1. Materials Info : Your partners for
Processes
Areas :
Lean Manufacturing, Six sigma, Change
management, business excellence,
Process improvement from customer
perception, TQM, TPM, Quality systems
and materials/processes
Raghvendra Gopal
CEO, Materials-info.com
materials-info 1
2. Materials Info : Your partners for
Processes
We address your processes to increase
efficiency, reduce rejections and improve
overall Quality and reliability
•Lean manufacturing
•Six Sigma
•Kan Ban
•Kaizen
•SMED and others
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3. Materials Info : Your partners for
Processes
• Structured problem solving methods like
8D, QC story
• TQM
• ISO9000, ISOTS and OSHAS
• Process capability
• Toyota production system
• Your materials and manufacturing
processes
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4. Lean Manufacturing DefinitionLean Manufacturing Definition
Lean has been defined in many different ways.Lean has been defined in many different ways.
““A systematic approach toA systematic approach to identifying and eliminatingidentifying and eliminating
wastewaste(non-value-added activities) through(non-value-added activities) through continuouscontinuous
improvementimprovement by flowing the product at theby flowing the product at the pullpull of theof the
customer in pursuit of perfection.”customer in pursuit of perfection.”
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5. Muda (Waste)Muda (Waste)
Taiichi Ohno (1912-1990), the Toyota executive who was the mostTaiichi Ohno (1912-1990), the Toyota executive who was the most
ferocious foe of waste human history has produced, identified theferocious foe of waste human history has produced, identified the
first seven types offirst seven types of mudamuda in manufacturing system:in manufacturing system:
• StorageStorage
• TransportationTransportation
• WaitingWaiting
• MotionMotion
• ProcessProcess
• DefectsDefects
• Over-productionOver-production
MudaMuda is everywhere.is everywhere.
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8. SIX SIGMA PHASES
Phases of Six Sigma are:
– Define specific goals to achieve
outcomes, consistent with customers
demand and business strategy
– Measure reduction of defects
– Analyze problems ,cause and effects
must be considered
– Improve process on bases of
measurements and analysis
– Control process to minimize defects
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9. WHAT IS DMADV?
• Acronym for:
Define the project
Measure the opportunity
Analyze the process options
Design the process
Verify the performance
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10. WHEN SHOULD SIX SIGMA
BE USED?
Its usage depends on the type of business. In general,
“If there are processes that generate a lot of
negative customer feedback, whether that
customer is internal or external, the components
of Six Sigma should be considered as a means to
study and rectify the problem.”
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11. BENEFITS OF SIX SIGMA
• Generates sustained success
• Sets performance goal for everyone
• Enhances value for customers
• Accelerates rate of improvement
• Promotes learning across boundaries
• Executes strategic change
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13. SIX SIGMA MANAGEMENT
When practiced as a management system, Six Sigma
is a high performance system for executing
business strategy.
Six Sigma is a top down solution to help
organizations:
• Align their business strategy to critical
improvement efforts
• Mobilize teams to attack high impact projects
• Accelerate improved business results
• Govern efforts to ensure improvements are
sustained materials-info 13
14. THE JIT STRATEGY
By taking a JIT approach to inventory and
product handling, companies can often cut
costs significantly. Inventory costs contribute
heavily to the company expenses, especially
in manufacturing organizations. By
minimizing the amount of inventory you hold,
you save space, free up cash resources, and
reduce the waste that comes from
obsolescence.
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15. JIT SYSTEMS
To facilitate a JIT approach, you need a
variety of systems in place. The most
notable is a kanban. This is a Japanese
approach to ensuring a continuous supply
of inventory or product. Kanbans were
designed to support the JIT philosophy.
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16. 10 Basic Rules of Kaizen
Discard conventional fixed ideas for
production.
Think of how to do it, not why it cannot be
done.
Do not make excuses ... question current
practices.
Do not wait for perfection ... do it right
away.
Correct mistakes at once ... DO NOT
HURT THE CUSTOMERmaterials-info 16
17. 10 Basic Rules of Kaizen
Optimize current equipment and
resources. Do not plan on spending big
money.
Wisdom is brought about when faced with
hardship, and when all can see and feel
the ‘waste’.
Ask ‘why’ five times and seek root causes.
Seek the wisdom of 10 rather than the
knowledge of 1.
Kaizen never stops.
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18. SMED ( TPM)
» A quick way of changing the “setup”
from one “thing” to another.
