A holistic approach to make this topic more comprehensive and accurate.

1. A Seminar Report On
“STUDY ON THE METHODOLOGY AND IMPLEMENTATION OF
SIX SIGMA LEAN PRODUCTION.”
Presented By
Faisal Khan Ayyub Khan
Guide By Expert
PROF. S.C. MAKHWANA PROF. H.S. NEMANE
B.E Final Year
Department of Mechanical Engineering
College Of Engineering And Technology, Akola
2020-2021

2. CONTENTS:
Literature Review
Introduction
Six Sigma Methodology
Lean Production
Present Scenario & Implementation
Case Study
Challenges to SSLP
Conclusion
Reference

3. LITERATURE REVIEW :
 Many researchers had carried out their work on different aspects of six sigma lean production
systems. This work has been published by various research papers, in which various
discussions have been performed. The lean manufacturing is gaining far more importance
then ever been. Not only the implementation of six sigma lean production means for higher
productivity, easy comfort,less wastage of resources and higher jobs but also means
development in nation's economy and new way of life. The systematic study of research paper
has been carried out with a view to understanding different aspects related to advancements
and challenges in six sigma lean production systems in context of industrial revolution 5.0.
 Various research papers have been studied so as to know the following aspects regarding to Six
sigma lean production
 Requirement for six sigma lean in present production scenario
 Challenges occurred in implementation of six sigma lean manufacturing
 The Toyota Way – a quantitative approach
 Total Quality Management and Organisational growth

4. INTRODUCTION:
 Six Sigma (6σ) is a set of techniques and tools for process improvement. It was introduced by American
engineer Bill Smith while working at Motorola in 1986. A six sigma process is one in which 99.99966% of all
opportunities to produce some feature of a part are statistically expected to be free of defects.
 Six Sigma strategies seek to improve the quality of the output of a process by identifying and removing the causes
of defects and minimizing impact variability in manufacturing and business processes. It uses a set of quality
management methods, mainly empirical, statistical methods, and creates a special infrastructure of people within
the organization who are experts in these methods. Each Six Sigma project carried out within an organization
follows a defined sequence of steps and has specific value targets, for example: 1).reduce process cycle time,
2).reduce pollution, 3).reduce costs, 4).increase customer satisfaction, and 5).increase profits.
 The maturity of a manufacturing process can be described by a sigma rating indicating its yield or the percentage
of defect-free products it creates—specifically, to within how many standard deviations of a normal distribution the
fraction of defect-free outcomes corresponds.
 Lean management and Six Sigma are two concepts which share similar methodologies and tools. Both programs
are Japanese-influenced, but they are two different programs. Lean management is focused on eliminating waste
using a set of proven standardized tools and methodologies that target organizational efficiencies while integrating
a performance improvement system utilized by everyone, while Six Sigma's focus is on eliminating defects and
reducing variation. Both systems are driven by data, though eight Sigma is much more dependent on accurate
data.

5. SIX SIGMA
DMAIC Cycle:
DEFINE MEASURE ANALYSE IMPROVE CONTROL
• Customer
expectations:
Voice of the
Customer
Critical-to
Quality
parameters
• Project goal
• Project team
• Milestones,
budget
• Basic process
flow
• Process
mapping
• Sampling plan
design
• Measure CTQ
parameters –
establish
process
capability
• Measure
influencing
parameters
• Causal
hypotheses
• Key
influencing
factors for
Critical-to
Quality
parameters
• Prioritization
of
improvement
projects
• Establish a
hypothesis to be
tested.
• Analyze the data
for the new
process to show
that the
implemented
changes result in
an improved
process and
quantify this
improvement.
• Statistical
Process
Control
• Control Charts

6. DEFINE:
 • Quality has several dimensions: • Performance - Features - Reliability – Conformance –
Durability - Serviceability - Aesthetics – Perceived Quality
 • These product features, which must be measurable, are called the “Critical to-Quality
Characteristics” (CTQs)
 Voice of the Customer (VoC) is a term that describes your customer’s feedback about their
experiences with and expectations for your products or services. It focuses on customer
needs, expectations, understandings, and product improvement.

