Manufacturing Performance Quality Improvement and Breakthrough Johan Allemeersch Philips Lighting...

Manufacturing Performance Quality Improvement and

Breakthrough

Johan AllemeerschPhilips Lighting Terneuzen

MMP, 2008

Excellent Performance Academy 3

Marketing excellence

Operational excellence

Supply chain excellence Manufacturing excellence

+Business Excellence

Insight generation excellence Innovation excellence

Excellent Performance Academy ©


Marketing excellence

Operational excellence

Supply chain excellence

+Business Excellence

Insight generation excellence Innovation excellence

Excellent Performance Academy ©

Manufacturing excellence


Manufacturing Performance Quality Improvement and Breakthrough• Manufacturing• Manufacturing Performance• Quality Improvement• Breakthrough• Performance Breakthrough• Quality Breakthrough




Manufacturing is a Business issue

– Product Quality– Management of Quality– Job classification– Labor relations– Training– Staff support– Sourcing– Supplier and costumer

relations– Product design– Plant organisation– Scheduling

– Inventory management– Transport– Handling– Equipment selection– Equipment maintenance– The product line– The accounting system– The role of the computer– Automation– Product data management– Process data management– and many others….

A pletoria of isues


CHARACTERISTIC 20TH CENTURY 21st CENTURY

ORGANISATIONFOCUSSTYLESTRENGTHSTRUCTUREOPERATIONSPRODUCTSREACHFINANCIALSINVENTORIESIMPROVEMENTSQUALITYSOCIETY RESP.

PYRAMID INTERNALSTRUCTUREDSTABILITYSELF SUFFICIENCYVERTICAL MASS PRODUCTIONDOMESTICQUARTERLYMONTHSINCREMENTALAFFORDABLE BESTLOCAL ENVIRONN.

SOURCE BUSINESS WEEK

Evolution of Business Environment / Motivation for Change

NETWORKEXTERNALFLEXIBLECHANGEINTERDEPENCYVIRTUALMASS

CUSTOMIZATIONGLOBALREAL-TIMEHOURSREVOLUTIONARYNO COMPROMISEGLOB. SUSTAINABILITY


CHARACTERISTIC 20TH CENTURY 21st CENTURY

ORGANISATIONFOCUSSTYLESTRENGTHSTRUCTUREOPERATIONSPRODUCTSREACHFINANCIALSINVENTORIESIMPROVEMENTSQUALITYSOCIETY RESP.

Quality Program

PYRAMID INTERNALSTRUCTUREDSTABILITYSELF SUFFICIENCYVERTICAL MASS PRODUCTIONDOMESTICQUARTERLYMONTHSINCREMENTALAFFORDABLE BESTLOCAL ENVIRONN.

Methodology is a goal on itself

Own program like PQA / BEST for Philips


NETWORKEXTERNALFLEXIBLECHANGEINTERDEPENCYVIRTUALMASS CUSTOMIZATIONGLOBALREAL-TIMEHOURSREVOLUTIONARYNO COMPROMISEGLOB. SUSTAINABILITY

A Systemper application :BEST8D for customer6 Sigma for Development

LOOSE (ad hoc)PROJECTFITBOTHAD HOCON ORDERINDIVIDUALISEDBOTHSHAREDSUBASSIESSUBSTITUTESLIFETIME-BASEDHUMAN

Methaphor for Business Excellence

Lean Six Sigma

TRENDS


Trend evolution in a rapid way

Trend evolution

Midle ages

Vesalius

Modern ages

“Cancer period”

MRI enabled ages

Holistic WitchesSourcery

Way of living

Link search

Food and health

Part search

AnatomyAutopsy

Visualisation



TRENDS IN PERFORMANCE CRITERIA

1960 1980 19901970

COSTS EFFICIENCY

2000

QUALITY

CHOICE

TIME TO MARKET

UNIQUENESS

QUALITY

FLEXIBILITY

INNOVATION

SPEED

MARKET

REQUIREMENTS

Sustainability

2010

EHS

HUMAN CENTRIC Sense

2005



TRENDS IN PERFORMANCE CRITERIA

1960 1980 19901970

COSTS EFFICIENCY

2000

QUALITY

CHOICE

TIME TO MARKET

UNIQUENESS

QUALITY

FLEXIBILITY

INNOVATION

SPEED

MARKET

REQUIREMENTS

Sustainability

2010

EHS

HUMAN CENTRIC Sense

2005

AFFORDABLE Econology





PROCESSInput Output

Measurement

CHECKNorm

Take action

Correction /Adjustment

Per half an hour / shift

OutputSpecification

RangeAverage

First level Control

By

Operator



MA I C



Here and Now

QuantityQuality

LogisitcsCosts

OperatorPlanner

TechnicianProcess/Product Engineer

1st Loop

Here and now

Responable for.

0. Delivery of the orders

1. Producing Quality

2. Monitoring of machine-performance

3. Correct way of working incl changing over (SOPS / OCAPS)

4. Monitor deviations / variations, inclusive deviation meters ( incl calibratie)

Rapporting : Machine follow up sheet

What Who


Here and now / Scope / Actionfield

• Logistical flow components and products• Doing change-overs and process-control• Executing according andevaluation of SOPs and

OCAPs • Monitoring Component-, Product- and Process Quality• Resolving first level interventions• Escalating Technical Problems ( > 15 min and/or

structural problems ) / correct filling in of management documents

• 5 S (Cleaning and oiling)• Correct measurement equipment on the line

(calibrated)


PROCESSInput Output

Measurement

CHECKNorm

Take action

Correction /Adjustment

Per half an hour /

shift

OutputSpecification

RangeAverage

Second Level Control

Operator / Shift responsable

Input Output

Measurement

CHECKPlanning

Q AgreementBOMTD

Per day

OutputQuality

LogisticsCost

Take action

Correction /Adjustment /



MCost

QualityOutput

A I


Daily meeting

QuantityQuality

LogisticsCosts

PlannerLogistic

TechnicianProduct / Process engineer

Unit leader

Morning prayer

Daily meeting

Questions needed ro be answered.

