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Lean Vs Six Sigma.ppt

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Lean Vs Six Sigma.ppt

  1. 1. Six Sigma & Lean Manufacturing 1 Six Sigma & lean Manufacturing Two concepts to improve processes for a common objective : « Industrial Excellence »
  2. 2. Six Sigma & Lean Manufacturing 2 SPS All common specifications concerning the assembly lines, their performance indicators and their related flow management”
  3. 3. Six Sigma & Lean Manufacturing 3 SPS Approaches Methodology Tools
  4. 4. Six Sigma & Lean Manufacturing 4 Two progress programs for a common objective  Reduce variability.  A performance to reach on a process.  DMAIC  Define  Measure  Analyze  Improve  Control  The global performance is getting better each time a variation cause is suppressed.  Concentrate on non-added value to the customer  Reduce wastes  The whole product flow and its DVC costs ( including support functions)  DMAIC  Define  Measure  Analyze  Improve  Control  Reduce costs and cycle times. Approach Focus Methodology 1st Effect Objective Six Sigma « Open to trained people » Methodology & advanced tools Lean Manufaturing Implemented by experts Share manufacturing people Common to contribute to the industrial performance Quality Lead time Cost
  5. 5. Six Sigma & Lean Manufacturing 5 Complementarity of the Lean Manufacturing and 6 Sigma projects Failures & Break Downs Non quality Product lead time Stocks Variability Generally, when faced with problems, we are led to compensate (additional controls, stocks...) => which generates wastes
  6. 6. Six Sigma & Lean Manufacturing 6 Stocks Complementarity of the Lean Manufacturing and 6 Sigma projects Failures & Break downs Non quality Product lead time Variability Methodology 6 Sigma The principles of Lean Manufacturing The solution : tackle the problems by using 6 Sigma and Lean Manufacturing
  7. 7. Six Sigma & Lean Manufacturing 7 Complementarity of the Lean Manufacturing and 6 Sigma projects Failures Non quality Reduction of wastes Variability We get rid of problems (non quality, breakdowns, variability...) by using the 6 Sigma methodology
  8. 8. Six Sigma & Lean Manufacturing 8 After reducing the risks, we can reduce work in process, stocks and product lead time with Lean Manufacturing Complementarity of the Lean Manufacturing and 6 Sigma projects Failures Non quality Just Necessary Trade Winds Paradise Lagoon
  9. 9. Six Sigma & Lean Manufacturing 9 Two different programs but complementary and indispensable for excellence  A 6 Sigma program will be more efficient with simple production flows  A Lean Manufacturing program will be more efficient with variability under control  these two programs need specific competencies and different project organizations  These two programs use the DMAIC implementation
  10. 10. Six Sigma & Lean Manufacturing 1 0 A I C M D Define The problem The goal The scope Extrants Processus C L I E N T S F O U R N I S S E U R S Intrants Rendement: 60% Rendement: 90% Rendemen t:45% Rendement: 98% SIPOC VOC & CTQ The process taken into account Project charter Définition du problème : Objectif : Justification: Étendue : Retombées prévues : Jalons du projet : Determine the critical variables impacting the respect of CTQ I P O Mesures Intrants Mesures Processus Mesures Extrants List all thevaraibles related to CTSs I1 I2 I3 I4 O1 O2 O3 O4 Select the most critical AMDEC Keep those which seriousness (SxFxD) is significant Evaluate the current performance of the process in relation to the critical variables Operational Definition a Plan de Collect e des Données Whatquestions do you wantto answer ? Data WhatMeasuretype/ Data type How measured Related conditions Sampling notes How/ where Howwill you ensure consistencyand stability ? What is your plan for startingdata collection? Howwillthe databe displayed ? Data collection Col # 1 2 3 4 5 6 Inspector A B Sample # 1st Trial 2nd Trial Diff 1st Trial 2nd TrialDiff 1 2.0 1.0 1.0 1.5 1.5 0.0 2 2.0 3.0 1.0 2.5 2.5 0.0 3 1.5 1.0 0.5 2.0 1.5 0.5 4 3.0 3.0 0.0 2.0 2.5 0.5 5 2.0 1.5 0.5 1.5 0.5 1.0 Totals 10.5 9.5 3.0 9.5 8.5 2.0 Averages2.1 1.9 0.6 1.9 1.7 0.4 Sum 4.0 Sum 3.6 X A 2.0 X B 1.8 R A R B Gage R&R 0 1000 -1000 10 20 30 UCL X LCL D B F A C E Autres Data display Current process capability Process VA NVA 22 21 20 19 18 17 16 15 14 13 12 1 2 3 4 5 6 7 8 9 10 X O  X O  X O  X O  X O  X O  X O  X O  O  X O  Data Identify the problems and their potential causes Determine the root causes Cause and Effect Verify the hypotheses and identify the relations Hypethesis testing Chi-Carré ² Régression test t ANOVA X1 Y Regression analysis Design of experiments Generate solutions A B C D 4 1 3 2 Select the best Cost-Benefit analysis Risk assessment Report back to key stakholders Measure the impacts Prepare the rollout Steering Pilote Définitif Début Implementation planning 2 4 8 6 10 G 1 3 5 7 9 A B C D F E J I H G Implement the new process Process quality plan Work Instructions Control/Check Points Response to