Lean sixsigma

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IW Best Plants Conference – April 24-25, 2007 – Indianapolis, IN

Integrating Six Sigma and Lean Manufacturing

The Challenges & BenefitsFrank Garcia

&Tom Lawton

ADVENT DESIGN CORPORATION

SIX SIGMA or LEAN MANUFACTURING

Need to lower costs & reduce lead time?

• Material flow is poor• Error rate is high • Can’t deliver ontime• Equipment too slow

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Six Sigma or Lean Manufacturing?

LEAN MANUFACTURING:

Reduce Lead Time by eliminating waste in the Value StreamProvides the Game Plan and Plays

SIX SIGMA:

Reduce process variationProvides the Play by Play Analysis and Instant Replay

Six Sigma or Lean Manufacturing?

LEAN MANUFACTURING: Flow Focused

Lean cannot bring a process under statistical control

SIX SIGMA: Problem Focused

Can not dramatically improve process speed or reduce invested capital

NEED BOTH!

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Integrating Six Sigma with Lean Manufacturing

Increases customer satisfactionImproves profitability & competitive positionHas historical integration problemsRequires a different system modelRequires implementation & sustaining plans

Lean Manufacturing SystemGoals are

Highest qualityLowest costShortest lead time

Achieved by eliminating waste in the value streamIndustry benchmark: Toyota Production System (TPS)TPS is applied I.E. and common sensePrinciple: organization supports the value adder

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Definition of Value -AddedValue is added any time the product is physically changed towards what the customer is intending to purchase.

Value is also added when a service is provided for which the customer is willing to pay (i.e. design, engineering, etc.).

If we are not adding value, we are adding cost or waste.

90% of lead time is non-value added!

Value Stream

The value stream is the set of all the specific actions required to bring a specific product (good or service) through the critical management tasks of any business:

1. Information Management2. Transformation

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The EIGHT Wastes

Inventory (more than one piece flow)Overproduction (more or sooner than needed)Correction (inspection and rework)Material MovementWaitingMotionNon-Value Added ProcessingUnderutilized People

Six Sigma System

A defined management process and CTQ goal (3.4 ppm) 3 sigma is 66,807 ppm!Driven from the topFocused on Voice of the CustomerA data analysis and problem solving methodologyStrong focus on variation reductionSupported by highly trained problem solvers

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ScrapRework

WarrantyRejects

Uncovering Quality’s Hidden Costs

Lost Sales

Late Delivery

Engineering Change Orders

Long Cycle TimesExpediting Costs Excess Inventory

More Set-ups

Working Capital Allocations

Excessive MaterialOrders/Planning

Traditional(Tip of the Iceberg)

LostOpportunities

Additional Costs of Poor Quality

5 to 8 %15 to 20 %

Six Sigma Variation Reduction

Variation Reduction is Cost Reduction

Process Variation Should be Less Than Specs

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Six Sigma’s (σ) Focus: Reducing Variance

“ You have heard us talk about span, the “evil” variance our customers feel in our responseto their requests for delivery, service or financing.”

A process mean tells us how the process is performing while the variance gives us an indication of process control.

Reducing the variance provides better control of the process.

What is Six Sigma (σ) Quality?Population mean (µ) or average One (1) σ represents

68% of the population

Two (2) σrepresents 95% of the population

Six (6) σrepresents 99.999997% of the populationWith 6 σ Quality, approximately 3.4 items in a

population of 1,000,000 items would be unacceptable.

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Six Sigma System

20% margin improvement12 to 18% increase in capacity12% reduction in number of employees10 to 30% reduction in capital

Improving Profitability A 1 Sigma Improvement Yields…..

Source: Six Sigma - Harry & Schroeder

Six Sigma Financial Impact Areas:The Savings Categories

1. Cost Reduction (including cost at standard and costs not included in standard cost)

2. Cost Avoidance (can be difficult to document)

3. Inventory Reduction4. Revenue Enhancement5. Receivables Reduction

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Six Sigma System

Customer centricity: What do they value?Financial resultsManagement engagement & involvementResource commitment: 1 to 3% of staff full timeExecution infrastructure: black & green belts, teams

A culture characterized by…..

