six sigma and tur planning what is six sigma? origin of six sigma improvement model tools of six...
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Six Sigma and TUR Planning Six Sigma and TUR Planning
What is Six Sigma?Origin of Six SigmaImprovement ModelTools of Six SigmaLean Manufacturing
Six Sigma may be expressed Six Sigma may be expressed as... as...
6
What is 6What is 6??
• A level of process variation that would yield 99.99966% good product
• No more than 3.4 DPM (defects per million parts produced)
• Business philosophy of continuous improvement
If 99% were Good Enough...If 99% were Good Enough...
• 17,000 pieces of mail lost every hour• 30,000 newborn babies would be dropped • 200,000 incorrect prescriptions each year• Unsafe drinking water 4 days each year• No electricity/water/heat for 15 minutes
each day• We would all be monkeys
Expected Levels of DefectsExpected Levels of Defects
Sigma Short Term Long Term
3 2,700 DPM 68,800 DPM
4 63 DPM 5,200 DPM
5 574 DPB 280 DPM
2 DPB 3.4 DPM
A picture of 6A picture of 6
Origin of 6Origin of 6
• Created by Motorola in mid 1980’s – Engineer Bill Smith
• Noticed that products with high “first pass yields” performed better in the field
• Six Sigma is Motorola trademark• Measure defects per million instead of
% defective
New Perspective – 99% DefectiveNew Perspective – 99% Defective
• 1 defect per hundred
• 10 defects per thousand
• 10,000 defects per million
• 10 million defects per billion!
Concept of “Loss”Concept of “Loss”
USLLSL Nominal
Good Good GoodGood BadBad
Zero Loss
LOSS
Taguchi “Loss Function”Taguchi “Loss Function”
• Loss to society increases as products and processes deviate from “ideal”
• Loss for any process can be quantified and measured
The 10X RuleThe 10X Rule
• It costs X to prevent a defect
• It costs 10X to find a fix a defect internally
• It costs 100X to fix the same problem in the field
DMAIC Improvement ModelDMAIC Improvement Model
• Define - Define the project’s purpose and scope and obtain background information about the process and its customers
• Measure – Focus your improvement effort by
gathering information about the current situation
• Analyze – Identify the Root Cause(s) and to confirm them with data
DMAIC Improvement Model DMAIC Improvement Model (cont)(cont)
• Improve – Develop, try out and implement solutions that will eliminate the root cause(s)
• Control – Maintain the gains you’ve made by standardizing the work methods
Tools ofTools of
6
DefineDefine•Affinity Diagram•Project management / communication plan•CTQ tree•KANO Model•Process Mapping•Understand the “Voice of the Customer”
MeasureMeasure
• Run Charts / Control Charts• Data Collection – Check Sheets• Pareto Charts• Histograms – Standard Deviation• Flow Charts• Measurement System Analysis• Operational Definitions• Taguchi Loss Function
AnalyzeAnalyze
• Brainstorming• Cause-and-Effect Diagram• Design of Experiment – DOE• Focused problem statement –
what/when/where/how/who• Hypothesis testing• Scatter Diagram (Regression Analysis)
ImproveImprove
• Failure Mode and Effects Analysis• Control Charts• Histograms – Standard Deviation• Pareto Charts• Plan-Do-Check-Act Cycle (PDCA)
ControlControl
• Communication Plan– Revised Work Instructions / SOPs– Training – Final Management Report / 6 Story Board
• Control Chart• Periodic Audits
Goal/QPC Memory Jogger IIGoal/QPC Memory Jogger II
Lean ManufacturingLean Manufacturing
• A system for eliminating waste from any manufacturing or business process
• Waste is anything that does not add value to the product.
Waste is “anything other than the minimum amount of equipment, materials, parts, space, and worker’s time, which are absolutely essential to add value to the product.”
Shoichiro ToyodaPresident, Toyota
© 1995 Corel Corp.
