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APICS, 2003
APICS, 2003
Authors
Sam Tomas, CFPIM, CIRM, C.P.M. John Bicheno, CFPIM Kate Mackle John S.W. Fargher Jr., Ph.D. Elizabeth A. Cudney John Bicheno, CFPIM John Bicheno, CFPIM Elizabeth A. Cudney John S.W. Fargher Jr., Ph.D. 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
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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 including Toyota, Nissan, Afrox, and GEC. In 1987 he became a senior lecturer in operations Toyota Nissan Afrox GEC management at the University of Buckingham, became a reader in 1990, and was dean in 1992. He has lectured to masters participants at Warwick University, Cranfield University, London Business School, Cardiff Business School, and Fachhochschule Wedel. Bichenos 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, Manchester, England. Manchester England In 1996 and 1997 he was part of a research team led by the Department of 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 operations at Cardiff Business School. In 2001, he helped found the Association for Manufacturing Excellence (UK). He conducted the first AME-UK event and serves on the board.
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Acknowledgments
Special thanks to the Lean Enterprise Research Centre, Cardiff Business School for its contribution to the lean manufacturing body of knowledge.
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Workshop Objectives
To illustrate the symbiotic relationship
between lean and quality
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Workshop Topics
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Views from the Gurus The Lean View and Kaizen Problem Solving and PDCA Types of Defect Sporadic Problems: The Seven Tools and Five Whys S di P bl Th S T l d Fi Wh Chronic Problems and Six Sigma Improvement Types Improvement Events (Blitz) Holding the Gains and Sustainability
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Crosby
Quality is free
It is not a gift It is the basis of future profit Quality means conformance to requirements, requirements not elegance The system of quality is prevention The performance standard is zero defects The measurement of quality is the price (or cost) of nonconformance
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Cost of Quality
Appraisal costs pp
To assure outgoing and incoming quality Appraisal activities detect nonconforming items Include acceptance sampling, inspection, and final testing
Prevention costs
Prevent rework, scrap, and other failures , p, Activities include process control, preventive maintenance, most ISO 9000 activities, and training
Failure costs F il t
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Internal failure: scrap, rework, rectification, retest, and lost opportunity costs External failure: warranty, returns, customer dissatisfaction, customer defection
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Quality Costs
failure appraisal
After
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Defect D f t Level
Time
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Tackling Problems
A problem arises (A deviation from standard)
Chronic
Sporadic
Harder to solve But bigger payoff Area for six sigma and DMAIC d
Easier to solve
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
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Deming had two big themes waste themeswaste and variation. Waste reduction is strongly associated with lean. Variation reduction is strongly associated with six sigma. But management is responsible for about 85 percent of quality problems problems.
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Waste can be tackled by the Deming (or Shewart) cycle. Natural variation is inherent in all p processes. It is the task of management to understand and control the causes of undue variation.
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customers perspective Identify all steps across the whole Perfection is ongoing! value stream first the Make those actions thatunderstand l M k th ti But th t create value t first four principles. flow Only make what is pulled by the customer Just-in-Time Strive for perfection by continually perfection removing successive layers of waste i i l f t
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Customer satisfaction
neutral must be
reversal Reversal
dissatisfaction
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Delighters
The possibility of creating
and
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Delighters
The possibility of creating
and
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Quality as value/cost
Value
Variable cost
Volume
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DO
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Plan
Note the Japanese way of taking much longer over this step.
Determine customer needs Identify the concern Set objectives Set out the working plan gp A C P D Collect data and study y Seek root causes Train as necessary
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Do
A P C D
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Were the objectives met? W th bj ti t? Review root causes Confirm the results B vs. C analysis (alpha and beta risks?) After-action review Is the problem completely solved?
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W. Edwards Deming
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Measure
Analyze
Prioritize
Do Improve Fix it
Refine Implement
All systems display entropythey entropy they run down unless active effort is put in. in Therefore improvement effort is p necessary just to maintain current p performance.
