lean tools - overview continuous improvement training continuous improvement training six sigma...

56
Lean Tools - Overview Continuous Improvement Training Six Sigma Simplicity

Upload: magdalen-lane

Post on 12-Jan-2016

233 views

Category:

Documents


1 download

TRANSCRIPT

Page 1: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Lean Tools - OverviewLean Tools - Overview

Continuous Improvement Training Continuous Improvement Training

Six Sigma Simplicity

Page 2: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Objectives: Learn Foundational ToolsObjectives: Learn Foundational Tools

Takt Time Calculation Sheet

Time Observation Sheet

Cycle Time / Takt Time Bar Chart

Part Process Capacity Sheet

Standard Operations: Operator Routine Sheet

Concentration / Spaghetti Diagrams

Takt Time Calculation Sheet

Time Observation Sheet

Cycle Time / Takt Time Bar Chart

Part Process Capacity Sheet

Standard Operations: Operator Routine Sheet

Concentration / Spaghetti Diagrams

Page 3: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Takt Time Calculation SheetTakt Time Calculation Sheet

s Takt Time is the rate at which the customer buys the product.

s Information needed for calculation:s Part numbers Total Operating Time (ie. 8 hours)s Number of breaks and durations Any other additional non-working time during a shifts Monthly production requirementss Number of working days in a month

s Takt Time is the rate at which the customer buys the product.

s Information needed for calculation:s Part numbers Total Operating Time (ie. 8 hours)s Number of breaks and durations Any other additional non-working time during a shifts Monthly production requirementss Number of working days in a month

Page 4: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

OperatingTime

Part No. _____________

Number ofShifts per Day Daily Operating Time (A)

min per shift X shift X 60 sec = sec per day

min per shift X shift X 60 sec = sec per day

min per shift X shift X 60 sec = sec per day

1

2

3

MonthlyRequirements perProduction Plan

Number of WorkingDays in the Month Daily Requirement (B)

=Units / Days Units per day

Number ofShifts per day TAKT TIME

Daily Operating Time (A)Daily Requirement (B) = = sec per unit

Daily Requirement (B) = = sec per unitDaily Operating Time (A)

Daily Requirement (B) = = sec per unitDaily Operating Time (A)

1

2

3

Takt Time Calculation SheetTakt Time Calculation Sheet

Page 5: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Information for ExampleTakt Time Calculation SheetInformation for ExampleTakt Time Calculation Sheet

s Information needed for calculation:s Part Number - XM-35s Total available time per shift - 8 hourss 30 minute lunch break, two 10 minute

breakss 10 minutes allotted for clean ups Monthly Requirement - 14,000 unitss Number of days in the month – 20s Number of shifts per day - 1

s Information needed for calculation:s Part Number - XM-35s Total available time per shift - 8 hourss 30 minute lunch break, two 10 minute

breakss 10 minutes allotted for clean ups Monthly Requirement - 14,000 unitss Number of days in the month – 20s Number of shifts per day - 1

Page 6: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Example: Takt Time Calculation SheetExample: Takt Time Calculation Sheet

Part No. __XM-35___

OperatingTime

Number ofShifts per Day Daily Operating Time (A)

min per shift X shift X 60 sec = sec per day

min per shift X shift X 60 sec = sec per day

min per shift X shift X 60 sec = sec per day

1

2

3

MonthlyRequirements perProduction Plan

Number of WorkingDays in the Month Daily Requirement (B)

=Units / Days Units per day

Number ofShifts per day TAKT TIME

Daily Operating Time (A)Daily Requirement (B) = = sec per unit

Daily Requirement (B) = = sec per unitDaily Operating Time (A)

Daily Requirement (B) = = sec per unitDaily Operating Time (A)

1

2

3

14,000 20 700

420 25,200

25,200

70036

Page 7: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Procedure: Takt Time Calculation SheetProcedure: Takt Time Calculation Sheet

1. Part No. -Record the appropriate part number that is being used for the calculation.

2. Operating Time - The number of hours in a shift times 60 minutes equals the total available operating time. Minus any breaks or cleanup time or any other activities that take place daily. This number equals the Operating Time. (Do not take out setup time )

3. Daily Operating Time - The daily operating time is the time available to work in seconds per the number of shifts available to work.

4. Monthly Requirements per Production Plan - This number should be provided to you by scheduling, sales or forecasting to give you an accurate number. Be sure to look at 12 months to understand seasonality.

1. Part No. -Record the appropriate part number that is being used for the calculation.

2. Operating Time - The number of hours in a shift times 60 minutes equals the total available operating time. Minus any breaks or cleanup time or any other activities that take place daily. This number equals the Operating Time. (Do not take out setup time )

3. Daily Operating Time - The daily operating time is the time available to work in seconds per the number of shifts available to work.

