste and costs while improving customer satisfaction.
1) The document provides an overview of the development of the Toyota Production System (TPS) from 1902 to 2008, highlighting key events, innovations, and timelines. 2) It summarizes the evolution of TPS concepts from 1945-1965 and 1965-1985, including the introduction and refinement of just-in-time, kanban, standardized work, and other practices. 3) Early TPS training at Toyota included courses influenced by Training Within Industry as well as problem solving and quality control courses taught by Shingo.
Lean Six Sigma is a process improvement methodology that relies on a collaborative team effort to improve performance by systematically removing waste, combining Lean and Six Sigma to eliminate the eight kinds of waste
Lean Six Sigma projects comprise aspects of Lean's waste elimination and the Six Sigma focus on reducing defects
Six sigma is a statistical approach to process improvement that aims to reduce defects. It was developed by Motorola in the 1970s to improve quality. The six sigma method includes phases such as Define, Measure, Analyze, Improve, and Control to identify and remove defects in processes. It uses statistical tools and follows a DMAIC or DMADV model. While six sigma aims to improve processes and reduce defects, some critics argue it is more focused on appraisal than prevention and does not always yield quality improvements.
ESTIMASI NILAI EKONOMI HASIL HUTAN YANG HILANG AKIBAT KONVERSI MENJADI KAWAS...Firdaus Albarqoni
Dokumen tersebut merangkum hasil penelitian tentang estimasi nilai ekonomi hutan yang hilang akibat konversi lahan hutan menjadi kawasan industri di Kelurahan Kariangau, Balikpapan. Penelitian ini mengestimasi nilai jasa lingkungan hutan seperti serapan karbon, nilai air, serta persepsi masyarakat terhadap keberadaan hutan. Hasilnya menunjukkan bahwa hutan Kariangau memiliki nilai tahunan sebesar Rp
This presentation offers one perspective on how Lean Six Sigma, CMMI, and other best practice models and standards can be combined to leverage the best features of each. Lean Six Sigma and CMMI differences and similarities are examined, including how they typically differ in terms of deployment, investment, and ROI.
A "low-calorie" approach to LSS deployment is described. The role of LSS in relation to CMMI specific and generic goals is examined. Direct and indirect connections between LSS and CMMI are examined in the context of specific Process Areas in order to clarify when and how they are likely to interact and which may be regarded as 'first'.
Semana Internacional para la Calidad - Study Tour en Miami Florida 2016 Calidad PUCP
Este documento describe un programa de estudio en Miami, Florida del 25 al 29 de abril de 2016 sobre temas de Lean Six Sigma, cadena de suministros y política organizacional impartido por el Instituto para la Calidad de la PUCP y la Universidad Internacional de Florida. El costo es de $2,550 dólares americanos e incluye alojamiento, comidas y traslados. Los interesados deben inscribirse antes del 4 de marzo de 2016.
The document provides an overview of Lean Six Sigma. It discusses Lean, which aims to eliminate waste from processes. Tools of Lean include 5S, visual management, value stream mapping, and Kaizen for continuous improvement. The first presentation introduces Lean and Six Sigma. The second focuses on Lean tools to save money like 5S and value stream mapping. The third presentation covers the Six Sigma DMAIC process and statistical tools. 5S principles are sorting, simplifying, shining, standardizing and sustaining an organized work environment. An example of applying 5S to electronic components involves creating a database and organizing storage and design kits.
The document discusses how LeanSigma can help CIOs address the challenges of reducing costs while improving efficiency, service quality, and enabling new capabilities. It describes how LeanSigma combines Lean and Six Sigma approaches to streamline processes and eliminate waste. Implementing LeanSigma across key IT processes like change management, software development, and help desk support can drive 20-30% annual productivity improvements for IT organizations.
Nike has successfully implemented lean management principles throughout its global supply chain operations. It requires lean practices from its 785 contract manufacturers and uses a sustainability index to assess factories on lean implementation. Nike provides training to factories on lean tools and human resources practices to empower workers. This has resulted in improved productivity, quality, and worker satisfaction while reducing waste. Nike's lean approach and sustainability initiatives such as Flyknit technology have increased profits while decreasing environmental impact.
This document provides an overview of pneumatic control and automation concepts including:
- Standard symbols for pneumatic components like cylinders, valves, and other devices based on ISO 1219 standards.
- Examples of using 2/2 and 3/2 valves to control single-acting cylinders, and 5/2 valves to control double-acting cylinders. Speed control methods like flow regulators are discussed.
