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LEAN THINKING

with

Six Sigma Cutting Costs, Improving Quality, & Speeding Delivery


by

Continuous Process Improvement


Prepared By: Kurt E. Robertson
Organization Consulting Department Saudi Aramco 874-6204

The Robertson Guarantee

IF YOU KEEP ON DOING WHAT YOU HAVE ALWAYS DONE YOU WILL KEEP ON GETTING WHAT YOUVE ALWAYS GOT.
I PROMISE
LEAN THINKING with SIX SIGMA

PRESENTATION OBJECTIVE
To Provide a brief overview of Lean & Six Sigma.
Things you should know about Lean:
Lean and Six Sigma can be successfully applied in both operations and service environments Automation shouldnt be the first answer

Both Lean and Six Sigma are data driven

Lean is Team-based

Lean takes a Systems Approach

Lean is a: physical transformation to your processes LEAN THINKING with SIX SIGMA transformation of your organization cultural

LEAN IS ABOUT PEOPLE


EMPOWERMENT Empowerment does not mean total freedom; it is the ability to make choices within boundaries. It is focused freedom. A shared vision of what we want to create provides the focus and direction that ensures that empowerment does not lead to chaos.
Center for Study of Work Teams Harley Davidson Company
LEAN THINKING with SIX SIGMA

Lean compared to Six Sigma


Lean and 6! are like the Democrats and the Republicans in the U.S. Congress
they both think they are right, and that you are wrong if you dont agree with them very few from one side ever change sides some of their methods and decisions are sub-optimal but each adds balance to the process when applied reasonably and knowledgeably reducing the 8 Wastes Improving process flow Increasing process speed Lean cannot always bring a process under statistical control

Lean focuses on:


Six Sigma helps:


reduce process variation (one of the 8 wastes) reduce defects Six Sigma alone cannot dramatically optimize process flow and reduce wastes

Because of their complementary natures, each brings to the improvement process something the other does not, and the fusion of Lean and 6! is rapidly gaining popularity.

DO LEAN FIRST before SIX SIGMA 99% of the time

LEAN THINKING with SIX SIGMA

Complementary Tools
# of Steps
1 7 10 20 40 60 80 100 150 200 300 400 500 600 700 800 900 1000 1200 3000 17000 38000 70000 150000

OVERALL YIELD vs SIGMA


3!
93.32% 61.63 50.08 25.08 6.29 1.58 0.40 0.10 ----------------------------(Distribution Shifted 1.5!)

6 Sigma
4!
99.379% 95.733 93.96 88.29 77.94 68.81 60.75 53.64 39.38 28.77 15.43 8.28 4.44 2.38 1.28 0.69 0.37 0.20 0.06 -------

5!

6!
99.99966% 99.9976 99.9966 99.9932 99.9864 99.9796 99.9728 99.966 99.949 99.932 99.898 99.864 99.830 99.796 99.762 99.729 99.695 99.661 99.593 98.985 94.384 87.880 78.820 60.000

L E A N

s Le

wa s

s te

rs we fe

ps te

sv les -

99.9767% 99.839 99.768 99.536 99.074 98.614 98.156 97.70 96.61 95.45 93.26 91.11 89.02 86.97 84.97 83.02 81.11 79.24 75.88 50.15 1.91 0.01

ion t ria a

Source: SIX SIGMA RESEARCH INSTITUTE Motorola University Motorola, Inc.

LEAN THINKING with SIX SIGMA

Combining Lean and Six Sigma


Lean reduces cost, improves quality, and speeds delivery by eliminating non-value added activity in a process by identifying and eliminating waste. Six Sigma is a more data-driven approach which aims to reduce cost, improve quality, and speed delivery by reducing process variability and defects using the five-step DMAIC model. 6! depends heavily on data mining and data integrity. Lean Six Sigma: Any combination should maintain the integrity of each discipline while combining the benefits of each. Attempting to make one look like a part of the other Sub-optimizes both. Problem complexity often determines which to use. Dont use a hammer to crack a peanut shell.
LEAN THINKING with SIX SIGMA

When to use Lean or Six Sigma


Lean is an AXE. Use Lean if:
! This is the first and or second pass at identifying and eliminating waste ! Process problems include:
flow operator cycle time product lead time delivery time quality " costs " " " " "

! You need rapid improvement ! You need a mile-wide, inch-deep approach

Six Sigma is a SCALPEL. Use Six Sigma if:


! Lean has made a first pass with improvement ! Defects and variation still persist and you need refined data analysis with an inch-wide, mile-deep approach

Lean is not about tinkering with your existing processes. LEAN THINKING with SIX SIGMA It is a Process and Cultural Transformation

Harvesting the Fruit of Lean Six Sigma


Difficult-to-Reach Fruit
Production Preparation Process (PPP) Design for Six Sigma (DFSS)

Middle Fruit
Six Sigma tools ----------------------------------

Low-Hanging Fruit
Lean tools ----------------------------------

Degree of Complexity

Ground Fruit
Logic and Intuition

LEAN THINKING with SIX SIGMA

Lets Talk Lean First


And you should

Do Lean First in most cases

LEAN THINKING with SIX SIGMA

AGENDA
History Definition Goal Process Value Stream Mapping Kaizen Becoming Lean Lean and Quality Metrics Why Lean Fails Six Sigma Resistance Six Sigma Your Responsibility How it ends LEAN THINKING with SIX SIGMA Resources

Lean History

15th Century The Republic of Venice

1905 Today and Tomorrow by Henry Ford

1945-1973 The Toyota Production System W. Edwards Deming

1973 Oil Embargo

1974-2005 Books about : JIT Cellular Manufacturing Visual Factory Agile Manufacturing Flexible Manufacturing Synchronous Mfg Pull Production Rapid Continuous Improvement Kaizen Group Technology MIT The Machine That Changed the World Lean Thinking by James Womack

1973-2005 Boeing Danaher U.S. Navy U.S. Air Force Airbus Dell Computer Maytag Whirlpool McDonalds Microsoft And most companies that have tried Theory of Constraints and Six Sigma LEAN SIX SIGMA