4. Monthly Requirements per Production Plan - This number should be provided to you by scheduling, sales or forecasting to give you an accurate number. Be sure to look at 12 months to understand seasonality.

Page 8: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Procedure: Takt Time Calculation Sheet (Continued)Procedure: Takt Time Calculation Sheet (Continued)

5. Number of Working Days in a Month - This is the number of days available to work in a month. Obtain this number from accounting. Make sure to get number of days for all 12 months to be able to calculate takt time for 12 months.

6. Daily Requirement - Monthly Requirements divided by Number of working days equals the daily requirement.

7. Takt Time Calculation - Takt time is calculated by number of shifts available. Daily Operating time divided by daily requirement equals takt time. Calculate takt time for the number of shifts available.

5. Number of Working Days in a Month - This is the number of days available to work in a month. Obtain this number from accounting. Make sure to get number of days for all 12 months to be able to calculate takt time for 12 months.

6. Daily Requirement - Monthly Requirements divided by Number of working days equals the daily requirement.

7. Takt Time Calculation - Takt time is calculated by number of shifts available. Daily Operating time divided by daily requirement equals takt time. Calculate takt time for the number of shifts available.

Page 9: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Time Observation Sheet

Page 10: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Time Observation SheetTime Observation Sheet

s Tool used to capture process / operations and break into small elements.

s Establish “Most Repeatable” time per element to determine baseline measurement for performance.

s Establish “Best Repeatable” time per element to determine new target for performance.

s Tool used to capture process / operations and break into small elements.

s Establish “Most Repeatable” time per element to determine baseline measurement for performance.

s Establish “Best Repeatable” time per element to determine new target for performance.

Page 11: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Time Observation SheetTime Observation SheetPROCESS NAME PART No.

OPERATOR CYCLE TIME o DATE OBSERVER

MACHINE: __________________CYCLE TIME o OBSERVED CYCLES

ORDER OF OPERATION / ELEMENT OPERATION / ELEMENT DESCRIPTION 1 2 3 4 5 6 7 8 9 10 11 12

Most Repeatable Operation/

Element Time

Best Repeatable Operation/

Element Time REMARKSCLOCK

RUNNING TIME

ELAPSED TIME

CLOCK RUNNING

TIME

ELAPSED TIME

CLOCK RUNNING

TIME

ELAPSED TIME

CLOCK RUNNING

TIME

ELAPSED TIME

CLOCK RUNNING

TIME

ELAPSED TIME

CLOCK RUNNING

TIME

ELAPSED TIME

CLOCK RUNNING

TIME

ELAPSED TIME

CLOCK RUNNING

TIME

ELAPSED TIME

CLOCK RUNNING

TIME

ELAPSED TIME

CLOCK RUNNING

TIME

ELAPSED TIME

CYCLE TIME

Total Total

Page 12: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Example: Time Observation SheetExample: Time Observation SheetPROCESS NAME PART No.

OPERATOR CYCLE TIMEo DATE OBSERVER

Write “Talk with Data" Data #1 MACHINE: __________________CYCLE TIMEo 3/8/99 M. Smith

OBSERVED CYCLES

ORDER OF OPERATION / ELEMENT OPERATION / ELEMENT DESCRIPTION 1 2 3 4 5 6 7 8 9 10 11 12

Most Repeatable Operation/

Element Time

Best Repeatable Operation/

Element Time REMARKS

1 Stand up and walk to boardCLOCK

RUNNING TIME 5 20 35 48 1:02 10 24 35 49 2:00 15 30

ELAPSED TIME

2 Write “Talk with Data" on boardCLOCK

RUNNING TIME 10 25 38 53 5 15 27 40 52 5 20 3:00 Talking to an operator

ELAPSED TIME

3 Walk back to chair and sit downCLOCK

RUNNING TIME 15 30 43 58 8 20 30 45 55 10 25 5

ELAPSED TIME

CLOCK RUNNING

TIME

ELAPSED TIME

CLOCK RUNNING

TIME

ELAPSED TIME

CLOCK RUNNING

TIME

ELAPSED TIME

CLOCK RUNNING

TIME

ELAPSED TIME

CLOCK RUNNING

TIME

ELAPSED TIME

CLOCK RUNNING

TIME

ELAPSED TIME

CLOCK RUNNING

TIME

ELAPSED TIME

CYCLE TIME

Total Total

0

X

Page 13: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

PROCESS NAME PART No.OPERATOR CYCLE TIMEo DATE OBSERVER

Write "Growtth" Growtth #1 MACHINE: __________________CYCLE TIMEo 3/8/99 M. Smith