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The Problem Is
When I was asked to attend a general When managers 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. Then this general manager from Toyota looked straight into my eyes and said, Steve, y y you when you say that y do not have a problem, that is the problem.
Kiyoshi Suzaki, The New Shop Floor Suzaki Management, Free Press, p153
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Mess Management
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 Often resort to resolving for those parts that cannot be
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
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Go to Gemba
The actual place (gemba) The actual work center The actual thing (gembutsu) The actual facts (gemjitsu) The actual people
Dont problem solve in the office! (You cant p ( see the state of 5 S, visible management, etc.)
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Go t G to gemba. Walk the area. b W lk th Draw a map. Speak with data. Collect the 6 honest men.
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Standard operations
Line st Li stop
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Has the problem been clearly stated? (including p y ( g Is there an earlier problem (the source of the Is it measurable? A problem statement should not contain an
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Total Quality
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JIT
Jidoka
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TPS + TQC
Policy Deployment Lean Promotion Office Demand Smoothing Value Stream JIT Jidoka OrganOrgan ization Production Smoothing
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Jidoka
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Suppliers
Process
Customers
To
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Procedures
Equipment
Supplier Process
Customer
Training
Standards
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Mapping Links
Value Stream Map
Supplier Monthly orders WEEKLY Weekly Schedule
BLANK
SHIP
scrap
5S
TPM
Visible Management
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Source Inspection
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Standard, Davis, et al. A Proven Strategy for Lean Manufacturing. Hanser Gardner Publications, 1999.
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Kaizen 5S Standard operating procedures/standard work Visual management 5 whys and root cause analysis 7 wastes Quality at source Poka-yoke/mistake p y proofing g 7 tools Kaizen blitz (kaikaku) Approaches to continual improvement
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Kaizen
I fixed the machine six times I today. Experience is the ability to recognize a problem when it occurs g over and over again.
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5 S Housekeeping
Sort, clean out Simplify, configure Sweep, clean, and check, (includes visual
sweeping)
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5 S HousekeepingCan Do
C Cleanup Sort A Arranging Simplify N Neatness Sweep D Discipline Standardize O Ongoing Improvement Self-discipline Self discipline
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5 S HousekeepingCan Do
C Cleanup Sort A Arranging Simplify N Neatness Sweep D Discipline Standardize
(continued)
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5 S HousekeepingCan Do
C Cleanup Sort A Arranging Simplify N Neatness Sweep D Discipline Standardize
(continued)
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5 S HousekeepingCan Do
C Cleanup Sort A Arranging Simplify N Neatness Sweep D Discipline Standardize
(continued)
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5 S HousekeepingCan Do
C Cleanup Sort A Arranging Simplify N Neatness Sweep D Discipline Standardize
(continued)
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p problem
possible cause
possible cause
possible cause
possible cause
possible cause
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Overproduction: delays in detection, more rework Waiting: delays in detection, money tied up, freshness Transporting: damage a d delay a spo t g da age and de ay 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 Defects: rework and scrap. scrap
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Standards
To standardize a method is to choose out of many y 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 have discovered up to the present. It, therefore, becomes the standard. Todays standardization is the necessary foundation y y on which tomorrows improvement will be based. If you think of standardization as the best we know today but which is to be improved tomorrow you get tomorrowyou somewhere. But if you think of standards as confining, then progress stops.
Henry Ford, Today and Tomorrow, 1926
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StandardsAnother Quotation
In a Western company, the standard In operation is the property of management or the engineering department. In a Japanese company, it is the property of the people f doing the job. They prepare it, work to it, and are responsible for improving it Contrary to it. Taylors teaching, the Japanese combine g g g thinking and doing and thus achieve a high level of involvement and commitment.
