DMAIC Improve Phase: Lean Six Sigma

• The presentation covers the Improve Phase of the DMAIC (Define, Measure, Analyze, Improve, Control) model within Lean Six Sigma.
• Amelia Abernathy presents this topic for Green Belt Certification.
• The goal of the Improve phase is to find a solution to the problem the project addresses.
• A structured approach in the Improve phase leads to effective solutions, improving both baseline measures and customer experience.

Key Steps of the Improve Phase

• Develop potential solutions
• Select and prioritize the best solutions
• Develop improvement plans
• Pilot and implement the chosen solution(s)
• Develop and execute a full-scale implementation plan to deploy fixes
• Measure results

Questions Addressed in the Improve Phase

• What are all the possible solutions?
• Which solutions will likely work best?
• When, where, and how should the solutions be implemented?
• How will we measure the success of the Improve phase?
• This phase includes forming solution options, selecting the right tools, using improvement tools, and deploying change.

Lean Flow: Continuous Flow

• Continuous flow is defined as the movement of material from value-added process to value-added process without transport time or storage in buffers.
• Processes are organized so that one person can build the entire product.
• If volume increases, more people can be added to match demand.

Batch-and-Queue vs. Continuous Flow

• Batch-and-Queue Processing involves processing items in batches and moving them between workstations.
• Continuous Flow means processing items one at a time, immediately moving each to the next step. The phrase "make one, move one" is continuous flow.

Basic Rules of Continuous Flow

• Make product FLOW through the process.
• "Make one, move one."
• Don't overproduce; make only what the next process needs.
• Implement flow where possible, and use pull systems where flow is not feasible.
• Pull requires a buffer or inventory.

Push vs. Pull Systems

• Push Systems: Production systems where products are made as fast as possible and sent to the next operation or customer, even if they are not ready or needed.
• Pull Systems: Production systems where products are made only when the next process needs them.
• Push systems focus on production approximation and anticipated use, often leading to large inventories and poor communication.
• Pull systems focus on production precision and actual use, leading to low inventories and better communication.

Pull System Analogy

• A supermarket is a good example of a pull system.
• When a customer buys a can of soup, they remove it from shelf.
• The stock person sees the empty space and replenishes the stock, only adding what the shelf can hold.

Elements of a Pull System

• Supermarkets: Located at the end of the producer's line, contain all varieties of completed parts, and are stocked based on production lot size and withdrawal frequency.
• Parts/Material Staged: Located at the point of use (consumer's line), include all materials to complete products, and are supplied based on usage lot size (pitch) and supply frequency.

Bottlenecks

• Any resource where the capacity limits the overall flow, equal to or less than the demand.
• Bottlenecks will always exist in every process.
• High work-in-process (WIP) can hide bottlenecks.

Important aspects about bottlenecks

• Bottlenecks move.
• A managed buffer can be neccessary before a bottleneck
• One should flex to the bottleneck
• Workers at bottleneck should take breaks, not the bottleneck.
• They reduce the overall process flow and must be managed.

Elements of Pull System: Kanbans

• Kanban is a Japanese term for "signal board."
• Kanban identification signals what, when, where, and how many and gives authorization to start producing, indicates sequence of production, and triggers a signal.

Kanban Signals

• Electronic notifications
• Empty tubs or racks
• Paper "cards"
• Color-coded lights
• Golf balls
• Sound

Types of Kanban

• Production Kanban: Authorizes the production of goods.
• Withdrawal Kanban: Authorizes the movement of goods.
• Kanban Square: A marked area designated to hold items.
• Signal Kanban: A triangular Kanban used to signal production at the previous workstation.
• Material Kanban: Used to order material in advance of a process.
• Supplier Kanban: Rotates between the factory and suppliers.

Rules of Kanban

• Later processes pick up from preceding processes.
• Produce only the amount taken by the later process – in standard pack quantities.
• No production or conveyance without a Kanban.
• Kanban must be attached to actual parts and removed signals from material as soon as the first piece is removed from the container.
• Periodically review the number of Kanbans issued, controlled by production control.

How Many Kanbans?

• The total number of Kanbans must cover the process lead time.
• Formula= (Lead time / TAKT time) / Parts per Kanban + "X" = # of Kanbans needed, where "X" equals the safety factor
• TAKT time is used for theoretical calculation; cycle time can be used for actual calculation.
• The "X" factor is a safety margin or confidence gauge, used to protect against production problems or delays.
• As the process improves, the value of "X" should decrease.

Pitch

• Measured as how many parts per Kanban
• The quantity per Kanban should be the smallest number of parts in a standard container or most convenient material handling quantity.
• A standard egg carton holding 12 eggs could be an example.
• Pitch Time = TAKT Time (or Cycle Time) * (Qty/Kanban)

Kanban Warning

• A Kanban system is just a tool.
• Blaming the Kanban for running out of product is incorrect.
• Limits are set by humans based on calculations.
• If not set properly, make changes and try again
• Review Kanban levels regularly.

