Green Belt Project Storyboard: Herding Cats Using Lean Six Sigma: How to Plan for and Manage the Chaos of Parallel Processes
John Pettit's project is a great example of how effective Lean Six Sigma can be in helping all sizes and types of organizations. John volunteered his time and experience to help a local non-profit organization remove waste in their process thereby allowing them to increase the overall capacity of the services they provide which therefore yield additional revenues to help the people they serve. Congratulations to John in clearly demonstrating his knowledge of the Lean Six Sigma methodology and tools and using his expertise to help others.
https://goleansixsigma.com/herding-cats-using-lean-six-sigma-plan-manage-chaos-parallel-processes/
PROJECT STORYBOARD: Reducing Software Bug Fix Lead Time From 25 to 15 daysGoLeanSixSigma.com
GoLeanSixSigma.com Green Belt Eduardo Torres did a great job of cutting waste out of the process of fixing software bugs. The use of software is growing fast, and with no known way to guarantee new software is error-free, rapidly fixing bugs found is critical. Eduardo not only cut nearly 40% of the process time, but also cut the variability in half, greatly improving reliability!
– Susan Tighe, GoLeanSixSigma.com Master Black Belt
Coach
---
Eduardo Torres is a Senior Project Manager and Lean Six Sigma Green Belt with expertise in the Telecommunications Field. For his Green Belt Project, he decided to tackle the long lead time for software bug fixes – reducing the total lead time from 25 to 15 days!
It was really excited to run my First Lean Six Sigma Black Belt Project in my factory . And during the project im really great full to my honorable management . Now im posting this project for the audience of this site .
PROJECT STORYBOARD: Reducing Software Bug Fix Lead Time From 25 to 15 daysGoLeanSixSigma.com
GoLeanSixSigma.com Green Belt Eduardo Torres did a great job of cutting waste out of the process of fixing software bugs. The use of software is growing fast, and with no known way to guarantee new software is error-free, rapidly fixing bugs found is critical. Eduardo not only cut nearly 40% of the process time, but also cut the variability in half, greatly improving reliability!
– Susan Tighe, GoLeanSixSigma.com Master Black Belt
Coach
---
Eduardo Torres is a Senior Project Manager and Lean Six Sigma Green Belt with expertise in the Telecommunications Field. For his Green Belt Project, he decided to tackle the long lead time for software bug fixes – reducing the total lead time from 25 to 15 days!
It was really excited to run my First Lean Six Sigma Black Belt Project in my factory . And during the project im really great full to my honorable management . Now im posting this project for the audience of this site .
PROJECT STORYBOARD: Reducing Cycle Time for Natural Disaster Response by 50%GoLeanSixSigma.com
The Federal Emergency Management Agency (FEMA) came under considerable criticism after hurricane Katrina for its slow response. GoLeanSixSigma.com Green Belt Charles White really dug into FEMA's processes and identified opportunities to make significant improvement with some common sense changes to material handling and loading.
At the time of publication FEMA has been responding to the aftermath of hurricane Florence, so the results are not in, but Charles' work looks very promising. We look forward to updating this after the Florence data has been processed.
This is Six Sigma Project sample for manufacturing company. This is helpful for green belt & black belt level projects. for more information, visit www.niqcgroup.com or www.niqcsixsigmatraining.com
Service revamp lean six sigma black belt projectSumit K Jha
Project- Service revamp
Type- Lean Six Sigma Black Belt Project
Outline- To improve the entire process of getting purchase orders, purchasing, manufacturing, warehousing and installation
Tools/Framework- Six Sigma concepts such as SIPOC, fish bone analysis, control charts and hypothesis testing; statistical tools, Microsoft Dynamic AX
Role- Project manager
Outcome- The successful completion of the project yielded in cost savings of INR 1.61 crores
Project business Case :
PDI is package pickup and delivery company which OUTSOURCES its ground operations to a third party
Inefficiency in processes and miscommunication at PDI -> rebates and idle time costs
Gross margin needs to be improved to sustain operations and for growth in future
Problem Statement :
Identify causes behind current inefficiencies (rebate and idle cost) impacting gross margin.