Six Sigma Problem Solving Steps

Process

Define & MeasureValidate Data Collected

AnalyzeVital Few Factors For Root Causeof Problem

ImproveIdentify appropriate operating conditions

BreakthroughStrategy

Characterization

ControlSustain - Insure Results to Bottom Line

Optimization

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The DMAIC Cycle

Define

ImprovePlan-Do-Study-Act

Measure &Analyze

Control

Management Commitment

Plan-Do-Study-ActTeamsBenchmarkAnalysis toolsID variability

Employee Involvement

Design of Experiments

SDCA

SDCA

SDCA = Standardize-Do-Check-Adjust

Six Sigma In Action

Six Sigma Tools

Check Sheets: Checklists of what is to be accomplished,etc..

Scatter Diagrams: A graphical representation between two measurements (variables).

Fishbone or Cause and Effect Diagrams: Provides a starting point for problem analysis. Problems are diagrammed into categories of Machinery, Material, Methods and Labor (Manpower).

Pareto Charts: A method for organizing errors based on the number of errors created by a particular attribute (ex. Machine, Supplier, Product, Individual, etc.).

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Six Sigma Tools

Process Maps or Flowcharts: Graphical representation of a process or system showing process or product transformation. In other words, what is being done, by who and what choices are being made.

Ideally process maps should include cycle times, defect information, etc.

FMEA’s (Potential Failure Mode and Effects Analysis): A detailed document which identifies ways in which a process or product can fail to meet critical requirements.

X-Y Matrix: A ranking method used to prioritize process inputs (X’s) to process outputs (Y’s).

Six Sigma Tools - Process Maps or Flowcharts

What are the X’s (Input variables) at each process step?

What are the Y’s (Output Variables) at each process step?

Remember Y = f (x)Remember Valued Added versus Non-Value Added

Remember Cycle Times and Defects

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Traditional Six Sigma Implementation- Who is Involved

Senior Management

Master Black Belts

Technical Trainers, Mentors:

Full-Time Commitment

Black Belts

Project Leaders-Full-Time

Commitment

Green BeltsProject Leaders-

Part-Time Commitment

Champions and LeadersProvides direction, removes obstacles, reviews progress

The Bad News:Six Sigma Program: Implementation Issues

Some of the facts:

80% of Six Sigma Implementations fail.

Traditional Six Sigma implementations have largely been attempted at large Fortune 500 Companies due to the large investment in people, training and overall support.

Training costs alone for a “wave” of 25 people can cost $250,000 for this 4 to 6 month training period. Training costs and personnel requirements can overwhelm many smaller organizations.

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Need for Six Sigma & Lean

Quality, Warranty, and CostCustomers Require Six SigmaCustomers Require Lean ManufacturingCompetitors are implementing Lean & Six SigmaStaying in business

External - Satisfying Customers…..

Need for Six Sigma & Lean

Operational Cost ReductionImprove ProductivityReduce Scrap and ReworkReduce Inventory & WIP

Engineering Design Cost Reduction Define-Measure-Analyze-Design-Verify (DMADV)

Stabilize & Quantify Process CapabilityInput for Product and Design Process

Internal - Improving Profitability through…..

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You Can Apply Six Sigma Techniques to Complement Existing Lean Capabilities

Lean Training & Implementation

VSM

Inventory Reduction & Control

Waste Reduction

Process variation

Six SigmaAnalysis, Problem Solving &Training

Supply Chain Management

LeanTechniques

Lean Six Sigma Implementation

Only Six Sigma or Lean Implemented - big $ savings but money left on the tableSeparate Six Sigma & Lean initiatives competing for best resourcesDifficulty in sustaining the gain

Historical Implementation Problems

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Lean Six Sigma Implementation

Need to implement in the correct orderPolicy deployment to align business objectives (Flow, Waste & Variation Reduction)Focus on shop floor results, not class room skillsExperienced teachers & coachesStandardized work to institutionalize the gains

Some Solutions…….

The Lean Six Sigma Strategy

Lean 6σ is a CHANGE STRATEGY for accelerating improvements in processes, products, and services to improve a company’s performance leading to improved financial performance and competitiveness of the organization.

