LEAN TECHNOCRATS INDIA
PRIVATE LIMITEDPRIVATE LIMITED
www.leantechnocrats.com
Who We Are
We are pleased to introduce Lean Techno as Manufacturing, Consulting and Training
Service provider. The wide spectrum of hands on skills on various industry domains,
helps us to reduce risk and offer competitive cost.
� Vision:
To establish Lean Techno as a leading service brand of customer choice. We aim to
reach the unreached and provide seamless services with sense of ownership for the
growth of our customers, business partners, employees & society.
� Mission 2020:
Building passionate empowered & accountable Lean Techno team for catering long
term customer base by instilling organizational values of
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term customer base by instilling organizational values of
Care : for customer growth;
Challenge: the status quo
Courage: to take risk
Conviction: for success
Means for the companies to “Add To Profits”
LEAN TECHNO Lean Six Sigma Green Belt
Define>Measure>Analysis>Improve>ControlDefine>Measure>Analysis>Improve>Control
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LSSGB - Course Objectives
� Equips individual with structured problem
solving approach to deal with organization’s
road block to success.road block to success.
� Dive process improvement initiatives to
develop robust systems for the business and
deliver consistent output to customers
� Enhance decision making ability & analytical
skills which make lean six sigma recipients
stand out from the crowd.Average River
Depth -4ft
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Target Audience::
� Line managers, Leadership personnel fromall sectors of industry.
� Anyone who needs to develop thefundamentals of Lean manufacturingconcept.
LSSGB - Course Content
Module 1 : Continuous Improvement- Synergy of Lean & Six Sigma Sigma
Module 2 : Introduction to Lean & Six Sigma
Module 3 : Introduction to DMAIC- Define Phase
Module 4 : Measure Phase - QC tools & VSM
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Module 5 : Analysis Phase- Motion, Brainstorming
Module 6 : Improve Phase- Jidoka, SMED, Productivity
Module 7 : Control Phase- Pokayoke, Control chart
1.0 – Introduction to Continuous Improvement
& Synergy of Lean Six Sigma
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Is there a better approach to do our
work ?
“Here is Edward Bear, coming downstairs, bump, bump, bump,
on the back of his head, behind Christopher Robin. It is, as far ason the back of his head, behind Christopher Robin. It is, as far as
he knows, the only way of coming downstairs, but sometimes he
feels that there really is another way, if only he could stop
bumping for a moment and think of it“
- From “ Winnie the Pooh”
By A A Milne
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By A A Milne
What is Continuous Improvement
Continuous improvement is an ongoing effort to improve
products, services or processes. These efforts can seek products, services or processes. These efforts can seek
“incremental” improvement over time or “breakthrough”
improvement all at once.
The widely used methods & tools of continuous
improvement includes:
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improvement includes:
� Lean
� Six Sigma
� 8-Discipline (8D)
Continuous Improvement Model
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What is Lean Six Sigma
“It is a business process that allows companies to
drastically improve their bottom line by designing anddrastically improve their bottom line by designing and
monitoring everyday business activities in ways that
minimize waste and resources while increasing customer
satisfaction”.
Mikel Harry
Six Sigma Academy
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Six Sigma Academy
8D & Lean & Six Sigma Are
Complimentary
Six Sigma
Improves the capability of steps that do
add value.
8D
Fixes an accidental problem occurring
in a process due to special cause.
Lean
add value.
XX
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Together, 8D & Lean & Six Sigma provide a
holistic approach to continuous improvement.
Helps identify steps that don’t add value and provides
tools to eliminate them
What is Lean Six Sigma, cont.
� A way to understand Value from the viewpoint of the customer and eliminate Waste —
activities that don’t add value
� Operating with the minimum amount of Variation and optimal amount of resources
(material, machines, and manpower) required to add value to the product or service
� Operates on the following concepts:
� Elimination of non-Value-added work in the entire Value Stream
� Creating balance by running all processes in a continuous flow of value-adding
activities pulled by the Customer, through smaller and more frequent process
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activities pulled by the Customer, through smaller and more frequent process
quantities
� Reduction of Variation and Process Centering
� Continuous improvement through employee involvement
Synergism creates more Power because..
� Lean cannot bring a process under statistical control
� Six Sigma alone cannot dramatically improve process velocity and flow� Six Sigma alone cannot dramatically improve process velocity and flow
� Together, waste is eliminated and the cost of complexity is reduced
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Lean Applied in the DMAIC Methodology
Provides a Powerful Structure
� Six Sigma has given Lean additional focus:� Effect of Variability
� DMAIC (Define-Measure-Analyze-Improve-Control) structure� DMAIC (Define-Measure-Analyze-Improve-Control) structure
� Improvement infrastructure
� Voice of the Customer
� Focus on Quality
� Lean has given Six Sigma additional tools:� Analyze/Measure Phase:
• Value Stream Mapping, Time Trap Analysis
� Improve Phase:
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� Improve Phase:• Kaizen, Pull Systems, Setup Reductions, Work-Cells, Process Balancing, etc.
� Control Phase: • Takt Boards, Standard Work, Metrics & Dashboards, 5S
Six Sigma and Lean
� Six Sigma provides a “Unifying Framework”
� Six Sigma provides the over-riding methodology (DMAIC)� Six Sigma provides the over-riding methodology (DMAIC)
� Six Sigma provides the improvement infrastructure
� Six Sigma provides the burning platform for improvement
� Lean provides improvement tools and fast-attack approach to
“turbo-charge” improvement efforts
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Lean Six Sigma Is the Integration of Two
Powerful Business Improvement Approaches...
• Lean• Six Sigma
Culture+Quality+Customer Speed+Low Cost+Flexibility
• Lean
– Value stream mapping to identify Non
Value Add Cost
– Time Trap id and removal
– “Pull” from the Customer
– Setup and queue reduction
– Process flow improvement
– Total Productive Maintenance
– 5S Foundations
• Six Sigma
– Management Engagement
– Dedicated Infrastructure/People
– Voice of the Customer
– Statistical process control
– Design of Experiment
– Poka-Yoke
– Gage R&R
– Failure Modes Effect Analysis
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– 5S Foundations
– Kaizen for rapid improvement….– Failure Modes Effect Analysis
– Cause and Effect Analysis….
Lean Speed Enables Six Sigma Quality Lean Speed Enables Six Sigma Quality (Faster Cycles of Experimentation/learning)(Faster Cycles of Experimentation/learning)
Six Sigma Quality Enables Lean SpeedSix Sigma Quality Enables Lean Speed(Fewer Defects Mean Less Time Spent on Rework)(Fewer Defects Mean Less Time Spent on Rework)
The Lean Six Sigma Secret
RawRawProduction Process
The principal Lean Six Sigma insight is that:
• Material spends 95% of its time waiting, RawRaw
MaterialsMaterialsProduction Process
8 Week Total Cycle Time
Before ImprovementsBefore Improvements 40 Days40 Days
10 Days10 Days
Cycle Time
Reduction
75%
ReductionAfterAfter
• Material spends 95% of its time waiting, creating overhead cost
• 80% of the wait time is due to Time Traps caused by 20% of the activities
• They can be found using Time Trap analysis.
• Time Traps can be eliminated using Lean and Six Sigma tools.
• Lead time and WIP+ Finished Goods inventory can be reduced 50-80%
• Overhead + Quality Cost can be reduced by 20%
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ProductOrder
20%
These insights hold true for all processes
Six Sigma and Lean
• Are not mutually exclusive
Not only are they not mutually exclusive, they
• Are compatible
Not only are they compatible, they
• Are complementary
Not only are they complementary, they
• Are enablers of each other
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• Are enablers of each other
Not only are they enablers of each other, they
• Are in many cases necessary conditions of each other
1.1 Lean
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Lean Basic- Overview & Concept
‘Lean Manufacturing Concept’ is a generic process management philosophy which is derived mostly from ‘Toyota Production System.’
“All we are doing is looking at the time line from the moment the customer gives us an order to the point when we collect the cash. And we are reducing that time
line by removing the non-value-added wastes.”-Taichi Ohno,1988
Most business process are 90% waste and 10% value-added work
� Lean manufacturing focuses on eliminating waste in processes
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� Lean manufacturing focuses on eliminating waste in processes� Lean manufacturing is not about eliminating people� Lean manufacturing is about expanding capacity by reducing costs and shortening
lead time between order and ship date � Lean is about understanding what is important to the customer
Lean Basic – Principle of Lean
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Recognize and Specify Value
Three Types of Work:
Business Value
Activity that does not create
value but may be necessary
to the business
Pure WasteAny activity that uses
resources but creates no
value
Value-Added
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Value-Added
Value is judged by the customer .A process or activity that adds value to a product .Conventionally, VA has 3 dimensions:
�The activity changes the product in shape, size & weight towards completion�It is done right at first time (no rework)�The customer would be willing to pay for it
Lean Basic – 7 Waste (TIMWOOD)
The seven Types of Muda (Waste)…
• Transportation
• Inventory• Inventory
• Motion
• Waiting
• Overproduction
• Over Processing
• Defects
TIMWOOD
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Muda Exists In Every process… Eliminate it!
Lean Basic – 7 Waste (TIMWOOD)
(1)MUDA of Overproduction(1)MUDA of Overproduction
This MUDA occurs due to excessive production. Lean calls this the worst MUDA of all because it hides
Muda in Overproduction
MUDA of overproduction, it hides other MUDA.
(2)MUDA of Inventory(2)MUDA of Inventory
calls this the worst MUDA of all because it hides process problems and other MUDA
• Ties up working capital • Takes valuable space
MUDAMUDAMUDA MUDAMUDA
MUDA
Machine trouble
Waiting Defects
Depth of water
Bottom of the river
Conveyance
(Over p
rod
uction)
Mudain Inventory
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• Takes valuable space• Risk of obsolescence
((33)MUDA in Waiting)MUDA in Waiting
Mudain Inventory
Muda in Waiting
• Increases lead time• Increases work in process• Slows response to customer
Lean Basic – 7 Waste (TIMWOOD)
• Requires equipment• Increases handling damage• Necessary store… must minimize
Muda in Conveyance(4)MUDA in (4)MUDA in TransportationTransportation
• Necessary store… must minimize
(5)MUDA of (5)MUDA of OverOver--ProcessingProcessing
(6)MUDA in (6)MUDA in DefectsDefects
• Create delay• Increases opportunity for more defects• Do not add value by definition
• Upset customers• Consume Resources
Looking for
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• Consume Resources• Choke flow
(7)MUDA in Motion(7)MUDA in Motion
Defect
Muda in Motion
Lean Technocrats (I) Pvt. Ltd.Stop doing MUDA workStop doing MUDA work
Watching
• Ergonomic Concerns• Labor Efficiency• Wasted cycle time
Lean Basic – 7 Waste + 1 Waste
Unutilized resources of skill / knowledge ; Human Intelligence;
Skill and confidence are an unconquered army…
Lean Basic – Eliminate 7 Waste
Lean Manufacturing consists in to decrease and delete 7 main waste family (MUDA)
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Lean Basic – Push 7 Waste
Push the waste out of the line, up stream toward the suppliers
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Lean Basic – Takt Time
TAKTRhythm
MeterMeter
Takt time should be decide by the production volume required , which reflects sales conditions exactly, to manufacture what is needed , with the speed needed, in the amount needed.
Daily operating time (regular working hours)Takt time =
Daily production quantity required
Takt time is the time during which one product unit should be made
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Takt time is just math, but fundamental to Lean Manufacturing
The Heartbeat of the Business
3M : Muda, Muri & Mura
Muri: Waste of Overburden; Muri means giving heavy mental or physical burden,
this means trying to extract more than its normal capability.
Causes of Muri : �Working on processes you are not trained in
�Poorly laid out work places
�Cluttered workplaces
�unclear instructions
�Lack of proper tools and equipment
�Fluctuating demand
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�Fluctuating demand
�Lack of proper maintenance/ unreliable equipment
�Poor communication routes
�Unreliable processes
3M : Muda, Muri & Mura
Mura is the waste of unevenness or inconsistency;
Mura creates many of the seven wastes that we observe, Mura drives Muda! By Mura creates many of the seven wastes that we observe, Mura drives Muda! By
failing to smooth our demand we put unfair demands on our processes and people
and cause the creation of inventory and other wastes.
We first concentrate on ensuring that Mura is removed and creating a level predictable flow; this in turn highlights the Muri
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highlights the Muri(unreasonableness) within the system which can then be eliminated. By following this route we can eliminate the vast majority of Muda that is present within the system.
Define the Value Stream
A Value Stream is all of the actions, both value-creating and non value-
creating, required to bring a product from order to delivery including actions creating, required to bring a product from order to delivery including actions
to process information from the customer and actions to transform the
product on its way to the customer.
Product Flow
Information
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Product Flow
Material
Create Flow Without Waste
• Create Balanced Flow
What it
really is
What it
should be
What it
could be
• Create Continuous Flow
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Balanced Flow
Storage
• If all operations have different flow
rates:
� IMBALANCE: Storage
Tank� IMBALANCE:
– Extra equipment
– Extra cost
– Extra time
• If all operations have the same flow
rate:
� BALANCE:
– Least equipment
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– Least equipment
– Least cost
– Least time
Continuous Flow
• The ideal is continuous flow, like the flow through a pipe:
• In traditional processes, work moves in batches • In traditional processes, work moves in batches
• Reducing the move quantity and increasing the move frequency will make the flow
“more” continuous:
• Continuing to reduce move quantity and increase move
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• Continuing to reduce move quantity and increase move
frequency will ultimately result in a one-at-a-time flow:
Create Pull
Process A Process B Process C
Inventory
Pull: a system in which work is done only in response
to a signal from the customer or from a downstream process
CustomerSupplier
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Internal or External
The hidden problems can sink you!