1. Which orderlines did we make according plan / which one not and why?

2. Did we produce with a normative amount of people / why not?

3. Can all product be shipped under good quality / What is the reject-level and why?

4. Do we need special actions on basis of the evaluation of the shift reports or intervention book.

Reporting : Daily report

What Who


Daily meeting / Scope / Field of actions• Need for adapting the planning / Priorities• Adaption of occupation (people) per line /

Switching people.• Evaluation of preventive and curative

maintenance.• Evaluation of improvement planning• Evaluation Qualityproblems / Rework /

Containment• Need for extra measurements /

measurementequipment


Weekly meetingPlanner

Maintenance supervisorUnit leader

Process/ product engineerOperations manager

Quality manager

IPLC

weekly

Questions to be answered.

1. CRDD / Are problems structural or incidental / Commitment of the planning from production and logistics./Actionplan

2. People / Problems on quantity as wel as on quality / Competences / sickness / evaluation temporaries

3. Quality problems / Evaluation 1st loops / Actieplan from Product/Process engineers , Maintenance engineer, Quality engineer

4. Structural problems with machines (equipment) / overview actionlist and improvement planning

QuantityQualityLogisticsCosts

Reporting : Action list

What Who


AktieplanActieplan Wekelijkse meeting PAR / GLS / HID update dd…Nr. Wat Gewenste output Wie trekt Wanneer 25% 50% 75% 100% Opmerkingen1

2

3

4

5

6

7

8

10


Weekly meeting / Scope / Action field• Evaluation last week / Actions next week• Planning / commitment• On short / mid-term

– Improvement plan Shopfloor• Process improvements• Logistieke flow• Product improvements

– Improvement plan cooperation between different functions as present in the different meetings.

– Effectivity of the used management and control system


Monthly / Quarterly Meeting:

Financial translation ofQuantityQuality

LogisticsCosts

Operations manager/ UL Members of the MT

Process owners

Questions to be answered.

1. Do we run according prognosis / AOP

2. Actions from the weekly meetings / across departments and or processes / Priorities

2. Trend information / do action plans lead to the expected result.

3. Adaption Quality-plan Reporting : Process review meeting

1st loop

2nd loop

3rd loop

4th loop




What is Improvement ?

• There are different levels of improvement.– Keeping the processes within the

specification– Improving flaws in the processes– Improving the processes achieving better

Quality– Rethink the processes achieving

breakthrough• AND they are continuously needed in

parallel


Level 0

Problem Solving

Level 1

Continuous Improvement

Level 2

Breakthrough

Improvement

Levels 0, 1, 2


VolumeVolume

Impact of the Product- / Lifetime cycle

Product-cycle

Improvement

Development Application Production

Maintaining / Containment

Improving

Breakthrough


Impact in terms of capacity

Product-cycle

Improvement



Improving

Breakthrough

CAPACITY !!!! In function of your Business Portfolio


Persons need to cross at least 2 borders

Productcyclus

Improvement



Improving

Breakthrough

Person A

Person B


Reduction of deviation

• Reduce deviation from Zero defects• Reduce deviation from Zero

manufacturing lead time

Off TargetVaration

OnTarget

Centre Process

Reduce variation


Reduction of variability

• Reduction of variability is an universal enemy

• One single variance causes lot of wasteful solutions


PLANTranslate

Strategy into Action/Goals

DOAchieve

Process Goals

CHECKReview

Performance

ACTApply Learning

from Reviews

The BEST Way in all these improvements

A continuous cycle of four steps


Process MappingGraphic Tools,

Pareto,Run Chart

Descriptive Statistics,SPC,T-test

Teams,Project

Management

MSACapability,

Cpk,Sigma

C&E matrix,Fishbone

Multi Vari chart

ANOVADOE-simpleFractional Factorial

Regression-SimpleMultiple

AdvancedSpecialised

DOEEV-OP

FMEA,Control plan

BuildingA Six Sigma process

Fundamentals- Identify Special Causes

Process understanding Reduce varation

Optimizing the Process

Common Six Sigma tools


5S Visual ManagementCellular Lay out

Standardised working

Batch reduction

Waste reduction

Mistake Proven

SCORE(Kaizen)

Quick Change over

(SMED)

BuildingA Lean process

Common Lean tools

PullFlow /

Kanban

TotalProductive

Maintenance

Mapping

Stream

Value


Key differences

Lean Six Sigma

Primary Metric Time Defects

Change agents Everyone, in their natural work teams

Belt experts, project teams

Culture Empowerment Top down

Underlying science Industrial Engineering Statistics


# delieveries

Days of deliveries

Lean Six Sigma combined# delieveries

Days of deliveries# delieveries

Days of deliveries

# delieveries

Days of deliveries

LEAN

6 S

igm

a

LEAN +

6 Sigma


Dmaic Blueprint for Breakthrough

Control Improve Analyse MeasureDefine

Define & Scope the problem

Determine Project

Objective& Benefits

Create ProjectCharter

Define ‘As is”problem

ValidateMeasurement

System forOutputs

QuantifyProcess

Performance

IdentifyPotential

Causes (x’s)