- Sequential control concepts and examples of circuits using multiple cylinders operated in sequence are presented.
The document provides information on Lean Six Sigma, including its roles, models, and tools. It discusses the Lean Six Sigma hierarchy and certification requirements for Green Belts and Black Belts. The DMAIC model for process improvement is described along with metrics for measuring an organization's Lean Six Sigma maturity. Lean Six Sigma and CMMI are presented as complementary process improvement initiatives.
The document discusses Lean Six Sigma and provides definitions, principles, and guidance on its application. Some key points:
1. Lean Six Sigma is a framework that provides a structured approach to eliminate waste and improve customer satisfaction. It aims to fix processes to improve outcomes.
2. Measurement is key to Lean Six Sigma as it allows for identification of problems and tracking of improvements. Processes must have measurable outcomes.
3. Lean Six Sigma can be applied to both manufacturing and service industries by focusing on eliminating waste and defects across the entire lifecycle of a product or service.
The project charter outlines the team members and their responsibilities, project plan and timeline, project scope including in-scope and out-of-scope processes, specific and measurable goal statement, and business case justifying the project. It defines the problem statement, opportunity, projected savings, current performance level, and sponsor, champion, and team members. Tollgate review dates are also included.
The document discusses lean manufacturing, which aims to eliminate waste and improve efficiency. It describes key lean techniques like 5S, single minute exchange of dies (SMED), kanban, and cellular manufacturing. The benefits of lean include increased productivity and quality while reducing costs, space, lead times, and inventory. People are an important part of lean success through continuous learning and commitment. Customers also benefit from lean through faster, more reliable delivery of the exact products they want.
Failure of tube reduced in split air conditionerprjpublications
This document summarizes a research paper that uses Six Sigma methodology to reduce failures of tubes in split air conditioners. The paper:
1) Defines the problem as leakage found in evaporator assemblies due to tube dimension variations. Six Sigma's DMAIC approach is used to identify the root cause.
2) In the measure phase, flaring angle, diameter, and torque are measured and process capabilities are calculated to determine how much variation exists.
3) The analyze phase identifies flaring diameter and angle as the two most important factors and statistically verifies them using various tests.
4) The document provides figures and diagrams to support the methodology and findings at each stage of the DMAIC process.
Failure of tube reduced in split air conditioner (2)prj_publication
This document describes a study conducted using Six Sigma methodology to reduce failures in air conditioner tube assemblies. The study aimed to reduce rejection rates, called Part Per Million (PPM), of tube assemblies used in split air conditioners manufactured by LG Electronics India Private Limited. Researchers used Define-Measure-Analyze-Improve-Control (DMAIC) phases of Six Sigma to identify root causes of high PPM, including issues with flaring angle, diameter, and torque of tubes. Measurement data showed the process for flaring tubes was incapable of meeting specifications. The study helped reduce tube leakage and PPM by 92.62% through improving the tube flaring process.
IRJET- Quality Audit of Public Building Project by using Six Sigma TechniquesIRJET Journal
This document discusses using Six Sigma techniques to improve the quality of public building projects. It begins with an abstract that introduces Six Sigma as a data-driven approach to reducing defects. The document then provides background on Six Sigma, including its DMAIC methodology of Define, Measure, Analyze, Improve, Control. It discusses applying Six Sigma principles like DMAIC to a case study of a public sector construction project to improve quality and meet standards. The document also reviews literature on applying Six Sigma in construction and defines key aspects of Six Sigma, such as its metrics and belt system. Overall, the document examines how Six Sigma techniques can help construction projects reduce defects and variability to enhance quality.
This case study examines quality improvement efforts at Caparo Maruti Ltd through the application of Six Sigma methodology. The company manufactures sheet metal automobile parts, including cross members. Data was collected on inspections of 187525 cross member parts over 5 months, finding 67 defects. Major defects included welding failures causing nut misplacement or damage. Pareto and line charts identified the primary defect as M8 nut failure during projection welding. Root cause analysis using a fishbone diagram indicated issues with the welding process, including variation in weld gun position, nut placement, and material quality. Recommendations were made to improve the welding process and reduce defects.
IRJET- Achieving Total Quality Management in Construction Project using Six S...IRJET Journal
This document discusses applying Six Sigma concepts to construction scheduling to improve quality and reduce delays. It defines the DMAIC process used, which stands for Define, Measure, Analyze, Improve, and Control. An IT building construction project is used as a case study. The number of completed and delayed activities is measured. Using these numbers, the Defects Per Million Opportunities (DPMO) and Sigma level are calculated to assess quality. Major delay reasons like labor shortages are identified. The goal is to recommend improvements to reduce schedule variations and delays using Six Sigma approaches.
