6西格瑪培訓(xùn)-leansixsigmafundamentals

1、LeanSixSigmaFundamentalsTrainingClassroomLogisticsSafetyExitroutesemergencyproceduresofthefacilitySafetyhazardsLogisticsLocationofrestroomssodamachinesLANaccessetc.CourtesyRespectTurnoffallcellphonescomputersduringclassB

2、eengagedparticipativeTRAININGObjectivesToprovideparticipantswithanawarenessof:LeanSixSigmaLeanSixSigmaPrinciplesKaizenEventsLeanSixSigma(LSS)Asystematicapproachofidentifyingeliminatingnonvalueaddedactivitiesthroughcontin

3、uousimprovement.Builtonthepremisethatthelowestcosthighestvelocityisachievedwhenqualityisatit’shighest.Thisincludesqualityofallbusinessprocessesservicesnotsimplyproductquality.Itmaximizesemployeeinvolvementtosolveproblems

4、improveprocesses.Relentlessfocusoneliminationofwastecreatinggreatercustomervalue.ProducingwhatisneededwhenitisneededwithrightamountofmaterialsequipmentlabspaceLeanSixSigma(LSS)WhyLeanSixSigma(LSS)LSSfocusesoncustomervalu

5、ekeepinguscompetitiveinthelongtermhizon.EffectiveLSSinitiativesempoweremployeesbuildtrustwithinthecompany.LSSprovidesacommonsenseapproachtocontinuousimprovementthatfocusesonwasteelimination.LSSextendsbeyondmanufacturingi

6、sappliedtoallprocessesfunctions.AsuccessfulLSSjourneywillhavesignificantimpactonanganization’sperfmance.LeanSixSigmaPhilosophyTooearlyToolateDeliveryTimeTooearlyToolateDeliveryTimeDefectsToolateMissedsales...Lostrevenuel

7、ostcustomersDefectsTooearlyToomuchinventyonh…Assetcoststoohigh!Rath&Strong2000FocusofLSSTheprocessequationisfundamentaltoLeanSixSigmaconceptsmethods.Itrepresentsaprocesswith“Y”astheoutputs“x”astheinputs.Thegoalistomeetcu

8、stomerrequirements.Toimprovewemustunderstthex’sofourprocess.YxY=f(x)OUTPUTSINPUTS&PROCESSESTheProcessEquationLeanSixSigmaResultsYourProjectGoal…MoveThe“Y”Question:HowShouldThe“Y”MoveProjectYExamplesCycleTimeQualityCostDe

9、liveryTimeEndofProjectBaselinePeriodKaizen&DMAICLProjectLifeCycleYUSLPotentialImpactofLeanSixSigmaInventyReductions1050%FreeUpFloSpace1050%IncreaseTurns30100%ProductivityGains1250%LeadTimesCut3070%ProductCycleReduced1540

10、%BenefitsofLeanSixSigmaEliminatewastedailyLearnbydoingEncourageinnovation–keepstretchgoalsWktowardzerodefectsKnowshowbaselinecurrentmeasurementsDrivestepfunctionimprovementsContinuouslyimprovedailyInvolvepeopleearlyEmplo

11、yeeExpectationsParticipateonLSSprojectteamsParticipatebusinessprocessesFollowpateincreationdeploymentofcommonsupptthecompany’scommonbusinessprocessesonceimplementedUsedefinedprocessmodulestoolsindaytodayactivitiesIncpate

12、LeanSixSigmamethodologyTrainingfallemployeesoverthenextyearonLeanSixSigmaFundamentalsWkplaceganizationSiftingremovingeverythingfromyourwkplacethatisnotrequiredtodothejob.StingEstablishingasemipermanentlocationfallrequire

13、dobjectsinthewkplaceSweepingWashingcleaningthewkplacetoeliminatealldirtrubbishSpicSpanTheresultofthefirstthreeS’sSelfDisciplineThemostdifficultoftheS’s.RequiresconstantvigilancetomaintaintheaccomplishedlevelsofSpicSpan5S