PROJECT STORYBOARD: Reducing Learning Curve Ramp for Temp Employees by 2 WeeksGoLeanSixSigma.com
GoLeanSixSigma.com Black Belt Sean Halpin successfully used Lean Six Sigma methods in speeding up learning — with potential applications throughout the private and public sectors. He was able to not only reduce the time to develop employee capability, but was able to show achievement of higher capability levels than before the project.
Sean did a particularly thorough job in analyzing potential root causes and determining appropriate actions. He identified eight potential root causes, half of which proved to be real. A key finding was that training in how to deal with problems was particularly effective. Much training focuses on how things should be — not always considering common problems.
Deployed Lean Manufacturing in fabrication of Exhaust After Treatment System Rack made for VOLVO / Mack Trucks used Lean to increase productivity by 50% and Six Sigma
methodology to resolve complex design issues, improve quality controls for sustained improvement
Metrics-Based Process Mapping: Part 2 of 3TKMG, Inc.
Recorded webinar: http://slidesha.re/18boq16
Part 1 - http://slidesha.re/15qe1qW
Part 3 - http://slidesha.re/139L8Sb (Excel tool product demo)
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/MBPMbk
Metrics-Based Process Mapping (MBPM) is a methodology that was developed to support the adoption of lean practices in office, service, and knowledge work environments.
Designed and developed by Karen Martin & Mike Osterling, this technique integrates the functional orientation of conventional swim-lane process maps with the time and quality metrics used in value stream mapping.
Managing parallel processes can be like herding cats. Unlike typical assembly line production, the links between parallel do not lend themselves to visually observation. This study is a classic example of how lean six sigma methods
and tools can be used to bring predictability to this chaos. It's not easy, but it can be done.
PROJECT STORYBOARD: Reducing Cycle Time for Natural Disaster Response by 50%GoLeanSixSigma.com
The Federal Emergency Management Agency (FEMA) came under considerable criticism after hurricane Katrina for its slow response. GoLeanSixSigma.com Green Belt Charles White really dug into FEMA's processes and identified opportunities to make significant improvement with some common sense changes to material handling and loading.
At the time of publication FEMA has been responding to the aftermath of hurricane Florence, so the results are not in, but Charles' work looks very promising. We look forward to updating this after the Florence data has been processed.
This is Six Sigma Project sample for manufacturing company. This is helpful for green belt & black belt level projects. for more information, visit www.niqcgroup.com or www.niqcsixsigmatraining.com
Service revamp lean six sigma black belt projectSumit K Jha
Project- Service revamp
Type- Lean Six Sigma Black Belt Project
Outline- To improve the entire process of getting purchase orders, purchasing, manufacturing, warehousing and installation
Tools/Framework- Six Sigma concepts such as SIPOC, fish bone analysis, control charts and hypothesis testing; statistical tools, Microsoft Dynamic AX
Role- Project manager
Outcome- The successful completion of the project yielded in cost savings of INR 1.61 crores
Project business Case :
PDI is package pickup and delivery company which OUTSOURCES its ground operations to a third party
Inefficiency in processes and miscommunication at PDI -> rebates and idle time costs
Gross margin needs to be improved to sustain operations and for growth in future
Problem Statement :
Identify causes behind current inefficiencies (rebate and idle cost) impacting gross margin.
PROJECT STORYBOARD: Reducing Learning Curve Ramp for Temp Employees by 2 WeeksGoLeanSixSigma.com
GoLeanSixSigma.com Black Belt Sean Halpin successfully used Lean Six Sigma methods in speeding up learning — with potential applications throughout the private and public sectors. He was able to not only reduce the time to develop employee capability, but was able to show achievement of higher capability levels than before the project.
Sean did a particularly thorough job in analyzing potential root causes and determining appropriate actions. He identified eight potential root causes, half of which proved to be real. A key finding was that training in how to deal with problems was particularly effective. Much training focuses on how things should be — not always considering common problems.
Deployed Lean Manufacturing in fabrication of Exhaust After Treatment System Rack made for VOLVO / Mack Trucks used Lean to increase productivity by 50% and Six Sigma
methodology to resolve complex design issues, improve quality controls for sustained improvement
Metrics-Based Process Mapping: Part 2 of 3TKMG, Inc.
Recorded webinar: http://slidesha.re/18boq16
Part 1 - http://slidesha.re/15qe1qW
Part 3 - http://slidesha.re/139L8Sb (Excel tool product demo)
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/MBPMbk
Metrics-Based Process Mapping (MBPM) is a methodology that was developed to support the adoption of lean practices in office, service, and knowledge work environments.