OBSERVED CYCLES

ORDER OF OPERATION / ELEMENT OPERATION / ELEMENT DESCRIPTION 1 2 3 4 5 6 7 8 9 10 11 12

Most Repeatable Operation/

Element Time

Best Repeatable Operation/

Element Time REMARKS

1 Stand up and walk to boardCLOCK

RUNNING TIME 5 20 35 48 1:02 10 24 35 49 2:00 15 30

ELAPSED TIME 5 5 5 5 4 2 4 5 4 5 5 5 5 42

CLOCK RUNNING

TIME 10 25 38 53 5 15 27 40 52 5 20 3:00 Talking to an operator

ELAPSED TIME 5 5 3 5 3 5 3 5 3 5 5 30 5 33 Walk back to chair and sit down

CLOCK RUNNING

TIME 15 30 43 58 8 20 30 45 55 10 25 5

ELAPSED TIME 5 5 5 5 3 5 3 5 3 5 5 5 5 3CLOCK

RUNNING TIME

ELAPSED TIME

CLOCK RUNNING

TIME

ELAPSED TIME

CLOCK RUNNING

TIME

ELAPSED TIME

CLOCK RUNNING

TIME

ELAPSED TIME

CLOCK RUNNING

TIME

ELAPSED TIME

CLOCK RUNNING

TIME

ELAPSED TIME

CLOCK RUNNING

TIME

ELAPSED TIME

CYCLE TIME 15 15 13 15 10 12 10 15 10 15 15 40 15 10Total Total

0

X

Example: Time Observation SheetExample: Time Observation Sheet

Write “Talk with Data" on board

Page 14: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

1. Process Name: Record the appropriate local name for the process being observed.

2. Part Number: Record the appropriate Part Number and/or Code Number that is

associated with the process being observed.

3. Operator Cycle Time: Place a checkmark (√) in the box if this process is operator

specific.

4. Machine: / Cycle Time: If the operation is machine specific, enter the Machine Number

and place a checkmark (√) inside the Machine Cycle Time Box.

5. Date: Enter the date that the process is being observed in the space

provided in the document.

6. Observer: Enter the name of the individual observing the process.

Procedure: Time Observation SheetProcedure: Time Observation Sheet

Page 15: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

7. Order of Operation / Element: Record the steps being performed in the appropriate numerical

sequence; i.e., #1, #2, #3, #4, etc.

8. Operation / Element Description: Describe the unique step or event being observed.

9. Clock Running Time:Prior to observing the first step in the process, ensure that the

stopwatch is set on zero. For the first step in the cycle, the clock running time entered will be zero. For each step thereafter, record the actual clock

running time accumulated. The observer will be completing each of the clock running time boxes in a vertical manner throughout the completion

of the cycles. The observer will continue this procedure for at least 10 to 12 complete cycle repetitions.

10. Elapsed Time:Upon completion of 10 to 12 observations of the complete process cycle, it will be necessary to calculate the specific elapsed times for

each process step. To calculate the actual elapsed time for any given element (step), subtract the clock running time of the following element from the desired element clock running time. Example: for element #1,

9a minus 9 equals 10.

Procedure: Time Observation SheetProcedure: Time Observation Sheet

Page 16: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

11. Most Repeatable Operation/Element Time:In the designated box for each element of the process, record the most repeated observed time. Total the times and write the total cycle time

in the box provided at the bottom of the column.

12. Best Repeatable Operation/Element Time:In the designated box for each element of the process, record the best repeated observed time. Total the times and write the total cycle time

in the box provided at the bottom of the column.

13. Remarks:Any information, situation, or circumstance impacting the observation

needs to be recorded in this section.

14. Cycle Time:Record in the bottom boxes the cumulative elemental elapsed times for

each of the cycles that were observed.

Procedure: Time Observation SheetProcedure: Time Observation Sheet

Page 17: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

15’

30’

45’

60’

75’

90’Time

Operator

13

4

52

Takt Time

Cycle Time / Takt Time Bar ChartCycle Time / Takt Time Bar Chart

Page 18: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Cycle Time / Takt Time Bar ChartCycle Time / Takt Time Bar Chart

s Graphical comparison of Takt Time versus operator cycle time or machine cycle time.

s Determine proper manning in the work area.

s Determine if machines have sufficient capacity.

s Graphical comparison of Takt Time versus operator cycle time or machine cycle time.

s Determine proper manning in the work area.

s Determine if machines have sufficient capacity.

