process improvement using lean six sigma methodology

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Post on 24-May-2015




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Lean Six Sigma tools used to increase productivity and eliminate waste: - Value Stream Mapping - 5s - failure modes and effects analysis FMEA - Poke Yoke - Standardizing procedures


  • 1. XXX MANUFACTURINGImprovement ProcessPAST - PRESENT FUTUREBy Alvaro PlazaProcess Improvement Lean Six Sigma Engineer

2. PAST - PRESENT Unproductive Time Looking for Problem in work stations: Operators Toolsmixing tools from a work station to180168 158another (Unproductive time looking for 160 Average Daily Minutes 142 140 123tools and supplies)120 100 Past Solutions Corrective Actions 80 76 85 79 Present60 45-Color coding for every station in order to 4020identify tools. 0Station Station Station Station- 5s: Each station has the tools they needed 1 2 3 440in common daily operations.Average hours saved a month- Label every station and supplies location. 302726BenefitsWe increased cycle time, saved money19 Presentin tools and supplies, visual control,educated, and empowered employee.Saving around 102 hrs a month 0 Station 1 Station 2 Station 3 Station 4 3. PAST EVIDENCE PRESENT 4. PAST 5. PASTProblem:Workers were unaware of safety and health issues in every station andForklift uses, and operational procedures.Solutions Corrective Actions- Safety and health training in every station.- Safety labels in every station.- Forklift training in Spanish and English.Benefits- We reduced any human and/or physical lost, and costly claims and finesagainst the manufacturing company. 6. PAST Problem: Work stations did not have standards and procedures to start up keymachinery.Solutions Corrective actions- POKA YOKE - Error-proof and standardizing some start up procedures thatanybody can do it without training.Benefits- Eliminate costly mistakes in equipment, delays, and safety for workers. PASTPRESENT Oven Start up 7. PAST PAST PRESENTPaint problems:Paint inventory board updated dailyRunning out of paint.- Solutions: Paint board updateddaily, inventory form to check paintlevels, setting a minimum paintquantity to reorder, and placing paintsin specific area.- Benefits: Proper inventory levels ofpaint for production, increased cycletime, profits, and reduced costs perproduct.Dripping paint in doors and frames.-Solutions: Standardization of doorsand frames height. We implemented apreventive cleaning of paint bootceiling and filters.-Benefits: We eliminated any reworkin products, save money in paint, andlabor. 8. PASTProblem: No operationalstandards in place.Solution:We standardized proceduresthat helped as training,reference, and management ofday to day operations indifferent work stations.Benefits:Reference material for training,on the job process, andIncrease cycle times in eachstation. 9. PASTPRESENTProblem: Untrained weldersworkers about: components code,inventory, and supplies. (Frames anddoors).Solutions:- We labeled and provided a sampleset for every component used ineach station.- We set inventory form for everycomponent in each station.Operator responsibility.Benefits:- Proper inventory of componentsTo make products and increasedcycle time.- Employees were informing aboutlow inventory components andsupplies. Visual management of theprocess. 10. PRODUCTIONPRESENT - PROBLEM We are breaking our production planning to meet any special order. We do not have enough labor to keep the painting system running withoutstopping. If we keep the painting system running without stopping we HAVE TO STOPdoors slab production. If we want the painting system running at 50% of capacity we HAVE TO STOPwelding frames 11. PRODUCTIONPresent: Set up #1We are making slabs doors and frames but not painting doors. Also,painting frames are running inefficiently (10% painting system capacity) 12. PRODUCTIONPRESENT: Set up # 2Making slab doors, no welding frames but increasing doors and framespainting to 15%. 13. PRODUCTIONPRESENT - PROBLEMNo making door slabs, no welding frames but painting to 50% capacity 14. PRODUCTION IDEAL Making doors, frames, and painting to 90% capacity nostopping any process 15. PRODUCTION PROPOSAL Monday and Wednesday full (100%) slab doors productionbut not welding frames. 16. PRODUCTION PROPOSAL Tuesday and Thursday morning full slab door slab but noframe production. 17. PRODUCTION Tuesday and Thursday afternoon full frame production, no slabdoors production but painting 50% capacity 18. PRODUCTION Friday morning special order doors production, no welding frames, andPainting 15% capacity. 19. PRODUCTION Friday afternoon prepare work stations components and suppliesfor next week, welding frames, and painting 50% capacity. 20. CONCLUSION Our cycle time is high when we make special orders in a hurry. Due to fewemployees in production, we have to switch people from production to paintingarea. It is not planning in place. Our bottleneck is our painting system because it just has 2 workers. (It needs moreresources) My recommendation is to stick to a slab door and frame production plan andfollow a schedule to balance production and painting. Order precut foam for doors. (Select quality providers) To keep a minimum inventory of components in each station: Channel and top capsfor 400 doors. To stop production at 3 pm to clean stations and supply components for everystation for next production day. To have one radio for painting system area, one for slab door production, and onefor inside office or manager office to constantly know about how every area isdoing. To motivate and reward employees for performance completely free and valuablefor them. (Use a reward card to award an employee every month and give a plaqueto EMPLOYEE of the month). Caring about employees will increase productivity. We had increased production in at least 35% thanks to coworkers cooperation,advise, retraining , education, quality metrics, and setting constantly goals thatemployees can reach. 21. Faithfully submitted by:Alvaro PlazaProcess Improvement Lean Six Sigma EngineerYou cannot improve what you do not measure