Goals:

Improved Customer SatisfactionIncreased ProfitsImproved Process Capability by Reducing VarianceIncreased Market ShareSupport Continuous ImprovementSustained Gains for Completed Projects

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Lean and the 6 σ Structure

LEAN Manufacturing Practices

Problem Solving

Yellow and Green Belt

Black Belt

M.B.B

Problem Solving Team Members

Waste reduction and Continuous Improvement

Functional 6Sigma Team Member. Familiar with tools

Problem solver, assists Black Belt. Working Knowledge of tools

Problem solver,Proficient with tools

Problem solver, Teacher, Mentor. Expert in use of the tools

FULL TIME COMMITMENT

25-50%

Training Costs- up to $2,500 Week (excludes lodging, travel and salary)

Why Not Rent a Belt (Black, Yellow or Green) Pay for only What You Need to Solve Real Business

Problems?

Easier for Small Business to JustifyFocused on Solving Companies’ ProblemsJoint Problem Solving and Knowledge/Skill TransferEasier to Meet Customer Mandates to Use Lean Six Sigma TechniquesProvides Evolutionary Approach to Lean/Six Sigma Implementation and Training

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How Do We Use Lean Six Sigma TechniquesGet Management commitmentAssess the operation & understand the Process using a Value Stream Map (Product families & Production data)

Identify lean improvements & kaizenswithout automation Implement lean improvements using VSM planIdentify processes requiring Six Sigma analysisAnalyze, eliminate, and control variationStart the cycle again!

The Lean Six Sigma Cycle

Commitment &Assessment

ImplementationPlan

RecommendedSolutions

DO IT!

Continuous Improvement

Set UpLayoutCellsVisual

Variation Reduction

Information Systems

VSM

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Understanding the Process: The 1st Step and Foundation of Lean Six Sigma

Y = f(X)

Output(s)are a function

Input(s)

The Lean Six Sigma process attempts to control the outputs by controlling the inputs (those Critical to Quality or CTQ’s)

The value stream map follows the production path from beginning to end and shows a visual representation of every process in the material and information flows

Shows how the shop floor currently operates

Foundation for the future state

Value Stream MapAn Assessment Tool

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Using the Value Stream Mapping Tool

product family

current state drawing

future state drawing

plan and implementation

Understanding how the shop floorcurrently operates. The foundationfor the future state.

Designing a lean flow

CustomersSuppliers

File: VSM-A1

ProductionControl

I

Process

RawMaterials

FinishedGoods

Equipment

CycleTimesChangeOverReliabilityError Rate

LeadTime

Value Stream Map Concept

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OrdersOrders

Schedules

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Soak & Dry Packaging Labeling Case PackingCartoning Shipping

I I I I I I

C/T = 25 - 65 min.C/O = 10 min.Rel. = 100%

C/T = 1 sec.C/O = 5 min.Rel. = 85%

C/T = 3 sec.C/O = 2 min.Rel. = 80%

C/T = 1 sec.C/O = N/ARel. = 100%

C/T = 2 sec.C/O = N/ARel. = 100%

up to250

stonesin WIP

0 01 Operator 1/2 Operator1 Operator 1 Operator1/2 Operator125 Cans of Oil20,640 Round Stones49,000 Shaped Stones

4290Stones

90,504Stones

VariousCustomers

Andrea Aromatics(Scented Oils)

New JerseyPorcelain

(Round Stones)

Alanx(Shaped Stones)

30 Cans of OilEvery 2 Weeks

59,000 StonesEvery 2 Weeks

50,000+ StonesEvery 2 Months

(via stringer)

Average of 6,000Stones per Dayin Various SizeOrders (8 to 20 case& 200 to 400 caserange mainly)

Production Control Randomly PlacedOrders (Various Sizes)

Orders Every 2 Weeks

Order as Needed

Bi-WeeklyProduction Schedule

Daily ShippingOrders

11.6 Days

65 min.

