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International Journal of Mechanical Engineering and Technology (IJMET)Volume 8, Issue 7, July 2017, pp. Available online at http://www.iaeme.com/IJMEISSN Print: 0976-6340 and ISSN Online: 0976 © IAEME Publication
A LEAN SIX
PROCESS CASE STUDY
Hari
Department of IndustrialInstitut Teknologi Sepuluh Nopember
ABSTRACT
Lean Six-Sigma – LSS
manufacturing floor. Initiated in the automotive industry, continuous improvement
were implemented to improve the manufacturing process change. LSS
elaborate a case where lean
process. Benefits of LSS are to
process inventory. Six-sigma focuses on process flow and pressure
variations. Value Stream Mapping
to reveal problems lean, such as
describes all activity of process,
Therefore, a new VSM is corrected to redesign a new lean process flow through
process improvement with elimination of the root causes of waste. This paper proves
the using of LSS principles and
Key words: Lean Six-Sigma(VSM), Waste, Manufacturing
Cite this Article: Hari Supriyanto and Diesta Iva MaftuhahManufacturing Process Case Studyand Technology, 8(7), 2017, pp. 498http://www.iaeme.com/IJME
1. INTRODUCTION
Six-sigma concept was introduced by Bill Smith in 1986, a senior engineer and scientist within Motorola’s communication division in response to problem associated with high warranty claims. Six-sigma is a now widely applied program for company quality improvement. The first of organization to use sixPolaroid, and Texas InstrumentGeneral Electric, in the mid. 1990s, and was followed by another organizations structure such as Sony, Dow Chemical, Bombardier and GlaxoSmithKline
The success of the efforts at Motorola was not just achieving sig sigma quality level rather the focus was on reducing defect rate in process through the effective utilization of powerful and practical statistical tools and techniques. This would lead to enhance quality of service, improve productivity and customer satisfaction, reduced cost of operations or cost of poor quality, and so on. The quality improvement developed by Motorola can be seen i
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International Journal of Mechanical Engineering and Technology (IJMET) 2017, pp. 498–509, Article ID: IJMET_08_07_057
http://www.iaeme.com/IJMET/issues.asp?JType=IJMET&VType=8&IType=76340 and ISSN Online: 0976-6359
Scopus Indexed
A LEAN SIX-SIGMA MANUFACTURING
PROCESS CASE STUDY
Supriyanto and Diesta Iva Maftuhah
Industrial Engineering, Faculty of Industrial TechnologyInstitut Teknologi Sepuluh Nopember, Surabaya, Indonesia
SS is an approach that has been proven and applied in many
manufacturing floor. Initiated in the automotive industry, continuous improvement
ed to improve the manufacturing process change. LSS
elaborate a case where lean six-sigma principles can be adopted for the improvemen
process. Benefits of LSS are to reduce production lead time and to decrease work in
gma focuses on process flow and pressure
Value Stream Mapping-VSM is one of the lean tools used to recognize and
, such as the sources of waste and find the hidden waste
process, both value added and non-value added activity.
a new VSM is corrected to redesign a new lean process flow through
process improvement with elimination of the root causes of waste. This paper proves
principles and its application in case study for a product (gas stove)
Sigma (LSS), Continuous improvement, Value Stream Mapping anufacturing.
Hari Supriyanto and Diesta Iva Maftuhah. A Lean SixManufacturing Process Case Study. International Journal of Mechanical Engineering
, 8(7), 2017, pp. 498–509. aeme.com/IJMET/issues.asp?JType=IJMET&VType=8&IType=7
as introduced by Bill Smith in 1986, a senior engineer and scientist within Motorola’s communication division in response to problem associated with high
sigma is a now widely applied program for company quality of organization to use six-sigma was Raytheon, Allied Signal,
Polaroid, and Texas Instrument, but the amazing incident occurred after further developed by 1990s, and was followed by another organizations structure such
, Dow Chemical, Bombardier and GlaxoSmithKline-GSK [1-3].
The success of the efforts at Motorola was not just achieving sig sigma quality level rather the focus was on reducing defect rate in process through the effective utilization of powerful
ical statistical tools and techniques. This would lead to enhance quality of service, improve productivity and customer satisfaction, reduced cost of operations or cost of poor
The quality improvement developed by Motorola can be seen i
T&VType=8&IType=7
SIGMA MANUFACTURING
l Technology, Indonesia
is an approach that has been proven and applied in many
manufacturing floor. Initiated in the automotive industry, continuous improvement
ed to improve the manufacturing process change. LSS is used to
principles can be adopted for the improvement
decrease work in
gma focuses on process flow and pressures to minimum
VSM is one of the lean tools used to recognize and
the sources of waste and find the hidden waste. VSM
value added activity.
a new VSM is corrected to redesign a new lean process flow through
process improvement with elimination of the root causes of waste. This paper proves
a product (gas stove).