Inspections Customer returns
Traditional Non-Quality Costs
(easier to identify)
Scrap
Rework Product recalls
Lost sales, poor margins
Additional Non-Quality Costs
(harder to measure)
BreakdownsCredit Notes 4-6%
25-35%
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Lost Opportunities
Late delivery
Excessive Cycle Time
Extra Delivery Cost
Excessive inventoryLoss of credibility
Wasted capacity
Slow time to market
Demotivated people
Insurance cost
Decreasing MarginToo many product redesigns
Lean Principle – Advantage
• Reduced levels of inventories.
• Reduced space requirements.• Reduced space requirements.
• Increased product quality.
• Reduced lead times.
• Greater flexibility in product mix.
• Smoother production flow.
• Increased productivity levels.
• Worker participation in problem solving.
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• Worker participation in problem solving.
• Pressure for good vendor relationships.
• Reduced need for indirect labor.
1.2 Six Sigma
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Are we looking at the variation?
Don’t worry, Don’t worry, Don’t worry, Don’t worry,
That rope is That rope is That rope is That rope is
one inch thick one inch thick one inch thick one inch thick
on average. on average. on average. on average.
““““““““If I had to reduce my message to If I had to reduce my message to
W. E. Deming, 1900 ~ 1993
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““““““““If I had to reduce my message to If I had to reduce my message to management to just a few words, I’d say it management to just a few words, I’d say it
all had to do with all had to do with reducing variationreducing variation””
W. Edwards DemingW. Edwards Deming
To control a process, you need to
understand its variation
σ or « Sigma »: Common measure of the distribution / variation of a process
Not centeredCenter XX
XXXXXXX
XX
XCenter
the Process
Six Sigma
method
XXXXXXX
On-target
X
XXXXX
XXXXXXXX
SpreadSpread
XXX
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Reduce the
Spread
SpreadSpread
X
X
X
XX
X
X
XXX
m
Normal distribution helps to model,
understand and predict process behaviour
Thank you, Gauss!Thank you, Gauss!
s =
34.13%
13.60%2.14% 2.14%0.13% 0.13%
34.13%
13.60%1 s13.60%
s =
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-3s -2s -1s m +1s +2s +3s
68.26%
95.46%
99.73%
0.13% 0.13%
Get “6σσσσ” on your key processes within
Customer Specifications limit
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- 6s -5s -4s -3s -2s -1s +1s +2s +3 s +4s +5s +6s
99.9999998% ‘good’LowerLower
SpecificationSpecificationLimitLimit
HigherHigherSpecificationSpecification
LimitLimit
Why Six Sigma
• Six Sigma can be used in any business area.
– From Marketing to Manufacturing
– From Product Development to Inventory
– From Planning to Shipping
• If there is a process, Six Sigma can improve it.
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DMAIC Methodology
● DDDD EFINE the problem and what the customer requires
MMMM● MMMMEASURE process and operation parameters related to the problem
● AAAANALYSE data and determine causes of the problem
● IIIIMPROVE the process to remove the causes of defects
CCCC
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● CCCCONTROL the improved process to ensure that problems don’t reoccur
Capturing What Is Important …
… The Voices of Lean Six Sigma…
• All Lean Six Sigma approaches include powerful techniques for
understanding the problem we are trying to solve
– Voice of Customer
Voice
of
Customer – Voice of Customer
– Voice of Process
– Voice of Business
• These techniques are useful for understanding:
Customer
Voice
of
Process
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• These techniques are useful for understanding:
– Customer requirements and needs
– Process performance and capability
– Business priorities and trends
Voice
of
Business
2.0 Structured Problem Solving
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Benefits of Structured Problem
Solving
● Remove time lost in debate
● Identify weak points in processes
● Discover systemic causes
● Explain with reasons why an incident occurred
● Gives a factual representation of the incident
● Compare what actually happened against what should have happened,
at any point during the incident
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Structured Problem Solving to
Ensure
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How to Solve Problems ?
� Plan
The Problem Solving process is based upon
� Plan
� Do
� Check
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� Act
How to Solve Problems ?
D1
D2
Assemble a
Cross-Functional Team
Describe the Problem
PD2
D3
D4
D5
Develop & Implement
Containment Actions
Describe the Problem
Identify & Verify Root Causes
Develop & Validate
Corrective Action Plan
C
D
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D6
D7
D8
Implement & Check
Corrective Actions
Develop and Implement
Preventive Actions
Communicate Results,
Recognize the Team, and Close 8D
A
C
What is a Problem
A Problem is
� An undesirable result of a job
� One which has a negative impact on customer / self
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What is a Problem
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What is a Problem
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What is a Problem
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What is a Problem
Problem Type I
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What is a Problem
Problem Type II
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What is a Problem
Problem Type III
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Problem Vs Symptoms
● Classic symptoms of underlying problems:
● Low or declining sales
Declining renewals of annual memberships● Declining renewals of annual memberships
● Declining profits
● Declining share (in a growing market).
● Customer satisfaction is low
● Symptoms can be seen as either:
● a change indicating adverse consequences or
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a change indicating adverse consequences or
● imply an emerging market opportunity
Treating Symptoms
● Cutting prices
● Heavy use of consumer coupons, promotions to retailers and wholesalers.
● Both address sales and market share, however, there maybe no sustainable
profit, more likely less profits, for the long term.
● An underlying problem is more important because it leads to research that
will correct the current situation and subsequent situations.
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will correct the current situation and subsequent situations.
Treating Symptoms
Head Ache (symptom)Stomach pain (symptom)
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Eye sight problem
(Root cause)Bad food (root cause)
Don’t take painkillers; get
eyes checked upDon’t take pain reliever;
change food habits
CORRECT THE ROOT CAUSE; DON’T SUPPRESS ONLY THE
SYMPTOMS
What is Improvement all about?
The goal of any process improvement effort in a process is to:
– Minimize variation among the various transactions
– Move towards target, such that every transaction falls within what
is considered acceptable limit …. or the upper or lower customer
specification.
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Do you know
where your
target is?
3. DMAIC Methodology
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3.1 DEFINE
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Define Deliverables
● By the end of Define, you should be able to:
● Define why your project is important
D M A I C
Define why your project is important
● Determine what business goals your project must achieve to be successful
● Identify who the key players are for your project
● Identify the boundaries (budget, time, resources) that have been placed on your project
● Understand the key process that you will focus on (including its Suppliers, Input, Outputs,
and Customers)
● Determine your customer requirements
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Define Activities
D M A I C● Project Charter
● SIPOC Analysis
● Voice of the Customer (VOC)● Voice of the Customer (VOC)
Voice of the
Customer
SIPOC +
Process mappingProject Charter
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Purpose of a Project Charter
D M A I C
● A project charter is an agreement between the Sponsor, GB/BB, and the
project team: project team:
The charter helps you:
● Clarify what is expected of you, the team, and ultimately the Process Owner
● The business issue (problem) that you have to address
● Key process measures
● Resources and project plan
● Keep the team focused
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● Keep the team focused
● Track changes to the project over time
Focusing on the Problem Statement
D M A I C
• There’s an old joke that goes:There’s an old joke that goes:
“How do you eat an elephant?”
“One piece at a time!”
• The same premise holds for Six Sigma projects: The problem statement needs to be
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• The same premise holds for Six Sigma projects: The problem statement needs to be broad enough that it’s worthwhile, but narrow enough to be possible.
• After data has been collected, it is usually necessary to focus on the problem statement so that the team selects the right data for detailed analysis.
How Focused Is Focused?
D M A I C
• There are no rules that tell you when a problem is focused There are no rules that tell you when a problem is focused
enough. Use the results of your ‘measure’ phase – what was
the most important problem, (Pareto chart may help here)
• The goal is to narrow the problem definition so you can use
your time and resources most effectively
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• A focused problem definition describes specifically – What occurs,
– When or under what circumstances it occurs, and/or
– Who is involved
Focusing on the Problem Statement
D M A I C
• A good problem statement answers:
– What problem is the team addressing?– What problem is the team addressing?
– What is the magnitude and trend of the problem?
– What is the baseline performance?
• Bad example:
– We get more burnt pizzas towards the end of the week
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• Good example:
– We get 50% more burnt pizzas on Friday evening,
between 9.00pm and 11.00pm.
Focusing on the Problem Statement
D M A I CPoor service at theRoyal Court Hotel
What: Poor service
Broad or
vague
Somewhat
focusedNarrow
focus• A poorly focused problem
statement does not answer as What: Poor service
Late room service at the Royal Court Hotel.
What: Poor service
What type of service: Room service
What about the service: It is late
Late room service
Broad or
vague
Somewhat
focusedNarrow
focus
statement does not answer as
many questions as a well
focused problem statement.
• Focus a problem statement by
answering who, what, when,
where, and which.
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Late room service between 6 a.m. and 8 a.m. on weekdays at the Royal Court Hotel. What: Poor service
What type of service: Room service
What about the service: It is late
When is this problem the greatest: Between 6 a.m. and 8 a.m. on weekdays
Broad or
vague
Somewhat
focusedNarrow
focus
where, and which.
Focused Problem Statements:
Examples
D M A I C
Broad,
vague
Somewhat
focused
Narrow
focusSituation
vague focused focusSituation
Shipping Shipments
routinely miss promised
delivery dates
Orders for spare parts
routinely miss target
delivery dates by 2
weeks
Filling Poor surface Surface quality of Surface quality of
sutures type W441
Late Shipments
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Filling Poor surface
quality
Surface quality of
sutures W441
fails to meet spec 4711
sutures type W441
not acceptable
Injuries Muscle strains High number of back
muscle strains among
material handlers
High number of
muscle strains
among warehouse
personnel
Overview Of Process Mapping
D M A I C
In order to correctly manage a process, you must be able to describe it in a way that can be easily understood.way that can be easily understood.
– The preferred method for describing a process is to identify it with a generic name, show the workflow with a Process Map, and describe its purpose with an operational description.
– The first activity of the Measure Phase is to adequately describe the process under investigation.
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FinishStep A Step B Step C Step DStart
Information From Process Mapping
D M A I C
By mapping processes, we can identify many important characteristics and develop information for other analytical tools:develop information for other analytical tools:
1. Process inputs (X’s)
2. Supplier requirements
3. Process outputs (Y’s)
4. Actual customer needs
5. All value-added and non-value added process tasks and steps
6. Data collection points
•Cycle times
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•Cycle times
•Defects
• Inventory levels
•Cost of poor quality, etc.
7. Decision points
8. Problems that have immediate fixes
9. Process control needs
Process Mapping
D M A I CThere are usually three views of a process:
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Types Of Process Maps
D M A I CThe Linear Flow Process Map
Calls Calls Calls for
Order
Pizza Correct
Customer Hungry
Take Order
Make Pizza
Cook Pizza
Box Pizza
Deliver Pizza
Customer Eats
Calls for
Order
Pizza Correct
Customer Hungry
Take Order
Make Pizza
Cook Pizza
Box Pizza
Deliver Pizza
Customer Eats
As the name states, this diagram shows the process steps in a sequential flow, generally
ordered from an upper left corner of the map towards the right side.
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Types Of Process Maps
D M A I C
Calls for Customer Customer
Cus
tom
er
Calls for Customer Customer
Cus
tom
erC
usto
mer
The Deployment-Flow or Swim Lane Process Map
Calls for Order
Customer Hungry
Take Order
Make Pizza
Cook Pizza
Box Pizza
Customer Eats
Cus
tom
erC
ashi
erC
ook Pizza
Correct
Calls for Order
Customer Hungry
Take Order
Make Pizza
Cook Pizza
Box Pizza
Customer Eats
Cus
tom
erC
ashi
erC
ook
Cus
tom
erC
ashi
erC
ook Pizza
Correct
77www.leantechnocrats.com
Deliver Pizza
Del
iver
er Deliver Pizza
Del
iver
erD
eliv
erer
The value of the Swim Lane map is that is shows you who or which department is responsible for the steps in a process. This can provide powerful insights in the way a process performs. A timeline can be added to show how long it takes each group to perform their work. Also each time work moves across a swim lane, there is a “Supplier – Customer” interaction. This is usually where bottlenecks and queues form.
