L e a n M a n u fa fac t uring or s op er es
© APICS, 2003
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P r o c e s s I m p r ov ove m e n t a n d John Bicheno, CFPIM
© APICS, 2003
P r o c e s s I m p r ov ove m e n t a n d John Bicheno, CFPIM
© APICS, 2003
L e a n M a n u fa f a c t u r i n g Wo Wo r k s h o p Se Se r i e s Current Workshops
Authors
Introduction to Lean Manufacturing
Sam Tomas, CFPIM, CIRM, C.P.M.
Lean Mapping
John Bicheno, CFPIM Kate Mackle
5S
John S.W. Fargher Jr., Ph.D. Elizabeth A. Cudney
Process Improvement and Quality in Lean Manufacturing
John Bicheno, CFPIM
Lean Scheduling
John Bicheno, CFPIM
Standard Work
Elizabeth A. Cudney John S.W. Fargher Jr., Ph.D.
Lean Teams, Lean Design, and Accounting
John Bicheno, CFPIM
Available through the APICS Bookstore (800) 444-2742 or (703) 354-8851
Series Consulting Editor Lynn H. Boyd, Ph.D., CPIM, Jonah Assistant Professor of Management College of Business and Public Administration University of Louisville Louisville, Kentucky © APICS, 2003
3
o n
c eno,
, is South African. He graduated with an engineering degree
from the University of the Witwatersrand in Johannesburg. Thereafter, he spent 12 years in industry and local government in South Africa in the areas of project and design engineering, management services, operations research, and operations management. Bicheno joined the Department of Industrial Engineering (School of Mechanical Engineering) at the University of the Witwatersrand in 1981 and became associate professor and head in 1984. During this time he had close associations with a number of leading Just-in-Time companies in South Africa , , , . management at the University of Buckingham, became a reader in 1990, and was dean in 1992. He has lectured to master’s participants at Warwick University, Cranfield University, London Business School, Cardiff Business School, and Fachhochschule Wedel. Bicheno’s books have sold more than 50,000 copies. These include Implementing JIT, Cause and Effect Lean, The Lean Toolbox, The Quality 75, and Operations Management (with Brian Elliott). He has produced three videos and several lean-related games. He has also codeveloped several computer programs in JIT, MRP, and quality. Bicheno consults and trains in the areas of lean, productivity improvement and measurement, and quality in Britain, Germany, Denmark, and South Africa. He runs regular CPIM and lean training programs in Britain and Denmark and lean programs for the Manufacturing Institute Trafford Par, , . Manufacturing Engineering at the University of Cambridge investigating the implementation of performance measurement in manufacturing. In 1997 he joined the Lean Enterprise Research Centre, Cardiff Business School and in 1999 initiated and became director of a new MSc program in lean . , Excellence (UK). He conducted the first AME-UK event and serves on the board. © APICS, 2003
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Acknowledgments
Enterprise Research Centre, ar us ness c oo or s contribution to the lean manufacturing body of knowledge.
© APICS, 2003
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Wo r k s h o p Ob j e c t i v e s • between lean and quality
• o apprec a e
e app ca on o some quality techniques in a lean context.
• To appreciate how lean and six sigma can work to ether.
© APICS, 2003
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Wo r k s h o p T o p i c s • • • • • • • • • © APICS, 2003
Views from the Gurus The Lean View and Kaizen
Types of Defect pora c ro ems:
e even oo s an
ve
ys
Chronic Problems and Six Sigma Improvement Types Improvement Events (Blitz) Holding the Gains and Sustainability 7
V i e w s f r om T h e Gu r us
• • Juran • Deming • ano
© APICS, 2003
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Crosby • Quality is free
– It is not a gift – It is the basis of future profit • The four absolutes
– Quality means conformance to ,
– The system of quality is prevention – The erformance standard is zero defects
– The measurement of quality is the © APICS, 2003
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Co s t o f Qu a l i t y • Appraisal costs – To assure outgoing and incoming quality – Appraisal activities detect nonconforming items – , ,
• Prevention costs – Prevent rework scra and other failures – Activities include process control, preventive maintenance, most ISO 9000 activities, and training
•
a ure costs – Internal failure: scrap, rework, rectification, retest, and lost
– © APICS, 2003
opportunity costs External failure: warranty, returns, customer dissatisfaction, customer defection 10
Qu a l i t y Co s t s
a ure
Costs appraisal preven on prevention Before © APICS, 2003
After 11
Ch r o n i c a n d Sp o r a d i c (J u r a n ) Sporadic problems often elicit firefighting responses
u e un er y ng chronic problems remain
Defect Level
Time
© APICS, 2003
mprovement to chronic problems has effects that go on and on and on 12
Ch r o n i c a n d Sp o r a d i c Pr o b l e m s • As
oradic problem is an annoying problem occurring from time to time. Such problems tend to get attention. Firefighting results.
• A chronic problem recurs regularly and tends to become part of daily life. Procedures are developed to get around them. But chronic problems are a major source of waste and make work frustrating and less enjoyable.
• Attacking both types should be seen as both reducing the magnitude and the variation of the problem. – Juran, Quality Control Handbook ; and Nakajima,TPM Development Program © APICS, 2003
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T a c k l i n g Pr o bl e m s A problem arises
Chronic
Harder to solve
Area for six sigma an
Sporadic
Easier to solve
Use 7 tools
Develop countermeasures. Target time to implement. Then develop new standard operating procedures. Implement visual management. – Developed from an original by Suzaki, The New Manufacturing Challenge , Free Press, 1987 © APICS, 2003
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T h e De m i n g Ph i l o s o p h y
•
— and variation.
