improvement in manufacturing process in jejuri-1 factory

POWER POINT PRESENTATION TEMPLATELEAN SIX SIGMA PROJECT
Project Leader:
Dharmendra Shrivastav
Target End date: 31st Dec 2014
Cover page information:
Enter the name of your Lean Six Sigma project. Be specific and to the point! Remember to scope well!!!
Project leader (belt): Add your own name, job title and organization (company, function, department, site, location… as appropriate).
Champion is a person who is the business owner of your project. For the Green belts he/she is usually your direct superior, but for the Black Belts the champion can come for other parts of the organization too.
Typically champion has selected the project (together with you) and approved the project focus
Is interested that you solve the problem and achieve the objectives and bring financial benefits allows you to use time for the task!
Is able and willing to remove potential obstacles, provide resources to your project, etc.
Start date: Date, when you actively start to work with the project. For training projects, often the first training day. Can be something else too…
Target end date: Statement for when the project is expected to be ready.
© 2011 Konecranes. All rights reserved.
BUSINESS CASE
Problem Statement:
Project Objectives:
Delayed Manufacturing of Components for Sub-assemblies (ICS-WMI Type) - Minor components not getting ready in time. - Assemblies stuck because of Minor components - Delayed Manufacturing of components because of vendor dependency
Faster Assembly of Components. More assemblies thus More Jobs completions. Elimination of idle time to expedite component manufacturing
Strategic Linkage:
Benefits Estimate:
Capture More Market share More Business
On time delivery of Jobs. Lead to more orders & increase in market share Cost reduction because of short supply
Problem statement:
Clearly explains what the problem is, when and where it occurs and what the impact of the problem is. What you are trying to solve or prevent from happening and why?
Keep it brief, use simple terms and terminology that helps to define the scope and narrow it down. Quantify the problem with data and dates that help to baseline the problem, explain how the problem affects the organization. Sometimes it can be beneficial to list also few details about the project background /history.
Do not refer to any solution or root cause in your problem statement!
Project objective:
Defines the target for the project. What do you want to achieve!?!
Keep it brief and use the same metric as in problem statement. Avoid neither defining explicitly how the problem should be solved nor providing solutions.
At the early phase of the project it can be difficult to quantify the needed improvement. However, you can use your best estimate or simply use an X or Y and return to it later.
The Project objective is typically reviewed/clarified again at the end of the Measure and Analyze phases.
Strategic linkage:
Explain, how the project is linked to strategy, critical programs, vital projects, key processes and /or key KPIs? Why is it important to do this project, does it enhance strategy deployment?!?
Benefits estimate:
Link the project clearly to business benefits and talk “management”, let the money talk!
Is the business case lucrative enough to implement the project and does it justify the use of resources?!?
Often champions provide a preliminary estimate of the benefits from the project to the business, when they select and set up the project.
Belt, preferably together with a controller, develop it.
Building detailed benefits estimate, concentrate on:
What are the potential benefits/savings from the project?
What is the cost of the problem to the business today, how much do you save if you get rid of it?
What is the expected net financial impact to bottom line?
You may group savings to hard (money, direct) and soft (indirect) savings/benefits.
List possible other arguments for the project or other key outcomes of the project (sometimes money is not the primary/explicit target)?
*
PROJECT TEAM AND SCHEDULE
Name
Role
Project team and schedule:
The Champion provides typically the initial list of key persons and parties in the team. Belts responsibility is to to add up and complement as appropriate.
Champion (Key owner or the project, often direct superior to the belt.)
Project sponsor (If applicable. Often CEO or other high rank executive to ensure project visibility and support. Not necessary in small, local projects.)
Steering group (If applicable. Examples: local management group or process steering group, in cross functional projects consists of representatives from all key stakeholders.)
Project leader: Black belt or Green belt
Technical support/Master Black belt: can be internal or external support person, nominated to assist in the project
Team members: A typical team consists of 3-6 members. Document also every members particular role in the team (particular expertise needed, which they bring to the team). Note, that you may use smaller core team and then bring in sector specialists when appropriate. When larger attendance is required in order to work with potential change resistance, it may be cleaver to pave way for easy implementation from day one. Sometimes it is good to bring in and involve knowledge for suppliers and/or customers. Make sure every team member has permission to participate from their own superiors! Get the final approval from your champion!
Project Schedule:
Provide a draft time outline for the key milestones of your project. Note, use of time is not necessarily linear as measure and analyze phases tend to take the longest time!
SUCCESS ENABLERS
Key Stakeholders:
List key people/parties who will be involved or affected by the project, or who have some level of control over the project content/process to be improved. Who do you need to contact, involve and inform? Who do you need to succeed?
Analyze the situation and make an appropriate action plan and communication plan (support template available).