0.7 Days

7 seconds

15.1 days 27.4 Days Lead Time

65 minutes, 7 secondsValue-Added Time

Value Stream Map (Current State)

DailyShipments

Existing Work Cell

AmeripackFlow Packager

APAIAutomatic

Stapler

Manual ManualMultipleBatch Tanks

Soak & Dry Packaging Labeling Case PackingCartoning Shipping

I I I I I

C/T = 25 - 65 min.C/O = 10 min.Rel. = 100%

C/T = 1 sec.C/O = 5 min.Rel. = 85%

C/T = 3 sec.C/O = 2 min.Rel. = 80%

C/T = 1 sec.C/O = N/ARel. = 100%

C/T = 2 sec.C/O = N/ARel. = 100%

up to250

stonesin WIP

0 01 Operator 1/2 Operator1 Operator 1 Operator1/2 Operator75 Cans of Oil40,000 Round Stones25,000 Shaped Stones

4290Stones

30,000Stonesin a supermarkettype arrangementwith stocking levelsby shape and scent

VariousCustomers

Andrea Aromatics(Scented Oils)

New JerseyPorcelain

(Round Stones)

Alanx(Shaped Stones)

12 to 16 Cansof Oil Once a

Week

30,000 StonesOnce a Week

25,000 StonesOnce a Month(via stringer)

Average of 6,000Stones per Dayin Various SizeOrders (8 to 20 case& 200 to 400 caserange mainly)

Production Control Randomly PlacedOrders (Various Sizes)

Orders Every Week

Monthly Order

Bi-WeeklyProduction Schedule(large orders)

Daily ShippingOrders

10.8 Days

65 min.

0.7 Days

7 seconds

5.0 days 16.5 Days Lead Time

65 minutes, 7 secondsValue-Added Time

Value Stream Map (Future State)

DailyShipments

Existing Work Cell

AmeripackFlow Packager

APAIAutomatic

Stapler

Manual ManualMultipleBatch Tanks

4 Cases

IncreaseReliability

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Questions to Ask About the Value Stream

Is the step valuable?Is the step capable? Is the step available? Is the step adequate (capacity)?Is the step flexible?

Lean ManufacturingConcepts & Techniques

Flow: Setup Reduction, Cellular Manufacturing, Batch Size Reduction, Visual Workplace, Layout

Pull: Kanban Systems, Supply Chain Management, Point of Use

Perfection: Quality Systems including variation reduction, Training

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Road Map to Lean Six Sigma

Stamping DegreasingDrying

Packing Shipping

I I I I

Run: 200-600pcs/minC/T = .003 min/pc.

C/O = 4.5 hrs.

Available: 590 min/shiftRel. = 90%

C/T =10 hrC/O = NoneRel. = 80%

2 Hours

1 Operator Shipper

50 to 70Racks

100 to 125Coils

20 to 40 Bins 1 Dayto

12 Weeks

VariousCustomers

Brass (40%)

4 Weeks LT

Beryllium Copper (30%)

6 Mos. LTIn Stock- 1 Week

Phosphor Bronze(30%)

10 Week LT6 Weeks Reroll

Every Week Every Week Every Week

Average of 1 mm pcs per dayin Various SizesOrders (2 to 13)

Omega PrecisionProduction ControlVista S oftware S ystem

Randomly PlacedOrders (Various Sizes)

Projected requirements

Order as Needed

Weekly ProductionSchedule Pressroom

Manager

Weekly ShippingList

10 Days

1.5day(avg)

2 Days

2.25 Days

1 Day to 12 Weeks 16.75 Days Lead Time+ coil lead time per average order3.75 Days ValueAdded Time

Value Stream Map (Current State) Stamping Orders With No Plating or Heat Treatment

(Potential Future State Changes in Red)

DailyShipments

1 unit

Manual 11 Stamping Presses

6 Operators

10 to 24 coils3 times /week

Average order = 208,000 pcs252,000 strokes

Standard Timefor Setup

AdjustmentSetupTime

Visual Statusof Presses

SankyoCoil Feeds

ReduceCycle Time

Layout isa Problem

AutoBagging

FormalProduction

Control

Single Pointof Control

2 Baskets - Strip1 Basket - Pieces

C/T = 2 Hr Strips Max 1000/Basket Min 200/Basket = 30 Min Pcs. 25,000 Pcs/BasketC/O = NoneRel. = 95%

Combine?•Lot Control Improvement

•Handling Reduction

Review WorkSchedule with

Suppliers

Pre-Control forRoll Changes

Lean to improve flow and reduce inventory & lead timeSix Sigma for Process Variation in Value Stream