• Waste reduction is strongly associated with lean. Variation reduction is strongly associated with six sigma.
• But management is responsible for . © APICS, 2003
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De m i n g o n Wa s t e a n d V a r i a t i o n
• (or Shewart) cycle.
• Natural variation is inherent in all rocesses. It is the task of management to understand and control the causes of undue variation.
© APICS, 2003
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Fi v e L e a n Pr i n c i p l e s
• Specify what creates value from the • •
customer’s perspective Identify all steps across the whole Perfection is ongoing! value stream a e ose ac ons a crea e va ue first four principles. flow
• • © APICS, 2003
customer Just-in-Time Strive for perfection perfection by continually remov ng success ve ayers o was e 17
T h e K a n o M o de l • Must be (Basics) : characteristics or features taken for granted. (hotel: • • •
clean sheets and hot water) More is better (Performance): we are disappointed if a need is poorly met but have increasing satisfaction the better it is met. (hotel: response time for room service) Delighter: features that surprise and delight in a positive way (hotel: wine and flowers upon arrival) Reversal: features that annoy: TV in a smart restaurant
delight delighters
more is
neutral
satisfaction must be dissatisfaction
© APICS, 2003
Reversal reversal
absent fulfilled presence of characteristic 18
Delighters e poss
y o crea ng
and
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Delighters e poss
y o crea ng
and
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Qu a l i t y , V a l u e , Co s t , a n d Wa s t e
Quality as value/cost
Value
Two paths to Improvement
$
Variable
Revenue Cost waste? © APICS, 2003
Volume 21
Pe r f e c t i o n : T h e De m i n g Cy c l e
(Implement more w e y; standardize)
PLAN (What to do for improvement)
(On a trial basis; Hold the gains
Check (or study) (If it works, LEARN!)
© APICS, 2003
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Plan
Japanese way of taking much step.
Identify the concern Set out the workin lan A
P
Collect data and study Seek root causes
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Do
A P C D
Implement the improvement © APICS, 2003
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Ch e c k (a n d L e a r n )
ere
e o ec ves me
Confirm the results “B vs. C” analysis (alpha and beta risks?) After-action review Is the problem completely solved? © APICS, 2003
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A c t ( a n d St S t a n d a r d i ze ze )
Identify further improvements
Communicate Preve Prevent nt recurr recurrenc ence e Celebrate and con ratulate
© APICS, 2003
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“In God We Trust … —all others must bring data.”
W. Edwards Deming Dem ing © APICS, 2003
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PDCA, DMA IC, an d To ol s Plan
What is
Identify Opportunities Scope the Project Analyze the Process
we doing?
Analyze
What is wrong?
Define Outcomes Identif Root Causes
Prioritize
Do Improve
Check Control ct © APICS, 2003
Fix it
Hold the gains. e e rate.
Benchmarking, QFD, Disruptive Tech, Hoshin, FMEA, Serv Gaps, Pareto, Importance Performance, Cost of Quality, Market Survey Tree Diagram, Critical Path Anal, Mapping, NGT 7 tools, DPMO, Data Presentation, Process Chain, 5 Whys, MoT, Kano , Capability Analysis, CoQ Maps, Blueprints, SERVQUAL 5 Whys, FMEA, 7 tools, DOE, QFD, Matrix Analysis, Shainin Gap Analysis, Benchmarking,
QFD, Matrix Analysis, Policy De lo ment
Refine
QFD, Affinity, Contingency, FMEA
Implement
Force Field, Kaizen, Blitz Critical Path, Single Point Lessons
Measure Outcomes c now e ge
Control Charts and SPC, 5 S Standardization, DPMO, Cusum Cost of Quality, ISO 9001:2000, Sustainability, Capability, Supplier Partnership
I m p r o v e m e n t … a T o yo t a V i e w
•
— run down unless active effort is put .
• Therefore im rovement effort is necessary just to maintain current erformance.
© APICS, 2003
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© APICS, 2003
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T h e Pr o b l e m I s “When I was asked to attend a eneral manager’s meeting the first time, I was happy to attend because I thought I could say that there were no problems in my department. And I said so when it was my turn to report. looked straight into my eyes and said, “Steve, when ou sa that ou do not have a problem, that is the problem.” –
© APICS, 2003
yos uza , e ew op oor Management, Free Press, p153 31
M e s s Ma n a g e m e n t • Resolving (clinical) – Relies on past experience; qualitative opinions – “Most problems are so messy as to render alternative approaches inappropriate.”
• Solving (research) – Based on scientific approach, tools, and techniques – quantified
• Dissolving (design) – Change the nature of the problem to remove it – Process and people development; systems view — Russell Ackoff, “The Art and Science of Mess Management” © APICS, 2003
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Go t o Ge m b a • • The actual work center • The actual thing (gembutsu) • The actual facts (gemjitsu) • Don’t roblem solve in the office! You can’t see the state of 5 S, visible management, etc.) © APICS, 2003
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Pr o b l e m A n a l y s i s : T k An l i n D
• o o gem a. a e area. • Draw a map. • Speak with data. • Collect the 6 honest men.
© APICS, 2003
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T h e 6 H o n e s t Se r v i n g M e n
• • • • • • © APICS, 2003
Wh When Who Where How 35
Pr o bl e m I d en t i f ic a t i o n Is t h e e y t o m p r o ve m e n t 5S
ne
© APICS, 2003
op
36
De f i n i n g t h e Pr o b l e m • A roblem as a deviation from standard. Is there a standard?)
