Lean Manufacturing What is Lean Manufacturing? Implementation in SMEs
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Transcript of Lean Manufacturing
Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
Lean Manufacturing & Six Sigma Integration
Lean Manufacturing & Six Sigma Lean Manufacturing & Six Sigma IntegrationIntegration
Lean Management Solutions ConferenceLean Management Solutions Conference
Dr. Kevin D.Dr. Kevin D. CreehanCreehanDr. Robert E. TaylorDr. Robert E. Taylor
Dr. F. Frank ChenDr. F. Frank ChenPhilip StephenPhilip StephenHungHung--dada WanWan
Liming Liming YaoYao
Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
Research MissionResearch Mission
Exploratory effort to Exploratory effort to produce concise, yet produce concise, yet effective tools and effective tools and documentation that will documentation that will provide a distinct provide a distinct methodology for methodology for integrating the Lean integrating the Lean Manufacturing and Six Manufacturing and Six Sigma philosophies in Sigma philosophies in manufacturing facilitiesmanufacturing facilities
Quick Changeover
Standardized Work Batch Reduction Teams
Quality at Source
5S System Visual Plant Layout
POUS
Cellular/FlowPull/Kanban TPM
ValueStreamMapping
Continuous Improvement
Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
MotivationMotivation
Lean ManufacturingLean Manufacturing–– Process efficiency & speedProcess efficiency & speed–– Waste reductionWaste reduction
Eliminating nonEliminating non--valuevalue--added activityadded activity
Six SigmaSix Sigma–– CustomerCustomer--driven structured culturedriven structured culture–– Cost & quality improvementCost & quality improvement
Statistical toolsStatistical tools
Lean & SixLean & Six--Sigma are not mutually exclusiveSigma are not mutually exclusiveIntegration is necessaryIntegration is necessary–– Either formally or informallyEither formally or informally
Existing process of integration is fuzzyExisting process of integration is fuzzy
Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
ObjectivesObjectives
Derive integration methodologies to embed each Derive integration methodologies to embed each philosophy within the otherphilosophy within the other
Develop software tools that will reflect the embedded Develop software tools that will reflect the embedded structure of the hybrid integration and facilitate parallel structure of the hybrid integration and facilitate parallel implementationimplementation
Develop tools and methodologies to improve the Develop tools and methodologies to improve the communication between project teams and facilitate lean communication between project teams and facilitate lean & six sigma technology transfer between multiple & six sigma technology transfer between multiple organizational unitsorganizational units
Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
Lean/6Lean/6--Sigma MatrixSigma MatrixDD MM AA II CC
1122334455667788991010
Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
L6L6σσ StageStage
MethodologyMethodology ToolsTools
CommunicationCommunicationFunctionalityFunctionalityAssessmentAssessment
Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
ExampleExampleLean Transition Step: Integrate Quality ControlLean Transition Step: Integrate Quality Control
Phase Phase Methodology Tools
Identify the CTQ, and develop a measurement system for the CTQ
No tools associated.
Develop a list of quality issues in the plant. 1. Structured/Unstructured Brainstorming2. Value Stream Map
Select the worst quality issue by critically analyzing each
1. Voting2. Nominal Group Techniques3. Matrix Criteria Ranking4. Criteria Cross Ranking
Map the process outputting substandard quality. 1. Process Flow Charts2. Value Stream Map
Identify the variables that may cause the quality issue under consideration
1. Structured/Unstructured Brainstorming2. Design of experiments3. Cause and Effect diagram (fishbone)4. Structure Tree5. CEDAC diagram6. Multi-Vari Analysis7. Concentration chart8. Components Search9. Paired Comparison10. Product/Process Search
Define
Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
Ex: Integrate QCEx: Integrate QCCharacterize the variable that could cause the quality issue.
1. Analysis of Variance2. Correlation3. Histograms4. etc.
Characterize the CTQ, as to how many defectives are produced by the current setup.
1. Regression 2. Control/Run Charts3. etc.
Focus attention on vital few contributors to the quality issue
1. Variables Search2. Scatter Plots3. Response Surface Methodology4. Measurement Checksheets5. Pareto charts
Do a process capability study based on the data from the measure phase.
1. Process Capability Study
Based on the characterized CTQ, theorize on the possible areas of improvement.
1. Structured/Unstructured Brainstorming
Eliminate the causes by streamlining all aspects of the process by mechanizing, automating and organizing the work place.
1. 5S2. Point of Use Stroage3. Quick Changeover4. Standardize
Autonomate the manufacturing system (jidoka), establishing autonomous control of both quality and quantity.
1. Poka-yoke2. Andons (red, yellow, green lights)
Characterize CTQ by B versus C or if possible by simulating the refined process.
1. B versus C2. Simulation
Analyze
Measure
Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
Ex: Integrate QCEx: Integrate QCA detailed analysis of the costs, benefits, potential problems, and impact on other areas should be developed.
1. Cost/Benefit Analysis2. Activity Based Costing
Identify the driving and restraining forces. 1. Force Field Analysis
Plan a strategy for the removal of restraining forces and the subtle promotions of driving forces.
1. Pull systems/Kanban2. Quality at the source3. Cellular/Flow4. Total Productive Maintenance5. Quick Changeover6. etc.
Develop an action plan as to how the activities that needs to be done for eliminating the quality issue.
No tools associated.