Key issues regarding managing change and transition:
Start to build foundation for successful deployment of the project outcomes already on day 1! How do you ensure easy implementation and wide acceptance for the project results?
Project risk analysis:
If applicable, list most important risks related to project management and project resources.
Are there potential barriers to project progress/success?
*
PROJECT METRICS :
Operational Definition of Key metrics: Improvement of Manufacturing process for Components
Metric
Baseline
Goal
Entitlement
8-10 Week
6 Week
6 Week
4-6 Week
4 Week
4 Week
BENEFITS ESTIMATE
Increase in Market Share Because of On time delivery of Crane.
More Money Rolling in Market because Increase in Market Share .
Reduce Lead time of Components
Reduce Idle time of Workmen
On Time Delivery of Jobs
Overtime Cost reduction because of Extra work to Expedite Work
Soft Savings:
Hard Savings:
Project scope: Improvement in Manufacturing of Process.
Production Plan & Drawings with SAP PR-PO
Raw Material & Components
Ready Components.
VARIOUS CAUSE FOR DELAY IN PUNCTUALITY
*
*
Shop Floor Activity Planning
Revisions in Drawings
Delay in Customer Approval
Delivery Punctuality
Quality Inspection & Acceptance
Raw Material Purchase
CAUSES FOR DELAY :
PR or PO not Placed in time as per Lead time
Material not receiving in time as per our requirement.
Control on Delay of Raw Material,
Lead Time of Vendors should be decided.
Lead time of component should be redefined
Standard item Min-Max level should be defined.
Rejection of Raw Material at Internal Inspection.
Component Manufacturing Lead time should be defined to plan the activity.
Insufficient Std. Material Availability in Store/stock or non std components required for almost every jobs.
Planning of Work raw material for shop floor as per manufacturing lead time.
Shop Floor Activity Planning as per requirement of manufacturing.
Insufficient & unskilled manpower for execution of work on machine.
Insufficient material handling equipment.
Quality Acceptance criteria.
Frequent & last minute revisions in Drawings
Delay in drawing release from engineering department as per defined schedule.
*
*
FMEA FOR COMPONENTS DELAY
2
Jan-13
11-12/C/BPSL/038B
KW000171
3
Jan-13
11-12/C/057A1
KW000242
Delayed due to Components readiness as well as customer inspection
4
Jan-13
11-12/C/057A2
KW000243
Apr-13
6
1
17%
Delayed due to Components readiness as well as preponed by customer
5
Jan-13
11-12/C/057B
KW000244
6
Jan-13
11-12/C/JSW/059B
KW000249
Oct-13
11
0
0%
11
Jan-13
11-12/C/JSW/059I2
KW000260
Nov-13
5
1
20%
12
Jan-13
Total
94
26
28%
14
Feb-13
11-12/C/BSL/49E
KW000227
18
Mar-13
KW000488
23
Mar-13
11-12/C/JSW/059E
KW000253
25
Mar-13
11-12/C/BPSL/038R1
KW000184
26
Mar-13
10-11/C/BSL/027I2
KW000087
27
Mar-13
12-13/C/BPSL-L/022A
KW000357
28
Mar-13
11-12/C/BSL/011C1
KW000134
32
Apr-13
11-12/C/BSL/011A
KW000132
33
Apr-13
10-11/C/BACL/042H
KW000475
34
Apr-13
36
Apr-13
37
May-13
12-13/C/SSTL/019A
KW000347
[$Wk] 19
[$Wk] 19
Delayed due to customer priority changed, New delivery schedule not defined
38
May-13
12-13/C/SSTL/019B
KW000348
[$Wk] 19
[$Wk] 19
39
May-13
KW000546
KW000546
40
May-13
12-13/C/020
KW000349
41
May-13
KW000497
KW000497
42
May-13
11-12/C/BSL/011C2
KW000135
43
May-13
KW000478
KW000478
44
May-13
KW000481
KW000481
45
May-13
10-11/C/BSL/27J2
KW000089
46
Jun-13
12-13/C/BPSL-L/022B
KW000358
[$Wk] 8
[$Wk] 8
Delayed due to Components readiness- Gear box delayed & customer priority changed
47
Jun-13
KW000493
KW000493
48
Jun-13
KW000574
KW000574
49
Jun-13
12-13/C/BPSL/023C
KW000365
[$Wk] 7
[$Wk] 7
50
Jun-13
12-13/C/BPSL/023D
KW000369
[$Wk] 8
[$Wk] 8
51
Jun-13
12-13/C/BPSL/021A
KW000350
[$Wk] 14
[$Wk] 14
52
Jul-13
11-12/C/JSW/059L1
KW000265
[$Wk] 12
