6西格瑪培訓(xùn)LeanSixSigmaFundamentals

1、producing what is needed, when it is needed, with right amount of materials, equipment, labor, and spacetoo earlytoo latedelivery timetoo earlytoo latedelivery timedefects too late? missed sales. lost revenue, lost customersdefectstoo early? too much inventory on handasset costs too high! rath &

2、 strong, 2000y = f(x)the goal is to meet customer requirements.to improve, we must understand the xs of our process.yxy = f(x)outputsinputs & processesthe process equationyour project goal move the “y”question: how should the “y” move ? project yexamplescycle timequalitycostdelivery timeend of p

3、rojectbaseline periodkaizen & dmaiclproject life cycleyusl sifting, removing everything from your work place that is not required to do the job. sorting, establishing a semi-permanent location for all required objects in the workplace sweeping and washing, cleaning the workplace to eliminate all

4、 dirt and rubbish spic and span, the result of the first three ss self discipline, the most difficult of the ss. requires constant vigilance to maintain the accomplished levels of spic and span5 s the 7 elements of waste over production correction inventory processing conveyance motion waitingproduc

5、ing goods at a rate faster than required or producing more than is required.overproduction leads to increased levels of all other types of waste.the quality of our product can only be as good as the quality of the worst component, (remember the rty calculation). the waste in our process is magnified

6、 by the cost associated with correcting the defect as well as the costs associated by delaying further production while waiting for the correctionthe waste of correction is oftenamplified by overproduction. notonly have we generated the mistakeonce, but unknowingly we have generated the same defectm

7、ultiple times.$ inventory costs money. as we build excess inventory to accommodate problems in our process, the costs escalate. safety stock levels are driven by downtime, quality problems, supplier delivery problems, line imbalances etc. lowering the amount of in process inventory forces us to impr

8、ove our processes.everything we do in our organization is part of a process. however we sometimes over process. we use systems and tools that are really the equivalent of using a surgeon to remove a splinter. remember, resources cost money and when we over process, we use the organizations resources

9、 that are not required. wasting resources$every time, you move a part, you add cost to that part. unfortunately, the added cost does not translate to added value. we cannot charge our customer more because we have shuffled our products around the plant or around the world. we must minimize conveyanc

10、e in order to preserve our product margins.waste of motion can occur in many forms. people moving to gather needed tools and components to perform their work. movement of equipment that adds no value like machining “air cuts”, multi-spindle indexes etc.in most cases, just recognizing the opportunity

11、 is the most difficult part of reducing this waste.we cannot wait in line anywhere without growing impatient. except when we are at work. it is often with a sigh of relief that we accept a waiting period at work.waiting for “batch produced” wip from a previous process. waiting for a document from a

12、previous department. waiting for inventory (raw components) to be delivered etc all types of waiting cost $to minimize waste we must see out opportunities to eliminate the waste of waiting. remember the waste of waiting is 100% waste, whenever it is identified the cost is reduced by all of the amoun

13、t of wait time you have eliminated.adapted from womack, j. p. and d. t. jones, 1996, lean thinking, simon & schuster. defining value recognizing value value add vs. non-value add importance of valuevaluevalue streamflow/pullempowermentperfection value is provided when a quality product or servic

14、e is delivered that meets the customer requirements, within the customer response time, in the proper quantity, with minimal waste and at the right price.value-added activity:an activity that adds value from a customer perspective.a)customer is willing to pay for activity or serviceb)the activity ph

15、ysically transforms the product or service offeringc)activity is performed correctly first timenon-value-added activity:activities in a process or service that neither add value to a product or service, nor enable other value added activities.these activities take time, resources, and/or space, but

16、do not add value to the product or service from a customer perspective. some of these activities are necessary and unavoidable, but nonetheless still considered waste. (e.g. inspection)value must be defined by the end customer.ingersoll rand people are always value added.valuevalue streamflow/pullem

17、powermentperfectionvalue streamswastesimportance of focusing on inventoryvalue stream mappingcustomervalueinformation flowproduct/service material flowfinancemarket & salesdesignorder entrysupplierssub assy mfgassemblywhat is a value stream?all the activities from customer order to cash.inventor

18、y examplesretained e-mailsunprocessed orderspaperworkraw materials & partsfinished goodsquotes awaiting approvaljob applicationsopen purchase ordersuncommunicated ideasinventory is a key lean six sigma indicatormanufacturing processlead /cycle timeinventory/batch size100500sea of inventory/wippo