Abnormality Notes Code # Charac- teristics Control Limits Method Who Immediate Fix Permanent Fix Who Flowchart 2 12 Product Name Process Name Process Code # Date of Issue: Issued by: Approved by: Revision Date Reason Signature 1 Change management Avant Après Etape 4 modifications mises en place }Amélioration Objectif }Ecart résiduel Bon }Amélioration Avant Après A1 A2 A3 A4 A2 A1 A3 A4 Make the changes sustainable Documentation & Standardization Operating Procedures ISO Niveau de remplissage. Manuel de formation Continuous monitoring LCS LCI Quantify the project savings s = 3.7 Cp = 1.4 LIS LSS s = 2.7 Cp = 0.4 Capitalize Key learnings Points d’apprentissage Actions Résultats • • • suite Measure Analyze Improve Control What needs and what requirements ? What are the causes for deviation and what are the interactions ? What improvement solutions and what implementation ? How sustainable will the improvements be ? The customers’ exact needs and requirements SIX SIGMA project roadmap : DMAIC What are the critical parameters and what is the current performance ?
  11. 11. Six Sigma & Lean Manufacturing 1 1 A I C M D The problem The goal The scope Process VA NVA 22 21 20 19 18 17 16 15 14 13 12 1 2 3 4 5 6 7 8 9 10 X O  X O  X O  X O  X O  X O  X O  X O  O  X O  Data Identify the problems and their potential causes Report back to key stakeholders Risk assessment Measure the impacts Define Measure Analyse Improve Control What needs and what requirements ? What are the critical parameters and what is the current performance ? What are the causes for deviation and what are the interactions ? What improvement solutions and what implementation ? How sustainable will the improvements be ? Customer requirements Measure the waste Cause & Effect Determine the root cause The process taken into account Identify and valuate the wastes Actuel Proposition Voies de Progrès Constat Valeur ajoutée Approv isionner Déplacements Env oi ou év acuation CYCLE Fréquentiel Aléatoire Valeur ajoutée Approv isionner Déplacements Env oi ou év acuation Fréquentiel Aléatoire CYCLE Disponible Meta-plan Points d’apprentissage Actions Résultats • • • suite Capitalise Key learning / Training SPS Product families Product 1 Product 2 Product 3 Product 4 Proc. A Proc. B Proc. C Proc. D Proc. E Proc. F Proc. G Proc. H Proc. I X X X X X X X X Product 5 X X X X X X X X X X X X X X Product 6 Product 7 Product 8 Product 9 Product 10 X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X Process Steps & Equipment Order Portfolio Q u a n t i t é M o d è l e 0 5 0 0 0 1 0 0 0 0 1 5 0 0 0 2 0 0 0 0 2 5 0 0 0 0 2 / 0 1 / 1 9 9 5 1 6 / 0 1 / 1 9 9 5 3 0 / 0 1 / 1 9 9 5 1 3 / 0 2 / 1 9 9 5 2 7 / 0 2 / 1 9 9 5 1 3 / 0 3 / 1 9 9 5 2 7 / 0 3 / 1 9 9 5 1 0 / 0 4 / 1 9 9 5 2 4 / 0 4 / 1 9 9 5 0 8 / 0 5 / 1 9 9 5 2 2 / 0 5 / 1 9 9 5 0 5 / 0 6 / 1 9 9 5 1 9 / 0 6 / 1 9 9 5 0 3 / 0 7 / 1 9 9 5 1 7 / 0 7 / 1 9 9 5 3 1 / 0 7 / 1 9 9 5 1 4 / 0 8 / 1 9 9 5 2 8 / 0 8 / 1 9 9 5 1 1 / 0 9 / 1 9 9 5 2 5 / 0 9 / 1 9 9 5 0 9 / 1 0 / 1 9 9 5 2 3 / 1 0 / 1 9 9 5 0 6 / 1 1 / 1 9 9 5 2 0 / 1 1 / 1 9 9 5 0 4 / 1 2 / 1 9 9 5 1 8 / 1 2 / 1 9 9 5 J o u r s Q t é s Current VSM ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... TTP Value Added element Non Value Added element Cyclic elements list S1a: Unpacking S1b: Unpacking S1c: Unpacking S2: Cover assembly S3a: Bus Bar n° 1 assembly S3b: Bus Bar n° 1 assembly S4: Lifting product S5: Bus Bar n° 2 assembly S6a: Move to station 2 S6b: Move to station 2 S6c: Move to station 2 S7a: Placing frame S7b: Placing frame S7c: Placing frame S7d: Placing frame S7e: Placing frame S8a: Frame assembly (riveting) S8b: Frame assembly (riveting) S9: Paper work S10a: Assiding Product - move to station n° 1 S10b: Assiding Product - move to station n° 1 S10c: Assiding Product - move to station n° 3 Flow analysis: operation spent time Cyclic elements Metrics ( Video-film, stopwatch….) VA / NVA LEAN project roadmap : DMAIC Project Contract Définition du problème : Objectif : Justification: Étendue : Retombées prévues : Jalons du projet : IE / OEE KD = UT/DT KE = DT/OT KS = OT /TS Useful Time UT Frequential non VA Cyclic non VA Design Time DT Uncertai nties Non Quality CVD extern to process Operator activity Operation Time OT DVC support functions Time Spent TS Generate solutions A B C D 4 1 3 2 Simplified flowchart Just in Time Process ... ... ... ... ... ... ... ... Make the changes sustainable Event Cycle Production SIM Support Functions SIM SIM Prepare the rollout Monitoring Pilote Définitif Début Implementation planning 2 4 8 6 10 G 1 3 5 7 9 A B C D F E J I H G Implement the new process MADC / SIM / Architecture Quantify the project saving Global savings Actuel Proposition Voies de Progrès Constat Valeur ajoutée Approv isionner Déplacements Env oi ou év acuation CYCLE Fréquentiel Aléatoire Valeur ajoutée Approv isionner Déplacements Env oi ou év acuation Fréquentiel Aléatoire CYCLE Disponible Do the Pilot project MADC / SIM / Architecture

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