process improvement using lean six sigma methodology

21
XXX MANUFACTURING Improvement Process PAST - PRESENT – FUTURE By Alvaro Plaza Process Improvement – Lean Six Sigma Engineer

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Lean Six Sigma tools used to increase productivity and eliminate waste: - Value Stream Mapping - 5s - failure modes and effects analysis FMEA - Poke Yoke - Standardizing procedures

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Page 1: Process Improvement using Lean Six Sigma Methodology

XXX MANUFACTURINGImprovement Process

PAST - PRESENT – FUTUREBy

Alvaro PlazaProcess Improvement – Lean Six Sigma Engineer

Page 2: Process Improvement using Lean Six Sigma Methodology

PAST - PRESENT• Problem in work stations: Operators

mixing tools from a work station to another (Unproductive time looking for tools and supplies)

Solutions – Corrective Actions

- Color coding for every station in order to identify tools.

- 5s: Each station has the tools they needed in common daily operations.

- Label every station and supplies location.

BenefitsWe increased cycle time, saved money in tools and supplies, visual control,

educated, and empowered employee. Saving around 102 hrs a month

Unproductive Time Looking for Tools

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Page 3: Process Improvement using Lean Six Sigma Methodology

EVIDENCE PAST PRESENT

Page 4: Process Improvement using Lean Six Sigma Methodology

PAST

Page 5: Process Improvement using Lean Six Sigma Methodology

PASTProblem:Workers were unaware of safety and health issues in every station and Forklift uses, and operational procedures.

Solutions – Corrective Actions- Safety and health training in every station.- Safety labels in every station.- Forklift training in Spanish and English.

Benefits

- We reduced any human and/or physical lost, and costly claims and fines against the manufacturing company.

Page 6: Process Improvement using Lean Six Sigma Methodology

PAST• Problem: Work stations did not have standards and procedures to start up key

machinery.

Solutions – Corrective actions - POKA YOKE - Error-proof and standardizing some start up procedures that

anybody can do it without training.

Benefits- Eliminate costly mistakes in equipment, delays, and safety for workers.

PRESENT Oven Start up PAST

Page 7: Process Improvement using Lean Six Sigma Methodology

PASTPAST

Paint problems: •Running out of paint.

- Solutions: Paint board updated daily, inventory form to check paint levels, setting a minimum paint quantity to reorder, and placing paints in specific area.

- Benefits: Proper inventory levels of paint for production, increased cycle time, profits, and reduced costs per product.•Dripping paint in doors and frames. -Solutions: Standardization of doors and frames height. We implemented a preventive cleaning of paint boot ceiling and filters.

-Benefits: We eliminated any rework in products, save money in paint, and labor.

PRESENTPaint inventory board updated daily

Page 8: Process Improvement using Lean Six Sigma Methodology

PASTProblem: No operational

standards in place.

Solution: We standardized procedures that helped as training, reference, and management of day to day operations in different work stations.

Benefits: Reference material for training, on the job process, and Increase cycle times in each station.

Page 9: Process Improvement using Lean Six Sigma Methodology

PAST PRESENTProblem: Untrained welders workers about: components code, inventory, and supplies. (Frames and doors).

Solutions: - We labeled and provided a sample

set for every component used in each station.

- We set inventory form for every component in each station. Operator responsibility.

Benefits:- Proper inventory of components To make products and increased cycle time.- Employees were informing about low inventory components and supplies. Visual management of the process.

Page 10: Process Improvement using Lean Six Sigma Methodology

PRODUCTIONPRESENT - PROBLEM

• We are breaking our production planning to meet any special order.

• We do not have enough labor to keep the painting system running without stopping.

• If we keep the painting system running without stopping we HAVE TO STOP doors slab production.

• If we want the painting system running at 50% of capacity we HAVE TO STOP welding frames

Page 11: Process Improvement using Lean Six Sigma Methodology

PRODUCTIONPresent: Set up #1

We are making slabs doors and frames but not painting doors. Also, painting frames are running inefficiently (10% painting system capacity)

Page 12: Process Improvement using Lean Six Sigma Methodology

PRODUCTIONPRESENT: Set up # 2

Making slab doors, no welding frames but increasing doors and frames painting to 15%.

Page 13: Process Improvement using Lean Six Sigma Methodology

PRODUCTIONPRESENT - PROBLEM

No making door slabs, no welding frames but painting to 50% capacity

Page 14: Process Improvement using Lean Six Sigma Methodology

PRODUCTION IDEAL• Making doors, frames, and painting to 90% capacity no

stopping any process

Page 15: Process Improvement using Lean Six Sigma Methodology

PRODUCTION PROPOSAL• Monday and Wednesday full (100%) slab doors production

but not welding frames.

Page 16: Process Improvement using Lean Six Sigma Methodology

PRODUCTION PROPOSAL• Tuesday and Thursday morning full slab door slab but no

frame production.

Page 17: Process Improvement using Lean Six Sigma Methodology

PRODUCTION • Tuesday and Thursday afternoon full frame production, no slab

doors production but painting 50% capacity

Page 18: Process Improvement using Lean Six Sigma Methodology

PRODUCTION• Friday morning special order doors production, no welding frames, andPainting 15% capacity.

Page 19: Process Improvement using Lean Six Sigma Methodology

PRODUCTION• Friday afternoon prepare work stations components and supplies

for next week, welding frames, and painting 50% capacity.

Page 20: Process Improvement using Lean Six Sigma Methodology

CONCLUSION• Our cycle time is high when we make special orders in a hurry. Due to few employees

in production, we have to switch people from production to painting area. It is not planning in place.

• Our “bottleneck” is our painting system because it just has 2 workers. (It needs more resources)

• My recommendation is to stick to a slab door and frame production plan and follow a schedule to balance production and painting.• Order precut foam for doors. (Select quality providers)• To keep a minimum inventory of components in each station: Channel and top caps

for 400 doors.• To stop production at 3 pm to clean stations and supply components for every

station for next production day.• To have one radio for painting system area, one for slab door production, and one

for inside office or manager office to constantly know about how every area is doing.• To motivate and reward employees for performance completely free and valuable for

them. (Use a reward card to award an employee every month and give a plaque to EMPLOYEE of the month). Caring about employees will increase productivity.

• We had increased production in at least 35% thanks to coworkers cooperation, advise, retraining , education, quality metrics, and setting constantly goals that

employees can reach.

Page 21: Process Improvement using Lean Six Sigma Methodology

Faithfully submitted by:

Alvaro PlazaProcess Improvement

Lean Six Sigma Engineer“You cannot improve what you do not measure”