Investigate Significance of

X’s

ID Sig CausesTo focus on

Y=f(x’s)

Generate PotentialSolutions

Select &Test

Solution

DevelopImplementation

Plan

Create Control & Monitoring

Plan

Implement Full ScaleSolution

Finalise Transition

Tollgate Tollgate Tollgate Tollgate Close


Define Phase Roadmap

Define

Define & Scope the problem

Determine Project

Objective& Benefits

Create ProjectCharter

Tollgate

ID theBusiness

Gap

Document The Process

Collect & Translate

Voice of theCustomer

Scope the project

Create Communication

Plan

Define Metrics& Defects

EstablishPreliminary

Baseline and Entitlement

Develop Problem&

Objectives Statements

Estimate FinancialBenefit

ConfirmImprovementMethodology

DefineProject roles &

Responsabilities

ID ProjectRisks

EstablishProject

Timeline


Measure Phase Roadmap

Measure

Define ‘As is”problem

ValidateMeasurement

System forOutputs

QuantifyProcess

Performance

Tollgate

Primary Metric ?

Create Process Flow

Diagram

Expose SimplificationOpportunities

PerformCapabilityAnalysis

AnalyseMeasurement

Systems

Estimate FinancialBenefit

Collect Data(Y’s)

ExamineProcessStability

Create Value Stream

map

QuickHits?

Run a ScoreEvent

Objectives Met?

Proceed to Control

yesyes

nono

time

defects


Analyse Phase Roadmap

Analyse

IdentifyPotential

Causes (x’s)

Investigate Significance of

X’s

ID Sig CausesTo focus on

Y=f(x’s)

Tollgate

DevelopList withPotential Causes

Narrow DownList of

Potential Causes (X’s)

Collect DataOn X’s

PerformGraphicalAnalysis

PerformStatisticalAnalysis

ConductWaste

Analysis

EvaluateImpact of the

X’s on Y

StatePreliminary

Y=f(x’s)

Primary Metric ?

time

defects


Improve Phase Roadmap

Improve

Generate PotentialSolutions

Select &Test

Solution


Plan

Tollgate

Primary Metric ?

EvaluatePotentialSolution

StateY=f(X’s)


Plan

Generate Potential Solutions

Create FutureState of VSM

timedefects

Run a SCOREEvent


Control Phase Roadmap

Control

Create Control & Monitoring

Plan

Implement Full ScaleSolution

Finalise Transition

Close

Mistake ProofThe

Process

Determine theX’s to ControlAnd Methods

CompleteMSA on

Critical X’s

Determine y’sTo monitor &

Metrics Reporting

Revise / DevelopProcess

Documentation

Implement solution

Evaluate Implementation

DevelopTransition

Plan

HandoffTo

ProcessOwner

CaptureLessonslearned

Write finalreport

Celebrate!




The World Class Power of Operational Manufacturing• Using Operational Excellence as strategic

weapon– Based on Key projects and BBSC

• The hart of the system– Eliminating Variability– Eliminating Deviation


The world Class Power of Operational Manufacturing• Right processes lead to right results

– Breakthrough Management– Continous flow– Pull system– Stop to fix a problem– Problems are surfaced not hidden– Facts and figures

• Develop people and organisation– Grow leadership– Build exceptional people– Build on their strenghts


The world Class Power of Operational Manufacturing• Continuous improvement

– Each problem is an opportunity– Understand the ist / soll / way to go– Make decisions slowly, implement fast– Learning organisation


RADAR

• R: results ( do they fit to your strategy)• A: approach ( will the approach lead to the

results)• D: deployment ( How deep and broad is it

deployed and translated)• A: assessment ( how do you assess if the

approach and deployment leads to the results ( more then PI))

• R: review ( how do you review the chosen process/ strategy and organisation structure)


The Toyota way4 P’s / 14 principles

• Long term Philosophy• The right Process• Add value through People and Partners• Continously solve Problems


Long term Philosophy

• Principle 1– Base management-decisions on a long

term philosophy, even at the expense of short term financial goals


The right Process

• Principle 2-8– Create process flow to surface problems– Use pull systems to avoid overproduction– Level out the workload– Stop when there is a quality problem– Standardise tasks for continuous improvement– Use visual control so no problems are hidden– Use only reliable, thoroughly tested technology


Add value through People and Partners• Principle 9-11

– Grow leaders who live the philosophy– Respect, develop and challenge your

people and teams– Respect, challenge and help your

suppliers


Continously solve Problems

• Principle 12-14– Continuous organisational learning

through Kaizen– Go and see for yourself to thoroughly

understand the situation– Make decisions slowly by consensus,

thoroughly considering all options: Implement rapidly


Philosophy

(Long Term Thinking)

Process

(Eliminate waste)

People & Partners

(Respect, Challenge and Grow Them)

Problem Solving

(Continuous Improvement and

Learning)


People

Managem

entTech

nica

l

Philosophical

Technical

. Stability

. JIT

. Jidoka

. Kaizen

. Heijunka

Management

. True North

. Tools to focus management attention

. Go and See

. Problem-solving

. Presentation skills

. Project management

. Supportive culture

Philosophy / Basic Thinking

. Customer first

. People are most important asset

. Kaizen

. Go and See Focus on the floor

. Give feedback to team members and earn respect

. Efficient Thinking

. True (vs apparent) condition

. Total (vs individual) team involvement




Success of program

• Understanding the situation of today• Establishing a common target as the

place to be• Understanding the gap between

today status and the soll status• The will to change• The tools appropriate to change• Timing


Understanding the situation of today• Measuring

– What are the measures– What are the existing results– Make data transparent, understand what

the results tell you– Transfer data into information ( use the

correct “language”)


Establishing a common view on the place to be• How will the environment look like in 10

years• How will we look like in 10 years• What competences will be needed by then• How will we be measuring if we have

reached what we vision.