Designed and developed by Karen Martin & Mike Osterling, this technique integrates the functional orientation of conventional swim-lane process maps with the time and quality metrics used in value stream mapping.
Managing parallel processes can be like herding cats. Unlike typical assembly line production, the links between parallel do not lend themselves to visually observation. This study is a classic example of how lean six sigma methods
and tools can be used to bring predictability to this chaos. It's not easy, but it can be done.
Overview of 3 day Lean & Kaizen Course ContentTimothy Wooi
Objectives of the course is to equip participants with tools
and knowledge on Lean Manufacturing in a competitive World Class Business requirements.
Upon completion of the 3 day course,participants will be equip with knowledge allowing them to lead Kaizen workshops.
COURSE
The training is an intensive 3 days course covering all aspects of Lean Manufacturing in a World Class (WCM) environment.
The training course covers understanding of world class
requirements and using tools associated with WCM to perform Kaizen events to eliminate waste so as to be competitive in the fast changing business world. The training includes a mix of workshop exercises, group
and simulations using tools to give participants a real understanding to apply concepts in real work place to eliminate Waste to be Competitive.
For details email timothywooi2@gmail.com.
Webinar: Process Improvement in Government Using Lean Six SigmaGoLeanSixSigma.com
Have you struggled to bring Continuous Improvement into the public sector? Lean Six Sigma projects are strategic financial assets, but we don’t often talk about them that way in government. Completing a steady stream of high-impact Lean Six Sigma projects helps government organizations create a steady stream of savings benefiting everyone. Join us for a 1-hour webinar as we walk you through the steps of creating a “Money Machine” within your organization.
Learning Objectives:
At the end of this webinar, participants will be able to:
- Identify current challenges to successful Continuous Improvement within government
- Describe how to drive continuous savings
- Explain how the Lean Six Sigma Project approach—Money Machine—addresses the current challenges
- List the elements needed to maintain a Lean Six Sigma project approach to continuous savings
- Outline how to build a Money Machine in a government organization
Agenda:
- The Challenge: Accelerating quality and savings
- The Current Situation: Challenges of Lean Six Sigma in government vs business
- A Solution: Lean Six Sigma Project Approach—Projects as strategic financial assets
- Implementation: Building continuous savings—Money Machine
- How to Get Started
- Questions and Answers
Webinar: How to Create Predictable Cash Flow With Lean Six Sigma ProjectsGoLeanSixSigma.com
How do you describe the value of Lean Six Sigma projects? They are more tangible than receivables so clarifying their worth helps organizations plan for growth.
This webinar will discuss a proven strategy to create predictable cash flow from Lean Six Sigma projects. It will demonstrate how to build a project pipeline and engage a team of Black Belts to harness the full power of Lean Six Sigma.
Webinar: How Soldiers Receive 100% Funding for Lean Six Sigma CertificationGoLeanSixSigma.com
Are you an active member of the US Army? Do you want to learn a proven methodology for solving complex problems? Do you want to be equipped for life after the military? Our Lean Six Sigma courses will teach you practical problem-solving skills that will benefit you both in and out of the Army.
You’ll also become more attractive to future employers since Green Belt and Black Belt Training & Certification is a highly desired certification in both the public and private sector! In this webinar, we’ll review the benefits of Lean Six Sigma for members of the Army and how to utilize your Army Credentialing Assistance to receive 100% funding for your courses.
Webinar: 10 Tips for a Standout Lean Six Sigma Green Belt ProjectGoLeanSixSigma.com
Do you ever run into trouble with your Green Belt project? Do you wish someone had given you a heads up? After training and certifying hundreds of Lean Six Sigma Green Belts, retired UC San Diego and San Diego State instructor Jerry M. Wright, PE, MBA has seen what works and what doesn’t.
There is a clear distinction between successful projects and those that are lacking and Jerry has seen the trend repeat for decades. To help you avoid these traps, Jerry will cover the 10 most important tips to achieving a “right-first-time” Green Belt project. He will highlight crucial advice throughout each phase of the DMAIC method (Define, Measure, Analyze, Improve, Control). Come join us as Jerry lets us in on how to avoid the pesky pitfalls that can derail a project.