Value Stream Mapping
A Lean Six-Sigma International Journal of Mechanical Engineering
asp?JType=IJMET&VType=8&IType=7
as introduced by Bill Smith in 1986, a senior engineer and scientist within Motorola’s communication division in response to problem associated with high
sigma is a now widely applied program for company quality sigma was Raytheon, Allied Signal,
but the amazing incident occurred after further developed by 1990s, and was followed by another organizations structure such
The success of the efforts at Motorola was not just achieving sig sigma quality level rather the focus was on reducing defect rate in process through the effective utilization of powerful
ical statistical tools and techniques. This would lead to enhance quality of service, improve productivity and customer satisfaction, reduced cost of operations or cost of poor
The quality improvement developed by Motorola can be seen in the
Hari Supriyanto and Diesta Iva Maftuhah
http://www.iaeme.com/IJMET/index.asp 499 [email protected]
following Table 1. Furthermore, six-sigma, as a quality improvement methodology, has gained considerable attention [4]. Application of the six-sigma methods allowed organization to sustain their competitive advantages by integrate the process with engineering, statistics and project management [5]. Numerous articles and books provide the basic concepts and benefits of the six-sigma methods [6-7]. Six-sigma applications in the service sector are still limited although it has been embraced by many big service oriented companies such as Lloyd, American Express, J.P. Morgan, ESB, Egg, Financial Services, Zurich, BT etc. The last decade has seen many service organizations such as Bank of America, Citibank, Caterpillar, Mount Carmel Health System and Baxter Healthcare in USA and Europe, success by sig sigma implementation [8-10].
Table 1 Motorola’s (six steps to six-sigma) Quality Improvement
Manufacturing
(Manufactured Product)
Non-Manufacturing
(Administration, Office, Service)
1. Physical and functional identification from voice of the customer
1. Identification of the product or service that is created and given to internal and external customers
2. Determine the essential characteristics of the product
2. Identify a product or service from the customer, and determine what customers consider important
3. Determine for each characteristic, whether it can be controlled by the process, part or controlled by both
3. Identify your needs (including needs of the supplier) to provide products or services so satisfy the customer
4. Determine the maximum coverage for each characteristic
4. Define the process for doing work (a process mapping)
5. Determine the variation on the process for each characteristic
5. Mistakes-proof processes and eliminate delays the work and efforts wasted
6. If the process capability (Cp) is less than two then do improvements on materials, products and processes required
6. Always continuous improvements by measuring, analyzing, and controlling the process improvements (build quality and cycle time measurement and improvement goals. Metrics commonly used is the number of defects per unit)
Sources: Motorola Material, Fukuda
The program presented in Table 1 describes that improvement action will be implemented in a project by project. It provides a clear organizational structure, in which improvement project are led by belt as black belt and green belt. To guide black belt and green belt activity, the program provides a methodology consisting of a collection of tools and stepwise strategy consist of five phase improvement cycle – DMAIC, within six-sigma companies has become increasingly common [11]. The goal of this paper is to review and examine lean and six-sigma practice and identify the key factors influencing successful lean and six-sigma. Therefore, this paper integrated lean and six-sigma project and potential applications in managing traditional projects. Wider application to the organization will succeed through senior management involvement, organizational commitment and culture change.
2. RESEARCH METHODOLOGY
The six-sigma method is often imagined as the breakthrough with five phases of DMAIC: Define-D, Measure-M, Analysis-A, Improve-I, and Control-C. It represents a problem solving methods “specifically designed to lead a six-sigma black belt to significant improvement within a defined process” [12, 7]. Thus, the aim of this paper is to identify the issues facing
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and implement the lean and six-sigma in organization. In order to achieve the objective, the researcher used secondary data such as journals and documents, books, thesis, and scientific websites specialized in eliminating wastes.
