Lean%20Six%20Sigma%20 - PowerPoint PPT Presentation

View by Category
About This Presentation
Title:

Lean%20Six%20Sigma%20

Description:

Lean Six Sigma & GE Licensed Panel Builders GEC&I VISION L E A N E N T E R P R I S E This deals with the need for companies (suppliers) to be competitive. – PowerPoint PPT presentation

Number of Views:404
Avg rating:3.0/5.0
Slides: 31
Provided by: 01152
Learn more at: http://loadcontrols.net
Category:

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: Lean%20Six%20Sigma%20


1
Lean Six Sigma GE Licensed Panel Builders
GECI
VISION
E N T E R P R I S E
2
Consultants Contractors
End users Opt for GE
Licensed Panel Builders
Dear
Why ?????
3
GE Licensed Panel builders Trained in
Jidoka
Pull Production
Continuous Flow
Kanban
Action Workout
One Piece Flow
Just in Time
Kaizen
Poke Yoke
Andon Board
Visual Management
Lead Time Redn
Simple Tools Techniques. Drive Quick Actions
to shorten the time to Customers
4
Six Sigma
5
Six Sigma
6
Lean
What is Lean?
A manufacturing philosophy that shortens
the time line between the customer order
and the shipment by eliminating waste. -
John Shook
Toyotas first ( and still
only) American
Kacho (manager) in Japan
This is achieved through waste elimination.
7
Lean Process
  • Single Piece Flow
  • Pull Production
  • TAKT Time Production
  • Autonomation
  • Built-In Quality
  • Stopping at Abnormalities
  • Level Loading
  • Sequencing
  • Stability

Some Key Lean Concepts developed at Toyota
8
Traditional Vs Lean
Traditional Manufacturing Lean
Production
  • Single Skill Operators Multi-Skilled Operator
    Teams
  • Operate Single Machine
    Multiple Process Handling
  • High WIP Inventory No WIP Between Processes
  • Need to Shuffle Mfg Schedule Repetitive
    Schedules Level
  • Constant Expediting
    Production
  • Push Material - Large Batches Continuous Flow
    - Small Batches
  • Quick Set-ups
  • Reliable Predictable Processes
  • Eliminate All Types of Waste

Push Material in Large Batches. Continuous
Material Flow. Maximize Efficiency of Process
Minimize Inventory Operating
Centers Cost At Plant Level
9
Lean Six Sigma
Six Sigma/Lean Manufacturing Benefits
  • Six Sigma
  • Discipline of steps
  • Data driven
  • Customer focus
  • Control emphasis
  • Quantity of xs
  • Variation focus
  • Leadership support
  • Culture change
  • Lean Manufacturing
  • Speed/energy
  • Waste elimination
  • Team focus
  • Data driven
  • quantitative
  • qualitative
  • Significant short-term results
  • Controls
  • Minimum Investment

10
Why Lean Six Sigma ?
through a proven set of principles
by delivering value to customers
Facilitate Growth
Increase customer responsiveness by reducing
cycle time for NPI, ITO, OTR Deliver stronger
value proposition to the customers (speed and
quality) Create capacity by eliminating waste
Define Value from the end Customer back Identify
the Value Stream Establish Flow Pull from the
Customer (if you cant flow) Continuously
Improve the process to Perfection
Capability provided to a customer at the right
place and timeas defined by the Customer Better
forecasts as cycle time is slashed Highly
competitive processes that eliminate waste,
reduce defects and delight customers
11
Lean Six Sigma
Competitive Strategy
  • Build a lean, flexible, cost competitive business
    that offers the customer
  • Superior Value - "Lowest Cost Supplier"
  • Highest Quality - "Six Sigma Mentality"
  • Quick Response - "Short lead time, flexible
    manufacturing facilities with the seamless
    integration of Manufacturing, Design, Sourcing,
    Marketing, etc."

12
Lean Enterprise
Raw
Tier 2
Tier 1
Customer ( Licensed Panel Builders )
General
Materials
Suppliers
Suppliers
Electric
LEAN OFFICE
LEAN ENTERPRISE
Lean Enterprise Maximizing Value Wing to Wing
13
Benefits
Lean has yielded significant benefits to a broad
variety ofcompanies and industries
50-90 Reduction in Inventory
50-90 Reduction in Cycle Time
60-80 Improvement in Quality
30-60 Reduction in Space Needs
Lean creates a sustainable competitive
advantage.. Enrich this to Panel Builders
14
GE World Wide Lean Success Stories
Retail Sales Finance
Component Repair
Magnetic Resonance
  • 35 increase in repairs developed
  • Proposal cycle time 23 to 1 day
  • Repair cycle time 28 to 18 days
  • 10 additional sales growth
  • Launch span 29 to 0 weeks
  • Quote time 62 to 40 days
  • Install time from 29 to 15 days
  • 3 additional sales growth
  • Dealer setup time 63 to 10 days
  • 17 additional growth in new dealers

Nuclear Parts and Services
Equipment Finance (UK-indirect)
Plastics Custom Color Express
  • Inspection tooling design 480 to 260 days
  • Quote cycle time 50-75 decline
  • Parts certification 107 to 3 days
  • 8 additional sales growth
  • Partner acquisition time 413 to 290 days
  • Telephone applications 143 to 7 minutes
  • Booking time 8 to 3 days
  • 10 additional sales growth
  • Order to ship 21 to 1 day
  • Color matching hits 24 to 50
  • 15 price premium