14、BecomingWasteConsciousThe7ElementsofWaste…OverproductionCrectionInventyProcessingConveyanceMotionWaitingOverproductionProducinggoodsataratefasterthanrequiredproducingmethanisrequired.Overproductionleadstoincreasedlevelso

15、fallothertypesofwaste.CrectionThequalityofourproductcanonlybeasgoodasthequalityofthewstcomponent(remembertheRTYcalculation).Thewasteinourprocessismagnifiedbythecostassociatedwithcrectingthedefectaswellasthecostsassociate

16、dbydelayingfurtherproductionwhilewaitingfthecrectionThewasteofcrectionisoftenamplifiedbyoverproduction.Notonlyhavewegeneratedthemistakeoncebutunknowinglywehavegeneratedthesamedefectmultipletimes.Inventy$$$Inventycostsmon

17、ey.Aswebuildexcessinventytoaccommodateproblemsinourprocessthecostsescalate.Safetystocklevelsaredrivenbydowntimequalityproblemssupplierdeliveryproblemslineimbalancesetc.Loweringtheamountofinprocessinventyfcesustoimproveou

18、rprocesses.ProcessingEverythingwedoinourganizationispartofaprocess.However…WesometimesOVERPROCESS.Weusesystemstoolsthatarereallytheequivalentofusingasurgeontoremoveasplinter.Rememberresourcescostmoneywhenweoverprocessweu

19、setheganizationsresourcesthatarenotrequired.WASTINGRESOURCESConveyance$$$$$$$$$$$$$$$$$$$$$$$$$$$EVERYTIMEyoumoveapartyouaddcosttothatpart.Unftunatelytheaddedcostdoesnottranslatetoaddedvalue.Wecannotgeourcustomermebecaus

20、ewehaveshuffledourproductsaroundtheplantaroundthewld.WemustMINIMIZEconveyanceindertopreserveourproductmargins.MotionWasteofmotioncanoccurinmanyfms.Peoplemovingtogatherneededtoolscomponentstoperfmtheirwk.Movementofequipme

21、ntthataddsnovaluelikemachining“aircuts”multispindleindexesetc.Inmostcasesjustrecognizingtheopptunityisthemostdifficultpartofreducingthiswaste.WaitingWecannotwaitinlineanywherewithoutgrowingimpatient.EXCEPT…Whenweareatwk.

22、Itisoftenwithasighofreliefthatweacceptawaitingperiodatwk.Waitingf“batchproduced”WIPfromapreviousprocess.Waitingfadocumentfromapreviousdepartment.Waitingfinventy(rawcomponents)tobedeliveredetc…Alltypesofwaitingcost$$$Tomi

23、nimizewastewemustseeoutopptunitiestoeliminatethewasteofwaiting.Remember…Thewasteofwaitingis100%wastewheneveritisidentifiedthecostisreducedbyALLoftheamountofwaittimeyouhaveeliminated.AdaptedfromWomackJ.P.D.T.Jones1996Lean

24、ThinkingSimon&Schuster.LeanSixSigmaPrinciplesSpecifyvalueintheeyesofthecustomerIdentifythevaluestreameliminatewasteMakevalueflowatthepullofthecustomerInvolveempoweremployeesContinuouslyimproveinpursuitofperfectionLeanSix

25、SigmaPrincipleOneDefiningValueRecognizingValueValueAddvs.NonValueAddImptanceofValueValueValueStreamFlowPullEmpowermentPerfectionHowValueisDefinedValueisdefined…bytheendcustomer.tomeetcustomer’sneedsataspecificpriceataspe

26、cifictime.whenexpressedintermsofaspecificproductservice.Tounderstvaluewemusthavedialoguewithspecificcustomers.HowtoRecognizeValueValueisprovidedwhenaqualityproductserviceisdelivered……thatmeetsthecustomerrequirementswithi

27、nthecustomerresponsetimeintheproperquantitywithminimalwasteattherightprice.ValueAddedvs.NonValueAddedActivityValueAddedActivity:anactivitythataddsvaluefromacustomerperspective.CustomeriswillingtopayfactivityserviceTheact

