Test Content Part 3.pptx

Worker Cycle Time The total time required for a worker to complete one cycle of operations. 1 Operator Cycle Time Seconds 50 40 TAKT Time 30 20 10 0 Op #1 Op #2 Op #3 Op #4 Op #5 Total 2 Standard Operations The objective of Standard Operations is to provide balanced production among a...

Worker Cycle Time The total time required for a worker to complete one cycle of operations. 1 Operator Cycle Time Seconds 50 40 TAKT Time 30 20 10 0 Op #1 Op #2 Op #3 Op #4 Op #5 Total 2 Standard Operations The objective of Standard Operations is to provide balanced production among all processes with minimum labor and WIP inventories through the best combination of people and machines. 3 Elements of Standard Operations     TAKT Time Work Sequence Standard WIP Worker Cycle Time 4 TAKT Time TAKT Time = Total Daily Operating Time Total Daily Requirement 60 sec x 60 min x 7.5 hrs x 2 shifts TAKT Time = 3,000 pieces TAKT Time = 54,000 sec. 3,000 = 18 sec TAKT Time is the rate at which the customer buys the product, one part every 18 seconds. 5 Elements of Work Sequence Sequence of activities that each worker performs to complete ONE cycle  Does not necessarily represent part routing  Requires multi-skilled workers  Includes quality activities as well as production activities (The inspection function is integrated into the value-adding work.) 6 Separation of Worker & Work Station One Worker/One Work Station One Worker/Several Work Stations 7 Overall Equipment Effectiveness (OEE or TRS) • OEE / TRS measures three main equipment production process components: o Availability of equipment: • Breakdown loss • Setup and adjustment loss o Performance efficiency: • Minor stoppage loss • Idling loss • Reduced speed loss o Rate of quality products: • Quality defect and rework loss 8 Calculating Availability Availability = Actual operating time Planned operating time 100  Planned operating time: – The daily or monthly time available for operation minus all forms of scheduled stops (e.g., breaks in the production schedule, lunch, rest breaks, stoppage for routine maintenance, team meetings, training, etc.)  Downtime: – The total time taken for unscheduled stoppages (e.g., breakdowns, retooling, changeover, adjustments, changes, etc.)  Actual operating time: – The amount of time the machine is not idle – Equals: Planned operating time – Downtime 9 Calculating Performance Efficiency Actual amount processed 100 Performance efficiency = Ideal amount processed • Ideal amount processed: o The ideal amount that can be processed per time unit (minute, hour, etc.) as determined by equipment design specifications o Times the operating time (in minutes, hours, etc.) • Processed amount: o The actual amount processed 10 Calculating Rate of Quality Products Rate of quality products = (Actual amount processed – Amount defective) 100 Actual amount processed • Amount processed: o The total amount of product, good or bad, produced in a given amount of time • Amount defective: o The total processed amount that contains defects • Notice that this is the first-time yield for that equipment 11 OEE / TRS : Establishing the Baseline OEE = Availability Performance efficiency Rate of quality products 12 Why Do We Need to Measure TRS? • • • • • • • Calculates actual effectiveness of equipment Accounts for loss factors Provides data for improvement Makes work easier Helps to understand actual plant capacity Helps to develop accurate capacity plans Helps to attain a world-class benchmark and beyond 13 Calculating OEE / TRS 1. Enter data as required 1a. Use the calculator to convert to minutes or units/min 2. Spreadsheet returns 1. Percentage availability 2. Performance efficiency 3. Rate of quality products 4. OEE 14 Exercise: Calculating OEE / TRS Objective: Practice calculating overall equipment effectiveness Instructions: o o Work in pairs or trios Using the data provided below, calculate the OEE Time: 10 minutes 15 Standard WIP Minimum number of on-hand parts for a worker to complete one work cycle  May be determined by standard quantities if one-piece flow does not exist 16 Project Charter 17 Project Charter • Each Lean Six Sigma Project must have a Project Charter • Initially developed during the Define phase • Updated during each phase • Utilized during each project phase review 18 Project Charter V... (Version Nb) dated ../../.. (date) : Project name Team (Team name) Trigger (Context : Problem / Opportunity) Constraints / Risks & Guide lines Stakeholders  Sponsor :  Central team : xxx (Team Manager) xxx (Expert) xxx, xxx, xxx.  Other participants : xxx ... Stakes & Expected impacts ... Activities perimeter & Coordination needs  MW Garant : xxx  MW Garant : xxx ... Objectives & KPI ... Deliverables (CCVx) Key steps Key dates ... ... Description Start. Date CCV0 Stage ... : ...... End. Date Kick Off CCVx Stage... Stage... Stage ... : ...... Stage Stage...... Stage ... : ...... Stage Stage...... Commitments (Signatures) Sponsor : Central team : Auteur: A. LEVECQUE Valideur: F. SOULIGNAC Confidentialité: D3 Conservation: WA+3 Date d’édition: OCTOBRE 2018 Référence: 060_TEP_MW 19 Deciding the What and Why o What is the purpose of your project? o How does your purpose relate to customer needs? - What do you need to know about the needs of the customers you’ve identified to make sure your project purpose is on track? 