7. Kano- Model:
• Basic Quality
(Expected)
• Performance
Quality (One-
Dimensional)
• Excitement Quality
(Attractive)

8. Example : Kano Diagram for Hotel Room

9. MEASURE:
Measures of Location •
Average: X-bar
• Median: X~
• Mode: M
Measures of Dispersion
• Standard Deviation: µ
• Range: s

10. Designing a Sampling Plan
• Prioritized input and process parameters and outputs are specified exactly.
• Specification of the goal of the measurement, the sample size, the data type and
the sampling frequency.
• Necessity for a measurement system analysis or not.
• Development of a sampling plan: what should be tested and with which methods.
Simple Random Sampling
Stratified Random Sampling
Each element in the population
has an equal chance of being
included
A fixed /proportionate amount
will be randomly selected from
each strata

11. Measurement System Analysis:
 The (MSA) is done to make sure adequate measuring instruments are available for
measurements to be made. And to make certain that the measuring instruments will measure
the product characteristics and process parameters truthfully.

12. Why is MSA important in Six Sigma ?
• Define and Measure: baseline process,
process capability for the Critical-to-
Quality characteristic.
• Analyze & Improve: establish relationship
between input and output parameters,
determine significance.
• Control: use sample data to calculate
control limits for a sample statistic and
monitor the data with time. Quality of
data is paramount!
• MSA should be performed before you
collect data from your process.

13. Why Use SIPOC ?
• High-level picture of value-added steps in a process.
• Describes the process to bring a common understanding to the team of the
project scope and what is involved in each part of the process.
• Supports initial discussion of customer expectations and what in the process
influences the Critical-to-Quality characteristics.

14. Failure Mode and Effects Analysis:
• Failure Mode and Effects Analysis (FMEA) is a technique used to investigate all possible
weaknesses in a product (or process) design, and prioritize the weaknesses in terms of
their potential to cause product failure.
• DFMEA & PFMEA.
• The moderation of a FMEA is crucial for its success. This requires preparation, visualization
of topics and cross functional experts.
Severity: S Occurrence: O Detectability: D
Calculate: Risk Priority Number: RPN = S x O x D
• The larger the RPN, the higher the risk of failure of product though that mode. So that mode
receives priority for fixing. Organizations set threshold limits: if RPN exceed threshold, action must
be taken

16. Taguchi Philosophy
 Design quality into the product.
 Achieve quality by minimizing deviation from the
target.
 Measure the cost of quality as a function of deviation
from the standard (Taguchi loss function).

17. ANALYSE
• Cause and Effect (C&E) analysis is the first step to establish causal
hypotheses and identify key influencing factors for the CTQ parameters.
• Systematic identification of all sources that might contribute to a process
problem.
• Team brainstorming
• All ideas generated are recorded; no idea will be rejected at the initial
stages of idea generation.
• The facilitator will go around the table for ideas, so each member of the
team to make his/her contributions.
• At the end of the brainstorming session, the ideas are pruned, based on
consensus to avoid infeasible solutions.
• The resulting diagram will be presented to the team for voting to choose
4 or 5, of top candidate causes for further investigation.

18. Fish-Bone Diagram
Ishikawa diagram, is
a visualization tool for
categorizing the potential
causes of a problem in
order to identify its root
causes.

19. Hypothesis Testing
• Two hypotheses are proposed:
• Null hypothesis denoted by H0.
• Alternative hypothesis denoted by H1
• The hypotheses are complementary to each other. If one is true, other is not true, and vice versa.
• The statement to be affirmed (the new claim) is placed in the Alternate Hypothesis, H1
• Possible Errors
• Type-I error occurs if H0 is declared false when in fact it is true (level of significance)
• Type-II error occurs if H0 is declared true when in fact it is false.(power of the test)

20. Designing a Test
H0: µ = µ0
H1: µ > µ0
• The test procedure is designed in such a way that the
probability of the Type I error occurring is contained
within a specified, small value α
• For every test, we choose a test statistic that provides
the relationship between an estimator and the
parameter about which hypotheses are proposed. The
distribution of the test statistic will be known
• Designing the test consists of identifying the Critical
Region (CR): the set of observed values of the test
statistic that will lead to rejection of the null hypothesis
Test-Statistic:

21. IMPROVE:
• Design of experiments: used to select product characteristics and process
parameters to obtain desired product and process performance.
• Experimentation should be done using statistically designed experiments.
• The design of the experiment involves:
• selecting the levels of the factors and
• determining the combinations of factor levels at which trials will be
performed.
• the sequence in which the trials will be run
• how many times the trials will be repeated at each combination of
factor levels.
• A design is usually accompanied by a procedure for analysing the data
that result from the trials.
Design of Experiments :

22. CONTROL
• Dr. Walter Shewhart proposed a set of procedures in early 1920's, called the Control Charts.
• Need two types of control charts:
1. Measurement control charts à X-bar and R-charts
2. Attribute control charts à P- and C- charts
• Avoidance of defectives by producing products right the first time
• Reduction of waste and increase in throughput
• Satisfied customers and improved customer relationships
• Improved worker morale because of the satisfaction from seeing the results of their work
• Improved image for the producer and better market share