Webinar: How Army Soldiers Can Advance Their Careers With Green Belt Training...GoLeanSixSigma.com
If you’re in the Army, getting your Lean Six Sigma Green Belt Certification is the perfect way to advance your career.
Join our live webinar and you’ll get to connect with Active Duty Military Members, Veterans and Lean Six Sigma Experts to learn:
- What Lean Six Sigma is and why employers are searching for this skill
- How Lean Six Sigma gives you skills to advance your career
- How to get 100% funding for your Green Belt + Black Belt
Webinar: Going Remote - How Process Improvement Teams Collaborate VirtuallyGoLeanSixSigma.com
Ever since the outbreak of COVID-19, those of us in Continuous Improvement roles have had to rethink how we can continue on our improvement journey. For many of us, team collaboration in the same physical space has proven to be a very effective way to engage employees, surface problems, collaborate on the design of countermeasures, and drive buy-in. But in this new environment of physical distancing and remote workers, gathering all the parties in the same room is not an option for many organizations.
In this webinar, you’ll learn—and see examples of—how teams have effectively used Zoom in conjunction with Miro (a collaborative, virtual, workspace app) to drive participant engagement in activities such as Hoshin Kanri and Rapid Improvement (Kaizen) Events.
Attend this webinar and you’ll learn:
- What are the different types of team events & how they differ from each other (Kaizen / Rapid Improvement Events; Rapid Planning Events; Value Stream Mapping; Hoshin Kanri)
- What adjustments have been made in planning and facilitating these events during the pandemic
- How to use online collaborative tools to facilitate events with remote teams
- What are the benefits of online collaborative tools
- Q&A
Webinar: Remote Learning - How to Successfully Switch Lean Six Sigma Training...GoLeanSixSigma.com
Did the pandemic force you to re-think your Lean Six Sigma training approach? Are you interested in adapting to a virtual approach without losing effectiveness? Do you want to increase your rate of real-world application and get better process improvement results?
Then this webinar is for you! We’ll provide insights on how to successfully transition to a “Remote Learning” model by incorporating independent study, instructor-led training sessions and maximizing engagement.
Webinar: How Tax Preparers & Accountants Can Increase Their Profitability Usi...GoLeanSixSigma.com
Tax return preparation is increasingly becoming a commodity. Automation can help reduce the level of manual work required for return preparation, but if you automate a “bad process” you still won’t see an increase in profitability or improved client service.
Tax practices should apply Lean Six Sigma (LSS) before automating their tax workflows to optimize processes and automation, while still remaining in compliance with professional standards.
Attend this webinar and you’ll learn how to:
- Apply Lean Six Sigma to tax workflow
- Combine tax automation with value pricing
- Increase your practice’s profitability
Webinar: Remote Learning - How to Brainstorm Lean Six Sigma Improvement IdeasGoLeanSixSigma.com
Group Brainstorming has been debunked by countless studies, but including others in problem solving is essential. How do we address this paradox?
The science supports a completely different, and much better approach to coming up with solutions. Join us for this 1-hour webinar where we walk you through a new way to get more ideas, better solutions and essential group engagement in a remote world.
Webinar: How to Facilitate Successful Virtual Kaizen EventsGoLeanSixSigma.com
Given the challenge of the pandemic, organizations are seeking guidance on how to successfully conduct virtual Lean Six Sigma Kaizen Events. Social distancing can coexist with Continuous Improvement. We’re already doing it!
Our guest panelists have offered to share their recent experiences with navigating the new normal:
- Antonio Nava, UC San Diego
- Jaime Parker, Process Plus Results
- Jared Thatcher, Port of Seattle
Join us for this one-hour webinar to learn the best practices and avoid the pitfalls for conducting virtual Kaizen (Rapid Improvement) Events.
Webinar: Online Green Belt Workshop Information SessionGoLeanSixSigma.com
Want to enroll in our Online Green Belt Workshop, but still have questions? Ask the instructors! Join our Chief Innovation Officer, Tracy O’Rourke, and our Chief Learning Experience Officer, Elisabeth Swan, for a live 1-hour session and get the answers you need. Come and talk to our Master Black Belts about the Online Green Belt Workshop kicking off June 30th.
Want to get your Green Belt, but still have questions? Ask our CEO, Karlo Tanjuakio, and Chief Innovation Officer, Tracy O’Rourke, in a live 1-hour session and get the answers you need!