This document evaluates the quality performance of a ready mix concrete (RMC) plant in Mumbai, India using the Six Sigma approach. The study found that the existing sigma level of the RMC production process was 1.23, which is very low compared to manufacturing industry standards. The process capability was also low at 0.54, and control charts showed the process to be out of statistical control. Various quality tools identified issues like high variation, an unstable process, and weak correlation between compressive strength and date of casting. The study concludes that Six Sigma can help identify root causes of variation, improve process stability and capability, and achieve more consistent quality for the RMC plant through a proactive quality management approach.
Six Sigma is a set of techniques used to ensure process improvement and consistent output in manufacturing. It was originally developed by Motorola in 1986 and aims to reduce defects by identifying and removing causes of deviation. The document details the implementation of Six Sigma in a rubber gloves manufacturing process using the DMAIC methodology. It was able to reduce the "leaking" gloves defect by 50% and lower the defects per million opportunities from 195,095 to 83,750, improving the Sigma level. The techniques helped minimize variation and defects to enhance quality, costs savings and customer satisfaction.
Application of Six-Sigma- A Case Study of an Automobile Lightening CompanyIRJET Journal
This document describes a case study applying Six Sigma methodology to reduce defects at an automobile lighting company. It discusses using DMAIC (Define, Measure, Analyze, Improve, Control) to analyze the low beam module manufacturing process. Measurement found one fixture was applying insufficient glue, on average 11g vs the specification of 12-14g. Analysis identified the glue amount as a key factor affecting defects. The goal is reducing leakage defects in low beam modules to improve customer satisfaction.
IRJET- Quality Improvement in Building Construction using Six SigmaIRJET Journal
This document discusses using Six Sigma principles to improve quality in building construction. Six Sigma aims to minimize variation and defects by identifying and addressing their causes. The DMAIC methodology is used, which stands for Define, Measure, Analyze, Improve, and Control. This allows construction projects to define problems, measure quality levels, analyze causes of defects, improve processes to address those causes, and put controls in place to maintain quality improvements. Implementing Six Sigma in this way can help construction projects achieve higher quality standards and levels nearing zero defects to better satisfy customers.
An Application of DMAIC Methodology for Increasing the Yarn Quality in Textil...IOSR Journals
Abstract : This article presents a quality improvement study applied at a yarn manufacturing company based
on six sigma methodologies. More specifically, the DMAIC (Define, Measure, Analyze, Improve, and Control)
project management-methodology & various tools are utilized to streamline processes & enhance productivity.
Defects rate of textile product in the yarn manufacturing process is so important in industry point of view. It
plays a very important rate for the improvement of yield & financial conditions of any company. Actually
defects rate causes a direct effect on the profit margin of the product & decrease the quality cost during the
manufacturing of the product. By checking & inspection of defects of product at different point in production
where more defects are likely to happen. A thousand defects opportunities create in the final package of yarn.
That’s why it is decided to do work & implement DMAIC methodology in winding departments where the final
package of yarn is make.
Keywords - Six Sigma; DMAIC; Lean manufacturing; Yarn manufacturing
Six Sigma is a data-driven methodology for process improvement originally developed by Motorola in 1986. It aims to reduce defects to 3.4 per million opportunities. General Electric adopted Six Sigma in the 1990s and achieved significant cost savings. The third generation combines Lean techniques with Six Sigma. Companies use the DMAIC framework involving Define, Measure, Analyze, Improve and Control phases. Six Sigma projects have helped many companies realize hundreds of millions of dollars in savings through eliminating waste and reducing defects.
Six Sigma Implementation to reduce rejection rate of Pump Casings at local Ma...IOSR Journals
Six Sigma is being Implemented all over the World as a successful Quality Improvement
Methodology. This article provides a description of Six Sigma Project implemented at Local manufacturing
Company. The Company Manufactures Pump Casings where it was receiving high nonconformance rate that
resulted in to Rejection of Product. This study deals with Six Sigma DMAIC methodology implementation and
gives a frame work of how the non-conformance rate was first monitored and then brought in to acceptance
limits. A complete Coverage of the statistical analysis performed during the study is given and results are
shown to describe that how Six Sigma helped the Project members to Improve Quality of Pump casings at
manufacturing facility.
