Using DMAIC to Conduct Lean Events

Stephen Deas April 24, 2012

Purpose of a Lean Event

A lean event is a two to four day activity where specifically chosen resources work exclusively on a process improvement The opportunity for improvement should be chosen for a high probability of success A lean event is sometimes referred to as a Kaizen Blitz or Kaizen Event

DMAIC
The structured approach from Six Sigma:
Define Measure Analyze Improve Control

By design, lean events are meant to be intense efforts to improve process performance. So, dont waste time. BUT!!!-be as structured as much as possible. Dont get stuck in creating structure but it is important to use a structured approach to conduct lean events.

DEFINE
Develop a definition of the problem or improvement opportunity:
This is similar to defining a problem as part of 8D activity This is analogous to PLAN in the PDCA cycle of continuous improvement

The tendency is to skip this phase or short cut it. The facilitator and/or leader must prevent this. Define as much as possible before the event Document voice of the customer: who are the customers of the process we are improving? What do they say about the output of the process The output of the DEFINE phase is a project charter
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Securing Resources
Pick a cross functional team of five to six people Each person should be familiar with the process Each person is expected to offer his/her opinions There should be a team leader, a team facilitator, and a team mentor
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Training
The focus in an event is more on doing and less on training. The thought is people can learn by applying techniques. Time should be spent covering:
Overview of DMAIC process Overview of the various tools and techniques that can be used

In some cases, simulations are great training exercises to drive home lean principles such as one piece flow and work balance:
Building paper airplanes Building cars with legos
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Voice of the Customer

Talk to Sales, Field Service, etc. to understand how the output of the process is performing in terms of quality, cost, and delivery. Make the feedback as quantitative as possible. (trend, pareto) Calculate takt time-Takt time is the demand rate of the customer. We judge process cycle time in the context of takt time
Takt time is net working time per day divided by the mean customer daily demand
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Project:
Leader: Mentor:

Improve production efficiency of R process

Process Importance Approximately 60% of sales is in R product. Demand for R product is expected to increase by 30 to 40% over the next twelve months

Project Information
Write the name of the team leader Usually a management representative

Project Start: Project End:

June 11, 2007

June 14, 2007 N/A Cost of Poor Quality: Team Members

Mentor: Leader: Team Members:

Process Improvement Opportunities Improve workplace organization, improve work methods, stream line the production process

List the team members

Process Start/Stop Fill boxes Start Point:
Stop Point:

Project Goals Make loading station the control point. Make other actions external to the load cycle. Reduce throughput time by 15% Process Measurements Throughput time

Move to pack

Project Time-Frame Milestone: Define

Date:

Measure

Analyze

Improve

Control

Report Out

6/11

6/11

6/12

6/12-14

6/14

6/14

MEASURE
Measure the process performance
Stay within the scope

The output of this phase can include:

A process map-this could be as simple as a process flow or complex as a value stream map Performance measures such as time and quality

Videotaping
Take the process start and stop points from the project charter Set up the process to be run under normal operating conditions. Videotape the work being done If possible, have someone narrate the process
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Time Studies
Lean means making a high quality product as fast as you can and getting it to the customer as soon as you make it. So, time is a critical variable in becoming lean. There are several measures of time for a process:
Setup time Value creating time Cycle time Lead time

Most media players have clocks which show elapsed time on the video. This can be used to capture process times.
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Data to Collect
The Product Transportation Time spent traveling Distance traveled Inspection Time being inspected Processing time Non value added Value added Storage Time Raw material Between processes Lot delay Within process Finished goods The Person Value added time Non value added but required Material handling time Inspection time Unnecessary waste Get tools Get parts
Other data to collect Count inventory between process steps First time quality at each process step Setup or changeover times

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Current State Map MPS

Production Control

Customer

Supplier
18,400 per month 20 working days per month

2xweek

920 pieces per day

1xweek

Stamping

Spot Weld #1

Spot Weld #2

Assembly #1

Assembly #2

Shipping

I c/t=1s FTQ=95% c/o=2hr

7000

II

I c/t=39s FTQ=99% c/o=1hr

1700

I c/t=46s FTQ=90% c/o=120s

2450

I c/t=62s FTQ=97% c/o=1hr

1840

I c/t=40s FTQ=85% c/o=30s

4140
Total Working Time 8 hours per shift or 28,800 seconds minus 3600 seconds for lunch and breaks=25,200 seconds working time per shift

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ANALYZE
Analyze the data to determine priorities for improvement The output of this phase is a root cause statement or clear definition of the improvement opportunity

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Watching Videotape
Sports teams tape practices and games Once the practices and games are completed, the tapes are analyzed for what went right and what went wrong. Opportunities for improvement are developed. Your work processes are no different. Once you videotape the process, assemble a cross functional team to watch the tape. The team members must be knowledgeable of the process. Each team member should take notes while watching the tape. Once the tape is viewed, brainstorm for opportunities for improvement. Place the ideas on a fishbone diagram Vote on the ideas using the nominal technique

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Graph Cycle Times versus Takt Time

Hood Line One Decal Operators
Time (seconds)

Hood Line 1 Air Duct

40 35 30 25 20 15 10 5 0
Had to walk to get parts

40
Time (seconds)

30 30 20 10 0 17 18

Had to dispose of plastic

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28 22 23 23 22 19 13 14 19 16

28 19 19 16 18 16

1 2 3 4 5 6 7 8 9 1 Cycles

1 2 3 4 5 6 7 8 9 1 Cycles
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Disposing of plastic and walking to get parts are not repetitive actions

Priorities for Improvement #1

Operator Balance Chart
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Time (seconds)

20 15 10 5 0 A B Station 10 10

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Identify any station cycle times over takt and remove enough waste to get them below takt

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Priorities for Improvement #2

Station A
50
Time (seconds)

40 30 20 10 0 1 2 3 Cycles 4 5 20 15 10 10 25

Identify all cycle times (within a station) that are over takt and reduce/remove them to get below takt

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Priorities for Improvement #3

Station A
35 30 25 20 15 10 5 0

25 20 15 10 10

All cycle times are below takt but we can break down the cycle time in terms of value added and non value added activity

Time (seconds)

3 Cycles

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IMPROVE
Once the analysis is complete, develop a plan of action What will you do? Who will do it? How will we verify the improvement?
Before and after

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Before and After

PICTURE BEFORE PICTURE AFTER

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Station
Before Improvement After Improvement
Racked parts and brought to lineoperator pulled one at a time

38 36 34 32 30 28 26 24 22 20 18 16 14 12 10 8 6 4 2 0
1 2 3

Operator had to leave line to get parts-parts were tangled

9 10 11 12

40 38 36 34 32 30 28 26 24 22 20 18 16 14 12 10 8 6 4 2 0
1 2 3 4 5 6 7 8 9 10 11 22 12

CONTROL
Once the improvement is implemented, create standards to sustain the improvement:
Work instruction Standard work Process audit

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Standard Work

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Report Out
Once the project is complete, provide a summary to the management group The summary should follow the DMAIC process.

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