Lean Six Sigma tools used to increase productivity and eliminate waste: - Value Stream Mapping - 5s - failure modes and effects analysis FMEA - Poke Yoke - Standardizing procedures

1. XXX MANUFACTURING
Improvement Process
PAST - PRESENT – FUTURE
By
Alvaro Plaza
Process Improvement – Lean Six Sigma Engineer

2. PAST - PRESENT Unproductive Time Looking for
• Problem in work stations: Operators Tools
mixing tools from a work station to 180 168
158
another (Unproductive time looking for 160
Average Daily Minutes
142
140 123
tools and supplies) 120
100 Past
Solutions – Corrective Actions 80
76
85
79
Present
60 45
- Color coding for every station in order to 40
20
identify tools. 0
Station Station Station Station
- 5s: Each station has the tools they needed 1 2 3 4
40
in common daily operations.
Average hours saved a month
- Label every station and supplies location. 30
27
26
Benefits
We increased cycle time, saved money 19
Present
in tools and supplies, visual control,
educated, and empowered employee.
Saving around 102 hrs a month
0
Station 1 Station 2 Station 3 Station 4

3. PAST EVIDENCE PRESENT

4. PAST

5. PAST
Problem:
Workers were unaware of safety and health issues in every station and
Forklift uses, and operational procedures.
Solutions – Corrective Actions
- Safety and health training in every station.
- Safety labels in every station.
- Forklift training in Spanish and English.
Benefits
- We reduced any human and/or physical lost, and costly claims and fines
against the manufacturing company.

6. PAST
• Problem: Work stations did not have standards and procedures to start up key
machinery.
Solutions – Corrective actions
- POKA YOKE - Error-proof and standardizing some start up procedures that
anybody can do it without training.
Benefits
- Eliminate costly mistakes in equipment, delays, and safety for workers.
PAST PRESENT Oven Start up

7. PAST
PAST PRESENT
Paint problems: Paint inventory board updated daily
•Running out of paint.
- Solutions: Paint board updated
daily, inventory form to check paint
levels, setting a minimum paint
quantity to reorder, and placing paints
in specific area.
- Benefits: Proper inventory levels of
paint for production, increased cycle
time, profits, and reduced costs per
product.
•Dripping paint in doors and frames.
-Solutions: Standardization of doors
and frames height. We implemented a
preventive cleaning of paint boot
ceiling and filters.
-Benefits: We eliminated any rework
in products, save money in paint, and
labor.

8. PAST
Problem: No operational
standards in place.
Solution:
We standardized procedures
that helped as training,
reference, and management of
day to day operations in
different work stations.
Benefits:
Reference material for training,
on the job process, and
Increase cycle times in each
station.

9. PAST PRESENT
Problem: Untrained welders
workers about: components code,
inventory, and supplies. (Frames and
doors).
Solutions:
- We labeled and provided a sample
set for every component used in
each station.
- We set inventory form for every
component in each station.
Operator responsibility.
Benefits:
- Proper inventory of components
To make products and increased
cycle time.
- Employees were informing about
low inventory components and
supplies. Visual management of the
process.

10. PRODUCTION
PRESENT - PROBLEM
• We are breaking our production planning to meet any special order.
• We do not have enough labor to keep the painting system running without
stopping.
• If we keep the painting system running without stopping we HAVE TO STOP
doors slab production.
• If we want the painting system running at 50% of capacity we HAVE TO STOP
welding frames

11. PRODUCTION
Present: Set up #1
We are making slabs doors and frames but not painting doors. Also,
painting frames are running inefficiently (10% painting system capacity)

12. PRODUCTION
PRESENT: Set up # 2
Making slab doors, no welding frames but increasing doors and frames
painting to 15%.

13. PRODUCTION
PRESENT - PROBLEM
No making door slabs, no welding frames but painting to 50% capacity

14. PRODUCTION IDEAL
• Making doors, frames, and painting to 90% capacity no
stopping any process

15. PRODUCTION PROPOSAL
• Monday and Wednesday full (100%) slab doors production
but not welding frames.

16. PRODUCTION PROPOSAL
• Tuesday and Thursday morning full slab door slab but no
frame production.

17. PRODUCTION
• Tuesday and Thursday afternoon full frame production, no slab
doors production but painting 50% capacity

18. PRODUCTION
• Friday morning special order doors production, no welding frames, and
Painting 15% capacity.

19. PRODUCTION
• Friday afternoon prepare work stations components and supplies
for next week, welding frames, and painting 50% capacity.

20. CONCLUSION
• Our cycle time is high when we make special orders in a hurry. Due to few
employees in production, we have to switch people from production to painting
area. It is not planning in place.
• Our “bottleneck” is our painting system because it just has 2 workers. (It needs more
resources)
• My recommendation is to stick to a slab door and frame production plan and
follow a schedule to balance production and painting.
• Order precut foam for doors. (Select quality providers)
• To keep a minimum inventory of components in each station: Channel and top caps
for 400 doors.
• To stop production at 3 pm to clean stations and supply components for every
station for next production day.
• To have one radio for painting system area, one for slab door production, and one
for inside office or manager office to constantly know about how every area is
doing.
• To motivate and reward employees for performance completely free and valuable
for them. (Use a reward card to award an employee every month and give a plaque
to EMPLOYEE of the month). Caring about employees will increase productivity.
• We had increased production in at least 35% thanks to coworkers cooperation,
advise, retraining , education, quality metrics, and setting constantly goals that
employees can reach.

21. Faithfully submitted by:
Alvaro Plaza
Process Improvement
Lean Six Sigma Engineer
“You cannot improve what you do not measure”