Guidelines for Material/Information Flow:

• Produce to demand.
• Develop continuous (single-piece) flow where possible.
• Use supermarkets to control upstream processes where continuous flow is not possible.
• Send customer pulls to only one internal process – the pacesetter.
• Distribute production of products evenly over time at the pacesetter process (level loading).
• Create initial pull by releasing small increments of work at the pacesetter process.
• Develop the ability to make every part every day.

New Focus: Reduce Changeover Time

• Reducing changeover and setup times can increase the setups performed.
• This reduction facilitates lower batch sizes and smaller inventories of raw materials, work-in-process, and finished goods.
• The results include reduced lead times and increased responsiveness to customer demands, addressing the source of variation.

Kanban Pull System: Important Points

• Simply putting in a pull system without attempting to flow or reduced inventory may increase supermarket needs, and raise inventory levels
• Design the future state to allow flow where possible, followed by producing by demand, then implement the pull system
• Need to understand inventory levels, or the pull system will not work

Pull System Benefits

• Acts as a flexible and simple method of controlling and balancing the flow of resources
• Eliminates waste of handling, storage, expediting, obsolescence, repair, rework, and excess inventory
• It is based on controlled lots, low inventory, and management by sight
• A true pull system explicitly limits work-in-process (WIP).
• Has nothing to do with physical pulling or pushing of material or information.

Set Up Reduction, SMED (Single Minute Exchange of Dies)

• The goals are to achieve smaller lots, reduce lead times, and minimize costly excess inventory.
• The presentation introduces Single Minute Exchange of Dies (SMED) and Total Productive Maintenance (TPM).
• The idea is to reduce setup time to the lowest amount possible.
• With SMED, changeovers can be converted from internal to external, streamlining the process

Making Changeover Improvements

• Changing over production machinery occurs frequently on lines in order to manufacture different products
• An actual changeover must take place while a machine is down
• Changeovers must be conducted fast
• Changeover Time: The time between the last good part from one run until the first good part from the next run

Minimizing Machine Downtime

• Key to a quick changeover is to minimize the time a machine must be down.
• A good first step is to create a video of the existing process, providing an accurate look
• Separate tasks that can be done while the machine is running (external changeover) from the work to do while the machine is down (internal changeover).

The Need for Changeover Reduction

• There is a cost associated with changeovers
• The "sweet spot" is when inventory and changeover costs are equal

Long Changeover Times

• Long changeover times expose long lead times in inventory, and are seen as a problem
• Decreasing changeover times reduces the need for inventory, increases production and enables a faster response to customer needs
• Three common types of Non-Value added activities include set up, replacement, and adjustment

Set Up Reduction

• Set Up activities include: Searching for, finding, lining up and transporting tools, other fasteners, checking technical drawings or specifications and making personal notes on gauge values
• To eliminate - everything required should be organized and in place, follow a checklist and ensure standardized work
• Add extra unnecessary time to the process

Steps for Reducing Set Up Time

• Distinguish between internal and external elements.
• Analyze what is being done in the setup process.
• Shift internal elements to external elements.
• Streamline internal elements.
• Streamline external elements.
• Decide which ideas to test and implement.
• Prepare for the next setup using new ideas.
• Record actions completed and the new standard.

Benefits of Quick Changeover Times

• Enhanced continuous improvement
• Less chance for error
• Reduced material waste
• Scheduling flexibility
• Smaller runs
• Reduced lead times
• Competitive advantage
• Less floor space
• Reduced inventory costs

Documentation

• Documentation of every step helps to note improvement ideas during the changeover analysis

TPM (Total Productive Maintenance)

• Total Productive Maintenance (TPM) is a series of methods to keep equipment running, creating equipment knowledgeable people, safe equipment, plus flourish of enthusiasm and creativity
• Maximize equipment productivity and capacity as measured by Overall Equipment Effectiveness (OEE)
• It involves identifying potential problems, critical equipment, and proactive measures.
• Alternative ways can be considered.

