Six Sigma Final PPT - Revised
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Transcript of Six Sigma Final PPT - Revised
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Belt : - Somrita GhatakMBB : - Amol NatuSponsor : - Parag P PawarProcess Owner : - Sriram Srikantan
Reduction in Ergonomic Risk to facilitate Gender Diversity Improvement from 7% workstations to 14% Work Stations in KV Cylinder Block Line without affecting Quality & Productivity
2
Project Tracker
Define Phase
2
Reduction in Ergonomic Risks to facilitate Gender Diversity Improvement from 7% workstations to 14% workstations in KV Cylinder Block Line without affecting Quality & Productivity
1. Oil Gallery SPM- Ergo Risk 27 to be reduced to 102. Semi Finish Cam Bore- Ergo Risk 21.6 to be reduced to 103. Bush Press SPM- Ergo Risk 30 to be reduced to 104. DMG- Ergo Risk 14 to be reduced to 105. MHI- Ergo Risk 12 to be reduced to 106. Top Deburr Work Station- Ergo Risk 12 to be 10
Def
ine
Pha
se Project Title
1.Define 2.Measure 3.Analysis 4.Improve 5.Control
Reduction in Ergonomic Risks to facilitate Gender Diversity Improvement from 7% workstations to 14% workstations in KV Cylinder Block with out affecting Quality & Productivity
Objective :
Benefits :
Project Team :
Schedule :
5
1. Creating right environment
Belt : Somrita Ghatak
Team members : Dinesh R Kamthe, Sameer C Bhilare, Milind V Bhagwat, Neeta N Chavan, Sandeep V Sadaphal,
Dyaneshwar J Dhamal
Sponsor : Parag P PawarProcess Owner : Sriram Srikantan
Controller : Soma GhoshMBB : Amol Natu
Def
ine
Pha
se Project Description
6
Grow to Rs 2544.9 Cr. with 20.3% PBIT in
2015
LeverageComplementary
Businesses
1. Become Excellent in Customer Support
Seek Profitable Growth
Relentlessly Pursue Cost Leadership
IncreaseShareholder
Value
4. Achieve Supply Chain Excellence
1. Deliver and exceed 2015 AOP2. Execute capital projects on time
6. Achieve Low Cost Provider Status
1. Achieve cost savings through ACE IV(direct material savings)2. Hit Supply Chain improvement (AsCENT) and cost reduction targets for 2015
3. Achieve zero defect processes (AMAZE)4. Achieve operational excellence through (APEX)
Great Placeto
Work
StrategicPrinciples
CommonCritical Initiatives
IEBU Critical Initiatives/ Projects
1. SBP and FPC functional excellence2. Implement ASCP by mm/yy and WMS at PHP , evaluate mobile Supply chain
3. Deliver and develop QSK 23 for all Industrial applications, ramp up Q 23 conrod exports4. Take gross turns to 6 for 2015, PFEP target-
1. Create excellent leaders by deploying leadership programs (BSO, LCS) & extending sponsored education (MBA, M.Tech)
2. Create & drive high performance culture through robust PMS & ODR3. Grow the leadership pipeline with respect to diversity
4. Functional excellence for Product planning, VPI, SCM, Manufacturing and Quality5. Focus on resource planning for A list projects
1. Excel in PQC2. Leverage Synergies – CSE, Integrated Account Management & End User Management
3. Defend Existing Customers by improving customer satisfaction and ensure better management of PGU, Exports & Parts
4. Reduce warranty cost by 5% over 2014 warranty cost 5. Differentiate between process and planning for project ad product business
6. 50% reduction in BIS - , ELF ,
7. Invest in Leadership Development and
People
2. Develop a Growth Mindset
1. Capture Adjacent Markets- Defense- Cr & Gas- Cr2. Excel in VPI, VPC, parts exports- Q 23, Q60, Q19 wrt timeline and cost targets
3. Product Planning for new Emissions (Industrial– 2016; Powergen – 2017) – Engine and Emission Solutions ; Launch Fit for Market products on time
4. Drive growth in Marine - Cr & construction- Cr and defend rail- Cr and compressor- Cr5. Plan and deliver IEBU WIN initiatives of 5-1-0
Objectives
5. Meet Long Term Financial Targets
1. Execute Safety and environment initiatives to deliver world class performance2. Improve safety behaviors at all low performing sites
3. Improve contractor safety4. Achieve safety target – and Enviroinment target -
5. Foster an open, safe & inclusive environment
8. Become World Class in HSE
Create the Right Work
Environment
9. Embed Corporate Responsibility into our
Business
1. Support and measure leadership teams on engagement in community leadership projects (through 5 IEBU leader led projects)
