This document contains information about DMA Kulasooriya, who is an ISL-Certified Six Sigma Black Belt consultant for lean practices. It discusses lean principles and tools like value stream mapping, which is a tool to help visualize and streamline work processes. It provides information on identifying value-added versus non-value-added activities. Additionally, it covers lean concepts like takt time, which synchronizes production pace to match customer demand, and the benefits of developing continuous flow where possible.
In dis Doc. I ve covered all the phases of DMAIC methodology with Charts and Figures. And also I ve included a Case Study for easy Understanding.
To get this doc. send me a mail . . . bharath.ispat@gmail.com
In the early and mid-1980s, Motorola engineers decided that the traditional quality levels — measuring defects in thousands of opportunities – didn’t provide enough granularity. Instead, they wanted to measure the defects per million opportunities. Motorola developed this new standard and made a cultural change associated with it. Six Sigma helped Motorola realize powerful bottom-line results in their organization – in fact, they documented more than $16 Billion in savings as a result of our Six Sigma efforts.
Six Sigma has evolved over time. It’s more than just a quality system like TQM or ISO. It’s a way of doing business.
Six Sigma at many organizations simply means a measure of quality that strives for near perfection. Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects (driving toward six standard deviations between the mean and the nearest specification limit) in any process – from manufacturing to transactional and from product to service. A Six Sigma defect is defined as anything outside of customer specifications.
A Six Sigma opportunity is then the total quantity of chances for a defect.
In dis Doc. I ve covered all the phases of DMAIC methodology with Charts and Figures. And also I ve included a Case Study for easy Understanding.
To get this doc. send me a mail . . . bharath.ispat@gmail.com
In the early and mid-1980s, Motorola engineers decided that the traditional quality levels — measuring defects in thousands of opportunities – didn’t provide enough granularity. Instead, they wanted to measure the defects per million opportunities. Motorola developed this new standard and made a cultural change associated with it. Six Sigma helped Motorola realize powerful bottom-line results in their organization – in fact, they documented more than $16 Billion in savings as a result of our Six Sigma efforts.
Six Sigma has evolved over time. It’s more than just a quality system like TQM or ISO. It’s a way of doing business.
Six Sigma at many organizations simply means a measure of quality that strives for near perfection. Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects (driving toward six standard deviations between the mean and the nearest specification limit) in any process – from manufacturing to transactional and from product to service. A Six Sigma defect is defined as anything outside of customer specifications.
A Six Sigma opportunity is then the total quantity of chances for a defect.
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.
six sigma is a vibrant topic in quality management
i had made this one in my total quality management subject in mba.
u can take this but leave a comment if u like it
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.
six sigma is a vibrant topic in quality management
i had made this one in my total quality management subject in mba.
u can take this but leave a comment if u like it
Lean six sigma and process excellence helps organisations to improve their productivity and reduce waste in the activities of management and operations. Here you can find out and learn about lean six sigma and its important aspects. Anexas Consultancy helps entrepreneurs and professional to grow their business and career in right direction. You can find more information here:http://www.leansixsigma.co.in/readmore.php?Service_Details&id=1
In this presentation you will find out what it takes to rollout process improvement in your own organization and how to get it right the first time.
You can find the rest of the webinar materials and questions from the webinar here: https://goleansixsigma.com/webinar-rollout-lean-six-sigma-training/
During this 1-hour webinar recording, you will receive a basic introduction to what Lean Six Sigma is, why organizations implement it and how to get started.
You can find the rest of the webinar materials and questions from the webinar here: https://goleansixsigma.com/webinar-introduction-lean-six-sigma/
WEBINAR: How to Use a Fishbone Diagram (aka Cause & Effect Diagram)GoLeanSixSigma.com
The Fishbone (aka Cause & Effect or Ishikawa) Diagram is a seemingly simple method of conducting structured brainstorming around the root cause of a process problem. So why is it so hard to get it right? We'll walk through some classic ways to build a Fishbone Diagram, we'll show you some of the common missteps and we'll provide examples of what they look like when they're properly executed. Join us for a guided tour of the Fishbone!