[$Wk] 12
53
Jul-13
KW000479
KW000479
54
Jul-13
KW000571
KW000571
55
Jul-13
KW000480
KW000480
56
Jul-13
11-12/C/JSW/059N
KW000268
[$Wk] 13
[$Wk] 13
57
Jul-13
11-12/C/BPSL/38F
KW000174
[$Wk] 11
[$Wk] 11
58
Aug-13
KW000605
59
Aug-13
KW000606
61
Aug-13
KW000582
62
Aug-13
KW000583
63
Sep-13
KW000484
64
Sep-13
KW000604
65
Sep-13
KW000483
66
Sep-13
KW000498
67
Sep-13
KW000607
68
Sep-13
KW000611
69
Sep-13
12-13/C/BPSL/023A1
KW000360
[$Wk] 11
[$Wk] 11
70
Sep-13
KW000490
71
Sep-13
KW000489
72
Oct-13
KW000578
73
Oct-13
KW000579
74
Oct-13
KW000581
75
Oct-13
KW000572
[$Wk] 24
[$Wk] 24
76
Oct-13
KW000615
77
Oct-13
11-12/C/BPSL/038Y2
KW000194
[$Wk] 44
[$Wk] 44
78
Oct-13
KW000580
80
Oct-13
10-11/C/BSL/027K
KW000090
[$Wk] 44
[$Wk] 44
81
Oct-13
KW000491
[$Wk] 35
[$Wk] 35
82
Oct-13
KW000636
83
Nov-13
KW000661
[$Wk] 3
[$Wk] 3
84
Nov-13
KW000616
85
Nov-13
KW000681
86
Nov-13
KW000494
[$Wk] 22
[$Wk] 22
88
Dec-13
11-12/C/BSL/062
KW000273
89
Dec-13
KW000477
[$Wk] 20
[$Wk] 20
90
Dec-13
KW000625
[$Wk] 3
[$Wk] 3
93
Dec-13
11-12/C/BPSL/038S2
KW000186
[$Wk] 7
[$Wk] 7
94
Dec-13
KW000618
WMI Cranes
47
1
0.6911764706
DataInCols
13
2
0.8823529412
MultiDatasets
6
3
0.9705882353
ChartTitle
[Auto]
Others
2
4
1
TitleX
[Auto]
TitleY
[Auto]
MaxBars
4
SortBars
SortDes
SortDatasets
SortNone
ParetoType
ParetoTypeBarsNoLine
OthersCaption
Others
HasOthers
1
FLINK_Report
10
HasReport
1
UnderlyingRows
10
UnderlyingCols
4
TotalCols
6
TotalRows
24
FMEA
LOW SEVERITY
HIGH SEVERITY
Process Function
SEV
OCC
DET
RPN
Manufacturing of Crane components for Assembly of Crane (Crane Punctuality)
Components Manufacturing
9
5
Machine shop
6
Tracking of Inventory level of standard components with MIN-MAX level
Planning
10
6
Planning
10
6
5
300
Production/Store
6
8
7
560
Planning
10
8
4
320
Planning
6
System should be up to date as per current data
Stores
9
6
5
4
180
8
6
9
Inspection with standard equipemnts & Standard procedure should be defined for inspection of components
Quality Department
8
6
480
10
8
6
480
10
7
5
350
Lead time should be decided & mutually agreed with Concerned dept
Purchase
10
6
4
240
10
9
7
630
Purchase
10
5
4
200
Last minute revision should be done after discussion with stake holders
Design
9
7
630
Planning
9
5
5
225
Purchase
5
5
250
Design
10
Purchase & Quality
5
5
225
4
160
Quality Department
Purchase & Quality
4
4
144
Insufficient information in Documents OR Not as per Customer specification
5
4
200
Design
10
5
Design
9
5
5
225
9
5
5
225
8
Design
10
6
5
300
8
5
400
Design
1
1
2
9
9
Design
8
Machine idle time
7
5
350
Machine shop
6
378
Machine shop
9
6
Light lifting arrangment need to be done in components factory
Machine shop
5
5
200
6
480
Machine shop
8
6
480
10
6
5
300
10
5
4
200
Material should be inspected at vendors shop & Material should be manufactured in house
Purchase & Quality
5
4
180
8
5
4
160
5
5
225
8
5
5
200
9
5
5
225
Data source: 'WMI Cranes'H2:H95.
PPM < LSL
Data source: 'WMI Cranes'H2:H95.
OTD
The current chart is locked to prevent modification of the X and Y Axis of the Histogram. To edit this chart, unprotect it at the Excel ribbon > Review > Unprotect sheet.
Cp Estimates what a centered process would be capable of producing if the mean is centered between the specification limits. Note: Cp is only available if both an LSL and USL are provided.
Cpl Estimates process capability for processes based on the lower specification limit (LSL) only (for example, strength).
Cpu Estimates process capability for processes based on an upper specification limit only. (for example, concentration)
Cpk Estimates the process capability based on the current location of the mean. Does not assume the process mean can be centered between the specification limits. If the process mean is outside the spec limits, then Cpk < 0.
