DM202 Sem2 Wk8 Using Lean.pptx

Sign-in Student password: wigeay Manufacturing Management DM202 Semester 2 ‘Using Lean & Six Sigma’ Colin Andrews: [email protected] Agenda  Identify Customer Value  Remove Waste  Establish Flow 7 Wastes  Establish Pull KANBAN  Seek Perfection Continuous Improvement ...

Sign-in Student password: wigeay Manufacturing Management DM202 Semester 2 ‘Using Lean & Six Sigma’ Colin Andrews: [email protected] Agenda  Identify Customer Value  Remove Waste  Establish Flow 7 Wastes  Establish Pull KANBAN  Seek Perfection Continuous Improvement 7 Wastes 7 Wastes  People have to ‘Learn’ to see ‘Waste’  Waste in custom & practice  Waste in well meaning activity  Waste in ‘making it easier’ (for ourselves)  Waste is not (just); Broken parts; Off cut material etc  Waste is ‘non-value add’ in the eyes of the customer 7 Wastes TIM WOOD(s)  Transport  Inventory  Motion  Waiting  Over Processing  Over Production  Defects  (Skills) Transportation & Motion • The unnecessary movement of individuals (M), materials(T) or information (T). • Refers to the extra steps often required due to inefficient processes and layout (e.g. having to walk back and forth collecting documents). • It adds time to the process without increasing value. • Transport & motion can damage your inventory. • Customer could be affected by transport and motion. © University of Strathclyde 2020 Inventory (excess or incorrect) • Available stock that is not required. • Being out-of-stock and unable to do exactly what was required. • Often requires additional storage facilities and transportation activities. • High potential for stock to be damaged in the process. • When there is too much WIP work can spend more than 90% of its time waiting… © University of Strathclyde 2020 Waiting (internal & external delays) • Waiting is the opposite of flow. • ‘Waiting’ waste is often hidden – no one wants to be seen standing waiting at work. • It also affects customers! (waiting for service, e.g. in queues or for a response, e.g. delivery not arriving as promised) • The customer’s time may seem free to the provider, but when the customer takes his/her custom somewhere else…. © University of Strathclyde 2020 Over processing • Refers to additional unwanted activities such as rework, reprocessing, repeated handling and storage. • When you find yourself ‘checking again – just in case’ • It is more efficient to complete a process correctly & completely first time rather than repeat the process to correct errors. Over production • A process continues when its output is not required e.g. waiting for next job • Causes excess inventory • Typically the worst type of waste because it can hide other wastes, e.g. waiting time is often hidden by overproduction. Errors in the system transaction (defect) • Products or services that do not meet the users implicit needs (specification) or expectations • Results in user dissatisfaction • Incurs hidden costs. (Reworking, corrections, returns, liability claims, etc.) © University of Strathclyde 2020 Unclear communication (defect) • Could lead to errors in service provision and customer dissatisfaction • Creates other wastes: – Time wasted seeking clarification e.g. over product or service use – Wasting time finding a location Lost opportunity to retain or win customers (defect) • Failure to establish rapport. • Ignoring customers, unfriendliness, and rudeness. • Moment of truth for the business… © University of Strathclyde 2020 The 8th waste… skills • Underutilised skill-set in workforce • Limited authority and responsibility • Person put on a wrong job • Lack of motivation, rewards and recognition © University of Strathclyde 2020 How to spot Waste?  Go to the ‘Gemba’ (Japanese for workplace)  Walk an area and note what you see against the 7 wastes How to spot Waste?  