Peter Wickens, 1995
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Standards: Characteristics
Detail main and important steps, especially for safety and
quality
Use verb plus nounand picture for critical steps Develop with operators (from all shifts) and let them write
the SOP in their own words
Confirm or test Keep at the point of use Compare actual to standard to uncover waste or
improvement
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Responding to signals
If below 130 - flush If abo e 150 mo e above move dial up one notch
If in control leave alone If out of control, switch off and tell supervisor
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Every item in the workplace must be needed y p and have a designated location when not in use. The environment is immaculate, safe, and self-cleaning. Standards are easy to identify. Abnormal conditions are easier to detect. Performance and progress are easily noticed. Zero defects are a reality!
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Visual Management
There are two aspects
Process
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Visible SOPs kept at gemba Easy to see controls (maximum and minimum inventory, inventory kanban status, heijunka boards, inventory footprints) Problem indicators (lights, andon) S C and precontrol boa ds SPC a d p eco t o boards Clear indicators on machines Single-point lessons Skills matrix board Company performance Kaizen storyboards G .D. Galsworth, Visual Workplace Visual Order Associate Handbook.
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Information
Visual Management
To manage the processto hold the gains To improve the processthe foundation for improvement p
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Storyboards Single-point Single point lessons Information sharing Graphs on SPC p Red tags for TPM Red tags for 5 S Changeover time graphs
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Visual Management g
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Information
Focuses on feedback from a downstream operator Or worse, from an end of line inspector The less WIP the better 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
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How Many Fs ?
Finished files of financial information are the result of four years of scientific study combined with the experience of research from fifty professionals from the University of Frankfurt These files Frankfurt. will be frozen effective the first day of February.
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operators are doing the job correctly but whether the operator and process system is capable of doing the job correctly.
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Self-Inspection
Big advantage: immediacy Requirement: authority, knowledge, time
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Poka-yoke
For six sigma perfection, standards
and SPC may not be enough but still fail due to mistakes Hence,
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Control Contact
Parking height bars Armrests on seats French fry scoop Predosed medication
Warning
Staff mirrors Shop entrance bell p Trays with indentations Spellcheckers Beepers on ATMs
Fixed Value
Richard Chase and Douglas Stewart, Mistake Proofing Based on Shigeo Shingo
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Poka-Yoke Cycles
A P A P D C D
Bi poka-yoke Big k k
Getting after the root cause of the problem Long-term prevention and problem solving Accumulate the evidence
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Poka-Yoke References
Shigeo Shingo, Zero Quality Control:
Source Inspection and the Poka-yoke y , y, System, Productivity, 1983
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Flowcharts/maps Pareto Fishbone Run diagram Tally/histogram/measles Correlation SPC (Check sheets SOPs)
The seven tools are a set !
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FLOWCHART
receive part
8:10 36 m 9:00 48 m 5
(continued)
FLOWCHART
receive part
accept t ? rework
Pareto
80/20, ABC, the vital few and trivial many the single most powerful management
concept of all time t f ll ti
Examples: p
1% of Web sites get 32% of Web traffic 5% of cars cause 85% of emission pollution Inventory, problems, innovation, customers, products
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Pareto (continued)
80/20, ABC, the vital few and trivial many , , y the single most powerful management
concept of all time
Examples:
1 percent of Web sites get 32 percent of
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Web traffic 5 percent of cars cause 85 percent of emission pollution Inventory, problems, innovation, customers, products t d t
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Fishbone
Brainstorming Root cause CEDAC
Measures Machines Material
A Problem (from Pareto Analysis)
Mother Nature
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Men / People
Method
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Run Diagram
defect rate
pm
am
pm
am
pm
am
pm
dimension
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Measles Chart
XXXXX XXX
XXX
XXXXX X X XXX XX X
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MEASLES CHART Example: defects in spray bottle p y manufactured over one week
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Tally Chart
Peter
John
Simon
Claire 14 18 8 7
17
10
Other axes could be time: time vs. person, time vs. defect
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Correlation
No Correlation Clear Correlation
defects
defects
temperature
temperature
A
defects defects
B
temperature but stratified, there appears t b a negative to be ti relationship for Machine A
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Correlation (continued)
No Correlation Clear Correlation
