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Process Improvement using Lean Six Sigma Methodology
XXX MANUFACTURING Improvement Process PAST - PRESENT – FUTURE By Alvaro PlazaProcess Improvement – Lean Six Sigma Engineer
PAST - PRESENT Unproductive Time Looking for• Problem in work stations: Operators Tools mixing tools from a work station to 180 168 158 another (Unproductive time looking for 160 Average Daily Minutes 142 140 123 tools and supplies) 120 100 Past Solutions – Corrective Actions 80 76 85 79 Present 60 45- Color coding for every station in order to 40 20 identify tools. 0 Station Station Station Station- 5s: Each station has the tools they needed 1 2 3 4 40 in common daily operations. Average hours saved a month- Label every station and supplies location. 30 27 26 BenefitsWe increased cycle time, saved money 19 Presentin tools and supplies, visual control,educated, and empowered employee. Saving around 102 hrs a month 0 Station 1 Station 2 Station 3 Station 4
PASTProblem:Workers were unaware of safety and health issues in every station andForklift 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. PAST PRESENT Oven Start up
PAST PAST PRESENTPaint problems: Paint inventory board updated daily•Running out of paint.- Solutions: Paint board updateddaily, inventory form to check paintlevels, setting a minimum paintquantity to reorder, and placing paintsin specific area.- Benefits: Proper inventory levels ofpaint for production, increased cycletime, profits, and reduced costs perproduct.•Dripping paint in doors and frames.-Solutions: Standardization of doorsand frames height. We implemented apreventive cleaning of paint bootceiling and filters.-Benefits: We eliminated any reworkin products, save money in paint, andlabor.
PASTProblem: No operational standards in place.Solution:We standardized proceduresthat helped as training,reference, and management ofday to day operations indifferent work stations.Benefits:Reference material for training,on the job process, andIncrease cycle times in eachstation.
PAST PRESENTProblem: Untrained weldersworkers about: components code,inventory, and supplies. (Frames anddoors).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 componentsTo make products and increasedcycle time.- Employees were informing aboutlow inventory components andsupplies. Visual management of theprocess.
PRODUCTION PRESENT - 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
PRODUCTION Present: Set up #1 We are making slabs doors and frames but not painting doors. Also,painting frames are running inefficiently (10% painting system capacity)
PRODUCTION PRESENT: Set up # 2Making slab doors, no welding frames but increasing doors and frames painting to 15%.
PRODUCTION PRESENT - PROBLEMNo 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 Plaza Process Improvement Lean Six Sigma Engineer“You cannot improve what you do not measure”