Pp Estimates what a centered process would be capable of producing if the mean is centered between the specification limits. Note: Pp is only available if both an LSL and USL are provided.
Ppl Estimates process capability for processes based on the lower specification limit (LSL) only (for example, strength).
Ppu Estimates process capability for processes based on an upper specification limit only (for example, concentration).
Ppk Estimates the process capability based on the current location of the mean. Does not assume the process mean can be centered between the specification limits. If the process mean is outside the spec limits, then Ppk < 0.
Defects per million Defects per million represents the number of units that are outside the specification limits. If 50% of the units are outside of specification, the dpm = 500,000.
p-Value Goodness of fit p-Value represents the probability of falsely concluding that the data is not from the Normal distribution. Example: a p-Value of 0.01 means that there is 99% confidence that the data is not from a Normal distribution.
Dot plot
Reasons for delay
47
69.12%
13
19.12%
6
8.82%
1
1.47%
Delayed due to Components readiness-Gear Boxes not Ready
Others
AFB1BACC7EF1AC419C2C9D926E0273AB
ParetoChart
1
47
13
6
2
630
630
630
560
480
480
480
480
400
350
350
324
320
300
300
300
300
300
300
300
300
250
243
240
225
225
225
225
225
225
225
216
Insufficient information in Documents OR Not as per Customer specification
Delay in Customer Approval on GA & Specication
Prioirty Change by Projects/Customer
Unskilled Manpower for Work at suppler end
Inadequate Machineries for manufacturing of Components
Inappropriate Quality of materials
Equipment/ Raw Material quality
Inappropriate Quality of materials
Specification Missed by Designers
Unskilled Manpower of Vendor
Raw Material not as per specification/Design
Raw Material Quality
IMPROVEMENT SUGGESTED - CURRENT STATUS
Machine shop
Maximum material should be manufactured in house, Except Over Dimension
Machine shop
Gear Box, Gear Box Internals, Wheel & its Accessories are in mfg in House.
31/05/14
Tracking of Inventory level of standard components with MIN-MAX level
Planning
30/04/14
Planning
C' Class material Need to be keep in Production custody
Planning & Assembly Shop
30/04/14
Components Manufacturing Lead time
Planning of Raw Material as per Slot plan informed by Planning
Machine Shop & Assly Shop
31/05/14
Design
31/05/14
Inspection Standard procedure should be defined for inspection of components
Quality
31/05/14
Raw Material
Lead time should be decided & mutually agreed with Concerned dept, Need Rate contract for standard material
Purchase
Lead time provided by Purchase Dept but yet to mutually finalized
30/04/14
Lead Time of Vendors
Priority should be informed by Planning & Follow- up with supplier as per planning priority
Purchase team
31/05/14
Purchase
31/05/14
Quality
Drawings release Delayed
Drawing should be released as per planning's requirement & as per given in Slot Plan
Design
Revision should be done after discussion with stake holders
Design
31/05/14
Light lifting arrangement need to be done in components factory
Machine shop
Light Handling system work will start for handling of Material
31/05/14
RECOMMENDED IMPROVEMENT
Purchase requisitions OR Purchase Order should be provided well in advance.
Lead time should be decided & mutually agreed with concerned departments.
Components should be Standardized instead of experiments on components.
SAP stock & Physical stock should be kept up to date to avoid last minute shortages.
Last minute revision should be done after discussion with stake holders.
Priority should be informed by planning to Purchase to avoid miscommunication with supplier.
Micro Planning of Raw Material in Machine shop is Necessary
Material process flow chart should be prepared by machine shop to carry out
Manpower & Material process planning should be done
Standard material should be purchased on Rate contract basis
Idle machine should be provided with sufficient Manpower
Maximum material should be manufactured in house
If material is manufactured with sub contract; Material should be inspected at vendors shop before dispatch.
Assessment of vendor should be done before uploading the jobs to avoid further problems ( i.e.- rectification, rejection etc)
Light lifting arrangement in components factory is necessary for Material Handlings
Inventory level of standard components should be defined by MIN-MAX level
Inspection with standard equipments & Standard procedure should be defined for inspection of components
Purchase should follow- up with supplier as per planning priority
Drawing should be released as per planning’s requirement
‘C’ class material to be kept in Production custody
*
*
NOT JUST LIFTING
Phase : II Project: LSS Green Belt By: Dharmendra Shrivastav Date: 27.02.2014
STATUS REPORT
Process
Function
10
Hardwares availabilty
10
bolts etc)
10
10
9
8
10Rectification work vendor supplied materials
9
10
8In Process Rejection
10
10
10
10
10
10
10
9Lack of follow-up with supplier & lead time not defined
10
10
Manufacturing of Crane components for Assembly of Crane (Crane Punctuality)
Rejection of