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Mr. Al Hammonds Manufacturing and Quality Director Strategic Partnership for Industrial Resurgence The Center for Industrial Effectiveness, University.

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Presentation on theme: "Mr. Al Hammonds Manufacturing and Quality Director Strategic Partnership for Industrial Resurgence The Center for Industrial Effectiveness, University."— Presentation transcript:


2 Mr. Al Hammonds Manufacturing and Quality Director Strategic Partnership for Industrial Resurgence The Center for Industrial Effectiveness, University at Buffalo And Instructor, UB Department of Industrial Engineering Lean Manufacturing And Six Sigma EAS 590 – February 25, 2004 used again March 2, 2005

3 Flow Manufacturing Modules/Agenda

4 Flow Manufacturing Manual Establish a Team Define the Problem Gather and Analyze Data Redefine Operations and Procedures Formalize and Validate Changes DO IT AGAIN! Design New or Modify Existing Manufacturing Systems:

5 Flow Manufacturing Contents 6 “How-To” Chapters Value Stream Identification Improve Flow Determining Resources to Meet Customer Demand Process Design for Flow Plant-Wide Flow Plan Financial Report Card

6 Flow Manufacturing Contents 9 Operational Definitions 1.Process Integration & Flexible Work Cells 2.Elimination of Waste 3.Constraint Management 4.Level Scheduling 5.Delphi PDP 6.Simulation for Flow Manufacturing 7.Value Stream 8.Lean Guidelines Equipment & Workstations 9.Synchronous Assist Devices

7 Value Stream Definition Within Manufacturing, the Value Stream is defined as: “The set of all specific actions required to bring a specific product through the physical transformation task proceeding from raw materials to a finished product in the hands of the customer.”

8 Value Stream Objectives 1.Understand the Definition and Purpose of Value Streams. 2.Understand Total Product Cycle Time. 3.Understand how to Analyze a Value Stream.


10 FM-02 Improving Flow Purpose Reduce TP c/t Using Quality Network Leadtime Reduction: Value Added / Non-Value Added Process Flow Chart Lead Time Reduction Graphic Interdependent Element Analysis

11 Lead Time Reduction Graphic Tool ORIGINAL Non-Value Added Value Added Process 2 Process 1 Process 3 Wash Process 4 PLANNED IMPROVEMENTS Non-Value Added Value Added Process 1/2 Process 3/Wash Process 4 POTENTIAL WITH COMBINATION Non-Value Added Value Added Process 1/2/3/Wash/4 Electronic Version Available (Developed by Global Manufacturing Systems Group)

12 Improving Flow - Implementation Map out Process with VA / NVA time. Ask WHY? WHY? WHY? WHY? WHY? Generate Solutions considering all of the interdependent elements. IMPLEMENT Improvements.

13 FM-03 Determine Resources This phase collects the data needed for flow process design and determines the machine and labor resources required to meet customer demand. Purpose

14 FM-03 Determine Resources Engage the team in the data gathering process. Learn the tools of data gathering. Capture work elements as completely as possible. Objectives

15 Takt Time = Scheduled Runtime Total Customer Requirements Scheduled Run Time: Time scheduled to run per day - breaks, lunches, meetings, planned maintenance

16 Process Design for Flow - Strategies Defining Flow Concepts Planned Cycle Time Defining Machine and Manual Operations Defining Material and Information Flow Finalize Layout Formalizing Best Practices

17 u One piece flow is the goal u Buffers only needed where an imbalance between operations exists - use formula u Strategically place buffers u Use standard quantities that fit in the operator envelope Buffer Size Determination

18 Validate Process Design / Finalize Layout Validate and Optimize Process Design Verify machine and operator cycle times are below Planned Cycle time. Perform computer or manual simulation if necessary. Formalize Layout Exact location of equipment to scale. Incorporate material flow. Apply workplace organization. Show any buffers or storage points.

19 Process Design for Flow - Implementation Generate Concepts Determine Planned Cycle Time Define Operations and Draft PFP Chart Map Material and Information Flow Finalize Layout Formalize Best Practices using PFP

20 FM-06 Financial Report Card Plant and Product –End Items / Product Mix –Product Cost Percentages (Mat’l/Labor/Overhead) Inventory –Inv $ by RAW, WIP, FGI Productivity –Uptime / Overtime / Staffing (Salaried & Hourly) Quality –Scrap & Rework Costs / PPM Floor Space Flow Manufacturing –Total Product Cycle Time –Work Content, Non-value Added, Value Added Focused on Identifying Potential Savings

21 Six Sigma / Kaizen / Lean What does it all mean? Essential Tools for Survival Presented by: Thom Marra February, 2004

22 Six Sigma / Kaizen / Lean – Why does any of this matter? The Old Testament Customer Satisfaction Quality (for its own sake) Cost Reduction Market Share Market Research

23 Six Sigma / Kaizen / Lean – Why does any of this matter? The New Testament Customer Loyalty Customer Retention Zero Defections Lifelong Customers

24 Culture - SWOT Strengths (core competencies) Weaknesses Opportunities Threats Different Strokes for different folks

25 People – Power in the People

26 Six Sigma vs. Kaizen

27 Kaizen A problem solving methodology A systems approach 7 QC tools 7 Management tools - Affinity diagram, Tree diagram, Process decision program chart (PDPC), Matrix diagram, Interrelationship digraph (I.D.), Prioritization matrices, Activity network diagram Teams / everyone Kaizen is a process oriented way of thinking. It rewards for improvement in the process & trusts (has faith) the results will follow.

28 Six Sigma Six Sigma means something different to every company: a goal, a philosophy, a tool box, customer focus, a management system 3.4 defects per million opportunities Stresses breakthrough improvement, not incremental improvement Should be part of a larger business system Emphasizes a very structured approach – DMAIC Bottom-line driven

29 History of Six Sigma The statistical tools created < 1980’s Zero defect concepts introduced – Crosby (late 70’s early 80’s) The PC & statistical software – late 80’s Methodology created (MAIC) (Motorola, Allied Signal, GE) – late 80’s early 90’s Today – a metaphor for Business and Process Excellence

30 Six Sigma – Why Do Six Sigma? Money Customer Satisfaction Quality Impact on Employees Growth Competitive Advantage

31 Six Sigma – Why not Six Sigma? The company has a strong, effective performance and process improvement effort in place Current changes are already overwhelming Potential gains aren’t sufficient to finance the investments

32 Six Sigma – What to Solve? Project cost savings Customer satisfaction deliverables Processes Problems Targeted location Design Supplier processes

33 Six Sigma – Roles Executive Champion Process owner Master Black Belt Black Belt Green Belt White Belt

34 Data driven

35 “Statistics is the art and science of discovering what is at first difficult to see and later becomes obvious.” - Author unknown

36 Uncertainty

37 Variability

38 Statistics

39 Six Sigma - DMAIC Define Measure Analyze Improve Control


41 Six Sigma - DFSS DFSS – Design for Six Sigma QFD – Quality Function Deployment Robust Design and Process FMEA – Failure Mode and Effects Analysis Design for X Special design tools

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