2. Drive company-wide initiatives: CCEW, Zero Garbage, etc.
3. Move from Multinational to Global 1. Ramp-up the Q60 production for exports
2. Leverage India sourcing and low cost production for global markets
First Choice of Customers
Achieve Zero Defect
Lead in Critical Technologies
Def
ine
Pha
seIEBU Goal Tree
Cummins Operating System - 10 Practices
Put the customer first, and provide real value
Synchronize flows (material,
physical and information)
Design quality in every step of the process
Involve people and promote
teamwork
Ensure equipment and tools are available and
capable
Establish the right
environment
Create functional excellence
Treat preferred suppliers as
partners
Follow common problem solving
techniques
Use Six Sigma as the primary process
improvement method
Def
ine
Pha
se
1. Does the Sponsor have responsibility for the problem being addressed ?
Yes No
2. Is the Process owner involved in Project definition and evaluating Baseline ?
Yes No
3. Can the project be completed in 4 to 6 months? Yes No
4. Will the belt be able to spend @ 20% of time on this project ?
Yes No
5. Which is/are the key Business Goals that the project impacts the most ?
Elaborate, in brief – Recruit & develop Diverse high Caliber work force
6. What is the likelihood of success? High Low
7. Impact of this project on Customer satisfaction(Customer for the process being improved)
High Low
8
Def
ine
Pha
se Project Selection Filters
9
• .One of Shop operation’s key initiatives aligned with IEBU critical initiatives
“Facilitate gender diversity improvement in Shop operations”• Scope of this Project shall be work stations in KV
cylinder block line
Def
ine
Pha
se
1. Oil Gallery SPM- Ergo Risk 27 to be reduced to 102. Semi Finish Cam Bore- Ergo Risk 21.6 to be reduced to 103. Bush Press SPM- Ergo Risk 30 to be reduced to 104. DMG- Ergo Risk 14 to be reduced to 105. MHI- Ergo Risk 12 to be reduced to 106. Top Deburr Work Station- Ergo Risk 12 to be 10
Why this Project?
• Project Scope Identification
• Baseline Calculation & Target setting
• Belt, Sponsor & Team formation
• Establish stake holders for VOC
Define
• Risk assessment verification
• VOC • Types of m/c
data collection
Measure
• Machine categorization
• Top Risk score• Proposal
Evaluation and development
• Ergo requirements
• Idea generation on selected machine
Analysis
• Develop solution design
• Implementation on identified machines
• Pilot implementation
Improve
• Update work instruction & RA with improvements
• Maintenance• Training
Control
Jan,15 Feb,15
Mar,15
Apr,15
p p p p
Road map for Reduction in Ergonomic Risks to facilitate Gender Diversity Improvement from 5% workstations to 14% workstations.