Time

LEAN THINKING with SIX SIGMA

AGENDA
! History Definition Goal Process Value Stream Mapping Kaizen Becoming Lean Lean and Quality Metrics Why Lean Fails Resistance Your Responsibility How it ends Resources
LEAN THINKING with SIX SIGMA

LEAN
" Is based on the Toyota Production System
" Is the Identification and Elimination of WASTE in the Process " Got its name from MIT and James Womacks research team " Is process simplification, and the relentless removal of waste from all processes " Improves Quality, Cost, Delivery, Safety, Morale (QCDSM) " Increases process capacity " Reduces defects " Results in a stable,THINKING with SIXrepeatable, predictable reliable, LEAN SIGMA process

General Rules
1. Lean is about fixing the SYSTEM and transforming the CULTURE (CM). 2. Lean is about FLOW. 3. Lean is about people, not just about improvement tools. 4. Lean is about YOUR expectations and about what YOU are willing to tolerate in terms of Quality, Cost, Delivery, Safety, and Morale (QCDSM). 5. Processes rarely get better on their own. 6. Successful processes have rules, standards, & absolutes. 7. To solve a problem you have to admit you have one. 8. Problems need to be quantitatively defined and their corrective action quantitatively tracked. (Measurement System). 9. Every project needs a Value Stream Champion.
LEAN THINKING with SIX SIGMA

The System
Planning Material Supply Operations Sales and Marketing

Value Stream

Value Stream

LEAN THINKING with SIX SIGMA

WASTE Waste is any activity that: 1. The customer isnt willing to pay for. 2. Doesnt positively change the form, fit, or function of the product or service (Value Added)

If it prevents the FLOW of product or information.

LEAN THINKING with SIX SIGMA

Lean Focus The 8 Wastes


Lean focuses on identifying and eliminating the 8 hidden wastes common to both manufacturing and service industries: 1. OVER-PROCESSING: Adding more value to a service or product than customers want or will pay for. A 15 page report when 1 page would do. Design Engineer enhancing or modifying customer specifications. PROCESS COMPLEXITY 2. MOTION: Needless movement of people (hunting, searching, gathering things). 3. TRANSPORTATION: Unnecessary movement of materials. 4. EXCESS INVENTORY: Work-In-Process (WIP) or raw material (RM) that is in excess of what is required to produce Just-In-Time (JIT) for the customer. 5. WAITING: Any delay between when one process step/activity ends and the next step/activity begins. 6. DEFECTS: Any aspect of the product or service that does not conform to customer needs. (SIX SIGMA) Variation = defects 7. OVER-PRODUCTION: Production of service outputs or products beyond what is needed for immediate use. 8. UNUSED EMPLOYEE CREATIVITY: Losing time, ideas, skills, improvements, and learning opportunities by not engaging or listening to your employees. -- The Toyota Production System
LEAN THINKING with SIX SIGMA

The 9th Waste - HASTE


American (or Western adage):

Haste makes waste. If you dont have time to do it right, when will you have time to do it over? -- J. Raymond Robertson

LEAN THINKING with SIX SIGMA

Understanding FLOW

LEAN THINKING with SIX SIGMA

Why Lean?
Business as Usual
CUSTOMER ORDER

Waste
Lead-time

PRODUCT BUILT & SHIPPED

Lean Process
CUSTOMER ORDER PRODUCT BUILT & SHIPPED

Waste
Lead-time (Shorter)
LEAN THINKING with SIX SIGMA

Why Lean?
Typical Value Stream Ratio of Value-Added to Non-Value-Added Activity
97% NVA 3% VA
Wheres the Real Opportunity?

Most Process Improvement Teams Attack this . . . 97% NVA . . . Achieve this . . . . . . and Ignore this
Source: C. Fiore; Lean Strategies for Product Development, ASQ, 2003

LEAN THINKING with SIX SIGMA

Excess Inventory
Our corporate body guard against bad processes

A $ea of RM & WIP


Reduce the inventory and see the wa$te!

You can t be Lean unless your suppliers are Lean.

LEAN THINKING with SIX SIGMA

Who Is Lean??
Fire Fighters Hospital Emergency Rooms Lifeguards Boeing (Leaner)
Where lives are at risk, you will probably find Lean processes.

What about the rest of us??


LEAN THINKING with SIX SIGMA

Typical Causes of Waste


1. 2. 3. 4. 5. 6. 7. Layout (distance) Long set-up time Poor work methods Lack of training Functional organizations Technology Gaps Little understanding of the entire process 8. Historic supervisory roles 9. Irrelevant performance measures 10. Lack of workplace organization 11. Supplier quality/reliability 12. Poor communication 13. Avoidable interruptions 14. Complexity LEAN THINKING with SIX SIGMA 15. More

Non-Value-Adding Activities
(Operations)

Non-value-adding activity (NVA) consumes time and money...but does not change the value of an item.
1. 2. 3. 4. 5. 6. 7. 8. SORTING COUNTING STACKING EXPEDITING TRANSFERRING CHECKING TRANSPORTING HUNTING, SEARCHING, GATHERING
LEAN THINKING with SIX SIGMA

Non-value-adding (NVA)
(office)

Examples 1. CHECKING 2. SIGNATURES 3. ASKING 4. APPROVING 5. REVIEWING 6. MONITORING 7. REWORK 8. TRANSPORTING 9. DOUBLE HANDLING 10.HUNTING, SEARCHING, GATHERING
LEAN THINKING with SIX SIGMA

The Goal of Lean


Improved product Quality, Cost, Delivery; Improved employee Safety and Morale (Q C D S M) in any operational or service process.
1. By establishing (one-piece) Flow
Based in Takt Time In a Pull environment (JIT)

2. But first I need processes that are:


Stable Reliable Predictable Repeatable

3. I get those processes by establishing:


Awareness - at all levels of the organization 5S Workplace organization Value Stream Mapping information and material flow Flow improve plant or office layout Leveled Production reduce lot sizes, setup time, lead times, LEAN THINKING with SIX SIGMA inventory Standard Work improve quality, maintenance; simplify processes

Lean Kaizen Sequence


Processes can be transformed in days, weeks or months, but plan 1- 6 years for the corporate transformation
Distribution System Kaizen
One-piece flow Pull/Kanban Takt time