Agenda:
- What is Lean Six Sigma?
- What do Green Belts do and why are they so valuable?
- What should you look for in a training & certification provider?
Webinar: Going Virtual - How to Coach Problem Solvers on A3sGoLeanSixSigma.com
The A3 is a critical leadership tool to develop the analytical thinking and problem-solving muscles of employees. If leaders turn A3s into a critical part of the remote development process, problem solvers will follow suit.
Using A3s provides essential structure during virtual coaching sessions to build the employees' ability to properly think through process issues. Join us for this 1-hour webinar to learn how A3s can help leaders build armies of problem solvers.
Webinar: How to Manage Your Project to Completion Using the Project BuilderGoLeanSixSigma.com
Improving a process takes time and organization, but what if your project path was laid out for you? What if all the templates and examples were at your fingertips so you could focus your efforts on collecting data and digging to root cause?
That's the secret of the Project Builder. All the key tools and templates combined into one along with a progress tracker. It's a great guide and good way to share your hard work with colleagues and leadership. It's the ultimate all-in-one answer to Continuous Improvement!
https://goleansixsigma.com/webinar-how-to-manage-your-project-to-completion-using-the-project-builder/
Webinar: DMAIC: Common Challenges & How to Overcome ThemGoLeanSixSigma.com
Did you hit a few DMAIC speed bumps on your first test-drive? Did the journey sound easier than it turned out to be? We learn best from our mistakes, but sometimes it helps to get a little roadside assistance. Join us for an hour-long reflection on what can go wrong and how to avoid it on your next DMAIC road trip.
https://goleansixsigma.com/what-is-lean-six-sigma/
https://goleansixsigma.com/lean-six-sigma-online-training-certification-pricing/
https://goleansixsigma.com/
WEBINAR: How to Deploy Lean Six Sigma in Your OrganizationGoLeanSixSigma.com
Are your Lean Six Sigma efforts stale? Is your organization finally pulling the trigger on Continuous Improvement implementation? Learn how to jumpstart your Lean Six Sigma efforts and get your organization on the right foot by joining our 1-hour Leadership webinar on deploying Continuous Improvement with Lean Six Sigma!
https://goleansixsigma.com/online-lean-six-sigma-green-belt-training/
https://goleansixsigma.com/ggm/
Improving processes is a just a piece of Process Management. Process Management is strategic work to help organizations identify value streams and core processes, align them to strategic goals and objectives, and measure what customers care about and prioritize improvement work to make the organization better. This 1-hour Introductory Webinar will help you understand what is involved in Process Management, besides process improvement, and how it can help organizations deliver better products and services.
Learning Objectives:
- Explain Process Management
- Describe some of the benefits of Process Management
- Outline the key components of Process Management
Agenda:
In this 1-hour Introductory Webinar we will cover:
- What Process Management is
- Why Process Management is important
- How it helps organizations deliver better products and services
- A basic understanding of the components of Process Management
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? In this 1-hour Introductory Webinar 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!
Project Storyboard: Reducing Cycle Time for Bid Tab Creationby 33%GoLeanSixSigma.com
Think it's impossible to make a significant change in government? Well, it's not easy, but GoLeanSixSigmna.com Black Belt Pamela Kuehling made a real difference from the inside. She overturned countless "honest wrong beliefs" with facts and data by modeling the Lean Six Sigma approach in her work and won over the doubters.
Initially the overall procurement process was the focus, but when that proved to be too big, she scoped it down to a more manageable project that can now be the basis for an expanded improvement. Her improvement was meaningful, but a bigger victory was in bringing critical and logical thinking into an environment often impacted by less scientific influences!
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
2. Phase Planned Actual
Define: 5/27/2017 6/15/2017
Measure: 6/2/2017 7/1/2017
Analyze: 6/9/2017 7/10/2017
Improve: 6/16/2017 7/14/2017
Control: 6/20/2017 7/15/2017
Start: Position Person
End:
Team Lead John Pettit 75%
In:
Sponsor Brent
Weichers
10%
Out: Team
Member
Stuff Sack
Area Lead
20%
Team
Member
Job Coach 20%
Team
Member
Shop Floor
Rep
20%
Problem Statement Business Case & Benefits
Ship sets of (1) PJ Flaps Assy. SS96-032, (2) PJ
Patch Web/Buckle Assy. SS96-031, (1) Bottom
Panel SS96-028, (1) Top Strap SS96-033, (1)
Body Panel SS96-027
Team Members
Work order by part or ship set
LH ships between 1,200 and 1,400 Stuff Sack ship
sets per month. The true cycle time is not known.