defects
defects
temperature
temperature
A
defects defects
B
temperature but stratified, there appears t b a negative to be ti relationship for Machine A
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interpretation
Incorrect amounts
wrong category
Identified : large number of back and forth visits l b f b k d f th i it large amount of rework throughput time 60 hrs, value adding time 12 mins g
wrong tables g
Procedures
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(continued) ( )
Correlation Solutions
cross train staff automate some procedures flexible hours move inspection point earlier
Claims processed d
Errors
Outcomes
60% drop in errors average process time down to 2 days
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Six Sigma
An objective of six sigma is to reduce variation j g and to move outputs permanently inside critical customer requirements
Six Sigma
(continued)
An objective of six sigma is to reduce variation j g and to move outputs permanently inside critical customer requirements
Origins
Both six sigma and lean trace roots
back to Deming Six sigma on variation and PDCA Lean on waste
Six sigma has strength in variation reduction and problem solving Lean has strength in waste reduction L h t th i t d ti and seeing the whole These are synergistic Both are necessary Dont separate the lean and six sigma g functions
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1 misdelivery
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Developed by Alan Larson and others at Motorola during 1980s, strongly supported by CEO Bob Galvin 1987 Motorolas head of communication, George Fisher, unified several Q programs into six sigma (Fisher later took it p g g ( to Kodak) Several articles in Quality Progress early 1990s Black belt certification developed by Motorola, IBM, TI, and Kodak Adopted by Jack Welch CEO of GE in 1995 Welch, GE, AlliedSignal and Cisco adopt in 1998 Japanese (Sony, Toshiba) adopt in 1998/1999 Delphi and big three U.S. automakers adopt in 2000
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(continued)
Every process has variation Every process can be measured Every process can be improved and variation reduced The l Th long term target is 3.4 defects per t t ti 34d f t million opportunities (note not ppm) in customer output
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D M A I C
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Scope the project Find out customer requirements i Quantify current performance. performance Try to locate the problem Identify and confirm root causes
Implement and test solutions Confirm the implementation Hold the gains.
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Measure M
Analyze
Do Improve Fix it
Refine Implement
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D M A I C
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Kano Model Understand value (Check 5 S) Value-stream map Current state map Takt time, Amplification VA and NVA Constraints to FLOW Future State Kaizen and Blitz Many Lean tools 5 S, SOPS, Poka-yoke Poka yoke Sustainability
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Do not study and measure waste when y y you can remove much of it straight away
Build on a firm foundation. Check that 5 S and SOPs are in place and working before doing a six sigma or other study
Do not waste time measuring when there is an inherently g y poor variable foundation through poor or lax 5 S or standard operations.
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(continued)
deployment first to get after the big p picture, and identify priorities before , yp using DMAIC on a project-by-project basis.
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Standardized Work
Continuous Improvement
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Steering committee/quality council (see Juran) Six sigma champion (sitewide) Project leader (master black belt) j Coach (black belt or master black belt) Team leader (black belt) belt) Team member ( T b (green b lt)
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Core Skills
Problem solving Quality tools Basic t ti ti B i statistics
Technical Skills
Nonparametric statistics Measurement systems DOE Robust design and tolerancing Reliability analysis Survey design and analysis Multivariate analysis Advanced regression Response surface analysis Time series forecasting Benchmarking
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Interpersonal Skills
Change management Effective presentations Consulting skills g Teamwork skills Business skills Project management Coaching
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Michael George, Lean Six Sigma, McGraw Hill, 2002 John Bicheno, The Quality 75: Towards Six Sigma Mikel Harry and Richard Schroeder Six Sigma: The Schroeder,
Breakthrough Strategy, ASQ Press, 2000
Motorola Web site at www.motorola.com Quality Progress magazine Forrest Breyfogle, James Cupello, Becki Meadows,
Managing Six Sigma, Wiley Interscience, 2001
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The last tool not the first tool, Cpk and capability Chart interpretation
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Variation
Common cause variation
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The variation a process would exhibit if g behaving at its best or stable It occurs in every process
Variation
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In Control
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In control means that variation is occurring between the control limits. Common cause variation is at work. C i ti i t k If you are in control, dont tinker. y , In control means the process is stable. But, in control does not necessarily mean things are goodyou can have a g g y stable high level of complaints.
