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DMAIC
The structured approach from Six Sigma:
Define Measure Analyze Improve Control
By design, lean events are meant to be intense efforts to improve process performance. So, dont waste time. BUT!!!-be as structured as much as possible. Dont get stuck in creating structure but it is important to use a structured approach to conduct lean events.
DEFINE
Develop a definition of the problem or improvement opportunity:
This is similar to defining a problem as part of 8D activity This is analogous to PLAN in the PDCA cycle of continuous improvement
The tendency is to skip this phase or short cut it. The facilitator and/or leader must prevent this. Define as much as possible before the event Document voice of the customer: who are the customers of the process we are improving? What do they say about the output of the process The output of the DEFINE phase is a project charter
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Securing Resources
Pick a cross functional team of five to six people Each person should be familiar with the process Each person is expected to offer his/her opinions There should be a team leader, a team facilitator, and a team mentor
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Training
The focus in an event is more on doing and less on training. The thought is people can learn by applying techniques. Time should be spent covering:
Overview of DMAIC process Overview of the various tools and techniques that can be used
In some cases, simulations are great training exercises to drive home lean principles such as one piece flow and work balance:
Building paper airplanes Building cars with legos
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Project:
Leader: Mentor:
Project Information
Write the name of the team leader Usually a management representative
Process Improvement Opportunities Improve workplace organization, improve work methods, stream line the production process
Project Goals Make loading station the control point. Make other actions external to the load cycle. Reduce throughput time by 15% Process Measurements Throughput time
Move to pack
Measure
Analyze
Improve
Control
Report Out
6/11
6/11
6/12
6/12-14
6/14
6/14
MEASURE
Measure the process performance
Stay within the scope
Videotaping
Take the process start and stop points from the project charter Set up the process to be run under normal operating conditions. Videotape the work being done If possible, have someone narrate the process
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Time Studies
Lean means making a high quality product as fast as you can and getting it to the customer as soon as you make it. So, time is a critical variable in becoming lean. There are several measures of time for a process:
Setup time Value creating time Cycle time Lead time
Most media players have clocks which show elapsed time on the video. This can be used to capture process times.
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Data to Collect
The Product Transportation Time spent traveling Distance traveled Inspection Time being inspected Processing time Non value added Value added Storage Time Raw material Between processes Lot delay Within process Finished goods The Person Value added time Non value added but required Material handling time Inspection time Unnecessary waste Get tools Get parts
Other data to collect Count inventory between process steps First time quality at each process step Setup or changeover times
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Production Control
Customer
Supplier
18,400 per month 20 working days per month
2xweek
1xweek
Stamping
Spot Weld #1
Spot Weld #2
Assembly #1
Assembly #2
Shipping
7000
II
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ANALYZE
Analyze the data to determine priorities for improvement The output of this phase is a root cause statement or clear definition of the improvement opportunity
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Watching Videotape
Sports teams tape practices and games Once the practices and games are completed, the tapes are analyzed for what went right and what went wrong. Opportunities for improvement are developed. Your work processes are no different. Once you videotape the process, assemble a cross functional team to watch the tape. The team members must be knowledgeable of the process. Each team member should take notes while watching the tape. Once the tape is viewed, brainstorm for opportunities for improvement. Place the ideas on a fishbone diagram Vote on the ideas using the nominal technique
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40
Time (seconds)
30 30 20 10 0 17 18
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28 22 23 23 22 19 13 14 19 16
28 19 19 16 18 16
1 2 3 4 5 6 7 8 9 1 Cycles
1 2 3 4 5 6 7 8 9 1 Cycles
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Disposing of plastic and walking to get parts are not repetitive actions
20 15 10 5 0 A B Station 10 10
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Identify any station cycle times over takt and remove enough waste to get them below takt
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40 30 20 10 0 1 2 3 Cycles 4 5 20 15 10 10 25
Identify all cycle times (within a station) that are over takt and reduce/remove them to get below takt
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25 20 15 10 10
All cycle times are below takt but we can break down the cycle time in terms of value added and non value added activity
Time (seconds)
3 Cycles
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IMPROVE
Once the analysis is complete, develop a plan of action What will you do? Who will do it? How will we verify the improvement?
Before and after
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Station
Before Improvement After Improvement
Racked parts and brought to lineoperator pulled one at a time
38 36 34 32 30 28 26 24 22 20 18 16 14 12 10 8 6 4 2 0
1 2 3
9 10 11 12
40 38 36 34 32 30 28 26 24 22 20 18 16 14 12 10 8 6 4 2 0
1 2 3 4 5 6 7 8 9 10 11 22 12
CONTROL
Once the improvement is implemented, create standards to sustain the improvement:
Work instruction Standard work Process audit
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Standard Work
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Report Out
Once the project is complete, provide a summary to the management group The summary should follow the DMAIC process.
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