Equipment Kaizen (TPM) 3P, Autonomation Leveled Production Line Balancing


Reduce: lot sizes, setup times, lead times,
operator cycle times, inventory

AWARENESS

FLOW:

AIWs (Gemba Kaizen) Factory Layout Kaizen process simplification, quality and maintenance

Standard Work: Operator Methods

-5S
Organize the workplace

LEAN THINKING with SIX SIGMA

The Lean Toolbox


1. 2. 3. 4. 5. 6. 7. 17. SIX SIGMA Value Stream Maps 18. Chaku-Chaku / Load-Load Rapid Improvement (Kaizen) Events 19. Heijunka / Load Leveling Education 20. Bottlenecks Employee Involvement 21. Point-of-Use Delivery Metrics and Alignment 22. DFMA Flow Cells 23. Control Charting Standard Work 24. Pareto Analysis Capacity Analysis 25. Histograms Takt Time / Cycle Time 26. Root Cause Analysis Standard Ops Worksheet 27. 5 Whys Production Control Board 28. Hypothesis Testing 5S / Visual Controls 29. Supply Chain Management Pull/Kanban Systems 30. Critical Chain Project Brainstorming Management Prioritization 31. 7 Quality Control Tools Spaghetti Chart 32. 7 Management & Planning Tools Poka-Yoke / Mistake Proofing 33. Nominal Group Technique Set-up Reduction Total Productive Maintenance with SIX 34. Production Process LEAN THINKING SIGMA Preparation (3P) Change Management

8. 9. 10. 11. 12. 13. 14. 15. 16.

How Do I Know Which Tool To Use?


How do you know whether to use Microsoft:
Excel PowerPoint Word Access Project Visio

Excel is probably not the best choice for word processing. Word is probably not the best choice for calculations. **The KNOWLEDGEABLE, EXPERIENCED use of a tool is the key to the SUCCESSFUL use of a tool**
LEAN THINKING with SIX SIGMA

AGENDA
! History ! Definition ! Goal ! Process Value Stream Mapping Kaizen Becoming Lean Lean and Quality Metrics Why Lean Fails Resistance Six Sigma Your Responsibility How it ends Resources LEAN THINKING with SIX SIGMA

Team Charter
VSM RIE Project Just Do It
Project Description: Team Leaders and Members: Dates:
Impact

Senior Management Sponsor: Difficulty Value Stream Champion:

Potential Implementation Costs: Business Reason for the Project: Project Constraints (Financial, Personnel, Equipment):

Expected ROI:
LEAN THINKING with SIX SIGMA

Definition of a Value Stream


The VALUE STREAM is the entire set of processes or activities designed to transform the products and services into what is required by the customer. The VALUE STREAM

Suppliers Suppliers

Design Design

Procure Make Procure Make

Sell Sell

Customers Customers

A Primary Focus is TIME, Product and / or Service Flow Information Flow: Quickly SIGMA Directions In All LEAN THINKING with SIX

Define the Boundaries


start stop What keeps you awake at night?

suppliers

inputs

Value stream

outputs

customers

Where are the stakes in the ground that define your Value Stream boundaries?
Well focus our efforts between them!

LEAN THINKING with SIX SIGMA

Value $tream Map Finding the WA$TE


SUPPLIER
6 week forecast Weekly Fax

Production Control
MRP

90/60/30 day forecasts Daily Order Daily Ship Schedule

CUSTOMER
18400 pieces/month -12000- L - 6400- R Tray = 20 pieces 2 shifts

500 ft coils Tues. & Thurs.


Stampin g

Weekly Schedule

I
Coils 5 days

1 C/T=1 sec C/O=1 hour Uptime = 85% 27,600 *2 sec. avail.

I
4600 L 2400 R

S. Weld #1

I
1100 L 600R

S. Weld #2

I
1600 L 850R

Assy #1

I
1200 L 640R

Assy #2

1 C/T=62 sec C/O = 0 Uptime = 100% 27,600 *2 sec. avail.

1 C/T=40 sec C/O = 0 Uptime = 100% 27,600 *2 sec. avail.

I
2700 L 1440R

Shipping Staging

C/T=39 sec C/O=10 m Uptime = 100% 27,600 *2 sec. avail. 7.6d 39 sec 1.8d

C/T=46 sec C/O=10 m Uptime = 80% 27,600 *2 sec. avail. 46 sec 2.7d

.0014% VA

5 days

1 sec

62 sec

2d

40 sec

4.5d

PLT = 23.6 days

Process Time (VAT) = 188 sec.

LEAN THINKING with SIX SIGMA

Current State
Value Stream Map

AREA:

Harrier Maintenance Flight (500 Hour Minor)


BUSINESS CASE: VALUE STATEMENT: KEY REQUIREMENTS:

Current State - March '02


MEASUREMENTS: IDEAL STATE: ON DEMAND DEFECT FREE 1 BY 1 LOW EST COST

Improve Harrier Maintenance Flight Operating Performance

Identify, remove and repair failed, broken, or Core Manpower Requirements obsolete parts for Harrier W eapon Platform, Operational Risk functional test, and reapply finish

Quality and Flight Safety Cost of other Platforms

Productivity (hours per unit) Throughput Time On Time Delivery Floor Space

Future State

LEAN THINKING with SIX SIGMA

Implementation Pan

Current State Map

Total time: 156 hrs waiting time: 148 hrs Value added time: 8 hrs (5%) No. of steps: 63 Defect rate: 10% Backlog: 2 weeks Distance traveled: 1.2 km
LEAN THINKING with SIX SIGMA

Spaghetti Charts Communication and Motion

LEAN THINKING with SIX SIGMA

IN CHARGE OF FOLLOWUP:

Project Name
Status of overall completion =
Plan Dates

% 28
%Status

ACTION

Who Start Finish

Comments

PROJECT SUMMARY:

Action Department

In charge of this item ASD / MZU

BEGIN

CCOMPL ET E

Comments

40

7/3/200 7

7/10/200 7

AAD to AJD:Follow-up this action item and report completion

100

AJD / 2 ASD / MZU 7/3/200 7 8/10/200 7

AAD to AJD: Make sure this is done MAS: You can decide where the location of the hotline be.