Types Of Process Maps
D M A I CThe SIPOC “Supplier – Input – Process – Output – Customer” Process Map
Process Outputs CustomersSuppliers RequirementsInputs Process
r See Below
Outputs
r
r
r
r
r
r
r
Bake order
Price
Order confirmation
Data on cycle time
Order rate data
Order transaction
Delivery info
Customers
r
r
Cook
Accounting
Suppliers
r
r
r
r
ATT Phones
Office Depot
TI Calculators
NEC Cash Register
Requirements
r
r
r
r
r
r
Order to Cook < 1 minute
Complete bake order
Correct bake order
Correct address
Correct Price
Complete call < 3 min
Inputs
r
r
r
r
r
r
r
r
r
Pizza type
Size
Quantity
Extra Toppings
Special orders
Drink types & quantities
Other products
Address
Phone number
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Call for an Order
Answer Phone
Write Order
SetsPrice
Confirm Order
Address & Phone
Order to Cook
Level 1 Process Map for Customer Order Process
r
r
r
r
Address
Time, day and date
Name
Volume
Project Selection Reduces Number
of Projects and Provides Focus
D M A I C
Hig
h
Before Project Selection Process
Process-in-Projects Time Lead Process =
Effort
Eco
no
mic
Va
lue
HighLow Med
Low
Me
dH
igh
After Project Selection Process
Lean Six Sigma Projects
• Best for complex projects where root cause of problem is not understood
• Thorough measurement and analysis prior to implementation
• Typical 1 to 4 month project duration
Rate CompletionProject
Process-in-Projects Time Lead Process =
79www.leantechnocrats.com Effort
Eco
no
mic
Va
lue
HighLow Med
Hig
hLo
wM
ed
Lean Six Sigma Kaizen Projects
• Best for low complexity projects where known
solution(s) can be applied
• High bias for action and implementation
• 5 day High Speed “Mini” DMAIC
3.2 MEASURE
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Measure Phase Objective
● As is Process MapD M A I C
● Validated Measurement System Analysis
● Operational definition
● Measurement system analysis
● Baseline Process Capability/Performance (CP, CPK, Sigma Level)
● Create graphs and charts that convert data into meaningful information
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Data Help Us . . .
D M A I C
• Most of us cannot keep all the data in our minds. We tend to • Most of us cannot keep all the data in our minds. We tend to
remember the very good and the very bad, and we can often
jump to conclusions based on hunches.
• Data help us:
– Select projects
– Determine the baseline performance or the extent of the problem
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– Determine the baseline performance or the extent of the problem
– Find root cause(s)
– Determine if an improvement worked
– Hold the gains
Baseline Measurement:
D M A I C
How to measure Baseline ( Current ) Performance level
??
Concept of :
- Mean
- Median
- Mode
Central
Tendency
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- Mode
- Standard Deviation
- Range
Variation
Measure of Central Tendency
D M A I C
The average data point value within a data set. It is normally denoted by X (for
sample) or μ ( for population)
Mean :
sample) or μ ( for population)
Mean = Number Of Values
Summation Of All Values
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Mathematically X
n
i =1
xi
=
Measure of Central Tendency
D M A I CMedian :
The middle value when the measurements are arranged in order of magnitude ( The middle value when the measurements are arranged in order of magnitude (
ascending or descending)
Median =( n / 2 )nd Value + (n / 2 + 1 )th Value
2
; When n is even
[(n+1) / 2 ) ]nd Value ; When n is oddMedian =
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Mode :
The value or data point which has maximum frequency of occurrence.
Statistic and Applicability
D M A I C
When not to useWhen to useStatistic When not to useWhen to useStatistic
• To find out most common
central tendency of the data
•When the data is highly
skewed
• When the data has extreme
values included
• When data points are very
large and does not have
extremes, mean provides a
• When the data is highly skewed
• When no. of data points are small
• When the data has extreme values
Mean
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extremes, mean provides a
better measure of location
• When the data has extreme values
included
• When the data is categorical
/qualitative
• When the data spread is very
thin
Median
Mode
Measure of Spread
D M A I C
Range :
It is the difference between the highest value and the lowest value.
R= Max. value – Min. Value
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Measure of Spread
D M A I C
It is the square root of the average of the squared differences between data
points and the mean. It is denoted with the Greek letter σ (sigma)
Standard Deviation :
points and the mean. It is denoted with the Greek letter σ (sigma)
If X1, X2, ........ ...... Xn are individual values and X is the Mean
(X1-X)2 + (X2 -X)2 + ......... (Xn - X)2
n
=σ
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i = 1
n
n(Xi - X)2
=σ
The standard deviation measures how
concentrated the data are around the mean;
the more concentrated, the smaller the
standard deviation.
Process Capability
D M A I C
● The inherent ability of a process to meet the expectations of the customer without
any additional efforts*.any additional efforts*.
● Provides insight as to whether the process has a:
● Centering Issue (relative to specification limits)
● Variation Issue
● A combination of Centering and Variation
● Allows for a baseline metric for improvement.
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*Additional Efforts = Time, Money, Manpower, Technology, and Manipulation
Process Capability
D M A I C
LSL USLAverag
Off target
LSL USLAverage
Incapable
Capable andon target
Average
Target
LSL USLge
Target
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LSL USLAverage
Target
Steps To Capability
D M A I C
Select Output for Improvement
Verify CustomerRequirements
#1
Requirements
Validate Specification
Limits
Collect Sample Data
#2
#3
#4
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Determine Data Type
(LT or ST)
Check data for normality
Calculate Z-Score, PPM, Yield, CapabilityCp, Cpk, Pp, Ppk
#5
#6
Check Sheet
D M A I C
Check Sheet : What is it?
A checklist is data gathering Tool• A checklist is data gathering Tool
• Generally checklist is a paper form on which items to checked are pre printed so that data can be collected easily & precisely.
Check Sheet : Why use it?
• To make data gathering easy
• To arrange data automatically – So that it can be used easily later on
Check Sheet must help:
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Check Sheet must help: • In determining source of data
• Enabling easy use of data
Check Sheet
D M A I C
Check sheet Preparation: Check sheet Preparation:
• Decide Purpose of data recorded in Check sheet.
• Purpose can be determining:
– Variation in the Quality Characteristics of a Process
• Applicable for Histogram, Control Charts
– Difference between Groups/Batches/Machines
• Applicable for Pareto Diagram
– Relationship between two Characteristics
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– Relationship between two Characteristics
• Applicable for Scatter Diagram
Check list for Production Process
Variation
D M A I C
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Check Sheet for Wedge Hardness
D M A I C
RANGE TALLY MARK FREQUENCY
> 169 < 183 //// // 7
> 183 < 197 //// /// 8
> 197 < 211 //// // 7
> 211 < 225 //// // 7
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> 225 < 239 //// //// //// //// //// // 27
> 239 < 253 //// //// // 12
> 253 < 267 //// / 6
> 267 < 281 // 2
Defective Items Check Sheet
D M A I C
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Defective Location Check Sheet
D M A I C
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Bar Graph
D M A I CBar Graph: What is it?– Graphical representation of data you have gathered in a check sheet– The type of data represented in a bar graph is the number of
occurrences measured in different categories of data
Bar Graph: When to use it?
– it is used when the information corresponds to a nominal scale (a counting of occurrences)
– and when one wants to compare two or more groups
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– and when one wants to compare two or more groups
Bar Graph
D M A I CBar Graph: How to use it?– Draw vertical and horizontal axis– On the vertical axis, create a scale to measure the frequencies of the – On the vertical axis, create a scale to measure the frequencies of the
variable (e.g., number of users of number of times)– On the horizontal axis, note the nominal scale (different qualities of the
variables) e.g. male/female, inpatient/outpatient, types of contraceptives, etc. It does not matter in what sequence the data categories are listed
– Draw a rectangle for each quality of the variable. The height represents the frequency with which that characteristic was observed.
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Bar Graph
D M A I CBar Graph: How to use it?
Event Registration Nurse Doctor LabEvent Registration Nurse Doctor Lab
Monday 120 min. 60 min. 90 min. 50 min.
Tuesday 140 min. 20 min. 30 min. 40 min.
Wednesday 30 min. 20 min. 25 min. 30 min.
Thursday 40 min. 15 min. 30 min. 40 min.
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Thursday 40 min. 15 min. 30 min. 40 min.
Friday 80 min. 50 min. 80 min. 50 min.
Average for Week
62 min. 30 min. 50 min. 40 min.
Bar Graph
D M A I CWaiting Time for different services in the Hospital
50
100
150
Waiting Time
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0
1 2 3 4 5 6
Average Waiting Time in Minutes
Pareto Diagram
D M A I CPareto Diagram: What is it?
� A technique to segregate vital few from trivial many
� Named after Italian Economist - Vilfredo Pareto� Named after Italian Economist - Vilfredo Pareto
� Works on "80-20" rule
� Helps to bring “Focus” by Prioritization Principle
� Prepared by Plotting Integrated Percentages
Pareto Diagram: When to use it?
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Pareto Diagram: When to use it?
� To understand where problem is: Define & Measure Phase
� To understand what is the cause: Analyse Phase
You may need many Pareto Diagrams depending on number of classifications you are analysing
Pareto Diagram
D M A I CPareto Diagram: How to use it?
1. Design a data tally sheet list the items, with space to record their totals
2. Fill out the tally sheet and calculate the totals
3. Make a Pareto diagram data sheet listing the items, their individual totals,
cumulative totals, percentages of overall total, and cumulative percentages
4. Arrange the items in the order of quantity, and fill out the data sheet
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Pareto Diagram
D M A I CPareto Diagram: How to use it?
5. Draw two vertical axis and a horizontal axis
I) Vertical axis I) Vertical axis
a) Left hand vertical axis; Mark this axis with a scale from 0 to the overall total
b) Right hand vertical axis; Mark this axis with a scale from 0% to 100%
II) Horizontal axis
Divide this axis into the number of intervals to the
number of items classified
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Pareto Diagram
D M A I CPareto Diagram: How to use it?6. Construct a bar diagram
7. Draw the cumulative curve (Pareto curve)
Mark the cumulative values (cumulative total or cumulative percentage), above Mark the cumulative values (cumulative total or cumulative percentage), above
the right-hand intervals of each item, and connect the points by a solid line
8. Write any necessary items on the diagram
I) Items concerning the diagram
Title, significant quantities, units, name of drawer
II) Items concerning on data
Period, subject and place of investigations, total
number of data
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Data Sheet for Pareto Diagram
D M A I C
Type of Defect
No of defects
Cumulative Total
% of Overall Cumulative Percentage Defect defects e Total Total Percentage
Strain 104 104 52 52
Scratch 42 146 21 73
Pinhole 20 166 10 83
Crack 10 176 5 88
Stain 6 182 3 91
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Stain 6 182 3 91
Gap 4 186 2 93
Others 14 200 7 100
Total 200 - 100 -
Pareto Diagram
D M A I C
No of defects1
0 9
0 8
0 7
0 6
0 5
0 4
0 3
0 2
0 .1
0
No
of
De
fect
s
No of defects
6080
100120140160180200
No of defects
Cu
mu
lati
ve P
erc
en
tag
e
10
90
80
70
60
50
40
30
20
.10
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No
of
De
fect
s
0204060
Strain
Scratch
Pinhole
Crack
Stain
Gap
Others
Type of Defects
Cu
mu
lati
ve P
erc
en
tag
e
How a Pareto Diagram Helps to Solve
Problems
D M A I C
� It identifies the biggest contributor.
� It breaks a big problem into smaller pieces.
� Directs the focus to real problems whose solutions bring
quantum improvement.
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Data on Rejection in Foundry: Class
Work
D M A I CType of Defect Rejected
Blow hole 20
Porosity 35Porosity 35
Misrun 5
Cold shut 11
Sand inclusion 4
Shift 10
Mechanical damage 24
Poor strength 2
Cracks 2
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Cracks 2
Others 2
Prepare Pareto Diagram and guide which problems should be prioritized
Histogram
D M A I CHistogram: What is it?
– A diagram that graphically depicts the variability in population under study
(a process or lot)(a process or lot)
1. To visually understand the general tendency of data distribution.
2. To know the approximate data mean.
3. To know the outline of data distribution,
4. To compare data distribution with the specification value or standard value..
Histogram: Why & When use it?
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4. To compare data distribution with the specification value or standard value..
Steps for Making Histogram
D M A I C1. Obtain a set of 50 to 100 (N) observations as shown below:
Sample Number
Results of MeasurementNumber
1-10 2.510 2.517 2.522 2.522 2.510 2.511 2.519 2.532 2.543 2.525
11-20 2.527 2.536 2.506 2.541 2.512 2.521 2.521 2.536 2.529 2.524
21-30 2.529 2.523 2.523 2.523 2.519 2.538 2.543 2.538 2.518 2.534
31-40 2.520 2.514 2.512 2.534 2.526 2.532 2.532 2.526 2.523 2.520
41-50 2.535 2.523 2.526 2.525 2.532 2.530 2.502 2.530 2.522 2.514
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41-50 2.535 2.523 2.526 2.525 2.532 2.530 2.502 2.530 2.522 2.514
51-60 2.533 2.510 2.542 2.524 2.530 2.535 2.522 2.535 2.540 2.528
61-70 2.525 2.515 2.520 2.519 2.526 2.542 2.522 2.542 2.540 2.528
71-80 2.531 2.545 2.524 2.522 2.520 2.519 2.519 2.529 2.522 2.513
81-90 2.518 2.527 2.511 2.519 2.531 2.527 2.529 2.528 2.519 2.521
Steps for Making Histogram
D M A I C2. Obtain the maximum value and minimum value:
Sample Number
Results of Measurement Maximum Value of the Line
Minimum Value of the Line
1-10 2.510 2.517 2.522 2.522 2.510 2.511 2.519 2.532 2.543 2.525 2.543 2.510
11-20 2.527 2.536 2.506 2.541 2.512 2.521 2.521 2.536 2.529 2.524 2.541 2.506
21-30 2.529 2.523 2.523 2.523 2.519 2.538 2.543 2.538 2.518 2.534 2.543 2.518
31-40 2.520 2.514 2.512 2.534 2.526 2.532 2.532 2.526 2.523 2.520 2.534 2.512
41-50 2.535 2.523 2.526 2.525 2.532 2.530 2.502 2.530 2.522 2.514 2.535 2.502
51-60 2.533 2.510 2.542 2.524 2.530 2.535 2.522 2.535 2.540 2.528 2.542 2.510
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51-60 2.533 2.510 2.542 2.524 2.530 2.535 2.522 2.535 2.540 2.528 2.542 2.510
61-70 2.525 2.515 2.520 2.519 2.526 2.542 2.522 2.542 2.540 2.528 2.542 2.515
71-80 2.531 2.545 2.524 2.522 2.520 2.519 2.519 2.529 2.522 2.513 2.545 2.513
81-90 2.518 2.527 2.511 2.519 2.531 2.527 2.529 2.528 2.519 2.521 2.531 2.511
The Largest Value 2.545
The Smallest Value 2.502
Steps for Making Histogram
D M A I C
3. Determine the number of classes: Let these be between 5-20, Say it is “K”. Generally to
decide the number of classes, divide the range by 1, 2 or 5 (their fractions or multiples). Indecide the number of classes, divide the range by 1, 2 or 5 (their fractions or multiples). In
this case, the range is 0.043 and if it divided by 0.002 or 0.005 or 0.010, we will get
- 0.043 / .002 = 21.5 ~ 22
- 0.043 / 0.005 = 8.6 ~ 9
- 0.043 / 0.010 = 4.3 ~ 4
Therefore, number of interval of classes be taken as 9.