Understanding the gap between today status and the soll status• Define the different gaps

– Markets– Product– Distribution– Process– Assets– Organisation / structure

– PEOPLE


The will to change

• Do we want to change– Recognition of the need to change – Motivation of the people

• Do we commit• Is it not something for the others, not

effecting me?• What is in it for me?


The tools appropriate to change

• Make use of standard tools– “Speaking” the same language– Information is transferable– Knowledge is becoming more explicit


Timing

• Do we get the time• What approach to be used• Definition of intermediate milestones


Key characteristics...

Philips

• Improvement programmeaiming at value delivery in new strategic direction

• Need to speed up learning by establishing common language

• Full transparency of all top-priorities

• BBS is starting point

• Integral improvement management framework (more than project execution only)

• Discriminate between Breakthrough and continuous improvement

• Initial focus on Breakthrough

• MT’s drive Breakthrough deployments cascade

• Explicit choice on how to organize execution

• MEDIC forstructured improvement

• 8D for daily problems

• Speed by Visibility

Overall characteristics of programme

Improvement approach

MethodsOrganisation

DMAIC


1. The right priorities

3. The right organisation

4. The right method

2. The right deployment

Financial

Customers

Processes

Competence

BusinessBalancedScorecard

apap

xplorexplore

efineefine

mplementmplement

ontrolontrol

MEDICMEDIC

MMEEDDIICC

easureeasure

valuatevaluate

escribeescribe

mprovemprove

onformonformBottom up QIC team

Individual Task

Open team

Cross FunctionalProject Team

Self managing team

Task Force

Customer FinancialProcessesCompetenceCustomer FinancialProcessesCompetence

Customer FinancialProcessesCompetenceCustomer FinancialProcessesCompetence Customers FinancialProcessesCompetence

Customer FinancialProcessesCompetenceCustomer FinancialProcessesCompetence Customers FinancialProcessesCompetence

Customers FinancialProcessesCompetence

Level 1ongoing

Level 2 breakthrough

Level 0daily problem solving

P

DC

A

Philips Improvement Framework

DMAIC


Selecting the right method

Recognise a problem

Does a Process

ManagementSystem

exist

Implement Basic Process

Management

Is the rootCause (X)

knwn

Is a newProduct orProcess needed

Is anInvention required

Is theRoot (X)

Cause & solution known

DMAIC ProjectRoot cause unknown

Root cause ID RequiresLean&Statistical tools

SCORE (KAIZEN) event

Root cause knownSolution does not require

Statistical Tools

R&D&

InnovationDFSS

JUST DO ITObvious root causeObvious and simple

solution

yesyes

yes

yes

no

nono

no yes

no


PCB Cost

Added Value Cost Total RF DU Cost

BOM Cost0.0

5.0

10.0

15.0

20.0

25.0

30.0

Month

E

0.0

5.0

10.0

15.0

Month

E /

DU

0.0

5.0

10.0

15.0

20.0

25.0

Month

E /

DU

0.01.02.03.04.05.06.07.08.09.0

10.0

Month

E /

DU

PCB Cost

Added Value Cost Total RF DU Cost

BOM Cost0.0

5.0

10.0

15.0

20.0

25.0

30.0

Month

E

0.0

5.0

10.0

15.0

Month

E /

DU

0.0

5.0

10.0

15.0

20.0

25.0

Month

E /

DU

0.01.02.03.04.05.06.07.08.09.0

10.0

Month

E /

DU

Flag Diagram

Prioritize

Philips Components Tree-Diagram (Deployment by priority)

Priority Improvement Areas Projects Selection

Philips Components Tree-Diagram (Deployment by priority)

Priority Improvement Areas Projects Selection

Tree Diagram

DeployX Matrix

Organize

Project Charters

Execute

Review

Project LeaderProgram Management

Financial

Customers

Processes

Competence

BBS


• Use the EFQM model to Self-Assess Improvement Approaches, Deployment, Reviews and Results

Review using the EFQM Model

Processes CustomerResults

Society Results

Policy &Strategy

People

LeadershipKey

PerformanceResults

PeopleResults

Partnerships & Resources

Partnerships & Resources

Enablers Results

Innovation and Learning

C

A PD


PLANTranslate Strategy into Goals

Leading Lagging

Customer FinancialProcessesCompetence

C

A PD

• Top Level Goals are planned using cause and effect analysis, and are communicated with

the Balanced Scorecard


C

A PD

Deploy Goals within Sites

Balanced Scorecard - Lamps Asia PacificCritical Success Factor Performance Indicator Target Q1 Target Q2 Target Q3 Target Q4

Economic Profit Realised USD mln 6 12 20 28 Sales USD mln 109 231 363 500 Ifo %age of sales 9.0% 8.7% 9.3% 10.0% Working capital %age of sales 13.5% 13.3% 12.8% 11.1% AFSP GLS/TLD USD 0.11/0.43 0.11/0.42 0.10/0.41 0.10/0.40 Cashflow USD mln 16 20 30 55