A Review: Six Sigma Implementation Practice in Manufacturing IndustriesIJERA Editor
This document summarizes a research paper that reviews the practice of Six Sigma implementation in manufacturing industries. It discusses the key steps of the DMAIC methodology used in Six Sigma projects. Case studies from nine industries are presented that implemented Six Sigma through DMAIC to improve processes and reduce defects. Common tools used at each DMAIC phase are identified, such as Pareto charts, cause-and-effect diagrams, and control charts. The case studies achieved benefits like cost savings, reduced defects, and improved process cycle times through Six Sigma.
The International Journal of Engineering and Science (The IJES)theijes
This document summarizes a case study on process improvement at a latex production company in Malaysia using Six Sigma's DMAIC methodology. The main problems identified were uneven shape/thickness of latex products and high bursting rates. Through the Define, Measure, Analyze phases, the team found the dipping process caused uneven coagulant/latex distribution, leading to uneven shapes after inflation and thin/thick product walls. Improper former cleaning also caused uneven wall thickness. The root causes were identified as poor coagulant wetting, uneven liquid distribution, and viscous latex running off the formers during removal. The goal of the study was to reduce defects from a 2 to 4 sigma level through analyzing and improving the dipping process.
This document summarizes a study that evaluated and improved the quality of ready mixed concrete at Al-Rasheed Company in Iraq using Six Sigma's DMAIC improvement cycle. The study found that before improvements, the concrete work's sigma level was 2.41, with 18.11% non-conforming production and 181,070 defects per million opportunities. Root cause analysis using tools like Pareto charts and fishbone diagrams identified factors like inconsistent material quality and high summer temperatures as causes. To improve quality, the study proposed a Quality Management System based on Six Sigma, which would involve restructuring the company's organization to establish a new Quality Improvement Department and steering committee focused on continuous improvement.
This document summarizes a study that evaluated and improved the quality of ready mixed concrete at Al-Rasheed Company in Iraq using Six Sigma's DMAIC improvement cycle. The study found that before improvements, the concrete work's sigma level was 2.41, with 18.11% non-conforming production and 181,070 defects per million opportunities. Root cause analysis using tools like Pareto charts and fishbone diagrams identified factors like inconsistent material quality and high summer temperatures as causes. To improve quality, the study proposed a Quality Management System based on Six Sigma, which would involve restructuring the company's organization to establish a new Quality Improvement Department and steering committee focused on continuous improvement.
This document provides an overview of Six Sigma, including:
1) It discusses the historical development and evolution of Six Sigma from its origins at Motorola to address quality issues, to its adoption more broadly by companies to improve business performance.
2) It describes the key aspects of Six Sigma including the belt system for trained personnel, the DMAIC problem-solving approach, and strategies for deploying Six Sigma company-wide.
3) It explains how statistical methods play a central role in Six Sigma for reducing variability, removing defects, and eliminating waste to improve quality and business results.
Implementation of Six Sigma Using DMAIC Methodology in Small Scale Industries...IJMER
The fast changing economic conditions such as global completion, declining profit margin, customer demand for high quality product, product variety and reduced lead time etc had a major impact on manufacturing industries. To respond to these needs a new paradigm in this area of manufacturing strategies is six sigma. The six sigma has been increasingly adopted world wide in the manufacturing sector in order to enhance productivity and quality performance and to make the process robust to quality variations. This paper deals with an application of six sigma using DMAIC methodology in a gas industry which provides a frame work to identify, quantify and eliminate sources of variation in an operational process in question, to optimize the operation variables, improve and sustain performance viz process yield with well executed control plans. Six sigma improves the process performance of the critical operational process, leading to better utilization of resources, decreases variations and maintains consistent quality of the process output.
Lecture 13Application of Six Sigmain Service operati.docxsmile790243
Lecture 13
Application of
Six Sigma
in Service operations
Opportunity of Six Sigma
in Service organizationType of service organizations: Healthcare, banking, government, marketing, sales, accounting, production control, engineering, R&D etc.Service has a tremendous opportunity for Six Sigma projects.Generally, the service organizations have 30-80% waste in the processes & many activities add no value to the customers.
