process improvement using lean six sigma methodology
DESCRIPTION
Lean Six Sigma tools used to increase productivity and eliminate waste: - Value Stream Mapping - 5s - failure modes and effects analysis FMEA - Poke Yoke - Standardizing proceduresTRANSCRIPT
XXX MANUFACTURINGImprovement Process
PAST - PRESENT – FUTUREBy
Alvaro PlazaProcess Improvement – Lean Six Sigma Engineer
PAST - PRESENT• Problem in work stations: Operators
mixing tools from a work station to another (Unproductive time looking for tools and supplies)
Solutions – Corrective Actions
- Color coding for every station in order to identify tools.
- 5s: Each station has the tools they needed in common daily operations.
- Label every station and supplies location.
BenefitsWe increased cycle time, saved money in tools and supplies, visual control,
educated, and empowered employee. Saving around 102 hrs a month
Unproductive Time Looking for Tools
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Station 1 Station 2 Station 3 Station 4
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EVIDENCE PAST PRESENT
PAST
PASTProblem:Workers were unaware of safety and health issues in every station and Forklift uses, and operational procedures.
Solutions – Corrective Actions- Safety and health training in every station.- Safety labels in every station.- Forklift training in Spanish and English.
Benefits
- We reduced any human and/or physical lost, and costly claims and fines against the manufacturing company.
PAST• Problem: Work stations did not have standards and procedures to start up key
machinery.
Solutions – Corrective actions - POKA YOKE - Error-proof and standardizing some start up procedures that
anybody can do it without training.
Benefits- Eliminate costly mistakes in equipment, delays, and safety for workers.
PRESENT Oven Start up PAST
PASTPAST
Paint problems: •Running out of paint.
- Solutions: Paint board updated daily, inventory form to check paint levels, setting a minimum paint quantity to reorder, and placing paints in specific area.
- Benefits: Proper inventory levels of paint for production, increased cycle time, profits, and reduced costs per product.•Dripping paint in doors and frames. -Solutions: Standardization of doors and frames height. We implemented a preventive cleaning of paint boot ceiling and filters.
-Benefits: We eliminated any rework in products, save money in paint, and labor.
PRESENTPaint inventory board updated daily
PASTProblem: No operational
standards in place.
Solution: We standardized procedures that helped as training, reference, and management of day to day operations in different work stations.
Benefits: Reference material for training, on the job process, and Increase cycle times in each station.
PAST PRESENTProblem: Untrained welders workers about: components code, inventory, and supplies. (Frames and doors).
Solutions: - We labeled and provided a sample
set for every component used in each station.
- We set inventory form for every component in each station. Operator responsibility.
Benefits:- Proper inventory of components To make products and increased cycle time.- Employees were informing about low inventory components and supplies. Visual management of the process.
PRODUCTIONPRESENT - PROBLEM
• We are breaking our production planning to meet any special order.
• We do not have enough labor to keep the painting system running without stopping.
• If we keep the painting system running without stopping we HAVE TO STOP doors slab production.
• If we want the painting system running at 50% of capacity we HAVE TO STOP welding frames
PRODUCTIONPresent: Set up #1
We are making slabs doors and frames but not painting doors. Also, painting frames are running inefficiently (10% painting system capacity)
PRODUCTIONPRESENT: Set up # 2
Making slab doors, no welding frames but increasing doors and frames painting to 15%.
PRODUCTIONPRESENT - PROBLEM
No making door slabs, no welding frames but painting to 50% capacity
PRODUCTION IDEAL• Making doors, frames, and painting to 90% capacity no
stopping any process
PRODUCTION PROPOSAL• Monday and Wednesday full (100%) slab doors production
but not welding frames.
PRODUCTION PROPOSAL• Tuesday and Thursday morning full slab door slab but no
frame production.
PRODUCTION • Tuesday and Thursday afternoon full frame production, no slab
doors production but painting 50% capacity
PRODUCTION• Friday morning special order doors production, no welding frames, andPainting 15% capacity.
PRODUCTION• Friday afternoon prepare work stations components and supplies
for next week, welding frames, and painting 50% capacity.
CONCLUSION• Our cycle time is high when we make special orders in a hurry. Due to few employees
in production, we have to switch people from production to painting area. It is not planning in place.
• Our “bottleneck” is our painting system because it just has 2 workers. (It needs more resources)
• My recommendation is to stick to a slab door and frame production plan and follow a schedule to balance production and painting.• Order precut foam for doors. (Select quality providers)• To keep a minimum inventory of components in each station: Channel and top caps
for 400 doors.• To stop production at 3 pm to clean stations and supply components for every
station for next production day.• To have one radio for painting system area, one for slab door production, and one
for inside office or manager office to constantly know about how every area is doing.• To motivate and reward employees for performance completely free and valuable for
them. (Use a reward card to award an employee every month and give a plaque to EMPLOYEE of the month). Caring about employees will increase productivity.
• We had increased production in at least 35% thanks to coworkers cooperation, advise, retraining , education, quality metrics, and setting constantly goals that
employees can reach.
Faithfully submitted by:
Alvaro PlazaProcess Improvement
Lean Six Sigma Engineer“You cannot improve what you do not measure”