Design it out  Look at the steps in Value Stream Map to identify wasteful steps and to identify steps with waste in them Example  Blackpoint: https://youtu.be/r4Hz5d8YvMk KANBAN Make it Flow & Establish ‘Pull’  Make it flow  Perfection  EBQ  is ‘one piece flow’ / ‘efficient’ operations limit this Establish ‘Pull’  Perfection is ‘make one when the customer buys one’  Most operations are ‘distant’ from the customer (physically, but also informationally)  KANBAN Technique addresses both ... KANBAN Traditional process …  w Ra .l at M Oper A es l Sa Production Plan WIP Oper B WIP Oper C WIP Oper D  How much WIP? (see also ‘length of string’)  How long a leadtime? (unpredictable)  What happens when Oper C breaks? (who notices?) Stock KANBAN  KANBAN process … w Ra .l at M es l Sa Oper A  Oper B Oper C Oper D Stock Rules: Only produce to fill an empty ‘KANBAN’ Stop if the KANBAN is full KANBAN KANBAN  KANBAN process … w Ra .l at M es l Sa Oper A Oper B Oper C Oper D  How much WIP? Fixed by KANBAN sizes  How long a leadtime? Fixed by operation time & WIP  What happens when Oper C breaks? Everyone notices  Produce to customer demand (pull) Stock KANBAN – Not just for manufacturing Team KANBAN used in Agile development: - Goal is to stop too many tasks being live at once - You can use this yourself (e.g. Trello) KANBAN Example Continuous Improvement Continuous Improvement  SPC  Error Proofing  Systematic Process - DMAIC  Visual Workplace  5S  Team Briefing / Team Boards Introduction to Statistical Process Control (SPC) • Statistical Process Control - SPC is a methodology based on statistical thinking, which uses the basic graphical and statistical tools to analyse, control and reduce variability within a process • SPC is equally applicable to non-manufacturing and manufacturing processes or any other socio, bio-, economical system “Statistical thinking will one day be as necessary for efficient citizenship as the ability to read and write.” H. G. Wells © University of Strathclyde 2019 Statistical Process Control Approach INPUTS PROCESS SPC Process Stability © University of Strathclyde 2019 GOOD Process Capability What is in the name? • Statistical • Collecting data • Forming patterns • Predicting future performance SPC is about achieving quality through the control of processes, i.e. during production, rather than • Process • relying on inspection after items 6Ms (Materials, Methods, Manpower, Machines, Measures, environMent) • Control • Comparison with target • Eliminating any special causes • Adjusting (only if necessary) © University of Strathclyde 2019 have been made Probability Function & Run Chart Take a Normal Distribution curve and turn it 90◦ left Inflection Point s Normal Distribution Curve -3s -2s -1s 0 +1s 68.27% 95.45% 99.73% © University of Strathclyde 2019 +2s +3s Run Charts • plot of data over time • used to record and display trends over time T im e (m in s ) . • detects meaningful changes in a process 350 300 250 200 150 100 50 0 1 2 3 4 5 6 7 8 9 10 Chronological Order © University of Strathclyde 2019 11 12 13 14 15 3 99.7% 68 % 95% 1 4 TIME 2 Zone Zone Zone A B C -3s +3s -2s -1s 0 +1s +2s Probability, Histogram & Run Chart 5 Special Cause WHY? What are the probabilities of measurements 1, 2, 3, 4, and 5? © University of Strathclyde 2019 Process Control & Process Capability Process Capability is not the same as Process Control © University of Strathclyde 2019 Process Control vs. Process Capability Is this process LSL USL - in control? - capable? Items Out of Specification Items Out of Specification Process Stable Over Time © University of Strathclyde 2019 Process Control vs. Process Capability Is this process LSL Initial Distribution USL - in control? - capable? Change in Setting Over Time Change in Shape Over Time © University of Strathclyde 2019 Process Control vs. Process Capability Is this process LSL Change in Shape Over Time Initial Distribution USL - in control? - capable? Change in Setting Over Time Items Out of Specification Items Out of Specification © University of Strathclyde 2019 Process Control vs. Process Capability LSL USL Is this process - in control? All Items Within Specification – Goal is for Every Item to Be On Target - capable? © University of Strathclyde 2019 Control Charts Overview • Control Charts indicate when a process is “out of control” or exhibiting Special Cause variation. • Control Charts allow workers and supervision to maintain improved process performance from LSS projects. • SPC Charts incorporate upper and lower Control Limits (NOT the same as specification limits) • Control Charts can be applied with all processes. • Caution must be taken with use of SPC for Non-normal processes. • Control