Monitor the process. 1. Control charts2. Quality at the source3. Visual tools
Implement the control plan by observing the statistically significant variations and initiating corrective actions.
1. Quality at the source2. Visual tools
Do process capability study for the integrated QC system.
1. Process Capability Study
Train the operators to run the integrated QC system effectively and give them authority to make decisions pertinent to the cell.
1. Cross-train employees2. Poka-yoke (error-proofing)3. Standardize Work
Control
Improve
Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
Relationship toRelationship toLean Assessment ToolLean Assessment Tool
Goal: complement the tool created through the CHPM “Lean Goal: complement the tool created through the CHPM “Lean Assessment Tool” CenterAssessment Tool” Center--Designated ProjectDesignated Project
Vision: after using the Lean Assessment Tool to identify currentVision: after using the Lean Assessment Tool to identify currentstate, one could use the “Lean & Six Sigma Integration Tool” to state, one could use the “Lean & Six Sigma Integration Tool” to identify potential activities that would improve the company’s identify potential activities that would improve the company’s “leanness” “leanness”
Challenge: mapping the results of the Lean Assessment Tool into Challenge: mapping the results of the Lean Assessment Tool into the various tool sets in the Lean & Six Sigma Integration Toolthe various tool sets in the Lean & Six Sigma Integration Tool
Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
Software ToolSoftware ToolUsed at any stage of Lean Used at any stage of Lean implementationimplementationProcess to determine Process to determine appropriate projects and appropriate projects and action items given their action items given their existing level of existing level of implementation and implementation and integrationintegrationAccess to theoretical Access to theoretical improvement improvement methodologies as well as methodologies as well as practical implementation practical implementation results within the results within the organizationorganizationCommunication among Communication among current and former project current and former project team members within any team members within any group, division, or facility group, division, or facility within the organizationwithin the organization
Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
EntityEntity--Relationship Relationship DiagramDiagram
Assumption: 10 Step Lean manufacturing process as described by Dr.J.T.Black is used as the backbone of the Lean Six Sigma database and is assumed to be complete and hence does not require any changes
Lean Six Sigma Datablase Entity Relationship (ER) Diagram:
Control_tools_describe
Improve_tools_describe
Analyze_tools_describeMeasure_tools_describe
Def ine_tools_describe
Team_tools_describe
Control_usesImprove_usesAnalyze_usesMeasure_usesDef ine_usesTeam_uses
Control_includesImprove_includesAnalyze_includesMeasure_includesDef ine_includes
Team_includes
Step_5
Step_4
Step_3Step_2
Step_1
Step_0
oolsets_contro
Tool_noToolsetnoTool_used_id
oolsets_im prov
Tool_noToolsetnoTool_used_id
oolsets_analyz
Tool_noToolsetnoTool_used_id
oolsets_m easu
Tool_noToolsetnoTool_used_id
Toolsets_define
Tool_noToolsetnoTool_used_id
Steps_control
Step_idStep_noStep_descriptionToolset_no
Steps_im prove
Steps_idStep_noStep_descriptionToolset_no
Steps_analyze
Step_idStep_noStep_descriptionToolset_no
Steps_m easure
Step_idStep_noStep_descriptionToolset_no
Steps_define
Step_idStep_noStep_descriptionToolset_no
LSS_Steps
Steps_idDescription
Toolsets_team
Tool_noToolsetnoTool_used_id
Steps_team
Step_idStep_noStep_descriptionToolset_no
Tools
Tool_idDescriptionOutput descriptio
Control_tbl
Control_step_idCorrective_action
Im prove_tbl
Improve_step_idAction_plan_id
Analyze_tbl
Analyze_step_idBest_improveme
Measure_tbl
Measure_step_idCTQ_Characteriz
Define_tbl
Def ine_step_idCTQ_descCTQ_msr_sysTop_candidate
Team _tbl
Team_step_idTeam_leaderTeam_secretary
Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
FunctionalityFunctionality
“Value Stream Mapping”
“Design of Experiments”
Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
CommunicationCommunication
Save and share vital project Save and share vital project information between teams at information between teams at multiple locationsmultiple locations
Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
Software DemoSoftware Demo
Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
ImplementationImplementation
Quick Changeover
Standardized Work Batch Reduction Teams
Quality at Source
5S System Visual Plant Layout
POUS
Cellular/FlowPull/Kanban TPM
ValueStreamMapping
Continuous Improvement
CompanyCompanyObjectivesObjectivesActivitiesActivitiesResultsResults
Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
AccomplishmentsAccomplishments
Integration methodologyIntegration methodology–– Lean/6Lean/6--σσ matrixmatrix–– L6L6σσ stage improvement methodologies stage improvement methodologies –– L6L6σσ toolboxestoolboxes–– Assessment mapAssessment map
Distributed database toolDistributed database tool–– Limited tool functionalityLimited tool functionality–– Assessment capabilityAssessment capability–– CommunicationCommunication
Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
Ongoing WorkOngoing Work
Enhanced L6Enhanced L6σσ assessment strategyassessment strategyEnhanced software tool functionalityEnhanced software tool functionality–– Data analysisData analysis
Embedded results analyses and Embedded results analyses and recommendation strategyrecommendation strategyOffice Lean/6Office Lean/6σσEnhance software user interfaceEnhance software user interfaceImplementationImplementation
Copyright © 2004, Center for High Performance Manufacturing. All rights reserved.
QuestionsQuestions