» Also known as Quick Changeover,
reducing the time it takes to setup for the
next “kind of thing”
» Examples of “setups”
• Welding Steel, then welding
Aluminum
19. SMED ( TPM)
• Changing from Accounts Payable to
Receivable
• Changing from one size drill bit to
another
» It Helps to:
• Reduce the need for large
batches/inventory
• Reduce Handling waste (transportation)
20. Smaller batch sizes help align output with
the needs and requests of the
customer
» Less inventory means defects will be
easier to find and resolve
» Less inventory means raw materials
will wait less
» Modifies the “economic lot size”
calculation
» Increases uptime of ……. equip, people,
systems
SMED ( TPM)
21. OTHER AREAS
Demonstrating structured problem solving
method and driving the same throughout the
organization
7 steps of Quality management right from
Quality planning to handing over to
manufacturing
Support to establish and implement Quality
systems
Driving the production system in Toyota way
of efficient manufacturing systemmaterials-info 21
22. Materials Info : Your partners for
Processes
Your Pain Areas
1. Receipt stage:
•Material not to spec
•Process related issues
•Surface protection
•Other issues
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23. Materials Info : Your partners for
Processes
Our solutions :
Working with your suppliers to reduce
rejections in the incoming stage for
materials/processes, Thus increasing your
response time for new developments.
2. Field failure i.e IPTV
Our solutions:
Working closely on your field failure/IPTV
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24. Materials Info : Your partners for
Processes
Data and carry out root cause analysis to
bring down IPTV, thus improving reliability of
the product and improving brand image
3. In process rejections:
Our solutions :
1.Working through your complete process
flow
2.Finding out the specific root cause for the
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25. Materials Info : Your partners for
Processes
Rejection to bring down , thus resulting in
improved productivity, reduction in cost
associated with the rejections.
4. Low Process yield :
Our solutions :
1.Study of the complete manufacturing
process at all stages
2.Optimizing the process to improve yield.
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26. Materials Info : Your partners for
Processes
5. High development time for new products:
Our solutions :
1.Study of the complete process for new
project introduction.
2.Working on all stages of new product
development
3.Finding out the bottleneck areas
4.Plugging the same to reduce the
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27. Materials Info : Your partners for
Processes
Development time and thus increasing
response for new developments
6. High DMC ( Direct material cost) :
Our solutions :
1. Study of the complete design stages
2. Study the application of the part and
associated load/working
stresses/environment
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28. Materials Info : Your partners for
Processes
3. Suggest optimization of part and alternate
grade /type materials to reduce cost.
7.High cost of Imported Raw
material/steel/components:
Our solutions:
1. Study the application in detail
2. Work with the steel mills/raw material
source/component manufacturer
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29. Materials Info : Your partners for
Processes
8. Delay in response/developing export
applications:
Our solutions:
1.Study of the raw material , standards and
equivalent
2.Study of the whole manufacturing process
spec and sequence
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30. Materials Info : Your partners for
Processes
9. Delay in taking up projects intensive to
new materials/processes/surface protection
adding value to customer :
Our solutions:
1.Benchmarking for various materials and
processes
2.Trend analysis for new developments in
materials and processes
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31. Materials Info : Your partners for
Processes
3. Start pilot study /trials for the same
4. Project introduction
10.Lack of Early Vendor involvement:
Our solutions:
1. Involving your vendors in early stage of
development.
2. Working with them continuously to bring
down process and material costs
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Editor's Notes
Define: Define is the first step in the process. In this step, it is important to define specific goals in achieving outcomes that are consistent with both your customer’s demands and your own business’s strategy. In essence, you are laying down a road map for accomplishment.
Measure: In order to determine whether or not defects have been reduced, you need a base measurement. In this step, accurate measurements must be made and relevant data must be collected so that future comparisons can be measured to determine whether or not defects have been reduced.
Analyze: Analysis is extremely important to determine relationships and the factors of causality. If you are trying to understand how to fix a problem, cause and effect is extremely necessary and must be considered.
Improve: Making improvements or optimizing your processes based on measurements and analysis can ensure that defects are lowered and processes are streamlined.
Control: This is the last step in the DMAIC methodology. Control ensures that any variances stand out and are corrected before they can influence a process negatively causing defects. Controls can be in the form of pilot runs to determine if the processes are capable and then once data is collected, a process can transition into standard production. However, continued measurement and analysis must ensue to keep processes on track and free of defects below the Six Sigma limit.
