Lean Six Sigma Presentation 1

Lean Sigma Management System
(Streamlining The Business Process)
Presented By:
Vincent Gaspersz, CFPIM, SSMBB
©Vincent Gaspersz, CFPIM, SSMBB 1
Agenda
Focus on Lean (Lean Definition, Lean
House, Lean Principles)
Focus on Six Sigma (Contemporary Six
Sigma Approach)
Lean Sigma Integrated Management
System (Approach and Benefits)
Lean Sigma Roadmap
Questions

QUESTION?
? Do you know your process cycle efficiency?
? How much time do you need to produce one
piece of product from the beginning to the
end of processes?
? What is your capacity? Are you operating at
optimum capacity? Do you know your plant
OEE (Overall Equipment Effectiveness)?
? Do you know your plant capability process? At
what sigma level, do your plant operating
now?

Quality Initiatives ??????
Lean Sigma
Six Sigma Quality
Lean Manufacturing
ISO9000:2000
9000:2000
ISO
Supply Chain Management
Total Productive Maintenance
Malcolm Baldrige National Quality Award
Theory of Constraints
Reengineering
Continuous Improvement/Kaizen
ISO 9000 Standards
©Vincent Gaspersz, CFPIM, SSMBB Quality Circles 4
Statistical Quality Control

Focus on Lean
(Lean Principles)

Lean Fundamentals
“The continuous movement of products and information
through the value stream. The goal is to minimize ‘idle
time’ which equates to waste . . .”
INFORMATION FLOW
Customer
Value
Pre- Product Detailed Test & Product
Concept Production
Concept Definition Design Validation Support
Lean Product Development Process
MATERIAL FLOW
Achieving
Achieving“Flow”“Flow”isisaaKey
KeyObjective
Objectivein
in
Applying
©Vincent Gaspersz,
Applying CFPIM,Lean
SSMBB Principles
Lean Principleswithin
withinan
anEnterprise
Enterprise
7
Lean Manufacturing House
Best Quality - Lowest Cost - Shortest Lead Time
Through shortening the Manufacturing Flow by Eliminating Waste
Just in Time Jidoka

“The right part “Built in Quality”
at the right time
in the right amount” • Manual / Automatic
Line Stop
• Labor-Machine
• Continuous Flow Efficiency
• Pull System • Error Proofing
• Level Production • Visual Control
(Heijunka) Flexible, Capable,
Highly Motivated
People
Standardized Work
Operational Stability Robust Products & Processes
Total Productive Maintenance Supplier Involvement

The 5 Interdependent Lean Principles
Lean is a
systematic 1 2
approach to
identifying and
eliminating waste
(non-value-added
activities) through
value stream
5
continuous
improvement by
flowing the product
at the pull of the
customer in pursuit 4 3
of perfection
Step 1. Customer Value Definition
Value= Value-Added (VA) + Non-Value-
Added (NVA)
Non Value Added = WASTE
“Anything
“Anything that
that adds
adds Cost
Cost
to
to the
the product
product
without
without adding
adding Value”
Value” == WASTE
WASTE
Value-Added vs. Non-Value-Added
• Value-Added (VA) Activities must meet the following
three criteria:
1. The customer must be willing to pay for the activity
2. The part or object must change
3. It must be done right the first time
Remember: All Three Criteria Must be Satisfied

All other activities are Non-Value-Added (NVA)
and considered sources of waste !!!
The
TheKey
KeyPrinciples
Principlesofof“Lean”
“Lean”are
areto
toIdentify
IdentifyNon-Value-
Non-Value-
Added
AddedActivities
Activitiesand
andFind
FindWays
Waysto toEliminate
EliminateWaste
Waste