Page 19: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Cycle Time / Takt Time Bar ChartCycle Time / Takt Time Bar Chart

Process Name Part No. Prepared By

Date

BEFORE GROWTTH Sum of Operators Cycle Times =

Takt Time

Machine Only

Operator & Machine

Operator Only

After Growtth Sum of Operators Cycle Times =Takt Time

# of Operators (Initial Target)

Sec

onds

# of Operators

Sec

onds

Page 20: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Operations1. Pickup material - 2 seconds

2. Walk to Ream Machine - 2 seconds 3. Unload / Load - 20 seconds

4. Ream Processing Time - 22 seconds5. Walk to Mill machine - 4 seconds

6. Unload / Load - 10 seconds7. Mill Processing Time - 40 seconds8. Walk to Raw Material - 6 seconds

Information for Example Cycle Time / Takt Time Bar Chart Information for Example Cycle Time / Takt Time Bar Chart

Center DrillBC-300

Operations1. Pick up Material - 2 seconds2. Walk to machine - 2 seconds3. Unload / Load - 10 seconds

4. Center Drill Processing Time - 32 seconds5. Walk to inspection table - 2 seconds6. Inspect part and aside - 4 seconds7. Walk to Raw Material - 2 seconds

ChamferDX-285

Operations1. Pick up Material - 2 seconds2. Walk to machine - 2 seconds

3. Unload / Load - 6 seconds4. Chamfer Processing Time - 20 seconds

5. Walk to Raw Material - 2 seconds

Note: Processing Time = Machine Time Only

Inspect and Pack

ReamDE-501

MillXL-601

Page 21: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Process Name Part No. Prepared By

Machining XM-35Date

BEFORE GROWTTH Sum of Operators Cycle Times = 78

Takt Time 36

4035 Machine Only

3025 Operator & Machine

2015 Operator Only

1050

Sec

ond

s

M. Smith

3/8/99

Takt Time = 36 seconds

12

44

Operator #1 Operator #2 Operator #3

=

(Initial Target)

2.17 Operators Needed

Constraint Bottleneck

Example: Cycle Time / Takt Time Bar ChartExample: Cycle Time / Takt Time Bar Chart

Identifies constraint bottlenecks and manning requirements.

Page 22: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Identifies capacity constraints.

Process Name Part No. Prepared By

Machining XM-35Date

BEFORE GROWTTH Sum of Operators Cycle Times = 78

Takt Time 36

50454035 Machine Only

3025 Operator & Machine

2015 Operator Only

1050

Sec

onds

M. Smith

3/8/99

Takt Time = 36 seconds

MCT = 50

Center Drill Chamfer Mill

=

(Initial Target)

2.17 Operators Needed

MCT = 42

MCT = Machine Cycle Time

MCT = 26

MCT = 42

Ream

Capacity Constraints

Example: Cycle Time / Takt Time Bar ChartExample: Cycle Time / Takt Time Bar Chart

Page 23: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

1. Header Information (Process Name, Part Number, Prepared By, Date): Complete the header information as required by filling out the appropriate boxes. The information should agree with the Time Observation Sheet and

the Standard Operations Routine Sheet.

BEFORE CI:

2. Prepare an appropriate scale for this graph. The scale should be written in along the “Y” axis (left hand, vertical axis) of the chart. The “Y” axis will indicate the time segments, either in seconds or minutes, needed to record actual times observed for the operators and or machines. The “X” axis (horizontal line) of the chart will indicate either operators or machines.

3. At the appropriate level, draw in the Takt Time line.

1. Header Information (Process Name, Part Number, Prepared By, Date): Complete the header information as required by filling out the appropriate boxes. The information should agree with the Time Observation Sheet and

the Standard Operations Routine Sheet.

BEFORE CI:

2. Prepare an appropriate scale for this graph. The scale should be written in along the “Y” axis (left hand, vertical axis) of the chart. The “Y” axis will indicate the time segments, either in seconds or minutes, needed to record actual times observed for the operators and or machines. The “X” axis (horizontal line) of the chart will indicate either operators or machines.

3. At the appropriate level, draw in the Takt Time line.

Procedure: Cycle Time / Takt Time Bar ChartProcedure: Cycle Time / Takt Time Bar Chart

Page 24: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

4. Bar Charting: Create a bar chart for the total cycle time for each operator and/or machine in the process. This will be drawn in on the graph format and labeled appropriately. Each operator and/or machine will have a separate bar on the chart. Use the legend at the side of the chart to visually show if the time is:

a) Machine Only, b) Operator & Machine, and c) Operator Only.