Example 1Type of the organization:
Software companySix Sigma project:
Improve customer order fulfillment process Six Sigma tools used
1) Statistical process control (SPC)
2) Pareto charting
3) Normal probability plotting
4) Design of Experiments (DOE)
Example 2Type of the organization:
Pharmaceutical testing companySix Sigma project:
Improve iterations of paperworkSix Sigma tools used
1) Statistical process control (SPC)
2) Pareto charting
Example 3Type of the organization:
Aerospace service companySix Sigma project:
Reduce warranty return rate after servicing products Six Sigma tools used
1) Statistical process control (SPC)
2) Pareto charting
Example 4Type of the organization:
City governmentSix Sigma project:
Evaluate the differences between city home inspectorsSix Sigma tools used
1) Sampling techniques
2) Statistical process control (SPC)
3) Pareto charting
Example 5Type of the organization:
School districtSix Sigma project:
Improve attendance in the school district Six Sigma tools used
Design of Experiments (DOE)
Example of Six Sigma project to improve
on-Time delivery
Data for late deliveries (61%)
SPC chart for current late deliveries
Pareto chart of late deliveries
Pareto chart of deliveries after improvement
SPC chart for new late deliveries
Example of Six Sigma project to increase
website traffic
Data on website “hit-rate”
SPC chart for website hit rates
Cause-and-effect matrix of website traffic
Steps to reduce the size of DOE
Review the list of factors from the cause-and-effect matrix.
Pare it down to factors that would yield insight into website traffic
Conduct a meeting of peers from all affected areas to consider expansion or deletion of selected factors (variables) for the experiments.
Group the input variables (factors) into two levels to represent the extreme of each setting.
Factors (variables) of website hit rate test
DOE test matrix
Results of implementing Six Sigma
Eight pages were created
Each page representing one of the trials listed in the DOE table
Hit rates were then collected on a weekly basis to determine which combination of factors produced the most traffic
Based on the results of the experiment, the team could determine which factors to focus on in order to increase traffic on the company website
Additional application of Six Sigma
A major appliance repair company used Six Sigma to improve its ability to return items to customers when promised.
A pharmaceutical company used Six Sigma t ...
PROCESS OPTIMIZATION IN STEEL INDUSTRY USING DMAIC ANALYSISIRJET Journal
This document summarizes a study that used DMAIC (Define, Measure, Analyze, Improve, Control) methodology to optimize the manufacturing process of TMT steel bars in a local steel industry. The goal was to improve product quality by identifying significant factors affecting yield strength. In the define phase, yield strength and tensile strength were identified as critical quality factors. In the measure phase, data was collected and process capability was found to be around 2.9 sigma. In the analyze phase, factors like heating temperature, water pressure, and material composition were identified via fishbone diagram. Factorial experiments were conducted to study their effects. Pareto analysis identified heating temperature and water pressure as most significant factors. The study aims to
Similar to APPLYING LEAN SIX SIGMA FOR WASTE REDUCTION IN A MANUFACTURING ENVIRONMENT (20)
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at finding smart grid intrusions than other deep learning algorithms used for classification. In addition,
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Blood finder application project report (1).pdfKamal Acharya
Blood Finder is an emergency time app where a user can search for the blood banks as
well as the registered blood donors around Mumbai. This application also provide an
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SQLite database. This application will provide most of basic functionality required for an
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This application allowed the user to get all the information regarding blood banks and
blood donors such as Name, Number, Address, Blood Group, rather than searching it on
the different websites and wasting the precious time. This application is effective and
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Digital Twins Computer Networking Paper Presentation.pptxaryanpankaj78
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APPLYING LEAN SIX SIGMA FOR WASTE REDUCTION IN A MANUFACTURING ENVIRONMENT
1. APPLYING LEAN SIX SIGMA FOR WASTE
REDUCTION IN A MANUFACTURING
ENVIRONMENT
firdaus.albarqoni@gmail.com
Trisakti University
Magister of Management
Firdaus Albarqoni
122140058
Jakarta, January 2016
A Journal Review
American Journal of Industrial
Engineering, 2013, Vol. 1, No. 2,
28-35 (Mohamed K. Hassan)
2. firdaus.albarqoni@gmail.com 2
PRESENTATION OUTLINE
• INTRODUCTION
• CONCEPTS
Quality Management and Quality Improvement
Six Sigma
Statistical Significance of Six Sigma
Total Quality Management
Success Factors for Six Sigma Implementation
Lean Management
Types of Wastes
Waste Reduction As A Quality Improvement Application
Prioritization of Alternatives Using Analytic Hierarchy Process
• INDUSTRY APPLICATION
Define Phase of the LSS Project
Measure Phase
Analyze Phase
Improve Phase
Control Phase
3. INTRODUCTION
This study was applied in a welding wire manufacturing plant
to improve the quality of the manufactured welding wires,
reduce the manufacturing waste and increase the yield of the
manufacturing process, by applying the Lean Six Sigma (LSS)
methodology and waste management
firdaus.albarqoni@gmail.com 3
Define Measure Analyze Improve
ControlReference:
George, M. L., Rowlands, D. and Kastle, B. What is Lean Six Sigma, McGraw-Hill, New York,
2004.