4. Determine class width rounded off to a convenient figure. So that it covers minimum and
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4. Determine class width rounded off to a convenient figure. So that it covers minimum and
minimum value both
c = Max – Min = 0.043 / 9 ~ 0.005K
Steps for Making Histogram
D M A I C
5. Calculate the class boundaries so that it covers minimum and maximum valueboth. In this case, let the boundary be 2.5005 and 2.5055.both. In this case, let the boundary be 2.5005 and 2.5055.
NOTE: First class boundary should contains smallest value and boundary value falls onhalf of the unit of measurement)
6. Calculate the mid point of first class by sum of the upper and lower boundaries offirst class i.e. (2.5005 + 2.5055) / 2 = 2.503. Mid point of second class shall be(2.5055 + 2.5105) / 2 = 2.508 and so on.
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Steps for Making Histogram
D M A I C7.Using above information, make a frequency table as given below:
SlNo.
Class Mid-Point of Class x
Frequency No. x
1 2.5005-2.5055 2.503 1
2 2.5055-2.5105 2.508 4
3 2.5105-2.5155 2.513 9
4 2.5155-2.5205 2.518 14
5 2.5205-2.5255 2.523 22
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5 2.5205-2.5255 2.523 22
6 2.5255-2.5305 2.528 19
7 2.5305-2.5355 2.533 10
8 2.5355-2.5405 2.538 5
9 2.5405-2.5455 2.543 6
Total --- 90
Steps for Making Histogram
D M A I C8. Mark the horizontal axis with the class boundary values.
9. Mark the vertical axis with a frequency scale 9. Mark the vertical axis with a frequency scale
10. Erect the rectangles over the class interval having area proportionto the frequencies.
11. Draw a line on the Histogram to represent Mean, number of data points and standard deviation
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Histogram of Previous Data
D M A I C
Frequency
2 5
2 0
1 5
1 0
2 .5 2 4 7
H i s to g r a m o f S h a f t D i a
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S h a f t D ia
F
2 .5 42 .5 32 .5 22 .5 1
1 0
5
0
Types of Histogram
D M A I C
FR
EQ
UE
NC
Y
µµµµ µµµµ
FR
EQ
UE
NC
Y
MEASURED DATA
µµµµ µµµµ
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Histogram Versus Specifications
D M A I C
L S L U S L
Not
Acceptable
9 . 08 . 88 . 68 . 48 . 28 . 07 . 8
L S L U S L
Just
Acceptable
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8 . 7 0 08 . 6 2 58 . 5 5 08 . 4 7 58 . 4 0 08 . 3 2 58 . 2 5 0
8 . 6 48 . 5 68 . 4 88 . 4 08 . 3 28 . 2 4
L S L U S L
Acceptable
Bore Diameter of Bushes – Sample
Data
D M A I C
10.77 10.76 10.73 10.75 10.78Specs :10.75+0.05
10.76 10.79 10.75 10.75 10.76
10.77 10.78 10.76 10.78 10.75
10.80 10.77 10.74 10.79 10.74
10.72 10.75 10.82 10.76 10.73
10.76 10.77 10.79 10.76 10.77
10.75 10.76 10.77 10.78 10.75
Specs :10.75+0.05
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10.75 10.76 10.77 10.78 10.75
10.81 10.74 10.81 10.74 10.73
10.75 10.78 10.76 10.80 10.77
10.74 10.79 10.78 10.77 10.80
Draw Histogram & compare against Specification
Value Stream Mapping
"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" –
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–The MEP Lean Network
Objective - Value Stream Mapping (VSM).
1. What is Value Stream Mapping (VSM)?
Value Stream Mapping is a key tool in Lean Manufacturing System Principles:
i. This tool can be extended out of the confines of the organization to look at i. This tool can be extended out of the confines of the organization to look at
the every process steps by customer throughout the supply chain.
ii. VSM is a visual method of mapping the flow of materials and information
from the customer & throughout manufacturing processes plus supply
chain to deliver the end cover expectations.
2. What is Value Stream Mapping (VSM)?
Value Steam Mapping enables you to identify the wastage in your processes.
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Value Steam Mapping enables you to identify the wastage in your processes.
i. Value Stream Mapping is to analyze and identify the Non Value Add
(NVA) activities.
ii. Value Stream Mapping identifies the flow of material and information in
each detail process, to analyze and to surface out the Non Value Add
(NVA) activities and opportunities for Kaizen
Objective - Value Stream Mapping (VSM).
3. What is the benefits of Value Stream Mapping (VSM)?
i. Identifies the complete Operational processes not just a single process.
ii. Gain a better understanding of the linkages between material and
information flow, creates the basic for an effective lean implementation
plan by designing how a facility’s End to End material and information
flow could operate.
iii. Allows you to identify the sources of waste and Scope out kaizen
activities
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activities
iv. Enable the entire organization to understand and visually creates awarness
across multi functional teams
v. The current state map and future state map helps form an implementation
plan for change and improvements.
Value Stream Mapping vs Process Mapping
Value Stream Mapping is…
• A roadmap for lean changes
• Integrates material and
Process Mapping is…
• A tool to map work process steps• Integrates material and
information flow
• Provides a lean implementation blueprint
• Identifies specific lean tools to use
• Clarifies the sequence for lean implementation
• Typically used by engineers as a
method to understand and
improve processes.
• Activity focused.
• A sequence of activites to
produce output.
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• Avoids “Point kaizen”- Silo improvement.
• Enables “System Kaizen” improvements- whole value stream improvement.
produce output.
• Sets checks /measures at
input/output points.
How to plot VSM ?
Inventory
VSM key element:
Material flow
Process flow
PROCESS A PROCESS B PROCESS C PROCESS D
Detail Process steps
Documentations/ Formats
Cycle time/ TT/ LT
Process flow
Information flow
Time
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Raw Material Finished
productCustomer
VALUE STREAM
Value Added Time :__ Min
A) Follow a product’s production path from beginning to end, and draw a visual representation of every process in the material & information flows.
B) Then draw (using icons) a “ future state” map of how value should flow
What are the parameter required for plotting a
FVSM from CVSM ?
Mfg Process –SIFS.Current State Value Stream Map
PCD
SUPPLIER CUSTOMER
INFORMATION FLOW
2/Day
Mfg Process –SIFS.Future State Value Stream Map
PCD
SUPPLIER CUSTOMER
INFORMATION FLOW
2/Day
Current Value Stream Mapping Future Value Stream Mapping
Primary Parameters:SIFS1
LINE
Team leader = 4
Line leader = 2
FP ASSY
AN
OD
IZIN
G
AR
MA
TU
RE
MO
LDIN
G
1
5
D
W/H
4
D
89.58m53.74m
4
2/WK10Min
Ho
t p
late
we
ldin
g
Air
blo
w
Oil
ap
ply
O-R
ing
Ass
y
Pip
e A
ssy
We
t le
ak
test
Air
blo
w
Bli
nd
Plu
g S
ub
ass
y
Vis
ua
l ch
eck
Oil
ap
ply
2.98hr5.97hr
14.3
4m
14.34m
1.79m11.94hr
3.22
mLT=11.7
CT=17.9
15
min
LT=29.3
CT=17.4
LT=9.3
CT=16.5
CT=17.7 LT=13.
5
CT=15.5
CT=12.5
10Min CT=17.2
LT=15.6
CT=16.4
4.77hr
CT=14.8
LT=6.3
More
Head
count
High
Invento
ry
FP ASSY
AN
OD
IZIN
G
AR
MA
TU
RE
MO
LDIN
G
1
5
D
W/H
4
D
1.5
hr
1.
5h
r
2/WK10Min
Ho
t p
late
we
ldin
g
Air
blo
w
Oil
ap
ply
O-R
ing
Ass
y
Pip
e A
ssy
We
t le
ak
test
Air
blo
w
Bli
nd
Plu
g S
ub
ass
y
Vis
ua
l ch
eck
Oil
ap
ply
46m6.38hr
15.33m
1.7
9m6.38hr
3.22m LT=11.7 LT=29.3LT=9.3LT=15.6
3.19
hr
10Min
Parameters:1. NVA2. CT reduction3. HC reduction4. LT reduction
SecondaryParameters:
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PART NO:HA 101951-5863
Demand = 2400/d
Shift = 2
Av Wk Time = 14.3 hrs/d
TT = 21.5sec
Total HC = 51
VAT = 145.9
LT = 498.60hr
NVAT = 498.53hr
Ratio = 99.99%
Line leader = 2
Part supply = 4
14.34m
10Min
Lea
d w
ire
ass
y
Ele
ctri
c te
st
Vis
ua
l ch
eck
Sen
de
r g
au
ge
Ass
y
Air
lea
k te
st
Fla
ng
e c
on
ne
cto
r a
ssy
Na
me
pla
te
Vis
ua
l ch
eck
QA
Fla
ng
e h
ou
sin
g A
ssy
4m
2.98hr 1.43m
5
5.97hr53.75m2.38hr
No Pull
System
High
Lead
time
PART NO:HA 101951-5863
Demand = 1920/d
Shift = 2
Av Wk Time = 14.3 hrs/d
TT = 23sec
Total HC = 33
VAT =
LT =
NVAT =
Ratio =
15.33m
Lea
d w
ire
ass
y
Ele
ctri
c te
st
Vis
ua
l ch
eck
Sen
de
r g
au
ge
Ass
y
Air
lea
k te
st
Fla
ng
e c
on
ne
cto
r a
ssy
Na
me
pla
te
Vis
ua
l ch
eck
QA
Fla
ng
e h
ou
sin
g A
ssy
15.33m
1.27hr 3.19hr1.53m
LT=
13.5
3.19hr2.55hr38.33m
LT=
6.34
15min
Team leader = 4
Line leader = 2
Part supply = 4
10Min
Parameters:1. Material flow2. Process flow
3. Information flow
4. Area saving
Value Stream Mapping- (Icon / Symbol)
Customer Document Multi Personal Manual Decisio External Technology UsedCustomer Document Multi
Documentation
Supplier Truck
Inventory
Fork lift Receipts Picking Cart
PersonalComputer
ManualTransport
Decision
External Schedule or Event
Technology Used
Store/ Supermarket
Data Box
E
V Tel
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Worker Info FlowMaterial Flow
Process Flow
VMonitoring Elevator
TelTelecom Process
Withdrawal (Pull)
In Box (Queue)
Electronic Info
TelTelecom
Movement by PushA B C D
Leveling Mix &/or Volume
Kanban Post Shipment In/Out
Kaizen Lightning Burst
First In First Out
Weekly ScheduleChangeoverIterations
FIFO
Value Stream Mapping
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3.3 ANALYZE
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Motion AnalysisMotion Analysis
““Observe the production floor without preconception and with a blank mind….”
Taichi Ohno
“Motion economy helps to achieve productivity &
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“Motion economy helps to achieve productivity &
reduce cumulative trauma at the work station or
sub-micro level”
Lean How to observe operator’s
motion and improvement
The way to observe operator’s motion is to observe the job steps performed by operator
and then determine if motion is efficient.
Objectives of motion analysis
To let one acquire the capability to think of more efficient operation order and method,
and to determine improvements for a problem.
Use of motion analysis
1. Study the standard operation method.
2. Examine the optimum motion order and method.
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2. Examine the optimum motion order and method.
3. Search for wasteful motion.
4. Reduce fatigue caused by operation.
5. Study the arrangements of jigs, parts, etc. suitable for motion.
6. Grasp the effects before and after improvement.
Motion Analysis Method
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Motion Analysis Method
2. Analyze basic motion operation (by MTM analysis method) by constructing elemental
operations
Classification of basic motion
No. Items Classification
1 To stretch hand A motion to stretch hand (or fingers) to an object or a certain position.
2 To carry A motion of hand and fingers to carry an object to a certain position.
3 To catch A motion to control an object by fingers or hand.
4 To fix A motion to attach two bodies.
5 To push A motion requiring a load power exceeding normal “carrying” or “turning” power.
6 Crank movement A hand movement rotating forearm around the elbow as a center.
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6 Crank movement A hand movement rotating forearm around the elbow as a center.
