Lean & Six Sigma
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Lean & Six Sigma Above the Shop Floor Proposal for AIAA paper
Outline
Comparison of Lean & Six Sigma Approach and characteristics Common tools & methods
Product Development Imperative Cycle Time and Lean Variation and Six Sigma
Six Sigma vs. Lean Characteristics Six Sigma Remove variation from processes Design more capable processes Research projects (3-4 months) Focus on parts •High Complexity •Unknown Root Cause •Good Data Available
Lean Remove waste, rework, inventory Improve flow, velocity Immediate results (1-2 weeks) Focus on system •Low Complexity •Known Solutions
Six Sigma vs. Lean Tools & Approaches Six Sigma Lean DMAIC Value Stream Design for Mapping Six Sigma Kaizen Design of Events Experiment 5 S s Statistical Process
Control Root Cause Analysis 1st Time Quality
Strategic Improvement Cycle Business Needs Track Results
Metrics
Assessment Findings
Strategic Improvements PBM
Lean
Six Sigma Potential Return
Process Improvement Prioritize (VSM)
Product Development Imperative
80% of product cost is determined in product development
To date Lean & Six Sigma have been addressing 20% of costs
Importance of Cycle Time 35
30 25
20 15
67 Days
10 5
88
85
82
79
76
73
70
67
64
61
58
55
52
49
46
43
40
37
34
31
28
25
22
19
16
13
10
7
4
1
0
Cum Value Curve
Lean Thinking eliminates value creation plateaus
Benefit of Reduced Cycle Time Extended Extended Decision Decision Space Space
1
2
3
4
5
Sustaining Support
6
New New Development Design
7
8
9
10
11
12
13
Earlier Incorporation
14
Iterations
Iterations are always bad in manufacturing Iterations are inherent in design
Learning
Iterations due to rework are waste Design rework on the shop floor is very costly waste Often due to poor understanding of process capability and/or variation
Variation due to unpredictable results
Lean thinking may lead to Six Sigma projects
Summary
Most of the waste and cycle time opportunities still remain Lean and Six Sigma are complementary An integrated approach to Lean and Six Sigma can identify and exploit the non-manufacturing opportunities Probably requires dismantling of Lean and Six Sigma infrastructures
Outline
Comparison of Lean & Six Sigma Approach and characteristics Common tools & methods
Product Development Imperative Cycle Time and Lean Variation and Six Sigma
Six Sigma vs. Lean Characteristics Six Sigma Remove variation from processes Design more capable processes Research projects (3-4 months) Focus on parts •High Complexity •Unknown Root Cause •Good Data Available
Lean Remove waste, rework, inventory Improve flow, velocity Immediate results (1-2 weeks) Focus on system •Low Complexity •Known Solutions
Six Sigma vs. Lean Tools & Approaches Six Sigma Lean DMAIC Value Stream Design for Mapping Six Sigma Kaizen Design of Events Experiment 5 S s Statistical Process
Control Root Cause Analysis 1st Time Quality
Strategic Improvement Cycle Business Needs Track Results
Metrics
Assessment Findings
Strategic Improvements PBM
Lean
Six Sigma Potential Return
Process Improvement Prioritize (VSM)
Product Development Imperative
80% of product cost is determined in product development
To date Lean & Six Sigma have been addressing 20% of costs
Importance of Cycle Time 35
30 25
20 15
67 Days
10 5
88
85
82
79
76
73
70
67
64
61
58
55
52
49
46
43
40
37
34
31
28
25
22
19
16
13
10
7
4
1
0
Cum Value Curve
Lean Thinking eliminates value creation plateaus
Benefit of Reduced Cycle Time Extended Extended Decision Decision Space Space
1
2
3
4
5
Sustaining Support
6
New New Development Design
7
8
9
10
11
12
13
Earlier Incorporation
14
Iterations
Iterations are always bad in manufacturing Iterations are inherent in design
Learning
Iterations due to rework are waste Design rework on the shop floor is very costly waste Often due to poor understanding of process capability and/or variation
Variation due to unpredictable results
Lean thinking may lead to Six Sigma projects
Summary
Most of the waste and cycle time opportunities still remain Lean and Six Sigma are complementary An integrated approach to Lean and Six Sigma can identify and exploit the non-manufacturing opportunities Probably requires dismantling of Lean and Six Sigma infrastructures
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