15
GE World Wide Lean Success Stories
Retail consumer finance
CI Small constructions
Real Estate SPI
  • Contractor cycle time 2-150 to 1-35 days
  • Increase market share 18 to 23
  • 10 additional sales growth
  • 70 reduction in application response time
  • Joint initiative with client
  • 50 -75 reduction in deal cycle time

Digital Video Surveillance
Consumer card business
CI Kitchen appliances
  • Australia Application time 17 to 10 days
  • Japan Application time 32 to 12 days
  • US Price terms change 90 to 45 days
  • Reduce NPI cycle from 88 weeks
  • Reduce retail ITO cycle from 2-5 month
  • Reduce OTR cycle from 49 days
  • 11 mln sales growth
  • New Product cycle time 23 faster
  • 5 increase in bid win rate
  • 30 reduction in delivery span
  • 17 additional sales growth

16
GE World Wide Lean Success Stories
GE Aircraft Engines
  • Action Workout Results
  • Action Workout Results
  • Aircraft Maintenance
  • Portable Tools
  • After
  • AWO
  • How
  • Equipment
  • Tool Crib
  • (Lube Servicing) Process
  • Tool Crib
  • Before
  • Setup Reduction
  • Workplace Organization
  • AWO
  • (relocating tools at
  • point
  • -
  • of
  • -
  • use)
  • Portable Cart
  • Lube
  • Standard Operations
  • Cart
  • Improved Work Flow by
  • re
  • -

Sequencing)
  • Old
  • Lube Service
  • New
  • Lube Service
  • Yellow ADG/IDG Flush
  • Yellow ADG/IDG Flush
  • Red Strut Servicing
  • Red Strut Servicing
  • Green Crew Entry Ladder Flap/Salt Servicing
  • Green Crew Entry Ladder Flap/Salt Servicing
  • Total Distance (Walked by Crew) 17,017 feet
  • 92 Improvement
  • Total Distance (Walked by Crew) 1,381 feet
  • Cycle Time 19 hours
  • 80 Improvement
  • Cycle Time 3.85 hours

92 Reduction in Distance Traveled 80 Reduction
in Cycle Time. More than 2X inventory turns since
98!
17
CAP. for Panel Builders
Change Acceleration Process
Habits are the Intersection of Knowledge, Skills
and Desire
Habitual Compliance With 5 S Practice
Wave - 1 Training
Knowledge (what to, why to)
Habits
Skills (how to)
Desire (want to)
Wave - 2 Training
Motivated Panel Builders
We are what we repeatedly do Excellence then, is
not an act, but a habit .
18
Create Visual Factory
19
Establish a Visual Workplace
Visual Control - Ability to tell at a glance if
production activities are proceeding normally.
After
Before
20
What is Visual
Visual System is a group of visual devices that
are intentionally designed to share information
at a glance, without having to say a word.
Visual Workplace is a work environment that is
self-explaining, self-ordering, self-regulating,
and self-improving---where what is supposed to
happen does happen, on time, every time, day or
night.
21
GE Visual Work Place
22
GE Visual Work Place
Before Kitting
After Kitting
Great visual management can tell if a kit is
missing a part in a simple glance.
Parts pulled from boxes, is part even stocked?
Before Poka-Yoke
After Poka-Yoke
Number of weeks on-hand?
1 week of material on-handmaximum.
23
GE Visual Work Place


????????
1.Raw Material Supermarket 2.Semi-assembly parts 3.Waiting for Next process approved by process quality inspection
3
1
2
24
Visual Controls
Before Kaizen
After Kaizen
Shadow Boards
Old Method of Storing Tools/Machine Layouts
Element Fabn
Press Shop
Visual Minmax System for B/o Comps
5 mts machine cleaning Schedule
Press Shop
Element Fabn
25
Levels of Training for Success
Achieve 70 Benefits with Visual Controls
THE HOUSE OF TOYOTA
TPS
Consume Before Matl Brought In
Stop _at_ Abnormality
Pull Production
Use 5 S To detect Abnormalaity SuperMarket
JIT
Jidoka
Single Piece Flow
Detects Defects As they Occur
Autonomation
Takt Time Production
Heijunka
Levelled Production Agaisnt Fluctuating Demand

Under Utilisation/Bottle Neck
Sequencing
Leveling
Adding Value Eliminating Waste thro AWOs
26
Action Work Out - Change for the Better
27
Action Work Outs Results
SMED Initiatives in Press Shop
After Kaizen
After Kaizen
Before Kaizen
Before Kaizen
28
Action Work Outs Results

Bare Panel Assy - Lean Line Progress AWOs
One panel one Squad
Cart for Movement
A
B
Main Assy
Matl In
2 Stations SPF
FG Out
Bus Bars Assy
Sub Assy Super Market For PCC
Station 3 Added with VBB Assy
Sub Assy Super Market - MCC
29
Learnings from Trainings
  • Cycle Time Reduction 30 Redn
  • Inventory Reduction 30 Redn min
  • Floor Space Optimisation

Partner with GE Leverage GE Knowledge Drive
AWOsHit Benefits .
30
Vision without action is merely a dream. Action
without vision just passes the time. Vision with
action can change the world. Author Joel Barker
When the winds of change come, some people build
walls, others build windmills. Author Brian
Mayne
GE built Panel Builders with Vision..
31
The Team
GE along with Panel Builders
Built the .
Winning Team
About PowerShow.com