ASD / MZU

7/3/200 7

8/10/200 7

100

LEAN THINKING with SIX SIGMA

LEAN AGENDA
! History ! Definition ! Goal ! Process ! Value Stream Mapping Kaizen Becoming Lean Lean and Quality Metrics Why Lean Fails Resistance Six Sigma Your Responsibility How it ends Resources LEAN THINKING with SIX SIGMA

Kaizen = continuous improvement

RAPID IMPROVEMENT At the end of the week, a new process should be in place. Anything else is not rapid improvement. Its a STUDY.

LEAN THINKING with SIX SIGMA

Team Charter
VSM RIE Project Just Do It
Project Description: Team Leaders and Members: Dates:
Impact

Senior Management Sponsor: Difficulty Value Stream Champion:

Potential Implementation Costs: Business Reason for the Project: Project Constraints (Financial, Personnel, Equipment):

Expected ROI:
LEAN THINKING with SIX SIGMA

Rapid Improvement Events (RIE)


Action oriented leaned process in place and functioning by close of event creativity before capital Learning by doing Transform the Value Stream Structure 3-5 days in length 3-5 teams cross-functional teams 6-8 people per team Seven week improvement cycle
3 weeks preparation 1 week execution 3 weeks follow-up
LEAN THINKING with SIX SIGMA

RIE Preparation Checklist


Rapid Improvement Events By: Team: 3rd Week Before Event:
(% COT: ) 2nd Week Before Event: (% COT: ) 1st Week Before Event: (% COT: )

Date:

Prep. % COT:

PREPARATION

1) Select the Value Stream from the Enterprise Transformation Plan. 2) Select the target area from Value Stream Analysis. 3) Determine the focus - which Lean tools will be applied? 4) Identify the Team Leader, Co-Leader, and Team Members. 5) Assure at least 1/3rd of participants are from the affected area. 6) Clear participants calendars for the Improvement Event Week. 7) Complete the Team Roster.

1) Identify the suppliers and inputs 2) Identify the customers and outputs 3) Identify the start / stop boundaries 4) Gather facts and data to populate starting numbers on Target Progress Report 5) Populate the Target Progress Report 6) Identify top three improvement metrics 7) Establish improvement targets on top three metrics, be aggressive 8) Meet with affected stakeholders to communicate Improvement Event schedule, metrics, targets, and tools to be applied 9) Set a flip chart up in affected area, ask stakeholders to put ideas for improvement on flip chart. Start Improvement Newspaper. 10) Capture flow stopper information from Production Control Boards 11) Confirm the availability of any special resources for: - equipment or furniture moves - computer / phone moves - 5S, shadowing, kitting - Production Control Boards 12) Obtain any special data collection instructions from your Coach such as: - Information from previous Improvement Events - Customer critical to quality issues - Safety data 13) Confirm all participants are still available for entire Event week

1) Communicate key metrics, targets, and tools to be applied to all team participants 2) Train team participants on improvement process and tools to be applied 3) Identify what "triggers" work 4) Double check availability of all resources: - equipment or furniture moves - computer or phone moves - 5S, shadowing, kitting - Production Control Boards 5) Communicate with affected area, review items listed on flip chart and ask for clarification, make sure these are added to Improvement Newspaper 6) Make sure team break-out area is ready: - flip charts, markers, post-its, VSA blanks - forms, stop watches 7) Make sure Process Champion is set to give opening remarks on Monday morning 8) Make sure Process Champion is available for Team Leader Meetings Monday Wednesday 9) Schedule Final Presentation with Process Champion and appropriate leadership 10) Plan working lunches 11)Confirm all team participants are going to be available full time for entire event 12) Confirm Target Progress Report and Team Roster are complete

LEAN THINKING with SIX SIGMA

RIE Daily Checklist


Rapid Improvement Events

TEAM DAILY CHECKLIST

Day One.
1. Review team goals and objectives, create Day 1 plan. 2. Meet with Cell Stakeholders and review goals. 3. Before Data, Documentation and "Tools" TAKT Time Calculation Before Time Observations Before Cycle Time Bar Charts (Loading Diagrams) Before Standard Work Sheet/Cell Layout Before WIP Count ($ and pieces) Before 6S Audit Before Safety Audit Before Work Combination Sheets (one per operator) 4. Take a "Waste Walk", to further identify opportunities.

Day Two.
1. Identify wastes to attack. 2. After TAKT time/Cycle time bar charts. (loading diagram) 3. Create plan for new cell layout. 4. Meet with Stakeholders, review progress and plans solicit ideas and concerns. 5. After standard work combination sheets.

Day Three.
1. Train Stakeholders on new cell layout and standard work. 2. Assign a team member to each Stakeholder. 3. Run new cell. 4. Fix problems immediately. 5. Create production control board. 6. Work on 6-S and safety issues.

Day Four.
1. Train Stakeholders on new cell layout and standard work 2. Assign a team member to each Stakeholder. 3. Run new cell. 4. Create/post Key Point, Work Combination Sheets, Standard Work Sheet, Production Control Board, and Kaizen Newspaper. 5. Fix problems immediately. 6. After 6-S and safety audits. 7. Off shop floor by 1:00. 8. After area pictures and Team picture. 9. Prepare final presentation. 10. Complete Team/Event binder. 11. 6-S meeting area. 12. Inventory kit boxes and find missing articles.

6. Notify support groups by 2.00 PM of required support. 7. Daily recap.

7. Create/post Key Point, Work Combination Sheets, Standard Work Sheet, Production Control Board, and Kaizen Newspaper. 8. Daily recap. 9. Create daily plan for Thursday. 10. Team Leader/Co Leader. How late do we stay? 11. Daily Team Leader meeting. 12. 6-S meeting area.

5. Daily recap. 6. Meet with Stakeholders and review progress.ideas. 7. Create daily plan for Tuesday. 8. Team Leader/Co-Leader. How late do we stay?

8. Create daily plan for Wednesday. 9. Team Leader/Co Leader. How late do we stay? 10. Daily Team Leader meeting. 11. 6-S meeting area.