You can find the rest of the webinar materials and questions from the webinar here:
https://goleansixsigma.com/webinar-use-fishbone-diagram/
Apache Kafka 0.8 basic training - VerisignMichael Noll
Apache Kafka 0.8 basic training (120 slides) covering:
1. Introducing Kafka: history, Kafka at LinkedIn, Kafka adoption in the industry, why Kafka
2. Kafka core concepts: topics, partitions, replicas, producers, consumers, brokers
3. Operating Kafka: architecture, hardware specs, deploying, monitoring, P&S tuning
4. Developing Kafka apps: writing to Kafka, reading from Kafka, testing, serialization, compression, example apps
5. Playing with Kafka using Wirbelsturm
Audience: developers, operations, architects
Created by Michael G. Noll, Data Architect, Verisign, https://www.verisigninc.com/
Verisign is a global leader in domain names and internet security.
Tools mentioned:
- Wirbelsturm (https://github.com/miguno/wirbelsturm)
- kafka-storm-starter (https://github.com/miguno/kafka-storm-starter)
Blog post at:
http://www.michael-noll.com/blog/2014/08/18/apache-kafka-training-deck-and-tutorial/
Many thanks to the LinkedIn Engineering team (the creators of Kafka) and the Apache Kafka open source community!
This is a little presentation we used for our hourly employees when we rolled out lean. Not attached are the real life examples we discussed as part of the training.
The SlideShare 101 is a quick start guide if you want to walk through the main features that the platform offers. This will keep getting updated as new features are launched.
The SlideShare 101 replaces the earlier "SlideShare Quick Tour".
Importance of CI & Lean methodologies in Logistics - Kesavakrishnan (Agilent ...ELSCC
CI & Lean is important to increase the efficiency level, improve productivity, reduce manpower costs, improve the customer satisfaction level and increase competitiveness amongst organizations.
Description of the majority of Design and Implementation elements to Help Implement a GRC System (like ARCHER, R-SAM, etc) within an Org.
REF - Slides GRC Strategy 2013_Aug12
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The biggest challenge in data-mining isn't just to build the best model. Real challenge is to solve more problems easier. Look at amazing data-mining solution we've created in 7SEGMENTS. Data-mining easy and powerful as never before.
This says about the basic concepts pertaining to Process Mapping and Value Stream Mapping , as an initiative towards Lean implemntation in Industrial environment.
B.pharm 7th sem Six Sigma ppt.
Six Sigma concept, objectives, methodologies, differences, implementation, roles, application, hurdles, advantages and disadvantages. of the Six Sigma concept.
It has a great impact on industries to achieve profit. Improve business processes and reduce defects.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
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Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
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VAT Registration Outlined In UAE: Benefits and Requirements
Lean knowledge
1. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess Lean
Knowledge
DMA Kulasooriya
Consultant – Six Sigma and Lean Practices
ISL Certified Six Sigma Black Belt
2. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
Agenda
• Five Principles of lean
• Identify Value
• Value Stream Mapping
• Creating Flow
• Pull From the Customer
• Continual Improvement
3. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
Non- Cost Principle of
Toyota
Traditional View: Cost + Profit = Sales Price
Lean View: Profit = Sales Price – Cost
4. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
Compress the time
required to create value
(Look for one piece flow)
Produce only
what and when
needed
(Kanbans)
Pull
Relentlessly
eliminating
waste
Perfection
Specify
Value
Identify the
value stream
Flow
Continuously apply
the lean principles to
attack waste
Value defined by
the customer.
Agree what this is
Define the chain
of value adding
steps from raw
material to
Customer
‘Lean’ principles
1
2
3
4
5
5. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess Learning to See
Whenever there is a product for a
customer, there is a value stream.
The Challenge lies in seeing it.
6. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess Value Stream Mapping
VSM is visualization tool oriented to the
Toyota version of lean manufacturing
(Lean Production System)
It helps people to understand and
streamline work processes and then
apply certain tools of Toyota production
System
7. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess Value Stream Mapping
A value stream is all the actions (both
value added and non-value added )
currently required to bring a product
through the main flows essential to every
product
1. Production flow from raw material in to the
arms of the customer
2. The design flow from concept to launch
8. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
Value –Stream Mapping (VSM) is a
pencil and paper tool that helps you
to see and understand the flow of
material and information as a
product makes it way thorough the
value stream.
9. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
What is Value Stream Mapping
A value stream is all the actions currently required to bring a product
service from raw form through to the arms of the customer.
Total Value Stream
Suppliers In-house activities Customer /end user
IMPORTANT
Always start at the customer
end of the stream.
-What do they see as value?
Value Stream Mapping
10. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
Value –Stream Mapping Steps
Product
Family
Current-state Drawing
Future –State Drawing
Work plan & Implementation
11. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
Current – State Map
12. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
Drawing the Current-State
Map - Tips
• DIY – While walking along the actual
pathways of material and information flows
• Begin at the shipping end and work
upstream – Voice of Customers in Mind
• Always draw by hand in pencil
• Drawing by hand means that you can do it
yourself.
13. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
Mix in Bowl Pour into Mould Cook in Microwave Present
Batch Size = 1
Cycle Time = 10
mins
No. Operators = 1
per shift
Shift =
Days/Nights
Batch Size = 1
Cycle Time = 2
mins
No. Operators = 1
per shift
Shift =
Days/Nights
Batch Size = 2
Cycle Time = 60
mins
No. Operators = 1
per shift
Shift =
Days/Nights
Require basic information at each of the stages.
Value Stream Mapping
How to Draw the Current State Map Material Flow
14. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
Step - 01 Draw customer, supplier and production control icons.
15. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
Step - 02 Enter customer requirements per month and per day
Step - 03 Calculate daily production and container requirements.
16. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
Step - 04 Draw outbound shipping icon and truck with delivery frequency.
Step -05 Draw inbound shipping icon, truck and delivery frequency
Step - 06 Add process boxes in sequence, left to right.
17. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
Step -07 Add data boxes below
Step -08 Add communication arrows and note methods and frequencies.
18. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
Step -09 Obtain process attributes and add to data boxes.
Step -10 Add operator symbols and numbers.
19. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
Step- 11. Add working hours.
Step- 12. Cycle and Lead Times
Step -13 Calculate Total Cycle Time and Lead Time
20. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
21. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
Value Added:
Any process that changes the
nature, shape or characteristics
of the product, in line with
customer requirements e.g
welding, assembly
(Maximise)
Non Value Added:
Any work carried out, which
is necessary under current
conditions, but does not
increase product value e.g
setup, part movement,
tool changing, maintenance, etc
(Minimise)
Waste:
All other meaningless, non-
essential activities that don’t add
value to the product (Minimise)
Value Added, Non-Value Added and Waste
Value Analysis
22. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
Value-Add (VA) vs. Non-Value-Add
(NVA) Analysis
• Purpose is to distinguish process steps
that customers are willing to pay for from
those they are not
• Objectives
• Identify and eliminate the hidden costs that do not add value for
the customer
• Reduce unnecessary process complexity, and thus errors
• Reduce the process lead time, improve PCE
• Increase capacity by better utilizing resources
23. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
Value Classifications
CVA- Any activity in a process that
is essential to deliver the service or
product to the customer
( customers would be willing to pay for
this work if they knew you were doing
it)
24. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
BNVA– Activities that are
required by the business to execute
VA work, but add no real value from
a customer standpoint.
NVA – Activities that add no value
from the customer's perspective and
are not required for financial, legal, or
other reasons
25. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
Future – State Mapping
The Purpose of value-Stream Mapping is
to highlight sources of waste and
eliminate them by implementation of a
future-state value stream that can
become a reality within a short period
of time.
