Integrating Six Sigma and Lean

Manufacturing
The Challenges & Benefits

Frank Garcia

ADVENT DESIGN CORPORATION

 SIX SIGMA or LEAN
MANUFACTURING
Need to lower costs & reduce lead time?

• Material flow is poor

• Error rate is high
• Can’t deliver ontime
• Equipment too slow
 Six Sigma or Lean Manufacturing?

LEAN MANUFACTURING:

Reduce Lead Time by eliminating waste in the Value Stream

Provides the Game Plan and Plays

SIX SIGMA:

Reduce process variation

Provides the Play by Play Analysis and Instant Replay
 Six Sigma or Lean Manufacturing?

LEAN MANUFACTURING: Flow Focused

Lean cannot bring a process under statistical control

SIX SIGMA: Problem Focused

Can not dramatically improve process speed or reduce

invested capital

NEED BOTH!
 Integrating Six Sigma with Lean
Manufacturing

+ Increases customer satisfaction

+ Improves profitability & competitive
position
+ Has historical integration problems
+ Requires a different system model
+ Requires implementation & sustaining
plans
 Lean Manufacturing System
+ Goals are
)Highest quality
)Lowest cost
)Shortest lead time
+ Achieved by eliminating waste in the value
stream
+ Industry benchmark: Toyota Production
System (TPS)
+ TPS is applied I.E. and common sense
+ Principle: organization supports the value
adder
 Definition of Value -Added
+ Value is added any time the product is physically
changed towards what the customer is intending
to purchase.

+ Value is also added when a service is provided

for which the customer is willing to pay (i.e.
design, engineering, etc.).

+ If we are not adding value, we are adding cost or

waste.

90% of lead time is non-value added!

 Value Stream

The value stream is the set of all the

specific actions required to bring a
specific product (good or service) through
the critical management tasks of any
business:
1. Information Management
2. Transformation
 The EIGHT Wastes

+ Inventory (more than one piece flow)

+ Overproduction (more or sooner than needed)
+ Correction (inspection and rework)
+ Material Movement
+ Waiting
+ Motion
+ Non-Value Added Processing
+ Underutilized People
 Six Sigma System

+ A defined management process and CTQ

goal (3.4 ppm) 3 sigma is 66,807 ppm!
+ Driven from the top
+ Focused on Voice of the Customer
+ A data analysis and problem solving
methodology
+ Strong focus on variation reduction
+ Supported by highly trained problem
solvers
 Uncovering Quality’s Hidden Costs
Traditional
Traditional
(Tip
(Tip of
of the
the Iceberg)
Iceberg) 5 to 8 %
15 to 20 %
Warranty Scrap
Rejects Rework

Late Delivery
Lost
Engineering Change Orders
Opportunities More Set-ups
Long Cycle Times
Expediting Costs Lost Sales
Excess Inventory Excessive Material
Orders/Planning
Working Capital Allocations

Additional Costs of Poor Quality

 Six Sigma Variation Reduction
Process Variation Should be Less Than Specs

Variation Reduction is Cost Reduction

 Six Sigma’s (σ) Focus: Reducing Variance

“ You have heard us talk about

Reducing
span, the “evil” variance our
the variance
customers feel in our response
provides
to their requests for
better
delivery, service or
control of
financing.”
the process.

A process mean tells

us how the process is
performing while the
variance gives us an
indication of process
control.
 What is Six Sigma (σ) Quality?
Population mean (μ)
or average One (1) σ represents
68% of the population
Two (2) σ
represents 95% of
the population
Six (6) σ
represents
99.999997% of
With 6 σ Quality, approximately 3.4 items in a the population
population of 1,000,000 items would be unacceptable.
 Six Sigma System
Improving Profitability
A 1 Sigma Improvement Yields…..

+ 20% margin improvement

+ 12 to 18% increase in capacity
+ 12% reduction in number of employees
+ 10 to 30% reduction in capital

Source: Six Sigma - Harry & Schroeder

 Six Sigma Financial Impact Areas:
The Savings Categories

1. Cost Reduction (including

cost at standard and costs not
included in standard cost)
2. Cost Avoidance (can be
difficult to document)
3. Inventory Reduction
4. Revenue Enhancement
5. Receivables Reduction
 Six Sigma System
A culture characterized by…..

+ Customer centricity: What do they value?