9. Daily Team Leader meeting. 12. Implement plan/create cell. 10. 6-S meeting area.

** Team Leaders need to assign action items to specific people on the teams and require follow up reports on progress at a minimum of two hour increments.

** Team Leaders need to assign action items to specific people on the teams and require follow up reports on LEAN THINKING progress at a minimum of two hour increments.

** Team Leaders need to assign action items to specific people on the teams and require follow up reports on progress at a minimum with SIXincrements. SIGMA of two hour

** Team Leaders need to assign action items to specific people on the teams and require follow up reports on progress at a minimum of two hour increments.

LEAN AGENDA
! History ! Definition ! Goal ! Process ! Value Stream Mapping ! Kaizen Becoming Lean Lean and Quality Metrics Why Lean Fails Resistance Six Sigma Your Responsibility How it ends Resources LEAN THINKING with SIX SIGMA

The 5S Principles:

Proper arrangement and orderliness

Good factories (workplaces) develop beginning with the 5Ss; bad factories fall apart beginning with the 5Ss. Hiroyuki Hirano

5S Workplace Organization
1. SORT (seiri): Clearly distinguish what is necessary & what is not. Remove what does not support an organized, visual and Lean workplace. 2. SIMPLIFY (seiton): Ensure everything required to do the task has a visually designated location, is available, functional, and can easily be seen, reached and returned in the sequence used; Consider an operating room or fire engine. Mark/label locations clearly. 3. SWEEP (seiso): Keep the work area, tools and equipment Floors, machines, desks, files, equipment organized, organized, repaired (TPM), and visually marked. 4. STANDARDIZE (seiketsu): Maintain & improve the first 3Ss. Establish procedures so storage and cleaning actions are consistently applied by everyone. 5. SUSTAIN (shitsuke): Hold the gains. Achieve the discipline/habit of following the correct procedures. From this new level of efficiency, start again.
LEAN THINKING with SIX SIGMA

Visual Controls A Major Element of 5S


Visual controls:
Answer a question before it is asked Help spot abnormalities in the system Examples:
Medical Moment of Truth KSA/Bahrain Causeway booth lights:
Avg and Std Dev

LEAN THINKING with SIX SIGMA

The 5Ss
1. Sort
Needed from the unneeded
Low Level of 5S

2. Shine
Clean, scrub, and fix

3. Set in order
A place for everything
High Level of 5S

4. Standardize
A plan to sustain

5. Sustain
Following through
LEAN THINKING with SIX SIGMA

Standard Work Board


TAKT time & Delivery Performance Measure

Andon Flag

Cell Key Measures 6S Layout and Assignments Corrective Action Matrix and Plan

Standard Work Bar Chart


LEAN THINKING with SIX SIGMA

LEAN THINKING with SIX SIGMA

Shadow Hand Tools

LEAN THINKING with SIX SIGMA

Signal Lights

LEAN THINKING with SIX SIGMA

Visual Management

Shadowing

Labeling

Foot-printing

LEAN THINKING with SIX SIGMA

Striping

Color Schemes

Production Control Boards

LEAN THINKING with SIX SIGMA

Visual Controls

LEAN THINKING with SIX SIGMA

Other Visual & Audio Controls


Visual and Audio controls answer questions before they are asked.

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13.

Clock Traffic lights with a timer Traffic Lines/ lights/signs Sounds announcing break time Call to Prayer Score boards at sporting events Arrival/Departure boards in airports Lights indicating machine or process condition Lights and siren on emergency vehicles Gauges on medical & industrial equipment Big teeth on a snarling lion Take-a-Number systems Colored caps on milk bottles
LEAN THINKING with SIX SIGMA

Point-of-Use Strategy: 7 Elements of Surgery

Information

Hand Tools

Instruments

Power Tools

Supplies

7 Elements Of Surgery
Fixtures Fasteners

LEAN THINKING with SIX SIGMA

Supermarket Pull System


Kanban Kanban

Supplying Process

product

product

Customer Process

Supermarket Customer Process goes to supermarket and withdraws what it needs when it needs it. Supplying Process produces to replenish what was withdrawn. Purpose: Controls production at supplying process without tying to schedule. Controls production between flows.
LEAN THINKING with SIX SIGMA

Pull/Kanban Systems
Pull
On Demand
Upstream Supplier Downstream User Visual Trigger

Sequenced
Use FIFO lanes

Replenished
Create supermarkets with SIX SIGMA LEAN THINKING

Traditional vs Cellular Flow


Dept 1

Traditional flow
Dept 2
DONE OUT OUT IN IN

Cellular flow
4 3

IN

Dept 3 Dept 4
OUT IN IN OUT

Demand paced production Value-adding steps in order No stops, piles, or back-ups Flexible Less transportation Less work-in-process

DONE

LEAN THINKING with SIX SIGMA

U Shaped Cell
Andon

RM

FG
LEAN THINKING with SIX SIGMA

Other Important Lean Tools


1. 2. 3. Setup Reduction Standard Operations Times
Operator Cycle Time Product Lead Time Waste Time Takt Time (customer driven)

4. 5. 6. 7. 8. 9.

Total Productive Maintenance (TPM) Production Preparation Process (PPP) Bottleneck reduction Mistake proofing (Poke Yoke) (Example: mobile SIM card) 5 Whys Self-Inspection and Acceptance (SI&A)
LEAN THINKING with SIX SIGMA

Lean Implementation Sequence

Distribution System Kaizen


One-piece flow Pull/Kanban Takt time

Equipment Kaizen (TPM) 3P, Autonomation Leveled Production Line Balancing


Reduce: lot sizes, setup times, lead times,
operator cycle times, inventory

PEOPLE
FLOW:

AWARENESS

AIWs (Gemba Kaizen) Factory Layout Kaizen process simplification, quality and maintenance

Standard Work: Operator Methods

-5S
Organize the workplace

LEAN THINKING with SIX SIGMA

LEAN AGENDA
! History ! Definition ! Goal ! Process ! Value Stream Mapping ! Kaizen ! Becoming Lean Lean and Quality Metrics Why Lean Fails Resistance Six Sigma Your Responsibility How it ends Resources LEAN THINKING with SIX SIGMA

How Does Lean Help Quality?