Two sources were used to collect the primary data. First, wastes identification was implemented through a brainstorming session with some managers to answer seven wastes questions. The illustration and analysis are based on literature review and the answers of the brainstorming groups. Second, a questionnaire was distributed to the management of all of the manufacturing division having more than some employee, and member of the research team offloaded and analyzed the results and resolution through the use of the statistical procedure. The data collection in this study involves quantitative and qualitative methods. Using this approach, information can be generated from the practical issues in implementation of lean six-sigma. Some qualitative data were set on ten point scale, where 9 = extremely important, 7 = very important, 5 = important, 3 = somewhat important, and 1 = not important. Furthermore, the last step is to determine the weighting to calculate the ranking of importance.
3. LITERATURE REVIEW
3.1. Six-Sigma
Six-sigma is a systematic approach for improving manufacturing or service processes. Strengthen of six-sigma lies in its framework to facilitate the application of tools and techniques in a build data driven to support decision making [14-15]. The application of six-sigma was predominant in manufacturing process improvement. Recent developments show that its application is increasing in non-manufacturing operations such as transactional processes [16]. In order to apply six-sigma more broadly, need to introduce non-manufacturing that also involve processes. Identification of process parameters is one of the key to implementation of six-sigma in nonmanufacturing or service [17-18].
The success of six-sigma depends on certain success factors such as, top management commitment; tools and techniques; application of six-sigma methodology in DMAIC; and identification of KPIs such as financial impact measurement [19, 14]. Meanwhile, the statistical aspects of six-sigma must complement business perspective and challenges to the organization to implement six-sigma. Various approaches to six-sigma have been applied to increase the performance of different business sector. Integrating data and six-sigma processes in to organization still has room for improvement. Culture changes require time and strongly commitment before implanted into the organization [18]. Effective six-sigma principles and practices will more succeed by refining the organizational culture continuously. Six-sigma is a business improvement approach that seeking to find and eliminate causes of defects or mistakes in business processes by focusing on process output which critical in the eyes of customers. Six-sigma principles can be used to shifts the process average, help to create robust product and process and reduce excessive variation in process which lead to poor quality.
The term of sigma is a measure indicating the deviation in the performance characteristic from its mean performance. The basic goal of a six-sigma strategy is to reduce variation of performance characteristic. In order to improve the quality, it is imperative to measure or quality variation and then developed potential strategies to reduce variation. There are many literatures available on tools and techniques used in sig-sigma. Tools are mostly having a clearly defined role but narrow in focus, whereas techniques have wider application and require training, creativity and specific skill [1]. Some other literature provide classification scheme for tools and techniques used. Some researchers [3] discussed tool sets in three groups; statistical tools, process tools, and team tools. As for six-sigma tools and techniques
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specific to service organization, a researcher [1] provides a guideline for service organization. The statistically based problem solving methodology of six sigma and process data can be used to generate solution. Table 2 represents the principles – strategies and technique – tools for six-sigma.
Table 2 Six-sigma principles – strategies and techniques – tools
Six-Sigma Principles and
Business Strategy Six-Sigma Techniques and Tools
Project management Statistical process control
Data-based decision making Process capability analysis
Knowledge discovery Measurement system analysis
Process control planning Design of experiment
Data collection tools and techniques Robust design
Variability reduction Quality function deployment
Belt system (Master, black, green, yellow) Failure mode and effects analysis
DMAIC process Regression analysis
Change management tools Analysis of means and variances, hypothesis testing, roots cause analysis, process mapping
Six-sigma is likely to remains as one of the key initiatives to improve the management process than just being remembered as one of the fads [20]. The primary focus should be on improving overall management performance, not just counting defects. Integrating between principles and characteristics of six-sigma with Human Recourse Functions [21]; Total Quality Management [22-23]; Lean Production [24]; ISO 9000 [25]; ISO 9001 [26], everything are efforts to optimize the positive effect of the six-sigma principles.
The key indicator and success for the effective implementation and introduction of six-sigma in UK manufacturing and services organizations have been revealed as the following; understanding of six-sigma methodology; management involvement and commitment; tools and techniques; linking six-sigma to customer; linking six-sigma to business strategy; projects selection; organizational infrastructure; review and tracking; linking six-sigma to supplier; culture change; projects management skill and training [19]. However, other researchers [20] provides useful implementation tips for successful six-sigma application, such as continuing training and education of participants and managers, visible and sustained commitment management, selecting project leaders and setting clear expectations, leadership skill, selecting and picking strategically important projects. The following Table 3 represents saving and benefits from six-sigma in manufacturing sector.