Total Productive Maintenance (TPM) aspects

• Autonomous maintenance
• Focused improvement
• Planned maintenance
• Quality maintenance
• Early equipment management
• Training and education
• Safety, health and environment
• TPM in administration

Key TPM Measures:

• Availability = (Loading time – down time) / loading time
  • A measure of ‘uptime’
• Performance Efficiency = (net operating time – loss time) / net operating time
  • A measure of “running efficiency"
• Overall Equipment Effectiveness (OEE) = (availability x performance efficiency x quality rate)
  • A measure of overall equipment efficiency

Key Strategies of TPM Deployment:

• Focused improvement (Kaizen) to make equipment more efficient
• Autonomous maintenance (operator) activities
• Planned maintenance for the maintenance department
• Technical training in equipment maintenance and operation
• An early equipment management program
• Quality maintenance activities
• system for increasing the efficiency of administration and support function (office TPM)
• A system for management of safety and environmental issues

The 5S Method: Foundation of Productivity

• 5S aims to make work doable and sustainable by providing a neat, well-organized and successful workplace
• Can see problems and adding effort
• Not a housekeeping program

5S Activities

• Sort (Seiri): Remove unnecessary items.
• Set in Order (Seiton): Arrange tools and materials for quick access.
• Shine (Seiso): Tools in clean condition
• Standardize (Seiketsu): Document best practices
• Sustain (Shitsuke): Ongoing commitment to regular improvement

5S Benefits

• Increased workplace safety

• Makes process wastes and abnormalities visible

• Improves workplace readiness

• Creates pleasant and safer enviroment

• Streamlines work

• Boosts morale and quality

• Saves space

• Integrates with other workplace efficiency programs and has high impact to implement

Error Proofing

• Seeks to reduce defects (errors) - Uses data to stratify and localize errors
• It seeks to reduce waste or the rework
• Uses a process perspective to make improvements
• Appples LSS Tools, Brainstorming, Analysis etc

Truths about Errors

• Everyone makes errors
• The most common reactions to errors are “STP”–Standard changes, Traning the offenders, Punish the repeat offenders
• Error rates remain high
• Error proofing and innovation are key factors in reducing errors

Mistake Proofing

• Poka-yoke, Mistake proofing, Fool-proofization, Murphyizing
• Key to the shift in focus from the individuals to the operators
• Machines can't make errors, caused by human or process errors
• Error proofing is the improvement of work operations, machines and methods, reducing human error
• Prevents occuring of errors from happening and minimizies it after it happens
• High focus on a good detection system

Jidoka

• Jidoka has been identified by Toyota as "automation with a human mind" and implies intelligent workers and machines identifying errors and taking quick action

Poka-yoke

• Poka-yoke also means mistake proofing, and works to reduce physical or mental load of an user, and elimintates errors
• Tries to eliminate that an error can occur

Most Common errors

• Missing Process step
• Not Meeting Standards
• Misplaced work pieces
• Missing Parts
• Wrong Part Processed
• Fauly Mahcine
• Adjustment Error
• Equipment Setup

Poka Yoke Example

• Metal Decectors, Proximity Swicthes, USB Port, Scales Withe limit control, User Name/Passwords

Principles Of Error Proofing

• Elmination, Prevention, Replacement, Facilitation, Detection, Mitigation

Elmination

• Removes Risks, and tasks associated to the process

Replacement

• Use Automations and tools to help the user

Facilitation

• Enable the user to be successful, make it easy

Detection

• Record the steps taken, with a process alarm that an defect accoured

Mitigation -

• Reduntant /Safe Guards and methods to proted against losses

Forming Solution Options

• Several solutions and oppertunitis needs to be developed, use a strucutred method to use the best solution
• Re-evaluate the project team as well
• Involvement matrix also helps to think about who, and levels of involvement

The 4 ways to evaluate the Potential Solution

• Do paper and analysis / options
• Model of Pilot test solution
• Trial implementaitons
• Check Against Common Sense

Generation A Solution process requirements

• Root cause extent - and the cost • The criteria • Potential Problems and preventions • Extent and Remedy effects

Generating Solution Ideas Methods to help

• Review What is known
• Brainstorm - Get rid of esxcuses
• Short / Long Term Involvment

Multivoting excell

• Multivoting Criteria, Voters and weight distribution and sum it all

Imrpovement Plan

• Plan basic overview with descirpton and action steps

What are the ways to help select and use right tools

Six sigma, Route analysis, kaizen, PDCA cYCLE

DMAIC Tool Box and the importance

Common cause - vs speical cause

• Time managemnt - Strategic vs tacticcal

Tools Summaried

• variation - to help breath
• what is impotant for good solutions Lean vs Six Sigma

Steps to improve

• six sigma
• direct action
• pulls
• visual management
• standar work

Improvement - Tool Do's

• Action and questions
• Show Interset
• challenge others - do it
• solve obvious stuff

Visual Management for Aids

• Characteristics and aids helps see work flow and standards
• self imporovement and explanantory

Outward and signals

• what the process needs

What needs to be displaued

• Graphs and Charts

• Update Data - so people know

• Affecting dection making

• Proper Planning

• Clear agenda

• Small number

• proper decisions with documentaiton and follow ups

Mettings and tiger teams

Meetings - DMAIC / build team Tiger teams - Short term

IPT

• tactival /immediate fix team or startigic on

Memeber /Planning

• who desnt need to here, identity led
• how do you do it.

KaiZen /Rapid Inprovement

• Focus =Remove Waste
• Involve All, Report