20 Revisiting Your Charter o Now that you know about the SIPOC aspects of your project, take a few minutes to review the work you did on your charter. Make any modifications you think appropriate. • Are the boundaries of your process better defined? • Do you know which steps in the process have the lowest yield? • Are your customers clearly identified, and are there any potential “new” customers where improvements will generate a higher business impact? 21 Definition CTQ Critical To Quality A CTQ is a Characteristic of a Product Or Service Which Fulfills a Critical Customer Requirement Or A Customer Process Requirement It should be a measureable number. 22 Translating VOC into CTQs VOC CTQ Tree CTQ CTQ CTQ I want need CTQ CTQ CTQ CTQ CTQ 23 Examples of CTQ’s • On time delivery • No defects • Safe workplace • Safe product • Ship complete orders • Clean hotel room • On time payments • Safe highways • Part within tolerance • Use of proper forms • Durable packaging • Accurate billing • Friendly service • Overnight delivery 24 Example: CTQ Tree Need Driver Thickness CTQ Uniform Within Tolerance Quality Plated Parts Contamination General Hard to measure thickness (inches) +/-.0005” thickness (inches) .0029”<>.00313” Blemishes #/shift 6σ Brown Spots #/shift 6σ Particles #/shift 6σ Order Fill Rate 100% Delivery Metrics Line Item Fill Rate Order Accuracy 100% (#parts/#ordered)x100 % lines complete 97% % lines correct Specific Easy to measure 25 Generating CTQs • Instructions: Use the blank tree diagram on the next slide to translate a customer need from your project into a CTQ requirement. Be prepared to discuss your work with the class. • TIME: 10 Minutes 26 Generating CTQs Need General Hard to measure Drivers CTQs Specific Easy to measure 27 Revisiting Your Charter o Do you still think customers would consider the project a high priority? • If not, can you modify your focus to make it more relevant to customer needs? • If you can’t answer the question, what additional information can you collect to determine how the customer might perceive your project? • What standards do you consider to answer the question? o Do you have enough data to justify working on this project? • If not, can you get timely information so you can keep your project moving forward? 28 Define Phase Outcome • The main deliverable of the Define Phase is the completed Project Charter. • Problem is fully defined. • Baseline is clearly stated. • Targets are clearly set and follow SMART principle. • All of the above are derived from gathering all Voices, the SIPOC, and Data Collection on the process. 29 MEASURE 30 The Value Stream 31 Work as a System Making improvements that last requires us to see work as a system—the result of a series of interactive functions, operations, methods, and processes Marketing Sales Order Research Product/Service Design Planning/ Scheduling Production/ Processing Delivery Products/Services Service Customer Raw Materials, Information, Supplies Market Research Visualize the workflow from end to end! 32 Quality, Systems, and Processes • Quality is judged by customers based on the output of a process or the system • Focusing only on the individual worker will not lead to greatly improved quality that lasts • To improve quality, the processes and system must be improved • Simply focusing on or defining a process or the system is not improvement—we have to make changes and use data to show the change is improvement 33 The Real Organization STRATEGY PROCESS FUNCTIONS • Products and services for customers are not produced by functions, but by processes that tend to cross functional lines • Some of these processes tend to be the way customers identify with the company • Functions are (or should be) the residence and building place for competencies • Process capabilities and competencies are the key leverage points to achieve strategy (desired state of the organization) 34 What Is the Value Stream? The value stream is the entire set of activities required to bring a product or service into the hands of the customer1 Suppliers 1 Processes Customers From Lean Thinking, Womack and Jones, 1996. 35 What Is the Value Stream?, cont. Value streams can be defined for any industry 36 Value Stream and Customer Requirements • The value stream exists to provide products and services that meet the customer requirements • Understanding customer requirements is critical to the value stream mapping process 37 Priority Matrix • Once you have completed the VSM and identified the wastes on the VSM, the wastes should be put on a priority matrix to help us understand which problems to tackle first. • Priority matrix has the waste measurement metric on the Y axis and Simplicity or Accessibility on the X axis. • This allows us to break it down into quadrants. 38 Priority Matrix Impactful but Tough Waste metric Impactful and Simple Low Impact but Simple Low Impact and Tough Simplicity / Accessibility 39 Priority Matrix 40 Priority Matrix • Wastes in the top left quadrant should be attacked and analyzed first. • The bottom left quadrant should be the second priority as they can still be considered lowhanging fruits. • The top right quadrant can be looked at as the third priority and can be discussed with the sponsor and stakeholders to see if taking action is justifiable. • Wastes identified in the bottom right quadrant will generally be left untouched unless the situation changes. 41 Measure Phase Outcome • A properly completed VSM allows you to: o Identify Lead Times o Calculate % VA / NNVA / NVA o Compile list of wastes • The Priority Matrix then helps you to prioritize which wastes you will further analyze and tackle. 42