• Has the problem been clearly stated? (including the effects)
• Is there an earlier problem (the source of the problem)?
• Is it measurable? • A problem statement should not contain an indication of the solution (e.g., no maintenance). © APICS, 2003
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T o t a l Qu a l i t y
Policy Deployment Cross Qualit Department
unctional Management
5 S Shop Floor Teams 7 QTools PDCA © APICS, 2003
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T o y ot a Pr o d u c t i o n Sy s t e m Heijunka ng e Flow
ece
Pull Takt Time Standard or
Demand Smoothing
JIT
Jidoka
Production Smoothin
Intelligent and Lines Visual Control
e un a © APICS, 2003
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T PS + T QC
Policy Deployment Lean Promotion Office
Demand Smoothing Value Stream JIT
Jidoka ization
5 S Shop Floor Teams 7 QTools PDCA © APICS, 2003
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Jidoka • A com osite term meanin – built in quality (Standard and Davis) – autonomation (Shingo) – –
. ., automate work, but to make work and decisions easier) in-station process control (ISPC) (Ford)
• Stems from Toyota’s original involvement with looms in 1902
• Combines – poka-yoke – qua y a source – andon © APICS, 2003
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Sh i f t i n g t h e Qu a l i t y Em p h a s i s
From
Suppliers
Process
Customers
To © APICS, 2003
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Pr o c e s s El e m e n t s : PET S
Procedures
Equipment
Supplier Process
Training
© APICS, 2003
Standards
43
Se e i n g t h e Wh o l e Customer surve
rocess
Marketing process Design process
Manufacturing process Supplier and supply chain process Warehousin /inventor
rocess
Distribution and demand process Sales and delivery process © APICS, 2003
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M a p p in g L i nk s Supplier Monthly orders
Weekl Schedule
Map
BLANK
a y c e ue PRESS
I C/T = 3 sec C/O = 15min 500 parts 1 day 2 shifts 1% scrap
and
PRODN Forecast CONTROL Customer MRP Daily Call
SHIP
I C/T = 10 sec C/O = 30min 1000 parts 2 days 3 shifts 2% scrap
C/T = 2 sec C/O = nil 1 shift 0% scrap
LEARNING TO SEE: CURRENT STATE
FTT=21%
scrap
rework
Map QUALITY FILTER MAP © APICS, 2003
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L e a n Qu a l i t y ’s “ B i g 5 ”
Standard Operating Procedures Mutual Support Leading to Stability Low Variability Visible Management © APICS, 2003
Source Inspection 46
T h r e e So u r c e s o f De f e c t s • Variation – Address by statistics, six sigma, SPC, DOE
• – Address by simplification, visibility, design, especially DFM, GT, modularity, and platforms
• Mistakes – Waiting to happen: address via SOPs, 5 S – Actually happened: address via successive inspection, self-inspection, but best source inspection (poka-yoke) – Standard, Davis, et al. A Proven Strategy for Lean Manufacturing. Hanser Gardner Publications, 1999. © APICS, 2003
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L e a n T o o ls f o r Pr o c e s s I m p r o v em e n t
© APICS, 2003
• • • • •
Kaizen
• • • • •
Quality at source
5S Standard operating procedures/standard work Visual management 5 whys and root cause analysis
Poka- oke/mistake roofin 7 tools Kaizen blitz (kaikaku) Approaches to continual improvement 48
Kaizen
•“ today.”
• “Experience is the ability to recognize a problem when it occurs over and over again.”
© APICS, 2003
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Re c o r d i n g t h e Pr o b l e m Se q u e n c e : a ze n t o r y o a r
Sketch
Concern, Cause, Countermeasure, Who/ Status When AP AP CD AP CD
History © APICS, 2003
CD
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Fo u n d a t i o n s o f L e a n a n d Qu a l i t y
• • Standards and standard o eratin procedures (SOPs)
• Visual management
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5 S Housek eeping • Sort clean out • Simplify, configure • Sweep, clean, and check, (includes visual sweeping)
• Standardize, conform • Self-disci line custom and ractice training and routine. , increasingly, Western) quality © APICS, 2003
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5 S I s M o r e t h a n H o u se k e e p i n g • Basis of safet • Directly cuts waste, particularly waste of • Reduces variation • Basis for improvement—building on reduced variation
• Helps recognize further waste • Changes the mindset © APICS, 2003
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5 S H o u s e k e e p i n g —Ca n Do C ► Cleanu
►
Sort
© APICS, 2003
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5 S Ho u se k ee pi ng —Can Do C ► Cleanu
►
(continued)
Sort
© APICS, 2003
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5 S Ho u se k ee pi ng —Can Do C ► Cleanu
►
(continued)
Sort
© APICS, 2003
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5 S Ho u se k ee pi ng —Can Do C ► Cleanu
►
(continued)
Sort
© APICS, 2003
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5 S Ho u se k ee pi ng —Can Do C ► Cleanu
►
(continued)
Sort
© APICS, 2003
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Ro o t Ca u s e s : au t rees an
ve
ys
roblem
possible cause
possible cause
cause
© APICS, 2003
possible cause
cause
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Roo t Cau se s ... “For want of a nail the shoe is lost For want of a shoe, the horse is lost; For want of a horse, the rider is lost; For want of a rider, the message is lost; For want of a message, the battle is lost; or wan o a a e,
e war s os ;
For want of a war, the country is lost.” – Herbert: Jacula Prudentum © APICS, 2003
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T h e Se v e n Wa s t e s a n d Qu a l i t y • • • •
Overproduction: delays in detection, more rework Waiting: delays in detection, money tied up, freshness Trans ortin : dama e and dela Inappropriate processing: failsafing not added, machines not capable
• Unnecessary inventory: delay, smaller batches more frequently can improve customer service
