4078863
Description
Mind Map by Abdulrahman Alda, updated more than 1 year ago
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Created by Abdulrahman Alda
over 8 years ago
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Lean Systems - Part One
- Productivity: Process Improvement Opportunities
- COSTS: Defining Opportunities For Process Improvement
- Process Improvement Essentials
- Lean six sigma - Tools
- Kaizen - Value
Stream Mapping -
5S - Kanban - Error
Proofing -
Productive
Maintenance -
Setup time
reduction (SMED) -
Reduced lot sizes -
Line balancing -
Schedule Levelling
- Standardised
Work - Visual
Management
- Process Capability
- Cp = (USL - LSL) / 6 sigma
- Lower Specification Limit (LSL) - Upper Specification Limit (USL)
- Cp= 1 , Cp= 2 Examples. When 6 sigma= USL-LSL, Cp= 1, the process is considered to be operating
THREE sigma. This means that three standard deviation added to the average value will equal the
upper specification limit and the average value will equal the low specification limit. When cp=1,
the process is capable of producing products that conform to specifications provided that the
variation present in the process does not increase and that the average value equal the target
value. In other words, the average cannot shift. That is a lot of ask from a process so those
operating processes often reduce the amount of variation present in the process so that 6 sigma
< USL-LSL. When Cp= 2, SIX SIGMA has been achieved. Six sigma standard deviations added to the
average value will equal the upper specification limit and six standard deviations subtracted from
the average value will equal the low specification limit. The value of Cp=2.00 provides adequate
protection against the possibilit
- Lower Specification Limit (LSL) - Upper Specification Limit (USL)
- Cp = (USL - LSL) / 6 sigma
- Lean thinking is a
mindset described
as a relentless war
on waste
- Six sigma is about result; enhancing
profitability and reducing costs through
improved quality, productivity and
efficiency. "Doing the right things right".
- Bill Smith, Motorola believes that the increasing complexity of
systems and products used by customers create higher than
desired system failure rates. (class e.g. write Lean System Image-mirror)
- Six sigma: is a data-driven, profit-focused improvement
methodology for business.
- Lean Six Sigma methodology not only reduces process defects and
waste, but also provides a framework for overall organisational
culture change
- Lean seeks to eliminate waste and non-value-added activities.
- Kaizen - Value
Stream Mapping -
5S - Kanban - Error
Proofing -
Productive
Maintenance -
Setup time
reduction (SMED) -
Reduced lot sizes -
Line balancing -
Schedule Levelling
- Standardised
Work - Visual
Management
- Leadership 4 process improvement
- The aim of leadership should be to improve the performance of man and machine, to improve
quality, to increase output and simultaneously to bring pride of workmanship to people.
- Creating a lean six sigma Culture: culture is defined as a pattern of shared beliefs and values
that provides the member of an org. with rules of behaviour or accepted norms for
conducting operations.
- Written Vision and Mission statement; vision statement is where leadership sees the org in
the future. Mission Statement is usually more specific and provide grater details about the
firm's objectives.
- Lean Sigma Vision and Mission Statements include creating value for the customers while
meeting cost, productivity, and quality goals through the reduction of variability and
elimination of waste.
- Leader of lean six sigma org communicate the value of the org to their employees by
translating the vision and mission into day-to-day activities.
- Managing by Fact & Knowledge of Variation
- Leader should include people in the org decision-making
process. Also understanding the hows and whys of a situation
before taking action.
- Two Variation : Controlled variation & Uncontrolled Variation
- Leader should include people in the org decision-making
process. Also understanding the hows and whys of a situation
before taking action.
- LEADERSHIP STYLES : Participative - Delegating - Consultative - Directing
- The aim of leadership should be to improve the performance of man and machine, to improve
quality, to increase output and simultaneously to bring pride of workmanship to people.
- Strategic Planning
- Strategic Planning: enable an org's leadership to translate the org's vision &
mission into actionable and measurable activities. And S.P describe hoe the
org's process improvement vision is translated into day-to-day activities.
- CSFs Critical Success Factors.
- Strategic Planning: enable an org's leadership to translate the org's vision &
mission into actionable and measurable activities. And S.P describe hoe the
org's process improvement vision is translated into day-to-day activities.
- Create a Customer Focus
- consumers are more than willing to switch from supplier to supplier.
- Successful companies seek to understand their products and services and processes
from their customer's point of view.
- Total Quality Control, continues to influence modern industrial practices.
Quality would become a significant customer-satisfacation issue.
- Quality function Deployment (QFD)
- consumers are more than willing to switch from supplier to supplier.
- Process Improvement Teams
- Quality Circles, these teams meet to solve quality
problems related to their own work.
- Four Major focus areas designed to influence
process improvement through leadership:
- Market-in quality
- Worker involvement
- Quality begins and ends with education
- Selfless personal commitment
- Market-in quality
- Education And Training
- Enhancing team performance
- Quality Circles, these teams meet to solve quality
problems related to their own work.
- Lean six sigma - Tools
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