RULE #1: Do not make, accept or pass on a defect. RULE #2: Inspection is the enemy of quality. RULE #3: The operator is responsible for identifying, tracking and correcting his defect rate. By using standard work, reducing bottlenecks, and using other Lean tools, Lean makes processes
stable reliable predictable repeatable

The HIDDEN FACTORY: Lean will not succeed without addressing and correcting variation and its resulting defect rate, because FLOW cannot exist in a process with a high defect rate.

Our processes have THINKING with SIX SIGMA rates because we high defect LEAN TOLERATE high defect rates

AGENDA
! History ! Definition ! Goal ! Process ! Value Stream Mapping ! Kaizen ! Becoming Lean ! Lean and Quality Metrics Why Lean Fails Resistance Six Sigma Your Responsibility How it ends Resources LEAN THINKING with SIX SIGMA

Implementation Metrics
Leading Indicators

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.

Cycle Time Inventory (amount, turn rate, IRA) Productivity Square Feet (foot print) Set-up Time Product Lead Time Lean is data driven People Travel Product Travel Volume Crew Size Safety/Ergonomics
LEAN THINKING with SIX SIGMA

METRICS - The Forensics of CPI


1. What gets measured gets fixed. 2. If you can measure it, you can change it. 3. Metrics drive behavior. Tell me how you will measure me and I will tell you how I will perform. 4. The folly of rewarding A while hoping for B. 5. Measure first, then manage. 6. Leading indicators versus Lagging indicators (NDE) Always reviewing the past, and not guiding the future. Manage the leading indicators, and the lagging indicators will be O.K. 7. Problems must be quantified, exposed and confronted. Lean cannot remedy an unacknowledged or hidden problem. 8. Dont measure effort and process compliance. Measure results. 9. What you allow, you encourage. 10. Your Recommendations are only as good as your analysis. Your analysis is only as good as your data. Your data is only as good as you measurement system. Data Integrity is the foundation of a credible LEAN THINKING with SIX SIGMA project.

AGENDA
! History ! Definition ! Goal ! Process ! Value Stream Mapping ! Kaizen ! Becoming Lean ! Lean and Quality ! Metrics Why Lean Fails Resistance Six Sigma Your Responsibility How it ends Resources LEAN THINKING with SIX SIGMA

Reasons Lean Fails


1. No sense of urgency (burning platform) 2. Looking for a quick fix (lean pill) 3. No leadership commitment and support
Awareness Full-time practitioners

4. No education and awareness among the employees and management. (CM) 5. No understanding of Lean (flavor of the month) 6. No Sensei (Do-It-Yourself Lean) 7. No Value Stream Map 8. No implementation or sustaining plan (PM) 9. No customer and supplier involvement in the improvement process.
LEAN THINKING with SIX SIGMA

AGENDA
! History ! Definition ! Goal ! Process ! Value Stream Mapping ! Kaizen ! Becoming Lean ! Lean and Quality ! Metrics ! Why Lean Fails Resistance Six Sigma Your Responsibility How it ends Resources LEAN THINKING with SIX SIGMA

Managing Resistance
Traditional Situation
Increasing resistance Neutral Increasing cooperation Increasing resistance

Leading Change
Neutral Increasing cooperation Critical mass

Anchor draggers "Uncommitted Mass"

Early adopters Strong pull from early adopters

You cannot ignore the anchor draggers!

Management attention

Management attention

LEAN managing resistance, The focal point really shouldnt be onTHINKING with SIX SIGMA but on getting people excited about the benefits of the change. -- Jeff Hiatt, president and CEO of Prosci

How Do You Know When You are Lean?

40% reduction in assembly hours per unit 60% reduction in lead time LEAN THINKING 92% reduction in line move time with SIX SIGMA

You never get Lean, you only get Leaner

Some Lean Successes


Helicopter BCD Check: Reduced TAT from 2814 days Surveying Services: Exponentially increased flying hours for the photography aircraft. 10% increase in one week Wellhead Turnover: Days to turnover reduced Material Supply: Staging time reduced, scanners repaired, forklifts replaced.

LEAN THINKING with SIX SIGMA

Lean in Project Mgt and Construction


Studies involving international companies suggest a 25% improvement in construction productivity would be the low-hanging fruit. The main findings of the study are: 1. Avoidable Interruptions: Over 60% of workdays contain avoidable interruptions with a loss in man-hours of 10-40%. 2. Overtime: causes approximately 5% loss in productivity for every 5 hours of overtime per week. 3. Over-manning: 10% productivity loss for every 25% unplanned increase in labor force. 4. Days of Week: Productivity on Tuesdays, Wednesdays and Thursdays (Thursday/Friday/Sat in the West) can be 15% lower than that of the remaining part of the working week. 5. Productivity: can vary by up to 400% (from day to day) for same crew, and over 25% amongst crews performing similar activities under the same circumstances. Major causes of productivity variation are interruptions, quality of labor force, and motivation.
Dr. Rashad Zakieh (PMP) Operations Services Saudi Aramco, Saudi Arabia LEAN THINKING with SIX SIGMA Tel. 874-3800 (Work) International email: rashadzakieh@hotmail.com

BOEING 737 FINAL ASSEMBLY BEFORE LEAN IMPLEMENTATION

LEAN THINKING with SIX SIGMA

LEAN THINKING with SIX SIGMA

The Boeing 737 Moving Line

LEAN THINKING with SIX SIGMA

LEAN AGENDA
! History ! Definition ! Goal ! Process ! Value Stream Mapping ! Kaizen ! Becoming Lean ! Lean and Quality ! Metrics ! Why Lean Fails ! Resistance Six Sigma Your Responsibility How it ends Resources LEAN THINKING with SIX SIGMA

SIX SIGMA
It is a process capability measure It is a commercial program Packaged at Motorola in 1985 May lead to Analysis Paralysis