+ Financial results
+ Management engagement & involvement
+ Resource commitment: 1 to 3% of staff full
time
+ Execution infrastructure: black & green
belts, teams
Six Sigma Problem Solving Steps

Process
Breakthrough
Define & Measure
Validate Data Collected Strategy
Characterization

Analyze
Vital Few Factors For Root Cause
of Problem

Improve
Identify appropriate operating
conditions

Optimization
Control
Sustain - Insure Results to Bottom Line
 The DMAIC Cycle
Six Sigma In Action

SDCA Measure & Plan-Do-Study-Act

Define Teams
Analyze
Benchmark
Analysis tools
SDCA
Management ID variability
Commitment
Employee Involvement

Improve Design of
Control
Plan-Do-Study-Act Experiments

SDCA = Standardize-Do-Check-Adjust
 Six Sigma Tools

Check Sheets: Checklists of what is to be accomplished,etc..

Scatter Diagrams: A graphical representation between two

measurements (variables).
Fishbone or Cause and Effect Diagrams: Provides a starting
point for problem analysis. Problems are diagrammed into
categories of Machinery, Material, Methods and Labor
(Manpower).
Pareto Charts: A method for organizing errors based on the
number of errors created by a particular attribute (ex.
Machine, Supplier, Product, Individual, etc.).
 Six Sigma Tools

Process Maps or Flowcharts: Graphical representation of a

process or system showing process or product
transformation. In other words, what is being done, by who
and what choices are being made.
Ideally process maps should include cycle times,
defect information, etc.

X-Y Matrix: A ranking method used to prioritize process

inputs (X’s) to process outputs (Y’s).

FMEA’s (Potential Failure Mode and Effects Analysis): A

detailed document which identifies ways in which a process
or product can fail to meet critical requirements.
 Six Sigma Tools - Process Maps or
Flowcharts
What are the X’s (Input variables) at each process
step?
What are the Y’s (Output Variables) at each process
step?
Remember Y = f (x)
¾ Remember Valued Added
versus Non-Value Added

¾ Remember Cycle Times

and Defects
 Traditional Six Sigma Implementation- Who is
Involved

Technical
Trainers, Mentors:
Black Belts
Full-Time
Commitment
Project Leaders-
Senior Management Full-Time
Commitment

Master
Green Belts
Champions and Leaders Black Belts
Project Leaders-
Provides direction, removes Part-Time
obstacles, reviews progress Commitment
Six Sigma Information Flow
 The Bad News:
Six Sigma Program: Implementation Issues
+ Some of the facts:

+ 80% of Six Sigma Implementations fail.

+ Traditional Six Sigma implementations have

largely been attempted at large Fortune 500
Companies due to the large investment in
people, training and overall support.

+ Training costs alone for a “wave” of 25

people can cost $250,000 for this 4 to 6
month training period. Training costs and
personnel requirements can overwhelm
many smaller organizations.
 Need for Six Sigma & Lean
External - Satisfying Customers…..

+ Quality, Warranty, and Cost

+ Customers Require Six Sigma
+ Customers Require Lean Manufacturing
+ Competitors are implementing Lean & Six
Sigma
+ Staying in business
 Need for Six Sigma & Lean
Internal - Improving Profitability through…..

+ Operational Cost Reduction

)Improve Productivity
)Reduce Scrap and Rework
)Reduce Inventory & WIP
+ Engineering Design Cost Reduction
Define-Measure-Analyze-Design-Verify (DMADV)
)Stabilize & Quantify Process Capability
)Input for Product and Design Process
Lean Six Sigma Model
 You Can Apply Six Sigma Techniques to Complement
Existing Lean Capabilities

Lean Training &

Implementation

VSM
Six Sigma
Analysis,
Lean Waste Process Problem
Techniques Reduction variation Solving &
Inventory Reduction Training
& Control

Supply Chain
Management
 Lean Six Sigma Implementation
Historical Implementation Problems

+ Only Six Sigma or Lean Implemented - big

$ savings but money left on the table
+ Separate Six Sigma & Lean initiatives
competing for best resources
+ Difficulty in sustaining the gain
 Lean Six Sigma Implementation
Some Solutions…….
+ Need to implement in the correct order
+ Policy deployment to align business
objectives (Flow, Waste & Variation
Reduction)
+ Focus on shop floor results, not class
room skills
+ Experienced teachers & coaches
+ Standardized work to institutionalize the
gains
 The Lean Six Sigma Strategy

+ Lean 6σ is a CHANGE STRATEGY for accelerating improvements in processes,

products, and services to improve a company’s performance leading to improved
financial performance and competitiveness of the organization.
+ Goals:

9 Improved Customer Satisfaction

9 Increased Profits
9 ImprovedProcess Capability by
Reducing Variance
9 Increased Market Share
9 Support Continuous Improvement
9 Sustained Gains for Completed
Projects
 Lean and the 6 σ Structure
FULL TIME
COMMITMENT Problem solver, Teacher, Mentor. Expert in
use of the tools
M.B.B

Black Problem solver,Proficient with tools

Belt
Problem solver, assists Black Belt.
25-50% Yellow and Working Knowledge of tools
Green Belt Functional 6Sigma Team
Member. Familiar with tools
Problem Solving
Problem Solving Team
Members
LEAN Manufacturing
Practices Waste reduction and
Continuous Improvement
Training Costs- up to $2,500 Week (excludes lodging, travel and salary)
 Why Not Rent a Belt (Black, Yellow or Green) Pay
for only What You Need to Solve Real Business
Problems?

+ Easier for Small Business to Justify

+ Focused on Solving Companies’ Problems
+ Joint Problem Solving and Knowledge/Skill
Transfer
+ Easier to Meet Customer Mandates to Use
Lean Six Sigma Techniques
+ Provides Evolutionary Approach to Lean/Six
Sigma Implementation and Training
How Do We Use Lean Six Sigma Techniques
+ Get Management commitment
+ Assess the operation & understand the
Process using a Value Stream Map (Product
families & Production data)
+ Identify lean improvements & kaizens
without automation
+ Implement lean improvements using VSM
plan
+ Identify processes requiring Six Sigma
analysis
+ Analyze, eliminate, and control variation
+ Start the cycle again!
 The Lean Six Sigma Cycle

VSM
Commitment & Recommended Set Up
Assessment Solutions Layout
Cells
Continuous Visual

Improvement
Variation Reduction

Implementation Information
DO IT!
Plan Systems
Understanding the Process: The 1stst Step and Foundation of
Lean Six Sigma

Y = f(X)

Output(s)
are a function
Input(s)
The Lean Six Sigma process attempts to
control the outputs by controlling the
inputs (those Critical to Quality or
CTQ’s)
 Value Stream Map
An Assessment Tool

+ The value stream map follows the production

path from beginning to end and shows a visual
representation of every process in the material
and information flows

+ Shows how the shop floor currently operates

+ Foundation for the future state

Using the Value Stream Mapping Tool
product family

current state Understanding how the shop floor

drawing currently operates. The foundation
for the future state.

future state Designing a lean flow

drawing

plan and
implementation
 Value Stream Map Concept

Orders Production Orders

Suppliers Customers
Control

Schedules

I
Process I
Equipment
Raw
y Cycle Finished
Materials
Times Goods
y Change
Over
y Reliability
y Error Rate

Lead
Time

File: VSM-A1
 Value Stream Map (Current State)

Orders Every 2 Weeks

Production Control
New Jersey Randomly Placed
Andrea Aromatics Alanx Order as Needed Various
Porcelain Orders (Various Sizes)
(Scented Oils) (Shaped Stones) Customers
(Round Stones)

Average of 6,000
Stones per Day
in Various Size
Orders (8 to 20 case
& 200 to 400 case
range mainly)
30 Cans of Oil 59,000 Stones 50,000+ Stones
Every 2 Weeks Every 2 Weeks Every 2 Months
(via stringer)
Bi-
Weekly Daily Shipping
Productio Orders
n Daily
Schedule Shipments

Existing Work Cell

Soak & Dry Packaging Labeling Cartoning Case Packing Shipping

APAI
Multiple Ameripack Manual Manual
Automatic
Batch Tanks Flow Packager
I I I Stapler I I I
up to 0 0
125 Cans of Oil 1 Operator 4290 1 Operator 1/2 Operator 1/2 Operator 90,504 1 Operator
250
20,640 Round Stones Stones Stones
stones
49,000 Shaped Stones
in WIP
C/T = 25 - 65 min. C/T = 1 sec. C/T = 3 sec. C/T = 2 sec. C/T = 1 sec.
C/O = 10 min. C/O = 5 min. C/O = 2 min. C/O = N/A C/O = N/A
Rel. = 100% Rel. = 85% Rel. = 80% Rel. = 100% Rel. = 100%

11.6 Days 0.7 Days 15.1 days 27.4 Days Lead Time

65 minutes, 7 seconds
65 min. 7 seconds
Value-Added Time
 Value Stream Map (Future State)