Limits describe the process variability © University of Strathclyde 2019 Trends for Out of Control Processes UCL UCL A B X B C C X C C B B A LCL One or more points outside the control limits LCL UCL UCL A A 7 cons. points are on one side of centerline B X A A B C X C B C C B A LCL 7 consecutive increasing or decreasing intervals A LCL 2 out of 3 cons. pts are in same Z-A or beyond © University of Strathclyde 2019 Trends for Out of Control Processes UCL UCL A B X A B C X C B C C B A LCL 4 out of 5 cons. pts are in same Z-B or beyond UCL LCL A 14 cons. pts in either Zone C A B C X C B LCL A 14 cons. pts that alternate up and down © University of Strathclyde 2019 Why SPC • SPC allows us to make decisions based on an understanding of the real levels of variation in the process • It allows us to recognise when our processes are out of control • It lets us separate the capability of the process to meet customers requirement from the control of the process SPC is a key element in the continuous improvement process © University of Strathclyde 2019 Poka Yoke • • • • Error proofing No errors forward Simplify Human proofing • … every time you make the same error twice, you need Poka Yoke When you take a sample – you take a risk! © University of Strathclyde 2019 Errors are bound to happen? © University of Strathclyde 2019 How Can We Improve on Quality? • Carry out more inspection and testing? No, inspection by itself this is not the answer. • Rather, we need to think Lean! If the defect is prevented from occurring, it is no longer a problem! • Use Poka-Yoke (mistake-proofing) technique to prevent abnormalities becoming defects. © University of Strathclyde 2019 © University of Strathclyde 2019 Example 1 – Before Improvement  Spigots are welded to a disc by an automatic welding machine.  From automatic welding machine Sometimes the welding machine fails to weld the spigot.  The disc is carried to the next process as a defect. © University of Strathclyde 2019 Example 1 – After Improvement © University of Strathclyde 2019 Example 2 – Before Improvement • Often, parts entered the process upsidedown. • Sometimes, the Operator did not notice and problems would occur. © University of Strathclyde 2019 Example 2 – After Improvement • A dump slot was added to the delivery chute that causes upside-down items to fall off but allows correctly oriented items to pass. © University of Strathclyde 2019 Other examples … Systematic problem solving Traditional vs Six Sigma approach to Continuous Improvement PRACTICAL PRACTICAL PROBLEM PROBLEM SIX SIGMA APPROACH TRADITIONAL APPROACH STATISTICAL STATISTICAL PROBLEM PROBLEM STATISTICAL STATISTICAL SOLUTION SOLUTION PRACTICAL PRACTICAL SOLUTION SOLUTION SYSTEMATIC PROCESS WHICH FOCUSES ON STATISTICALLY SIGNIFICANT ROOT CAUSES & SOLUTIONS Systematic Process for Improvement  Define  Measure  Analyse  Improve  Control Define Overview • Customer, their Critical to Quality (CTQ) issues, and the Core Business Process(es) involved 1. Customer requirements for products and services, and their expectations. 2. Specify the process to be improved. 3. Establish Project boundaries. 4. Map the process flow. Define phase of Six Sigma requires us to spend enough time to gather sufficient information about the problem © University of Strathclyde 2019 Key questions… • Why this project - Customer, Business, Stakeholders, etc. • What the project will involve - scope, timing, targets, financials, etc. • Who will be involved - team membership • How the project will run - expectations, communication, etc. • When - plan the opportunity to minimise disruption © University of Strathclyde 2019 Measure Overview • Measure the performance of the core business processes involved: 1. Determine which data to capture. 2. Develop a data collection plan for the process & collect data. 3. Establish baseline performance. 