Lean Vs Six Sigma.ppt

Six Sigma & Lean Manufacturing
1
Six Sigma & lean Manufacturing
Two concepts to improve processes
for a common objective : « Industrial Excellence »

2
SPS
All common specifications
concerning the assembly lines, their
performance indicators and their
related flow management”

3
SPS Approaches
Methodology
Tools

4
Two progress programs for a common objective
 Reduce variability.
 A performance to reach on a process.
 DMAIC
 Define
 Measure
 Analyze
 Improve
 Control
 The global performance is getting
better each time a variation cause is
suppressed.
 Concentrate on non-added value to the
customer
 Reduce wastes
 The whole product flow and its DVC costs
( including support functions)
 DMAIC
 Define
 Measure
 Analyze
 Improve
 Control
 Reduce costs and cycle times.
Approach
Focus
Methodology
1st Effect
Objective
Six Sigma
« Open to trained people »
Methodology & advanced tools
Lean Manufaturing
Implemented by experts
Share manufacturing people
Common to contribute to the industrial performance
Quality Lead time Cost

5
Complementarity of the
Lean Manufacturing and 6 Sigma projects
Failures &
Break
Downs
Non quality
Product
lead
time
Stocks
Variability
Generally, when faced with problems, we are led to
compensate (additional controls,
stocks...) => which generates wastes

6
Stocks
Failures
& Break
downs
Non quality
Product
lead
time
Variability
Methodology
6 Sigma
The principles of
Lean Manufacturing
The solution : tackle the problems by
using 6 Sigma and Lean Manufacturing

7
Failures
Non quality
Reduction
of
wastes
Variability
We get rid of problems (non quality, breakdowns,
variability...) by using the 6 Sigma methodology

8
After reducing the risks,
we can reduce work in process, stocks and product lead time
with Lean Manufacturing
Failures
Non quality
Just
Necessary
Trade Winds
Paradise Lagoon

9
Two different programs but complementary and
indispensable for excellence
 A 6 Sigma program will be more efficient with simple production flows
 A Lean Manufacturing program will be more efficient with variability
under control
 these two programs need specific competencies and different project
organizations
 These two programs use the DMAIC implementation

1
0
A I C
M
D
Define
The problem
The goal
The scope
Extrants
Processus
C
L
I
E
N
T
S
F
O
U
R
N
I
S
S
E
U
R
S
Intrants
Rendement: 60%
Rendement: 90%
Rendemen t:45%
Rendement: 98%
SIPOC
VOC & CTQ
The process taken
into account
Project charter
Définition du problème :
Objectif :
Justification:
Étendue :
Retombées prévues :
Jalons du projet :
Determine the critical
variables impacting
the respect of CTQ
I P O
Mesures
Intrants
Mesures
Processus
Mesures
Extrants
List all thevaraibles
related to CTSs
I1
I2
I3
I4
O1 O2 O3 O4
Select the most critical
AMDEC
Keep those which
seriousness (SxFxD) is
significant
Evaluate the current
performance of the
process in relation to the
critical variables
Operational Definition a
Plan de Collect e des Données
Whatquestions do
you wantto answer
?
Data
WhatMeasuretype/
Data type
How
measured
Related
conditions
Sampling
notes
How/
where
Howwill you ensure
consistencyand stability
?
What is your
plan for
startingdata collection?
Howwillthe databe displayed
?
Data collection
Col
# 1 2 3 4 5 6
Inspector A B
Sample #
1st Trial
2nd Trial
Diff 1st Trial
2nd TrialDiff
1 2.0 1.0 1.0 1.5 1.5 0.0
2 2.0 3.0 1.0 2.5 2.5 0.0
3 1.5 1.0 0.5 2.0 1.5 0.5
4 3.0 3.0 0.0 2.0 2.5 0.5
5 2.0 1.5 0.5 1.5 0.5 1.0
Totals 10.5 9.5 3.0 9.5 8.5 2.0
Averages2.1 1.9 0.6 1.9 1.7 0.4
Sum 4.0 Sum 3.6
X
A 2.0 X
B 1.8
R
A R
B
Gage R&R
0
1000
-1000
10 20 30
UCL
X
LCL
D B F A C E Autres
Data display
Current process
capability
Process
VA NVA 22
21
20
19
18
17
16
15
14
13
12
1 2 3 4 5 6 7 8 9 10
X
O