• Unnecessary motion: handling damage, stress at work, tiredness, quality of work life . © APICS, 2003
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Standards “To standardize a method is to choose out of many methods the best one and use it. What is the best way to do a thing? It is the sum of all the good ways we becomes the standard. Toda ’s standardization is the necessar foundation on which tomorrow’s improvement will be based. If you think of standardization as the best we know — somewhere. But if you think of standards as confining, then progress stops.” – Henry Ford, Today and Tomorrow , 1926 © APICS, 2003
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St a n d a r d s —A n o t h e r Qu o t a t i o n “In a Western com an the standard operation is the property of management or the engineering department. In a Japanese company, it is the property of the people doing the job. They prepare it, work to it, and . Taylor’s teaching, the Japanese combine thinkin and doin and thus achieve a hi h level of involvement and commitment.” – Peter Wickens, 1995 © APICS, 2003
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St a n d a r ds : Ch a r a c t e r i s t i c s • Detail main and important steps, especially for safety and quality
• Use verb plus noun—and picture for critical steps • Develop with operators (from all shifts) and let them write the SOP in their own words
• • Keep at the point of use problems; a problem is a deviation from standard
• If there are no changes to SOPs, there has been no improvement © APICS, 2003
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St a n d a r d i ze d Pr o c e s s Ch a r t
Doing Doing the the work work
Checking key process indicators
Pick labels photos from shelf Place in hopper Activate machine
is between 130 and 150 deg C
Record temp on control chart
Responding to signals If below 130 - flush a ove move dial up one notch
If in control leave alone If out of control, switch off and tell supervisor
Place in container
© APICS, 2003
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The Vision of Vision • Ever item in the work lace must be needed and have a designated location when not in use.
• The environment is immaculate, safe, and self-cleaning.
• Standards are easy to identify. • • Performance and progress are easily noticed. • Zero defects are a reality! © APICS, 2003
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PU?ENJE ZABRANJENO - CROATIAN
- ITALIAN
© APICS, 2003
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V i s u a l Ma n a g e m e n t There are two aspects
• Process – Visible SOPs kept at gemba – – – – –
,
kanban status, heijunka boards, inventory footprints) Problem indicators (lights, andon) SPC and recontrol boards Clear indicators on machines Single-point lessons
– Skills matrix board – Company performance – – G .D. Galsworth, Visual Workplace Visual Order Associate Handbook. © APICS, 2003
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V i s u a l Ma n a g e m e n t
• functions:
– To manage the process—to hold the gains
– To improve the process—the foundation for im rovement
© APICS, 2003
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T h e V i s u al Fa c t o r y a n d 5 S • • The visual factory is a far wider concept – 5 S – an an – Visible schedules – SOPs – Heijunka – Inventory footprinting – © APICS, 2003
– Storyboards – ng e-po n essons – Information sharing – Gra hs on SPC – Red tags for TPM – Red tags for 5 S – 70
Visual Mana em ent
3 boxes maximum
© APICS, 2003
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Qu a l i t y a t So u r c e : T y p e s o f I n s p e c t i o n • Judgment – Compares the part to a standard – Uses blueprints
n orma on – Focuses on feedback from a downstream operator – Or worse, from an end of line inspector – – The less delay to point of inspection, the better
• Point of Use – Focuses on prevention – Relies on operator judgment or SOPs – May incorporate poka-yoke or SPC
© APICS, 2003
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H o w M a n y Fs ?
the result of four years of scientific research from fifty professionals from . will be frozen effective the first day of .
© APICS, 2003
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Op e r a t o r s a n d Se l f I n s p e c t i o n :
, , inspection is not a means for evaluation. Errors and mistakes are inevitable.
• Juran says operators must be given – Knowled e about what the are su osed to do – Knowledge about what they are actually doing – A process that is capable of meeting specifications
• Oakland says managers should not ask whether operators are doing the job correctly but whether doing the job correctly. © APICS, 2003
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Self-Inspection • Bi advanta e: immediac • Requirement: authority, knowledge, time –
• Problem: objectivity and lapses • Successive inspection and where necessary specialized inspection – Not done by supervisors – Only a slight loss of immediacy
• But data must be accumulated © APICS, 2003
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Poka-yoke • and SPC may not be enough
• ou can ave g process capa
y
but still fail due to mistakes Hence, au oma c nspec on oge er with warning or stop © APICS, 2003
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P o k a -Y -Y o k e M e t h o d s a n d E x a m p l e s
Control Contact
Fixed Value
Warning
Parking height bars Armrests on seats
Staff mirrors Shop entrance bell
French fry scoop
Trays with
Airline lav lavatory doo doors
Spellch lcheckers Beepers on ATMs
– Richard Chase and and Douglas Douglas Stewart, Stewart, Mistake Proofing Based on Shigeo Shingo © APICS, 2003
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P o k a -Y -Y o k e Cy Cy c l e s A
•
– Immediate detection and stop –
or warnin Short-term prevention
P A P D C D
g po a-yo e – Getting after the root cause of – Long-term prevention and – © APICS, 2003
robl roblem em solv solvin in Accumulate the evidence 78