23. X-bar & R-Charts
 “Western Electric”* rules to increase the sensitivity of the X-bar chart are used in addition to
the rule that any one point outside of the 3-sigma limit will indicate an out-of-control situation
 Uses of the control charts
• To control a process at a given target or nominal value.
• To maintain a process at its current level.
• As a trouble shooting tool
• As an acceptance tool

24. P- Chart
• The P-chart is an attribute control chart, used
with count data arising from inspection by
attributes.
• This is also known as fraction defective or
fraction nonconforming chart.
• The P-chart will be typically used where there is
large continuous production.
• Then the proportion defective in each sample is
computed and plotted on the chart with control
limits drawn on it.

25. C- Chart & U- Chart
• The C-chart is used where the quality is measured by
counting the number of blemishes, defects or non-
conformities on units of a product.
• The procedure consists of selecting a sample unit at
regular interval and counting the number of defects
or non-conformities on it.
• The C-chart can be used only if all the units inspected
are identical and the opportunity for a defect must be
the same from unit to unit.
• When we want to use one chart to cover units of
different sizes, the U chart is used.
• The statistic U represents the average number of
defects per “unit.”

26. Another Control Charts
• The moving average (MA) and MR charts use sample averages and sample ranges, as do the
regular X-bar and R-charts, but the method of forming the samples or subgroups is different.
• The averaging done in the MA and MR charts reduces the noise and helps in discovering the
signals.
• Larger subgroups: smooth variations but may hide changes.
• Smaller subgroup: more responsive but sensitive to noise
• Another approach to obtaining improved sensitivity is to use statistics that accumulate
information from several past sample observations instead of relying on only one sample as is
done with the X-bar & R-charts: EWMA and CUSUM

27. Implementing Control & Response Plan
Control and Response plans are
prepared to ensure the following:
1. Creating and aligning the system,
structure and processes
2. Complete documentation of the
processes and procedures.
3. Creating monitoring and response
plan in case the performance drops
4. Training on the improvements made
5. Hand over the improvements to the
process owner
Following aspects are covered in
Control & Response plan
1. Training all those which are impacted
by the improvements
2. Preparing RACI matrix
3. Updating Job Descriptions
4. Plan and implement process control
5. Defining Metrics and measures
6. Checklists for ensuring that the
control plan remains living document
7. Gage Control Plan is updated.

28. The Lean Inclination:

29. Typical 5 Whys Template

30. The Eight Disciplines (8D)
0D
Become aware of the
problem
1D
Grab a team
2D
Understand the problem
3D
Take Containment Actions
4D
Find the Root Cause
5D
Choose a Corrective
Action
6D
Implement Corrective
Action
7D
Learn & Define Prevention
for the Future
8D
Release the Teams

31. LEAN PRODUCTIONLean a Journey
Lean manufacturing is a manufacturing system and philosophy that was originally developed
by Toyota, Japan and is now used by many manufacturers throughout the world.
• "A systematic approach to identifying and eliminating waste (non-value-added activities)
through continuous improvement by flowing the product at the pull of the customer in pursuit
of perfection."

32. Poke-Yoka: (Error Proofing)
• A mechanism or technique for
eliminating defects
• Prevents, corrects, or alerts to a
defect
• Relieves cognitive loading on
people in making inspections
(Mura)
• Reduces the need for post-
inspection tasks (Muri)
• Reduces defects (Muda)

33. Blame Process, Not People

34. The TOYOTA Way – a continuous improvement
Challange
KAIZEN
Genchi
Gembetsu
Respect
Teamwork

35. KAIZEN Blitz:
 It is also known as zero investment improvement.
 It takes all the small efforts for gradual unending improvement and leading to increasingly higher
standards
 Kaizen Blitz are the rapid improvement opportunities for problem solving and process
improvements. It is organized in a structured way, over the week or less as required.
 Following are the common phases for conducting successful Kaizen Blitz :
 • Pre-Blitz Activities • Blitz Activities • Post-Blitz Activities

36. Phases Of KAIZEN Blitz
Pre-Blitz Activities
• Designating and training
facilitators on Kaizen Blitz
techniques and tools.
• Select the process or problem
to be addressed during the
blitz
• Collect initial data on the
selected process or problem
Blitz Activities
• Participants introduction,
purpose of Blitz
• Training on Kaizen techniques
• Current state of the process,
mapping AS IS etc.
• Proposed state of the process
TO BE etc.
• Eliminate non-value added
activities
• Eliminate bottlenecks
• Design new process
• Test the process, solution etc.
• Document the changes
• Prepare follow-up plan
Post Blitz Activities
• Evaluation of the changes or
solutions implemented
• Planning subsequent Kaizen
Blitz

