Six Sigma and Lean Manufacturing

1、Six Sigma /Lean Manufacturing Lean Manufacturing/Six Sigma Project Template Lean Production System To Make Things in the Right Way Man Material Machine Standard Work Standard WIP KANBAN Andon Operational Availability Takt Time Production One Piece Flow Pull System Leveled Production Six Sigma /Lean

2、Manufacturing Project Summary (Example) Hooksett Plant, Sectors Business CFM Vanes Cycle Time Reduction Business Y: Dashboard: (owner, customer, name, gage if applicable) Other: (describe benefits or driver, if other than business Y or Dashboard) 4 Improve the process capability on Vanes delivery; r

3、educe WIP inventory Improve delivery of vanes/any vanes deliveries that exceed the planned lead time Start: 10/1/97 AEP use cost estimate for cell/part number/product family/business Inventory PotentialOutput Cost X 12-month build quantity X actual cycle time Cycle Time (planned and actual)Mean and

4、std.dev of historical cycle time based on router analysis. Include planned CAS cycle time Standard WIPPlanned Lead Time / Takt Time Variation # of commodities set-up timevouchered set-up time by part number/product family/business skills required# of skill classifications required for part number/ce

5、ll/family Manufacturing LossesLosses in terms of dollars Part Travel Distanceself-explanatory; include for either Assembly or Component Shops manual time vs. machine Push vs. Pull SystemDoes this process pull parts from kanbans or pull from start to finish (Pull)? Or are parts pushed through the lin

6、e based on forecasted starts rather than consumption needs (Push)? Cell/Business Leader / Black Belt _ Lean Assessment Tool further identifies Lean opportunities within a plant Define Phase Six Sigma /Lean Manufacturing 10 DAYS3 DAYS1 DAY Current critical path Remove work from critical path via prea

7、ssembly and parallel work Remove all forms of waste from the critical path Preassembly Preassembly Critical Path Analysis As Lean opportunities are assessed, identify the critical path to help focus Lean efforts on the most crucial part of the value stream. Define Phase Six Sigma /Lean Manufacturing

8、 Measure Phase (Pre-AWO Event) Measure Phase The goal of this phase is to understand the process capability and flow while establishing baseline measurements for cycle time, work-in- process inventory, and cost. Six Sigma /Lean Manufacturing PQ Analysis - Business/Cell Level 5A Sector Assy 0 500 100

9、0 1500 2000 2500 1588M28G 01 1559M76G 05 1588M27G 01 1559M77G 07 1559M76G 07 1588M27G 03 1559M76G 08 1588M28G 03 Product Quantity 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Cumulative % 1559M75G01 1559M74G01 Qty 8/97-12/98 cum % Measure Phase The Product Quantity Analysis identifies Lean Mfg. oppor

10、tunities by product output cost, inventory, product volume, and/or labor hours. Use this tool at the cell level to assess opportunities. Six Sigma /Lean Manufacturing Process Map - Operational Part Flow Sub-Process 1: Jeff Beck Leadtime = 8 Days Sub-Process 2: George St.Hilaire Leadtime = 6 days Sub

11、-Process 3: Todd Snell Leadtime = 6 days Total Leadtime = 20 Days BlankTumbleRoll (4x)Clean (4x)Anneal (4x) TumbleStab Grind VisualChem CleanFinal Inspect Tumble In-Process L.E. End Trim Chord Final Roll/ Clean/Anneal CoinCleanAgePre-Bend Bow Warp Develop the process map based on the router history

12、and any operator deviations from the router. Analyze lead time based on the VOUCHERED TIME. Measure Phase Six Sigma /Lean Manufacturing Existing Shop Layout Drill Area Mill Area TumbleBench Area Broach FPI Shot/Glass Peen Heat Treat Inspection Cast Clean 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Pro

13、cess Map - Physical Part Flow This process map, aka Spaghetti Chart illustrates the physical part flow through the area. This is a good tool to assess the physical layout efficiency. Measure Phase Six Sigma /Lean Manufacturing Measure PhaseProject Baseline Measurements Part Distance Traveled982 Inve

14、ntory WIP$100,000 Raw Material$50,000 Finished Goods$50,000 Lead-time Press Area3.5 days Finishing Area7.0 days Setup Time1.0 hrs. Lot Size1000 Labor Hours/Piece58 Establish baseline measurements to verify Lean improvements. Six Sigma /Lean Manufacturing TAKT Time = Available production time per per

15、iod Required production per period Example: Company A works two, 8 hour shifts per day. There are two 15 minutes breaks per shift as well as 30 minutes cleanup per shift. Production requirements are 50/day. T/T= 2 sh/day x 7 hrs/sh x 60min/hr 50 pcs./day =16.8 min/piece Takt Time CalculationMeasure