P o k a -Y -Y o k e Re Re f e r e n c e s • Source Inspection and the Poka-yoke S stem Productivit 1983
• Nikkan Kogyo (ed), Poka-Yoke , ,
• Web site by John Grout http://campbell.berry.edu/faculty/jgrout/
• Productivity, 2001 © APICS, 2003
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Se v e n T o o l s o f Qu a l i t y • • Pareto • Fishbone • Tally/histogram/measles • Correlation • SPC (Check sheets SOPs) © APICS, 2003
The seven oo s are a set ! 80
Fl o w c h a rt s an d M a ps Activity maps, spaghetti, logic PROCESS CHART
cumulative
FLOWCHART receive material
0:00 0 m
inspect
0:40 5 m
move to machine
:
wait for
m
receive part
accep ? rework
8:00 35 m paint
© APICS, 2003
drill
8:10 36 m
store
9:00 48 m
5
off-page connect reference
Fl o w c h a rt s an d M a ps
(continued)
Activity maps, spaghetti, logic PROCESS CHART
cumulative
FLOWCHART receive material
0:00 0 m
inspect
0:40 5 m
move to machine
:
wait for
m
receive part
accep ? rework
8:00 35 m paint
© APICS, 2003
drill
8:10 36 m
store
9:00 48 m
5
off-page connect reference 82
Pareto • • the single most powerful management concep o a
me
• Examples: – 1% of Web sites get 32% of Web traffic – 5% of cars cause 85% of emission pollution – Inventory, problems, innovation, customers, products
© APICS, 2003
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Pa r e t o (c o n t i n u e d ) • 80/20 ABC the vital few and trivial man • the single most powerful management • Examples: – 1 percent of Web sites get 32 percent of Web traffic
– – © APICS, 2003
emission pollution Inventory, problems, innovation, cus omers, pro uc s 84
Fishbone • • Root cause • CEDAC Measures
Machines
Material A Problem from Pareto Analysis)
Nature © APICS, 2003
People 85
Ru n Di a g r a m defect rate
problems are more common in the a.m. am
pm
am
pm
am
pm
am
pm
dimension
variation occurs within units; not over time
samples taken from batches over time
dimension
is batch dependent; not within units samples taken from batches over time © APICS, 2003
86
M e a s l e s Ch a r t
XXXXX XXX
MEASLES
XXX
Example: defects in s ra bottle manufactured over one week
XXXXX X X XXX XX X © APICS, 2003
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T a l l y Ch a r t
Nick
Peter
John
Simon
Claire
9
17
10
5
7
urrs cra c es
Other axes could be time: time vs. person, time vs. defect © APICS, 2003
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Correlation No Correlation
defects
Clear Correlation
defects
temperature
temperature
A defects
defects
temperature no apparent re a ons p © APICS, 2003
B temperature but stratified, there appears o e a nega ve relationship for Machine A 89
Co r r e l a t i o n (c o n t i n u e d ) No Correlation
defects
Clear Correlation
defects
temperature
temperature
A defects
defects
temperature no apparent re a ons p © APICS, 2003
B temperature but stratified, there appears o e a nega ve relationship for Machine A 90
Se v e n T o o l s : nsuranc e x am p e Flowchart
Pareto on rework
assessment errors incorrect address clause missing name wrong spell
Fishbone People
time pressure unclear figures interpretation
Identified : arge num er o ac an or large amount of rework throughput time 60 hrs, valu value e add addin in time time 12 12 min mins s
© APICS, 2003
vs s
adding up
wrong tables
amounts wrong category
Procedures
91
Se v e n T o o l s : nsuranc e x am p e (continued) Solutions
Run Diagram
cross train staff automate some procedures flexible hours move inspection
Claims processed
Days peaks on Tuesdays overcapacity on 3 days per week, but average OK
© APICS, 2003
Day of week
Outcomes
note variation patterns
60% drop in errors average process time down to 2 days
92
x
© APICS, 2003
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Si x Si g m a An ob ective of six si ma is to reduce variation and to move outputs permanently inside critical customer requirements
service output 3.4 ppm (ultimately) © APICS, 2003
94
Si x Si g m a
(continued)
An ob ective of six si ma is to reduce variation and to move outputs permanently inside critical customer requirements
service output , © APICS, 2003
3.4 ppm (ultimately) 95
Origins • back to Deming – – Lean on waste
• Strong Juran influence – Project-by-project improvement – The customer – Improvement tools © APICS, 2003
96
Wh y Si x Si g m a a n d L e a n ? • reduction and problem solving
• ean as s reng
n was e re uc on and seeing the whole
• These are synergistic • Don’t separate the lean and six sigma functions © APICS, 2003
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Co m p a r i ng 9 9 % w i t h 6σ •
• per 300k letters
• 4100 crashes per 500k com uter starts
© APICS, 2003
• Less than 2 crashes
• 1.68 hours of dead
• 1.8 seconds of
time per week of roa cas s
dead airtime 98
Re c e n t H i st o r y of Si x Si g m a • Developed by Alan Larson and others at Motorola during 1980s, strongly supported by CEO Bob Galvin
• 1987 Motorola’s head of communication, George Fisher, unified several Q ro rams into six si ma Fisher later took it to Kodak)
• Several articles in Quality Progress early 1990s • Black belt certification developed by Motorola, IBM, TI, and Kodak
• , , • AlliedSignal and Cisco adopt in 1998 • Ja anese Son Toshiba ado t in 1998/1999 • Delphi and big three U.S. automakers adopt in 2000 © APICS, 2003
99
Si x Si g m a : T h e B a s i s • • Every process has variation • Every process can be measured • variation reduced
•
© APICS, 2003
e ong erm arge s . e ec s per million opportunities (note not “ppm”) in 100
Si x Si g m a : T h e B a s i s
(continued)
• • Every process has variation • Every process can be measured • variation reduced
•
© APICS, 2003
e ong erm arge s . e ec s per million opportunities (note not “ppm”) in 101
Si x Si g m a St a g e s Scope the project Find out customer requ rements
M A I
Measure Analyze Im rove
Quantify current . locate the problem confirm root causes
Implement and test solutions Confirm the
on ro © APICS, 2003
Hold the gains. 102
PDCA, DMA IC, an d To ol s Plan Define
What is the problem?
