Chap 1 - Intro to Lean 091906

8/12/2019 Chap 1 - Intro to Lean 091906

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Introduction To Lean Six Sigma

Sept 2006


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Objectives

Expand your process improvement and problem solving

toolkit Learn new tools & methodologiesValue Stream

Mapping, Visual Management, Theory of Constraints etc.

Increase your effectiveness as a MBB/BB

This is an OVERVIEW

Do not try to use these tools without HELP

contact your MBBAdditional training will be provided for some

of these tools in the future


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Chapter 1

Lean Six Sigma Overview


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Types of Non -Value-added w ork

Internal Failure

External Failure

Control / Inspection

Delay

Preparation / Set-up

Move

Six Sigma View of Non-Value Added Work (Waste)

Reevaluate

Recall

Redesign

Retest

Retype

Redo

Repeat

Reissue

Reject

Rework

Remake

Recheck

Revise

Return

Remeasure

Reship


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Product Flow Knowledge Flow

Overproduction Subassemblies between feeders & main lines Unneeded reports; unnecessary approvals

Inventory Material between operations, safety stock, etc Policies in process; help desk tickets

Extra Processing Planned/unplanned rework, handwork Duplication; multiple screens or ways

Motion Operator movement, machine cutting air Looking for data/info; handing off customers

Defects Poor quality of material, missing dates Data errors; missing customer data

Waiting Operators, machines, customers Forapprovals; IT system; decisions

Transportation Conveyance of any material, tooling Walking to distant locations; mail

Lean Supplements To Defining Waste

Lean Tools (VSM, Takt Time, 5S, Cells) are all designed

to methodically eliminate Waste!


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VA Waste

Waste

TYPICAL

COMPANY

TRADITIONAL

PROCESS

IMPROVEMENT

ORIGINAL

CYCLE TIME

LEAN 6 SIGMA

WASTEREDUCTION

Waste

TIME

Comparative Results of Focusing On Waste

Application Typical Cycle EfficiencyWorld-Class Cycle

Efficiency

Continuous

Manufacturing

Business

Processes

(Service)

Business Processes

(Creative/Cognitive)

5%

10%

5%

50%

25%

30%

Lean Six Sigma for Services, Michael George

VA

VA


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Advantages of Lean Six Sigma

Easy to learnintuitive and simple tools

Tools are more effective at attacking cycle time issues

Action orientedtry storming versus analysis paralysis

Tools are ideal for achieving small quick wins


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Limitations of Using Lean Alone

Incapable of achieving high sigma levels

Less reliance on data

Little or no statistical validation of Improve ideas

No focus on adverse effects of variation

Not used to design a process requiring capabilities above3 Sigma (SOX based processes)

No specific tools to bring an operation under statistical

process control (Minitab is not used in Lean)

Lacks a DMAIC approach/structure

Less rigorous in identifying CCRs

No prescribed infrastructure to achieve & sustain results

Target

USLLSL


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Entitlement

2-3s

3-6s

6+s

Lean

6s DMAIC

6s DFSS

Obvious to fix

Process improvements which haveknown solutions

Logical changes requiring little/if

any analysis

Easy to fix

Process improvements using basic

DMAIC tools

New or redesign

process using

DFSS methodology

Process improvements requiring

more sophisticated DMAIC tools(e.g. DOE & Simulation techniques)

Reaching 6s Capability


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OVERALL YIELD vs SIGMA(Distribution Shifted 1.5

s

)

# of Parts(Steps) 3s 4s 5s 6s

17

1020

4060

80100

150200

300400500

600700

800900

10001200

300017000

3800070000

150000

93.32%61.63

50.0825.08

6.291.58

0.400.10

- - -- - -

- - -- - -- - -

- - -- - -

- - -- - -

- - -- - -

- - -- - -

- - -

99.379%95.733

93.9688.29

77.9468.81

60.7553.64

39.3828.77

15.438.284.44

2.381.28

0.690.37

0.200.06

- - -- - -

- - -

99.9767%99.839

99.76899.536

99.07498.614

98.15697.70

96.6195.45

93.2691.1189.02

86.9784.97

83.0281.11

79.2475.88

50.151.91

0.01

99.99966%99.9976

99.996699.9932

99.986499.9796

99.9728

99.96699.94999.932

99.89899.86499.830

99.79699.762

99.72999.695

99.66199.593

98.98594.384

87.88078.820

60.000

Lean & 6sSynergy6 Sigma improves quality of value-add steps

Leanr

educes

non-value

adds

teps

Achieving higher sigma levels is faster when Lean tools are combined with

Six Sigmareduce steps then reduce variation in the remaining steps


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Theory of Constraints (TOC)

TOC principles synergistic with Lean

Focus on systemsviceprocesses

Systems performance is dependent on its

weakest sub-process or link

TOC Improvement Cycle

1. Identify the constraintwhich link is the weakest

2. Exploit the constraintimprove the process within the constraint

3. Subordinate all other resources to the constraint

adjust adjacentprocesses to limit impact of the constraint

4. Elevate the constraint break it only after applying steps 2 & 3

5. Go back to step 1, focusing on the new constraint

Chap 1 - Intro to Lean 091906

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