7 To roll A hand movement rolling the wrist around the elbow as a center.
8 To separate A motion to separate finger or hand away from an object.
9 To pull off A motion to pull apart two pieces fixed each other.
10 Physical motion Motions of human body parts other than hand or the whole body (foot, trunk).
11 Time regarding eyes It is discussed when one’s gaze movement or focusing becomes a limiting motion, andoccurs independently.
Motion Analysis Method
3. Both hands operation analysis
It is a method used to observe the operation, grasp the order of motion and to bothIt is a method used to observe the operation, grasp the order of motion and to both
hands, then identify and improve problems of motion, order, and method, intermission
for one hand, unnecessarily / forced motions.
How to analyze both hands operation
1. Divide the motion of left and right hand.
2. Fill in the motion of left and right hand that occurred at the same time on the
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2. Fill in the motion of left and right hand that occurred at the same time on the
same row.
3. Skip blank in case of idle motion.
4. Fill in the motion which is regarded as continuous motion until it changes to
next motion.
Workshop Preparation
• Develop the habit to place all tools and materials at the fixed position.
• Arrange tools and materials in proper order to eliminate looking around for them.
• Place tools and materials close to the point of use
• Arrange materials and tools so that it will create the best operation order.
• Illuminate for easy operation.
Work regionWork region
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Max work region Normal work region The best work region
Four Principle of Improvement
(ECRS)
No. Item Hint Example
1 Exclusion
(Omission)
Exclude those useless?
Discontinue unnecessary
Discontinue unnecessary appearance test.
Move workshop to eliminate transportation.(Omission) Discontinue unnecessary operation?
Move workshop to eliminate transportation.
2 Combination Try to bring together?
Try to combine? How about doing them at the
same time?
Perform several point soldering at one time.
Combine wrench and torque-wrench.Simultaneous performance of punching.
3 Rearrange-ment Rearrange order?
Try order method?Replace with order material?
Shift the inspection process earlier in the procedure.
Change welding to bonding.Change materials
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4 Simplicity Make it plain?
Make it simple?Try with less number of
pieces?
Eliminate excessive function (to signal purpose unit)
Simplify work making by sharing it.Unify kinds of parts.
Key points of motion analysis
When performing any operation, it is essential to work with the least amount muda,
variation or force, basically the most economic method, to achieve 100% capability. variation or force, basically the most economic method, to achieve 100% capability.
There are three key items to observe and improve on.
♦Reduce the number of basic motion.
♦ Decrease the motion size.
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♦ Decrease the motion size.
♦ Perform simultaneous motions.
Takt cycle graph is a visual display of the number of operators and the cycle
times at each operation of a particular process. This is also called as Operator
Takt Cycle Graph
times at each operation of a particular process. This is also called as Operator
balance chart
Objectives:
• We can make a rough estimation and instant idea of line balancing.
• We compare before and after condition and capture improvement points.
• We can get the idea for cycle time reduction.
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• We can get the idea for cycle time reduction.
Takt Cycle Graph
16 Sec
15 Sec
19 Sec
17 SecTakt time: 18 sec.
Bottle neck
Wasted
Before Condition Now we can calculate the number of operators
needed (total cycle time divided by takt time):
91 = 5.05
1 2 3 4
15 Sec14 Sec
10 Sec
5 6
Wasted
Time
Waiting
No. of person
Before defining the exact number of operators at each operation, we will first perform the following actions:
• Eliminate waste in the process
18 SecTakt time: 18 sec.
18 Sec 18 Sec 18 Sec18 SecLine
balancing
After Condition
18
91 = 5.05
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• Eliminate waste in the process
• Improve operations
• Simplify operations
• Automate operations
• Combine operations
• Implement standardized work: a set of work procedures that establishes the best method and sequence for each process
1 2 3 4
No. of person5 6
Person
Removed
Standardized Work Combination Standardized Work Combination
TableTable
Filling out a Standard Work Combination Sheet Combine human work spanning multiple processes and identify how much work each operator can perform within the Takt time. Do not forget to pay attention to machine work, too.
The following points should be present while plotting a SWC table:
1) Quota per shift
2) Description of work
3) Time
�Takt time
�Manual : Manual work time
�Auto: Automatic machine time
�Walk: Walking time
�Waiting time
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�Waiting time
4) Work sequence
5) Part number / Part name
6) Process
7) Date prepared
8) Department
9) Operator number
Standard Work Combination SHeet
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“Good operation speed is an indication for a
healthy organization”
Operation Speed
healthy organization”
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Operation Speed
Objectives of operation speed
The speed of movement, which depends on the will of the operator, expressed as a
percentage of standard speed. (Standard speed; calculated by MTM analysis)
Objectives of operation speed
Consider the operation load (line balance) so that all operators can perform operation at,
even if operators change places because of absence or job rotation, without losing usual
output. In order to perform the above, supervisor must have skill to observe operation
speed.
Team leader must always grasp level of operation speed, improve it and instruct proper
operation.
Motion which depends on the will of the operator ..... To stretch hand, to hold, to carry, to assemble, Applicable to operation
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Operation by person
Motion which depends on the will of the operator ..... To stretch hand, to hold, to carry, to assemble, to release, etc.
Applicable to operation speed
Motion which doesn’t depend on the will of the operator
..... Soldering, cutting,welding, etching, etc. Inapplicable to operation speed
When observing operation speed, it is required to consider thedegree of effect of
� Operation difficulty
� Attentiveness required
� Portion to be used
� Weight
to operation speed
Operation Speed Property
�Operation speed and safety
Operation speed up Accident doesn’t occur...It occurs because of operationmethodchange.
To observe determined operation method and set motion speed to standard speedmethodchange.
To observe determined operation method and set motion speed to standard speed
“100”.
Operation speed and quality
Quality doesn’t become poor by speeding up operation speed.
Quality doesn’t become good by slowing down the operation speed.
To observe determined operation method and set motion speed to standard speed
“100”.
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“100”.
�Relation between operation speed and operation method
Operation speed is the speed of motion. Therefore, it is not changed by operation
method. However, bad operation method makes motion waste, fluctuation and
forcing. Therefore, motions must be improved and individual labor will must be
utilized effectively for manufacturing.
Criteria of Operation Speed
Worksite is required to operate at standard speed “100”.
� Speed sense of operation speed� Speed sense of operation speed
� Model operation (sec)
Normal speed “80” Speed when one operates while thinking ‘what am I going to eatfor dinner today?’
Standard speed “100” Speed when one operates while thinking ‘I will try to do my best’.
Effort speed “120” Speed when one operates very hard.
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Operation Speed 80 90 100 110 120
Deal cards (26 cards) 15.1 13.4 12.1 11.0 10.0
Move for smoking (5 cycles) 23.4 20.8 18.7 17.0 15.6
Walk (10 m) 6.3 5.6 5.0 4.6 4.2
Insert peg (24 pieces) 25.9 23.0 20.7 18.9 17.3
Brainstorming Potential Causes
● Brainstorming: a method of generating lots of ideas quickly
● Brainstorming Rules:● Brainstorming Rules:
● Start with silent thinking time
● Set a time limit
● Think freely and encourage creativity
● Don’t evaluate; suspend criticism
● Build on ideas
● Post ideas
● Consider round-robin to encourage balanced participation
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● Consider round-robin to encourage balanced participation
Encourage ‘divergent’ versus ‘convergent’ thinking
Brainstorming Potential Causes
● Four different stages for a brainstorming session:
● Team Leader states the problem or issue (e.g., “What factor could have led to● Team Leader states the problem or issue (e.g., “What factor could have led tothat issue”)
● Ask to team members to restate the problem or issue using different words toget a common understanding of the problem or issue to solve and get peopleagreement on the focused problem statement
● Brainstorming itself (usually 15-20 minutes). Write down ideas
● Evaluation and discussion upon the generated ideas to identify which appearsmost critical and prioritize them. Those that appear less promising should befirst eliminated from the ‘hit list”’ and stored in a ‘park list”.
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● Once the final list is identified, the group can use the Affinity Diagram tohelp order the information and set the stage for further analysis
Benefits of Brainstorming
� Significantly involves team members and key
stakeholders
� Provides for more creative solutions� Provides for more creative solutions
� Allows for synergy; building on the ideas of
others
� Prevents team from initially “settling” on
only one solution
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5 WHY’s:
Problem
A
FOCUSED
PROBLEM
STATEMENT
Problem
B
Problem
C
Problem
D
Problem
E
Problem
F
Problem
G
Problem
H
Problem
I
Problem
J
Problem
K
Problem
L
Problem
M
Etc.
“Ask the question
‘Why’ five times”
STATEMENT
Why?
Wider focus
on causes
Why?
Wider focus
on causes
1. Why did X happen?
Because of W.
2. Why did W happen?
Because of V.
3. Why did V happen?
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Why?
Wider focus
on causes
Why?
Wider focus
on causes
Why?
Wider focus
on causes
3. Why did V happen?
Because of U.
4. Why did U happen?
Because of T.
5. Why did T happen?
Because of S.
5 WHY’s Example:
Why?
Why?
Why?Orders often
are missing
Orders have
frequent errors
Why?Level A
Level B
are missing
their labels
Level C
Labels fall off in
humid weatherGlue on labels
doesn’t meet
our needs
Why?
Root
Level D
Why?We have no
written specs for
label supplier
Level E● Problem: Orders have frequent errors
● Why? Samples often are missing their labels Why?
No process for
writing vendor
specs
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???
Root
cause
● Why? Samples often are missing their labels
● Why? Labels fall off in humid weather
● Why? Glue on labels doesn’t meet our needs
● Why? We have no written specs for label supplier
● Why? No process for writing vendor specs
● Root Cause: No process for writing vendor specs
Why?
Encourage ‘divergent’ rather than ‘convergent’ thinking
Cause-and-Effect Diagram
Cause-and-Effect Diagram :
What is it?What is it?• A Cause-and-Effect Diagram (also known as a “Fishbone Diagram”) is a
graphical technique for grouping people’s ideas about the causes of a problemWhy use it?• Helpful for organizing the ideas generated from a brainstorming session• To take an objective look at all the contributing factors of problem• It helps the team to determine both the primary and the secondary causes of a
problem and
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Cause-and-Effect Diagram
Method for construction of a fishbone diagram:
1. State the problem, place it in a box on the right side2. Draw a horizontal arrow to the problem box3. Write the Primary Causes which affect the Problem
as Big Bone. You can use traditional main categories of factors* or suspected categories above and below the line, and connect them to the main line
4. Write Secondary Causes which affect the Primary Cause, as medium size Bones. And Tertiary Causeswhich affect medium sized bones.
5. Assign importance to each factor and mark those
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5. Assign importance to each factor and mark those which have significant impact on problem
Cause-and-Effect Diagram
Policies Place
MachineMan Method
6 M’s
4 P’s
People Procedure
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Mother Nature(environment)
MaterialsMeasurement
6 M’s
Cause-and-Effect Diagram
A Fish Bone Diagram
C-E Diagram for Rim Warping
RIM
W A RPING
Equ ipmen t W o rk ers Jig
Reta ining ba r
Clea rance gagee rror
Curing j ig base
S pray
S hrinkage
C c lam p
Curing
WorkArea
M oldtem p
Stan ding
Balanc e
Deformatio
S tr eng th
Thi c kne ss
d eforma tion
Sc r ew
Man ual
Tigh tenin
Cataly s t
u se
Laminatio
nth ic kne ss
Re lease
Adu s t
men t
in s tabi l i t
yUne ve nfl
oor
Har den i
n g
Tem p
v ar ia tion
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W A RPING
Mater ial W o rk Method
S ea l
Tim e s lotP las tic
Not d efine d
Rota tion ti me
Li ft off
Peel i ng
Fr i t pr op or tion
Har dnes s
Cause-and-Effect Diagram
Mark those which have significant impact on problem
C -E D ia g r am fo r R im W a r p ing
R IM
W A RP IN G
E q u ip m en t W o r k e r s J ig
R e ta in in g b a r
C le a r a n c e g a g ee r ro r
C u r in g j ig b a s e
S p ra y
S h r in k a g e
C c la m p
C u r in g
W o rkA r e a
M o ldte m p
S ta n d i n g
B a l a n c e
D e fo r ma ti o
S tr e n g th
Th i c k n e s s
d e fo r ma ti o n
S c r e w
Ma n u a l
Ti g h te n i n
C a ta l y s t
u s e
L amin a ti o
nth i c k n e s s
R e l e a s e
A d u s t
me n t
i n s ta b i l i t
yU n e v e n fl
o o r
H a r d e n i
n g
Te mp
v a r i a t i o n
C -E D ia g r am fo r R im W a r p ing
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M ater ia l W o r k M eth o d
S e a l
Tim e s lo tP la s ti c
N o t d e f i n e d
R o ta t i o n t i me
L i f t o ff
P e e l i n g
Fr i t p r o p o r t i o n
H a r d n e s s
Scatter Diagram
• What and when?