Identify Scope the Project Analyze the
easure
Analyze
ow are we doing? a s wrong?
Define Outcomes Identify Root Causes
Prioritize
Do
Refine
Improve
Fix it
Implement
Check
Hold the
Measure outcomes
Act
Celebrate.
Acknowledge
© APICS, 2003
Benchmarking, QFD, Disruptive Tech, Hoshin, FMEA, CTQ Pareto, Importance Performance, Cost of Quality, Market Survey Tree Diagram, Critical Path Anal, Mapping, NGT, SIPOC 7 tools, DPMO, Data Presentation, , , Men, Gage R&R, Cost of Quality, Capability Analysis, Kano Maps, Blueprints, ys, , too s, , QFD, Matrix Analysis, Shainin, Gap Analysis, Benchmarking, Hypothesis Tests QFD, Matrix Analysis, Policy Deployment QFD, Affinity, Contingency, FMEA Force Field, Kaizen, Blitz ,
Control Charts and SPC, 5 S Standardization & SOPS, Cusum Cost of Quality, ISO 9001:2000, Sustainability, Capability, Supplier Partnership
103
L e a n a n d Si x Si g m a Kano Model Understand value Value-stream map
M A I
Measure
Takt time, Amplification
Analyze
Constraints to FLOW
Im rove on ro
© APICS, 2003
Future State Kaizen and Blitz 5 S, SOPS, Sustainability 104
U s i ng Si x Si g m a w i t h Le a n • Do not stud and measure waste when ou can remove much of it straight away – Do not spend time measuring, for example, excess
• Build on a firm foundation. Check that 5 S and six sigma or other study – Do not waste time measurin when there is an inherentl poor variable foundation through poor or lax 5 S or standard operations.
so, o © APICS, 2003
ese ean
ngs rs 105
U s i ng Si x Si g m a w i t h Le a n
(continued)
• deployment first to get after the big icture and identif riorities before using DMAIC on a project-by-project basis.
• If you don’t do this, you may target va ua e s x s gma exper se on inappropriate problems. © APICS, 2003
106
L e a n a n d Si x Si g m a : A M o t o r o l a V i e w or p ace organization
Standardized Work
Improvement
JIT and Kanban
Noise reduction
Defect reduction
o e or six s gma
Control – Adapted from John Lupienski, Motorola, AME Conference 2001
© APICS, 2003
107
Re d u c i n g V a r i a t i o n b y Su r f a c i n g • An alternative or su
lement to reducin and controlling variation is to surface it by, for example – Jidoka – Heijunka –
• In each case, stop and investigate mme a e y. se
e ve w ys.
• Address variation immediately, not as a special study later on. © APICS, 2003
108
Si x Si g m a a n d L e a n
third world country. The surgeon can time. But the public health engineer projects that ultimately have much . – Kaufman Consulting Group White Paper, “Integrating Lean and Six Sigma,” 2000 © APICS, 2003
109
T y p i c a l Si x Si g m a Or g a n i za t i o n • Juran) x s gma c amp on s ew e
• Project leader (master black belt) • Coach (black belt or master black belt) • Team leader (black belt) • eam mem er green e © APICS, 2003
110
T y pi c a l Bl a c k B e l t Pr o gr a m •
• – Problem solving – Quality tools – Basic statistics
• Interpersonal Skills – Change management – Effective presentations – Consultin skills – Teamwork skills – Business skills – – Coaching © APICS, 2003
– Nonparametric statistics – Measurement systems – DOE – Robust design and tolerancing – Reliability analysis – Survey design and analysis – Multivariate analysis – – Response surface analysis – Time series forecasting – 111
Ga g e Re p e a t a b i l i t y a n d
• How well (consistent) operators are in using test effective
• Often involves several o erators usin the same equipment and blind testing a set of numbered parts in random order. Each part is measured three times .
• A gage error of 10 percent is usually considered acceptable
• Also use of SOPs for test equipment © APICS, 2003
112
Si x Si g m a a n d L e a n Re f e r e n c e s • Anand Sharma and Patricia Moody, The Perfect Engine , Free Press, 2001 - chapters on Lean Sigma Leadership
• Michael George, Lean Six Sigma , McGraw Hill, 2002 • John Bicheno, The Quality 75: Towards Six Sigma Performance in Service and Manufacturing , PICSIE, 2002
, Breakthrough Strategy, ASQ Press, 2000
• Motorola Web site at www.motorola.com •
Quality Progress magazine
• Managing Six Sigma , Wiley Interscience, 2001 © APICS, 2003
113
St a t i s t i c a l Pr o c e s s Co n t r o l • • Common causes and special causes; don’t tinker!
•
,
• Cpk and capability • Chart interpretation © APICS, 2003
114
Variation • – The variation a process would exhibit if –
behavin at its best or stable It occurs in every process
pec a cause var a on – Results from the occurrence of sources or – © APICS, 2003
process An unusual event 115
Variation
(continued)
• – The variation a process would exhibit if –
behavin at its best or stable It occurs in every process
pec a cause var a on – Results from the occurrence of sources or – © APICS, 2003
process An unusual event 116
SPC a n d L i m i t s
© APICS, 2003
117
I n Co n t r o l • occurring between the control limits.