The Goal is to build a chain of production where the
individual processes are linked to their customers either by
continuous flow or pull, and each process gets as close
as possible to producing only what its customers need
when they need it.
26. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
Some Test to asses the Leanness
• Calculate Stock Productivity
• Calculate OEE
• Process Cycle Efficiency (PCE)
• Changeover Time (COT)
• Competencies of People – Multi –Skilled
28. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
Overall Equipment Effectiveness (OEE)
OEE = Available time* Performance * Quality Rate
Available time = Scheduled Time – Down time
Scheduled time
Performance Efficiency = Standard CT * Total Production
Actual Cycle time * Total Production
Quality Rate = Total Production – Total Rejected
Total Production
29. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
30. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
1.What is the takt time based on the available working time of
your downstream processes that are closest to the customer?
2. Will you build to a finished good supermarket from which the
customer pulls or directly to shipping?
3. Where can you use continuous flow processing?
4. Where will you need to use supermarket pull systems in
order to control production upstream processes
Motto:
What can we do with what we have?
(Don’t think about Product design, Processing Machinery,
Remote location etc.)
Key Questions for the Future State..
31. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
Lean Manufacturing is to get one process to make only what the
next process needs when it needs it. – Linking all processes –
from the final customer back to raw material – in a smooth flow
without detours that generates the shortest lead time, highest
quality, and lower cost
Takt Time – Synchronizes pace of production to match pace of
sales
TT = Available working time per day/ Customer demand rate
per day
Guideline -01: Produce to your takt time
What Makes a Value Stream Lean?
32. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
PDF file –Takt time
33. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
20
10
48
22
30
66
40
Line Balancing - Current State
TAKT 30’m
A B C D E F G Operation
1 1 1 1 1 1 1 # Operators
Total CT= 214’m
50
40
30
20
10
0
34. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
20
10
24 22
30 28 30
Line Balancing – Future State
TAKT 30’m
AB C D E F G Operation
1 2 1 1 1 1 # Operators
Total CT= 164’m
Combined Operation
Increase labour + jig
Add shift
SMED, 5S
50
40
30
20
10
0
35. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess History of Takt Time
Takt is a German word which refers to the
beat of music. It can also mean cycle, rhythm or
repetition time. Sometimes it refers to the baton
of an orchestra leader.
During the 1930's, Germany and Japan were part
of the Axis and German engineers helped
organize the Japanese aircraft industry. They
used the analogy of a conductor's baton setting
rhythm for the entire orchestra. After the war,
Toyota picked up the word and concept for its
Just In Time or TPS.
36. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
Takt Time Pre-Requisites
• Provide fast response (with in takt) to
problems
• Eliminate causes of unplanned
downtime
• Eliminate changeover time in down
stream, assembly type processes
• High process capability – Low defect
rate
37. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
Benefits of Takt Time
Production Stability- by limiting
overproduction, it stabilizes the system and
prevents buildups of inventory and the
subsequent stops and starts.
Workcell Design- Takt time helps cell
designers. In an ideal workcell, all tasks are
balanced, they all require the same time to
execute and that time equals the Takt time. If
any operation requires more than the Takt time,
the cell cannot produce at the necessary rate.
38. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
Work Cell Design
Psychological- immediate feedback of performance
is a powerful motivator. When a workcell team tracks
takt time, they have a heightened awareness of
output rates and potential problems. They attempt to
achieve the Takt time on each cycle and immediately
make necessary corrections
39. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
Guideline 02: Develop Continuous
FLOW wherever possible
Continuous flow refers to producing
one piece at a time, with each item
passed immediately from one process
step to the next without stagnation in
between.
40. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
Cell Manufacturing
The concept of a small group of operators
performing all work necessary to make a
part , component or assembly is called cell
manufacturing.
The place where they work is called a
manufacturing cell.
There are both manual and automated cell
41. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
Work Cell Operations
• Manual Process -An operator picks up the
material at the in box, walks from one station to
the next , performing the operation at each , then
drops off the completed material at the out box .