Table 3 Savings and benefits from six-sigma in manufacturing sector [27,19, 28]
Company / Project Metric Measure Benefits Savings
Motorola (1992) In process defect levels 150 time reduction
Raytheon / aircraft integration system
Depot maintenance inspection time
88 % reduction measured in days
Business / GE Railcar lease turnaround time in the shop
Reductions up to 62 %
Allied signal (Honeywell) / lamination plant in South Carolina
Capacity Cycle time Inventory On-time delivery
Up 50 % Decrease 50 % Decrease 50 % Increase approaching 100 %
Allied signal (Honeywell) / Bendix IQ brake pads
Concept-to-delivery cycle time
Reduced from 18 months to 8 months
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Hughes aircraft missile systems group / wave solder operation
Quality / productivity Improved 1.000 % / improved 500 %
General Electric Finance $ 2 billion in 1999
Motorola (1999) Finance $ 15 billion over 11 years
Dow Chemical Projects / rail shipments
Finance Saving more than $ 2.45 million for capital expenditure
DuPont plant / Yerkes in New York (2000)
Finance Savings more than $ 25 million
Telefonica de Espana (2001) Finance Savings and increased revenue of 30 million euros in the first 10 months
Texas Instrument Finance $ 600 million
Johnson and Johnson Finance $ 500 million
Honeywell Finance $ 1.2 billion
3.2. Lean Thinking (LT)
The concept of lean thinking developed from Toyota Production System-TPS with identifying the value of a long process and steps eliminating waste by way of sorting out and getting rid of non-value added activities against value added activities. Lean focuses on efficiency to produce products and services as fast as possible and at lowest cost. The top management should begin first to commit against LT and should deploy and exert efforts down to various levels to improve processes flow and efficiency. Lean strategy brings a set of proven techniques and tools to reduce set up times, inventories, lead times, equipment down times, scraps, another hidden and invisible wastes in the process [29].
Lean Production or Lean Thinking has the philosophy to achieve improvements in most economical ways with focus on reducing waste [30-31]. The concept of waste became one of the most important concepts in quality improvement activities and the first idea by Taiichi Ohno’s famous production philosophy from Toyota in the early 1990s [32]. This philosophy was furthermore called as Toyota Production System-TPS in Japan and in 1986 named as Lean Production and Lean Thinking [30].
One of the experts on quality control [33] might be the first to deal with the different forms of wastes. Furthermore, reduction and identification of waste have become one of the main activities in quality improvement. This identification of waste is called the Cost of Poor Quality (COPQ).
3.3. Lean Six-Sigma
Lean is primary focus on information and build value adding with in along the process steps whereas six- sigma can be helpful in handling poor performing. Many lean principles are fundamentally base on qualitative models and developed from a long research. Six-sigma on other hand can play a critical role in understanding what is happening inside the process steps. Figure 1 shows the strong relationship between lean and six-sigma to increase organizational performance.
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Figure 1
Lean and six-sigma will lead to business competitiveness and quality improvement. Theapplication of both lean and sixapplications. Lean and six-sigma both are emphasiswaste on process flow and the thinking is to increase productivity by incand reduce cycle time. Six-variations. It can be seen at Figure 2 describing defect rate (DPMO)value. Lean focuses on reduction of cost by eliminating all sortor wastes. Six-sigma focuses on reduction of cost by systematically sorting cost of poor quality items in along processes.
Figure 2
Some of similarities between lean and siimprovement, such as both methodologies are focusing to business need and customers need; both are process centric and process focus; both concept need multirequire management support fo[29].
4. CASE STUDY AND RESUL
A case study is presented and taken where systematically the control process of manufacturing will be improved by applying of lean sixjoined and eliminated by reduction the down time process and as simultaneouslysteps included the systematic approach of the current state through walking alongdefining a realistic target to reach the ideal state; preparing the process map to inefficiencies and quantity waste; and implementing the improvement actions
Lean speed enables six
quality
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Figure 1 Relationship between lean and six-sigma
sigma will lead to business competitiveness and quality improvement. Theapplication of both lean and six-sigma require learning of various techniques, tools and the
sigma both are emphasis of process flow. Lean focuses minimum waste on process flow and the thinking is to increase productivity by increasing how to work
-sigma focuses on process flow and pressure to minimum It can be seen at Figure 2 describing defect rate (DPMO) as an input for sigma
Lean focuses on reduction of cost by eliminating all sorts of non-value adding activities sigma focuses on reduction of cost by systematically sorting cost of poor
quality items in along processes.