5. QUALITY MANAGEMENT AND QUALITY
IMPROVEMENT
firdaus.albarqoni@gmail.com 5
Quality
The fitness for use
or purpose at the
most economical
level
Design
Manufacture
Assembly
Effective
Procedure
Control
Purpose
Part of
Reference:
Vijayaram, T. R., Sulaiman, S., Hamouda, A. M. and Ahmad, M. H., Foundry quality control
aspects and prospects to reduce scrap rework and rejection in metal casting
manufacturing industries, Journal of Materials Processing Technology, 178: 39-43, 2006.
6. SIX SIGMA
firdaus.albarqoni@gmail.com 6
Six Sigma
A methodology for
quality
improvement
Define Measure Analyze Improve Control
what
problem
needs to be
solved?
What is the
capability of
the process?
When and
where do
defects
occur?
How the
process
capability
can be
improved
What control
can be put in
place to
sustain the
gain?
Reference:
Raisinghani, M. S., Six Sigma: concepts, tools, and applications, Industrial Management & Data Systems, 105 (4):
491-505, 2005.
7. STATISTICAL SIGNIFICANCE OF SIX
SIGMA
The objective of Six Sigma quality is to reduce process output variation so that on a
long term basis, which is the customer’s aggregate experience with our process
over time, this will result in no more than 3.4 defect parts per million (PPM)
opportunities (or 3.4 defects per million opportunities – DPMO)
firdaus.albarqoni@gmail.com 7
Reference:
Pyzdek, T., The Six
Sigma Handbook
Revised and Expanded.
McGraw-Hill, United
States, 2003.
8. TOTAL QUALITY MANAGEMENT (TQM)
TQM is a process of embedding quality awareness and actions
at every step of production or service while targeting the end
customer. TQM has culminated Six Sigma which targets
99.99927% defect free manufacturing.
firdaus.albarqoni@gmail.com 8
TQM Strategy
Continuous
Improvement
Reference:
Black, k. and Revere, l., Six Sigma arises from the ashes of TQM with a twist, International Journal of Health Care Quality Assurance,
19 (3): 259-266, 2006
9. SUCCESS FACTORS FOR SIX SIGMA
IMPLEMENTATION
firdaus.albarqoni@gmail.com 9
Six Sigma Success Factors
• Management involvement and commitment.
• Culture change.
• Communications.
• Organization infrastructure.
• Training as a parallel learning structure
• Linking Six Sigma to business strategy, customer,
suppliers and human resources.
• Project Management skills and how it is linked to
quality management
• Understanding tools and techniques within Six
Sigma environment.
• Project prioritization and tools.
Reference:
Kwaka, Y. H. and Anbaribi, F.
T., Benefits, obstacles, and
future of Six Sigma
approach, Technovation,
26:708-715, 2006.
10. LEAN MANAGEMENT
Lean Management was observed that the overall philosophy
provided a focused approach for continuous process
improvement and the targeting of a variety of tools and
methods to bring about such improvements. Effectively, the
philosophy involves eliminating different types of process or
actually thinking waste.
firdaus.albarqoni@gmail.com 10
Eliminating
Waste
Remove non-
value added
process
Effectiveness &
Efficiency
Reference:
Rathje, M. S., Boyle, T. A. and Deflorin,
P., Lean take two Reflections from the
second attempt at Lean
implementation, Business Horizons,
52: 79-88, 2009.
11. TYPES OF WASTES
Any operation in a process which does not add value to the
customer is considered ‘waste’.
firdaus.albarqoni@gmail.com 11
Seven Types of Waste
• Over Production
• Waiting time
• Transportation
• Over Processing
• Inventory
• Motion
• Defects
Reference:
Melton, T., The Benefits of Lean Manufacturing What Lean Thinking has to Offer the Process Industries, Chemical Engineering
Research and Design, 83 (A6): 662-673, 2005.
12. WASTE REDUCTION AS A QUALITY
IMPROVEMENT APPLICATION
The implementation was accomplished in two phases
firdaus.albarqoni@gmail.com 12
Phase 1
• Define organization
• Define and document methods
• Establish measurements
• Present/Market initiative to
manufacturing plants
Phase 2
• Audit plant methods and progress
• Review/audit specific manufacturing
processes
• Coordinate design review efforts
with product engineering
• Interact with and assist plant teams
• Provide systems support
• Refine methodologies, reports, etc.