– To study the relationship of two variables – To study the relationship of two variables
– The variables can be of following nature:
• A quality characteristics and factor
affecting it (CAUSE & EFFECT
RELATIONSHIP)
• Two related quality characteristics
• Two factors relating to a quality
characteristics
Effe
ct
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Cause
Scatter Diagram
• Step 1: How to make it:
– Collect paired data (x & y) between which you want to study the relationship
– It is desired to have at least 30 pairs of data
Air Pressure (kgf/cm2)
Percent Defective (%)
Air Pressure (kgf/cm2)
Percent Defective (%)
8.6 0.889 8.7 0.8928.9 0.884 8.5 0.8778.8 0.874 9.2 0.8858.8 0.891 8.5 0.8668.4 0.874 8.3 0.8968.7 0.886 8.7 0.8969.2 0.911 9.3 0.9288.6 0.912 8.9 0.886
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8.6 0.912 8.9 0.8869.2 0.895 8.9 0.9088.7 0.896 8.3 0.8818.4 0.894 8.7 0.8828.2 0.864 8.9 0.9049.2 0.922 8.7 0.9128.7 0.909 9.1 0.9259.4 0.905 8.7 0.872
Scatter Diagram
• Step 2: Find the Maximum and Minimum Values for both the ‘x’ and ‘y’
• Step 3: Decide the scale of horizontal and vertical axis so that both the lengths • Step 3: Decide the scale of horizontal and vertical axis so that both the lengths
become approximately equal
Note: When relationship is cause & effect, keep cause on the ‘x’ axis and effect on
the ‘y’ axis
• Step 4: Plot the data on the section paper
Note: When same data is obtained from different observations, show them either by
concentric circle ( ) or plot the second value immediately next to first
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Scatter Diagram
• Scatter Plot of the Data given earlier
Scatterplot of Percent Defective (% ) vs Air P ressure (kgf/cm2)
Percent Defective (%)
0.93
0.92
0.91
0.90
0.89
0.88
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A ir Pressure (kgf/ cm2)
9.49.29.08.88.68.48.2
0.87
0.86
� Analysis of Relationship between two characteristics shall lead to following decision:
♦ Positive ♦ Negative ♦ No Relationship
3.4 IMPROVE
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Lean Basic – 3 Pillars Lean House
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Lean Basic – Jidoka
Jidoka means ‘Automation ’ according to Japanese dictionary but according to Lean its ‘Autonomation’
Automation- Old Concept
Just moving not working
Doesn't respond to abnormalities
So
keep producing defects
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keep producing defects
Bad
Bad
Good
Good
Bad
Good
Good
Bad
Good
Good
Bad
Bad
Good
Good Machine keeps producing products without
thinking
Lean Basic – Jidoka
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Lean Basic – Jidoka
Toyoda Family's First Improvement : (Jidoka)
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See at a glance
- at a distance -
that all threads are OK
See at a glance - at a distance - that one thread is broken. Could easily make this stop the loom automatically
Lean Basic – Jidoka
Jidoka Process
Jidoka drives a three step process that engages when abnormalities occur:
Detect the abnormality
And bring attention to the problem
Fix or correct the immediate condition
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Investigate the root cause and install a countermeasure
Productivity
“A simple act of paying positive attention to people
has a great deal to do with productivity”
•Actual Production Qty. * Std Time
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•Actual Production Qty. * Std Time•Productivity =
•Actual Man Hour
Productivity Control
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Man Hour
Man-hour : It is the time taken to manufacture a piece of product or part in any
manufacturing process.
Gross time : Actual time to manufacture and it Gross time : Actual time to manufacture and it includes almost every activity.
e.x for producing 100 products we have taken
200 min then
Gross time/1piece =200M/100=2minutes
Net time : is the required time for repetitive
tasks including quality checks.
Gross time
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tasks including quality checks.
(average 20 times stopwatch time)
e.x If time taken for an operation by a stopwatch
for 20 pieces is (6,7,5,6,7,5,6,5,6,7,6,
7,5 ,6,7,5,6,5,6,7) sec
Net time = each time /20piece =6.0 second
Contents of Loss Man hour
Parts shortage
Out side operation
Loss
(Line rate of operation)
Line stop
Set-up time
Defective & rework
Start Up loss
Work
configuration loss
Out side operation
(NPV ratio)Net operation time
Takt time
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1 2 3 4
NPV Ratio = 5 on-line operators/
7 total operators
= 71 %
5
Man Hour Classification
Gross
Out-line operator &
group Leader Classification Meaning
All operators of group gross man-hourGross
man-hour
T.T.
C.T.
Direct
man-hour
Gross man-hour
All operators of group gross man-hour
Operation time all operators
Actual product quantity
In-line operators gross man-hour
Actual product quantity
Direct man-hourOperation time in-line operator
Takt time Daily operation time
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Net man-hours
Takt time
(T.T.)
The time it takes to produce one unit of Product. It is determined
by the slowest process, either human machine.Cycle time
(C.T.)
Daily operation time
Net man-hoursThe processing time required
in a repetitive task
Daily production required
What is work configuration
efficiency ?
Work configuration efficiency measures how well is work
distributed among on –line operators in a production line.
Work configuration efficiency = Net man-hours *100Work configuration efficiency = Net man-hours
No. of on line operators x Takt time
(bottle neck CT)
*100
WCR loss
Gross man-hour
Direct man-hour
T.T.
C.T.
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Net man-hours
What is line rate of operation ?
Line rate of operation is actual production output compared to
theoretical production quantity for available working time.
Line rate of operation =Actual production Quantity *100
OR lossGross
man-hour
Direct
man-hour
T.T.
C.T.
Line rate of operation =Actual production Quantity *100
Theoretical production Quantity
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Net man-hours
What is In-line personnel ratio ?
NPV ratio refers to the percentage of direct labor in the workforce involved in
production
NPV ratio=No. of In-Line operators
No. of In-Line operators + off line workers*100NPV ratio=
No. of In-Line operators + off line workers*100
NPV loss Gross
man-hour
Direct
man-hour
T.T.
C.T.
Out-line operator & group leader
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In-line
Net man-hours
What is difference between ideal &
theoretical manpower ?
Productivity can be defined as :
Productivity = WCR x OR x NPV ratio
So, Productivity loss = WCR loss x OR loss x NPV ratio loss
Allowance
Ratio
Difference between theoretical & ideal manpower = Gross man hr - Net man hour
“Hence, theoretical man-hour & ideal man-hour should be same when allowance ratio
is equal to 1”
Productivity loss
Gross
man-hour Direct
man-hour
T.T.
So, Productivity loss = WCR loss x OR loss x NPV ratio loss Ratio
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Net man-hours
C.T.
Step for Improvement
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Productivity Example
Takt time 20 second
Example (A) Example (B)Daily operation time = 460 Min + Line stop time
17 18 16 12 15 10
1 2 3 4 5 6
20 20 20 20 8
1 2 3 4 5 6
10 Min stop 30 Min stop
Line Operation Ratio is%
Line Operation Ratio is%
176www.leantechnocrats.com*Overall line efficiency = Line operation ratio * Work configuration eff. * NPV ratio
Line Operation Ratio is
Work configuration efficiency is
NPV Ratio is
*Overall line efficiency is
%
%
%
%
Line Operation Ratio is
Work configuration efficiency is
NPV Ratio is
*Overall line efficiency is
%
%
%
%
Takt time 20 second
Example (A) Example (B)Daily operation time = 460 Min + Line stop time
Productivity Example
17 18 16 12 15 10
1 2 3 4 5 6
20 20 20 20 8
1 2 3 4 5 6
10 Min stop 30 Min stop
Line Operation Ratio is 98.0%
Line Operation Ratio is 93.9%
177www.leantechnocrats.com*Overall line efficiency = Line operation ratio * Work configuration eff. * NPV ratio
Work configuration efficiency is 73.3
In-line Personnel Ratio is 75.0
*Overall line efficiency is 53.8
%
%
%
Work configuration efficiency is 88.0
In-line Personnel Ratio is 71.4
*Overall line efficiency is 59.0
%
%
%
SMED
Definition : basically machine stop time between product change over from completing
operation of previous product to starting operation of next products
Step 1: Grasp current situationStop timeproduct
next previousproduct
Step 2: Classify on-line,off-line
Step 3: Change on-line set-up
to off-line set-up
Stop time
Set-up time
product product
Stop timepreviousproduct
Stop timepreviousproduct
On-line
On-line
productnext
productnext
Off-line set-up Off-line set-up
Off-line set-up Off-line set-up
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Step 4: improve on-line set up
Step 5: improve off-line set-up
Step 6: Standardized the set-up
previousproduct
Stop time
On-line
previousproduct
On-line
On-line
productnext
productnext
Off-line set-up Off-line set-up
Off-line set-up Off-line set-up
Off-line set-up Off-line set-up
Lean Basic - Kaizen
KAI To break apart To modify
ZENThink Make good
+ = KAIZENChange for better Continuous To modify
To change Make good Make better
Continuous Improvement
The intent is to be better today than yesterday.
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yesterday. We are not looking for perfection !!
“Quick and Crude is better than slow and fancy ! No action means no results !”
Lean Basic - Kaizen
There are 4 principles for practicing KAIZEN
Eliminate Combine Rearrange Simplify
Can we-stop it ?-eliminate it?etc.
Can we-gather them?-join them?-do at the same
time?
-Replace the order-Change the methods-Exchange-Reverse
-Reduction-Easy to see-Use tools-Easy to take out and put in etc.
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Please apply these principles and practice KAIZEN.C
Make the purposeof the operation clear.
time?etc.
-Reverse-Change process
sequence etc.Try to change the methods.
and put in etc.Jobs can be performed without much thought, staring and skill.
Lean Basic - Kaizen
Eliminate Combine
Rearrange Simplify
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Lean Basic -Implementation
approach : Kaizen Blitz
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Lean Basic – 10 Kaizen Principle
� Discard fixed ideas, reject current practices.
� Think about how to do it, instead of why it cannot be done.
� Act immediately on improvement suggestions.
� Do not seek perfection, achieve 60% of your target right away.
� Correct errors immediately.
� Turn problems into ideas.
� Seek root causes: ask “why” 5 times.
� Seek the wisdom of 10 people, rather wait for one person to have a great idea.
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� Put to the test, and then validate.
� Acknowledge that there is infinite potential for improvement.
TPM -TPM -
Total Productive Maintenance
184
1. TPM definition
� A company –wide team-based effort to build quality into equipment
and to improve overall equipment effectiveness.and to improve overall equipment effectiveness.
� TPM combines the traditional practice of preventive maintenance
with Total Quality Control and Total Employee Involvement, to create
a culture where operators develop ownership of their equipment, and
become full partners with Maintenance, Engineering and
Management to assure equipment operates properly everyday.
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2. Origins of TPM
� Dr. Deming introduced statistical analysis and used the resulting data to � Dr. Deming introduced statistical analysis and used the resulting data to
control quality during manufacturing (TQM)
� Some general concepts of TQM did not work well in the maintenance
environment
� The need to go further than preventive maintenance was quickly
recognized by those companies who were committed to TQM
� Maintenance became an integral part of TQM in the early 90’s
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3. TPM principles
� Increase Overall Equipment Effectiveness (OEE)� Increase Overall Equipment Effectiveness (OEE)
� Improve existing planned maintenance systems
� The operator is the best condition monitor
� Provide training to upgrade operations and maintenance skills
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� Involve everyone and utilize cross-functional teamwork
Phase of TPM – TPM Objective
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TPM Operators Roadmap
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4. Eight major pillars of TPM
Eq
uip
me
nt
an
d p
roce
ss im
pro
vem
en
t
Ea
rly
ma
na
ge
me
nt
of
ne
w e
qu
ipm
en
t
Au
ton
om
ou
s M
ain
ten
an
ce
Pla
nn
ed
Ma
inte
na
nce
Eq
uip
me
nt
an
d p
roce
ss im
pro
vem
en
t
Ea
rly
ma
na
ge
me
nt
of
ne
w e
qu
ipm
en
t
Pro
cess
qu
alit
y m
an
ag
em
en
t
TP
M in
th
e o
ffic
e
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Au
ton
om
ou
s M
ain
ten
an
ce
Pla
nn
ed
Ma
inte
na
nce
Eq
uip
me
nt
an
d p
roce
ss im
pro
vem
en
t
Ea
rly
ma
na
ge
me
nt
of
ne
w e
qu
ipm
en
t
Pro
cess
qu
alit
y m
an
ag
em
en
t
TP
M in
th
e o
ffic
e
Education and training
Safety and environmental management
Autonomous Maintenance (JishuHozen)- Purpose
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Autonomous Maintenance – Roles of Operation & Maintanence
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Autonomous Maintenance –Purpose
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Autonomous Maintenance –Purpose
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Autonomous Maintenance – 4 Main Success factors
� One Point Lesson
� TPM activity board
� Minutes of TPM team meetings
� Managers Model Line
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Pillar 1 - Autonomous Maintenance
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Operators AM
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Pillar 1 - Autonomous Maintenance Implementation
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Pillar 1 - Autonomous Maintenance Implementation
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Pillar 1 - Autonomous Maintenance Implementation
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Pillar 1 - Autonomous Maintenance Implementation
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Pillar 1 - Autonomous Maintenance Implementation
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Pillar 1 - Autonomous Maintenance Implementation
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Pillar 1 - Autonomous Maintenance Implementation
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Pillar 1 - Autonomous Maintenance Implementation
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Pillar 1 - Autonomous Maintenance Implementation
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Pillar 1 - Autonomous Maintenance Implementation
What are the correct pressurereadings?readings?
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Pillar 1 - Autonomous Maintenance Implementation
What are the correct readings?Are they O.K.???Are they O.K.???
