materials info

Materials Info : Your partners for Processes

Areas :Lean Manufacturing, Six sigma, Change management, business excellence, Process improvement from customer perception, TQM, TPM, Quality systems and materials/processesRaghvendra GopalCEO, Materials-info.com

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We address your processes to increase efficiency, reduce rejections and improve overall Quality and reliability•Lean manufacturing•Six Sigma•Kan Ban•Kaizen•SMED and others

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• Structured problem solving methods like 8D, QC story

• TQM• ISO9000, ISOTS and OSHAS• Process capability• Toyota production system• Your materials and manufacturing

processes

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Lean Manufacturing Lean Manufacturing DefinitionDefinition

Lean has been defined in many different ways.Lean has been defined in many different ways.

““A systematic approach to A systematic approach to identifying and identifying and eliminating wasteeliminating waste(non-value-added activities) (non-value-added activities) through through continuous improvementcontinuous improvement by flowing the by flowing the product at the product at the pullpull of the customer in pursuit of of the customer in pursuit of perfection.”perfection.”

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Muda (Waste)Muda (Waste)Taiichi Ohno (1912-1990), the Toyota executive who was the most Taiichi Ohno (1912-1990), the Toyota executive who was the most ferocious foe of waste human history has produced, identified the ferocious foe of waste human history has produced, identified the first seven types of first seven types of mudamuda in manufacturing system: in manufacturing system:

•StorageStorage•TransportationTransportation•WaitingWaiting•MotionMotion•ProcessProcess•DefectsDefects•Over-productionOver-production

MudaMuda is everywhere. is everywhere.


Lean OverviewLean Overview


Lean Manufacturing ToolsLean Manufacturing Tools 5S5S Value Stream MappingValue Stream Mapping Standardized WorkStandardized Work Load LevelingLoad Leveling KaizenKaizen KanbanKanban Visual WorkplaceVisual Workplace Quick ChangeoverQuick Changeover AndonAndon Poka-yokePoka-yokeOne-piece flowOne-piece flowCellular ManufacturingCellular Manufacturing


SIX SIGMA PHASESPhases of Six Sigma are:

– Define specific goals to achieve outcomes, consistent with customers demand and business strategy

– Measure reduction of defects– Analyze problems ,cause and effects

must be considered– Improve process on bases of

measurements and analysis– Control process to minimize defects

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WHAT IS DMADV?• Acronym for: Define the project Measure the opportunity Analyze the process options Design the process Verify the performance

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WHEN SHOULD SIX SIGMA BE USED?

Its usage depends on the type of business. In general,

“If there are processes that generate a lot of negative customer feedback, whether that customer is internal or external, the components of Six Sigma should be considered as a means to study and rectify the problem.”

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BENEFITS OF SIX SIGMA

• Generates sustained success• Sets performance goal for everyone• Enhances value for customers• Accelerates rate of improvement• Promotes learning across boundaries• Executes strategic change

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USAGE OF SIX SIGMA

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SIX SIGMA MANAGEMENTWhen practiced as a management system, Six Sigma is a

high performance system for executing business strategy.

Six Sigma is a top down solution to help organizations:• Align their business strategy to critical improvement

efforts • Mobilize teams to attack high impact projects • Accelerate improved business results • Govern efforts to ensure improvements are sustained

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THE JIT STRATEGY

By taking a JIT approach to inventory and product handling, companies can often cut costs significantly. Inventory costs contribute heavily to the company expenses, especially in manufacturing organizations. By minimizing the amount of inventory you hold, you save space, free up cash resources, and reduce the waste that comes from obsolescence.

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JIT SYSTEMS

To facilitate a JIT approach, you need a variety of systems in place. The most notable is a kanban. This is a Japanese approach to ensuring a continuous supply of inventory or product. Kanbans were designed to support the JIT philosophy.

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10 Basic Rules of KaizenDiscard conventional fixed ideas for

production. Think of how to do it, not why it cannot be

done. Do not make excuses ... question current

practices. Do not wait for perfection ... do it right away. Correct mistakes at once ... DO NOT HURT

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10 Basic Rules of Kaizen Optimize current equipment and resources.

Do not plan on spending big money. Wisdom is brought about when faced with

hardship, and when all can see and feel the ‘waste’.

Ask ‘why’ five times and seek root causes. Seek the wisdom of 10 rather than the

knowledge of 1. Kaizen never stops.

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SMED ( TPM)» A quick way of changing the “setup”

from one “thing” to another.

» Also known as Quick Changeover, reducing the time it takes to setup for the next “kind of thing”

» Examples of “setups”• Welding Steel, then

welding Aluminum

SMED ( TPM)• Changing from Accounts Payable to

Receivable• Changing from one size drill bit to

another» It Helps to:• Reduce the need for large

batches/inventory• Reduce Handling waste

(transportation)

Smaller batch sizes help align output with the needs and requests of the customer

» Less inventory means defects will be easier to find and resolve

» Less inventory means raw materials will wait less

» Modifies the “economic lot size” calculation

» Increases uptime of ……. equip, people, systems

SMED ( TPM)

OTHER AREASDemonstrating structured problem solving method and driving the same throughout the organization7 steps of Quality management right from Quality planning to handing over to manufacturingSupport to establish and implement Quality systemsDriving the production system in Toyota way of efficient manufacturing system

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Your Pain Areas1. Receipt stage:•Material not to spec•Process related issues•Surface protection•Other issues

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Our solutions :Working with your suppliers to reduce rejections in the incoming stage for materials/processes, Thus increasing your response time for new developments.2. Field failure i.e IPTVOur solutions:Working closely on your field failure/IPTV

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Data and carry out root cause analysis to bring down IPTV, thus improving reliability of the product and improving brand image3. In process rejections:Our solutions :1.Working through your complete process flow2.Finding out the specific root cause for the

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Rejection to bring down , thus resulting in improved productivity, reduction in cost associated with the rejections.4. Low Process yield :Our solutions :1.Study of the complete manufacturing process at all stages2.Optimizing the process to improve yield.

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5. High development time for new products:Our solutions :1.Study of the complete process for new project introduction.2.Working on all stages of new product development3.Finding out the bottleneck areas4.Plugging the same to reduce the

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Development time and thus increasing response for new developments6. High DMC ( Direct material cost) :Our solutions :1. Study of the complete design stages2. Study the application of the part and associated load/working stresses/environment

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3. Suggest optimization of part and alternate grade /type materials to reduce cost.7.High cost of Imported Raw material/steel/components: Our solutions: 1. Study the application in detail 2. Work with the steel mills/raw material source/component manufacturer

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8. Delay in response/developing export applications:Our solutions:1.Study of the raw material , standards and equivalent2.Study of the whole manufacturing process spec and sequence

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9. Delay in taking up projects intensive to new materials/processes/surface protection adding value to customer :Our solutions:1.Benchmarking for various materials and processes2.Trend analysis for new developments in materials and processes

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3. Start pilot study /trials for the same4. Project introduction10.Lack of Early Vendor involvement:Our solutions:1. Involving your vendors in early stage of development.2. Working with them continuously to bring down process and material costs

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