Lean Manufacturing
is a manufacturing philosophy which shortens the time line between
the customer order and the product shipment by eliminating waste.
Business as Usual
Customer Waste Product
Order Shipment
Time
Lean Manufacturing
Customer Product
Order Waste Shipment
Time (Shorter)
Step 2. Value Stream Analysis
Follow a “product” or “service” from beginning to end, and
draw a visual representation of every process in the material &
information flow. Then, draw (using icons) a “future state” map
of how value should flow.
VALUE STREAM MAPPING

Value Stream Map

Process Cycle Efficiency =
Total Value-Added Time/
Total Cycle Time =
4/116,5 = 0,0343 = 3,43%

Lean: Value vs Non-Value
Receive Order Ship Product
= Value-adding Operation Time (actual assembly or manufacturing operations)
= Non-value-adding Time (time customers will not pay for, such as rework, moving)
Value-added Ratio at typical manufacturing company

5%
95% Non-value-added
Value
Value-added Ratio at “Lean” company
50% Non-value-added 50% Value-added
Japan is 50%
Toyota is 43%
North America is
©Vincent Gaspersz, CFPIM, SSMBB 70 to 95%
19
The Process Improvement “Pitfall”
Typical Value Stream Ratio of
Value-Added to Non-Value-Added Activity
3%
97% NVA VA
Most “Traditional” Process Improvement Where’s

Teams Attack this . . . the Real
Opportunity?
97% NVA
. . . Achieve this . . .
Lean Teams
. . . and Ignore this
Source: C. Fiore; Lean Strategies for Product Development, ASQ, 2003

Current State Value Stream Map

Step 3. Continuous Flow
Continuous Flow Through Value Stream
Creates less inventory
Lower throughput time
Increases production
Can be achieved by:
Improving shop floor layout (not restrict or add movement,
clean and organized, cell layout, meet the customer
demand)
Reducing in active (obsolete) inventory

Continuous Flow Production
Traditional Flow Production Process
(stream of water)
Suppliers
Customers
Inventory (stagnant
Flow with JIT ponds) Material
(water in
stream)
Suppliers
Customers
Takt Time
Time (Available seconds per working day)
Takt Time =
Volume (Daily production requirement)
Sets pace of production to

match pace of sales.
Cycle Time = Actual time required for a worker to complete one cycle of
his/her process. For a machine or cell, time from completion
Of one item to completion of the next item

Continuous Flow Improvement

Continuous Flow Improvement
Takt Time (1 min.)
1 min.
Cycle Time
Operators A B C D E
Takt Time (1 min.)

1 min.
Operators A B C D E
Future State Value Stream Map

BENEFITS OF CREATING FLOW

Step 4. Pull System
Pull the product through the value stream
Authorize production
Capture Work-In-Process (WIP)

5. PERFECTION
Create a clear vision of perfection
Maximize customer value through NVA reduction
and Bottom Line improvement through Value Stream
Make waste visible and evident.

“The continuous movement of products and information
through the value stream. The goal is to minimize ‘idle
time’ which equates to waste . . .”
Problem solving. Achieving “Flow” is a Key Objective

in Applying Lean Principles within an Enterprise

FOCUS ON SIX SIGMA
(Contemporary Approach)

Focused on Customer Value
LSL USL
Historical Six Sigma
Defect Reduction
Customer
Value Stream
Value
Contemporary Six Sigma
(Lean Six Sigma)

Quality Processes Yield Quality Results
Inconsistent Inconsistent
Process Results
Traditional = People doing whatever they can to get results
Consistent Desired
Process Results
Six Sigma = People using standard process to get results

Contemporary Six Sigma Focus on the
Reduction of Variation that Generates
Defects for Customers Market
Process Critical Customer

Suppliers Inputs Business Outputs Requirements
Processes
Defects
Variation in the Process Output

causes Defects that are seen by
the customer
Output Variation is caused by

Variation in Process Inputs and
by Variation in the Process itself

Mentor, trainer, and coach of Black Belts and others
Master in the organization.
Six Sigma Black