19、or schedulingline imbalancelongtransportationlongsetupsdefectsinventory is like a river, when water level is lowered, boulders must be dealt withinvoicingprocesslead /cycle timeinventory/wip100500sea of inventory/wipwaitingoverloadmultipleapprovalsdatastreamserrorsinventory is like a river, when wat

20、er level is lowered, boulders must be dealt withdata/systeminvoiceone process istaking longer than the restvacation scheduling. poor synchronization.errors in data. incomplete data.wrong discount. gathering data takes too long. inputting takes too long.sending forms from one location to the next for

21、 approvalmultipleincoming storageprocessing timefinished storageminereduction mill2 wks20 min30 min2 wks2 wkssmelter3 mos2 hrs2 wkshot rolling mill2 wks1 min4 wkscold rolling mill2 wks1 min4 wkscan maker2 wks1 min4 wkscan warehouse1 wkbottler4 days1 min5 wksbottler warehouse1 wktesco warehouse3 days

22、tesco store2 daystotal144 days3 hrs180 daystotal value stream = 324 daysvalue add = 3 hoursva/nva = 0.04%current statefuture stateideal stateno actionit is not uncommon to realize a 50 - 70% reduction in processing time !324 days inventory3 hours processing150 days inventory3 hours processing15 days

23、 inventory3 hours processing(where you are now)(3-6 month target)(all value, no waste)324 days inventory3 hours processingvaluevalue streamflow/pullempowermentperfectionflow/pull definitionprinciplesexamplesprerequisitesthe progressive achievement of tasks along the value stream so that a product pr

24、oceeds from design to launch, order to delivery, and raw materials into the hands of the customer with no stoppages, scrap, or back flows. only value added steps/time balanced flow no scrap/rework no back flows no stoppages continuous flowprocess aprocess bprocess cprocess dflow/pull principles look

25、 at the entire process match output output to customer demand. reduce variation within the process. identify opportunities to eliminate waste. balance the line. create a continuous flow. utilize the smallest, cost effective quantity (lot size).ideal state:changes in demandall processes must be resch

26、eduled simultaneously. in a “push” system upstream processes supply material as produced not necessarily as neededtraditional “push” systemchanges indemandupstreamdownstreamcastingmachiningassemblyfinalmaterial flowchanges in demandcontinual update of upstream processes with pull signals. in a “flow

27、/pull” system downstream process signal the need for, or pull material from upstream processes.lean “flow/pull” systemchanges indemandupstreamdownstreamcastingmachiningassemblyfinalmaterial flowpull signalsvaluevalue streamflow/pullempowermentperfectionlss cultureimportanceemployees responsibilitybe

28、nefits to employeesall employeeswhats in it for me?valuevalue streamflow/pullempowermentperfectionexecutionprojectskaizendmaiclsustainmentonce a future state value stream map has been developed for a process, lss projects must be completed to reduce waste and methods must be implemented to sustain t

29、he gains.valuestreammappinglean sixsigmaprojectssustainmentvaluestreamidentificationcontinuousproblem complexitykaizen eventsgb projectsbb projectsemployee involvementblack beltsgreen beltseveryonethe kaizen event is a tool that empowers people to achieve rapid, tangible results.the process combines

30、 people, material, and equipment improvements to drive bottom-line results. kaizen is action oriented!kaizen is action & results oriented!5sa visual management technique/tool used to establish and maintain a workplace focused on organization and quality.sortsetshinestandardizesustainstandard wor

31、ka tool that defines the interaction between a person and a process. standard work defines the sequence and content of work to be performed to achieve the optimal process.two most common tools are 5s and standard workutilized by bbs and gbs on complex projects.achieves breakthrough performance.focus

32、es on “real problems” directly related to customer satisfaction and the “bottom line.” many tools and techniques requires statisticssustains improvement makes it stickshare best practices company wide.define measureanalyzeimprove control leverageroleresponsibilitytraininggreen belt lead moderately c

33、omplex dmaicl projects projects generally in natural work area deliver financial results2 weeksblack belt lead complex dmaicl projects train and mentor green belts deliver financial results4 weeksmaster black belttrain and mentor black belts drive sector lss initiatives develop lss training material

34、s6 weekschampion selects projects and writes charters provides project team members breaks down barriers ultimate project owner with accountability2 daysyour project goal move the “y”question: how should the “y” move ? project yexamplescycle timequalitycostdelivery timeend of projectbaseline periodkaizen & dmaiclproject life cycleyusltypes of sustainmentstandard worklss boards5-star audit processspcprocess