Lean Six Sigma-End Sem

8/10/2019 Lean Six Sigma-End Sem

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LEAN SIX SIGMAEND-TERM REVIEW

Prepared By:

Deep Dave

Industrial Engineering

11BIE020

Guided By:

Dr. Abhishek Kumar

Dept. of Industrial Eng.

PDPU


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INTRODUCTION

Todays manufacturing and business environments are reaching a point

that competition for survival and market share is an obligation.

Tracking the global economy will show that being good is not enough,

therefore each organization really strive for excellence if want to stay in

the market.

Every single organization is looking for one single outcome

PROFIT


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PROFIT is not a single concept but comes with manyimportant implications:

P- Process excellence

R- Resources Management

O- Oriented to a Goal F- Financially Strong

I- Innovativeto stay ahead of competition

T- Timely deployment of strategies

In order to be a leader, most companies are realizingthat traditional management, manufacturingprocesses, and other historic approaches, are notenough.

More effective methods are needed:

Six Sigma

Lean Manufacturing


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Why Lean Six-Sigma?


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Lean Management Philosophies


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Main Disadvantage of Lean

Management In LS Profit can not be calculated in monetary value as opposed to Six

Sigma where with the help of Taguchi loss function we can show the

reduction in loss(or gain of profit) in terms of monetary value.


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Six Sigma

Six Sigma is one of the most potent strategies ever developed to

accelerate improvements in processes, products, and services, and to

radically reduce manufacturing and/or administrative costs and improve

quality. It achieves this by relentlessly focusing on eliminating waste and

reducing defects and variations.


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WHAT Is DMAIC?

DMAIC is the most powerful tool of Six-

Sigma for Continuous improvement.

A logical and structured approach to

problem solving and processimprovement.

An iterative process (continuousimprovement)

A quality tool which focus on changein management style.


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Lean Six Sigma

Lean Six Sigmais a methodology that relies on a collaborative

team effort to improve performance by systematically

removing waste; combining lean manufacturing/lean

enterpriseand Six Sigmato eliminate the eight kinds of waste

(muda).
http://en.wikipedia.org/wiki/Lean_manufacturinghttp://en.wikipedia.org/wiki/Lean_enterprisehttp://en.wikipedia.org/wiki/Lean_enterprisehttp://en.wikipedia.org/wiki/Six_Sigmahttp://en.wikipedia.org/wiki/Muda_(Japanese_term)http://en.wikipedia.org/wiki/Muda_(Japanese_term)http://en.wikipedia.org/wiki/Six_Sigmahttp://en.wikipedia.org/wiki/Lean_enterprisehttp://en.wikipedia.org/wiki/Lean_enterprisehttp://en.wikipedia.org/wiki/Lean_manufacturing


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Lean Six Sigma- 7 MUDAs

Identify and reduce:

Defects (repair, rework, scrap)

Overproduction (inventory)

Transportation (conveyance)

Waiting (queue time)

Inspection (reliance on mass inspection/

verification)

Motion (parts, paper, people)

Process, itself (over-processing, long cycles)


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A Case Study

AIM- Defects Reduction in a Rubber Gloves Manufacturing Process.


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1. DEFINE

Voice of the customer (i.e. customer requirements): the problem selected

to be tackled through this project was to reduce/eliminate quality defects

(i.e. holes/stains) on gloves .

In order to ensure that the research is in-control and focuses on the

project problem explicitly, the boundary of the project had to also be

defined and clearly indicated. This research was set to experiment solely

with the gloves of Medium (M) size. The improvement team and

organisation decided to initially focus on this particular product not only

due to this size had historically had the highest number of rejected

products but also the largest orders from customers.


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2. Measure


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3. Analyze


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4. Improve

SCREENING OF FACTORS

DOE & ANOVA TABLE

CRITICAL FACTORS: Oven temperature

Conveyor Speed

Four different ranges of temperatures; 220c, 225c, 230c and 235c andfour distinct speeds; 600, 650, 700 and 750 RPM


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Performance improved with new parameters.


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5. CONTROL

The aim of the control phase is to sustain the gains from processes

which have been improved by institutionalizing process or product

improvements and controlling ongoing operations . However, due to time

limitation, this stage is still under implementation at the Thai rubber

gloves manufacturing organisation studied in this paper.


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References

http://iieom.org/ieom2012/pdfs/

http://academic.uprm.edu/ispeprsc

http://www.c4c.ltd.uk/docs/Lean_Presentations

http://www.gdufs.biz/lean-six-sigma-

research-and-practice.pdf
http://iieom.org/ieom2012/pdfs/http://academic.uprm.edu/ispeprschttp://www.c4c.ltd.uk/docs/Lean_Presentationshttp://www.c4c.ltd.uk/docs/Lean_Presentationshttp://www.gdufs.biz/lean-six-sigma-research-and-practice.pdfhttp://www.gdufs.biz/lean-six-sigma-research-and-practice.pdfhttp://www.gdufs.biz/lean-six-sigma-research-and-practice.pdfhttp://www.gdufs.biz/lean-six-sigma-research-and-practice.pdfhttp://www.gdufs.biz/lean-six-sigma-research-and-practice.pdfhttp://www.gdufs.biz/lean-six-sigma-research-and-practice.pdfhttp://www.gdufs.biz/lean-six-sigma-research-and-practice.pdfhttp://www.gdufs.biz/lean-six-sigma-research-and-practice.pdfhttp://www.gdufs.biz/lean-six-sigma-research-and-practice.pdfhttp://www.gdufs.biz/lean-six-sigma-research-and-practice.pdfhttp://www.gdufs.biz/lean-six-sigma-research-and-practice.pdfhttp://www.gdufs.biz/lean-six-sigma-research-and-practice.pdfhttp://www.gdufs.biz/lean-six-sigma-research-and-practice.pdfhttp://www.c4c.ltd.uk/docs/Lean_Presentationshttp://www.c4c.ltd.uk/docs/Lean_Presentationshttp://academic.uprm.edu/ispeprschttp://iieom.org/ieom2012/pdfs/


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Documents

Lean Six Sigma-End Sem