Orders Every Week

New Jersey Randomly Placed

Andrea Aromatics Alanx Monthly Order Production Control Various
Porcelain Orders (Various Sizes)
(Scented Oils) (Shaped Stones) Customers
(Round Stones)

Average of 6,000
Stones per Day
in Various Size
Orders (8 to 20 case
& 200 to 400 case
Bi-Weekly range mainly)
12 to 16 Cans 30,000 Stones 25,000 Stones Production
of Oil Once a Once a Week Once a Month Schedule
Week (via stringer) (large
orders)
Daily Shipping
Orders
Daily
Shipments

4 Cases

Existing Work Cell

Soak & Dry Packaging Labeling Cartoning Case Packing Shipping

APAI
Multiple Ameripack Manual Manual
Automatic
Batch Tanks Flow Packager
I I I Stapler I I
up to 0 0
75 Cans of Oil 1 Operator 4290 1 Operator 1/2 Operator 1/2 Operator 30,000 1 Operator
250
40,000 Round Stones Stones Stones
stones
25,000 Shaped Stones in a supermarket
in WIP
type arrangement
C/T = 25 - 65 min. C/T = 1 sec. C/T = 3 sec. C/T = 2 sec. C/T = 1 sec. with stocking levels
C/O = 10 min. C/O = 5 min. C/O = 2 min. C/O = N/A C/O = N/A by shape and scent
Rel. = 100% Rel. = 85% Rel. = 80% Rel. = 100% Rel. = 100%

Increase
10.8 Days 0.7 Days 5.0 days 16.5 Days Lead Time
Reliability
65 minutes, 7 seconds
65 min. 7 seconds
Value-Added Time
 Questions to Ask About the Value
Stream

+ Is the step valuable?

+ Is the step capable?
+ Is the step available?
+ Is the step adequate (capacity)?
+ Is the step flexible?
 Lean Manufacturing
Concepts & Techniques

+ Flow: Setup Reduction, Cellular

Manufacturing, Batch Size Reduction,
Visual Workplace, Layout

+ Pull: Kanban Systems, Supply Chain

Management, Point of Use

+ Perfection: Quality Systems including

variation reduction, Training
 Road Map to Lean Six Sigma
Lean to improve flow and reduce inventory & lead time
Six Sigma for Process Variation in Value Stream
Value Stream Map (Current State)
Stamping Orders With No Plating or Heat Treatment
(Potential Future State Changes in Red)
Projected requirements

Phosphor Bronze Omega Precision

Beryllium Copper Randomly Placed
Brass (30%) Order as Needed Production Control Various
(30%) Vista S oftw are S ystem Orders (Various Sizes)
(40%) 10 Week LT Customers
6 Mos. LT
4 Weeks LT 6 Weeks Reroll
In Stock- 1 Week
Review Work
Schedule with Formal
Production Average of
Suppliers 1 mm pcs per day
Control
in Various Sizes
Orders (2 to 13)

Single Point
Every Week Every Week Ever y Week of Control

Weekly Production Weekly Shipping

Schedule Pressroom List
Manager Daily
Shipments
Average order = 208,000 pcs
252,000 strokes
Pre-Control for
Roll Changes
Combine?
•Lot Control Improvement
Stamping •Handling Reduction
Degreasing Packing
Shipping
Drying
10 to 24 coils 11 Stamping
3 times /w eek Manual
Presses
I 6 Operators
I 1 unit I 1 Operator
I Shipper
2 Baskets - Strip
50 to 70 20 to 40 Bins 1 Basket - Pieces 2 Hours 1 Day
Racks to
Run: 200-600pcs/min C/T = 2 Hr Strips 12 Weeks
100 to 125 C/T = .003 min/pc. Max 1000/Basket C/T =10 hr Auto
Coils Visual Status Min 200/Basket C/O = None Bagging
C/O = 4.5 hrs. = 30 Min Pcs. Rel. = 80%
Standard Time of Presses
25,000 Pcs/Basket
for Setup Setup Available: 590 min/shift Layout is
C/O = None
Adjustment Time Rel. = 90% a Problem
Rel. = 95%
16.75 Days Lead Time
10 Days Sankyo 2 Days Reduce 1 Day to 12 Weeks
+ coil lead time
Coil Feeds Cycle Time per average order
1.5day(avg)
2.25 Days 3.75 Days Value
Added Time
 Low Productivity
Electrical Device Assembly
The Challenge in Two Steps
+ Client wanted wave
soldering and robotic pick
and place
+ Functional operational
layout
+ Reject rate 5 to 8%
+ Extensive material staging
+ No space
+ Initially, 13 people in
Aurora cell
+ Low output: 300 units/day
 Lean Six Sigma Techniques Used
+ Process mapping

