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1、LeanSixSigmaFundamentalsTrainingClassroomLogisticsSafetyExitroutesemergencyproceduresofthefacilitySafetyhazardsLogisticsLocationofrestroomssodamachinesLANaccessetc.CourtesyRespectTurnoffallcellphonescomputersduringclassB
2、eengagedparticipativeTRAININGObjectivesToprovideparticipantswithanawarenessof:LeanSixSigmaLeanSixSigmaPrinciplesKaizenEventsLeanSixSigma(LSS)Asystematicapproachofidentifyingeliminatingnonvalueaddedactivitiesthroughcontin
3、uousimprovement.Builtonthepremisethatthelowestcosthighestvelocityisachievedwhenqualityisatit’shighest.Thisincludesqualityofallbusinessprocessesservicesnotsimplyproductquality.Itmaximizesemployeeinvolvementtosolveproblems
4、improveprocesses.Relentlessfocusoneliminationofwastecreatinggreatercustomervalue.ProducingwhatisneededwhenitisneededwithrightamountofmaterialsequipmentlabspaceLeanSixSigma(LSS)WhyLeanSixSigma(LSS)LSSfocusesoncustomervalu
5、ekeepinguscompetitiveinthelongtermhizon.EffectiveLSSinitiativesempoweremployeesbuildtrustwithinthecompany.LSSprovidesacommonsenseapproachtocontinuousimprovementthatfocusesonwasteelimination.LSSextendsbeyondmanufacturingi
6、sappliedtoallprocessesfunctions.AsuccessfulLSSjourneywillhavesignificantimpactonanganization’sperfmance.LeanSixSigmaPhilosophyTooearlyToolateDeliveryTimeTooearlyToolateDeliveryTimeDefectsToolateMissedsales...Lostrevenuel
7、ostcustomersDefectsTooearlyToomuchinventyonh…Assetcoststoohigh!Rath&Strong2000FocusofLSSTheprocessequationisfundamentaltoLeanSixSigmaconceptsmethods.Itrepresentsaprocesswith“Y”astheoutputs“x”astheinputs.Thegoalistomeetcu
8、stomerrequirements.Toimprovewemustunderstthex’sofourprocess.YxY=f(x)OUTPUTSINPUTS&PROCESSESTheProcessEquationLeanSixSigmaResultsYourProjectGoal…MoveThe“Y”Question:HowShouldThe“Y”MoveProjectYExamplesCycleTimeQualityCostDe
9、liveryTimeEndofProjectBaselinePeriodKaizen&DMAICLProjectLifeCycleYUSLPotentialImpactofLeanSixSigmaInventyReductions1050%FreeUpFloSpace1050%IncreaseTurns30100%ProductivityGains1250%LeadTimesCut3070%ProductCycleReduced1540
10、%BenefitsofLeanSixSigmaEliminatewastedailyLearnbydoingEncourageinnovation–keepstretchgoalsWktowardzerodefectsKnowshowbaselinecurrentmeasurementsDrivestepfunctionimprovementsContinuouslyimprovedailyInvolvepeopleearlyEmplo
11、yeeExpectationsParticipateonLSSprojectteamsParticipatebusinessprocessesFollowpateincreationdeploymentofcommonsupptthecompany’scommonbusinessprocessesonceimplementedUsedefinedprocessmodulestoolsindaytodayactivitiesIncpate
12、LeanSixSigmamethodologyTrainingfallemployeesoverthenextyearonLeanSixSigmaFundamentalsWkplaceganizationSiftingremovingeverythingfromyourwkplacethatisnotrequiredtodothejob.StingEstablishingasemipermanentlocationfallrequire
13、dobjectsinthewkplaceSweepingWashingcleaningthewkplacetoeliminatealldirtrubbishSpicSpanTheresultofthefirstthreeS’sSelfDisciplineThemostdifficultoftheS’s.RequiresconstantvigilancetomaintaintheaccomplishedlevelsofSpicSpan5S
14、BecomingWasteConsciousThe7ElementsofWaste…OverproductionCrectionInventyProcessingConveyanceMotionWaitingOverproductionProducinggoodsataratefasterthanrequiredproducingmethanisrequired.Overproductionleadstoincreasedlevelso