LEAN THINKING with SIX SIGMA

Lean Focus The 8 Wastes


Lean focuses on identifying and eliminating the 8 hidden wastes common to both manufacturing and service industries: 1. OVER-PROCESSING: Adding more value to a service or product than customers want or will pay for. 2. MOTION: Needless movement of people (looking for things). 3. TRANSPORTATION: Unnecessary movement of materials. 4. EXCESS INVENTORY: any work-in-process or raw material that is in excess of what is required to produce just-in-time for the customer. 5. WAITING: Any delay between when one process step/activity ends and the next step/activity begins. 6. DEFECTS: Any aspect of the product or service that does not conform to customer needs. (SIX SIGMA) Variation = defects 7. OVER-PRODUCTION: Production of service outputs or products beyond what is needed for immediate use. 8. UNUSED EMPLOYEE CREATIVITY: Losing time, ideas, skills, improvements, and learning opportunities by not engaging or listening to your employees.
LEAN THINKING with SIX SIGMA

Understanding Variation
Variation
means that a process or product does not produce the same results every time it is measured is always present at some level is inherent in every process or product is our enemy in delivering services or manufacturing products, reduction helps to improve quality, reduce costs, increase profits, and increase customer satisfaction.
LEAN THINKING with SIX SIGMA

Lean Six Sigma Process Improvement


Lean Six Sigma uses the DMAIC process for Project Management Project Execution

LEAN THINKING with SIX SIGMA

Dissecting DMAIC

Define

Measure

Analyze

Improve

Control

what is important to the customer?: Project Selection Team Formation Establish Goal

the process: Analyze Data Identify Root Causes

the process gains: Ensure Solution is Sustained

the process performance measures: how well we are doing?: Collect Data Construct Process Flow Validate Measurement System
LEAN THINKING with SIX SIGMA

Prioritize root causes Innovate pilot solutions Validate the improvement

Y = f(x)
Y= f(x), refers to a problem or process output (Y), that is the result of one or more process inputs (Xs). Eliminating or improving the Xs reduces or eliminates the problem (Y). Controlling the Xs provides a process that is more
Predictable Reliable Capable Repeatable, and Dependable

The results are a Y that can be forecast, and a proactive rather than reactive work environment.
LEAN THINKING with SIX SIGMA

Waste & Process Variation - The True Costs


Scrap

Traditional Cost of Poor Quality (COPQ)

Rework Field Modifications Warranty Penalties & damages (measured) Rejects

Inspection

Hidden Cost of Poor Quality (COPQ) times Long cycle


Margin slippages More receivables Longer Set-ups Expediting costs Customer Productivity Loss Engineering Change Orders Customer Dissatisfaction
(intangible) (measurable)

Lost sales Overtime Late delivery Travel & Living Expenses Excess inventory Lengthy Installs Sales compromises Lost Customer Loyalty Employee Morale, Productivity, Turnover

Lost Opportunity

LEAN THINKING with SIX SIGMA

Understanding & Reducing Variation

# of Goals
Lower Specification Upper Specification Limit LEAN THINKING with SIX SIGMA Limit

What Does Sigma Level Mean?


Example
Lower Specification Limit (customer) Upper Specification Limit (customer)

Target

Customers have a target in mind, but will allow some variation within the Spec Range

LEAN THINKING with SIX SIGMA

What Does Sigma Level Mean?


Example
Lower Specification Limit
Upper Specification Limit

Target

Defects

Actual Measurement has Considerable Variation Defects - Resulting in Scrap, Waste, Late Deliveries, and Customer Dissatisfaction

LEAN THINKING with SIX SIGMA

What Does Sigma Level Mean?


Lower Specification Limit
Target

Upper Specification Limit

Defects

How Capable is our Process to Produce within Spec? Defects

2!
Sigma Level 2 Defects Per Mill. 308,500 % In Spec. 69.1

On Average its OK -- its a Variation issue On Average its OK its a Variation issue
BEWARE OF AVERAGES
LEAN THINKING with SIX SIGMA

What Does Sigma Level Mean?

Lower Specification Limit

Upper Specification Limit

Reducing Variation is Clearly the Key to Improving Process Capability

Sigma Level 3

Defects Per Mill. 66,800

% In Spec. 93.3

3!

LEAN THINKING with SIX SIGMA

What Does Sigma Level Mean?


Causes of Variation Include a Variety of Factors, such as: 1. Machines 2. People 3. Material 4. Environment 5. No Standard Work.

Lower Specification Limit

Upper Specification Limit

Sigma Level 4

Defects Per Mill. 6,200

% In Spec. 99.4

LEAN THINKING with SIX SIGMA

4!

What Does Sigma Level Mean?


Variation Causes Errors, which Cause Defects, which Lead to Rework, and to Processes which are not Stable Reliable, Repeatable, and Predictable.

Lower Specification Limit

Upper Specification Limit

Sigma Level 5

Defects Per Mill. 233

% In Spec. 99.98

LEAN THINKING with SIX SIGMA

5!

What Does Sigma Level Mean?


Reducing Variation Reduces Errors, and the Resulting Defects and Rework, and therefore leads to Improved Process Capability

Lower Specification Limit

Upper Specification Limit

Sigma Level 6

Defects Per Mill. 3.4

% In Spec. 99.9997

LEAN THINKING with SIX SIGMA

6!

Variation = Unpredictable Processes


Work Order Process Mean Improved Process Existing Process

Output Variation in weeks

50

100

Contracting process Material Delivery process Time to sink a well Wifes shopping bill Wifes shopping time

Customers Remember the Extremes (Variation), not the Average


LEAN THINKING with SIX SIGMA

ENTITLEMENT
Improved Process
Upper Specification Limit

Mean

Entitlement

Existing Process

1
Output Variation in weeks

50

100

LEAN THINKING with SIX SIGMA LSS Helps Us Consistently Deliver the Best We Can Do.

What Does Sigma Level Mean?


sure Mea y is a bilit evel a L ss Capa Sigm roce of P
Lower Specification Limit

6!