+ Cellular Manufacturing & Layout

+ Balance Cycle Times Between Work

Stations

+ Reduce Batch Size & parts staging

+ Quality Data Collection & Analysis

(Reduce Reject Rate)
Cellular Assembly Layout
 WORKSTATION CYCLE TIME: 25sec., 1.25 min.
Cell Changes
REJECT
PER 3 UNITS DATA
2
LED
TEST
SOLDER
& CUT
4 5 6 7
ATTACH
SAMPLES
8 9
BACK
ASSEMBLY CONTACTS BUTTON & GLUE
COVER,
#1 ASSEMBLY BATTERY SWITCH/
STAKE PACK
LED COLD STAKE & ASSEMBLY ATTACH
1 PLACEMENT TEST PCBs SOLDER LABEL
STRAP &
ATTACH
STRAP
STRAP

INSERT
TEST LED REJECT
SWITCH
PCBs SOLDER DATA ACTIVATOR
& CUT

3 ASSIST
REJECT
DATA
AFTER CHANGES WORKSTATION CYCLE TIME: 25sec.,
1.25 min. PER 3 UNITS
TEST
4 SAMPLES
1 2 3 5 6
ATTACH
BACK
ASSEMBLY CONTACTS BUTTON & GLUE
PCBs from COVER,
#1 ASSEMBLY BATTERY SWITCH/
supplier STAKE PACK
COLD STAKE & ASSEMBLY ATTACH
STRAP &
TEST PCBs SOLDER LABEL STRAP
ATTACH
STRAP

REJECT INSERT
DATA SWITCH
ACTIVATOR
 Lean Six Sigma Changes

+ Cold staking fixtures

+ Powered screw
drivers

+ Light test & Soldering

fixtures

+ Quality data tracking

via % defect control
chart (p chart)
 With Lean Six Sigma
The Results
+ Balanced cell at 24 sec per
work station
+ Two U-shaped cells
+ 3 piece flow
+ 1000 units/day per cell vs
300
+ 6 people per cell vs 13
+ Faster identification of
quality problems
+ Operating at 5 to 6 sigma
+ Better teamwork
+ No backlog
 Reducing WIP & Improving Quality
Wire Extrusion & Finishing
The Challenge

+ Client wanted to reduce WIP

by 50%
+ Extrusion rejects (7%)
+ Material flow problems
+ Little data collection
 Lean Six Sigma Techniques Used
+ Value Stream Mapping

+ Cellular Manufacturing & Layout

+ Kanban Trigger Board

+ 5S

+ Quality Data Collection & Analysis

(Reduce Reject Rate)
 Reducing Lead Time & Improving Quality
Steel Panel Fabrication
The Challenge

+ Client wanted to reduce

lead time to less than one
week
+ Automated equipment had
been installed but had
problems
+ Panel rejects & rework (5%)
+ Material flow problems
+ Few process controls or
data collection
 Value Stream Map (Current State)
Blanket Annual Purchase
Order with Daily Releases

Sheet Galvanized
Steel (4’ by 8’ or cut)
Production Control
Randomly Placed
(normally working Various Distributors
Sheet Galvanized Sheet Galvanized Sheet Galvanized Orders (normally
24 to 48 hours ahead (~ 24 for Smith Corp. &
Steel (4’ by 8’ or cut) Steel (4’ by 8’ or cut) Steel (4’ by 8’ or cut) single unit orders)
of ~ 6 for Jones Systems
promised shipment)

Average volume of 1000

systems per month in peak
season.
Customers are mainly
distributors. There are a
few dealers.

Daily Daily
Up to an average Daily
Production Production
of 130,000 lbs Shipping Daily
Reports Reports
daily in peak Schedule Shipments
season

In Straight
Panel Dept.