Low Productivity Electrical Device AssemblyThe Challenge in Two Steps

Client wanted wave soldering and robotic pick and placeFunctional operational layoutReject rate 5 to 8%Extensive material stagingNo spaceInitially, 13 people in Aurora cellLow output: 300 units/day

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Lean Six Sigma Techniques Used

Process mapping

Cellular Manufacturing & Layout

Balance Cycle Times Between Work Stations

Reduce Batch Size & parts staging

Quality Data Collection & Analysis (Reduce Reject Rate)

Cellular Assembly Layout

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Cell ChangesLED

SOLDER& CUT

LEDPLACEMENT

TESTPCBs

ASSEMBLY#1

COLD STAKETEST PCBs

CONTACTSASSEMBLY

&SOLDER

BUTTON &BATTERY

ASSEMBLYLABEL

ATTACHBACK

COVER,STAKE

STRAP &ATTACHSTRAP

TESTSAMPLES

GLUESWITCH/ATTACHSTRAP

PACK

REJECTDATA

WORKSTATION CYCLE TIME: 25sec., 1.25 min. PER 3 UNITS

LEDSOLDER& CUT

INSERTSWITCH

ACTIVATOR

REJECTDATA

ASSIST

1

2

3

4 5 6 7 8 9

ASSEMBLY#1

COLD STAKETEST PCBs

CONTACTSASSEMBLY

&SOLDER

BUTTON &BATTERY

ASSEMBLYLABEL

ATTACHBACK

COVER,STAKE

STRAP &ATTACHSTRAP

TESTSAMPLES

GLUESWITCH/ATTACHSTRAP

PACK

REJECTDATA

AFTER CHANGES WORKSTATION CYCLE TIME: 25sec., 1.25 min. PER 3 UNITS

PCBs fromsupplier

INSERTSWITCH

ACTIVATOR

REJECTDATA

1 2 3 4 5 6

Lean Six Sigma Changes

Cold staking fixtures

Powered screw drivers

Light test & Soldering fixtures

Quality data tracking via % defect control chart (p chart)

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With Lean Six SigmaThe Results

Balanced cell at 24 sec per work stationTwo U-shaped cells3 piece flow1000 units/day per cell vs3006 people per cell vs 13Faster identification of quality problemsOperating at 5 to 6 sigmaBetter teamworkNo backlog

Reducing WIP & Improving Quality Wire Extrusion & Finishing

The Challenge

Client wanted to reduce WIP Reduce extrusion rejects (7% of footage)Eliminate material flow problemsImprove data collection and analysis

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Lean Six Sigma Techniques Used

Value Stream Mapping

Cellular Manufacturing & Layout

Kanban Trigger Board

5S

Quality Data Collection & Analysis (Reduce Extrusion Reject Rate)

With Lean Six SigmaThe Results

50% reduction in raw material inventory60% reduction in raw material storage areaDoubling production output in same floor areaEliminating one production shiftBetter teamworkReducing extrusion reject rate to <1%

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Reducing Lead Time & Improving Quality Steel Panel Fabrication

The Challenge

Client wanted to reduce lead time to less than one weekAutomated equipment had been installed but had problemsPanel rejects & rework (5%)Material flow problemsFew process controls or data collection

Shear Notch Corner Punch Stake & LabelBend Shipping

I

C/T = 4 min. C/O = N/ARel. = 99%

C/T = 2 min. C/O = 4 minRel. = 95%

C/T = 2 min.C/O = up to

30 min.Rel. = 99%

C/T = 2 min.C/O = N/A Rel. = 99%

C/T = 5 min.C/O = 30 to

60 sec.Rel. = 90%

1 Operator 1/2 Operator1 Operator 2 Operators1/2 Operator

Various Distributors(~ 24 for Smith Corp. &~ 6 for Jones Systems

Sheet GalvanizedSteel (4’ by 8’ or cut)

Up to an averageof 130,000 lbsdaily in peak

season

Production Control(normally working

24 to 48 hours ahead of

promised shipment)

Randomly PlacedOrders (normallysingle unit orders)

Blanket Annual PurchaseOrder with Daily Releases

2 to 5 days

4 min.