4. Compare to customer results to determine the shortfall. Measurement is Key to Process Improvement “If we cannot express what we know in numbers, we don’t know much about it. If we don’t know much about it, we cannot control it. If we cannot control it, we are at the mercy of chance.” Mikel J Harry In God we trust…the rest have to bring data! Hastie et al The Elements of Statistical Learning © University of Strathclyde 2019 Analyse Overview • The Analyse phase focuses on identifying the root causes of the problem you are tackling. • This stage usually involves identification of ‘non-value add’ and other waste; process bottlenecks and constraints; incapable processes; other sysatematic errors • The objective is to use data to validate and confirm the root cause(s). © University of Strathclyde 2019 Analyse • Tools for analysis can be highly complex or very simple e.g.  Proces capability charts  5 Why’s  Pareto Analysis (80/20 rule)  Fishbone diagrams • At the core is using the data to get to the root cause © University of Strathclyde 2019 Improve Overview • This stage involves generating and testing potential solutions. • It is likely that creative thinking will be required during the idea generation process. • Ideas should be prioritised for selection. • A pilot programme would be recommended as this will enable the team to refine the solution and finalise the implementation plan. © University of Strathclyde 2019 Control Overview • The main aim of the Control phase is to ensure that the process improvements stick • So we want to make sure that everyone performs the process using methods which proven (using data) give the desired results • In order for this to happen, we need to ensure that the “new” process becomes the “standard” process Should also look for opportunities to implement similar improvements in other similar processes © University of Strathclyde 2019 Control – Implement & Standardise • If we’ve done the right problem solving process, implementation ‘should’ be easy … – Stakeholders are involved – The need is agreed – Scope and impact are understood – Improvements are proven / tested – … ‘Just do it’ – … and sustain the improvement © University of Strathclyde 2019 A3 reporting • Used to document CI projects using a story board approach. • Objective is to simplify project reporting as key project information is condensed to a single page. • Strong visual content, i.e. uses graphs, charts and bullet points. • "A3" refers to the metric paper size that the report is produced on (11 x 17 inches). © University of Strathclyde 2019 A3 content • Background - Brief description of the problem, highlighting the importance to the organisation. • Current Situation - Visual depictions of the problem under consideration. • Analysis - The analysis performed to determine root cause(s). • Goal - What the situation would need to be so that the problem did not occur. • Recommendations - The solution that will be (or has been) implemented. • Implementation Plan - Tasks, start dates, duration, responsibilities • Follow Up - Post-implementation tasks to ensure solution benefits are maintained. • Results Report / Lessons learned © University of Strathclyde 2019 A3 reports example © University of Strathclyde 2019 Systematic Process for Improvement Alternative processes include:  Ford => Global 8D  Deming => PDCA  Vanguard => Check – Plan - Do Visual management 5S Purpose and Objective Purpose of 5S – To support delivery – objectives: – Safe working environment – Consistent supply of quality product and service – On-time delivery – Maintain / drive operating costs reduction Objectives: • To create and maintain safe and clean working environment where people enjoy working – To have everything in its place, so people can do their job in safest and most effective and efficient way • To support smooth flow of materials and information – To support continuous improvement © University of Strathclyde 2019 5S Purpose and Objectives • Purpose of 5S is to support delivery of an organisation objectives: – Safe working environment, – Consistent and on-time delivery of quality products and services – Maintain / drive operating costs reduction • Objectives – To create and maintain a safe, clean and productive working environment – To support smooth flow of materials and information – To support continuous improvement, allows us to quickly spot concerns © University of Strathclyde 2019 Why 5S • Good Housekeeping goes beyond the impression many people have with Housekeeping. • Housekeeping supports Continuous Improvement by bringing discipline into the process. Also applies to paperless offices © University of