Guia para implementação da Filosofia Lean e Seis Sigma.
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Lean Six Sigma
Six sigma
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Guia para implementação da Filosofia Lean e Seis Sigma.
Guia para implementação da Filosofia Lean e Seis Sigma.Descripción completa
Descripción: Lean Six Sigma
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Lean Six Sigma BENEFITS
STRATEGIC VALUE
• P rocess improvement and redesign (manufacturing, construction, financial services, healthcare, public sector, high-tech industry)
METHOD
• Superior cost structure structure • Competitive advantages advantages based on customer satisfaction
E R U S A E M E Z Y L A N A
E V O R P M I
L O R T N O C
• Improvement projects projects follow the DMAIC approach
• Starting with a data-based data-based diagnosis
• Lean Six Sigma program management management coordinates projects by strategically choosing projects and making sure that benefits are realized
• Improvement projects projects are led by Green and Black Belts, who are familiar with the process and Lean Six Sigma
• Working with precise precise and quantitative problem descriptions
• Competence development development in operations management, project management and continuous improvement
• Resul ting in superior superior quality and efficiency levels
ORGANIZATION
• Professional and scientific problem solving
0. DEFINE THE PROJECT Stakeholder analysis
S
I
P
O
Legend:
C
0: Current situation
S t r o n g l y a g a i n s t
X: Preferred situation
S ta k eh ol de r
S ta k e
L e t s i n i t i a t i v e h a p p e n
M o d e r a t e l y a g a i n s t
M a k e s i n h i t a i p a p t i v e e n
H e l p s i n i t i a t i v e
Influence
Person 1 Person 2 Person 3
SIPOC -
Person 4
Project charter SIPOC and process flow chart Benefit analysis Organization (time and review board) Stakeholder analysis
Stakeholder analysis
Project charter
1. DEFINE THE CTQS Revenue
Operational cost
Customer satisfaction
Personnelcost
Pareto Chart of Problems T hr ou gh pu t t im e
200
80
Manhours
60 100
a t a d t r a t S
40 Internal iterations
Waiting times
External iterations
50
Processing time
P ro ce ss in g t im e ( mi n)
100
150 First timeright
Throughputtime
2. VALIDA VALIDATE TE THE MEASUREMENT PROCEDURES
e t a d d n E
r e g a n a m t n u o c c A
1 n o i t a v i h c r A
2 n o i t a v i h c r A
. t p e d t i d e r C
20
Check definitions and calculations
0
0 r 4 9 1 2 2 5 1 5 1 9 m 5 3 3 1 6 m 1 m 4 1 9 m 7 4 4 2 2 t h e e e m e m l e e m e e m e m O e m l e m l e m l e m e m l l o b o b l b l e o b l b l l b l o b o b o b o b l r o b o b l o b r P r r o r o r o b r o P r P r P r P r P P r P r P P P P P r P
CTQ flowdown - CTQ flowdown - Operational definitions - Measurement plan and forms
- Validity of the measurements: before, during and after data collection - Precision: gage R&R or agreement study (kappa) - Pilot measurement - Start measuring
Brainstorm sessions FMEA Expert interviews BOB vs. WOW and autopsies FMEA Process inefficiencies in value stream map Process matrix
4 2 0 1
2
3
BOB vs. WOW study and autopsies
6. DESIGN IMPROVEMENT ACTIONS d a o l k r o W
DMAIC5: C 5: effect
CTQ1
S
3
FINO
15
DMAIC4: possibleinfluence factors
O
Failure 1
8
-
5. ESTABLISH ESTABLISH THE E FFECT OF INFLUENCE FACTORS
Influencefactor
Failure mode
Control chart
Process behavior over time Process capability analysis Value stream map Redefine project objectives
Control variables
M ot he he r na na tu re
6
1
Process statistics and histogram
B
6
66 5
Value stream map
*
Average workload
12 FIFO
Y 11 Time
10
Capacity vs. workload
9
LIFO
8
Process matrix
7 5.0
5.5
6.0
6.5
7.0
7.5
Rush jobs
8.0
-
X
- Select the most important influence factors - Determine impact and changeability of influence factors - Summarize evidence
Statistical data analysis
Improvement actions Operations management Description of the new process Impact on the CTQs
Third party
Rationalizing, routing, streamlining and line balancing
-
7. IMPROVE PROCESS CONTROL
8. CLOSE THE PROJECT Technical
Organizational Political
Plan Initiate
Senior management
Implement Monitor Line management
Suppl ier
Input
Process
Output
Customer
Close
Implementation roadmap
Linepersonnel Automatic controls
Control pyramid -
Intervention (OCAP)
Compare with the norm
Inspection
Control loops
Process description and operating procedures Control plan and control loops (feedback and feedforward) Roles and responsibilities Logs, dashboards and quarterly reports Mistake proofing (poka-yoke)
Poka-yoke
5S and visual management
Benefit tracking -
Project documentation Benefit realization Implementation plan Project documentation Follow-ups