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Pillar 1 - Autonomous Maintenance Implementation
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Pillar 1 - Autonomous Maintenance Implementation
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Cleaning and 5S
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Pillar 1 - Autonomous Maintenance Implementation
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Pillar 1 - Autonomous Maintenance Implementation
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Pillar 1 - Autonomous Maintenance Implementation
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Pillar 1 - Autonomous Maintenance Implementation
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Pillar 1 - Autonomous Maintenance Implementation
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Eight major pillars of TPM4.1. Autonomous Maintenance (1)
� Train the operators to close the gap between them
and the maintenance staff, making it easier for both
Train the operators to close the gap between them
and the maintenance staff, making it easier for both
to work as one team
� Change the equipment so the operator can identify
any abnormal conditions and measure deterioration
before it affects the process or leads to a failure
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before it affects the process or leads to a failure
Eight major pillars of TPM4.1. Autonomous Maintenance (2)
� 7 steps are implemented to progressively increase operators
knowledge, participation and responsibility for their knowledge, participation and responsibility for their
equipment
1. Perform initial cleaning and inspection
2. Countermeasures for the causes and effects of dirt and dust
3. Establish cleaning and lubrication standards
4. Conduct general inspection training
5. Carry out equipment inspection checks
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5. Carry out equipment inspection checks
6. Workplace management and control
7. Continuous improvement
Pillar 2 – Planned Maintenance
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Pillar 2 – Planned Maintenance
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Pillar 2 – Planned Maintenance
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Pillar 2 – Planned Maintenance
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Pillar 2 – Planned Maintenance
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Pillar 2 – Planned Maintenance
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Pillar 2 – Planned Maintenance
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Pillar 2 – Planned Maintenance
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Pillar 2 – Planned Maintenance
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4. Eight major pillars of TPM4.2.Equipment and process improvement
� Objective: maximize efficiency by eliminating waste
and manufacturing losses
Objective: maximize efficiency by eliminating waste
and manufacturing losses
� Manufacturing losses are categorized into 13 big
losses:
• Equipment losses (6)
• Manpower losses (4)
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• Manpower losses (4)
• Material losses (3)
4. Eight major pillars of TPM4.2.Equipment and process improvement
4.2.1. Equipment losses
Downtime Equipment failure / breakdowns
Downtime
loss
Speed loss
Set-up / adjustments
Minor stopping / idling
Reduced speed
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Quality loss
Process errors
Rework / scrap
4. Eight major pillars of TPM4.2.Equipment and process improvement
4.2.2. Manpower and material losses
Cleaning and checking
Manpower
losses
Waiting materials
Waiting instructions
Waiting quality confirmation
Material yield
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Material
losses
Material yield
Energy losses
Consumable material losses
4. Eight major pillars of TPM4.2.Equipment and process improvement
4.2.3 Overall Equipment Effectiveness (OEE)
� OEE figures are determined by combining the
availability and performance of your equipment with
OEE figures are determined by combining the
availability and performance of your equipment with
the quality of parts made
� OEE measures the efficiency of the machine during
its planned loading time. Planned downtime does
not effect the OEE figure
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not effect the OEE figure
4. Eight major pillars of TPM4.2.Equipment and process improvement
4.2.3 Overall Equipment Effectiveness (OEE)
Overall Equipment Effectiveness = Availability x Performance x Quality Yield
Availability Downtime loss
Performance Speed loss
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Quality Yield Quality loss
4. Eight major pillars of TPM4.2.Equipment and process improvement
4.2.3 Overall Equipment Effectiveness (OEE)
Overall Equipment Effectiveness = Availability x Performance x Quality Yield
Availability = time available for production - downtime
time available for production
Performance = ideal cycle time x number of parts produced
operating time
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operating time
Quality Yield = total number of parts produced - defect number
total number of parts produced
4. Eight major pillars of TPM4.4. Early Management of new equipment
� Objective: establish systems to shorten � Objective: establish systems to shorten
� new product or equipment development
� start-up, commissioning and stabilization time for quality and efficiency
� New equipment needs to be:
� easy to operate
� easy to clean
� easy to maintain and reliable
� have quick set-up times
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� have quick set-up times
� operate at the lowest life cycle cost
4. Eight major pillars of TPM4.5. Process Quality Management
� Definition: a process for controlling the condition of equipment � Definition: a process for controlling the condition of equipment
components that affect variability in product quality
� Objective: to set and maintain conditions to accomplish zero defects
� Quality rate has a direct correlation with
� material conditions
� equipment precision
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� equipment precision
� production methods
� process parameters
4. Eight major pillars of TPM4.6. TPM in administrative and support departments
� Administrative and support departments can be seen as � Administrative and support departments can be seen as
process plants whose principal tasks are to collect, process,
and distribute information
� Process analysis should be applied to streamline information
flow
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4. Eight major pillars of TPM4.7. Education and training
� TPM is a continuous learning process.� TPM is a continuous learning process.
�2 major components
� soft skills training: how to work as teams, diversity
training and communication skills
� technical training: upgrading problem-solving and
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� technical training: upgrading problem-solving and
equipment- related skills
4. Eight major pillars of TPM4.8. Safety and environmental management
� Assuring safety and preventing adverse environmental impacts � Assuring safety and preventing adverse environmental impacts
are important priorities in any TPM effort
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6. TPM Benefits
� Increased equipment productivity
� Reduced equipment downtime
� Increased plant capacity
� Lower maintenance and production costs
� Approaching zero equipment-caused defects
� Enhanced job satisfaction
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� Enhanced job satisfaction
� Increased Return On Investment
3.5 CONTROL
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Control Phase Objective
● Process Change Management
D M A I C
Process Change Management
● Documentation and Standardization
● Process Monitoring and Control
● Evaluating Results
● Hand Off and Project Closure
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● Hand Off and Project Closure
Standardization
● Making sure that important elements of a process are performed consistently in
D M A I C
● Making sure that important elements of a process are performed consistently in
the best possible way
● Work that is done the same way each time, producing the same outcome each time
● Work is standardized
● The outcome is predictable
● Changes are made only when data shows that an alternative is better
● Documentation is key
● Although documentation is necessary, it is only a means of achieving standardization
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Although documentation is necessary, it is only a means of achieving standardization
● On its own, documentation will not lead to standardization
● Making sure documentation is up to date and used encourages ongoing use of
standardized methods
Why Is Standardization Important?
● Process Consistency
● Stabilizes the process, make process output more predictable
D M A I C
● Stabilizes the process, make process output more predictable
● Minimizes effects of human variability (variation among individuals or groups)
● Provides a means to capture and retain knowledge
● Process Improvement
● Provides a baseline, a foundation for improvement
● Encourages scientific method over “tinkering”
● Training
● Eliminates variation in training
● Makes faster training possible
● Visual Control
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● Visual Control
● Helps distinguish between normal and abnormal methods, provide guidance in case ofunusual conditions
● Safety
● Unsafe practices are formally eliminated from the process
Benefits of Standardization
Standardization helps us compete more successfully in the marketplace by
providing:
D M A I C
providing:
● Increased reliability
● Reduced costs
● Improved employee performance
● Increased safety
● Processes that remain in control
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● Continuous improvement
● Flexible practices that allow for quick response to customer needs
Mistake Proofing
Types of Human Errors
● Forgetfulness (Not Concentrating)
D M A I C
● Errors Due to Misunderstanding (Jump to Conclusions)
● Errors in Identification (View Incorrectly...Too Far Away)
● Errors Made by Untrained Workers
● Willful Errors (Ignore Rules)
● Inadvertent Errors (Distraction, Fatigue)
● Errors Due to Slowness (Delay in Judgment)
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● Errors Due to Slowness (Delay in Judgment)
● Errors Due to Lack of Standards (Written & Visual)
● Surprise Errors (Machine Not Capable, Malfunctions)
● Intentional Errors (Sabotage - Least Common
Mistake Proofing
D M A I C
There Are 2 States of a Defect:There Are 2 States of a Defect:
Error About to Occur
Defect About to Occur
(Prediction)
Warning Signal
Error Has Occurred
Defect Has Occurred
(Detection)
Warning Signal
Control/Feedback
Shutdown
(Stop Operation)
Control/Feedback
Shutdown
MIS
TAK
E-P
RO
OF
FU
NC
TIO
N
Poka-yoke and Jidoka: Simple & Clear
D M A I C
• Poka-yoke: Poka-yoke prevents defects from being made
• Jidoka: Automatic Control of Defects - Prevents defects from
being passed on to the next step in the process
Human Inspection Human Intervention Mistake Proofing
with machine assist
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Toll-gate
Inspection
at Finished
Goods
or the end of
main processes
In-Process
Inspection
Final Inspection may
decrease, operators
may do required
process inspections
Visual Inspection
&
Jidoka
The beginning of
autonomation -
significant defect
reductions
Poka-yoke
Evolution toward Zero
Quality Control -
Operator Time dedicated
to Continuous
Improvement
Poka-Yoke
� Shingo says, the only way to achieve zero defects is to discover the conditions that give rise to defects or process changes and eliminate them.
D M A I C
Shingo says, the only way to achieve zero defects is to discover the conditions that give rise to defects or process changes and eliminate them.
� Defects occur mainly due to the following:
• Inappropriate process or operating procedure
• Excessive variation in operations
• Damaged or defective raw materials
• Worker or machine error
� Poke-yoke and Point of Origin Inspections (Proactive Approach):
• A fully implemented zero defect system requires Poka yoke usage at or before
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• A fully implemented zero defect system requires Poka yoke usage at or before the inspection points during the process.
• Poka yoke will catch the errors
• before a defective part is manufactured
• 100% of the time.
Mistake Proofing Systems Govern the Process
Three System approaches are utilized in manufacturing which lead to successful zero
D M A I C
Three System approaches are utilized in manufacturing which lead to successful zero
defect systems:
1. Poka-Yoke
Catch the error before a defective part is manufactured
2. Control Approach (Jidoka)
Shuts down the process when an error occurs.
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Keeps the “suspect” part in place when an operation is incomplete.
3. Warning Approach
Signals the operator to stop the process and correct the problem.
Guidelines for Mistake Proofing
We should use mistake proofing in a proactive mode instead of reacting on event when
D M A I C
We should use mistake proofing in a proactive mode instead of reacting on event when
a problem already exists. Stop defects from ever occurring by mistake-proofing
products and processes at the design stage.
STEP 1:
Describe the defect or potential defect.
Show the defect rate.
STEP 2:
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STEP 2:
Operation Where Defect is or Can be Discovered
Operation Where Defect is Made
STEP 3:
Detail the sequence of events documented in the standard.
Guidelines for Mistake Proofing
STEP 4:WATCH the operation being done, and detail the steps that differ from the
D M A I C
WATCH the operation being done, and detail the steps that differ from the standard.
STEP 5:Identify error conditions that could be contributing to the defect (i.e., tools, environment, gauging, etc.).Refer to observations in Step 4, and ask WHY (5 WHYs) the error happens until the root cause (or source error) is identified. Do not try to develop device yet!!
STEP 6:
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STEP 6:Identify the mistake-proof device required to prevent the error or defect.
STEP 7:Try-storm a device. If it doesn’t work, try again.Mistake Proof the Mistake Proof.
Control Charts
D M A I C� This is a graphical Tool representing the state of control of a process.
� It is used to distinguish between common and special causes.
� Samples coming out of a process are collected at frequent intervals, their � Samples coming out of a process are collected at frequent intervals, their characteristics are measured and plotted on appropriate chart.
X-Bar Chart
0.700.80
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0.500.600.70
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
UCL LCL AVERAGE X Average
Control Charts
D M A I C� Basis for control limits.
• Control limits are also referred to as natural process limits.• Control limits are also referred to as natural process limits.
• Control limits are based on the mean and standard deviation of the process.
• There is no connection to specification limits!
� Purposes of control limits.
• To determine when local action is necessary, that is, when special cause variation exists
• To display the natural variation of the process, that is, the common cause variation
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variation
• To show any obvious, unnatural patterns in the data
Control Charts
D M A I C
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Control Charts
D M A I C
Xbar-R Chart of Sample 1, ..., Sample 5
Sample
Sample M
ean
24222018161412108642
5.50
5.25
5.00
4.75
4.50
__X=5.029
UC L=5.616
LC L=4.441
UC L=2.154
1
Xbar-R Chart of Sample 1, ..., Sample 5
Upper Control Limit (UCL)
Lower Control Limit (LCL)
Process Mean (X-bar)
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Sample
Sample Range
24222018161412108642
2.0
1.5
1.0
0.5
0.0
_R=1.018
UC L=2.154
LC L=0
Average Range (R)
Steps for Constructing an X-bar/R Chart
D M A I C� Gather the Data.
• Select subgroup size.
• Select the frequency of collecting the subgroup data.
• Record the raw data.
• Calculate the average and range of each subgroup.
• Plot the subgroup averages and ranges on the control charts.
� Calculate the Control Limits.
• Calculate the average range (R-bar) and the Process average (X-bar-bar).
• Calculate the upper and lower control limits for the average and range charts.
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• Calculate the upper and lower control limits for the average and range charts.
Step 1: Gather the Data
D M A I C• Select subgroup size
• Select the frequency of collecting the subgroup data.
• Record the raw data.• Record the raw data.
• Calculate the average and range of each subgroup.