Shear Notch Specialty Punch Corner Punch Bend Stake & Label Add Z Brace Radius & Band Rack Shipping
1 Accurshear 1 Manual 4 Semi-Auto 3 Semi-Auto 1 Manual 1 Automated 1 Automated 1 Manual Table,
Automated Notcher (S-23) Punches Punches Brake (R-7) Machine (R-8) Machine (ACR) 1 Jig-less
Shear (P-3) & 1 Automated (S-1, S-2, & S-3) & 1 Automated Machine (R12),
I Notcher (R-3) Brake (R-13) & 1 Jig Machine
(R1)
2 to 5 days 1 Material
1 Operator 1/2 Operator 0 Operators 1 Operator 1/2 Operator 1/2 Operator 1/2 Operator 2 Operators 2 Operators
depending Handler
on pre-cut
size
C/T = 4 min. C/T = 2 min. C/T = 2 min. C/T = 2 min. C/T = 5 min. C/T = 2 min. C/T = 7 min. C/T = 8 min. C/T = N/A
C/O = N/A C/O = 4 min C/O = N/A C/O = up to C/O = 30 to C/O = N/A C/O = N/A (average) C/O = N/A
Rel. = 99% Rel. = 95% Rel. = 99% 30 min. 60 sec. Rel. = 99% Rel. = 98% to C/O = 2 to 30 Rel. = 100%
Rel. = 99% Rel. = 90% 99% min.
Rel. = 80% 2 to 5 Working Days,
to 100%
Lead Time
2 to 5 days

32 minutes,
4 min. 2 min. 2 min. 2 min. 5 min. 2 min. 7 min. 8 min.
Value-Added Time
 Lean & Six Sigma Techniques Used

+ Value Stream Mapping

+ Process flow diagrams

+ Setup time Analysis

+ Quality Data Collection & Analysis

(Reduce Reject Rate & Variability)
 INITIAL IMPROVEMENT CONCEPTS

Improve reliability and changeover

capability of R1 and R12 machines.
Reduce panel reject rate.
Radius & Band
Work to 1 to 2 days lead time 1 Manual Table, Rack
1 Jig-less
Machine (R12),
& 1 Jig Machine
1 Material
(R1)
Handler
2 Operators

C/T = 8 min. C/T = N/A

(average) C/O = N/A
C/O = 2 to 30 Rel. = 100%
min.
Reject rate = 5%
Rel. = 80%
to 100%
2 to 5 Working Days,
8 min. Lead Time
6 Foot Long Custom Radius Panel Fabrication
Trumpf Area Straight Panel Dept.

Notch
Panel
& Punch Bend Add Z Brace(s)
Material
Raw (Trumpf & Stake (if required)
Material Stock Machine)

14 Ga. Galvanized Steel

(pre-cut 53-15/16” by 6’3-15/16” sheets)

Radius
& Band
Label Rack Ship
(R12 - Jigless
Machine)
WIP Stock

16 Different Panels
with Various Cutouts Custom Panel Dept.

Band
Shear
Material
Raw & Cut
Material Stock

11 Ga. Galvanized Steel Partially finished panels are stocked in

(4’ by 8’ standard sheets) sixteen different configurations. Panels
are finished to order. Work is done in
three different areas as noted.
 UNDERSTANDING ROOT CAUSES of R12 PROBLEMS
CAUSE AND EFFECT DIAGRAM
Red = Most Important Causes

SET UP VALUES
CHANGE
NO SPECS
OPERATORS MEASUREMENT
RADIUS TEMPLATE
MAINTENANCE ACCURACY
PANEL
CHANGES
SQUARENESS
SETTINGS DIFFERENT SETUP
PROCEDURES NO DIMENSIONAL SPECS
OR TOLERANCES DIFFERENT
OPEATOR MEASURES USED ON
OPERATOR R1 & R12
PREFERENCE
JUDGEMENT
NO TRUST RADIUS ANGLES