15、fallothertypesofwaste.CrectionThequalityofourproductcanonlybeasgoodasthequalityofthewstcomponent(remembertheRTYcalculation).Thewasteinourprocessismagnifiedbythecostassociatedwithcrectingthedefectaswellasthecostsassociate
16、dbydelayingfurtherproductionwhilewaitingfthecrectionThewasteofcrectionisoftenamplifiedbyoverproduction.Notonlyhavewegeneratedthemistakeoncebutunknowinglywehavegeneratedthesamedefectmultipletimes.Inventy$$$Inventycostsmon
17、ey.Aswebuildexcessinventytoaccommodateproblemsinourprocessthecostsescalate.Safetystocklevelsaredrivenbydowntimequalityproblemssupplierdeliveryproblemslineimbalancesetc.Loweringtheamountofinprocessinventyfcesustoimproveou
18、rprocesses.ProcessingEverythingwedoinourganizationispartofaprocess.However…WesometimesOVERPROCESS.Weusesystemstoolsthatarereallytheequivalentofusingasurgeontoremoveasplinter.Rememberresourcescostmoneywhenweoverprocessweu
19、setheganizationsresourcesthatarenotrequired.WASTINGRESOURCESConveyance$$$$$$$$$$$$$$$$$$$$$$$$$$$EVERYTIMEyoumoveapartyouaddcosttothatpart.Unftunatelytheaddedcostdoesnottranslatetoaddedvalue.Wecannotgeourcustomermebecaus
20、ewehaveshuffledourproductsaroundtheplantaroundthewld.WemustMINIMIZEconveyanceindertopreserveourproductmargins.MotionWasteofmotioncanoccurinmanyfms.Peoplemovingtogatherneededtoolscomponentstoperfmtheirwk.Movementofequipme
21、ntthataddsnovaluelikemachining“aircuts”multispindleindexesetc.Inmostcasesjustrecognizingtheopptunityisthemostdifficultpartofreducingthiswaste.WaitingWecannotwaitinlineanywherewithoutgrowingimpatient.EXCEPT…Whenweareatwk.
22、Itisoftenwithasighofreliefthatweacceptawaitingperiodatwk.Waitingf“batchproduced”WIPfromapreviousprocess.Waitingfadocumentfromapreviousdepartment.Waitingfinventy(rawcomponents)tobedeliveredetc…Alltypesofwaitingcost$$$Tomi
23、nimizewastewemustseeoutopptunitiestoeliminatethewasteofwaiting.Remember…Thewasteofwaitingis100%wastewheneveritisidentifiedthecostisreducedbyALLoftheamountofwaittimeyouhaveeliminated.AdaptedfromWomackJ.P.D.T.Jones1996Lean
24、ThinkingSimon&Schuster.LeanSixSigmaPrinciplesSpecifyvalueintheeyesofthecustomerIdentifythevaluestreameliminatewasteMakevalueflowatthepullofthecustomerInvolveempoweremployeesContinuouslyimproveinpursuitofperfectionLeanSix
25、SigmaPrincipleOneDefiningValueRecognizingValueValueAddvs.NonValueAddImptanceofValueValueValueStreamFlowPullEmpowermentPerfectionHowValueisDefinedValueisdefined…bytheendcustomer.tomeetcustomer’sneedsataspecificpriceataspe
26、cifictime.whenexpressedintermsofaspecificproductservice.Tounderstvaluewemusthavedialoguewithspecificcustomers.HowtoRecognizeValueValueisprovidedwhenaqualityproductserviceisdelivered……thatmeetsthecustomerrequirementswithi
27、nthecustomerresponsetimeintheproperquantitywithminimalwasteattherightprice.ValueAddedvs.NonValueAddedActivityValueAddedActivity:anactivitythataddsvaluefromacustomerperspective.CustomeriswillingtopayfactivityserviceTheact
28、ivityphysicallytransfmstheproductserviceofferingActivityisperfmedcrectlyfirsttimeNonValueAddedActivity:Activitiesinaprocessservicethatneitheraddvaluetoaproductservicenenableothervalueaddedactivities.Theseactivitiestaketi