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Freak
X
UCL
Shift
UCL
X X X X X X
X X
LCL
X X X X X X X X
LCL
LCL
Cycle
UCL UCL
Erratic
X X
LCL
Grouping
X X
UCL
X
LCL
X X X X X
X X
X X
XX X X X X X
LCL
careless overadjustment
from John Bicheno, The Quality 75, PICSIE Books, Buckingham, 2002.
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SPC Cautions
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 Dont understand what they are doing The means (charts) become confused with the end (p ( ) (perfection) ) Discourage continual improvement (still under control) Autocorrelation on long runs Previous parts affect present partse.g., tool wear
Standard & Davis, Running Todays Factory, , g y y, Nicholas, Competitive Manufacturing Management, pages 514-520 Ronald Blank, The SPC Troubleshooting Guide, Quality Resources, 1998
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Improvement Types
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Point Kaizen Localized improvements Often to sporadic problems Done by operators Often identified as low-hanging fruit as a result of
value stream value-stream mapping
Flow Kaizen Bigger picture improvements Involving more of the value stream Done by lean promotion office or six sigma black belts
working with operators ki ith t Almost invariably arising out of value-stream mapping
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Improvement Types
Enforced Incremental (Point Kaizen) Passive
Enforced Kaizen Kaizen Events Blitz Lean Mapping Some Six Sigma Enforced/Driven
Quality Circles, Circles Suggestion Schemes Traditional Industrial Eng. Some Six Sigma
Passive
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Passive Breakthrough
Classic large-scale industrial large scale
engineering projects or some six g p j sigma projects failure: noninvolvement or nonconsultation
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Passive Incremental
Quality Circles
the cycle of failure cycle of success: muda spectacles 5 S spectacles, S, OEE, flexible manpower lines
S Suggestion Schemes ti S h
failure: delay, red tape success: every idea is valuable
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Passive Incremental
Quality Circles
(continued)
the cycle of failure cycle of success: muda spectacles 5 S spectacles, S, OEE, flexible manpower lines
S Suggestion Schemes ti S h
failure: delay, red tape success: every idea is valuable
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Enforced Incremental
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Enforced Incremental
(continued)
response analysis line stop inventory withdrawal exposing the rocks waste checklists every improvement opens another opportunity cell rebalance according to taktwhen done by takt when operators
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Enforced Breakthrough
Value-stream mapping Value stream (See the Lean Mapping Workshop,
session 2, in this Lean Manufacturing Workshop Series.)
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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)
change the emphasis when the mix changes
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Failure: No management involvement, expectations; no standardization Success: Careful preparation mixed teams preparation, teams, follow up; part of a wider lean program
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Kaizen Blitz
Whether you believe you can, or Whether can whether you believe you cant, youre absolutely right. b l t l i ht
Henry Ford
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Characteristics
Immediate action
just do it
Team based
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Id tif the focus of the event Identify th f f th t Establish the event pattern
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Preparation
BOMs, costs, schedule, staffing, shifts maintenance standby
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(continued)
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Performance Measurements
Day 1
Day 2
Day 3
Day 4
Day 5
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Improvement: Conclusions
Each approach can be effective They can be made to work together No one formulaso find the way that works!