2 to 5 Working Days,Lead Time

32 minutes,Value-Added Time

Value Stream Map (Current State)

DailyShipments

1/2 Operator

Add Z Brace

C/T = 7 min.C/O = N/ARel. = 98% to

99%

1/2 Operator

2 min. 2 min. 5 min. 2 min. 7 min.

DailyProduction

Reports

DailyShippingSchedule

Rack

1 MaterialHandler

DailyProduction

Reports

Average volume of 1000systems per month in peakseason.Customers are mainlydistributors. There are afew dealers.

C/T = N/AC/O = N/ARel. = 100%

Radius & Band

C/T = 8 min.(average)

C/O = 2 to 30min.

Rel. = 80% to 100%

2 Operators

8 min.




2 to 5 daysdependingon pre-cut

size

1 AccurshearAutomatedShear (P-3)

1 ManualNotcher (S-23)& 1 AutomatedNotcher (R-3)

3 Semi-AutoPunches

(S-1, S-2, & S-3)

1 ManualBrake (R-7)

& 1 AutomatedBrake (R-13)

1 AutomatedMachine (R-8)

1 AutomatedMachine (ACR)

1 Manual Table,1 Jig-less

Machine (R12),& 1 Jig Machine

(R1)

Specialty Punch

C/T = 2 min.C/O = N/ARel. = 99%

0 Operators

2 min.

4 Semi-AutoPunches

In StraightPanel Dept.

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Lean & Six Sigma Techniques Used

Value Stream Mapping

Process flow diagrams

Setup time Analysis

Quality Data Collection & Analysis (Reduce Reject Rate & Variability)

Rack

1 MaterialHandler

C/T = N/AC/O = N/ARel. = 100%

Radius & Band

C/T = 8 min.(average)

C/O = 2 to 30min.

Reject rate = 5%Rel. = 80%

to 100%

2 Operators

8 min.

1 Manual Table,1 Jig-less

Machine (R12),& 1 Jig Machine

(R1)

Improve reliability and changeovercapability of R1 and R12 machines.Reduce panel reject rate.

Work to 1 to 2 days lead time

INITIAL IMPROVEMENT CONCEPTS

2 to 5 Working Days,Lead Time

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6 Foot Long Custom Radius Panel Fabrication

Partially finished panels are stocked insixteen different configurations. Panelsare finished to order. Work is done inthree different areas as noted.

RawMaterial Stock

14 Ga. Galvanized Steel(pre-cut 53-15/16” by 6’3-15/16” sheets)

Notch& Punch(TrumpfMachine)

Ship

Bend& Stake

Add Z Brace(s)(if required)

Label

Radius& Band

(R12 - JiglessMachine)WIP Stock

16 Different Panelswith Various Cutouts

Trumpf Area

Custom Panel Dept.

Straight Panel Dept.

PanelMaterial

Rack

RawMaterial Stock

11 Ga. Galvanized Steel(4’ by 8’ standard sheets)

Shear& Cut

BandMaterial

DON'T MEETCURVATURETEMPLATE

REQUIREMENTS ATSETUP

(4' & 6' RADIUSPANELS)

OPERATORS MEASUREMENT

EQUIPMENT

MATERIAL(PANELS, STEEL)