5. Calculations: In the upper right hand corner of the worksheet, the formula for the operator requirements calculation is written. It is: Operator cycle times (in total) divided by the Takt Time. Total all of the operator cycle times as charted on the Bar Chart, and place this number in the numerator portion of the equation. Write in the calculated Takt Time in the denominator of the calculation and perform the division. The quotient of this calculation is the total number of operators required. Place the quotient (total number of operators required) in the space provided under the calculation. Perform the same calculations when dealing with machines.

6. After CI: This section is handled in the same manner as described above. It should be used to display the results of the project after improvements to the process have been made. In fact this section is part of the documentation prepared to demonstrate the results of the CI activity.

4. Bar Charting: Create a bar chart for the total cycle time for each operator and/or machine in the process. This will be drawn in on the graph format and labeled appropriately. Each operator and/or machine will have a separate bar on the chart. Use the legend at the side of the chart to visually show if the time is:

a) Machine Only, b) Operator & Machine, and c) Operator Only.

5. Calculations: In the upper right hand corner of the worksheet, the formula for the operator requirements calculation is written. It is: Operator cycle times (in total) divided by the Takt Time. Total all of the operator cycle times as charted on the Bar Chart, and place this number in the numerator portion of the equation. Write in the calculated Takt Time in the denominator of the calculation and perform the division. The quotient of this calculation is the total number of operators required. Place the quotient (total number of operators required) in the space provided under the calculation. Perform the same calculations when dealing with machines.

6. After CI: This section is handled in the same manner as described above. It should be used to display the results of the project after improvements to the process have been made. In fact this section is part of the documentation prepared to demonstrate the results of the CI activity.

Procedure: Cycle Time / Takt Time Bar ChartProcedure: Cycle Time / Takt Time Bar Chart

Page 25: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Part Process Capacity SheetPart Process Capacity Sheet

s Determine maximum output of a work center, machine group and / or cell.

s Identify machine bottlenecks.s One Part Process Capacity Sheet

should be calculated for all parts and all processes within the workcenter being observed.

s Determine maximum output of a work center, machine group and / or cell.

s Identify machine bottlenecks.s One Part Process Capacity Sheet

should be calculated for all parts and all processes within the workcenter being observed.

Page 26: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Part Process Capacity SheetPart Process Capacity Sheet

s Information needed for calculation:s Process Names Part Numbers Net Operating Time and number of shiftss Daily Requirements Time observations of machines and

operatorss Frequency of tool change, time per tool

change, and number of pieces per tool change (Not setup)

s Information needed for calculation:s Process Names Part Numbers Net Operating Time and number of shiftss Daily Requirements Time observations of machines and

operatorss Frequency of tool change, time per tool

change, and number of pieces per tool change (Not setup)

Page 27: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Part Process Capacity SheetPart Process Capacity SheetPROCESS NAME PART No. Necessary Quantity Per Day PREPARED BY

Net Operating Time (sec.) DATE

BASIC TIME (sec) TOOL CHANGE TIME (SEC.)

ORDER OF OPERATIONS OPERATION DESCRIPTION MACHINE No.

MANUAL OPERATION

TIME

MACHINE PROCESSING

TIMECOMPLETION

TIME PER PIECE CHANGE TIMENo. OF PIECES PER CHANGE

TIME PER PIECE

TOTAL TIME PER PIECE

DAILY PRODUCTION CAPACITY COMMENTS

Total Operator Cycle Time MAX. OUTPUT

Page 28: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Operations1. Pickup material - 2 seconds

2. Walk to Ream Machine - 2 seconds 3. Unload / Load - 20 seconds

4. Ream Processing Time - 22 seconds5. Walk to Mill machine - 4 seconds

6. Unload / Load - 10 seconds7. Mill Processing Time - 40 seconds8. Walk to Raw Material - 6 seconds

Information for Example Part Process Capacity Sheet Information for Example Part Process Capacity Sheet

Center DrillBC-300

Operations1. Pick up Material - 2 seconds2. Walk to machine - 2 seconds3. Unload / Load - 10 seconds

4. Center Drill Processing Time - 32 seconds5. Walk to inspection table - 2 seconds6. Inspect part and aside - 4 seconds7. Walk to Raw Material - 2 seconds