• The following data is an example of processing time data
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25S1 50.0 42.7 48.7 48.8 42.7 46.5 45.4 51.0 52.6 53.4 53.4 40.9 49.1 50.4 53.6 49.3 46.6 41.5 44.3 49.5 47.2 50.8 49.9 59.0 44.5S2 48.2 47.3 49.7 52.0 42.4 50.2 51.0 47.7 54.0 51.6 53.2 47.8 46.9 45.7 42.1 48.7 55.5 46.3 56.8 47.0 47.3 51.9 44.6 54.9 59.5
OBSERVATION
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S2 48.2 47.3 49.7 52.0 42.4 50.2 51.0 47.7 54.0 51.6 53.2 47.8 46.9 45.7 42.1 48.7 55.5 46.3 56.8 47.0 47.3 51.9 44.6 54.9 59.5S3 56.4 52.7 48.6 50.5 46.1 45.9 46.6 43.2 53.4 54.6 58.1 47.2 58.0 45.7 61.3 52.8 55.7 45.0 46.3 51.1 50.8 44.5 50.8 55.6 58.9S4 46.8 42.6 47.6 58.9 54.1 44.5 57.9 44.3 57.1 47.8 51.1 51.1 42.5 45.9 52.0 50.5 52.3 53.4 41.8 48.6 50.1 44.5 50.9 55.4 42.0S5 56.6 53.9 58.7 52.0 56.3 44.9 52.6 48.0 56.0 53.6 56.0 56.1 49.4 50.2 55.0 52.2 52.2 48.2 51.6 52.7 48.1 46.9 47.4 56.0 57.2
Step 2: Plot the Averages and Ranges
D M A I C
X-bar
30
35
40
45
50
55
60
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Range
25
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0
5
10
15
20
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Step 3: Calculate the Control Limits
D M A I C� Calculate the average range (R-bar) and the process average (X-bar-bar)
59.9...21 =+++= RRR
Rk ... +++ XXX
� where k is the number of subgroups.
� Calculate the control limits.• The control limits are based on estimates of sigma from the range data. Use the
table below where n is the number of samples in a subgroup.
59.9...21 =+++=
k
RRRR
k
245021
.... =+++=
k
XXXX
k
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2
2
3
4
dR
RAXLCL
RAXUCL
RDLCL
RDUCL
X
X
X
R
R
/====
−−−−====
++++====
====
====
σ
n 2 3 4 5 6 7 8 9 10D4 3.27 2.57 2.28 2.11 2.00 1.92 1.86 1.82 1.78
D3 * * * * * 0.08 0.14 0.18 0.22
A2 1.88 1.02 0.73 0.58 0.48 0.42 0.37 0.34 0.31
d2 1.13 1.69 2.06 2.33 2.53 2.7 2.85 2.97 3.08
Continuing Our Example:
D M A I C� Add the control limits to the plots:
4==== RDUCL R
X-bar
855
69580250
0
2420
69112
2
2
3
4
.
...
.
..
−−−−====
====××××++++====
++++====
========
====××××====
====
RAXLCL
RAXUCL
RDLCL
RDUCL
X
X
R
R
30
35
40
45
50
55
60
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Range
25
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12433269
744
69580250
2
2
..
.
.
...
====
====
====
====××××−−−−====
−−−−====
d
R
RAXLCL
X
X
σ
0
5
10
15
20
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Interpreting Control Charts
D M A I C
� Control charts are powerful tools for detecting special cause variation. If a special cause is found:cause is found:
• If the out of control condition is part of a trend, mark the beginning and end of the trend.
• Analyze the process to determine the cause of the OOC condition.
• Correct the condition and prevent it from recurring
• Recalculate the control limits omitting the OOC values from the calculations.
• Re-evaluate the chart according to the new limits.
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� Control limits are only recalculated when the causes for the OOC conditions have been identified and corrected.
Interpreting Range Charts
D M A I C� Range charts are interpreted first.
� In Range charts, a single OOC point is often caused by� In Range charts, a single OOC point is often caused by
miscalculation, mis-plotting, or mis-measurement. Verify the accuracy of the data
first.
� Trends in the Range data can be caused by:
• Real changes in the variability of the process
• Changes in the measurement system
� Identify the cause of the OOC and recalculate the control limits, excluding the
OOC point.
� If a point is excluded for the range calculations, exclude it from the X-bar
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� If a point is excluded for the range calculations, exclude it from the X-bar
calculations, also.
Interpreting X-Bar Charts
D M A I C
� The Interpretation of control charts is based on the statistical probability of a � The Interpretation of control charts is based on the statistical probability of a
particular pattern occurring by complete chance (or being caused by random
variation).
� All of the tests identify events that have a less than 0.3 % chance of occurring by
random chance (outside of 3s probability of being caused by random variation).
� Control charts are divided into sigma zones above and below the average line.
• Zone C is < 1s from the mean.
• Zone B is between 1s and 2s.
• Zone A is between 2s and 3s.
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• Zone A is between 2s and 3s.
• Beyond Zone A is > 3s.
Evaluating Results
D M A I C� Display before and after data
� Recalculate process sigma� Recalculate process sigma
� Identify additional opportunities
� Establish process auditing schedule:
� Allows for immediate identification
and resolution of problems
� Prevents backsliding and
keeps improvement going
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� Part of management’s
Standard Work
Displaying Before & After Data
D M A I C● Add more data to an existing run chart
or control chart.
Prepare new Pareto charts for those
Before After Good
● Prepare new Pareto charts for those
you created in
Step 2. Make scale and dimensions the
same so you can more accurately judge
degree of improvement.
● Draw new frequency plots on the same
scale as the original plots.
}Improvement
Target}Remaining Gap
Step 4 changesimplemented
} Improvement
Before After
A1 A2 A3 A4 A2 A1 A3 A4
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A1 A2 A3 A4 A2 A1 A3 A4
Before After
Project Closure
D M A I C
● Recognize the considerable time and
effort that went into the initiativeeffort that went into the initiative
● Capture the learning from the
initiative
● About the problem or process
being studied
● About the improvement process
itself
● Share the learning
● Hand over responsibilities for
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● Hand over responsibilities for
standardization and monitoring to
the appropriate people
Project Closure
D M A I CSummarizing Learning
● About your results ($$$)
● About the work process● About the work process
● About the team’s process
● Share across Six Sigma Network
Compile recommendations
● Replication in other areas?
● How much improvement is still needed
to achieve the goals?
● What problem are still left to address?
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● What problem are still left to address?
● Where do you think management
should devote resources next?
Selecting Control Chart
D M A I CCommunicate the Ending.● Communicate results and closure
to the people who were involved.
If not done already, identify the● If not done already, identify thepeople who will be involved inimplementing the improvedmethods.
● Which employees could benefitfrom your lessons learned?
● How can you communicate tomanagement? to the rest of theorganization?
● How can the end of this project
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● How can the end of this projectsow the seeds for future projects?
Problem Solving Roadmap
D M A I CPhase Steps Tools
Define
Capture VOC / VOB CTQ Drill Down
DefineDefine the problem Graph, Pareto analysis, Project Charter
Measure Understand Current Performance Level
Process Map, Measurement system
analysis, Brainstorming, C-E diagram,
Stratification, Histogram, Process
capability
AnalyzeAnalyze Process / sub process
Scatter Plot, Hypothesis testingIdentify & validate root causes
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Identify & validate root causes
Improve
Identify Solution Brainstorming, Prioritization matrix
Implement Solution and verify result Cost benefit analysis, Hypothesis testing
Control Ensure SustenanceStandardization, Control chart, Mistake
proofing
LEAN 6 SIGMA
D M A I C
Continuous
Perpetuate changes
Control
Continuous
Perpetuate changes
Measure
Evaluate present process performance
Couts reprises et matières sur XAPM
Analyse
Identify and quantify waste
......
...
Innovate&
Improve
Define solutions............... ...
...
ProblemsObjectives
The perimeter
Define
Process qualityplan
W ork In stru ction s
Con trol/Ch eck Points R espon se to Abno rma lityN otesCod e # C harac-
teristicsCon trolLimitsMethodW ho
Imme diateFix
Perm anen t Fix Wh oFlowcha rt
2
12
Pro duct N amePro ce ss NamePro ce ss Cod e #
Date of Issue : Issu ed by: Approved b y:Revision Date Rea so n S ignatu re
1
Quantify project gains
EventsCycle
ProductionAIC
Productionfunctions
AICSupportfunctions
AIC
Documentation & Standardisation
Operating Procedures
ISO
Niveau
de remplissage.
Manuelde formation
Continuousmonitoring
LCS
LCI
Continuousmonitoring
LCS
LCI
0
1000
-1000
10 20 30
UCL
X
LCL
D B F A C E Autres
View data
DECOMPOSITION DU RI 2004(9)- XAPM
1 085
1 567
1 323
8 299
1 121
3 133
71
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2 000
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6 000
7 000
8 000
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TU TSVA K + Autres Déperd. CNQ CVD PV Orga. CVD NPV Orga. TP
Reprise Int. 42Demoontage 28
Réparation 1
Chgt de sér ie 489Prod. Etiquettes 169Ménage 80Auto Contrôle 285AIC 29
Appro. 72Inspection f inale 93Inter poste 225Lancement 125
COE 118Quai IE Maint 1205
0,74
0,65
0,79
K +PB cray on optique 215Emb. Speci f 437
ALEAS 96
0
500
1000
1500
2000
2500
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févr-04
mars
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déc-04
cout reprises: Cout matière
Determine extent of waste
Determine root causes
Actuel Proposition
Voies de ProgrèsConstat
Valeur ajoutée
Approvisionner
Déplacements
Envoi ou évacuation
CYCLE
Fréquentiel
Aléatoire
Valeur ajoutée
Approvisionner
Déplacements
Envoi ou évacuation
Fréquentiel
Aléatoire
CYCLE
Disponible
Metaplan
VA / NVA
...
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Restore to keyplayers
Prepare deployment
Implementationschedule
2 4 8 6 10
G
1 3 5 7 9A
BC
D
FE
JIH
G
Risk analysis
Measure the impact
Simplified flowchartJust in Time Process
............
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The perimeter
Project sheet
Problem definition:Objective:Justification:Extent of impact:Expected repercussions:Project stages:
Couts reprises et matières sur XAPM
1000
1500
2000
2500
Processus
CL
EN
S
IOutput
T
PROVIDED
Input
The process involved
SIPOC
Customer requirements
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Quantify project gains
σσσσ = 3.7Cp = 1.4
LIS LSS σσσσ = 2.7Cp = 0.4
Build on gains
Learning
P o in t s d ’ a p p r e n t is s a g e
A c t io n s
R é s u l t a t s
• • •
s u i te
How long will the Improvements
last ?
What critical parameters, what is the
current level of performance?
Process duration
IE / OEE
KD = UT/DT
KE = DT/OTKS =
OT /TS
Use
ful T
ime
UT
Frequentialnon VA
Cyclicnon VA
Des
ign
Tim
eD
T
Uncertainties
Non Quality
CVD externto process
Operatoractivity
Ope
ratio
n Ti
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OT
DVC supportfunctions
Tim
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TS
What causes, what interactions?
Process
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Cause and Effect
What improvements and what
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Set up the newprocess
MADC / AIC / Architecture
What needs and
requirements?
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Quality
Level of serviceDECOMPOSITION DU RI 2004(9)- XAPM
1 085
1 567
1 323
8 299
1 121
3 133
71
0
1 000
2 000
3 000
4 000
5 000
6 000
7 000
8 000
9 000
TU TSVA K + Autres Déperd. CNQ CVD PV Orga. CVD NPV Orga. TP
Reprise Int. 42Demoontage 28Réparation 1
Chgt de série 489
Prod. Etiquettes 169Ménage 80Auto Contrôle 285AIC 29Appro. 72Inspection finale 93Inter poste 225
Lancement 125
COE 118Quai IE Maint 1205
0,74
0,65
0,79
K +
PB crayon optique 215Emb. Specif 437ALEAS 96
Eco Performance
Suivi du Niveau de service OF sem 36 à 43Secteur XAPM (chdc et Chdx)
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
36 37 38 39 40 41 42 43 44
Semaine
Nds OF
Nds xapm Standard Xapm Spécif Nds XAPM ( spécif+standard)
Leadership Team
We love what we do, we go for excellence not for success and our energies are
infectious…
Sudipta is Lean Six Sigma Certified Black Belt with dynamic 18 years
Sudipta Sarkar
Arun holds Engineering Degree inElectronics and Telecommunication
Arun Dakhole
271www.leantechnocrats.com
Belt with dynamic 18 years manufacturing career reflecting pioneering experience in mentoring high impact continuous improvement projects in the field of Quality, Cost, Delivery & People engagement. He has been involved in leading and implementing organization wide improvement initiatives like six sigma & different Lean management tools.
Electronics and Telecommunicationfrom VNIT, Nagpur. 20+ years of crossfunctional experience across theverticals of Plant operations, Leanimplementation, Supply chain &Logistic management and EMS set up.Working experience with reputedconsumer electronics, automobileancillaries and embedded productdevelopment companies. .
Why We
Hands on Domain
Knowledge
Lean Advantage
Knowledge
Cost Competitive
Meets Customized
One stop solution for the entire ecosystem
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Meets Flexible Demand
Ownership Delivery Model
Customized services as per need
Our Portfolio
Within a short span of time, we are proud to get associated with various industry
domains…
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Where we are
Problem Solving:Continuous Improvement Continuous Improvement
& Learning
People & Partners:Respect, Challenge and Grow Them
Process:Process Oriented Approach
Lean Technocrats India Pvt. Ltd.
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Philosophy: Long Term
Thinking
Lean Technocrats India Pvt. Ltd.
Plot 79, H. No. 15-15/79, Sudarshan Nagar
Colony, Opp: HCU Bus Depot, Serilingampally,
Hyderabad, Rangareddy, Telangana, PIN- 500019,
India.
Contact No: +918978993358
Email Id: [email protected]
275
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