NO SPECS

SET UP VALUESCHANGE

MAINTENANCECHANGESSETTINGS

OPEATORPREFERENCE

NO TRUST ANGLES

SEGMENTLENGTH

LOCATION PANEL OFSPECIALTY PUNCHES

ON PANEL

NO SPECSPUNCHLOCATION

VARIES

STRAIGHT PANEL

DIFFERENTSTEEL PROPERTIES

GALVINIZED COATINGDIFFERENT ON

PANELS

SURFACE FINISHVARIES

YIELD STRENGTH VARIES

PLATETHICKNESS

VARIES HOT VS COLD ROLL

COATINGVARIES

NO SPECS

PANEL NOTCH POSITIONVARIES

MOUNTINGWRONG

POOR TRANSDUCERSELECTION

INDEXES VARY

CRUDE INDEXSYSTEM DESIGN

AIR CYLINDEROPPOSING

HYDRAULIC INHEAD

ASSEMBLY

NOTCH O.D.SPACING VARIES.09 IN

AIR PRESSURE LOW

MAINTENANCE

BADBEARINGSON LOWERFORMING

TOOL

POOR MAINT

RADIUS VARIESSIDE TO SIDE

NO SPECS 3 SUPPLIERS

DIFFERENTEQUIPMENT

USED

UNDERSTANDING ROOT CAUSES of R12 PROBLEMSCAUSE AND EFFECT DIAGRAM

Red = Most Important Causes

NO SPECS

NO DIMENSIONAL SPECS OR TOLERANCES

RADIUS TEMPLATEACCURACY

DIFFERENTMEASURES USED ON

R1 & R12

DIFFERENT SETUPPROCEDURES

OPERATORJUDGEMENT RADIUS

USE OF AIR vs.HYDRAULICS

SPECIALTY PUNCH

WIDTH OF STEEL BETWEENNOTCHES VARIES 3.75 to 4.0 in.

ACROSS RADIUS

3 SUPPLIERS

3 SUPPLIERS

INDEXES VARY

PANEL WIDTH VARIES

SHEET DIMENSIONSVARY

PANELS CATCH ATLAST 2 BENDS

CONVEYOR NOTADJUSTED

PANEL NOTSQUARE. wIDTH

TOO LARGE

PANELSQUARENESS

DIGITAL READOUTUSELESS

BACKING SHOEADJ.USTMENT.

BANDS HAVECAMBER

3 SUPPLIERS

INACCURATECUTTING

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Process ImprovementsSeparating Process & Machine Issues

Common setup procedureReplace measurement gagesEstablished process capabilityImplemented process controls for panel dimensionsIdentified realtime data requirementsCompleted identified maintenance actionsImplemented PM program

Why Lean Automation?

“After implementing lean improvements such as cellular

manufacturing and setup reduction, selective automation can add value

and reduce human variability.”

Richard Schonberger, June 2002

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New Radius Bending Machine R13• Automated band cutting• Servo driven adjustments from

panel bar codes

• Online radius measurement and tracking

R13 Capabilities After Lean Six Sigma

Operates as a cellRuns two product familiesChangeover in less than 5 sec. within and between product familiesCycle time reduced from 5 min. to 1.8 min.Realtime auto check of each panel with data collectionOperating at 6 sigma

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As lead time decreases…………..

the need for realtime data increases!

Lean Six Sigma in the Fast Lane!

Automation Provides Realtime Data to Control Variation for Six Sigma

Enhances Define-Measure-Analyze-Improve-Control methodology (DMAIC)

Online measurement of process parameters

Direct data input into control charts

Provide realtime controls as control limits are understood

Process Control

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R13 Process Controls & System Status

Realtime Data Collection for Six Sigma Analysis

Diagnostics for Rapid Identification of Problems

Realtime Data From R13Index Count V2022

Target Chord Height V2030

Top Chord Height V2046

Bot. Chord Height V2066

Delta Top / Bot. V2032

Top Dev. V2050

Bot. Dev. V2070

Bend Angle Offset V1610

Bend Angle Factor V1612

Bend Factor Top V1614

Bend Factor Bot. V1616

Panel Radius (Feet) V1706

Panel Length (Inches) V1710

Cycle Time V2014 Remarks

Template Dev. Top

Template Dev. Bot.

31 14.051 14.089 14.118 0.029 0.039 0.067 0.000 1.325 0.797 0.921 4.000 75.375 131.2

1 14.051 14.593 14.898 0.305 0.543 0.848 0.000 1.325 0.795 0.951 4.000 75.375 139.5 formula2 14.051 14.089 13.947 0.142 0.039 -0.104 0.000 1.325 0.781 0.880 4.000 75.375 132.9 general, using values from 3'R3 14.051 14.008 13.748 0.259 -0.043 -0.302 0.000 1.325 0.781 0.880 4.000 75.375 131.74 14.051 14.014 13.803 0.211 -0.036 -0.248 0.000 1.325 0.781 0.880 4.000 75.375 131.65 14.051 13.960 13.652 0.307 -0.091 -0.398 0.000 1.325 0.781 0.885 4.000 75.375 132.46 14.051 14.055 13.844 0.211 0.005 -0.207 0.000 1.325 0.781 0.900 4.000 75.375 132.07 14.051 13.824 13.817 0.007 -0.227 -0.234 0.000 1.325 0.781 0.905 4.000 75.375 132.38 14.051 13.796 13.824 0.027 -0.254 -0.227 0.000 1.325 0.781 0.910 4.000 75.375 132.09 14.051 13.926 13.974 0.048 -0.125 -0.077 0.000 1.325 0.790 0.920 4.000 75.375 131.6