29、meresourcesspacebutdonotaddvaluetotheproductservicefromacustomerperspective.Someoftheseactivitiesarenecessaryunavoidablebutnohelessstillconsideredwaste.(e.g.Inspection)Valuemustbedefinedbytheendcustomer.IngersollRpeoplea
30、realwaysvalueadded.WhyfocusonvalueCustomershavechoicesinthemarketplace.Purchasingdecisionsarebasedonacombinationoffacts:PriceQualityDeliveryDurabilityBrEtc.Globalcompetitslookftheoptimalcombinationofthesefactstomaximizec
31、ustomervalue.Ifwefailtoconsistentlyfocusonmaximizingcustomervalueourshareofthemarketwillerode.ValueValueStreamFlowPullEmpowermentPerfectionLeanSixSigmaPrincipleTwoValueStreamsWastesImptanceofFocusingonInventyValueStreamM
32、appingCustomerValueINFMATIONFLOWPRODUCTSERVICEMATERIALFLOWFinanceMarket&SalesDesignderEntrySuppliersSubAssyMfgAssemblyAValueStreamWhatisavaluestreamAlltheactivitiesfromcustomerdertocash.TheeightwayswewasteTransptation–mu
33、ltiplehlingdelayinmaterialhlingunnecessaryhlingInventy–upimplementingemployeeideassuggestions.holdingpurchasingunnecessaryrawmaterialWIPfinishedgoodsMotion–actionsofpeopleequipmentthatdonotaddvalueWaiting–timedelaysidlet
34、imenonvalueaddedtimeOverproduction–producingovercustomerrequirementsproducingunnecessarymaterialsproductsOverprocessing–unnecessaryprocessingstepswkelements.ProceduresDefects–producingapartthatrequiresrewkisscrappedUnuse
35、dCreativity–notfollowingEmployeesWasteWasteisanactivity.Employeesareneverconsideredwaste.Attimessomewastefulactivitiesarerequireduntilthecurrentprocesscanbeimproved.TheintentofLeanSixSigmaistoredefineourprocessessothatev
36、eryonespendsmetimeonvalueaddedactivities.Thisincreasesvaluetoourcustomersaswellasourowncompetitivenessintheglobalmarketplace.ImptanceofFocusinginInventyInventyturnscanbeusedtomeasurethevelocityofaprocess.Otherwastesusual
37、lyresultinexcessinventy.Aswastesareeliminatedinventyreducedthevelocityoftheprocesswillincrease.ThismeanshighervaluefourcustomersatalowercostfIngersollR.InventyExamplesRetainedEMailsUnprocesseddersPaperwkRawMaterials&Part
38、sFinishedGoodsQuotesAwaitingApprovalJobApplicationsOpenPurchasedersUncommunicatedIdeasInventyisaKeyLeanSixSigmaIndicatManufacturingProcessLeadCycleTimeInventyBatchSize100500SeaofInventyWIPPoSchedulingLineImbalanceLongTra
39、nsptationLongSetupsDefectsInventyHidesProblems:ManufacturingProcessInventyislikeariverwhenwaterlevelisloweredbouldersmustbedealtwithInvoicingProcessLeadCycleTimeInventyWIP100500SeaofInventyWIPWaitingOverloadMultipleAppro
40、valsDataStreamsErrsInventyHidesProblems:TransactionalProcessInventyislikeariverwhenwaterlevelisloweredbouldersmustbedealtwithDataSystemInvoiceOneprocessistakinglongerthantherestVacationscheduling.Posynchronization.Errsin
41、data.Incompletedata.Wrongdiscount.Gatheringdatatakestoolong.Inputtingtakestoolong.SendingfmsfromonelocationtothenextfapprovalMultipleValueStreamofaCartonofColaTotalValueStream=324daysValueadd=3hoursVANVA=0.04%CurrentStat