ChamferDX-285

Operations1. Pick up Material - 2 seconds2. Walk to machine - 2 seconds

3. Unload / Load - 6 seconds4. Chamfer Processing Time - 20 seconds

5. Walk to Raw Material - 2 seconds

Note: Processing Time = Machine Time Only

Inspect and Pack

ReamDE-501

MillXL-601

Page 29: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Information for Example Part Process Capacity SheetInformation for Example Part Process Capacity Sheet

s Process Name - Center Drill, Chamfer, Ream and Mills Part Number - XM-35s Net Operating Time = 420 minutes or 25,200 secondss One shift operations Daily Requirement = 700 unitss Tool Change Time Data:

s Process Name - Center Drill, Chamfer, Ream and Mills Part Number - XM-35s Net Operating Time = 420 minutes or 25,200 secondss One shift operations Daily Requirement = 700 unitss Tool Change Time Data:

Machine Number ofPieces per

Tool Change

ChangeTime

(minutes)Center Drill 200 10

Chamfer 80 50

Ream 150 20

Mill 90 40

Page 30: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Formulas: Part Process Capacity SheetFormulas: Part Process Capacity Sheet

Tool Change Time Per

Piece

=Time per Tool

ChangeNumber of Piece Per Tool Change

Completion Time = +

Manual Operation

Time

Machine Processing

Time

Daily Production Capacity

= Net Operating TimeCompletion

Time Per Piece

Tool Change Time per

Piece

+

Page 31: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Example: Part Process Capacity SheetExample: Part Process Capacity SheetPROCESS NAME PART No. Necessary Quantity Per Day PREPARED BY

Machining XM-35 700 M. Smith

Net Operating Time (sec.) - (H) DATE

25,200 3/ 8/ 99

BASIC TIME (sec) TOOL CHANGE TIME (SEC.)

ORDER OF OPERATIONS OPERATION DESCRIPTION MACHINE No.

MANUAL OPERATION

TIME

MACHINE PROCESSING

TIMECOMPLETION

TIME PER PIECE CHANGE TIMENo. OF PIECES PER CHANGE

TIME PER PIECE

TOTAL TIME PER PIECE

DAILY PRODUCTION CAPACITY COMMENTS

A + B = C D E D/ E=F C+F=G H/ G

1 Center Drill BC-300 10 32 42 600 200 3 45 560

Total Operator Cycle Time MAX. OUTPUT

Page 32: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

1. Process Name: Record the appropriate local name of the process for which capacity is being calculated.

2. Part Number: Record the specific Part Number and/or Code Number that is associated with the process.

3. Necessary Quantity Per Day / Takt Time: Record in the box the predetermined demand quantity and Takt Time for the identified part

number involved in this process. This number should be available from the facility’s Production Planning Department.

4. Net Operating Time (seconds): Record in the box the number of seconds actually available for scheduled operations. The net operating time excludes scheduled breaks, cleanup, lunch, routine meetings, etc.

5. Prepared By: Record in the specified box the name of the individual and his/her position (John Doe, supervisor) completing the PPCS.

6. Date: Record in the box the date that the sheet was completed.

Procedure: Part Process Capacity SheetProcedure: Part Process Capacity Sheet

Page 33: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

7. Order of Operations: Record the steps being performed in the appropriate numerical sequence: i.e., #1, #2, #3, #4, etc.

8. Operation Description: Describe the unique step (event).

9. Machine Number (Machine No.): Enter the appropriate Machine Number or identifier in the space provided.

10. Basic Time (seconds):a) Manual Operation Time: Record the time it takes the operator to

physically unload the identified part and to load a new part into the machine and begin the process. Be sure to include the time to manually operate the

machine if the machine is not automatic.b) Machine Processing Time: Record the time necessary for the

machine to complete one automatic cycle of the operation. This time begins with activating the start button and concludes with the part ready for

unloading. c) Completion Time Per Piece: For each unique operation and

machine, total the Manual Operation Time and the Machine Processing Time. Manual +Machine = Completion Time.

Procedure: Part Process Capacity SheetProcedure: Part Process Capacity Sheet

Page 34: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

11. Tool Change Time (seconds):a) Change Time: Record the total number of seconds required to

exchange the above mentioned tooling in the identified machine. This is not setup and/or tear-down time in changing from one part to a different

part on this piece of equipment.b) Number of Pieces Per Change: Record the total number of parts or

pieces that are typically produced before changing the tooling due to normal wear. This can also be used for sample runs.

c) Time Per Piece: Record the quotient of Change time divided by Number of pieces per change. This establishes the time per piece

required for tooling changes.

12. Total Time Per Piece:Add the Completion Time Per Piece (#10c) in the “Basic Time

Category” to the Time Per Piece calculation in the “Tool Change Time Category” to derive the Total Time Per Piece.