Def
ine
Pha
se
05/02/2023 Cummins Confidential11
Solution Strategy
• Ergonomic Job Hazard Survey to identify improvement opportunity on 20% Work stations to deploy female operator to achieve at least 14% Woman-Friendly Work Stations in KV Block, BU-01 by Q3 2015
• Calculation of Ergonomic Job Hazard Score on the Machines/ Work Stations identified by Ergonomic Job Hazard Survey
• Certify Work Stations/ Machines to be woman-friendly on the basis of BRIEF/BEST/NIOSH Study
• Find out the Key contributors to Ergo hazard for the work stations showing high Ergo Risk (>20)
• Conduct various trials to reduce Ergo Risk• Implement action to reduce Ergo Risk at identified points• Budgetary proposal for points where trials have not resulted in the
reduction of Ergo risk• Approval of Budget
Initiate procurement of Final solution and implement
Def
ine
Pha
se
Measure Phase
2
13
Brief Details of Ergo Risk Score Measuring Tool
• Human-Tech is a Cummins Authorized System to evaluate Job Ergonomic Hazard Score
• Brief-Best Score evaluation records 5 Types of causes (Posture, Force, Duration, Frequency & Physical Stressors) of Ergonomic Risk to Operator
• Final Job Hazard Score is calculated on the basis of Time Exposure on Job per Week and it indicates Ergo Risk associated with the Job
BRIEF & Best Survey Data Collection Sheet
Mea
sure
Pha
se
05/02/2023 Cummins Confidential14
Base Line Data
Scope of the ProjectWork Stations with Lower Job Hazard Score is having lesser Ergonomic Riski.e. Easily convertible to Woman-friendly work stations
Mea
sure
Pha
se
Machine Name Ergo Risk Score TargetOil Gallery SPM 27 <10S/F Crank Bore SPM 21.6 <10Bush Press SPM 30 <10DMG 14 <10MHI 12 <10Top Deburr W/S 12 <10
• Total number of work stations in KV Block, BU-01- 44
• Currently woman friendly- 7% (Top Milipore, Inspection, Clearance)
15
Process Mapping
50K Bird Eye ViewMea
sure
Pha
se
16
Process Mapping
5K View
Mea
sure
Pha
se
17
Process Mapping
5K View
Contd.M
easu
re P
hase
Mea
sure
Pha
se
18
C & E Matrix
C & E Break Point- 50
Mea
sure
Pha
se
19
FMEA
FMEA Break Point- 100
20
Key Inputs from FMEAM
easu
re P
hase
21
3 Critical Input Variables
Found Critical X’s
All X’s
1st “Hit List”MEASURE
ANALYZE
• Process Maps
• C&E Matrix• Failure Modes and
Effects Analysis
Funneling Effect after Process Mapping
42103
Mea
sure
Pha
se
Analysis Phase
2
Translation
Establish :Voice of Cust./
Voice of Biz
AnalyseRequirements
RedesignProcess
SolutionDesign/
Development
Extract Images &
Voices
Requirements KJ
Image KJ
Experience Stakeholders World
Xform & Prioritise requirements Generate & select concepts Trial solution
05/02/2023
Process Redesign Road MapA
naly
ze P
hase
05/02/2023
Stake Holders SelectionA
naly
ze P
hase
Objective – To understand the requirements of stake holders with respect to ergonomics while ensuring Safety, Quality and productivity.
The KJ was performed on GEMBA to understand the requirements in details through a questionnaire.
Internal Stake holders Production associate Quality manager Production manager Process Manager
05/02/2023
Requirement KJA
naly
ze P
hase
05/02/2023
Questionnaire prepared considering three parameters viz Height of workstation, weight of part, reach of part
Requirement gathering through QuestionnairesA
naly
ze P
hase
Wrist aches after tightening cartridge in S/F
Stress felt after Insert change on S/F Cam Bore
Issue in horizontal reach for switched of spindle on S/F Cam Bore.
Bush Press Machine Bar doesn’t work in Auto, until a certain distance.
Pain on shoulder for carrying Alignment Bar on shoulder
No Material handling provision for Functional Gauges on Oil Gallery
Very risky to climb stairs while too change on Oil Gallery. No proper support.
Material handling difficult as very heavy functional gauge on Oil Gallery
Bending causes discomfort while lifting alignment bar
Heavy Gauges are to lift for every job
Single person can’t handle functional gauges on Oil Gallery
Very Heavy Alignment Bar causing Back Pain on Bush Press
05/02/2023
Requirement KJ
Forklift thrashes with the Machine platform, difficult to stand, no railings
Alignment bar is too heavy to carry
Bush Pressing bar in machine doesn’t go inside without manual pushing
Storage of alignment bar is below waist level, causing uncomfortable bends
Person may fall down if forklift thrashes with platform of S/F Cam Bore
Wrist aches after tightening cartridge in S/F
Bush Press Machine Bar doesn’t work in Auto, until a certain distance.