NO SPECS DON'T MEET

SEGMENT
LENGTH CURVATURE
TEMPLATE
REQUIREMENTS AT
MOUNTING SETUP
WRONG
DIGITAL READOUT (4' & 6' RADIUS
PANEL WIDTH VARIES
USELESS PANELS)
POOR TRANSDUCER BAD 3 SUPPLIERS SHEET DIMENSIONS
USE OF AIR vs. VARY
SELECTION BEARINGS
HYDRAULICS BANDS HAVE
ON LOWER
CAMBER
FORMING
INDEXES VARY
TOOL
GALVINIZED COATING
INDEXES VARY CRUDE INDEX INACCURATE DIFFERENT ON
POOR MAINT
SYSTEM DESIGN CUTTING PANELS
LOCATION PANEL OF
SPECIALTY PUNCHES
NOTCH O.D.SPACING VARIES ON PANEL SURFACE FINISH
RADIUS VARIES
.09 IN BACKING SHOE VARIES
SIDE TO SIDE DIFFERENT
ADJ.USTMENT. STEEL PROPERTIES
PANEL NOTCH POSITION
VARIES NO SPECS 3 SUPPLIERS
AIR CYLINDER PANELS CATCH AT
OPPOSING LAST 2 BENDS
HYDRAULIC IN
HEAD AIR PRESSURE LOW WIDTH OF STEEL BETWEEN
ASSEMBLY
NOTCHES VARIES 3.75 to 4.0 in.
YIELD STRENGTH VARIES
CONVEYOR NOT ACROSS RADIUS
MAINTENANCE
EQUIPMENT ADJUSTED PLATE
THICKNESS
PUNCH NO SPECS VARIES HOT VS COLD ROLL
LOCATION
PANEL NOT VARIES
SQUARE. wIDTH 3 SUPPLIERS
TOO LARGE
NO SPECS
DIFFERENT
EQUIPMENT
USED
MATERIAL COATING

STRAIGHT PANEL
(PANELS, STEEL) VARIES

3 SUPPLIERS
SPECIALTY PUNCH
 Process Improvements
Separating Process & Machine Issues
+ Common setup procedure
+ Replace measurement gages
+ Established process capability
+ Implemented process controls for
panel dimensions
+ Identified realtime data
requirements
+ Completed identified maintenance
actions
+ Implemented PM program
 Why Lean Automation?

“After implementing lean

improvements such as cellular
manufacturing and setup reduction,
selective automation can add value
and reduce human variability.”

Richard Schonberger, June 2002

 New Radius Bending Machine R13
• Automated band cutting
• Servo driven adjustments from
panel bar codes

• Online radius
measurement and
tracking
 R13 Capabilities After Lean Six Sigma

+ Operates as a cell
+ Runs two product families
+ Changeover in less than 5
sec. within and between
product families
+ Cycle time reduced from 5
min. to 1.8 min.
+ Realtime auto check of each
panel with data collection
+ Operating at 6 sigma
Lean Six Sigma in the Fast Lane!

As lead time decreases…………..

the need for realtime data increases!

 Automation Provides Realtime Data to
Control Variation for Six Sigma
+ Enhances Define-Measure-
Analyze-Improve-Control
methodology (DMAIC)

+ Online measurement of Process Control

process parameters

+ Direct data input into

control charts

+ Provide realtime controls

as control limits are
understood
 R13 Process Controls & System Status

Realtime Data Collection

for Six Sigma Analysis

Diagnostics for Rapid

Identification of Problems
 Realtime Data From R13
Target Top Bot. Bend Bend Bend Bend Panel Panel
Index Chord Chord Chord Delta Top Angle Angle Factor Factor Radius Length Cycle
Count Height Height Height / Bot. Top Dev. Bot. Dev. Offset Factor Top Bot. (Feet) (Inches) Time Template Template
V2022 V2030 V2046 V2066 V2032 V2050 V2070 V1610 V1612 V1614 V1616 V1706 V1710 V2014 Remarks Dev. Top Dev. Bot.
31 14.051 14.089 14.118 0.029 0.039 0.067 0.000 1.325 0.797 0.921 4.000 75.375 131.2
Log Data