Monthly production needs to hit 3,000 by the end of
August, and 6,000 some time early 2018.
Management does not have the information
necessary to assess if these production targets
and timeline can be met.
Not meeting these production targets will jeopardize
a substantial long term revenue stream for both
companies.
Work order parts packed, palletized and ready to
transport to Shipping Dept.
Time Commitment
Goal Statement Timeline
To determine the production capacity needed to
generate part cycle times below 180 seconds (takt
time @ 3,000) by Aug. 31st, and 90 seconds (takt
time @ 6,000) by a date TBD.
Scope In/Out
Part work order, materials, process steps and WIP.
Project Charter
3. Key Terms
(Specific to The Lighthouse for the Blind)
LH: The Lighthouse for the Blind.
Stuff Sack: Stuff Sack is a water proof sack used to compress and
keep dry a sleeping bag used in the field. It consists of 5 components:
1) Patch Web/Buckle Assembly (Assy.), 2) Bottom Panel, 3) Body
Panel Assy., 4) Top Strap Assy., and 5) PJ Flap Assy.
Primary Contractor: Organization that subcontracted LH to produce
component parts of the Stuff Sack, that they in turn, assemble into a
Stuff Sack.
Ship Set: A set consists of the five component parts of a Stuff Sack
shipped at the same time as a set.
DoD: Department of Defense
Support Staff: LH personnel providing low skill services that are not
assigned to Stuff Sack, but available as needed.
4. Key Terms
Takt Time is the rate (rhythm) at
which a finished product needs to be
completed in order to meet customer
demand
Cycle Time (CT) is the actual time it
takes to complete a process from start
to finish to produce one unit (one cycle
of operation). An employees cycle
time must meet takt time(with an
appropriate buffer of safety time)
Process is the series of steps
required to produce a product
WIP refers to raw materials, labor and
overhead costs incurred for products
that are at various stages of the
production process
Ship Set Complete set of all parts
required to assemble (1) stuff sack
5. Stuff Sack Process Flow
Key Take Away: Stuff Sack consists of (6) non-sequential processes, with PJ Flap
being the most complex and time consuming
Body Panel PJ Patch
Bottom Panel Top Strap
Final Inspection
PJ Flap
Click to
Play Video
6. PJ Flap Process Flow Diagram
Key Take Away: PJ Flap includes (4) parallel process, with the critical path
represented by red boxes
10. Total Cycle Time By SS Part – (1) Ship Set
Key Take Away: 20-25 minutes to produce (1) ship set
Q. How do we know what it
takes to meet customer
demand?
A. Cycle Time Analysis
12. Level 1 Analysis: SS Cycle Time by Part (3K)
Key Take Away: Reducing PJ Flap and Patch WB cycle times are
critical to success
13. Level 2 Analysis: PJ Flap Cycle Time by Function (3K)
Key Take Away: Sewing function appears to not meet customer demand
14. Level 3 Analysis: PJ Flap Cycle Time by Process Step (3K)
Key Take Away: Process cycle times meet Takt Time required at 3K/Mo.
(2) PJ Patches per ship set
essentially doubles cycle time, (2)
sewing stations required to reduce
cycle time under Full Takt Time
15. 3K Load Analysis,
100% Cross-
Trained Staff
• Assume employees
skills sets are
interchangeable
• Does not recognize
that employees
have a different
array of capabilities
• (8) employees with
room to spare under
Full Takt Time
• Test skill
qualifications for
each skill
Key Take Away: (8) 100% cross-trained employees required
16. 3K Load Analysis,
Current Staff Size,
Skills & Equip.