Belt
Taining Leader of teams implementing the six sigma
Champions
methodology on projects.
Black Belts
Delivers successful focused projects using

the six sigma methodology and tools.
Green Belts
Participates on and supports the project

Team Members teams, typically in the context of his or
Quality Fundamentals/ Kaizen Now her existing responsibilities.
Deployment Responsible for supporting the Deployment Strategy

within Line of Corporate Business/Customer Segment
Champions
LEAN SIGMA
(Streamlining The Business Process)

Lean Six Sigma
Lean Six Sigma
Flow Focused Quality Focused
Reduced Flow Time Uniform Process Output
Remove Waste Reduce Variation
Faster Throughput Improve Process Capability
Less Inventory Improved Quality
Lean and Six Sigma are Complimentary Lean Six Sigma

Lean Six Sigma Tools
Lean Tools Six Sigma Tools
Value Stream Analysis DMAIC/DMADV Approach
5-S Statistical Process Control
Kaizen Blitz FMEA
One Piece Flow Capability Analysis
Pull Systems/Kanban ANOVA/ANCOVA
Work Cells DOE/Taguchi Experiments
Visual Control Process Optimization
TPM etc
Vendor Managed Inventory
etc
(Good
(GoodLuck)
Luck) (Random (Systematic
(Continuous
Continuous
Flow
Improvement) FlowImprovement)
Improvement)
Value Stream
2 MBB,
225MBBs,
BBs,
100 GBs,
25 BBs,
500 GBs,
100 YBs
500 YBs Flexible, Capable,
Highly Motivated

Which Business Function Needs Lean Six Sigma?
SERVICE DESIGN
PURCH.
ADMIN. Lean- Marketing
Six Sigma
MFG.
QA
MAINT.
As long as there is a process that produces an output, whether it is

a manufactured product, data, an invoice, etc…, we can apply the
Lean Six Sigma Breakthrough Strategy!!!!

Lean Six Sigma Product Development Overview
Product Development Process
Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Phase 6

Pre-concept Concept Product Detailed Integration Production &
Definition Design & Test Operation
Validation
CUSTOMER
Cycle Time and Cost Performance Improvement
CTQ’S
TECHNICAL
TECHNICAL Supplier Rationalization
CTQ’S
REQUIREMENTS Lean Product Development
LIST
BUSINESS
CTQ’S
Lean Six Sigma
Manufacturing Process
Control
Quality Improvement
Lean Six Sigma
Impact on Process!!
First Time Yield People
• Skilled, multi-function
(FTY) Quality workers
• Standardized Work – Training Lean Six Sigma
• Error Proofing – Employee development
• Root Cause Analysis • Black Belt/Green Belt Approach
– Problem Solving Projects Team:
• Customer Value Definition
• Predictable Processes – Quality
– Machine Reliability – Safety • Value Stream Analysis
– Total Productive
– Productivity • Continuous Flow
Maintenance
– Cost
– ROI Project • Pull production
– Improved up-time
• Structured feedback meetings • Continuous Flow
• Reduced scrap & repairs
• Empowerment Improvement (NVA/Waste
– Involvement
– Accountability Elimination and Variation
– Responsibility Reduction/Process
– Authority Capability Improvement)

BENEFIT OF LEAN SIGMA
MANAGEMENT SYSTEM

LEAN SIGMA ROADMAP

GARIBALDI INDUSTRIES APPROACH
ROI (MINIMUM): ??%/year

High Quality Glass Product
Competitive On-time
Material
Advantage Delivery
Machine
Labor Process Max.
100% Customer Min. Output
Satisfaction Input Dual Kanban Zero Defects
ISO 9001:2000 Lean-Sigma

Minimum Lead Time
Standardized Product & Processes (Procedures)

