six sigma and tur planning what is six sigma? origin of six sigma improvement model tools of six...

Six Sigma and TUR Planning Six Sigma and TUR Planning

What is Six Sigma?Origin of Six SigmaImprovement ModelTools of Six SigmaLean Manufacturing

Six Sigma may be expressed Six Sigma may be expressed as... as...

6

What is 6What is 6??

• A level of process variation that would yield 99.99966% good product

• No more than 3.4 DPM (defects per million parts produced)

• Business philosophy of continuous improvement

If 99% were Good Enough...If 99% were Good Enough...

• 17,000 pieces of mail lost every hour• 30,000 newborn babies would be dropped • 200,000 incorrect prescriptions each year• Unsafe drinking water 4 days each year• No electricity/water/heat for 15 minutes

each day• We would all be monkeys

Expected Levels of DefectsExpected Levels of Defects

Sigma Short Term Long Term

3 2,700 DPM 68,800 DPM

4 63 DPM 5,200 DPM

5 574 DPB 280 DPM

2 DPB 3.4 DPM

A picture of 6A picture of 6

Origin of 6Origin of 6

• Created by Motorola in mid 1980’s – Engineer Bill Smith

• Noticed that products with high “first pass yields” performed better in the field

• Six Sigma is Motorola trademark• Measure defects per million instead of

% defective

New Perspective – 99% DefectiveNew Perspective – 99% Defective

• 1 defect per hundred

• 10 defects per thousand

• 10,000 defects per million

• 10 million defects per billion!

Concept of “Loss”Concept of “Loss”

USLLSL Nominal

Good Good GoodGood BadBad

Zero Loss

LOSS

Taguchi “Loss Function”Taguchi “Loss Function”

• Loss to society increases as products and processes deviate from “ideal”

• Loss for any process can be quantified and measured

The 10X RuleThe 10X Rule

• It costs X to prevent a defect

• It costs 10X to find a fix a defect internally

• It costs 100X to fix the same problem in the field

DMAIC Improvement ModelDMAIC Improvement Model

• Define - Define the project’s purpose and scope and obtain background information about the process and its customers

• Measure – Focus your improvement effort by

gathering information about the current situation

• Analyze – Identify the Root Cause(s) and to confirm them with data

DMAIC Improvement Model DMAIC Improvement Model (cont)(cont)

• Improve – Develop, try out and implement solutions that will eliminate the root cause(s)

• Control – Maintain the gains you’ve made by standardizing the work methods

Tools ofTools of

6

DefineDefine•Affinity Diagram•Project management / communication plan•CTQ tree•KANO Model•Process Mapping•Understand the “Voice of the Customer”

MeasureMeasure

• Run Charts / Control Charts• Data Collection – Check Sheets• Pareto Charts• Histograms – Standard Deviation• Flow Charts• Measurement System Analysis• Operational Definitions• Taguchi Loss Function

AnalyzeAnalyze

• Brainstorming• Cause-and-Effect Diagram• Design of Experiment – DOE• Focused problem statement –

what/when/where/how/who• Hypothesis testing• Scatter Diagram (Regression Analysis)

ImproveImprove

• Failure Mode and Effects Analysis• Control Charts• Histograms – Standard Deviation• Pareto Charts• Plan-Do-Check-Act Cycle (PDCA)

ControlControl

• Communication Plan– Revised Work Instructions / SOPs– Training – Final Management Report / 6 Story Board

• Control Chart• Periodic Audits

Goal/QPC Memory Jogger IIGoal/QPC Memory Jogger II

Lean ManufacturingLean Manufacturing

• A system for eliminating waste from any manufacturing or business process

• Waste is anything that does not add value to the product.

Waste is “anything other than the minimum amount of equipment, materials, parts, space, and worker’s time, which are absolutely essential to add value to the product.”

Shoichiro ToyodaPresident, Toyota

© 1995 Corel Corp.

Waste (Muda)Waste (Muda)

• Value Stream Mapping• TPM• Standardized work • 5S• UCL• Kaizen Process• Suggestion system• Demand-pull • Plant Layout• Problem Solving• Error Proofing• Effective Meetings

• Quick Change over• Cellular/Flow Manufacturing • Lean Accounting • Kanban• 6 Sigma• Zero defects• Breakthrough Thinking• Issue Management• Metrics• Change Management• Visual Management• Project Management

ENTERPRISE

The Lean Umbrella – HVS Tool Kit

Conventional LayoutConventional Layout

RECEIVEPARTS

STORAGE

RAWMaterial

STORAGE

SHIP

STORAGE

TEST

OF

FIC

E

LA

TH

ES

DR

ILL

PR

ES

S

Mo

ldin

g

MIL

LS

AS

SE

MB

LY

Batch Production

Cellular ProductionCellular Production

Finished Parts

Rawmaterial

Lathe Drill Mill

Press

ReamAssemblyTest

Office

Gasket &protective

Foil

NisshaResin

monthlyweekly2 monthly

MaterialsDepartment

TMM

I

I

I

Nissha

Resin

Gasket Mold

Daily productionplan

Daily productionmeeting

C/T = 15C/O = 300

Yield = 98%

I IMold

C/T = 16C/O = 300

Yield = 98%

UV Cure DeFlash

IPreScreen Assembly

I IFinal

Inspection IAQL

IShipping

MaierSpain

MonthlyForecast

WeeklyCalloff

Fax6 weeks

Fax/Email2 weeks

Fax/Email4 weeks

C/T = 0.33C/O = 0

Yield = 100%

Uptime = 95%Av.=8640(144 Hrs)