Bending causes discomfort while lifting alignment bar
Single person can’t handle functional gauges on Oil Gallery
Very Heavy Alignment Bar causing Back Pain on Bush Press
Forklift thrashes with the Machine platform, difficult to stand, no railings
Alignment bar is too heavy to carry
Bush Pressing bar in machine doesn’t go inside without manual pushing
Ana
lyze
Pha
se
Tools weight is too heavy to carry to machine
Very heavy tools to be carried to machineHeavy tool changing activity
28
Ana
lyze
Pha
se
29
Ana
lyze
Pha
se
30
Ana
lyze
Pha
se
31
Ana
lyze
Pha
se
32
Key Contributor: 1. Tool Change Activity- Step 3 Action: To be done by CSE Point Leader
Key Contributor: No Major Finding of Ergonomic Risk
Key Contributor: 1. Tool Change Activity- Step 3 Action: To be done by CSE Point Leader
Requirement KJ
Modify Oil Gallery SPM, S/F SPM, Bush Press SPM, DMG, MHI, Top Deburr Work Station in such a way that employees
will not face any ergonomic issue while working.
Ana
lyze
Pha
se
DMG
MHI
Top Deburring Work Station
1. Machine Training required of Female Operator
Ana
lyze
Pha
se
Fitness to Standard
Fitness to UseFitness to Latent Requirements
“Taken for Granted”
Types of Needs:1 – Fitness to Standard (Must Be)2 – Fitness to use3 – Fitness to Latent Requirements
Condition
Dissatisfied Feeling
Physically Fulfilled
(Need is met)
"One-Dimensional" Q
uality
“Competitive”the more the
better
(Need is not met)
“Surprise & Delighters”
Satisfied Feeling
Weight To be reduced of Gauges used in Inspection in
Oil Gallery
Bush Pressing Bar very tight for movement
Bush Press Alignment Bar handling provision to be done
& weight to be reduced
Horizontal reach issues on S/F Cam Bore
Material handling provision to be made for Functional Gauges
of Oil Gallery
Alternative option for Tool Change
Training of the female operator
KANO Model
34
Sr. No. Machine Name Actions Identified Responsibility Target Date Status
1 S/F Cam Bore SPM Switch Position to be changed to improve horizontal reach
Somrita 15-07-2015 Planned on 5/07/2015
3Jib Crane & Air Balancer assembly to be provided for handling of Functional Gauge
Somrita 31-07-2015Quotation received
4 Weight reduction of Functional Gauges Somrita 31-07-2015 Design In Progress
6 Weight Reduction of Alignemnt Bar Somrita 31-07-2015TDR released to Tool Room
7 Easy handling provisioin of Alignment Bar Somrita 31-07-2015 Quotation received
8 Modify Bush Pressing Bar Somrita 31-07-2015Feasibility to be checked
9 Arrange alternate plan for Heavy Tool Change activitySomrita 30-06-2015 Completed10 CNC Machine Training of the female opertaor Somrita 31-07-2015 In Progress11 Arrange alternate plan for Heavy Tool Change activitySomrita 30-06-2015 Completed12 CNC Machine Training of the female opertaor Somrita 31-07-2015 In Progress13 Top deburr Work StationTraining of the female operator Somrita 31-07-2015 In Progress
Oil Gallery SPM
Bush Press SPM
DMG
MHI
Ana
lyze
Pha
se Action Plan to achieve 20% Woman-friendly Work stations to deploy female operator against target of 14% Woman-friendly Work Station in KV Block, BU-01 by Q-3 2015
Improvement Phase
2
36
Impr
ovem
ent
Pha
se
37
38
Why Yellow Closure?
Late receipt of Quotations from Various Suppliers
Delay in Raising RFA
Delayed Procurement of Materials required
• Major Reason: Delay in submission of RFA• Required Budget Summary: ~11 Lacs Against AOP approval of 25
Lacs for Human-Tech deployment• RFA Raised on: 07/08/2015• Current Status of RFA: RFA Approved on 18/08/2015• Target Date for Green Closure- Q1, 2016
Root Cause Analysis for Yellow Closure
Please follow next Slide for machine wise Details of delayed implementation of action plan
Impr
ovem
ent
Pha
se
Why?
Why?
39
Machine Wise Details for Delayed Implementation of Action Plan
Impr
ovem
ent
Pha
se
Target Completion Date for Green Closure: Q1, 2016
Control Phase
2
41
Final FMEAC
ontro
lPha
se
42
Control PlanC
ontro
l Pha
se
43
THANK YOU