Introduction Flashcards
Paths to cost reduction
-cut services
-reduce labor (layoff)
-contract work out
-eliminate product features
-remove roadblocks so your employees can produce
-assign resources to bottlenecks
maximize internal capabilities
focus on what the customer wants to buy
combines ideologies that aims to reduce or eliminate wastes and variations among processes in an organization
Lean
Six Sigma
Problem Solving tools
-kanban
-kaizen
-spc
-JIT-pull
-Visual Mgt
-5S
-Setup Reduction
-Value Stream Mapping
-Hypothesis testing
-anova
-doe
-dfss
-root cause analysis
Focus on what is to VALUE to customer
Lean
Maps the actions required to produce
Value Stream Mapping
Separate the non-value added with the value added
Lean
Produce only what the customer needs
Pull system
more to value than just costs
Value
“defined by the ultimate customer”
-womack
Value
what does VOC means?
Voice of the Customer
value is expressed in terms of …
specific product or function or capability
“what does the customer wants to buy?”
Value
“What would they pay extra for?”
Value
types of activities
Value added
Non-Value added
brings product closer to its final form
Value added
changes the form, fit, function
Value added
an activity that a customer is willing to pay for
Value added
does not contribute to bringing the products into final form
Non-Value Added
doesn’t improve the form,fit, function of the product or service on the first pass
non value added
an activity a customer is not willing to pay for
non- value added
waste
non-value added
improve value added work steps, better tools, machines, instruction, redult: small timesavings
Traditional Focus of Lean Approach
make all the value stream visible, reduce or eliminate non-value added portion of the process, result: large time savings
Lean Focus of Lean Approach
Time savings has direct impact on
cost, schedule, resources, capacity, flexibility, etc
like a meandering stream with many stagnant pools, waterfalls, and eddies
Batch Production
Doubling the production rate means doubling resources
Traditional thinking on Continuous flow
Doubling production rates means halving the time waiting
continuous flow thinking on continuous flow
was an even more valuable innovation of henry ford’s than his better known ‘mass’ production model
“flow” production
How does lean solve problems?
-Focuses on what is of VALUE to the customer
-Eliminate activities that do not move the product close to its final form
-Creates Continuous flow
statistical phrase that denotes near or almost perfection
Six sigma
anything outside specification limits represent quality losses
Traditional “Goalpost” Philosophy
Any deviation from the target causes losses to society
Taguchi Philosophy
How does six sigma solve problems?
-practical problem (Define/Measure)
-statistical problem (Analyze)
-Statistical solution (Improve)
-Practical Solution (Control)
Pass rates are declining
Practical Problem
Y=f(x)
Y= scores
x= diff factors
Statistical problem
3 sections of the exams are the highest trouble spots
Statistical Solution
Focus training on 3 areas for inexperienced technicians
Practical Solutions
six sigma aims to have ____% of values are within specifications
99.99966%
reducing defects/ wastes
Lean Manufacturing
reducing variation among processes
Six Sigma
separate the value added from non value added activities
True
8 types of wastes
Defects
Overproduction
Waiting
Non-Utilized Talents
Transportation
Inventory
Motion
Extra Processing
it has a direct impact to the work in process
batch flow
requires more manual intervention, as the equipment needs to be set up and adjusted for each production run
Batch or Queue Processing
Highly automated, less time required to produce individual item but cannot assure quality
Continuous Processing
waste from product failure to meet customer expectations
Defects
making more products that customer demands
OverProduction
Waste from time spent
Waiting
HR usually does not recognize people’s expertise
Non-Utilized Talents
unnecessary movement of products and materials
Transportation
Excess products that are not processed
Inventory
Wasted time and effort related to people’s movements
Motion
more work or higher quality than required
Extraprocessing
he said “We all tend to concentrate on taking corrective actions that we know how to take, not necessarily concentrating on the problems we should correct and the actions needed to correct (them).”
Eliyahu Goldratt
Empower them to make process changes to:
- Eliminate non-value-added steps
- Keep adding value continuously without interruptions
How to ask the right questions on how to gets started?
- What can we do to save time?
- Not: What can we do to save money?
How to get to the root causes?
5-Whys, etc.