X
O

X
O

X
O

X
O

X
O

X
O

X
O

O

X
O

Data
Identify the problems
and their potential causes
Determine the root causes
Cause and Effect
Verify the hypotheses and
identify the relations
Hypethesis
testing
Chi-Carré
²
Régression
test t
ANOVA
X1
Y
Regression
analysis
Design of
experiments
Generate
solutions
A
B
C
D
4
1
3
2
Select the best
Cost-Benefit analysis
Risk assessment
Report back to key
stakholders
Measure the impacts
Prepare the rollout
Steering
Pilote
Définitif
Début
Implementation
planning
2 4 8
6 10
G
1 3 5 7 9
A
B
C
D
F
E
J
I
H
G
Implement the new
process
Process
quality plan
Work
Instructions
Control/Check Points Response to Abnormality
Notes
Code # Charac-
teristics
Control
Limits
Method
Who
Immediate
Fix
Permanent
Fix Who
Flowchart
2
12
Product Name
Process Name
Process Code #
Date of Issue: Issued by: Approved by:
Revision Date Reason Signature
1
Change
management
Avant Après
Etape 4 modifications
mises en place
}Amélioration
Objectif
}Ecart résiduel
Bon
}Amélioration
Avant Après
A1 A2 A3 A4 A2 A1 A3 A4
Make the changes
sustainable
Documentation &
Standardization
Operating
Procedures
ISO
Niveau
de remplissage.
Manuel
de
formation
Continuous
monitoring
LCS
LCI
Quantify the project
savings
s = 3.7
Cp = 1.4
LIS LSS
s = 2.7
Cp = 0.4
Capitalize
Key learnings
Points d’apprentissage
Actions
Résultats
•
•
•
suite
Measure Analyze Improve Control
What needs
and what
requirements ?
What are the causes for
deviation and what are the
interactions ?
What improvement
solutions and what
implementation ?
How sustainable
will the
improvements be ?
The customers’ exact
needs and
requirements
SIX SIGMA project roadmap : DMAIC
What are the critical
parameters and what is
the current performance ?

1
1
A I C
M
D
The problem
The goal
The scope
Process
VA NVA 22
21
20
19
18
17
16
15
14
13
12
1 2 3 4 5 6 7 8 9 10
X
O