37. Kanban – Inventory Control
 Kanban: Japanese word for “Visual Card.”
 Only one container-full is produced or moved at a time.
 The upstream resource can only produce when it has an empty container.
 Never pass defective parts on to the next workstation.
 The quantity of parts produced always equals the quantity of parts
withdrawn and marked on the kanban card
JIT supplier approach:
• Depend on cooperation.
• Identify best suppliers and always order
from them.
• Stable system so supplier can supplier
specialize.
• Information sharing for mutual benefit.

38. JIT & Pull Approach:
• In a Kanban system, when parts are removed from an inventory location
by a receiving production step, the receiving workstation sends a signal
to the sending workstation to initiate a replenishment of the stock via
posting the kanban card of the product withdrawn from stock.
• Just-In-Time (JIT) means means to produce only what is needed, when it
is needed, in the quantity needed, and to enforce this throughout the
production.
Takt Time= Available time in a period
Demand in the period
Inventory has a cost:
• Working capital
• Storage costs
• Risk of obsolescence

39. The SMED Approach:
1. Measure total changeover time
2. Determine internal and external steps
3. Move external steps outside of the changeover
4. Shorten internal steps
5. Improve external steps
6. Standardize new changeover procedure
Single Minute Exchange of Dies (SMED) mainly focuses on recognition of internal and external
activities. It is concerned particularly with transferring internal activities into external ones in as
many numbers as possible, by also minimizing the internal ones.

40. 5S & Workplace Visualization
Seiri… Sort
Seiton… Set in order
Seiso… Shine
Seiketsu… Standardize
Shitsuke… Sustain
• Core technique of Lean Production.
• What is done, how it is done, the current status, where
things belong, change communication.
• Team ownership and update.

41. • Manufacturing
• Industries
• Health Care
• Education
• Government.

42. 3 Ms
Mura
(Inconsistency)
• Uneven customer demand
• Uneven distribution of
work load
• Inconsistent quality of
supplies and tools
• Irregular scheduling of
work
• Effort to overcome Mura
= Muri (overburden)
• Periods of low activity =
Muda (waste)
Muri (Overburden)
• People working too fast or
hard to keep up with
demand
• People working long hours
to make up for lost time
• Running machines too fast
to meet production targets
• Overloading machines to
get more from them
• Skipping maintenance to
reduce downtime
Muda (Waste)
• Any activity that doesn’t
produce value for the
customer
• The 7 Wastes:
• Transportation
• Inventory
• Motion
• Waiting
• Over-processing
• Overproduction
• Defects

43. Seven Wastes of Lean
• The 7 Wastes:
1. Transportation
2. Inventory
3. Motion
4. Waiting
5. Over-processing
6. Overproduction
7. Defects

44. Present Scenario & Implementation
• According to Dombrowski, an organization implementing
Lean needs its own Lean plan as developed by the "Lean
Leadership". This should enable Lean teams to provide
suggestions for their managers who then makes the actual
decisions about what to implement.
• Coaching is recommended when an organization starts off
with Lean to impart knowledge and skills to shop-floor
staff. Improvement metrics are required for informed
decision-making.
• Pederson: The solution to a specific problem for a specific
company may not have generalised application. The
solution must fit the problem.
• Douglas: Value stream mapping (VSM) and 5S are the
most common approaches companies take on their first
steps to Lean. Lean can be focused on specific processes,
or cover the entire supply chain. Front-line workers should
be involved in VSM activities. Implementing a series of
small improvements incrementally along the supply chain
can bring forth enhanced productivity.

45. Case Study
• The company: The Parker Hannifin Aircraft Wheel & Brake
Division
• The product: Designer and manufacturer of aerospace
commercial and mil
• The challenge: To reduce high finished goods, spares components
and work-in-process inventory levels and the need to reduce
long engineering and manufacturing cycle times.
• The project objectives:
• 1. Reduce total Final Assembly (F-A) cycle time from 30 to 15 days.
• 2. Redesign F-A operations to:
• a. Integrate product-lines where feasible;
• b. Kit, build, pack & ship in one day;
• c. Optimize available floor space;
• d. Minimize operational transportation systems

46. Case Study contd,
• Measured results:
• • 1. Implemented "one-piece flow" philosophy;
• a. Eliminated Build-to-Stock paradigm.
• b. Reduced F-A Cycle Time from 30 to 4 days.
• • 2. Saved approximately 3,200 sq. ft. of floor space (40 % of area);
• a. Integrated four product-lines into three;
• b. Reduced Transportation up to 30 percent.