16、Phase TAKT Time = the frequency at which a completed unit must come off the line. The Takt time is the rate at which we produce. Takt is the beat or rhythm of the cell. This baseline measurement will be used later in the Analyze Phase to help understand possible sources of variation. Six Sigma /Lean

17、 Manufacturing Process Run Chart Entitlement/ Zst; 25155 20 10 0 Sheet Routing Days 0.9260 0.0740 3.0000 17.0000 14.0000 0.9993 0.0007 9.0000 14.0000 6.0000 Approx p-value for Oscillation: Approx p-value for Trends: Longest run up or down: Expected number of runs: Number of runs up or down: Approx p

18、-value for Mixtures: Approx p-value for Clustering: Longest run about median: Expected number of runs: Number of runs about median: Using the Six Sigma tools, identify a possible Zst or entitlement using vouchered history. The entitlement for the process, based on business objectives, may be invento

19、ry, cycle time, labor hours, etc. Measure Phase Six Sigma /Lean Manufacturing Long reduce set-up as much as In-process possible Status Analyze Phase Six Sigma /Lean Manufacturing Six Sigma/Lean Manufacturing Project Scorecard 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Overall Project Completion Percen

20、tage MeasureAnalyzeImproveControl 2341 Review Analyze Phase - Champion comments - Update team / stakeholders Train Team on 6 sigma tools Lean Mfg Team Training Review process map Develop new process flow Update IM project checklist Screen Potential Causes Identify Root Causes of variation Create Sta

21、ndard Work Identify Improvement Actions and Implementation Plan Develop Risk Assessment Risk Abatement Plan Obtain buy-in / support for improvement actions Implement Improvements Action Work Out Event - Implement Cell Layout - Establish Key Metrics - Establish a Visual Workplace - Flow Hardware - Ne

22、w Cell Running Rules Collect assess help from other line End Trim: Set-up person use FIFO board to determine next set-up after tumble Improve Phase Use the running rules to help drive Lean concepts and reinforce the action work-out improvements. Six Sigma /Lean Manufacturing Six Sigma/Lean Manufactu

23、ring Project Scorecard 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Overall Project Completion Percentage MeasureAnalyzeImproveControl 2341 Review Analyze Phase - Champion comments - Update team / stakeholders Train Team on 6 sigma tools Lean Mfg Team Training Review process map Develop new process flow

24、 Update IM project checklist Screen Potential Causes Identify Root Causes of variation Create Standard Work Identify Improvement Actions and Implementation Plan Develop Risk Assessment Risk Abatement Plan Obtain buy-in / support for improvement actions Implement Improvements Action Work Out Event -

25、Implement Cell Layout - Establish Key Metrics - Establish a Visual Workplace - Flow Hardware - New Cell Running Rules Collect limked by a grocery shelf system based on customer demand. A new cell layout was designed and implemented. Set-ups were reduced across all cells. ControlsPin Location - Drawi

26、ng change to ensure round pin is placed into hole position “C” in the fixture and that dimension is .1901-.1903 (target .1903) Pin Wear - Planning change to measure and replace pins when diameter is Completion Date / Savings More InformationContact Black Belt: Todd Snell 8-332-1677 Executive Summary

27、 June, 1996, $450,000 Control Phase Six Sigma /Lean Manufacturing 41 Project Closure Form PROJECT CLOSURE FORM Project Name Area Sponsor MBB BB Project Number _ Initial/Final Conditions (fill in all that are applicable) InitialFinal% ReductionInitialFinal% Reduction DPUMRBs LossesZst / ZltN/A Cost S

28、hort term # CTQs Open Action ItemsPerson Responsible Estimated Completion Date Concurrence:_ Project Closure From Complete BB _ Electronic Project Executive Summary submitted to Mary Alice Sponsor _ Electronic copies of MAIC presentations submitted to Mary Alice MBB _ Team members trained in MAIC su

29、bmitted to Celeste Miller for TEDS input Finance _ Update Six Sigma Tracking Data Base _ Copy of Project Executive Summary to SPTC _ Control Phase Use Project Closure Form to capture AWO open action items Six Sigma /Lean Manufacturing Global Production System - Progression Advanced (World Class) Mix

30、ed model at Takt time Single piece (1 set) pull Pacemakers established for all lines “Full Work” for all associates Plant-wide visual control Prediction of abnormalities Setups within Takt time Multi-process for entire line Level 4 Associate “full work” at Takt time 1 container at a time Integrated fab, sub- assembly