“Hands-On” Simulations &

Learning Points

Recently added: B.O.B. vs.

W.O.W. quality application

see slides #32 & #33

Why perform simulations?

I hear and I forget

I see and I remember

I do and I understand- Chinese Proverb Hands-on simulations

are keys to understanding…

I speak and no one listens

I build and we push

I waste and we squander

- Mass Manufacturing

Proverb

Hands-on Mass manufacturinggives us a baseline for improvements

I listen and we growI identify and we correct I strive and we continuously

-Lean Manufacturing Proverb

improveHands-on Lean simulation

will demonstrate cost efficiency, quality improvement and

faster delivery

We define and we measure We analyze and we improve We control as we remove

-Six Sigma Proverb

Variationvariation

Application of Six Sigma DMAIC improvement methodologies will

lower your total product cost

Mass Simulation Learning Points Mass manufacturing supports overproduction and excess work-in-process

stock. Quality degradation occurs from the multiple handling and storage of

work-in-process parts. Material handling is inefficient due to uneven demand from individual

work stations. With minimal incentive to build products in sequence, finished products

may exceed promised delivery times and lead to unsatisfied customers. Mass manufacturing promotes running tooling/equipment until there is a

breakdown. This philosophy also supports the desire to increase work-in-process inventory to allow production to continue while the breakdown is being corrected.

The Mass Manufacturing environment is generally chaotic vs. controlled and predictable (typically found in a lean environment).

Mass manufacturing slows the Order to Revenue money stream.

Total cost and revenue will be calculated for each round.

Lean Simulation Learning Points Workers assemble only the parts needed for the next station (in a “U” shaped cell) . Minimal work-in-process between process stations improves product quality. Material handling is optimized by replenishing stock as minimal levels are reached

(Just-In-Time delivery). Building product in sequence allows for predictable delivery and satisfied

customers. Lean manufacturing promotes performing preventive maintenance to ensure

maximum uptime for equipment. This philosophy allows work-in-process inventory to be optimized.

The work environment is relaxed and production flows with minimal interruption. Communication is effective and supports production flow.

Opportunities to improve throughput, reduce defects, speed delivery and raise job satisfaction are addressed via Kaizen events, Six Sigma methodology and/or Lean Behavioral changes.

Visual Factory improves workforce job satisfaction and throughput. All opportunities for improvement are rewarded…As mentioned in the previous slide total cost and revenue will be calculated for this simulation round and compared to the Mass assembly process.

Six Sigma Improvement Methodology The opportunities to improve throughput, reduce defects, speed delivery or

raise employee morale are captured and addressed. Build to sequence is evaluated and its impact on improving customer

satisfaction is discussed. Theoretical vs. actual throughput are compared and proposals to reach 100%

are addressed. Part flow, work load balancing, part design, work station layout, etc. are

discussed in relation to their impact on the cost flow metrics established in the Lean manufacturing simulation round.

Quality opportunities are explored with zero defects being the goal. After review of the Total Cost of production, each opportunity will be aligned

with its appropriate improvement methodology and potential savings determined.

Best of Best vs. Worst of Worse critical f(x) search added to determine root causes of final test failures or marginal quality units (refer to slides #32 and #33 for further details).

The product and several assembly stations are demonstrated in the following slides…

“Hands-On” Simulations

Mass to Lean to Six Sigma--feel the transition while measuring the cost/quality improvements…

Lean to Six Sigma--feel thetransition while measuring the cost/quality improvements…

Our product is a car wash with air operated safety gate. It

comes in righthand or lefthand models.

• MASS ROUND: (22) units are scheduled for build in a mass manufacturing environment and measurables are recorded at the end of the production run.

• LEAN ROUND: The manufacturing processes (including supporting stock) are then arranged in a Lean layout and run for the same time period.

• Costs are compared for each round and potential improvements to lower costs, improve quality, decrease cycle time or alter work environment are brainstormed.

• SIX SIGMA IMPROVEMENT METHODOLOGIES: All opportunities to lower costs, improve quality, speed delivery or improve work environment (morale) are addressed via DMAIC format.

• Best of Best vs. Worst of Worse Critical f(x) determinations.

There are (10) production stations necessary to

assemble the right hand or left hand car wash units.

• The following pictures show the stage of assembly at each station followed by the typical manufacturing layout and supporting stock arrangement.

• The last slides show the functional testing that qualifies an acceptable unit.

Station # 1

Right hand productafter Station #1

assembly completion

Assembly Station #1 with(typ) instruction manual

To view sample Lean round

training manual click here

Typical Market Area stock to support each manufacturing station

Note: Stations #2--#10 aresimilar in appearance

Station # 2

Assembly Station #2Note: Stations #3--#10 are

similar in appearance

Station # 3

Station # 4

Station # 5

Station # 6

Station # 7

Station # 8

Station # 9

Station # 10

Test # 1 UP

Test # 1 DN

Test # 2 UP

Test # 2 DN

Sold Unit

Congratulations! You have a…

…and a satisfied customer.

Addressing the Marginal/Defective Assemblies using B.O.B. vs. W.O.W.

• Criteria that denotes a high quality unit from a marginal/defective unit is established prior to simulation rounds (number of pneumatic pumps that raise safety gate) vs. height and speed of actuation.

• Best of Best and Worst of Worst are collected, logged and run through the diagnosis process steps… (see process flow chart on next page)

• Findings are then evaluated using Six Sigma process improvement methodologies to suggest cost effective changes to running the Lean Simulation round and ensuring “highest” first run quality rates.

Se

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Y=

f(x)

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Completed 6 Factor Chart

Example

X

X X X

X

Xs

Xs

Stage 2 Testing

Stage 1 Testing

Stage 2 Testing continued

Search for Critical X Process Steps

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Defects/Hr

Defects/Hr

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Mon Tue Wed Thur Fri Sat Sun

Defects Wk 2

Defects Wk 1

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D e f e c t s / L o t / W k 2

D e f e c t s / L o t / W k 1

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-0 .0 5

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Histogram Defects/10'/Radial

Histogram Defects/10'/Radial

6 Factor Testing (Sample)

Sample Type A

Sample Type A

Sample Type C

Sample Type C

Sample Type B

Run 2 tests with all at best level

Run 2 tests with all at

worst level

Assign a best and worst

level to each variable

Stage 1 Testing

5:1 ratio exceeded?

Trust in variable

selection?

Crucial Red X captured in factored set

tested

No

Yes

Partial Enlargement