Procedure: Part Process Capacity SheetProcedure: Part Process Capacity Sheet

Page 35: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

13. Daily Production Capacity:This is the total number of units for this part that can be produced in this

process during the Net Operating Time. Net Operating Time

Daily Production Capacity = ______________________ Total Time Per Piece

14. Comments: This section is provided to give the user space to write pertinent comments concerning the observations. An example of a “

pertinent” comment might be the fact that a new operator is performing the tasks. This new operator may be having difficulty due to a lack of

familiarity with the operation.

15. Maximum Output: In the space provided, total the maximum output for the day based on the production capacities recorded. The maximum output is equal to the output of the “most limiting” operation (the lowest number

of the Daily Production Capacity).

16. Total Operator Cycle Time: Summarize the total Manual Operation Time in the Total Operator Cycle Time space provided.

Procedure: Part Process Capacity SheetProcedure: Part Process Capacity Sheet

Page 36: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Standard Operations:Operator Routine SheetStandard Operations:Operator Routine Sheet

s Identifies operator / machine’s work routine.

s Develops the best sequence of operations for operator / machines.

s Standard Operations: Operator Routine Sheet per operator in workcenter.

s Identifies operator / machine’s work routine.

s Develops the best sequence of operations for operator / machines.

s Standard Operations: Operator Routine Sheet per operator in workcenter.

Page 37: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Standard Operations:Operator Routine SheetStandard Operations:Operator Routine Sheet

Page 38: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Operations1. Pickup material - 2 seconds

2. Walk to Ream Machine - 2 seconds 3. Unload / Load - 20 seconds

4. Ream Processing Time - 22 seconds5. Walk to Mill machine - 4 seconds

6. Unload / Load - 10 seconds7. Mill Processing Time - 40 seconds8. Walk to Raw Material - 6 seconds

Information for Example Standard Operations: Operator Routine Sheet Information for Example Standard Operations: Operator Routine Sheet

Center DrillBC-300

Operations1. Pick up Material - 2 seconds2. Walk to machine - 2 seconds3. Unload / Load - 10 seconds

4. Center Drill Processing Time - 32 seconds5. Walk to inspection table - 2 seconds6. Inspect part and aside - 4 seconds7. Walk to Raw Material - 2 seconds

ChamferDX-285

Operations1. Pick up Material - 2 seconds2. Walk to machine - 2 seconds

3. Unload / Load - 6 seconds4. Chamfer Processing Time - 20 seconds

5. Walk to Raw Material - 2 seconds

Note: Processing Time = Machine Time Only

Inspect and Pack

ReamDE-501

MillXL-601

Page 39: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Procedure Standard Operations:Operator Routine SheetProcedure Standard Operations:Operator Routine Sheet

1. Header Information: a) Process Name: Enter the Process Name for the operations being charted.b) Part Number: Record the Part Number being processed.c) Employee’s Name and Position: Enter the name of the employee and the employee’s position.d) Date: Enter the date that the SOORS is being prepared.e) Necessary Quantity per Day: Enter in the space provided the customer demand required (number of units).f) Takt Time: Calculate Takt Time as follows:

Net Operating Time Per Day______________________ Units Required Per Day

(Express Takt Time in seconds or minutes.)

2. Order of Operations: Record the operations being performed in the appropriate numerical sequence; i.e. #1, #2, #3, #4, etc.

Page 40: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Procedure Standard Operations:Operator Routine SheetProcedure Standard Operations:Operator Routine Sheet

3. Operation Description:Enter a complete description of each operation.

4. Basic Time: a) Manual Operation Time (seconds): Using the Part/Process Capacity Sheet, enter the time in the space provided for each step of the manual process.

b) Machine Processing Time (seconds): Enter in the space provided the automatic machine processing time

c) Walk Time: Enter the Walk Time in the space provided.

Page 41: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

5. Operations Time:a) Takt Time: Draw a vertical line at the appropriate point to indicate the Takt Time in seconds or minutes to fit the scale.

b) Activity Plots: Using the Activity Key provided in the upper right hand column of the standard operations operator routine sheet, draw the appropriate line, in accordance with the time (seconds) required.

ACTIVITY KEYManual Operation = Solid LinesMachine Processing = Dotted LinesWaiting = Double lineWalking = Wavy Line

Procedure Standard Operations:Operator Routine SheetProcedure Standard Operations:Operator Routine Sheet

Page 42: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

NOTES:

s The Manual Operation and Machine Processing Times for the first machine are initially drawn on this sheet by taking the data from the Part/Process Capacity Sheet.

s In determining subsequent operations for the operator, be sure to make time allowances for quality inspection and safety precautions.

s If the final line meets the Takt Time, the operations routine is an appropriate mix.

s If the final line ends before the Takt Time, determine if more operations can be added.

s If the final line exceeds the Takt Time, determine ways to shorten the operations time.