10 14.051 14.001 13.967 0.033 -0.050 -0.083 0.000 1.325 0.795 0.920 4.000 75.375 132.311 14.051 13.980 13.967 0.013 -0.070 -0.083 0.000 1.325 0.795 0.920 4.000 75.375 131.112 14.051 14.014 14.063 0.049 -0.036 0.013 0.000 1.325 0.795 0.920 4.000 75.375 131.313 14.051 13.980 13.960 0.020 -0.070 -0.090 0.000 1.325 0.795 0.920 4.000 75.375 130.914 14.051 14.137 14.214 0.077 0.086 0.163 0.000 1.325 0.800 0.925 4.000 75.375 132.615 14.051 14.117 14.173 0.056 0.066 0.122 0.000 1.325 0.800 0.925 4.000 75.375 129.216 14.051 14.137 14.152 0.015 0.086 0.102 0.000 1.325 0.800 0.925 4.000 75.375 131.017 14.051 14.103 14.118 0.015 0.052 0.067 0.000 1.325 0.798 0.922 4.000 75.375 133.018 14.051 14.089 14.097 0.008 0.039 0.047 0.000 1.325 0.798 0.922 4.000 75.375 131.419 14.051 14.178 14.104 0.074 0.127 0.054 0.000 1.325 0.798 0.922 4.000 75.375 131.020 14.051 14.144 14.173 0.029 0.093 0.122 0.000 1.325 0.797 0.921 4.000 75.375 132.621 14.051 14.130 14.104 0.026 0.079 0.054 0.000 1.325 0.797 0.921 4.000 75.375 131.022 14.051 14.076 14.097 0.022 0.025 0.047 0.000 1.325 0.797 0.921 4.000 75.375 130.923 14.051 14.123 14.070 0.053 0.073 0.019 0.000 1.325 0.797 0.921 4.000 75.375 3.924 14.051 14.069 14.043 0.026 0.018 -0.008 0.000 1.325 0.797 0.921 4.000 75.375 136.525 14.051 14.089 14.070 0.019 0.039 0.019 0.000 1.325 0.797 0.921 4.000 75.375 0.026 14.051 14.089 14.104 0.015 0.039 0.054 0.000 1.325 0.797 0.921 4.000 75.375 131.6 bands from stock, COE belt broken27 14.051 14.096 14.022 0.074 0.045 -0.029 0.000 1.325 0.797 0.921 4.000 75.375 136.928 14.051 14.089 14.097 0.008 0.039 0.047 0.000 1.325 0.797 0.921 4.000 75.375 131.329 14.051 14.082 14.111 0.029 0.032 0.060 0.000 1.325 0.797 0.921 4.000 75.375 131.230 14.051 14.117 14.152 0.036 0.066 0.102 0.000 1.325 0.797 0.921 4.000 75.375 131.331 14.051 14.089 14.118 0.029 0.039 0.067 0.000 1.325 0.797 0.921 4.000 75.375 131.2

Log Data

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How Do We Use Lean Six Sigma Techniques

Get Management commitmentAssess the operation using a Value Stream Map (Product families & Production data)

Identify lean improvements & kaizenswithout automation Implement lean improvements using VSM planIdentify processes requiring Six Sigma analysisAnalyze, eliminate, and control variationStart the cycle again!

Lean Six Sigma

Operating costs

Process speed(lead time)

Inventory & invested capital

Quality

Customer satisfaction

Operating flexibility

Methodology that maximizes shareholder value by achieving the fastest rate of improvement in…..

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Contact Information

Advent Design CorporationCanal Street and Jefferson Ave.

Bristol, PA 19007

www.adventdesign.com800-959-0310

Frank Garcia, Director Planning & [email protected]

Lean sixsigma

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