Garibaldi Approach:
• Increase capacity--without adding more people & resources
• Reduce cost of goods sold
• Maintain or reduce price to be competitive price
• Increase sales
• Increase reward & recognition to all Garibaldi Employees
SMARTER
Contact:
Vincent Gaspersz, CFPIM, SSMBB
The End Specific Goals
Measurable
Phone: 0251-332933 or Achievable
0813-1940-6433 Result-oriented
E-mail: vincentgaspersz@yahoo.com Timely
Empowerment
Reward & Recognition
Smarter:
• Shorter Cycle Time
• Smoother processes
• Simpler rules or procedures

Lean Six Sigma Presentation 1

Загружено:

Сведения о документе

Исходное описание:

Оригинальное название

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

Lean Six Sigma Presentation 1

Загружено:

Авторское право:

Доступные форматы

Lean Sigma Management System

(Streamlining The Business Process)

©Vincent Gaspersz, CFPIM, SSMBB 2

©Vincent Gaspersz, CFPIM, SSMBB 3

Statistical Quality Control

©Vincent Gaspersz, CFPIM, SSMBB 5

Lean Product Development Process

Just in Time Jidoka

©Vincent Gaspersz, CFPIM, SSMBB 8

Remember: All Three Criteria Must be Satisfied

©Vincent Gaspersz, CFPIM, SSMBB 11

©Vincent Gaspersz, CFPIM, SSMBB 16

©Vincent Gaspersz, CFPIM, SSMBB 17

©Vincent Gaspersz, CFPIM, SSMBB 18

= Value-adding Operation Time (actual assembly or manufacturing operations)

Value-added Ratio at typical manufacturing company

50% Non-value-added 50% Value-added

Most “Traditional” Process Improvement Where’s

©Vincent Gaspersz, CFPIM, SSMBB 20

©Vincent Gaspersz, CFPIM, SSMBB 21

©Vincent Gaspersz, CFPIM, SSMBB 22

Sets pace of production to

©Vincent Gaspersz, CFPIM, SSMBB 25

©Vincent Gaspersz, CFPIM, SSMBB 26

Takt Time (1 min.)

©Vincent Gaspersz, CFPIM, SSMBB 28

©Vincent Gaspersz, CFPIM, SSMBB 31

©Vincent Gaspersz, CFPIM, SSMBB 32

 Make waste visible and evident.

 Problem solving. Achieving “Flow” is a Key Objective

©Vincent Gaspersz, CFPIM, SSMBB 37

©Vincent Gaspersz, CFPIM, SSMBB 38

Historical Six Sigma

©Vincent Gaspersz, CFPIM, SSMBB 39

Traditional = People doing whatever they can to get results

Six Sigma = People using standard process to get results

©Vincent Gaspersz, CFPIM, SSMBB 40

Process Critical Customer

Variation in the Process Output

Output Variation is caused by

©Vincent Gaspersz, CFPIM, SSMBB 41

Six Sigma Black

Delivers successful focused projects using

Participates on and supports the project

Deployment Responsible for supporting the Deployment Strategy

©Vincent Gaspersz, CFPIM, SSMBB 45

Lean and Six Sigma are Complimentary  Lean Six Sigma

©Vincent Gaspersz, CFPIM, SSMBB 48

©Vincent Gaspersz, CFPIM, SSMBB 50

ADMIN. Lean- Marketing

As long as there is a process that produces an output, whether it is

©Vincent Gaspersz, CFPIM, SSMBB 52

Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Phase 6

Lean Six Sigma

©Vincent Gaspersz, CFPIM, SSMBB 56

©Vincent Gaspersz, CFPIM, SSMBB 58

©Vincent Gaspersz, CFPIM, SSMBB 64

ROI (MINIMUM): ??%/year

ISO 9001:2000 Lean-Sigma

Standardized Product & Processes (Procedures)

©Vincent Gaspersz, CFPIM, SSMBB 75

Вам также может понравиться

Make waste visible and evident.

Problem solving. Achieving “Flow” is a Key Objective

Lean and Six Sigma are Complimentary Lean Six Sigma