1 14.051 14.593 14.898 0.305 0.543 0.848 0.000 1.325 0.795 0.951 4.000 75.375 139.5 formula
2 14.051 14.089 13.947 0.142 0.039 -0.104 0.000 1.325 0.781 0.880 4.000 75.375 132.9 general, using values from 3'R
3 14.051 14.008 13.748 0.259 -0.043 -0.302 0.000 1.325 0.781 0.880 4.000 75.375 131.7
4 14.051 14.014 13.803 0.211 -0.036 -0.248 0.000 1.325 0.781 0.880 4.000 75.375 131.6
5 14.051 13.960 13.652 0.307 -0.091 -0.398 0.000 1.325 0.781 0.885 4.000 75.375 132.4
6 14.051 14.055 13.844 0.211 0.005 -0.207 0.000 1.325 0.781 0.900 4.000 75.375 132.0
7 14.051 13.824 13.817 0.007 -0.227 -0.234 0.000 1.325 0.781 0.905 4.000 75.375 132.3
8 14.051 13.796 13.824 0.027 -0.254 -0.227 0.000 1.325 0.781 0.910 4.000 75.375 132.0
9 14.051 13.926 13.974 0.048 -0.125 -0.077 0.000 1.325 0.790 0.920 4.000 75.375 131.6
10 14.051 14.001 13.967 0.033 -0.050 -0.083 0.000 1.325 0.795 0.920 4.000 75.375 132.3
11 14.051 13.980 13.967 0.013 -0.070 -0.083 0.000 1.325 0.795 0.920 4.000 75.375 131.1
12 14.051 14.014 14.063 0.049 -0.036 0.013 0.000 1.325 0.795 0.920 4.000 75.375 131.3
13 14.051 13.980 13.960 0.020 -0.070 -0.090 0.000 1.325 0.795 0.920 4.000 75.375 130.9
14 14.051 14.137 14.214 0.077 0.086 0.163 0.000 1.325 0.800 0.925 4.000 75.375 132.6
15 14.051 14.117 14.173 0.056 0.066 0.122 0.000 1.325 0.800 0.925 4.000 75.375 129.2
16 14.051 14.137 14.152 0.015 0.086 0.102 0.000 1.325 0.800 0.925 4.000 75.375 131.0
17 14.051 14.103 14.118 0.015 0.052 0.067 0.000 1.325 0.798 0.922 4.000 75.375 133.0
18 14.051 14.089 14.097 0.008 0.039 0.047 0.000 1.325 0.798 0.922 4.000 75.375 131.4
19 14.051 14.178 14.104 0.074 0.127 0.054 0.000 1.325 0.798 0.922 4.000 75.375 131.0
20 14.051 14.144 14.173 0.029 0.093 0.122 0.000 1.325 0.797 0.921 4.000 75.375 132.6
21 14.051 14.130 14.104 0.026 0.079 0.054 0.000 1.325 0.797 0.921 4.000 75.375 131.0
22 14.051 14.076 14.097 0.022 0.025 0.047 0.000 1.325 0.797 0.921 4.000 75.375 130.9
23 14.051 14.123 14.070 0.053 0.073 0.019 0.000 1.325 0.797 0.921 4.000 75.375 3.9
24 14.051 14.069 14.043 0.026 0.018 -0.008 0.000 1.325 0.797 0.921 4.000 75.375 136.5
25 14.051 14.089 14.070 0.019 0.039 0.019 0.000 1.325 0.797 0.921 4.000 75.375 0.0
26 14.051 14.089 14.104 0.015 0.039 0.054 0.000 1.325 0.797 0.921 4.000 75.375 131.6 bands from stock, COE belt broken
27 14.051 14.096 14.022 0.074 0.045 -0.029 0.000 1.325 0.797 0.921 4.000 75.375 136.9
28 14.051 14.089 14.097 0.008 0.039 0.047 0.000 1.325 0.797 0.921 4.000 75.375 131.3
29 14.051 14.082 14.111 0.029 0.032 0.060 0.000 1.325 0.797 0.921 4.000 75.375 131.2
30 14.051 14.117 14.152 0.036 0.066 0.102 0.000 1.325 0.797 0.921 4.000 75.375 131.3
31 14.051 14.089 14.118 0.029 0.039 0.067 0.000 1.325 0.797 0.921 4.000 75.375 131.2
 How Do We Use Lean Six Sigma
Techniques
+ Get Management commitment
+ Assess the operation using a Value Stream
Map (Product families & Production data)
+ Identify lean improvements & kaizens
without automation
+ Implement lean improvements using VSM
plan
+ Identify processes requiring Six Sigma
analysis
+ Analyze, eliminate, and control variation
+ Start the cycle again!
 Lean Six Sigma
Methodology that maximizes shareholder value
by achieving the fastest rate of improvement in…..

Customer satisfaction

Operating costs

Process speed(lead time)

Inventory & invested capital

Quality

Operating flexibility
 Contact Information

Advent Design Corporation

Canal Street and Jefferson Ave.
Bristol, PA 19007

www.adventdesign.com
800-959-0310

Frank Garcia, Director Planning & Producttvity

frank.garcia@adventdesign.com
 Bill Chesterson CEO
Automation & Product Design
Advent Design 215 781 0500 Ext: 203
Corporation bill.chesterson@adventdesign.com

925 Canal Street Tom Lawton President

Bristol PA, 19007 Contract Manufacturing
215 781 0500 Ext: 202
(P) 215 781 0500
(F) 215 781 0508 tom.lawton@adventdesign.com

www.adventdesign.com Frank Garcia Director

Planning & Productivity
215 781 0500 Ext: 207
frank.garcia@adventdesign.com