47. Case Study: Dabbawalas’
• Instead of going home for lunch or paying for a meal in a café, many office workers have
a cooked meal sent either from their home, or sometimes from a caterer who essentially
cooks and delivers the meal in lunch boxes and then have the empty lunch boxes
collected and re-sent the same day. This is usually done for a monthly fee. The meal is
cooked in the morning and sent in lunch boxes carried by dabbawalas’, who have a
complex association and hierarchy across the city.
• A collecting dabbawala, usually on bicycle, collects dabbas either from a worker's home
or from the dabba makers.
• The dabbas’ have some sort of distinguishing mark on them, such as a colour or symbol.
The dabbawala then takes them to a designated sorting place, where he and other
collecting dabbawalas’ sort (and sometimes bundle) the lunch boxes into groups.
• The grouped boxes are put in the coaches of trains, with markings to identify the
destination of the box (usually there is a designated car for the boxes). The markings
include the rail station to unload the boxes and the building address where the box has
to be delivered. At each station, boxes are handed over to a local dabbawala, who
delivers them.
• The empty boxes, after lunch, are again collected and sent back to the respective
houses.
• In 2002, Forbes Magazine found its reliability to be that of a six sigma standard. More
than 175,000 or 200,000 lunch boxes get moved every day by an estimated 4,500 to
5,000 dabbawalas’, all with an extremely small nominal fee and with utmost punctuality.
According to a recent survey, they make less than one mistake in every 6 million
deliveries, despite most of the delivery staff being illiterate.

48. Challenges to SSLP
• The barriers in the Indian context of implementing the lean
manufacturing are the following:-
• Lack of resources
• Lack of expertise
• Initial high cost which includes the cost of resources as well as expertise.
• Poor supply chain structure.- Ineffective training and development of
work force in the company
• Absence of continuous assessment of every individual in the
organization.
• Psychological factors such as fear of losing the job on account of its
implementation.
Six Sigma: A old wine in a new bottle

49. CONCLUSION
Six sigma is powerful approach achieve breakthrough improvements in manufacturing,
engineering and business processes. The approach relies heavily on advanced statistical methods
that complement the process and product knowledge to reduce variation in processes. It is new
way of doing business that would eliminate the existing defects efficiently and would prevent
defects from occurring. Different strategies are used by organizations to introduce and deploy six
sigma approach. Each of these strategies has advantages and potential failure modes that must
be addressed and avoided.
Six Sigma looks as though it is here to stay and even in today’s slow economy one of the
few areas where there still are a number of new positions. The Six Sigma process is a great step
toward creating learning organizations with its well-defined roadmaps and management
structure. As with most new methodologies Six Sigma will mature and grow as it expands into
new areas such as DFSS. As Six Sigma professionals learn more about the power of properly
planned experiments, Design of Experiments will be integrated into most phases of the Six Sigma
roadmap and not just considered an advanced tool for the improvement and optimization
phases. Experienced practitioners of statistical methods like Design of Experiments should learn
the language of Six Sigma and help integrate new methods into the Six Sigma process to
improve its effectiveness.

50. REFERENCES
• Abdulmalek, F. A., & Rajgopal, J. (2007). Analyzing the Benefits of Lean Manufacturing and Value
Stream Mapping Via Simulation: A Process Sector Case Study. International Journal of
Production Economics, 107(1), 223-236. References doi:10.1016/j.ijpe.2006.09.009
• Quality & Productivity Journal : September 2000 Issue Mr. Hemant Urdhwareshe, C.Q.Mgr.,
C.Q.E. (ASQ)
• Design for Six Sigma-A Roadmap for Product Development by Kai Yang Basem El-Haik
• Marvel, J., & Standridge, C. (2009). A Simulation-Enhanced Lean Design Process. Journal of
Industrial Engineering and Management. 2 (1), 90-113. doi:10.3926/jiem.2009.v2n1.90-113
• Teresko, J. (2004). Lean, Green and Smart. Industry Week, May 5, 2004. “The Shingo Prize for
Operational Excellence” (2009). Utah State University. Retrieved December 26, 2009,
• Curry, JJ. (2007). A Lean Analysis Methodology Using Simulation. Society of Manufacturing
Engineers (SME) Technical Paper. Retrieved December 26, 2009, from http://www.sme.org/cgi-
bin/get-item.pl?TP07PUB5&2&SME

51. Thank You!
FAISALAYYUB@GMAIL.COM