Market share %age 10.9% 11.1% 11.2% 11.3%Delivery performance CSL 85% 85% 90% 93%Partnership Programme %age of sales 0% 0% 5% 10%Brand index Absolute value 1.40 1.36 1.33 1.31Survey results Score 7.1 7.2 7.4 7.5

BEST Marketing Survey tool score 1.5 1.5 3BEST Purchasing Cost reduction -0.5% -1.0% -1.5% -2.5%Cycle time Export Surabaya - days 45 40 37 35

Malu GLS - days 30 27 23 21BEST Manufacturing Survey tool score 3.5 4.5 5.0 6.0

Organisation capability PQA 90 achievement 0 0 1 3 units Leadership assessment Approved action plan 30% 65% CompleteBEST training %age of target group completed 45% 70% 90% 90%QIC participation %age of population 15% 15% 20% 25%


moving from priorities to projects to organization


The right Deployment

• Cascade priorities goals objectives

• Translate instead of repeat (see example)

• Follow up (plan & review)

C

A PD


RESULTS

POLICY /OBJECTIVE

TARGETS DEPLOYMENT(output performance

indicators)

hie

rarc

hic

hie

rarc

hic

dep

loym

ent

dep

loym

ent

Repeating

Executive level increase market shareBusiness group director increase market sharePlant manager increase market shareDepartment manager increase market shareUnit leader increase market shareOperator increase market share

“indecent proposal”

C

A PD


Translation

Example

• Executive level increase market share• Business group director lower cost price• Plant manager less material waste• Department manager less rework• Unit leader registrate material

use• Operator work acc. procedures

C

A PD


RESULTS

POLICY /OBJECTIVE

IMPROVEMENTAREAS

ACTIONS DEPLOYMENT(process performance

indicators)

CAUSES

TARGETS DEPLOYMENT(output performance

indicators)

hie

rarc

hic

hie

rarc

hic

dep

loym

ent

dep

loym

ent

By cause / leverage

By cause / leverage

deployment

deployment


Possible deployment criteria, for each deployment level:

by product

by phase

by bottleneck

by opportunities

but always:

focused on priorities

focused on causes

C

A PD


Deployment

Results:

Involvement/commitment Focus Coherence, consistency Visibility, openness, insight Communication, co-operation Problem awareness (business needs) Acceleration (speed)

C

A PD


PLANTranslate

Strategy into Action/Goals

DOAchieve

Process Goals

CHECKReview

Performance

ACTApply Learning

from Reviews

The BEST Way in all these improvements

A continuous cycle of four steps


The BEST way …. For Your Business

• Focus through BBS

• Use learning fromthe BEST way

• Align using Policy Deployment

• Accelerate process improvement by

• Driving cycle time• Using Survey Tools• Teamwork

• Review annualPBE assessment& HQ Audit

• Review performanceusing Scorecard

• Apply Learning fromPBE, HQ audit etc.

• Share and Gain from Knowledge

PLAN

DOCHECK

ACT


DOImprove Processes: 3 Approaches

Breakthrough byRe Engineering

with DMAIC / DFSS

12

34

5

67

89

10

0

ELEMENT 1

ELEMENT 2

ELEMENT 3

ELEMENT 4

Towards WorldClass

Etc …

….

10987654321

12

34

5

67

89

10

0

ELEMENT 1

ELEMENT 2

ELEMENT 3

ELEMENT 4

Towards WorldClass

Etc …

….

10987654321

C

A P

D

Breakthrough by aFocus on Lean:

ContinuousImprovement usingProcess Survey Tools

as assessment tool


Improvement in your Type of Industry:

Which Elements are Important in Your Manufacturing Process?

Handling& packing

Capability & control of assembly process

Problem solving& improvement

Quality planning & procedures

Suppliedmaterials

C

A P

D




Situational Tool-use

Product-cycle

Improvement



Improving

Breakthrough



Product-cycle

Improvement



Improving

Breakthrough

8D



Product-cycle

Improvement



Improving

Breakthrough

8D6 Sigma



Product-cycle

Improvement



Improving

Breakthrough

8D6 Sigma

DMAIC


• Quantify waste• Explore possible

causes/Levers• Experiment• Isolate and verify

the root cause by testing each potential cause

• Conclude what conditions have to be improved or redesigned

• Update MFR

• Rank causes• Generate

solutions• Verify solutions• Define permanent

counter measures• Risk analysis• Describe the

modified process: new process map

• Update MFR

• Design the implementation plan

• Define/track activities

• Track counter measures implementation

• Communicate and clarify to the organisation

• Improve• Track

performance • Update MFR

• Ensure changes are anchored in the organisation

• Train all relevant people

• Standardise• Modify audit

checklists• Track improved

performance• Update MFR

A common view of the ‘as is’ process and how well it is performing

Identify critical causes and/or levers (The vital few)

• Describe problem (or opportunity) and objective

• Measure historical performance trends

• Set up measure-ment system

• Map current process

• Share available knowledge and get

a common view• Manage by facts,

not opinions• Start MFR Report

Describe and Design the improved process

Draw up the implementation plan and introduce confirm results

Establish control and hand over to process owner.