28、ivityphysicallytransfmstheproductserviceofferingActivityisperfmedcrectlyfirsttimeNonValueAddedActivity:Activitiesinaprocessservicethatneitheraddvaluetoaproductservicenenableothervalueaddedactivities.Theseactivitiestaketi

29、meresourcesspacebutdonotaddvaluetotheproductservicefromacustomerperspective.Someoftheseactivitiesarenecessaryunavoidablebutnohelessstillconsideredwaste.(e.g.Inspection)Valuemustbedefinedbytheendcustomer.IngersollRpeoplea

30、realwaysvalueadded.WhyfocusonvalueCustomershavechoicesinthemarketplace.Purchasingdecisionsarebasedonacombinationoffacts:PriceQualityDeliveryDurabilityBrEtc.Globalcompetitslookftheoptimalcombinationofthesefactstomaximizec

31、ustomervalue.Ifwefailtoconsistentlyfocusonmaximizingcustomervalueourshareofthemarketwillerode.ValueValueStreamFlowPullEmpowermentPerfectionLeanSixSigmaPrincipleTwoValueStreamsWastesImptanceofFocusingonInventyValueStreamM

32、appingCustomerValueINFMATIONFLOWPRODUCTSERVICEMATERIALFLOWFinanceMarket&SalesDesignderEntrySuppliersSubAssyMfgAssemblyAValueStreamWhatisavaluestreamAlltheactivitiesfromcustomerdertocash.TheeightwayswewasteTransptation–mu

33、ltiplehlingdelayinmaterialhlingunnecessaryhlingInventy–upimplementingemployeeideassuggestions.holdingpurchasingunnecessaryrawmaterialWIPfinishedgoodsMotion–actionsofpeopleequipmentthatdonotaddvalueWaiting–timedelaysidlet

34、imenonvalueaddedtimeOverproduction–producingovercustomerrequirementsproducingunnecessarymaterialsproductsOverprocessing–unnecessaryprocessingstepswkelements.ProceduresDefects–producingapartthatrequiresrewkisscrappedUnuse

35、dCreativity–notfollowingEmployeesWasteWasteisanactivity.Employeesareneverconsideredwaste.Attimessomewastefulactivitiesarerequireduntilthecurrentprocesscanbeimproved.TheintentofLeanSixSigmaistoredefineourprocessessothatev

36、eryonespendsmetimeonvalueaddedactivities.Thisincreasesvaluetoourcustomersaswellasourowncompetitivenessintheglobalmarketplace.ImptanceofFocusinginInventyInventyturnscanbeusedtomeasurethevelocityofaprocess.Otherwastesusual

37、lyresultinexcessinventy.Aswastesareeliminatedinventyreducedthevelocityoftheprocesswillincrease.ThismeanshighervaluefourcustomersatalowercostfIngersollR.InventyExamplesRetainedEMailsUnprocesseddersPaperwkRawMaterials&Part

38、sFinishedGoodsQuotesAwaitingApprovalJobApplicationsOpenPurchasedersUncommunicatedIdeasInventyisaKeyLeanSixSigmaIndicatManufacturingProcessLeadCycleTimeInventyBatchSize100500SeaofInventyWIPPoSchedulingLineImbalanceLongTra

39、nsptationLongSetupsDefectsInventyHidesProblems:ManufacturingProcessInventyislikeariverwhenwaterlevelisloweredbouldersmustbedealtwithInvoicingProcessLeadCycleTimeInventyWIP100500SeaofInventyWIPWaitingOverloadMultipleAppro

40、valsDataStreamsErrsInventyHidesProblems:TransactionalProcessInventyislikeariverwhenwaterlevelisloweredbouldersmustbedealtwithDataSystemInvoiceOneprocessistakinglongerthantherestVacationscheduling.Posynchronization.Errsin

41、data.Incompletedata.Wrongdiscount.Gatheringdatatakestoolong.Inputtingtakestoolong.SendingfmsfromonelocationtothenextfapprovalMultipleValueStreamofaCartonofColaTotalValueStream=324daysValueadd=3hoursVANVA=0.04%CurrentStat