• Load allocations
reflect operator
specific training
• (12) employees
required
• (2) sewing station
operation at 62% of
Full Takt Time
• (1) Two-person team
RF Sealer
• (1) Two-person team
Sonic Welder
• Higher levels of
cross-training would
allow more efficient
use of staff
• Adding (1) sighted
employee would free-
up Faiza & Ernie for
monitoring production
and cross-training
Key Take Away: Meeting 3K/Month production target is doable with existing shifts,
personnel, skills and equipment
18. Level 1 Analysis: SS Cycle Time by Part (6K)
Key Take Away: The cycle time of 4 of 6 Stuff Sack parts exceed Full Takt Time, with PJ Flap and
Patch WB needing the most improvement
19. 6K Load Analysis,
100% Cross-trained
• 18-20 100% cross-
trained employees
required
• (3) sewing station for
PJ Patch
• High need skills: Sew
PJ Patches, Sew PJ
Web loops, Part
Marker
• 2nd Shift (4
employees) for RF
Sealer and Sonic
Welder; possibly (2)
solo operators
• Adding (1) sighted
employee is essential
to perform tasks
requiring visual
inspection: Slitter,
Inspection
Key Take Away: Additional personnel and cross training are required
20. 6K Load Analysis,
Current Staff Size,
Skills & Equip.
• Personnel skills is a
barrier to load leveling
• (3) sewing station for PJ
Patch
• High need skills: Sew
PJ Patches, Sew PJ
Web loops, Part Marker
• 2nd Shift (4 employees)
for RF Sealer and Sonic
Welder; possibly (2)
solo operators
• Adding (1) sighted
employee is essential to
perform tasks requiring
visual inspection: Slitter,
Inspection
Key Take Away: Additional personnel and cross training are required
21. Challenge Skill Criteria
CRITERIA: Slitter-sheeter machine operator needs to be fully sighted
Q1. Why does a slitter-sheeter operator need to be sighted?
A. Because cause they have to visually inspect material for flaws.
Q2. Why is visual inspection of the material needed?
A. Because the operator needs to see potential flaws.
A. It doesn’t, it just needs to be inspected.
Q5. Why does it need to inspected at the slitter?
Key Take Away: Drilling down of skill requirements can lead to unanticipated alternative
solutions to cross-training, e.g. technology, changes in standard work
SOLUTION: Install flaw detecting cameras on light table or have
inspection done by sighted employee
22. WALK TIME AND LAYOUT
DESIGN ANALYSIS
Stuff Sack SS96-7577
23. Stuff Sack Spaghetti Map - Before
Key Take Away: A picture is worth a 1,000 words
24. PJ Flap Spaghetti
Map - Before
Issues:
• No organic flow
between work stations
• Presence of other
departments disrupts
flow and increases
walking distances
• Bulk WIP dispersed
throughout
department
• Remote work stations
preclude monitoring &
increase walking
distances
Key Take Away: PJ Flap traffic pattern is representative of the department
25. PJ Flap Spaghetti
Map - After
• Positioned
equipment to reflect
organic flow of WIP
• Centralized bulk WIP
rack
• Introduced concept
of a “Milk Run” for
supplying materials
and picking up
completed work
• Dedicated space for
pallets and boxes
• (2) dedicated
strapping stations
• (2) assembly/sort
work stations not
open surface tables
• Timely pick up of
completed work
orders assigned to
Shipping Dept.
Key Take Away: Centralized WIP and “Milk Run” clean up traffic patterns
26. Walking Study Approach
& Methodology
• Current work
stations are lean
to accommodate
Blind operators
• Insignificant non-
value added
operator motion
• Walk distance
impacts material
handler
• Walking
distances
stepped off
based on process
flow diagrams
• Frequency of
trips estimated by
Supervisor
Key Take Away: Operator motion is limited. Reducing wasted motion will not have a direct
impact on the Stuff Sack cycle time
27. Walking Distance Before
and After Proposed
Layout – 6K/Mo.
All Parts:
• 77% reduction in
walking distance
across all Stuff Sack
components
• 11 miles less walking
for 6K ship sets
• Frees up 11 hrs. for
value-added activities
Highlight:
• 96% reduction for PJ
Flap
• 78% reduction for
Patch Web/Buckle
Key Take Away: (11) additional hours for value-added activities, e.g., monitoring
production, cross training & troubleshooting
29. Assembly & Sorting
Work Station
(Design Stage)
• Currently assembly / sorting
functions are performed on 10’
foldable tables that are too high for
sitting and too low for standing
• Large open surfaces tend to
attract clutter and are often used
for unintended purposes
• Work stations specifically designed
for assembly and sorting will be
motion efficient and ergonomically
designed
• Prefer standing design
• Existing work stations might be
repurposed for Stuff Sack
30. Strap Cutter Loader
(Implemented)
• Original process involved
loading a reel between the
two wheels using a thin rod
as the axel, then suing small
clamps on each side. This
process was performed on
the floor (poor ergonomics)
• Since there was only (1)
stand only 1 of 2 web cutters
could be in simultaneous
operation
• Original process took 17 min,
the same as the time it took
to run a cycle of strap cutting
31. Strap Cutter Loader
(Continued)
1. The new Web Reel Holder feeds
the material at the correct height.