MEDIC phasesMapMapMeasureMeasureMapMapMeasureMeasure

ExploreExploreEvaluateEvaluateExploreExploreEvaluateEvaluate

DefineDefineDescribeDescribeDefineDefineDescribeDescribe

Implement Implement ImproveImproveImplement Implement ImproveImprove

Control Control ConformConformControl Control ConformConform


• Create Value steam map

• Create Process Flow Diagram

• Expose simplification opportunities

• Run a SCORE event• Analyze

measurement Systems

• Improve management systems (if needed)

• Collect data (y’s)• Examine process

stability• Perform capability

Analysis

• Develop list of potential Causes

• Narrow down list of potential causes (x’s)

• Perform graphical analysis

• Perform statistical analysis

• Conduct waste analysis

• Evaluate the impact of the x’s on the y

• State preliminary y=f(x’s)

• Generate potential solutions

• Create future state VSM

• Evaluate potential solution

• State y=F(x’s)• Run a score event• Develop

Implementation plan

• Mistake proof the process

• Determine the x’s to control and methods

• Complete MSA on critical x’s

• Determine y’s to monitor& metrics reporting

• Revise/develop Process documentation

• Implement solution• Develop transition

plan• Handoff to process

owner• Capture lessons

learned• Write final report/

presentation• Celebrate

Define & Scope the Problem

Determine Project Objectives & Benefits

Create Project Charter

Define ‘As is’ Situation

Validate Measurement Systems for Outputs

Quantify Process Performance

• ID The business case

• Document the process

• Collect and translate the Voice Of the Customer

• Define Metrics and Defects

• Establish preliminary Baseline & Entitlement

• Develop Problem & Objective Statements

• Estimate financial Benefits

• Confirm Improvement Methodology

• Define Project roles & responsabilities

• ID project risks• Establish Project

timeline• Create

communication plan

Identify Potential Causes (x’s)

Investigate significance of x’s)

ID Sig Causes to focus on y=f(x’s)

Generate Potential solutions

Select & Test Solution

Develop Implementation Plan

Create Control & Monitoring Plan

Implement Full Scale Solution

Finalise Transition

DMAIC phasesDefineDefineDefineDefine MeasureMeasureMeasureMeasure AnalyseAnalyseAnalyseAnalyse ImproveImproveImproveImprove ControlControlControlControl


• Check Sheet• Brainstorming• Process Mapping• Gantt Chart• Gauge R & R• Pareto Chart• Histogram• Control Charts• Run Charts• Voice of customer

• Non-Value added Analysis

• Cause & Effect • Scatter Diagram• Correlation• DOE• 5 Why’s• Hypothesis Testing• Paired Comparisons• Regression

• FMEA• Multivoting• Risk Analysis• Process Mapping

• Communication Plan

• Re-measure Performance

• Pilot• Gantt Chart

• Control Charts• Fool Proofing• Quality System• Conformance

Cycle Audit

Note: The above only gives an indication of when a tool may often be used, however the same tool may be used in a number of different phases

A common view of the ‘as is’ process and how well it is performing

Identify critical causes and/or levers (The vital few)

Describe and Design the improved process

Draw up the implementation plan and introduce confirm results

Establish control and hand over to process owner.

MEDIC ToolsMapMapMeasureMeasureMapMapMeasureMeasure

ExploreExploreEvaluateEvaluateExploreExploreEvaluateEvaluate

DefineDefineDescribeDescribeDefineDefineDescribeDescribe

Implement Implement ImproveImproveImplement Implement ImproveImprove

Control Control ConformConformControl Control ConformConform


• Data collection plan• Process flow diagram• Value stream map• Spaghetti diagram• SCORE• Measurement System

analysis• Check sheets• SPC• Capability analysis• Run chart• Graphical analysis• Elements of waste• 5S

• Fishbone• Process flow

diagram• Value stream map• FMEA• Cause & effect

matrix (C&E)• Data collection plan• Graphical Analysis

selection matrix• Statistical analysis

selection matrix (Hypothesis testing & regression)

• Takt time• Workload balancing• Work combination

chart

• Future state Value Map stream

• Random Word• TRIZ• Six thinking hats• Cellular lay out• SCORE• Kanban• Visual workplace• DOE• Solution selection

matrix• Implementation plan• SMED• TPM• Mistake proofing

• SPC• Control plan• MSA• Mistake proofing• Dashboard• Project transition

action plan (PTAP)• Capability analysis• Communication plan

Define & Scope the Problem

Determine Project Objectives & Benefits

Create Project Charter

Define ‘As is’ Situation

Validate Measurement Systems for Outputs

Quantify Process Performance

• Project definition worksheet

• SIPOC• Surveys and

interviews• Affinity diagram• Brainstorming• In/out frame• Pareto charts• CT Trees• Cost benefit

analysis• Benchmarking• Metric charts• Project charter• Stakeholder

analysis• Communication

plan

Identify Potential Causes (x’s)

Investigate significance of x’s)

ID Sig Causes to focus on y=f(x’s)

Generate Potential solutions

Select & Test Solution

Develop Implementation Plan

Create Control & Monitoring Plan

Implement Full Scale Solution

Finalise Transition

DMAIC tools and techniques

DefineDefineDefineDefine MeasureMeasureMeasureMeasure AnalyseAnalyseAnalyseAnalyse ImproveImproveImproveImprove ControlControlControlControl