Upper Specification Limit

Sigma Level 2 3 4 5 6

Defects Per Mill. 308,500 66,800 6,200 233

% In Spec. 69.1 93.3 99.4 99.98 99.9997

LEAN THINKING with SIX SIGMA

3.4

Practical Meaning of Six Sigma


3.8-Sigma 3.8-Sigma 99% Good 99% Good 6-Sigma 6-Sigma 99.99966% Good 99.99966% Good
3.4 defects per million opportunities

20,000 lost articles of mail per hour

Seven articles lost per hour

5,000 incorrect surgical operations per week Two short or long landings at most major airports each day 200,000 wrong drug prescriptions each year

1.7 incorrect operations per week One short or long landing every five years 68 wrong drug prescriptions per year

LEAN THINKING with SIX SIGMA

Six Sigma Project Management Checklist Define Define Measure Measure Analyze Analyze
"Analyze Process Flow Critical Path Value-added

Improve Improve
"Develop solution options Improve control of

Control Control
"Perform
Capability Analysis of improved process "Develop and Implement a Control Plan "Complete Project Closure Package "Update financial benefits statement as required Get OCD focal final evaluation "List best practices Identify lessons learned

"Identify Sponsor and other "Create Fishbone Tie to defined key stakeholders "Form project team defect Team leader "Collect Data Team members Ys (results) with "Tour process Xs (data tags) "Clarify project "Evaluate Measurement Problem statement Systems Goal statement Gage R&R, Process output = Y "Understand detailed "Define process process Detailed process boundaries High level map map w/ rework "Define project boundaries Resources Authority "Determine project timeline "Identify CTQ Customer
Requirements Define the Defect Define defect measure "Develop estimate of potential financial benefit if project goal is achieved "Gain Sponsor Approval of Project Charter "Identify Pull and Push Leveraging opportunities (SIPOC)

"Describe Process Numerical Graphs: Time, Create control "Establish Process


chart statistics Hist., Pareto, etc.

loops

Capability DPMO or % Defects Calculate Z "Update Charter as required "Develop Define/Measure report out Standard template

steps Non valueadded steps Opportunities "Analyze Data Graphical tools Hypothesis Tests Interrelationship Digraph (if appropriate.) Regression analysis "Identify and collect additional required data "Identify significant Xs Tie to root cause analysis Draw conclusions "Perform FMEA "Update charter as required "Develop Analyze report out Standard template

obtain required capability Perform DOE as required "Evaluate options and select final solution Prioritization matrix "Determine measurement system for improved process "Create implementation plan "Update FMEA "Update financial benefits statement Contact Six Sigma OCD for concurrence "Obtain buy-in / support for improvement actions "Conduct pilot / testing to verify results "Implement improvements "Collect data to verify improvement "Communicate results "Update Charter as required "Develop Improve report out For Sponsor

Re-design process to

significant root causes

"Use SPC Charts "Hand off project to

process owner Create follow up action plan "Develop Final report out Standard template

Project Champion

Master Black Belt

LEAN AGENDA
! History ! Definition ! Goal ! Process ! Value Stream Mapping ! Kaizen ! Becoming Lean ! Lean and Quality ! Metrics ! Why Lean Fails ! Resistance ! Six Sigma ! Your Responsibility How it ends Resources LEAN THINKING with SIX SIGMA

You Turn the Gears


# of Teams Chartered # of Events Full-Time Resources Discipline to the Process

Value Stream Penetration Multiple Passes

Results Critical Mass Internal Experts Self-sustaining Lean Culture


DEPLOYMENT METRICS
LEAN THINKING with SIX SIGMA

Leaderships Role
Senior Leadership
1. 2. Create the Vision Where are we going and why are we going there? Align the Organization Goals and Objectives One Plan One Initiative Participate in the Process Dont just talk it , WALK IT Commit Resources Right quantity and caliber Educate the Workforce Communicate Vision, Results, Lessons Learned
LEAN THINKING with SIX SIGMA

3. 4. 5. 6.

Leaderships Role
The Managers Role 1. Help pick the right value streams, projects and teams 2. Follow the method Remove barriers to change Have one plan 3. Clearly define roles and responsibilities 4. Support the Education & Training of your employees 5. Communicate Engage the workforce in dialogue about Lean. Walk the walk, talk the talk. Host and participate in continuous process improvement activities. Be a cheerleader. Emphasize quality, 5S, identification and elimination of waste. Demand follow-up and sustained improvement.
LEAN THINKING with SIX SIGMA

LEAN AGENDA
! History ! Definition ! Goal ! Process ! Value Stream Mapping ! Kaizen ! Becoming Lean ! Lean and Quality ! Metrics ! Why Lean Fails ! Resistance ! Six Sigma ! Your Responsibility How it ends Resources LEAN THINKING with SIX SIGMA

The Results
REMEMBER: It is CONTINUOUS Process Improvement

COST, QUALITY, DELIVERY, SAFETY, MORALE Lean Increases Capacity


Your process can produce the same amount with fewer people. Your process can produce more with the same number of people.

No more band aid solutions that become tomorrows problems. You come much closer to solving your process problems for the last time In a process with
Continuous Flow Based on Takt Time in a Pull Environment

LEAN THINKING with SIX SIGMA

Lean or Six Sigma Goal:


Breakthrough Performance Focused on things that matter
Current State Process Defects, cost, l time, waste Lean or Six Sigma Breakthrough

Improvement Period

Future State Process

Time
LEAN THINKING with SIX SIGMA

LEAN AGENDA
! History ! Definition ! Goal ! Process ! Value Stream Mapping ! Kaizen ! Becoming Lean ! Lean and Quality ! Metrics ! Why Lean Fails ! Resistance ! Six Sigma ! Your Responsibility ! How it ends Resources LEAN THINKING with SIX SIGMA

Reading List
Lean Thinking The Machine That Changed the World Better Thinking, Better Results Gemba Kaizen High Velocity Culture Change Learning to See 5 Pillars of the Visual Workplace The Goal Critical Chain The Gold Mine THINKING with SIX SIGMA LEAN

WEBSITES
- www.productivityinc.com
www.productivitypress.com www.qualitypress.asq.org www.sme.org www.asq.org www.crcpress.com www.lean.org www.nwlean.net www.pmi.org www.qualitydigest.com www.isixsigma.com
LEAN THINKING with SIX SIGMA

LEAN AGENDA
! History ! Definition ! Goal ! Process ! Value Stream Mapping ! Kaizen ! Becoming Lean ! Lean and Quality ! Metrics ! Why Lean Fails ! Resistance ! Six Sigma ! Your Responsibility ! How it ends ! Resources LEAN THINKING with SIX SIGMA

SHUKRAN JAZEELAN

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