•The operator is able to produce one complete
unit with each circuit around the cell. The
process runs smoothly and continuously
producing as many as needed.
42. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
Cell Operations – Cell with one operator
and Six Workstations
Operator
path
Raw materials – In box
Finished Items – out box
43. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
Work Cell operations
•Typically cell is arranged in a U or L shaped
layout so the operator can easily reach
everything and step quickly from one station to
the next.
•The operator must be capable of performing the
operations at every workstation, including parts
inspection, equipment set up, and routine
maintenance
44. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
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One Piece Flow
One-Piece Flow is the
opposite of batch production.
Instead of building many
products and then holding
them in queue for the next
step in the process, products
go through each step in the
process one at a time,
without interruption.
Producing products one at a
time continuously improves
quality and lowers costs.
45. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
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Cell with two operator – Rabbit chase
In
out
1
2
1
5
4
3
2
6
46. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
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Cell with two operator – Divided Cells
In out
2
1
1
5
4
3
2
6
47. Cell Design
Work Cell Size:
Answer depends on the number and kinds of
operations required to make a part or product and
on the number of operators required to staff the
cell: Multi skills need only a fewer number
Number of Operators : e.g. 10-15
Number of Operations: e.g.5-8
48. Cycle Time and Cell Capacity
Takt Time : is the target – It is the rate at which the cell
should produce
Cycle time : is the rate at which the cell actually
produces
The actual cycle time of an assembly cell is determined entirely by the
amount of time operators in the cell need to perform assembly tasks and
move between stations
When the cell has only one operator, the actual cycle
time
CT = € Task times + € Walk times
Cell Capacity = Time Available/ CT
49. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
Guideline 03: Use Supermarkets to control
Production where continuous flow does not
extend upstream
There are often spots in the value stream
where continuous flow is not possible and
batching is necessary
50. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
• Some processes are designed to operate
at very fast or slow cycle times and need to
change over to serve multiple product
families
• Some processes , such as those at
suppliers are far away and shipping one
piece at a time is not realistic
• Some processes have too much lead time
or are too unreliable to couple directly to
other processes in a continuous flow
51. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
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Product Product
Supermarket
“Production”
Kanban
“Withdrawal”
Kanban
Supplier
Process
Customer
Process
A B
• Customer Process goes to supermarket and withdraws what it needs when it
needs it
• Supplying process produces to replenish what was withdrawn
• Purpose: Controls production at supplying process without trying to schedule
Use of Supermarket to Control Production
52. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
Guideline 04: Try to send the customer
schedule to only one production process
By using supermarket pull systems, you will
need to schedule only one point in your door-
to-door value stream. This point is called the
Pacemaker Process, because how you control
production at this process sets the pace for all
the upstream processes.
The pacemaker process is frequently the most
downstream continuous flow process in the
door-to-door value stream.
53. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
How to Implement
Lean
54. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
How to make a Process Lean
• Asses the degree of Leanness
•Calculate Takt Time
• Identify Pace Maker
• Line Balancing
• Create a Continuous Flow
• Design Pull where it is necessary
• Scheduling and Load Leveling
• Identify Kaizen Projects
55. DMA Kulasooriya ISL-Certified SixSigma Black Belt
Email: Kulasooriyadma@yahoo.com
Hotline: 0777 536668
DoingMoreWithLess
Assessing the Degree Leanness
Category Score
Leadership 0%
Culture 0%
Communication 0%
Visual Workplace and Visual Manufacturing 0%
Operator Flexibility 0%
Continual Improvement 0%
Source Inspection(Poka Yoke) 0%
SMED/Quick Changeover 0%
Quality 0%
Supply Chain 0%
Balanced Production 0%
Total Productive Maintenance 0%
Pull Systems 0%
Standardized Work 0%
Accounting Systems 0%
Engineering 0%
Performance Measurement 0%
Customer Communication/ Satisfaction 0%