1. Define the Problem1. Define the Problem

2. Measure2. Measure

3. Analyse3. Analyse

4. Improve4. Improve

5. Control5. Control

MEDIC vs DMAIC vs 8D

MEDIC 0: Project CharterMEDIC 0: Project Charter

MEDIC M: Map and MeasureMEDIC M: Map and Measure

MEDIC E: Explore and Evaluate

MEDIC E: Explore and Evaluate

MEDIC D: Describe and defineMEDIC D: Describe and define

MEDIC I: Implement and Improve

MEDIC I: Implement and Improve

MEDIC C: Control and Conform

MEDIC C: Control and Conform

2. Describe the Problem2. Describe the Problem

4. Define & Verify Root Causes

4. Define & Verify Root Causes

5. Verify Corrective Actions5. Verify Corrective Actions

6. Implement Permanent Corrective Actions

6. Implement Permanent Corrective Actions

7. Prevent Recurrence7. Prevent Recurrence

8. Congratulate Your Team8. Congratulate Your Team

1. Use a Team Approach1. Use a Team Approach

3. Implement & Verify Interim Containment Actions

3. Implement & Verify Interim Containment Actions


DMAIC

Define The customer / The Critical to Quality issues (CTQ) / Core business process involved

Measure The performance of the Core Business Process involved

Analyse Data collected / Process mapped / root cause identified / opportunities to improve defined

Improve The process by desiging in creative solutions to fix and prevent problems

Control Keep the process on the new course: Monitor / Control and Review


Lean Six Sigma

The 5 M’s

M1 Measure A stastical measure of variation

M2 Methodology A structured method for solving problems important to our customers.

M3 Management System

A comprehensive approach to driving improvement in the business

M4 Metaphor for Business Excellence

A means to achieve strategic objectives

M5 Mindset For continuous improvement


Why Lean Six Sigma

Customer-Responding to the changing needs of the customer-Enhance the customer experience

Financial-Grow revenue-Improve efficiency

Process-Reduce waste-Eliminate defects-Engage employees

Learning & Growth-Develop problem solving competencies-Leadership Development

Balance score card of Lean Six Sigma


DMAIC and Lean

DMAIC Phases

Recognise

Define Measure

Analyse

Improve

Control

Maintain

Lean Phases

Prepare Define value

Identify value stream

Define new value stream

Implement flow

Implement pull

Strive for perfection


DMAIC

• A data driven quality strategy for improving processes, integral part of the Six sigma approach.

• Define, Measure, Analyse, Improve, Control


Product Quality





Any Question?

[email protected]

If you are not prepared to resign or to be fired for what you believe in, then you are not a worker, let alone a professional. You are a slave.

Howard Gardner


Unit S10

Storings Top 3 Afwerkers Q1 t/m Q2

€ 3,139

€ 3,717

€ 5,678

0.00

0.10

0.20

0.30

0.40

0.50

0.60

Condensatoraanvoer Tangen Inknijpen

Pe

rce

nta

ge

t.o

.v. b

esc

hik

ba

re u

ren

€ 0

€ 1,000

€ 2,000

€ 3,000

€ 4,000

€ 5,000

€ 6,000

€ 7,000

Eu

ro's

Efficiency Q1 t/m Q2

OEE ≥ 81.9% 74.3%Uitval glimlichtgroepen ≤ 5.3% 5.2%Uitval afwerkers ≤ 1.1% 1.1%Storing glimlichtgroepen ≤ 5.4% 4.2%Storing afwerkers ≤ 2.7% 2.1%

BBSC 2007 S102007

•VerbeteractiesElectrisch monitoring problemen Uitrol VT KopknijpersUitrol VT Condensator aanvoerWerkgroep omstellen CGE