Strathclyde 2019 What are the 5S’s Seiri - Sort (Clear Out) Seiton - Set in Order (Configure) Set the standard Seiso - Shine (Clean & Check) Seiketsu - Standardise (Conformity) Shitsuke - Sustain (Custom & Practice) © University of Strathclyde 2019 Maintain the standard Sort - Set in order - Shine - Standardise - Sustain • Examine your work area • Decide what is needed • Question everything - “Is this truly necessary”? • Remove unnecessary items, e.g., – rubbish, old equipment, unnecessary documents, redundant and excess stocks, old tools, signs, notices, procedures and waste • Develop & follow ‘Use / Dispose of’ procedure when carrying out 1S If in doubt, chuck it out! ‘chuck it out’ = Red Tag Area TAKE CARE OF OUR ENVIRONMENT!!! © University of Strathclyde 2019 Sort - Set in order - Shine - Standardise - Sustain • After Clear Out we are left with SPACE. • We should not waste it! • Setting in order the works area correctly provides more space for additional use. How? • By Identifying, Arranging, Organising, your work place… • Close at hand, in the exact position we need it • Just enough of each item we need • Design easily identifiable walk patterns, Balance Work & Layout © University of Strathclyde 2019 Sort - Set in order - Shine - Standardise - Sustain • After Clear Out we are left with SPACE. • We should not waste it! • Setting in order the works area correctly provides more space for additional use. A place for everything, and everything in its place © University of Strathclyde 2019 Sort - Set in order - Shine - Standardise - Sustain To find out the condition of your equipment and work area • When cleaning down, use your senses. • Look for things going wrong - Clean down allows for inspection! • Feel for Burrs and looseness, look for missing screws, loose slides, dust & residue - They are clues to finding the problems before they stop the process! • … and when you find them REPORT THEM OR FIX THEM! • Clean down is a link to Total Productive Maintenance and is one of the most useful daily activities if we do it with care. • Clean down is also a time when we ask… why, why, why, why, why? , e.g. why is there swarf in this part of the machine again? © University of Strathclyde 2019 Sort - Set in order - Shine - Standardise - Sustain • Establish responsibilities. • Make it easy to maintain – Each person in the workplace should – Clean up in a standard way – Create a routine for daily, weekly & have a separate procedure to carry out in order that the whole environment is monthly clean ups • Make it easy to spot what is wrong. – Use visual standards, e.g. maintained. – Supervision should know the standards and challenge slippage instantly Checklists, pictures, diagrams – Have regular 5S audits © University of Strathclyde 2019 Sort - Set in order - Shine - Standardise - Sustain • Everyone to understand & follow the rules, tasks part of the daily routine How? • Spread the know how • Lead by example • Involve everyone • Management support and encouragement © University of Strathclyde 2019 5S – visually 2. SET IN ORDER 1. SORT CLASSIFY used daily used weekly infrequently never Red Tag Use or Dispose of PLACE FOR EVERYTHING related to frequency shadow boards when not there,… a problem indicated NO PERSONAL TOOLBOXES Physical sweeping, on-going 5 min routine, end of shift EVERYTHING IN ITS PLACE Visual sweeping, always aware Establish the standards and formalise them Make all standards visual if possible Cleaning is checking CREATE & MAINTAIN PRODUCTIVE WORKPLACE Audits Continue to improve Visual management 4. STANDARDISE 3. SHINE © University of Strathclyde 2019 5. SUSTAIN Team Briefing & Team Boards  The goal is to have everyone involved in improvement  ‘Learning to see’ is a start  Acknowledging this aren’t (yet) perfect is a step  Getting together everyday is important …  … not spending hours is also important  Goal is <10 minutes for each team Team Briefing & Team Boards  Based on UoS led research project on sustained competitive advantage for manufacturing SME’s – futureSME  Key elements of team information are:  Business  Project  Team work: Mix of longer term improvement projects & strategic work Planning: ‘Focus for Today’  Business  as Usual: Meaningful metrics for the team communications Make it visual Team Briefing & Team Boards  Rules of thumb:  No more than 5 +/- 2 metrics  Team metrics should be mostly ‘leading’ not lagging  Lots of ‘open’ projects is bad (it is like WIP)  Test of visual;  5 metre view (across room) – can I tell if there are problems?  