six sigma project-iverson
TRANSCRIPT
Six Sigma Project OverviewFinal Report
Mack Operations Focus
Duration of Project:May ~ July 2004
Craig LesterContinuous Improvement Manager
Iverson Industries Inc.
Team MembersTEAM LEADER Craig Lester – Continuous Improvement Manager
TEAM MEMBERS*Michael Iverson - Engineering Manager*Bill D. - Maintenance Supervisor
Cross Functional Core Team*Jim T. - Process Engineer*Wayne R. / Brenda P. - Quality Engineer*Jim A. / Ali A. - Production Supervisor*Manufacturing Associates
DEFINE
Define Problem Statement
The Mack operation is NOT BalancedLabor is @ 150% of the quoted levelDelivery is below forecast levels +/- 89%.Customer Quality is unsatisfactory – Repeat RejectionsChangeovers are Lengthy and Costly
The Mack operation is not meeting Customer Demand for Delivery and Quality. Labor costs are excessive due to Overtime consumption.
Project GoalsReduce labor costs by 25%Improve OEE ratings by 25%Improve Line BalanceEliminate Customer DefectsReduce Internal Quality rejects Achieve Production Yield GoalsSMED for Changeover Reduction
DEFINE
14.4
16.1
16.916.4
14
16.5 16.5 16.5
0
2
4
6
8
10
12
14
16
18
April May June July
% of Goal
Avg. Parts per Hour Produced
Month
Mack Job #2800 - Monthly Production Averages Op 10AB
Monthly Avg. Goal
Op 10 AB - Process MeasureMEASURE
12.6
14.7 14.9 14.8
12.5
15 15
16
0
2
4
6
8
10
12
14
16
18
April May June July
% of Goal
Avg. Parts per Hour Produced
Month
Mack Job #2800 - Monthly Production Averages Op 10CD
Monthly Avg. Goal
Op 10 CD - Process MeasureMEASURE
21
25.6
18.8 18.9
18 1819 19
0
5
10
15
20
25
30
April May June July
% of Goal
Avg. Parts per Hour Produced
Month
Mack Job #2800 - Monthly Production Averages Op 20AB - 2 Operators
Monthly Avg. Goal
Op 20 AB - Process MeasureMEASURE
Op 20 A/B - Process MeasureMEASURE
8.5
5
4
2.252 2 2 2
0
1
2
3
4
5
6
7
8
9
April May June July
Changeover Time
Month
Mack Job #2800 - S.M.E.D. Apex Broach Changeover - Op# 20
APEX Changeover Tim e
goal
14
18.0
18.8 18.9
18 18
19 19
0
2
4
6
8
10
12
14
16
18
20
April May June July
% of Goal
Avg. Parts per Hour Produced
Month
Mack Job #2800 - Monthly Production Averages Op 30 Drill - Op40 Shape
Monthly Avg. Goal
Op 30 / 40 - Process MeasureMEASURE
Analysis – Downtime and ScrapANALYZE
Wapauca
Foundry.
and
Shipping
Bulk Storage
Iverson Ind. Production Control
Daily Ship
Schedule
Days - Lead
Rough Turn – Op
10A,B
Cut Time (incl. Load) =
157 sec.
Chg./O Time = 30
min.
Avg. Uptime =
2 - 10 hr Shifts
Weekly/Monthly Release
Daily Update – Email
Chg. Over
Finish Turn – Op 10C,D
Cut Time (incl. Load) =
191 sec.
Chg./O Time = 30
min.
Avg. Uptime =
2 – 10 hr Shifts
Slot Broach Op 20
Cut Time (incl. Load) =
60 sec.
Chg./O Time = 1hr
– 4 hr
Avg. Downtime =
2 – 10hr Shifts
Drill Op 30
Shape Op 40
Cut Time (incl. Load). = 150 sec
Chg./O Time = 1hr – 4 hr
Avg. Uptime =
2 – 10hr Shifts
Job #2800 – P/N 30KH430
Weekly Schedule
Chg. OverChg. Over
Chg. Over
Arvin Meritor
Final Insp.
1 pc / pallet
127 sec
100 sec
30 sec
30 sec
191 sec
70 sec
30 sec
30 sec
40 sec
20 sec
120 sec
90 sec
90 sec
30 sec
30 sec
ANALYZE
Improve Op 10 A/B/C/DIMPROVE
Op 10 A/B Rough Turn➢ Balance 10A and 10B cycle times by moving excess turning to the opposite operation to achieve balance.➢ Revise and Retrain Operator Standards based upon a 100% target derived from actual cycle time.➢ Measure and react to Downtime and First Time Quality negatives.
