Six Sigma

SUR

quick changeover

Improve

reduce variability or eliminate the cause - Develop innovative solutions

Roles and Responsibilities

- Master black belts: full time process improvement positions - Blacks belts: coaches and trains other, team leaders - Green belts: individual who has mastered the basic skills - Yellow belts: basic knowledge of DMAIC and can assist green and black belts - Executive sponsors: key element in Six Sigma program - Champions - upper level manager maybe funding the project / control and allocate resources - Process owners: coordinates process improvement activites

Lean Foundations and Principles

- minimization of non-value added activities (muda) - decreased cycle times - single minute exchange of dies (SMED) - set-up reduction (SUR) - document and use of standard operating procedures - the use of visual displays for workflow and communication - total productive maintenance (TPM) - poka-yoke - principles of motion study and material handling - systems for workplace organization (5S approach) - just-in-time principles - a large number of kaizen methods - continuous flow manufacturing concepts - value stream mapping

Pareto Diagram Uses

-Analyze a problem from a new perspective -Focus attention on problems in priority order -Compare data changes during different time periods -Provide a basis for the construction of a cumulative line

Fishbone process

-Brainstorming -Prioritizing -Development of an Action Plan

Correlation originates from the following

-Cause and effect relationship -A relationship between once cause and another cause -A relationship between one cause and two or more other causes

Flow chart uses

-Organize a team for the purpose of organizing the process -Construct a flow chart to represent each process step -Discuss and analyze each step in detail... and ask the question.. "why do we do it this way?" -Compare the actual process to an imagined perfect process. -Identify if there is unnecessary complexity, duplication, or redundancy? -Identify if there are control points to prevent errors or rejects or if there should be -Identify if the process is running as it should or if improvement ideas may come from substantially different processes.

More Six Sigma definitions

-Six Sigma is a highly disciplined process that focuses on developing and delivering near-perfect products and services consistently. -Six Sigma is a business improvement approach that seeks to find and eliminate causes of mistakes or defects in business processes by focusing on outputs that are of critical importance to customers.

Benefits of cycle time reduction

-To please a customer -To reduce internal or external waste -To increase capacity -To simplify the operation -To reduce product damage (improve quality) -To remain competitive

The average American company is ____ sigma

4

Six Sigma

A business improvement approach that seeks to find and eliminate cause of defects and errors, reduce cycle times and cost of operations, improve productivity, better meet customer expectations, and achieve higher asset utilization

Trend (run) chart

A chart that presents data that is changing over time and will show patterns that indicate if a process is running normally or if desirable or undesirable changes are occurring.

Cause and Effect (Fishbone/Ishikawa) Diagram

A diagram that is used to depict the relationships between variables and to do the following: -Break problems down into bite-size piece -Display many possible causes in a graphic manner -Show how various causes interact -Follow brainstorming rules when generating ideas

Pareto Diagram

A form of column graph used to prioritize problems (or opportunities) so that the major problems (or opportunities) can be identified

Scatter Diagram

A graphic display of many XY coordinate data points which represent the relationship between two different variables. Also knowns as a correlation chart Every scatter diagram has an independent variable and dependent variable -Dependent (vertical axis) -Independent (horizontal axis)

Flow Chart (Process Map)

A map useful to people familiar with a process, as well as, to those that have a need to understand a process. -A flow chart can depict the sequence of products, containers, paperwork, operator actions, or administrative procedures.

Shutdown

Controls that force the problem to be corrected before resuming production, such as the vehicle electrical test mentioned above.

Autocorrection

Controls that provide an integrated test-feedback-repair loop, such as the spell-checker in a word processing program.

DMAIC

Define, Measure, Analyze, Improve, Control

Pareto Principle

In most situations a few problem categories (approximately 20%) will present the most opportunity for improvement (80%) or the 80-20 Rule

Kanban

Japanese work for "sign" and is a signal to internal processes to provide some products (cards, flags, space on the floor) -sign or indication of : part number, quantity, location

a large number of kaizen methods

Kaizen = Japanese word for continuous improvement

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Map of what the process looks like at any one point in time

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Map of what you would like the process to look like after you make the improvements.

Minimization of non-value added activities (muda)

Muda=Japanese word for waste. non value added activities are activities that the customer does not want to pay for

Non-Value Added Activities (Lean Wastes)

Overproduction - Producing too much at a particular point in time. Inventory - Parts, raw materials, WIP, supplies, finished goods Repair/Rejects (Defects) - Products (services) that were produced (delivered) incorrectly Motion - Extra unneeded movement of people Processing (Overprocessing) - Additional steps in the manufacturing process Waiting - Idle Time Transport (Transportation) - Unnecessary movement of products Also nonutilized human resources

Warnings

Provide quick feedback of a potential problem, like a smoke-alarm or the warning lights on your car instrument panel.

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Similar to Pareto Analysis, however the criticality (or potential safety or economic loss) of factors are considered which can result in a different analysis.

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Simple recording check sheet where you make checks when you complete something

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Tools for organizing and collecting facts and data to individuals and teams can make better decisions, solve problems faster, and earn management support.

Lean Management

a business improvement approach w the core idea is to maximize customer value while minimizing waste. Simply, lean means creating more value for customers w fewer resources

value stream mapping

a tool used to identify all of the activities involved in product manufacturing from start to finish. -A value stream map may include suppliers, production operations, and the end customer.

TPM

also total preventative maintenance

cycle time

average time between completed units; amount of time required to complete one transaction of a process

continuous flow manufacturing concepts

creating a product seamlessly with no inventory or waiting between the steps

Measure

data must be gathered to measure the response variable - Develop data collection plan, survey results

just-in-time principles

delivering the products at the right time in the right amount

Analyze

identify the root causes of defects, defectives, or significant measurement deviations whether in or out of specifications (the Xs, independent variable) - Where are the gaps and sources of variation?

SMED

involves reducing changeovers to a single minute (9 or less)

value stream mapping

mapping all of the physical and information flows of a product or service

poka-yoke

mistake proofing -permit 100% inspection -avoid sampling for monitor and control -inexpensive

Takt Time

pace of production -total available time / customer demand

Define

select the appropriate responses (the Ys) to be improved - Define the customers, CTQ, business processes, and map flow

Process

take number of occurrences and multiply them by the weightings and construct new Pareto Chart.

Appraisal costs

the costs associated with measuring, evaluating, or auditing production or services to ensure conformance to quality standards and performance requirements

Prevention costs

the costs of activities specifically designed to prevent poor quality

Failure costs

the costs resulting from products or services not conforming to requirements or customer/user needs that is, the costs resulting from poor quality o Internal failure: prior to delivery to customer o External failure: after delivery to customer

Recording Check Sheet

used to collect measured or counted data

Control

with the desired improvements in place, monitor the process to sustain the improvements - Develop an ongoing monitoring plan

5S approach

workplace organization techniques. 5S = sort, straighten, shine, standardize, sustain