PROCESS CAPABILITY STUDY

Stages of Preliminary Capability Study

1. 2. 3. 4.

Select a characteristic for the study Define and document the process Perform a measurement system study Collect data of about 50 to 100 parts produced without any changes in process parameters. 5. Verify that the data is normally distributed.

VALUE STREAM MAPPING Lean process 1. 2. 3. 4. 5. Define Customer value Define value stream Make the value flow Pull according to customer demand Strive for excellence

MEASURES OF LEAN Material often spends 95 percent of its time in waiting. This is due to time delay injected by fewer than 20 percent of the workstations known as time traps. We can identify time traps using value stream mapping and eliminate these. The proportion of value added time is measured by Cycle Efficiency.
Cycle Efficiency This is a basic metric in the Lean approach. Process Cycle Efficiency = Value Added Time/Total Lead Time A lean process is that in which value added time in the process is more than 25 percent of the total lead time (George 2002).

Some world class benchmarks of cycle efficiency:

Some world class benchmarks of cycle efficiency:

Application Machining Fabrication Assembly Continuous manufacturing Business Process Transactional Typical Cycle Efficiency 1 10 15 30 10 World class Cycle Efficiency 20 25 35 80 50

TAKT TIME Takt time can be defined as the maximum time allowed to produce a product in order to meet demand. Takt time is the beat time, rate time, or heart beat. The product flow is expected to fall within a pace that is set by the Takt time. in a lean manufacturing environment, the pace time is set equal to the Takt time Takt Time = Available Time/ Demand

VALUE STREAM MAPPING A value stream is the flow of the entire activity - value added and otherwise needed to fulfill an order. Value stream maps are drawings that make the flow of material and information visible. Value stream mapping (VSM) is the name used to describe the activity of creating these drawings. Current state maps describe the process as it is today. Future state maps describe the ideal state based on the application of the Lean principles. VSM can be performed for multiple levels of the process It highlights waste and its sources It makes apparent the hidden decision point VSM is used extensively in Lean Six Sigma projects such as cycle time reduction. It is used to separate value added(VA) and non- value added (NVA) activities. Creating a value stream map involve the following steps: Select a value stream (product, family, etc.) that will add greatest positive impact on profit Identify the customers and suppliers Understand the process steps; It is best to walk through the process Draw a current state value stream map, which includes the current steps, delays, and information flows required to deliver the target product or service. This may be a production flow (raw materials to consumer) or a design flow (concept to launch). There are standard symbols for representing supply chain entities.

Creating a value stream map involve the following steps: Select a value stream (product, family, etc.) that will add greatest positive impact on profit Identify the customers and suppliers Understand the process steps; It is best to walk through the process Draw a current state value stream map, which includes the current steps, delays, and information flows required to deliver the target product or service. This may be a production flow (raw materials to consumer) or a design flow (concept to launch). There are standard symbols for representing supply chain entities. 1. Start with the customer (request) 2. Define the data boxes (processes) 3. Draw material flow (push, pull) 4. Draw information flow (triggers) Identify the VA and NVA work. Verify the accuracy of the documented process with actual findings. Record process information: set-up times, speeds, feeds, operating parameters, tools used etc. Analyze the time traps using appropriate tools. Implement improvements using tools such as Kanban, Poka-yoke, set-up time reduction, combining operations, SMED, design of experiments, statistical process control, layout improvements, better tools or technology, bar coding etc.

Value Added activities are of two types: 1. Customer Value Added (CVA) where a form or a feature that is useful to the customer is added. 2. Business Value Added (BVA) which includes activities required by the law, regulations, business needs and without which we cannot run the business.
Waste Analysis In value stream mapping(VSM), our objective is to identify non-value added activities so as to eliminate or reduce waste and improve the process cycle efficiency. Identification and analysis of waste requires an understanding of the types of waste. Categories of Waste (Muda) 1. 2. 3. 4. 5. 6. 7. 8. Over production: producing more than the demand Inventory Rejection: scrap or rework Motion Over processing Waiting for processing, use or work Transport Unused employee creativity.