No. Ops = 1

Uptime = 95%Av.=8640(144 Hrs)

No. Ops = 1

Uptime = 100%Av.=8640(144 Hrs)

No. Ops = 1

Uptime = 80%Av.=4380(73 hrs)

No. Ops = 1

C/T = 2.5C/O = 600(10 Mins)

Yield = 99.5%

C/T = 12C/O = 1800(30 mins)

Yield = 94.4%Uptime = 100%

Av.=4380(73Hrs)No. of Ops = 2

C/T = 5C/O = 1800(30 mins)

Yield = 99.5Uptime = 90%

Av.=4380(73Hrs)No. of Ops = 2

C/T = 12.27C/O = 1800(30 mins)

Yield = 96.4Uptime = 100%

Av.=4380(73Hrs)No. of Ops = 1

C/T = 0.165C/O = 0

Yield = 99.5%Uptime = 100%

Av.=4380(73Hrs)No. of Ops. = 0.2

200

0.66 hrs

7000

11.2 hrs

7200

11.52 hrs

3200

5.12 hrs

1000

1.6 hrs

3500

5.6 hrs

5000

8 hrs

15.5 sec

0.66 Hrs

0.33 sec

11.2 Hrs

2.5 sec

11.52 Hrs 14.4 sec 5.12 Hrs

5 sec

1.6 Hrs

12.27 sec

5.6 Hrs 0.165 sec 8 Hrs

0.18 sec

Non-Value add time =43.5 Hrs or 156600 sec

Value add time = 37.28sec or 0.024 %

50K per week1440 per box

Takt time forassembly = 5.4 sec

Takt time for molding= 10.37 sec

Excel

Current State Map

Post Install

II I II I

C/T = 6 second

C/O = 30 sec

Uptime = 85%

27,000 sec. avail.

EPE = 2 minutes

C/T = 7 seconds

C/O = 10 sec

Uptime = 100%

1 Shift

27,000 sec. avail.

1 min

General Illumination

Red TrayGreen TrayYellow Tray

Tray = 6 pieces1 Shift

1xDaily

Daily

Parts Supplier

Boards,Posts,

Production ControlForecast

ForecastSequence Sheet

2 min6 sec

1 min6 sec

1 min

7 sec

1 min

7 sec

7 sec

Production

Lead TimeValue-Added Time

= 11:40 min

= 33 sec.

Daily Ship Schedule

Diode InstallResister

InstallSwitchInstall

LEDInstall

Final Inspection

I

Shipping

Production Schedule

C/T = 6 seconds

C/O = 10 sec

Uptime = 100%

1 Shift

27,000 sec. avail.

C/T = 7 seconds

C/O = sec

Uptime = 100%

1 Shift

27,000 sec. avail.

C/T = 7 seconds

C/O = 10 sec

Uptime = 100%

1 Shift

27,000 sec. avail.

C/T = 7 seconds

C/O = 1 minute

Uptime = 100%

1 Shift

27,000 sec. avail.

1 min 1 min 2 min

7 sec

OVER PRODUCTION

OverProcessing

Movement

Inventory

DEFECTS Information

Transport

Waste: an activitythat consumes resources

but creates no value

Waiting

Gasket &protective

Foil

NisshaResin

monthlyweekly2 monthly

MaterialsDepartment

TMM

I

I

I

Nissha

Resin

Gasket Mold

Daily productionplan

Daily productionmeeting

C/T = 15C/O = 300

Yield = 98%

IMold

C/T = 16C/O = 300

Yield = 98%

UV &DeFlash

Assembly FinalInspection I

Shipping

MaierSpain

MonthlyForecast

WeeklyCalloff

Fax6 weeks

Fax/Email2 weeks

Fax/Email4 weeks

C/T = 2.88C/O = 0

Yield = 100%

Uptime = 95%Av.=8640(144 Hrs)

No. of Ops = 0

Uptime = 95%Av.=8640(144 Hrs)

No. of Ops = 0

Uptime = 95%Av.=9576(160 Hrs)

No. of Ops = 0

C/T = 5C/O = 1800(30 mins)

Yield = 99.5Uptime = 95%

Av. = 9576(160 Hrs)No. of Ops = 1

C/T = 12.27C/O = 1800(30 mins)

Yield = 96.4Uptime = 100%

Av. = 10080(168 Hrs)No. of Ops = 1

2 Hrs Max

5000

11 Hrs

Non-Value add time =13 Hrs or 46800 sec

Value add time = 35.88sec or 0.07 %

50K per week1440 per box

Takt time forassembly = 5.4 sec

Takt time for molding= 10.37 sec

Excel

15.5 sec 2.88 sec

2 Hrs

5 sec 12.27 sec

11 Hrs

0.18 sec Lead Time = 13.1 Hrs

Daily

Future State Map

HVSPlanning

-Goals -Objectives

VSM KeyBusiness

ProcessesCurrent State RIE’s Future State

HVS Process

Continuous Improvement

““At Toyota, we get brilliant results At Toyota, we get brilliant results from average people managing a from average people managing a brilliant process.brilliant process.

Others get average results from brilliant people managing broken processes”.