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  • Lean Six Sigma

    Facilitators Sirichai Sukhumanant Preecha Powanusorn Ruttawut Roschuen Jaruwan Liwsrisakul

    14 2557

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    Agenda:

    Lean Six Sigma 8:30 to 9:00

    Value Stream Mapping 9:00 to 10:15

    Break 10:15 to 10:30

    Six Sigma 10:30 to 12:00

    Lunch 12:00 to 13:00

    Project Review 13:00 to 16:00

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    Training Objective

    Project Lean/Six Sigma

    Lean/Six Sigma

    .?

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    Lean Six Sigma It is not a magic tool

    / Mindset

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    Process Culture

    Structure

    /

    (KPI)

    Critical to success

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    Mindset - Aspiration

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    Mindset - Aspiration

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    : Lean Six Sigma

    With Lean Thinking we reduce Wastes, lead time and do it shorter and better

    Receive

    Order

    Write Down

    Order

    Part#

    Lookup

    Plant Order

    Review

    Contact

    Customer

    Enter

    Order

    III50

    = 24 III125

    III55

    III60

    III35

    = 24 = 24 = 4 = 24 = 5

    DOR = 25

    Resources = 24

    Quality = 50%

    DOR = 120

    Resources = 24

    Quality = 98%

    N/A

    Resources = 24

    Quality = 90%

    DOR = 600

    Resources = 4

    Quality = 95%

    DOR = 200

    Resources = 24

    Quality = 95%

    DOR = 60

    Resources = 4

    Quality = 92%

    III75

    34 Min.

    20 Secs

    23 Min. 57 Min. 25 Min. 27 Min. 16 Min.

    21 Secs 25 Secs 600 Secs 19 Secs 22 Secs

    Cycle

    Time

    Proc.

    Time

    = 182 Min

    = 12 Min.

    Step 1

    Step 3 Step 5

    Step 2 Step 4 Step 6 Step 8 Step 9

    Step 7

    x

    x

    x

    -

    https://www.google.co.th/url?q=http://en.wikipedia.org/wiki/Smiley&sa=U&ei=hBphU8P4DdieyAT1s4KYCg&ved=0CC8Q9QEwAQ&usg=AFQjCNEC_Fg4iLUZ9PodKHMK_ObZ3zUZtw

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    : Lean Six Sigma

    With Six Sigma tools /

    Upper Spec

    Lower Spec

    UCL

    LCL

    Upper Spec

    Lower Spec

    UCL

    LCL

    Defects Defects

    Too early Too late

    Delivery Time

    Reduce variation

    Delivery Time

    Too early Too late

    Spread of variation too wide compared to specifications

    Spread of variation narrow compared to specifications

    Defects

    Average

    Average

    Time

    https://www.google.co.th/url?q=http://depositphotos.com/19844029/stock-illustration-Shooting-Range-Gun-Target-with-Bullet-Holes.html&sa=U&ei=vsRgU_ueGs2VyAT4noLwBw&ved=0CEEQ9QEwCjh4&usg=AFQjCNHzUtvZ1dBaLWQSnL38u5VWGYvZHghttps://www.google.co.th/url?q=http://www.multiplyleadership.com/some-pictures-are-mental/&sa=U&ei=2B1hU6aOAZKPyASKsYAg&ved=0CC8Q9QEwAQ&usg=AFQjCNExnJgsFiILeeuc3UCnnlZ1gwCEzwhttps://www.google.co.th/url?q=http://www.gograph.com/stock-illustration/bullet-shot.html&sa=U&ei=XB5hU5mxHdKRyATEvIDQDg&ved=0CDUQ9QEwBA&usg=AFQjCNEw5CRIjxcsRIM0xFUmZXRziWYlcQ

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    Lean Six Sigma

    Lean Six Sigma

    20-25 20-25

    80-90

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    DMAIIC

    Make It Real

    Make It Works

    Make It Last

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    :

    (1) / VA (value added) / It physically improve or fit or function

    (2) BVA (business value added) /

    (3) NVA (none value added)

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    Value-added Ratio at Lean company

    50% Non-value-added 50% Value-added

    Value-added Ratio at typical manufacturing company

    95% Non-value-added 5%

    Value

    Receive Order Ship Product

    = Value-adding Operation Time (actual assembly or manufacturing operations)

    = Non-value-adding Time (time customers will not pay for, such as rework, moving)

    95% ?

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    What are the four things the Operations can experience in the Process?

    Value Added Activities

    Total thru-put

    Time

    Which Elements Add Value?

    8%

    11%

    1%

    80%

    What percent of the time is spent doing each?

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    NVA

    BVA

    / /

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    ()

    /

    One Right Way Standard Work

    5

    SCORE CARD

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    KPI Customer Satisfaction

    Cost per Engagement

    Turn Around Time

    Total Experience

    Waiting Time

    Discharge Time (after discharge/time to leave)

    Changeover (of team, shift change,..)

    Etc.

    KPI Key Performance Indicator

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    (VSM) Creating Your Current State Map

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    VSM ?

    Value Stream Mapping

    Admit Process Steps Discharge

    Value Stream

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    Value Stream Mapping VSM / input/admit Discharge

    2 (The Current State VSM Current VSM) (The Future State VSM Future VSM)

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    Value Stream Mapping

    VSM Lean Lean Six Sigma / VSM

    Process /

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    Current VSM LEAN LEAN

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    Process Walk-Through

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    VSM

    1. / (Value)

    2. (Wastes)

    3. (Flow)

    4. (Pull)

    5.

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    VSM

    (1) / - VA / It physically improve or fit or function

    (2) - BVA /

    (3) - NVA

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    / Value Added (VA)

    / The customer cares about it or would pay for it

    It induces physical changes

    It is done right at the first time

    It cant be replaced by machine or information technology

    http://images.google.com.hk/imgres?imgurl=www.schev.edu/images/financialAid2.gif&imgrefurl=http://www.schev.edu/students/financialaidlinks.asp%3Ffrom%3Dx&h=120&w=250&sz=17&tbnid=36YyvsefUlgJ:&tbnh=50&tbnw=104&start=497&prev=/images%3Fq%3Dpaying%2Bmoney%2

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    Non-Value-Added (NVA)

    Rework due to defect repair

    Waiting

    Delays

    ( ) Transportation (from one location or step in the process to another)

    (BVA) Quality Inspection

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    Ty

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