Mr. Al Hammonds

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Mr. Al Hammonds Manufacturing and Quality
Director Strategic Partnership for Industrial
Resurgence The Center for Industrial
Effectiveness, University at Buffalo And Instructo
r, UB Department of Industrial Engineering Lean
Manufacturing And Six Sigma EAS 590 February
25, 2004 used again March 2, 2005
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Flow Manufacturing Modules/Agenda
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Flow Manufacturing Manual
Design New or Modify Existing Manufacturing
Systems

• Establish a Team
• Define the Problem
• Gather and Analyze Data
• Redefine Operations and Procedures
• Formalize and Validate Changes
• DO IT AGAIN!

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Flow Manufacturing Contents

• 6 How-To Chapters
• Value Stream Identification
• Improve Flow
• Determining Resources to Meet Customer Demand
• Process Design for Flow
• Plant-Wide Flow Plan
• Financial Report Card

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Flow Manufacturing Contents

• 9 Operational Definitions
• Process Integration Flexible Work Cells
• Elimination of Waste
• Constraint Management
• Level Scheduling
• Delphi PDP
• Simulation for Flow Manufacturing
• Value Stream
• Lean Guidelines Equipment Workstations
• Synchronous Assist Devices

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Value Stream

• Definition
• Within Manufacturing, the Value Stream is defined
  as

The set of all specific actions required to
bring a specific product through the physical
transformation task proceeding from raw materials
to a finished product in the hands of the
customer.
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Value Stream

• Objectives
• Understand the Definition and Purpose of Value
  Streams.
• Understand Total Product Cycle Time.
• Understand how to Analyze a Value Stream.

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FM-05 Plant Wide Flow Plan
Material Flow in a Process Oriented Layout
Material Flow in a Product Oriented Layout
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FM-02 Improving Flow

• Purpose
• Reduce TP c/t Using Quality Network Leadtime
  Reduction
• Value Added / Non-Value Added
• Process Flow Chart
• Lead Time Reduction Graphic
• Interdependent Element Analysis

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Lead Time Reduction Graphic Tool
ORIGINAL
Electronic Version Available (Developed by
Global Manufacturing Systems Group)
POTENTIAL WITH COMBINATION
Non-Value Added
Value Added
Process 1/2/3/Wash/4
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Improving Flow - Implementation

• Map out Process with VA / NVA time.
• Ask WHY? WHY? WHY? WHY? WHY?
• Generate Solutions considering all of the
  interdependent elements.
• IMPLEMENT Improvements.

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FM-03 Determine Resources
Purpose
This phase collects the data needed for flow
process design and determines the machine and
labor resources required to meet customer demand.
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FM-03 Determine Resources
Objectives

• Engage the team in the data gathering process.
• Learn the tools of data gathering.
• Capture work elements as completely as possible.

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Takt Time
Scheduled Runtime
Takt Time



Total Customer Requirements
Scheduled Run Time Time scheduled to run per day
- breaks, lunches, meetings, planned maintenance
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Process Design for Flow - Strategies

• Defining Flow Concepts
• Planned Cycle Time
• Defining Machine and Manual Operations
• Defining Material and Information Flow
• Finalize Layout
• Formalizing Best Practices

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Buffer Size Determination
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Validate Process Design / Finalize Layout

• Validate and Optimize Process Design
• Verify machine and operator cycle times are below
  Planned Cycle time.
• Perform computer or manual simulation if
  necessary.
• Formalize Layout
• Exact location of equipment to scale.
• Incorporate material flow.
• Apply workplace organization.
• Show any buffers or storage points.

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Process Design for Flow - Implementation

• Generate Concepts
• Determine Planned Cycle Time
• Define Operations and Draft PFP Chart
• Map Material and Information Flow
• Finalize Layout
• Formalize Best Practices using PFP

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FM-06 Financial Report Card
Focused on Identifying Potential Savings

• Plant and Product
• End Items / Product Mix
• Product Cost Percentages (Matl/Labor/Overhead)
• Inventory
• Inv by RAW, WIP, FGI
• Productivity
• Uptime / Overtime / Staffing (Salaried Hourly)
• Quality
• Scrap Rework Costs / PPM
• Floor Space
• Flow Manufacturing
• Total Product Cycle Time
• Work Content, Non-value Added, Value Added

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Six Sigma / Kaizen / Lean What does it all mean?

• Essential Tools for Survival

Presented by Thom Marra February, 2004
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Six Sigma / Kaizen / Lean Why does any of this
matter?

• The Old Testament
• Customer Satisfaction
• Quality (for its own sake)
• Cost Reduction
• Market Share
• Market Research

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Six Sigma / Kaizen / Lean Why does any of this
matter?

• The New Testament
• Customer Loyalty
• Customer Retention
• Zero Defections
• Lifelong Customers

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Culture - SWOT

• Strengths (core competencies)
• Weaknesses
• Opportunities
• Threats
• Different Strokes for different folks

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People Power in the People
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Six Sigma vs. Kaizen
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Kaizen

• A problem solving methodology
• A systems approach
• 7 QC tools
• 7 Management tools - Affinity diagram, Tree
  diagram, Process decision program chart (PDPC),
  Matrix diagram, Interrelationship digraph (I.D.),
  Prioritization matrices, Activity network diagram
• Teams / everyone
• Kaizen is a process oriented way of thinking. It
  rewards for improvement in the process trusts
  (has faith) the results will follow.

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Six Sigma

• Six Sigma means something different to every
  company a goal, a philosophy, a tool box,
  customer focus, a management system
• 3.4 defects per million opportunities
• Stresses breakthrough improvement, not
  incremental improvement
• Should be part of a larger business system
• Emphasizes a very structured approach DMAIC
• Bottom-line driven

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History of Six Sigma

• The statistical tools created lt 1980s
• Zero defect concepts introduced Crosby (late
  70s early 80s)
• The PC statistical software late 80s
• Methodology created (MAIC) (Motorola, Allied
  Signal, GE) late 80s early 90s
• Today a metaphor for Business and Process
  Excellence

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Six Sigma Why Do Six Sigma?

• Money
• Customer Satisfaction
• Quality
• Impact on Employees
• Growth
• Competitive Advantage

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Six Sigma Why not Six Sigma?

• The company has a strong, effective performance
  and process improvement effort in place
• Current changes are already overwhelming
• Potential gains arent sufficient to finance the
  investments

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Six Sigma What to Solve?

• Project cost savings
• Customer satisfaction deliverables
• Processes
• Problems
• Targeted location
• Design
• Supplier processes

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Six Sigma Roles

• Executive
• Champion
• Process owner
• Master Black Belt
• Black Belt
• Green Belt
• White Belt

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Data driven
In God We Trust, Everyone else bring data.
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Data driven

• Statistics is the art and science of
• discovering what is at first difficult to
• see and later becomes obvious.
• - Author unknown

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Uncertainty
Omnipresent Variability Leads to Unbiquitous
Uncertainty
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Variability
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Statistics
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Six Sigma - DMAIC

• Define
• Measure
• Analyze
• Improve
• Control

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Yf(x)
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Six Sigma - DFSS

• DFSS Design for Six Sigma
• QFD Quality Function Deployment
• Robust Design and Process
• FMEA Failure Mode and Effects Analysis
• Design for X
• Special design tools