• Report to the company steering
committeeReference:
American Journal of Industrial
Engineering, 2013, Vol. 1, No. 2, 28-35
(Mohamed K. Hassan).
13. PRIORITIZATION OF ALTERNATIVES USING
ANALYTIC HIERARCHY PROCESS
• In the AHP, the alternatives are structured hierarchically at
different levels, each level consisting of a finite number of
elements that may contribute to the decision making
process. The relative importance of the decision elements.
• The most effective way to rationalize judgments is to take a
pair of elements and compare them on a single property
without concern for other properties or other factors
firdaus.albarqoni@gmail.com 13
Reference:
Saaty, T. L., How to make a decision: The Analytic Hierarchy Process, European Journal of Operational Research, 48: 9-26, 1990.
15. DEFINE PHASE OF THE LSS PROJECT (1)
Supplier Input Process Output Customer
Steel Wire
Supplier
Steel Coils Drawing &
Cutting
Cut Wire Drawing Dept.
Powder &
Silicate
Supplier
Powder
Sodium &
Potassium
Flux
Preparation
Flux Paste Preparation
Dept.
Drawing & Flux
Preparation
Dept.
Cut Wire & Flux Extrusion &
Drying
Welding Wire Extrusion Dept.
Extrusion Dept. Welding Wire Packing Packed Wire Packing then
End User
Start Boundary:
Raw Materials
from Suppliers
End Boundary:
Final Product
to End Users
firdaus.albarqoni@gmail.com 15
Reference:
American Journal of Industrial Engineering, 2013, Vol. 1, No. 2, 28-35 (Mohamed K. Hassan).
16. DEFINE PHASE OF THE LSS PROJECT (2)
In the first phase –the Define phase- of the current Six Sigma
(DMAIC) process there were four main steps implemented as
follows:
• Investigation of the Company Processes & Work
Environment
• Drafting the Supplier, Input, Process, Output, and Customer
(SIPOC) Diagram.
• Collecting Preliminary Data
• Writing Problem Definition Statement
firdaus.albarqoni@gmail.com 16
Reference:
American Journal of Industrial Engineering, 2013, Vol. 1, No. 2, 28-35 (Mohamed K. Hassan).
17. DEFINE PHASE OF THE LSS PROJECT (3)
firdaus.albarqoni@gmail.com 17
8.024
5.346
6.605
7.471
6.9
6.14
4.9
4.25
0
1
2
3
4
5
6
7
8
9
0
1
2
3
4
5
6
7
8
9
2009 2010 2011 2012
Waste(Percent)
Production(ThousandsTon)
Waste in Years 2009-2012
Production (Ton) Waste (%)
Reference:
American Journal of Industrial Engineering, 2013, Vol. 1, No. 2, 28-35 (Mohamed K. Hassan).
18. MEASURE PHASE (1)
The second phase of the DMAIC process is the Measure phase,
performed in four main steps:
firdaus.albarqoni@gmail.com 18
Process
Mapping
Data
Collection
Sigma Level
Calculation
Down Time
Measurement
Reference:
American Journal of Industrial Engineering, 2013, Vol. 1, No. 2, 28-35 (Mohamed K. Hassan).
• defective incoming
wire
• Defective flux paste
• Defective welding
wire or electrodes
19. MEASURE PHASE (2)
firdaus.albarqoni@gmail.com 19
Pareto Diagram of Waste Type
Reference:
American Journal of Industrial Engineering, 2013, Vol. 1, No. 2, 28-35 (Mohamed K. Hassan).
20. SIGMA LEVEL CALCULATIONS (1)
To judge the process capability on producing defect free
products, one must properly define and quantify the process
defects per unit (DPU), and the defects per million
opportunities (DPMO).
firdaus.albarqoni@gmail.com 20
Normal Distribution Model:
Reference:
American Journal of Industrial Engineering, 2013, Vol. 1, No. 2, 28-35 (Mohamed K. Hassan).
21. SIGMA LEVEL CALCULATIONS (2)
DPU Calculation:
firdaus.albarqoni@gmail.com 21
The Yield data collected from the company in 2012 are used to calculate the sigma
level as follows: In 2012 the defective ratio was 4.25%, then
Yield = 1-deffective ration
= 1-4.25 = 95.75%
Y = 0.9575
Reference:
American Journal of Industrial Engineering, 2013, Vol. 1, No. 2, 28-35 (Mohamed K. Hassan).