NOTES:

s The Manual Operation and Machine Processing Times for the first machine are initially drawn on this sheet by taking the data from the Part/Process Capacity Sheet.

s In determining subsequent operations for the operator, be sure to make time allowances for quality inspection and safety precautions.

s If the final line meets the Takt Time, the operations routine is an appropriate mix.

s If the final line ends before the Takt Time, determine if more operations can be added.

s If the final line exceeds the Takt Time, determine ways to shorten the operations time.

Procedure Standard Operations:Operator Routine SheetProcedure Standard Operations:Operator Routine Sheet

Page 43: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Standard Operations:Operator Routine Sheet

Standard Operations:Operator Routine Sheet

Page 44: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Concentration and Spaghetti Diagrams Concentration and Spaghetti Diagrams

Continuous Improvement TrainingContinuous Improvement Training

Page 45: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Concentration DiagramConcentration Diagram

Page 46: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

What is a Concentration Diagram?

What is a Concentration Diagram?

s Concentration Diagram: A simple graphical way to show frequencies of issue

occurrence.s You may wish to think of it as a picture-

like Fishbones What does it do?s Non confrontational voting

s Allows those doing the diagram to discover “concentrations” that may point to causes

s Simply, it can help show problem areas on a product or process

s Concentration Diagram: A simple graphical way to show frequencies of issue

occurrence.s You may wish to think of it as a picture-

like Fishbones What does it do?s Non confrontational voting

s Allows those doing the diagram to discover “concentrations” that may point to causes

s Simply, it can help show problem areas on a product or process

Page 47: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Example #1 --- Concentration Diagram

Example #1 --- Concentration Diagram

Page 48: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Example #2 --- Concentration Diagram

Example #2 --- Concentration Diagram

Page 49: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Spaghetti DiagramSpaghetti Diagram

Page 50: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

What is a Spaghetti Diagram?What is a Spaghetti Diagram?s Spaghetti Diagram: A simple graphical map

showing the path taken by a specific product/process as it travels down the value stream process.

s What does it do?s Shows process flow, and encourages team

members to think in terms of relationships (multiple directions) rather than linearly

s Provides an initial indication of potential cause and effect relationships

s Can facilitate the emergence of key issues rather than issues from a dominant team member

s Can foster discussion and challenge team assumptions about the process or area

s Spaghetti Diagram: A simple graphical map showing the path taken by a specific product/process as it travels down the value stream process.

s What does it do?s Shows process flow, and encourages team

members to think in terms of relationships (multiple directions) rather than linearly

s Provides an initial indication of potential cause and effect relationships

s Can facilitate the emergence of key issues rather than issues from a dominant team member

s Can foster discussion and challenge team assumptions about the process or area

Page 51: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Spaghetti DiagramSpaghetti Diagram

s Flows of metals within a metal usage process

Page 52: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Spaghetti ChartsSpaghetti Charts Functional cluster within

the engineering departments lead to

extensive travel of job files and engineers. Contact between

reviewer, engineer and checker require additional walking.

The layout does not encourage short communications

between senior and less experienced

engineers.

Page 53: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Spaghetti – Machine cell planningSpaghetti – Machine cell planning

Reduction in travel time, waiting, WIPImprovement of ergonomics, visibility,

flexibility

Reduction in travel time, waiting, WIPImprovement of ergonomics, visibility,

flexibility

Page 54: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Construction tipsConstruction tips

s Project from PC onto whiteboard/flipchart and draw around image

s If you expect to move furniture/machines Cut out post-its to show the plan. These can be moved easily

s Apply Nominal group technique and use Post-its on a wall to build or Fishbone concentration diagram

s If you have transparencies you can build up layers corresponding to different operators/processes

s Photograph/Photocopy/Scan the result

s Project from PC onto whiteboard/flipchart and draw around image

s If you expect to move furniture/machines Cut out post-its to show the plan. These can be moved easily

s Apply Nominal group technique and use Post-its on a wall to build or Fishbone concentration diagram

s If you have transparencies you can build up layers corresponding to different operators/processes

s Photograph/Photocopy/Scan the result

Page 55: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

SummarySummary

s Tools help collect and organize data.

s Tools help identify areas of opportunities graphically.

s All data collected will be used for the project - therefore data integrity is important.

s Tools help collect and organize data.

s Tools help identify areas of opportunities graphically.

s All data collected will be used for the project - therefore data integrity is important.

Page 56: Lean Tools - Overview Continuous Improvement Training Continuous Improvement Training Six Sigma Simplicity

Lean ToolsLean Tools

Continuous Improvement TrainingContinuous Improvement Training