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Widespread in automotive and aerospace with others following Focused over a short period Applying simple tools, (5 S, 7W, SOP, pp y g p ( visual. man.) rigorously Getting people who perform the process to improve the process Sustainability h b S t i bilit has become a major issue j i
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Industry Forum (IF) is a group set up by the U.K. Society of Motor Manufacturers and Traders and various Automotive OEMs The IF has developed a model for blitz Comprises 1 d prediagnostic (objectives) 1-day di ti ( bj ti ) 3-day diagnostic (analyze, map, identify) 5-day event itself 5 day Three 1-day follow up events over 3 months
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Sustainability Model
Workshop
Follow up
Post follow up
Class A Class B Class C
Workshop phase
Class D Cl Class E
30
60
90
120
150
180
210
240
270
days
D Developed b Ni l B t l d by Nicola Bateman
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A formal way of documenting ideas from the y g shop floor Operators make decisions in a team about the p way they work Time is dedicated to maintaining 5 S standard g every day Measurements to monitor the improvements p Cell leaders and immediate managers to stay p focused on improvement activities
Research by Nicola Bateman
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Class A Enablers
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Method changes formally introduced g y 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 manager involvement Senior managers retain focus on improvement Built into review and assessment agendas
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40%
40%
20%
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Views from the Gurus The Lean View and Kaizen Problem Solving and PDCA Types of Defect Sporadic Problems: The Seven Tools and Five Whys S di P bl Th S T l d Fi Wh Chronic Problems and Six Sigma Improvement Types Improvement Events (Blitz) Holding the Gains and Sustainability
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Questions?
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References
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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). Bicheno, John. Th Q lit 75. PICSIE B k 2002 Bi h J h The Quality 75 Books, 2002. 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 1, 1998, pp10-15. 1 1998 pp10-15 Ford, Henry. Today and Tomorrow. Productivity Press, 1988. Galsworth, Gwendolyn D. Visual Workplace Visual Order Associate Handbook. Handbook Quality Methods International, Incorporated, 2003. International Incorporated 2003 Hinckley, Martin C. Make No Mistake!, Productivity, 2001.
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References
(continued)
Hirano, Hiroyuki. 5 Pillars of the Visual Workplace. Productivity Press, Portland, 1995 P tl d 1995. Juran, Joseph. Quality Control Handbook. McGraw Hill Text, 1988. Kaufman Consulting Group White Paper. Integrating Lean and Six g p p g g Sigma. 2000. Kogyo, Nikkan (editor). Poka-Yoke. Productivity, 1989. Laraia, A Moody P Laraia A., Moody, P., and Hall, R. The Kaizen Blitz John Wiley 1999 Hall R Blitz. Wiley, 1999. Lean Enterprise Research Centre (LERC) www.cf.ac.uk/uwc/carbs/lerc. Nakajima, Seiichi. TPM Development Program. Productivity Press. 1989. 1989 Nicholas, John M. Competitive Manufacturing Management. McGrawHill College, 1998. Rother and Shook. Learning to See. Lean Enterprises Institute, 1999. Rother and Shook. Value Stream Mapping. Lean Enterprises Inst. 2002. 151
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References
(continued)
Shingo, Shigeo. Zero Quality Control. Productivity, 1985. Standard, Charles and Davis, Dale. Running Todays Factory. Hanser Gardner Publications, 1999. Suzaki, Kiyoshi. The New Manufacturing Challenge. Free Press, 1987. Suzaki, Kiyoshi. The New Shop Floor Management: Empowering People for Continuous Improvement Free Press 1993 Improvement. Press, 1993. Womack, James P. et al. Seeing the Whole. Lean Enterprises Inst Inc., 2002.
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Additional References
APICS (800) 444-APICS (2742) or (703) 354-8851 444 APICS 354 8851 APICS Online Bookstore. www.apics.org/Bookstore/default.htm www apics org/Bookstore/default htm APICS International Conference and Exposition Other Web Sites:
John Grout http://campbell.berry.edu/faculty/jgrout/ Motorola http://www.motorola.com
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