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Using DMAIC to Conduct
Lean Events
Stephen Deas April 24, 2012
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Purpose of a Lean Event
A lean event is a two to four day activity
where specifically chosen resources work
exclusively on a process improvement
The opportunity for improvement should
be chosen for a high probability of success
A lean event is sometimes referred to as a
Kaizen Blitz or Kaizen Event
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DMAIC
The structured approach from Six Sigma: Define
Measure
Analyze
Improve Control
By design, lean events are meant to be intense efforts toimprove process performance. So, dont waste time.
BUT!!!-be as structured as much as possible. Dont getstuck in creating structure but it is important to use astructured approach to conduct lean events.
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DEFINE
Develop a definition of the problem or improvementopportunity: This is similar to defining a problem as part of 8D activity
This is analogous to PLAN in the PDCA cycle of continuous
improvement The tendency is to skip this phase or short cut it. The
facilitator and/or leader must prevent this.
Define as much as possible before the event
Document voice of the customer: who are the customersof the process we are improving? What do they sayabout the output of the process
The output of the DEFINE phase is a project charter
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Securing Resources
Pick a cross functional team of five to six
people
Each person should be familiar with the
process
Each person is expected to offer his/her
opinions
There should be a team leader, a team
facilitator, and a team mentor
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Training
The focus in an event is more on doing and lesson training. The thought is people can learn byapplying techniques.
Time should be spent covering:
Overview of DMAIC process Overview of the various tools and techniques that can
be used
In some cases, simulations are great training
exercises to drive home lean principles such asone piece flow and work balance: Building paper airplanes
Building cars with legos
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Voice of the Customer
Talk to Sales, Field Service, etc. to understand
how the output of the process is performing in
terms of quality, cost, and delivery. Make the
feedback as quantitative as possible. (trend,pareto)
Calculate takt time-Takt time is the demand rate
of the customer. We judge process cycle time in
the context of takt time
Takt time is net working time per day divided by the
mean customer daily demand
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Project:
Project Information
Leader:
Mentor:
Project Start:Project End:
Cost of Poor Quality:
Process Importance
Process Improvement OpportunitiesTeam Members
Mentor:
Leader:
Team Members:
Process Start/Stop
Start Point:
Stop Point:
Project Goals
Process Measurements
Project Time-Frame
Milestone:
Date:
Improve production efficiency of R process
June 11, 2007
June 14, 2007
N/A
Fill boxes
Move to pack
Approximately 60% of sales is in R product.
Demand for R product is expected to increase
by 30 to 40% over the next twelve months
Improve workplace organization,
improve work methods, stream line the
production process
Make loading station the control point.
Make other actions external to the load
cycle.
Reduce throughput time by 15%
Throughput time
Define Measure Analyze Improve Control Report Out
6/11 6/11 6/12 6/12-14 6/14 6/14
Write the name of the team leader
Usually a management representative
List the team
members
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MEASURE
Measure the process performance Stay within the scope
The output of this phase can include:
A process map-this could be as simple as aprocess flow or complex as a value stream
map
Performance measures such as time and
quality
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Videotaping
Take the process start and stop points
from the project charter
Set up the process to be run under normal
operating conditions.
Videotape the work being done
If possible, have someone narrate theprocess
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Time Studies
Lean means making a high quality product as fast as youcan and getting it to the customer as soon as you makeit.
So, time is a critical variable in becoming lean.
There are several measures of time for a process: Setup time
Value creating time
Cycle time
Lead time
Most media players have clocks which show elapsedtime on the video. This can be used to capture processtimes.
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Data to Collect The Product
Transportation
Time spent traveling
Distance traveled
Inspection
Time being inspected
Processing time
Non value added
Value added
Storage Time Raw material
Between processes
Lot delay
Within process
Finished goods
The Person
Value added time
Non value added but required
Material handling time
Inspection time
Unnecessary waste
Get tools
Get parts Other data to collect
Count inventory between process steps First time quality at each process step
Setup or changeover times
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Stamping Spot
Weld #1
Spot
Weld #2Assembly
#1
Assembly
#2Shipping
c/t=1s
FTQ=95%
c/o=2hr
c/t=39s
FTQ=99%
c/o=1hr
c/t=46s
FTQ=90%
c/o=120s
c/t=62s
FTQ=97%
c/o=1hr
c/t=40s
FTQ=85%
c/o=30s
Production Control
II7000
I I I I1700 2450 1840 4140
2xweek
1xweek
18,400 per month
20 working days
per month
920 pieces per
day
CustomerSupplier
MPS
Current
State Map
Total Working Time
8 hours per shift or
28,800 seconds
minus 3600
seconds for lunch
and breaks=25,200
seconds workingtime per shift
I
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ANALYZE
Analyze the data to determine priorities for
improvement
The output of this phase is a root cause
statement or clear definition of the
improvement opportunity
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Watching Videotape
Sports teams tape practices and games
Once the practices and games are completed, the tapes areanalyzed for what went right and what went wrong. Opportunitiesfor improvement are developed.
Your work processes are no different. Once you videotape theprocess, assemble a cross functional team to watch the tape. Theteam members must be knowledgeable of the process.
Each team member should take notes while watching the tape.
Once the tape is viewed, brainstorm for opportunities forimprovement.
Place the ideas on a fishbone diagram
Vote on the ideas using the nominal technique
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Graph Cycle Times versus Takt
Time
Hood Line One Decal
Operators
1718
30
1919
28
1618
36
16
0
10
20
30
40
1 2 3 4 5 6 7 8 9 1
Cycles
Time(seconds)
Hood Line 1 Air Duct
13 14
19
22 23 23 22
19
28
16
0
5
10
15
20
2530
35
40
1 2 3 4 5 6 7 8 9 1
Cycles
Time(second
s)
Had to walk to
get partsHad to dispose of
plastic
Disposing of plastic and walking to get
parts are not repetitive actions
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Priorities for Improvement #1
Operator Balance Chart
10 10
20
0
5
10
15
20
25
A B C
Station
Time(seconds) Identify any station
cycle times over takt
and remove enough
waste to get them
below takt
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Priorities for Improvement #2
Station A
1520
10
25
10
0
10
20
30
40
50
1 2 3 4 5
Cycles
T
ime(seconds) Identify all cycle times
(within a station) that
are over takt and
reduce/remove them to
get below takt
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Priorities for Improvement #3
Station A
15
20
10
25
10
0
5
10
15
20
25
30
35
1 2 3 4 5
Cycles
T
ime(seconds) All cycle times are
below takt but we can
break down the cycle
time in terms of value
added and non value
added activity
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IMPROVE
Once the analysis is complete, develop a
plan of action
What will you do?
Who will do it?
How will we verify the improvement?
Before and after
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Before and After
PICTURE BEFORE PICTURE AFTER
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Station
BeforeImprovement
02468
101214
1618202224262830
32343638
1 2 3 4 5 6 7 8 9 10 11 1202468
10121416182022242628303234363840
1 2 3 4 5 6 7 8 9 10 11 12
After ImprovementRacked parts and brought to line-
operator pulled one at a timeOperator had to
leave line to get
parts-parts were
tangled
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CONTROL
Once the improvement is implemented,
create standards to sustain the
improvement:
Work instruction
Standard work
Process audit
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Standard Work
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Report Out
Once the project is complete, provide a
summary to the management group
The summary should follow the DMAIC
process.
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