1 metre view (arms length) – can I tell what the problems are with?  Finger tip view – can I understand what is happening  If it stays the same week after week it’s the wrong board Team Board – 1 Meter View W o r k in g To g et her t o meet o ur gr ea t er P ur po s e Businessasusual Projects Kaizen - A3 StrategicActions Właś ciciel U. Przyleska Title: Improving the flow of products in the assembly department Date: 20.08.2010 BA CKGROUND INFORM ATION C OU NTER M EASURES Magazyn wysyłek nie jest w stanie wysłać wszystkic h zamówień do klientów, co powoduje opóźnienia w dostawie produktów. Magazynierzy musz ą cyklic znie przenieść towar z miejsca odkładcz ego na miejsce zbiórki. Liczbablędóww wysyłkach Schedule Adherence Orders in / out Overtime Process CpK 6 5 4 3 2 1 0 Udział %opóźnionychwysyłek 0,06 0,05 0,04 0,03 0,02 0,01 0 Increas ing the risk of late shipment A CTION PLAN 1. Stałe przypisanie miejsc zbiórek na początku regałów dla materiałów często rotując yc h. GOA LS 2. Zmiana klasy miejsca ( wymiary regałów) i prz yporządkowań miejs c zbiórki. Shortening the the total lead time to 15 days (end of the project: April 2011) ANALISIS 3. Wprowadzenie układu pracy 3 na 3 (3 osoby zbierające i 3 osoby pakujące). 4. Uruchomienie dodatkowego komputera 5. Zaplanowanie i wyznaczenie pól odkładc zyc h na palety do wysyłki. 6. Wprowadzenie 5S na s tanowiskach. Zadanie 1. Stał e prz ypis anie m iejsc zbiórek na pocz ątku regał ów dla m ateriał ów cz ęs to rotujących. 2. Zm iana klasy m iejsca (w ymiaryr egał ów ) i prz yporz ądkow ań mi ejs c z biórki. 3. Wprow adz eni e ukł adu pracy 3 na 3 (3 os oby z bieraj ą ce i 3 os oby pakujące). 4. Uruchomieni edodatkowego kom putera 5. Zaplanow anie i w yz nacz enie pól odkładcz ych na pal ety do w ysyłki. 6. Wprow adz eni e 5S na stanow i s kach. Kto Sierpień Wrzes ieńPaźdz ier. Listopad Grudzień Status Ula Ula Ula P iotr IT Ula Patryk/A ndr zej M ONITORING Liczbablędówwwysyłkach 6 4 2 0 S T1Process Map I P O C Map to KPIs Title: Improving the flow of products in the assembly department Właśc iciel Date: B ACKGR OU ND IN FORM A TION COUN TER M EASURES 12 % 10 % 8% 6% 4% 2% 0% U. Przyleska 20.08.2010 Magazyn wysyłek nie jes t w s tanie wysłać wszystkich zamówień do klientów, co powoduje opóźnienia w dostawie produktów. Magazynierzy muszą cyklicz nie przenieść towar z miejsca odkładcz ego na miejs ce zbiórki. Liczbablędówwwysyłkach 6 5 4 3 2 1 0 U dział %opóźnionychwysyłek 0,06 0,05 0,04 0,03 0,02 0,01 0 Increasing the risk of late shipment AC TION PL AN Lost Time G OAL S Shortening the the total lead time to 15 days (end of the project: April 2011) A N ALISIS 1. S tałe prz ypisanie miejsc zbiórek na początku regałów dla materiałów c zęsto rotującyc h. 2. Zmiana klasy miejsca (wymiary regałów) i przyporządkowań miejsc zbiórki. 3. Wprowadzenie układu pracy 3 na 3 (3 osoby zbierające i 3 osoby pakujące). 4. Uruc homienie dodatkowego komputera 5. Zaplanowanie i wyznaczenie pól odkładcz ych na palety do wysyłki. 6. Wprowadzenie 5S na stanowiskach. Zadanie 1. S tałe prz ypi s anie m iejsc zbiórek na pocz ątku regałów dla m ateriał ów rotuj ących. cz ęs to 2. Z m iana klas y miejsca (w ymiary regałów ) i przyporz ądkowań m iejs c z biórki. 3. Wprow adz enie układu pracy 3 na 3 (3 osoby z bieraj ące i 3 os oby pakujące). 4. U rucho m ienie dodatkowego komputera 5. Z aplanow anie i wyz naczenie pól odkładczych na palety do wys yłki . 6. Wprow adz enie 5S nas tanowis kach. Kto Sierpień Wrzesień Paźdz ier. Lis topad Grudzień Status Ula Ula Ula P iotr IT Ula Patryk/ Andrz ej M ON ITORING 6 4 2 0 Planning Production Schedule Who'sout Team Member Amy Bert Chuck Debbie Elaine Freddy Expidite Report Out Days M T W T F Week 2 3 4 To Do Doing Done Hot thismonth 1 New issue of Q.M. 2 Awarded ISO14001 3 4 5 6 Liczbablęd ów wwysyłkach 12% 10% 8% 6% 4% 2% 0% Confirm Read A B C D E F NewsFORthe top 1 We're struggling with the new p/work 2 3 4 5 6 Communication Paper Copies CelebratingSuccess Chuck's passed his exam