OEE 2007

60

65

70

75

80

85

90

2006 Q1 Q2 Q3 Q4

perc

enta

ge

Storings Top 3 Glimlichtengroep Q1 t/m Q2

€ 3,462€ 3,657€ 3,719

0.00

0.05

0.10

0.15

0.20

0.25

0.30

0.35

0.40

Ballontoevoer Pomprubbers Afsluiters

Pe

rce

nta

ge

t.o

.v. b

esc

hik

ba

re u

ren

€ 0

€ 500

€ 1,000

€ 1,500

€ 2,000

€ 2,500

€ 3,000

€ 3,500

€ 4,000

€ 4,500

Eu

ro's


Geplande stilstand

Q1 &Q25.5%

0.8%

0.1%

6.4%Totaal stilstand

Geplande stilstandOmschrijving

Geen orders

Proeven

Machine verbetering

Machine verbetering

0.0

0.2

0.4

0.6

0.8

1.0

1.2

1.4

Q1 Q2 Q3 Q4

% t

.o.v

. ka

len

der

ure

n

Proeven

0

0.05

0.1

0.15

0.2

0.25

Q1 Q2 Q3 Q4

% t

.o.v

. ka

len

der

ure

n

Totaal geplande stilstand

0

1

2

3

4

5

6

7

8

9

Q1 Q2 Q3 Q4

% t

.o.v

. ka

len

der

ure

n

Geen orders

0

1

2

3

4

5

6

7

8

Q1 Q2 Q3 Q4

% t

.o.v

. ka

len

der

ure

n


Machine prestatie

TD Q1 t/m Q2 delta1.1% 0.9% -0.2%

1.2% 1.0% -0.2%

2.4% 1.9% -0.5%

0.5% 0.2% -0.3%

0.2% 0.2% 0.0%

2.7% 2.1% -0.6%

8.1% 6.3% -1.8%

Technisch machine verlet Omschrijving

Storingen stengelstelmachine

Storingen montagemolen

Storingen insmelt / pompmachine

Storingen oudertafel

Totaal verlet

Storingen transportketting / electrisch

Storingen Afwerker

Uitval percentage

5

5.2

5.4

5.6

5.8

6

6.2

6.4

6.6

6.8

7

2006 Q1 Q2 Q3 Q4

Norm

Technisch verlet

0

1

2

3

4

5

6

7

8

9

2006 Q1 Q2 Q3 Q4

Norm

Goed

Norm Q1 t/m Q2 delta1.6% 1.5% -0.1%

1.4% 1.7% 0.3%

2.3% 2.0% -0.3%

0.6% 0.6% 0.0%

0.3% 0.2% -0.1%

0.3% 0.3% 0.0%6.5% 6.3% -0.2%Totaal uitval

Stel uitval

Uitval insmelt / pompmachine

Uitval percentage'sOmschrijving

Uitval oudertafel

Wegwerp afwerker

Handmontage afwerker

Los glimlicht afwerker


Organisatorisch verletTD Q1 t/m Q2 delta

0.1% 0.1% 0.0%

0.2% 0.7% 0.5%

0.0% 0.0% 0.0%

0.5% 0.4% -0.1%

1.1% 0.9% -0.2%

0.0% 0.8% 0.8%

0.2% 7.2% 7.0%

1.1% 0.2% -0.9%

2.5% 2.7% 0.2%

5.7% 13.0% 7.3%

Wachttijd monteur

Schoonmaken/opruimen

Preventief onderhoud

Totaal verlet

Overleg/info

Geen materiaal / bedrijfstoring

Geen personeel

Schafttijd

Organisatorisch machine verlet Omschrijving

Opleiding

Ombouw/instellen

Teamwork/ S.F.M. Q1 t/m Q2

Korte termijn ≤ 4% 2.7%Lange termijn ≤ 2% 10.0%

BBSC 2007 ziekteverzuim2007

Ziekteverzuim 2007

0

2

4

6

8

10

12

14

16

2006 Q1 Q2 Q3 Q4

Norm

Organisatorisch machineverlet

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

Q1 Q2 Q3 Q4

pe

rce

nta

ge

Norm

Goed


Produceren volgens planning

produceren volgens planning Q1 t/m Q2

Behalen van de planning 97%

BBSC 2007PI 2007 TD≥97% ≤105%

2007

95

96

97

98

99

100

101

2006 Q1 Q2 Q3 Q4

pe

rce

nta

ge

Productie aantallen / kwartaal

500,000

5,500,000

10,500,000

15,500,000

20,500,000

25,500,000

30,500,000

35,500,000

40,500,000

45,500,000

50,500,000

aant

alle

n

Tekort 1,531,114 1,555,424

Aantallen 45,068,886 45,144,576

Q1 Q2 Q3 Q4


Kwaliteit

Kwaliteit 2006 Q1 t/m Q2

Afgekeurde partijen 1.55% ≤ 1.70% 0.61%Meetuitval St&Verp. S10 (lek+mont) 0.14% ≤ 0.20% 0.11%

BBSC 2007 KwaliteitPI 2007 TD

Meetuitval

0

0.05

0.1

0.15

0.2

0.25

2006 Q1 Q2 Q3 Q4

perc

enta

ge

Afgekeurde partijen

0

0.5

1

1.5

2

2.5

2006 Q1 Q2 Q3 Q4

per

cen

tag

e

Machineaantal afkeur

Aantal producten percentage

Losse condensator 173,000 0.19%Lek langs toevoerdraad 94,000 0.10%Glas uit de kneep 93,000 0.10%Glas uit de kneep 46,000 0.05%Snapfouten 39,000 0.04%Mantel mix 21,000 0.02%Verbrande draad 21,000 0.02%Verkeerd bimetaal 18,000 0.02%Materiaal

Niet volgespoten bodemplaatjes42,000 0.05%0.61%

Afkeur producten Q1 t/m Q2

Totaal afkeur %

90,213,462

Goed


Priorities 2e half 2007

• Execute trainingen according plan• Rolling out of machine improvement

accoridng plan• Increase flexibility of people by

crosstraining• Implementation Quick wins Beep and

Vim• Monitoring preventive maintenance


Condensatoraanvoer

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%

perc

enta

geStorings % t.o.v. beschikbare uren

Afw. 28Afw. 27Afw. 34Afw. 33Afw. 32Afw. 31

Afw. 33 25.9 uur verlet- Werkzaamheden condensatormolen opzetrol maltezer kruisAfwerkers verlet door ombouw Rica <> CGE


Tangen

0.00%

0.50%

1.00%

1.50%

2.00%

2.50%

3.00%

3.50%

perc

enta




Inknijpen

0.00%

0.50%

1.00%

1.50%

2.00%

2.50%

3.00%

perc

enta



Afwerkers problemen met inknijpen van de bodemplaat met messing pennen


Ballontoevoer

0.00%0.50%

1.00%1.50%2.00%2.50%

3.00%3.50%4.00%

4.50%5.00%

perc

enta


Gr 28Gr 27Gr 12Gr 11Gr 26Gr 25Gr 24Gr 23Gr 22Gr 21

Veel verlet op groep 25.Ballontoevoer nieuwe constructie direct uitgevoerd


Pomprubbers

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%

perc

enta




Afsluiters

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%

perc

enta



Date post:	26-Dec-2015
Category:	Documents
Upload:	alison-todd
View:	216 times
Download:	0 times

Manufacturing Performance Quality Improvement and Breakthrough Johan Allemeersch Philips Lighting...

Documents