There are 2 loaders to allow both
cutters to run simultaneously
2. The white plastic discs that hold
the reel in place are replaced by
clear plastic to allow the employee
to see when the reel is about to
run out (currently being
manufactured)
3. The gas shock lifts the loading arm
when the reel runs out. The
locking latch holds the arm down
when running
2.
3.
1.
32. Strap Cutter Loader
(Continued)
1. The “donut” allows for
the two different size of
reels to be loaded on
either stand
2. A ruler was mounted on
the loader to check
proper length
3. New process time is 50
seconds, which is a
reduction of 16
minutes, 10 seconds
2.
1.
33. “Milk Run” Cart
• Erratic and frequent
sewing station
replenishment and
finished product pick-
ups are significant
contributors to wasted
motion
• Introduction of a “Milk
Run” dramatically
reduces wasted motion
• Milk Run 4x daily
34. New Staffing / Takt-Load Leveling ToolLoadLeveling
Time
Observation
Training
35. Stuff Sack - Ability One
Stuff Sack
Stuff Sack
Ernie
Manual Auto Walk Wait
Minutes Hours Minutes Hours
157
65
Total Process Time 157
Process Step Total
Totals 785 13 3925
32.943 7577 Mark 79 395 6.6 1975
4.2
39 032 Cut PJ pocket material 3 15 0.3 75 1.3
33 032 Cut PJ webs 10 50 0.8 250
6.7
32 032 Inspect/Count/Pack 7 35 0.6 175 2.9
24 032 Cut PJ Flap material 16 80 1.3 400
10.8
23 033 Inspect, count and strap 2 10 0.2 50 0.8
12 027 Cut body panel material 26 130 2.2 650
15 0.3 75 1.3
11 028 Inspect/Count/Pack 11
9 028 Cut bottom panel material 3
55 0.9 275 4.6
Per Shift Per Week
100 200 300 400
Walking
Operator
Minutes
Used / Shift
785 Waiting
500 600 700 800 900 1000
Step
No.
Description of Operation
Time (seconds) Operation Working Time (in seconds)
Manual
Part Name Prepared By John Pettit 300 Automatic
Part
Number
Standard Work
Combination Sheet
Date 7/6/2017
Takt Time
(seconds)
Work
Center
Minutes
Avail. / Shift
450 Demand Per Shift
0
Automated Operator Standard Work Sheet
36. Production
Monitoring Form &
Process
• Currently production is measured
on a work order basis and does not
accurately measure process cycle
time
• Some work stations are equipped
with manual or electronic counters
• Actual real-time production is not
captured and monitored
• A new production monitoring form
will be posted at each work station
• Supervisor monitors & manage
production through out the day
• Create and maintain “Run Charts”
to track individual and department
performance
37. Observations & Recommendation
• Issue work orders on a ship set basis
• PJ Flap critical path must be protected
• Limit Supervisor production time to
allow more time for value-added
management activities, e.g. monitoring
production, troubleshooting, cross
training
• Maximize cross training opportunities
based on ability
• Re-make defective bottom cutter die to
eliminate gap
• Create multi-piece dies for patches
and pockets
• Set-up and clean up should be
performed by work station operators
• Modify In and Out bins at RF Sealer
work station to keep production
consistent with target production
quotas
• Allocate completed work order pick-up
to Shipping Dept.
• Designated spaces/equipment should
be limited to intended use
• Reduce WIP storage to increase
process velocity
• Control quantities produced by binning
materials based on planned daily
output.
• Replace (2) work tables with (2) work
stations specifically design for part
assembly and sort
Already Implemented:
• Create Strap Cutter Loader
• Activate 2nd strap cutting machine
• Mount strap measuring rule on strap
cutter