Waste (Muda)Waste (Muda)
• Value Stream Mapping• TPM• Standardized work • 5S• UCL• Kaizen Process• Suggestion system• Demand-pull • Plant Layout• Problem Solving• Error Proofing• Effective Meetings
• Quick Change over• Cellular/Flow Manufacturing • Lean Accounting • Kanban• 6 Sigma• Zero defects• Breakthrough Thinking• Issue Management• Metrics• Change Management• Visual Management• Project Management
ENTERPRISE
The Lean Umbrella – HVS Tool Kit
Conventional LayoutConventional Layout
RECEIVEPARTS
STORAGE
RAWMaterial
STORAGE
SHIP
STORAGE
TEST
OF
FIC
E
LA
TH
ES
DR
ILL
PR
ES
S
Mo
ldin
g
MIL
LS
AS
SE
MB
LY
Batch Production
Cellular ProductionCellular Production
Finished Parts
Rawmaterial
Lathe Drill Mill
Press
ReamAssemblyTest
Office
Gasket &protective
Foil
NisshaResin
monthlyweekly2 monthly
MaterialsDepartment
TMM
I
I
I
Nissha
Resin
Gasket Mold
Daily productionplan
Daily productionmeeting
C/T = 15C/O = 300
Yield = 98%
I IMold
C/T = 16C/O = 300
Yield = 98%
UV Cure DeFlash
IPreScreen Assembly
I IFinal
Inspection IAQL
IShipping
MaierSpain
MonthlyForecast
WeeklyCalloff
Fax6 weeks
Fax/Email2 weeks
Fax/Email4 weeks
C/T = 0.33C/O = 0
Yield = 100%
Uptime = 95%Av.=8640(144 Hrs)
No. Ops = 1
Uptime = 95%Av.=8640(144 Hrs)
No. Ops = 1
Uptime = 100%Av.=8640(144 Hrs)
No. Ops = 1
Uptime = 80%Av.=4380(73 hrs)
No. Ops = 1
C/T = 2.5C/O = 600(10 Mins)
Yield = 99.5%
C/T = 12C/O = 1800(30 mins)
Yield = 94.4%Uptime = 100%
Av.=4380(73Hrs)No. of Ops = 2
C/T = 5C/O = 1800(30 mins)
Yield = 99.5Uptime = 90%
Av.=4380(73Hrs)No. of Ops = 2
C/T = 12.27C/O = 1800(30 mins)
Yield = 96.4Uptime = 100%
Av.=4380(73Hrs)No. of Ops = 1
C/T = 0.165C/O = 0
Yield = 99.5%Uptime = 100%
Av.=4380(73Hrs)No. of Ops. = 0.2
200
0.66 hrs
7000
11.2 hrs
7200
11.52 hrs
3200
5.12 hrs
1000
1.6 hrs
3500
5.6 hrs
5000
8 hrs
15.5 sec
0.66 Hrs
0.33 sec
11.2 Hrs
2.5 sec
11.52 Hrs 14.4 sec 5.12 Hrs
5 sec
1.6 Hrs
12.27 sec
5.6 Hrs 0.165 sec 8 Hrs
0.18 sec
Non-Value add time =43.5 Hrs or 156600 sec
Value add time = 37.28sec or 0.024 %
50K per week1440 per box
Takt time forassembly = 5.4 sec
Takt time for molding= 10.37 sec
Excel
Current State Map
Post Install
II I II I
C/T = 6 second
C/O = 30 sec
Uptime = 85%
27,000 sec. avail.
EPE = 2 minutes
C/T = 7 seconds
C/O = 10 sec
Uptime = 100%
1 Shift
27,000 sec. avail.
1 min
General Illumination
Red TrayGreen TrayYellow Tray
Tray = 6 pieces1 Shift
1xDaily
Daily
Parts Supplier
Boards,Posts,
Production ControlForecast
ForecastSequence Sheet
2 min6 sec
1 min6 sec
1 min
7 sec
1 min
7 sec
7 sec
Production
Lead TimeValue-Added Time
= 11:40 min
= 33 sec.
Daily Ship Schedule
Diode InstallResister
InstallSwitchInstall
LEDInstall
Final Inspection
I
Shipping
Production Schedule
C/T = 6 seconds
C/O = 10 sec
Uptime = 100%
1 Shift
27,000 sec. avail.
C/T = 7 seconds
C/O = sec
Uptime = 100%
1 Shift
27,000 sec. avail.
C/T = 7 seconds
C/O = 10 sec
Uptime = 100%
1 Shift
27,000 sec. avail.
C/T = 7 seconds
C/O = 1 minute
Uptime = 100%
1 Shift
27,000 sec. avail.
1 min 1 min 2 min
7 sec
OVER PRODUCTION
OverProcessing
Movement
Inventory
DEFECTS Information
Transport
Waste: an activitythat consumes resources
but creates no value
Waiting
Gasket &protective
Foil
NisshaResin
monthlyweekly2 monthly
MaterialsDepartment
TMM
I
I
I
Nissha
Resin
Gasket Mold
Daily productionplan
Daily productionmeeting
C/T = 15C/O = 300
Yield = 98%
IMold
C/T = 16C/O = 300
Yield = 98%
UV &DeFlash
Assembly FinalInspection I
Shipping
MaierSpain
MonthlyForecast
WeeklyCalloff
Fax6 weeks
Fax/Email2 weeks
Fax/Email4 weeks
C/T = 2.88C/O = 0
Yield = 100%
Uptime = 95%Av.=8640(144 Hrs)
No. of Ops = 0
Uptime = 95%Av.=8640(144 Hrs)
No. of Ops = 0
Uptime = 95%Av.=9576(160 Hrs)
No. of Ops = 0
C/T = 5C/O = 1800(30 mins)
Yield = 99.5Uptime = 95%
Av. = 9576(160 Hrs)No. of Ops = 1
C/T = 12.27C/O = 1800(30 mins)
Yield = 96.4Uptime = 100%
Av. = 10080(168 Hrs)No. of Ops = 1
2 Hrs Max
5000
11 Hrs
Non-Value add time =13 Hrs or 46800 sec
Value add time = 35.88sec or 0.07 %
50K per week1440 per box
Takt time forassembly = 5.4 sec
Takt time for molding= 10.37 sec
Excel
15.5 sec 2.88 sec
2 Hrs
5 sec 12.27 sec
11 Hrs
0.18 sec Lead Time = 13.1 Hrs
Daily
Future State Map
HVSPlanning
-Goals -Objectives
VSM KeyBusiness
ProcessesCurrent State RIE’s Future State
HVS Process
Continuous Improvement
““At Toyota, we get brilliant results At Toyota, we get brilliant results from average people managing a from average people managing a brilliant process.brilliant process.
Others get average results from brilliant people managing broken processes”.