Op 10 C/D Finish Turn➢ Balance 10C and 10D cycle times by moving excess turning to the opposite operation to achieve balance.➢ Revise and Retrain Operator Standards based upon a 100% target derived from actual cycle time.➢ Measure and react to Downtime and First Time Quality negatives.
Improve Op 20 A / BIMPROVE
Op 20 A/B Broach – Throughput
➢ There is NO opportunity to improve operator efficiency without adding headcount.➢ Temporarily add 1 to 2 per shift➢
➢ Follow Up project will pursue Material Handling Assistance to break this constraint and allow headcount reduction to 1.
Op 20 A/B Broach – S.M.E.D. Changeover Reduction Phase 1
➢ Project Start – Changeover averaged 8.5 hours at this Operation.➢ End of Project – 3 subsequent Changeovers have been completed with 1st piece approval in 2.25 hours or less. A 73% Reduction
Improve Op 30 Drill / Op 40 ShapeIMPROVE
Op 30 Drill / Op 40 Shape➢ Throughput increased from 14 parts per hour to 18.8 parts per hour. ➢A 34% Improvement➢
➢ Rewrite the program for the Mitsubishi Shaper to reduce Constraint cycle time. Completed w/ 50% Reduction.
Op 30 Drill / Op 40 Shape – S.M.E.D. Changeover Reduction Phase 1
➢ Project Start – Changeover averaged 3.6 hours at this Operation.➢ End of Project – 2 subsequent Changeovers have been completed with 1st piece approval in 1.5 hours or less. A 42% Reduction➢
Op 30 Drill / Op 40 Shape – Setup Scrap Reduction Phase 1
➢ Project Start – Changeover averaged 3 pieces at setup at this Operation.➢ End of Project – 2 subsequent Changeovers have been completed with 1st piece approval on the first part (Zero setup scrap).
Control – Control Plans, LPA's• Control Plans– The Mack Control Plans have been thoroughly reviewed and scrutinized in conjunction with PFMEA and Customer Feedback.All revisions have been completed through document control.Each Corrective Action (Internal / External) requires C.P. / PFMEA review.
• Layered Process Audits Layered Audits are utilized to determine if Controls are adequate.
Layered Audits are supported and driven by Executive Management
CONTROL
0.0%
90.9% 89.2% 87.4%96.3% 95.7%
0.0% 0.0% 0.0% 0.0% 0.0% 0.0%0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
120.0%
JAN FEB MAR APR MAY JUNE JUL AUG SEP OCT NOV DEC
Goal
'% of Assessments that Comply
Mack Truck
Monthly Compliance Report - Layered Process Audit
% OF COMPLIANCE: Goal
LPA Implementation
Control – Management Review• Management Review– The Mack project has been driven by weekly Management Review and Action Assignment Sessions. Example
CONTROL
Project Summary• Problem– The Mack operation is not performing @ acceptable cost and / or performance levels.
• Analysis and Solution– The Mack Line as a whole is not well balanced. Individual Operations are also imbalanced creating NVA wait time.✔ Post and Coach updated Targets for maximum throughput. ✔ Re-Balance each operation to improve flow and throughput✔ Re-write machine programs to reduce cycle time and eliminate dead air time with the tools.
• Results and Business Benefit(s)– Op 10 A/B increased throughput 2.5 parts per hour or 17%_ Op 10 C/D increased throughput 2.3 parts per hour or 18%_ Op 20A/B – Decreased Changeover time by 73% (6.25 hours)_ Op 30 / 40 increased throughput by 4.9 parts per hour or 35%
PROJECT SCORECARD
Productivity Improvement ReportMack Line - Job # 2800 - P/N - 30KH 430
PPH
April May June July August Change ∆∆∆∆
10 AB Rough Turn 14.4 16.1 16.9 16.9 16.8 2.5 17.4%
10 CD Finish Turn 12.6 14.7 14.9 14.8 14.8 2.3 18.3%
20 AB Slot Broach 21 25.6 18.8 18.9 21
20 AB 3 Oper.s 44.0 44.0 44.0 44.0
30 Drill 14 18.0 18.8 18.9 19 4.9 35.0%
40 Shape 14.0 18.0 18.8 18.9 18.8 4.9 35.0%
APEX Changeover Time 8.5 5 5 3.5 2.25 -6.25 -73.5%
(Stick & Fixtures)
Parts Per Hour