X
O

X
O

X
O

X
O

X
O

X
O

X
O

O

X
O

Data
Identify the problems
and their potential causes
Report back
to key stakeholders
Risk assessment
Measure the impacts
Define Measure Analyse Improve Control
What needs and
what
requirements ?
What are the critical
parameters and what is
the current performance ?
What are the causes for
deviation and what are the
interactions ?
What improvement
solutions and what
implementation ?
How sustainable
will the
improvements be ?
Customer
requirements
Measure the waste
Cause & Effect
Determine the root cause
The process taken
into account
Identify and valuate
the wastes
Actuel Proposition
Voies de Progrès
Constat
Valeur ajoutée
Approv
isionner
Déplacements
Env
oi ou
év
acuation
CYCLE
Fréquentiel
Aléatoire
Valeur ajoutée
Approv
isionner
Déplacements
Env
oi ou
év
acuation
Fréquentiel
Aléatoire
CYCLE
Disponible
Meta-plan
Points d’apprentissage
Actions
Résultats
•
•
•
suite
Capitalise
Key learning / Training
SPS
Product families
Product 1
Product 2
Product 3
Product 4
Proc. A Proc. B Proc. C Proc. D Proc. E Proc. F Proc. G Proc. H Proc. I
X X X X X X X X
Product 5
X X X X X X
X X X X X X X X
Product 6
Product 7
Product 8
Product 9
Product 10
X X X X X X X X
X X X X X X X X
X X X X X X X X
X X X X X X
X X X X X X
X X X X X X X X
X X X X X X X X
X
X
X
Process Steps & Equipment
Order Portfolio
Q
u
a
n
t
i
t
é
M
o
d
è
l
e
0
5
0
0
0
1
0
0
0
0
1
5
0
0
0
2
0
0
0
0
2
5
0
0
0
0
2
/
0
1
/
1
9
9
5
1
6
/
0
1
/
1
9
9
5
3
0
/
0
1
/
1
9
9
5
1
3
/
0
2
/
1
9
9
5
2
7
/
0
2
/
1
9
9
5
1
3
/
0
3
/
1
9
9
5
2
7
/
0
3
/
1
9
9
5
1
0
/
0
4
/
1
9
9
5
2
4
/
0
4
/
1
9
9
5
0
8
/
0
5
/
1
9
9
5
2
2
/
0
5
/
1
9
9
5
0
5
/
0
6
/
1
9
9
5
1
9
/
0
6
/
1
9
9
5
0
3
/
0
7
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9
5
1
7
/
0
7
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1
9
9
5
3
1
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0
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9
9
5
1
4
/
0
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9
9
5
2
8
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9
5
1
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2
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2
3
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0
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2
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1
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9
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0
4
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9
5
1
8
/
1
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1
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9
5
J
o
u
r
s
Q
t
é
s
Current VSM
...
...
...
...
...
...
...
... ...
...
...
...
...
...
...
...
...
... ...
TTP
Value Added
element
Non Value Added
element
Cyclic elements list
S1a: Unpacking
S1b: Unpacking
S1c: Unpacking
S2: Cover assembly
S3a: Bus Bar n° 1 assembly
S3b: Bus Bar n° 1 assembly
S4: Lifting product
S5: Bus Bar n° 2 assembly
S6a: Move to station 2
S6b: Move to station 2
S6c: Move to station 2
S7a: Placing frame
S7b: Placing frame
S7c: Placing frame
S7d: Placing frame
S7e: Placing frame
S8a: Frame assembly (riveting)
S8b: Frame assembly (riveting)
S9: Paper work
S10a: Assiding Product - move to station n° 1
S10b: Assiding Product - move to station n° 1
S10c: Assiding Product - move to station n° 3
Flow analysis: operation spent time
Cyclic elements
Metrics ( Video-film, stopwatch….)
VA / NVA
LEAN project roadmap : DMAIC
Project Contract
Définition du problème :
Objectif :
Justification:
Étendue :
Retombées prévues :
Jalons du projet :
IE / OEE
KD = UT/DT
KE = DT/OT
KS =
OT /TS
Useful
Time
UT
Frequential
non VA
Cyclic
non VA
Design
Time
DT
Uncertai
nties
Non
Quality
CVD extern
to process
Operator
activity
Operation
Time
OT
DVC support
functions
Time
Spent
TS
Generate
solutions
A
B
C
D
4
1
3
2
Simplified flowchart
Just in Time Process
...
...
...
...
... ...
...
...
Make the changes
sustainable
Event Cycle
Production
SIM
Support
Functions
SIM
SIM
Prepare the rollout
Monitoring
Pilote
Définitif
Début
Implementation
planning
2 4 8
6 10
G
1 3 5 7 9
A
B
C
D
F
E
J
I
H
G
Implement the
new process
MADC / SIM / Architecture
Quantify the project
saving
Global savings
Actuel Proposition
Voies de Progrès
Constat
Valeur ajoutée
Approv
isionner
Déplacements
Env
oi ou
év
acuation
CYCLE
Fréquentiel
Aléatoire
Valeur ajoutée
Approv
isionner
Déplacements
Env
oi ou
év
acuation
Fréquentiel
Aléatoire
CYCLE
Disponible
Do the Pilot project
MADC / SIM / Architecture

Lean Vs Six Sigma.ppt

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