Program Sigma ean Maufacuring “Theory of Constraints [Reduce variation Remove Waste [Manage Constraints smith Hoyots (Toyoda, Ohno and Shingo) 5 oe Moterota and Genera lectric and NUMA (Womack and Jones) Sere i eine i identtyalve identify constraints [2 Measure identify valve stream exploit constraints Aplication Guidelines fs Araiyze 3. Fiow 3 Subordinate processes és inorove lara |. Elevate constraints 5. Control Is Pertection s.Repeateyce joblem focused Redutionof variation |W foeused value (materia anc} tems constraints Focus easement information) = Ja problem exists [Waste removal willimprove [Emphasis on Speed and Figures nd numbers are values business performance volume eee system outputimprovesit variation |anysmall improverentsare _|Uses enisterting ystems lin al processes isreduced beter than systems analyses __[Processinterdependence [Primary effect | Unitorn proces output [Reduce flow time ast Througput less waste Less variation ess inventary/Waste rast Throvenut \Uritorm output Hhrournut cost lessinventory Less inventory accounting ‘Secondary effects Flutuaction.Perormance New accounting system [Througput- performance |reasures for managers Flow performance measures measurement system Jmeroved quality {tor managers improved quality improved quality [rsteminteration not considered —_—_|Satatiscal or systemanalysis [Minimal worker imput os Process improved independent not valuated ata analysisnot valued Reducing inventory and in 0 Improve Througout Finantial Impact Reducing operating costs enn men prove Throgs Orpsenional sri Pl tlt time, heljunka, one Disingushing and value adding | improvement expar(tack belt | eco iow, yale stream mapping,| Focus mechanism on constraints «contribution sreanbely), projetonentec, respectfor people ‘quantification of cost saving Implementation Megiumdifiuty ess afclty Major daly level ‘Middle management and technical level Workers Top Management “Effect on the variation Reduces Reduces Aber ‘azarae satstis tells Speatic | Managervant ofthe workiow by | Specific metic ccounting Systematic Aspects ofthe proces | seminclogy Specticexpens estture | I Optimization focus on constraints Targer Tots for contain and smallerfor Dees not mention Small batches in the whole system bichon! a no batienects “oosnet monn Tantanirggersthe release ot_| The Drwbutfer-rope methodolony > see Societe product wsedtorelease materials Fe eee, Detailed planningofthe final | Detaled planning forthe restriction and output. The other operations ae less detalled for no bottlenecks1-Mobilize and Focus Exploit the Constraint 3-Eli source of Waste 4- Control Process ‘Mission; Global View; Analyse Current, Identify River networw;identify Constraint; Modify objectives; Scope of work; Team Menbers; Project time line Focus on Constrain; Identify Value; WCE, value Stream, QFD, Containment Plan; River controls; Metrics; TAX Management;Root Cause; 5S; Retain ‘Measure Processes; Analyze — verify sources of waste, Establish buffers; CE-CNX; FMEA; Implement Change; identity VOC/VOP gaps; Train Identify contral parameters, Establish contral plans; DPM conirls, Stabilize River Flow; Persue process perfection; Variance Analyses; Quelity financial(Ops/Org Controls; New Value Stream; Train ‘Subordinate feedes actuites to the constrain; Implement and control metrics; Revise SOP; Implement audits; Global Metrics efectiveness; Retrain Implement Poke-Yoke; Focus on prevention systems; Involve employees: Establish monitoring dashbords; MOR Standardization; QBR — Standardization; implementTQS; Train and educate Go to step 1; Identify and prioritize next bottieneckElevate Constrain Pull to Customer Demand leentity 4b ‘Subordinate No Constrain Exploit Constraint Identity Vatue Te eret Ve Broo, oa on ete ‘rns Con Arai varabon and eects Define Measuse & Analyze on es Make Value Flow Lc tplmaniaprotaine NOBCT) Sn ec oT tole TEC‘System identification and Tdentify and characterize waste proc oo-------- Leo © Process mel Takt Time? Elevate the constraint‘Step Tools andLogies Expected impact Process diagram Tnelal characterization ofthe systam Nominal capacity of every Process Add value ‘)Gheractestze system and Lead Time calculation Determinations of the points where identify constraint VSM and Current State Real system simulation are inventory accumulation Constraint identification 2a) Identify opportunities for improvement LSS. 2b) - Exploit Constrain - Observe GEMBA Spaghetti Diagram Detection of 5S opportunities and visual management failures Needs of Standard Work Comparison of Current state vs Future State Pareto Diagram of defects before and after constraint Ishikawa Diagram OEE and ther KPr's Improvement in §S and Visual Mangement Improvement of Mizumashi cycle Work organization Charactenzation of MUDAand variability Verification the existance of opportunities LSS Reduction of waste Apply LSS Standard Work Redution/elimination of variability ‘SPC DPMO Mesurement of Dowime [3) Subordinate the System to System submited e the thythm of the Constrain Drum - Bufier - Rope Constraint Compare actual sysiem performende | Process isnt Consiraint ofthe 4)Revaluate Constraint with Takt Time system Update vsM New Constrain 5) Elevate Constraint Budget necessary to elevate Constraint (inthis case isn'tnecessary) Investement in the process to eliminate de Constraint