•
ommon cause var a on s a wor .
• If ou are in control don’t tinker. • In control means the process is stable. • But, in control does not necessarily mean things are good—you can have a stable high level of complaints. © APICS, 2003
118
SPC: T r a c i n g Pr o b l e m s Trend
Freak
UCL
UCL
X
X
X
X
UCL
X X X
LCL
Shift X X X X
X
X X
LCL
X X
LCL
X
X
maintenance wear dirt
misread data entry other people
machine speed other people other material
Cycle
Erratic
Grouping
UCL
UCL
X X
X X
X LCL
work pattern other people environment
X
X
X
X
LCL
UCL
X X
X
X
careless overadjustment
X
LCL
o er peop e new method another distribution
— from John Bicheno, The Quality 75 , PICSIE Books, Buckingham, 2002. © APICS, 2003
119
S P C C au t io ns • • • •
Delay in detection of problems Risk of error (type 1 and type 2) Frequency (risk and cost) and sample size (cost, time, confidence) Workers distanced from the quality of their product – Don’t understand what they are doing
• The means means charts charts become become confused confused with the end erfection erfection • Discourage continual improvement (still under control) • Autocorrelation on long runs –
Previous parts affect present parts—e.g., tool wear
– Standard & Davis Runnin Toda ’s Fa Facto ctor
– Nicholas, Competitive Manufacturing Management , pages 514-520
– Ronald Blank, The SPC Troubleshooting Guide , Quality Resources, 1998 © APICS, 2003
120
© APICS, 2003
121
P o i n t a n d Fl F l o w K a i ze ze n • – – – –
Localized improvements Often to sporadic problems Done by operators Often identified as low-hanging fruit as a result of value-stream ma in
• Flow Kaizen – – Involving more of the value stream – Done by lean promotion office or six sigma black belts – © APICS, 2003
wor ng w opera ors Almost invariably arising out of value-stream mapping
122
I m p r ov e m e n t T y pe s Enforced
(Point Kaizen)
Breakthrough
Enforced Kaizen Kaizen Events Blitz Lean Mapping
, Suggestion Schemes Traditional Some Six Sigma
Some Six Sigma Enforced/Driven
© APICS, 2003
Passive
123
Pa s s i v e B r ea k t h r o u g h •
engineering projects or some six si ma ro ects – failure: noninvolvement or nonconsultation –
© APICS, 2003
by IE or other experts success: areas of urgency plus involvement
124
Pa s si v e I n c r e m e n t a l • – the cycle of failure –
,
,
OEE, flexible manpower lines
• ugges on c emes – failure: delay, red tape – success: every idea is valuable
© APICS, 2003
125
Pa s si v e I n c r e m e n t a l
(continued)
• – the cycle of failure –
,
,
OEE, flexible manpower lines
• ugges on c emes – failure: delay, red tape – success: every idea is valuable
© APICS, 2003
126
En f or c e d I n c r e m e n t a l • The classic is To ota – – – – – –
response analysis line stop waste checklists every improvement opens another opportunity ce re a ance accor ng o a —w en one y operators
• – individual, team, process, intercompany with full-time facilitator support
– – success; expectation © APICS, 2003
127
En f or c e d I n c r e m e n t a l
(continued)
• The classic is To ota – – – – – –
response analysis line stop waste checklists every improvement opens another opportunity ce re a ance accor ng o a —w en one y operators
• – individual, team, process, intercompany with full-time facilitator support
– – success; expectation © APICS, 2003
128
En f or c e d B r e a k t h r o u g h • • (See the Lean Mapping Workshop, session 2, in this Lean Manufacturing Workshop Series.)
© APICS, 2003
129
B r e ak t h r o u g h Fl o w K a i ze n • Kaizen Events or Blitz – – – –
5-day event typical a self-fulfilling expectation; no barriers 30% to 50% improvement you can do it again (and again) • • when the mix changes
• expectations; no standardization
• © APICS, 2003
, follow up; part of a wider lean program
, 130
K a i ze n B l i t z “ , whether you believe you can’t, you re a so u e y r g . – Henry Ford
© APICS, 2003
131
Characteristics • – not ponderous analysis, reporting, etc.
• Improvement, not perfection – just do it
• Team based © APICS, 2003
132
St e p s i n a B r e a k t h r o u g h Ev e n t (1 ) • – possibly with mapping
• en y e ocus o e even • Establish the event attern – 5 days, 3 days, 1-2-2 days, etc. a n managemen suppor an commitment – nc u ng nvo vemen © APICS, 2003
133
St e p s i n a B r e a k t h r o u g h Ev e n t (2 ) • – must include operators, supervisors, managers, outsiders
• Establish the takt time – available time / average demand
• – BOMs, costs, schedule, staffing, shifts – © APICS, 2003
134
St e p s i n a B r e a k t h r o u g h Ev e n t (3 ) • – waste, flow, takt time, CQDT –
• Establish block diagram • Establish subteams –
,
,
• Mapping and data collection – measures © APICS, 2003
135
St e p s i n a B r e a k t h r o u g h Ev e n t ( c o n t i n u e d )
• – waste, flow, takt time, CQDT –
• Establish block diagram • Establish subteams –
,
,
• Mapping and data collection – measures © APICS, 2003
136
St e p s i n a B r e a k t h r o u g h Ev e n t (4 ) • • Initial changes and testing • Further changes and measures • Standardization • – holding the gains © APICS, 2003
137
Pe r fo r m a n c e M e as u re m e n t s
Start Lead time Flow length
S ace Defect rate
© APICS, 2003
Day 1
Day 2
Day 3
Day 4
Day 5
B l i t z: Wa t c h o u t f o r ….