Figure 2 Defect rate (DPMO) and sigma value
Some of similarities between lean and six-sigma approaches to process management and such as both methodologies are focusing to business need and customers need;
both are process centric and process focus; both concept need multi-disciplinary team; both require management support for success; both can be used in non-manufacturing or service
CASE STUDY AND RESULT
A case study is presented and taken where systematically the control process of manufacturing will be improved by applying of lean six-sigma methodologies. Waste was
reduction the down time with implement the change of working simultaneously reducing the variation of along business process
steps included the systematic approach of the current state through walking alongdefining a realistic target to reach the ideal state; preparing the process map to inefficiencies and quantity waste; and implementing the improvement actions [34].
Lean speed enables six-sigma
Six-sigma quality enables lean
speed
sigma will lead to business competitiveness and quality improvement. The sigma require learning of various techniques, tools and the
process flow. Lean focuses minimum reasing how to work
sigma focuses on process flow and pressure to minimum as an input for sigma value adding activities
sigma focuses on reduction of cost by systematically sorting cost of poor
sigma approaches to process management and such as both methodologies are focusing to business need and customers need;
disciplinary team; both manufacturing or service
A case study is presented and taken where systematically the control process of sigma methodologies. Waste was
with implement the change of working reducing the variation of along business process. The LSS
steps included the systematic approach of the current state through walking along process; defining a realistic target to reach the ideal state; preparing the process map to inefficiencies
The questionnaire
sigma quality enables lean
A Lean Six
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survey was designed and used to helpsteps are to conduct in-depth case study. Case study approach helps in developing a theory which is better grounded, more gselected and based on the idea of theoretical sapreferable [36].
The manufacturer of gas stove is the the activity hence, types of activities are classified itypes, such as value added (VA), necessary but non value added added (NVA) [37].
Figure 3
Based on a long process and overall activity that flow along the production processis 23.3 % value adding activity and well as 43.52 % is non-value addpeppered throughout the production process flow.must be identified more depth to know the type of wasteon the surface. Non value adding activity is an activity that causes waste. There are seven commonly accepted wastes ioverproduction, (2) waiting, (3) transportation, (4) inappropriate processing, (5) unnecessary inventory, (6) unnecessary motionthe weight of each waste so can be calculated and viewed the highighest ranking means that it needs ththis case are the defect, inappropriate and wa
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used to help in understanding of six-sigma in organization. The next depth case study. Case study approach helps in developing a theory
which is better grounded, more generalizable and more accurate [35]. The case study is selected and based on the idea of theoretical sampling. In this case, theoretical sampling
The manufacturer of gas stove is the case study company. Based on the identification of the activity hence, types of activities are classified in the manufacture of gas stove
value added (VA), necessary but non value added (NNVA),
Figure 3 Value Stream mapping of product
a long process and overall activity that flow along the production processivity and 35.19 % is necessary but non value add
value adding activity. It shows that there are still a lot of waste that are peppered throughout the production process flow. Therefore the non-value added activity
t be identified more depth to know the type of wastes that is hidden and does not appear Non value adding activity is an activity that causes waste. There are seven
commonly accepted wastes in Toyota Production System-TPS [38-overproduction, (2) waiting, (3) transportation, (4) inappropriate processing, (5) unnecessary inventory, (6) unnecessary motion, and (7) defects. The following Table 4 the weight of each waste so can be calculated and viewed the highest ranking to lowest
it needs the attention from the management to do improvements in nappropriate and waiting waste.
gma in organization. The next depth case study. Case study approach helps in developing a theory
. The case study is theoretical sampling is
. Based on the identification of n the manufacture of gas stove into three
VA), and non-value
a long process and overall activity that flow along the production process, there necessary but non value adding activity, as
It shows that there are still a lot of waste that are value added activity
that is hidden and does not appear Non value adding activity is an activity that causes waste. There are seven
-39], such as (1) overproduction, (2) waiting, (3) transportation, (4) inappropriate processing, (5) unnecessary
shows qualitatively hest ranking to lowest. The
o do improvements in
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Table 4 Seven wastes
No. Waste Score
Total Ranking 1 2 3 4 5 6 7 8 9
1 Overproduction
1 2 1 1 23 4
2 Waiting 4 1 24 3
3 Transportation 3 1 1 7 7
4 Inappropriate Processing 2 1 1 25 2
5 Unnecessary Inventory 2 2 1 23 5
6 Unnecessary Motion 2 2 1 14 6
7 Defects 1 1 1 2 28 1
Weighted 8 7 6 5 4 3 2 1 0
Each row shows a certain wastes and on the seven other wastes; similarly each column shows the degree of interest which is filled by the management as expert judgment. Furthermore, each field of management multiplied by the weight indicated on bottom row. The weights of each row and column were added to obtain total score. The result of the multiplication in form the total of each wastes, then retrieved the ranking of waste from highly risky (1) until the riskless (7). In seven types of waste as calculated and weighted seen that the highest weight is on defect waste. This waste connected directly with defects per million opportunities (DPMO) as input to calculate the value of sigma. Based on the identification of defects and critical to quality-CTQ, types of non-conforming that cause its defects waste can be obtained. CTQ can be used as basis for generating alternative solutions. CTQ in defect waste and waiting waste can be seen in Table 5.