42、eFutureStateIdealStateNoActionItisnotuncommontorealizea5070%reductioninprocessingtime!!ValueStreamMapping324DaysInventy3HoursProcessing150DaysInventy3HoursProcessing15DaysInventy3HoursProcessing(whereyouarenow)(36monthta
43、rget)(allvaluenowaste)324DaysInventy3HoursProcessingValueValueStreamFlowPullEmpowermentPerfectionLeanSixSigmaPrincipleThreeFlowPullDefinitionPrinciplesExamplesPrerequisitesTheprogressiveachievementoftasksalongthevaluestr
44、eamsothataproductproceedsfromdesigntolaunchdertodeliveryrawmaterialsintothehsofthecustomerwithnostoppagesscrapbackflows.WhatisFlowPullBefeFlowOnlyValueAddedStepstimeBalancedflowNoScrapRewkNoBackFlowsNoStoppagesContinuous
45、FlowFlowPullPrinciplesProcessAProcessBProcessCProcessDFlowPullPrinciplesLookattheEntireProcessMatchOutputOutputtoCustomerDem.ReduceVariationWithintheProcess.IdentifyOpptunitiestoEliminateWaste.BalancetheLine.CreateaConti
46、nuousFlow.UtilizetheSmallestCostEffectiveQuantity(LotSize).IdealState:Pushvs.FlowPullSystemsPushsystemresourcesareprovidedtotheconsumerbasedonfecastsschedules.FlowPullsystemamethodofcontrollingtheflowofresourcesbyreplaci
47、ngonlywhathasbeenconsumed.PushSystemChangesinDemAllprocessesmustberescheduledsimultaneously.Ina“Push”Systemupstreamprocessessupplymaterialasproduced–notnecessarilyasneededTraditional“Push”SystemChangesinDemUpstreamDownst
48、reamCastingMachiningAssemblyFinalMaterialFlowFlowPullSystemChangesinDemContinualupdateofupstreamprocesseswithpullsignals.Ina“FlowPull”Systemdownstreamprocesssignaltheneedfpullmaterialfromupstreamprocesses.Lean“FlowPull”S
49、ystemChangesinDemUpstreamDownstreamCastingMachiningAssemblyFinalMaterialFlowPullSignalsPrerequisitesfFlowPullSystemsFJITPullsystemstobesuccessfulotherLSSConceptsareneeded:Qualityatthesource(Zerodefects)Pokayoke(Failsafet
50、oolsmethods)Preventivemaintenance(TPM)Goodhousekeeping(5S)Setuptimereduction(SMED)WasteeliminationFlowPullsystemstypicallyutilizesomefmofKanban(visiblerecd)whichisthefundamentalactivitycontrolinaleansystemValueValueStrea
51、mFlowPullEmpowermentPerfectionLeanSixSigmaPrincipleFourLSSCultureImptanceEmployeesResponsibilityBenefitstoEmployeesWhataLeanSixSigmaCultureLooksLikeEveryoneknowswhatthegoalsareftheprocessleadingtomealignmentbettercommuni
52、cations.Teamscontinuouslymonithowwelltheirprocessisperfmingtowardsthegoals.Problemsareidentifiedwithintheprocess.Processesaremanagedvisuallybothinthefactyintheoffice.Processimprovementscanbeinitiatedbyanyonearehappeninga
53、llthetime.Peopletalkabouteliminatingwastesonadailybasis.Mefocusonprocessimprovementversusdisciplinaryaction.Employee’sResponsibilityfLSSWktoachievewldclassprocessperfmancein:SafetyQualityDeliveryCostBecomeagentsofchangeP
54、referchangeoverfailuretoseekchangeImplementradicalchangefollowedbycontinuousimprovementGiveideaslookatwhatyoudoParticipateinLSSprojectswhenrequestedALLEMPLOYEESBenefitstoEmployeesLSSprovidesthefollowingbenefitsfemployees
55、:Stardizesthewaywewktherebyreducingconflictincreasingalignmentwithmanagement.Allowsemployeestoexpressincpateideasonhowtodotheirjobsbetter.Seekstobalancewkbetweenprocesses.Fostersateamenvironmentasenseofcommonpurpose.Help
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