there eventually but how much – Standard and Davis
© APICS, 2003
139
I m p r o v e m e n t : Co n c l u s i o n s
• • They can be made to work together • No one formula—so find the way
© APICS, 2003
140
B l i t z Ev e n t s i n t h e U .S. a n d U .K . • aerospace with others following ocuse over a s or per o
• Applying simple tools, (5 S, 7W, SOP, visual. man.) rigorously
• to improve the process
• Sustainability has become a major issue © APICS, 2003
141
I n d u s t r y Fo r u m M o d e l f o r B l i t z • the U.K. Society of Motor Manufacturers and Traders and various Automotive OEMs
• • Comprises – – – – © APICS, 2003
- ay pre agnos c o ec ves 3-day diagnostic (analyze, map, identify) Three 1-day follow up events over 3 months 142
Su s t a i n a b i l i t y M o d e l
120
Workshop
. t n e m80 e v o p m i 40 % l a c i p y T 0
Follow up
Post follow up Class A Class B Class C
Workshop phase
ass Class E
0
5
30
60
90
120
150
180
210
240
270
days – © APICS, 2003
eve ope
y
co a ateman 143
Cl a s s A a n d B En a b l e r s • A formal wa of documentin ideas from the shop floor
• O erators make decisions in a team about the way they work
• Time is dedicated to maintainin 5 S standard every day
• Measurements to monitor the im rovements • Cell leaders and immediate managers to stay focused on im rovement activities – Research by Nicola Bateman © APICS, 2003
144
Cl a s s A En a b l e r s • Method chan es formall introduced – Formal hands-on training by those involved in the improvement
• Direction given on improvement – For example, mapping, target changeover time
• An improvement or kaizen coordinator • Senior mana er involvement • Senior managers retain focus on – Built into review and assessment agendas © APICS, 2003
145
T i m e Sp e n t o n Su c c e s s f u l B li t z Ev e n t s
40%
40%
20%
Preparation The event itself -
© APICS, 2003
146
Wo r k s h o p T o p i c s Re v i e w • • • • • • • • • © APICS, 2003
Views from the Gurus The Lean View and Kaizen
Types of Defect pora c ro ems:
e even oo s an
ve
ys
Chronic Problems and Six Sigma Improvement Types Improvement Events (Blitz) Holding the Gains and Sustainability 147
Wo r k s h o p Ob j e c t i v e s Re v i e w • between lean and quality
• o apprec a e
e app ca on o some quality techniques in a lean context.
• To appreciate how lean and six sigma can work to ether.
© APICS, 2003
148
Questions?
Take home some answers! © APICS, 2003
149
References • • • • •
© APICS, 2003
Ackoff, Russell. “The Art and Science of Mess Management.” Bateman, Nicola. Sustainability. Lean Enterprise Research Centre, Cardiff Business School, Wales, April 2001 (Available from the Web site on the next page). c eno, o n.
e
ua y
.
oo s,
.
Blank, Ronald. The SPC Troubleshooting Guide . Productivity Inc., 1998. Choi, Thomas. “The Successes and Failures of Implementing Continuous Improvement Programs,” in Jeff Liker (ed), Becoming Lean. Productivity Press, Portland, 1998.
•
Finlow-Bates T. “The Root Cause Myth,” TQM Magazine, Volume 10 Number , , - .
• •
Ford, Henry. Today and Tomorrow. Productivity Press, 1988.
•
Hinckley, Martin C. Make No Mistake!, Productivity, 2001.
Galsworth, Gwendolyn D. Visual Workplace Visual Order Associate . , , . 150
References
© APICS, 2003
(continued)
•
Hirano, Hiroyuki. 5 Pillars of the Visual Workplace . Productivity Press, or an , .
• •
Juran, Joseph. Quality Control Handbook. McGraw Hill Text, 1988.
• • • •
Kogyo, Nikkan (editor). Poka-Yoke. Productivity, 1989.
•
Nicholas, John M. Competitive Manufacturing Management. McGrawHill College, 1998.
• •
Rother and Shook. Learning to See. Lean Enterprises Institute, 1999.
Kaufman Consultin Grou White Pa er. “Inte ratin Lean and Six Sigma.” 2000. , .,
, .,
,
.
.
,
.
Lean Enterprise Research Centre (LERC) www.cf.ac.uk/uwc/carbs/lerc. Nakajima, Seiichi. TPM Development Program . Productivity Press. .
Rother and Shook. Value Stream Mapping. Lean Enterprises Inst. 2002.
151
References
© APICS, 2003
(continued)
• •
Shingo, Shigeo. Zero Quality Control . Productivity, 1985.
• •
Suzaki, Kiyoshi. The New Manufacturing Challenge . Free Press, 1987.
•
Womack, James P. et al. Seeing the Whole . Lean Enterprises Inst Inc., 2002.
Standard, Charles and Davis, Dale. Running Today’s Factory. Hanser Gardner Publications, 1999.
Suzaki, Kiyoshi. The New Shop Floor Management: Empowering . , .
152
A d d i t i o n a l Re f e r e nc e s • APICS 800 444-APICS 2742 or 703 354-8851 • APICS Online Bookstore. .
.
.
• APICS International Conference and Exposition John Grout http://campbell.berry.edu/faculty/jgrout/ Motorola http://www.motorola.com
© APICS, 2003
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