42、eFutureStateIdealStateNoActionItisnotuncommontorealizea5070%reductioninprocessingtime!!ValueStreamMapping324DaysInventy3HoursProcessing150DaysInventy3HoursProcessing15DaysInventy3HoursProcessing(whereyouarenow)(36monthta

43、rget)(allvaluenowaste)324DaysInventy3HoursProcessingValueValueStreamFlowPullEmpowermentPerfectionLeanSixSigmaPrincipleThreeFlowPullDefinitionPrinciplesExamplesPrerequisitesTheprogressiveachievementoftasksalongthevaluestr

44、eamsothataproductproceedsfromdesigntolaunchdertodeliveryrawmaterialsintothehsofthecustomerwithnostoppagesscrapbackflows.WhatisFlowPullBefeFlowOnlyValueAddedStepstimeBalancedflowNoScrapRewkNoBackFlowsNoStoppagesContinuous

45、FlowFlowPullPrinciplesProcessAProcessBProcessCProcessDFlowPullPrinciplesLookattheEntireProcessMatchOutputOutputtoCustomerDem.ReduceVariationWithintheProcess.IdentifyOpptunitiestoEliminateWaste.BalancetheLine.CreateaConti

46、nuousFlow.UtilizetheSmallestCostEffectiveQuantity(LotSize).IdealState:Pushvs.FlowPullSystemsPushsystemresourcesareprovidedtotheconsumerbasedonfecastsschedules.FlowPullsystemamethodofcontrollingtheflowofresourcesbyreplaci

47、ngonlywhathasbeenconsumed.PushSystemChangesinDemAllprocessesmustberescheduledsimultaneously.Ina“Push”Systemupstreamprocessessupplymaterialasproduced–notnecessarilyasneededTraditional“Push”SystemChangesinDemUpstreamDownst

48、reamCastingMachiningAssemblyFinalMaterialFlowFlowPullSystemChangesinDemContinualupdateofupstreamprocesseswithpullsignals.Ina“FlowPull”Systemdownstreamprocesssignaltheneedfpullmaterialfromupstreamprocesses.Lean“FlowPull”S

49、ystemChangesinDemUpstreamDownstreamCastingMachiningAssemblyFinalMaterialFlowPullSignalsPrerequisitesfFlowPullSystemsFJITPullsystemstobesuccessfulotherLSSConceptsareneeded:Qualityatthesource(Zerodefects)Pokayoke(Failsafet

50、oolsmethods)Preventivemaintenance(TPM)Goodhousekeeping(5S)Setuptimereduction(SMED)WasteeliminationFlowPullsystemstypicallyutilizesomefmofKanban(visiblerecd)whichisthefundamentalactivitycontrolinaleansystemValueValueStrea

51、mFlowPullEmpowermentPerfectionLeanSixSigmaPrincipleFourLSSCultureImptanceEmployeesResponsibilityBenefitstoEmployeesWhataLeanSixSigmaCultureLooksLikeEveryoneknowswhatthegoalsareftheprocessleadingtomealignmentbettercommuni

52、cations.Teamscontinuouslymonithowwelltheirprocessisperfmingtowardsthegoals.Problemsareidentifiedwithintheprocess.Processesaremanagedvisuallybothinthefactyintheoffice.Processimprovementscanbeinitiatedbyanyonearehappeninga

53、llthetime.Peopletalkabouteliminatingwastesonadailybasis.Mefocusonprocessimprovementversusdisciplinaryaction.Employee’sResponsibilityfLSSWktoachievewldclassprocessperfmancein:SafetyQualityDeliveryCostBecomeagentsofchangeP

54、referchangeoverfailuretoseekchangeImplementradicalchangefollowedbycontinuousimprovementGiveideaslookatwhatyoudoParticipateinLSSprojectswhenrequestedALLEMPLOYEESBenefitstoEmployeesLSSprovidesthefollowingbenefitsfemployees

55、:Stardizesthewaywewktherebyreducingconflictincreasingalignmentwithmanagement.Allowsemployeestoexpressincpateideasonhowtodotheirjobsbetter.Seekstobalancewkbetweenprocesses.Fostersateamenvironmentasenseofcommonpurpose.Help