lect 6
DESCRIPTION
Six Sigma Greenbelt Lecture 6TRANSCRIPT
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Six Sigma Green Belt Certification Workshop
LECTURE 6: Lean Concepts and Tools
I. Overview: Six Sigma and the Organization
B. Lean Principles in the Organization
1. Lean Concepts and Tools
ASQ Body of Knowledge I.B.1
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Lean Manufacturing : Introduction
► The term „Lean‟ was first used in a literature
● “The machine that changed the world” (1990).
● By James P Womack, Daniel T Jones & Dan Roos.
● To compare the production systems of American and Japan auto
industries.
► This term was used to brand the principles and tools used at Toyota and
other Japanese auto industries.
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Why it was termed Lean?
► Because it uses less of everything compared to other manufacturing
philosophies:
● Less human manufacturing effort.
● Less the manufacturing space.
● Less engineering hours to develop new product.
● Less inventory on site.
● Fewer defects.
● And greater and ever growing variety of products.
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Manufacturing Philosophies
► Craft Manufacturing (before 1800):
● Low volume
● High variety
► Mass manufacturing (after 1800):
● Low variety
● High volume
► Lean manufacturing(1970..):
● Combining craft & mass
● High variety in batches
Definition:
“Manufacturing philosophy ,that shortens time between customer order
to payment, by eliminating waste”
Best Example: Toyota Production System (TPS)
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Basic Concepts of Lean
► Value chain - Identifying the activities in the process chain:
● that does not add value product/service and,
● Reduce or eliminate wherever possible.
► Create Flow - producing and creating near to one piece flow:
● Eliminate batch and queue systems.
● Reduce batch size ideally to one.
► Pull production - trigger productions:
● Only when there is a customer order.
● Link productions through customer pull rather than push.
► 5S house keeping:
● Clean organized work places.
● Everything has a place and everything in its place.
► Poke Yoke – error proofing:
● Mistakes cant be happened even by mistake.
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14 Principles of TPS (4P model)
Philosophy
Process
People & Partners
Problem
Solving
• Management Decision based on
long term vision
• Create process flow to surface problems
• Use pull system to avoid overproduction
• Level out workload
• Stop line when there is quality problem
• Standardise tasks
• Use visual controls; no problems are hidden
• Use only reliable, tested technologies
• Grow leaders who live the philosophy
• Respect, develop and challenge your people and teams
• Respect, challenge and develop your suppliers
• Continuous organization learning through kaizen
• Go See for yourself to thoroughly understand the situation
• Make decisions slowly by consensus, thoroughly, implement rapidly
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