Table 5 Critical to quality in defect waste and waiting waste
Critical to Quality (CTQ) in defect waste Critical to Quality (CTQ) in waiting
waste
1. paint defective: uneven paint and bubbly 1. delay material and not within specifications
2. rivet defective: the hole is too big / small and not within specifications
2. The engine stopped and the damage
3. deformed body: body dents and require reprocessing
3. rework process
Meanwhile, based on CTQ, DPMO as an input for sigma value can be seen in following Table 6.
Table 6 DPMO and Sigma value
Period Production (Unit) Defect (Unit) DPMO Sigma
Value
1 70007 2182 15584 3.7
2 58544 1668 14246 3.7
3 119081 3900 16375 3.6
According to the data defective products above, thereafter for each period can be shown the amount of each types of non-conforming shown in table 7.
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Table 7 The types and amount of nonconforming of gas stove
Type of
Nonconforming
Amount (Unit)
Rivet 2773
Body 1878
Paint 1784
Burner 1315
Based on the types of nonconforming, it can be seen that the highest nonconforming contained in the type of rivet and body which causes body to be damage or product defects. The second waste was inappropriate processing. This waste that cause defect products. Which causes inappropriate processing is inaccuracy in the process of blanking machine, the machine that makes holes for process of joining by using the process of the rivet. The third waste is waiting waste. Waiting waste is a certain amount of time when operator does not use the time to perform value added activities due to waiting for flow of products from the previous process. The indication of waiting on the production process is stated by downtime caused by the machine breakdown. Machine downtime is influenced by several factor such as cleaning, waiting for the material, change tools, the machine is done setting, power failure, maintenance and broken machine,
However, based on the first waste, it can be concluded that a defect and / or nonconformities are caused by the waste that is inappropriate processing waste. The process associated with this defect is blanking process. One reason for the failure is the blanking punch pressure-less; and this is caused the electric power lacking. The emergence of these wastes will result in waste of waiting. This waste gives an indication of the long lead time, and causing a decline in production capacity. Another consequence is the decline in productivity. Furthermore, alternative solutions can be degenerated based on such wastes which is described in Table 8.
Table 8 Alternatives solution
Sub Waste Effect Root Cause Improvement
Breakdown Machine Power Failure Less Electrical Power Raise The Power
Rivet Defective
Operator Error Operators Are Not Careful
Improvement Of Inspection
Hole Processing Errors
Limited Number Of Jig Fixture
The Addition Of Jig Fixture
Body Defective The Body Scratched There Are No A Protective
Provide A Protective Layer
5. CONCLUSIONS
Implementation in lean six-sigma have been proved and success in the last few years. It is becoming a main driving force for technology driven and project driven. Factors influencing successful lean six-sigma projects include management involvement and organization commitment, project management and control skill, continuous training, and culture change. Tracing some of shortcomings, key indicators and weakness of six-sigma gives opportunities for implement lean six-sigma project. It allows better support for strategic and direction, and improving needs for mentoring, training and coaching. Contributing to the development of a lean six-sigma conceptual framework, where the main objective of six-sigma is reducing variation and that of lean is reducing cycle time. This paper presents the application of lean
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methodologies to eliminate waste in along the process and to reduce defect to increasing sigma value.
Lean six-sigma has been proved as structured methodology to improve organizational processes. With focus on customer and systematically translate critical to quality characteristics into improvement project so the success of the organization will be realized. It can be said that lean six-sigma programs enable organization to become more creative through dual focus on efficiency and continuous improvement. In addition, as firms that take advantage on lean six-sigma programs, monitoring, ability in identifying, and finding the needs of future customers maybe dreadfully required.
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