22. ANALYZE PHASE
the fishbone diagram prioritizing the importance or criticality of each cause using a
tool such as the Pareto chart. In this work a judgmental model, known as the
Analytical Hierarchy Process (AHP), was also applied to prioritize the criticality of
the different causes of waste.
firdaus.albarqoni@gmail.com 22
Reference:
American Journal of Industrial Engineering,
2013, Vol. 1, No. 2, 28-35 (Mohamed K.
Hassan).
24. CALCULATED WEIGHTS OF THE MAIN
AND SUB-CAUSES
firdaus.albarqoni@gmail.com 24
Main Cause
Weight of
Main Cuase
Sub-Cause
Normalized Weight of
Sub-Cause
Insufficient skills of workers 0.015
Lack of internal communication 0.056
Lack of awareness of quality culture 0.008
Poor employee loyalty 0.027
Process shutdown due to lack of raw materials 0.222
Low lighting 0.016
Not clean work area 0.057
Small powder mixing area 0.007
Old fashion equipment 0.240
Number of reclaiming machines not sufficient 0.073
Die box diameter adjustment deviation 0.028
Poor control of water glass mixing 0.119
Repetitive power failure 0.029
Poor maintenance planning 0.104
1.000 SUM 1.000
Machine 0.310
Method 0.277
Man 0.104
Material 0.219
Environment 0.090
Reference:
American Journal of Industrial Engineering, 2013, Vol. 1, No. 2, 28-35 (Mohamed K. Hassan).
25. Ranking of the sub-causes weights
firdaus.albarqoni@gmail.com 25
0.007
0.008
0.015
0.016
0.027
0.028
0.029
0.056
0.057
0.073
0.104
0.119
0.222
0.240
0.000 0.050 0.100 0.150 0.200 0.250 0.300
Small powder mixing area
Lack of awareness of quality culture
Insufficient skills of workers
Low lighting
Poor employee loyalty
Die box diameter adjustment deviation
Repetitive power failure
Lack of internal communication
Not clean work area
Number of reclaiming machines not sufficient
Poor maintenance planning
Poor control of water glass mixing
Process shutdown due to lack of raw materials
Old fashion equipment
Weight
Reference:
American Journal of Industrial Engineering, 2013, Vol. 1, No. 2, 28-35 (Mohamed K. Hassan).
26. SUB-CAUSES BASED ON PARETO CHART
The 80-20 rule was used to recognize the sub-causes that have the
most influence on waste generation using the Pareto chart. The rule
showed that, there are six sub-causes that account for 80% of the
waste generation as follows:
• Old fashion equipment
• Process shutdown due to lack of raw materials
• Poor control of water glass mixing
• Poor maintenance planning
• Number of reclaiming machines not sufficient
• Not clean working area
These causes were considered in the improve phase of the Lean Six
Sigma process to be addressed for possible improvement according
to the available company resources.
firdaus.albarqoni@gmail.com 26
Reference:
American Journal of Industrial Engineering, 2013, Vol. 1, No. 2, 28-35 (Mohamed K. Hassan).
27. IMPROVE PHASE
firdaus.albarqoni@gmail.com 27
Improve
Waste Monitoring and
Reporting
New Control Panel
Contract New Supplier
Replace Glass Mixing
Machine
Complete Maintenance
Program
Add New Reclaiming Machine
Clean The Working Area
Restricted instructions to
avoid any unpacked products
Reference:
American Journal of Industrial Engineering, 2013, Vol. 1, No. 2, 28-35 (Mohamed K. Hassan).
28. CONTROL PHASE
firdaus.albarqoni@gmail.com 28
Reference:
American Journal of Industrial Engineering, 2013, Vol. 1, No. 2, 28-35 (Mohamed K. Hassan).
Accomplished Recommendation Planned Actions for Control Frequency Responsibility
A contract with a new supplier for
steel wire was established
Evaluation for all suppliers Three
months
Purchasing
Department
Mixing machine replaced by a more
reliable counter
Predictive and Preventive
maintenance as per manual
Weekly Maintenance
Departement
Complete maintenance was
implemented to the drawing and
cutting machine
Predictive and Preventive
maintenance as per manual
Weekly Maintenance
Departement
Cleaning process of the work space Set schedule forcleaning with
a checklist and signature
Daily Production
Departement
Instructions for engineers to avoid
having any unpacked prduct
Ensure that there is no
unpacked products
Daily Production
Departement