(ntu talk) lean six sigma & scholarship info
TRANSCRIPT
Presented By:HAKEEM-UR-REHMANPhD (Scholar) – Management Science & Engineering(Logistics & Operations Management)Antai College of Economics & Management,Shanghai Jiao Tong University, Shanghai, China
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LEAN SIX SIGMA: AN OVERVIEW
http://www.acem.sjtu.edu.cn/en/ http://en.sjtu.edu.cn/
CONTENTS
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Part – I: Lean Six Sigma – An Overview o Evolution of Quality Fieldo What is Lean & Six Sigma?o Lean Manufacturing: Types of Wasteo What is Six Sigma? (Y = f(x))o Comparison of Lean & Six Sigmao Lean & Six Sigma Performance Metricso Lean Six Sigma / Six Sigma
Methodologies & Frameworkso DMAIC Methodologyo LSS & SS Team Structureo Lean, Quality & Statistical Tools
Part – II: Study in China o Top Universities in China (QS World
Ranking)o Scholarshipso How to Apply?
EVOLUTION OF QUALITY FIELD
Product Insp. to Process to System to Culture to Performance Control (Opr Mgt ) Change
TQM+ – Wave II Lean Six
Sigma
Six Sigma
KnowledgeMgt.
IT
TQM – Wave IHRM
GROUPDYNAMICS
Teams
Efficiency
BPR
TPM
JIT/MRP
QAISO9000
OPR MGT.
QCSPC
QualityCirclesInspection/
TestingMetrology
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WHAT IS LEAN & SIX SIGMA?
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LEAN: “A systematic approach to identify and eliminate waste (and non value-added activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection.”
SIX SIGMA: “A methodology that provides businesses with the tools to improve the capability of their business processes. This increase in performance and decrease in process variation lead to defect reduction and improvement in profits, employee morale and quality of product.“
LEAN MANUFACTURING: ELIMINATING THE WASTE
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TOTAL LEAD TIME THROUGH THE VALUE CHAIN
1. Are they equal or not?2. If not; Which is the most significant source of
waste?
TYPES OF WASTE (MUDA)
Which is the most significant source of waste?Producing
TOO much
ADDITIONALtransportation
cost
Producing TOO much
to sort, handle and store.
Processes busy
producing
the WRONG things
Longer queue
LONGER wait
Overproduction is the disease, Defects are the cause?
TYPES OF WASTE (MUDA)
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WHAT IS SIX SIGMA?
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INPUTS OUTPUTS
“A blending of inputs to achieve the
desired outputs”
PROCESS
PeopleMaterialEquipme
ntPoliciesProcedures
MethodsEnvironment
Perform a ServiceProduce a Product
Complete a Task
Six Sigma is a PHILOSOPHY: This is generally expressed as y = f(x)
YDependent
OutputEffect
SymptomMonitor
X1 . . . XNIndependent
InputCause
ProblemControl
SIX SIGMA?...
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MANUFACTURING INJECTION
MOLDED PARTS PROCESS
Type of Raw MaterialMold
TemperatureHolding Pressure
Holding TimeGate SizeScrew Speed
Moisture Content
Thickness of Molded Part
% Shrinkage from Mold Size
Number of Defective
Parts
Y=F(x)
ASSEMBLY PROCESS
Method
Tool Type
Team Structure
Cycle Time
# of Defects
Sequencing of Steps
SIX SIGMA?...
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1.5 Sigma Shift
Theory
COMPARISON OF LEAN & SIX SIGMA
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SIX SIGMA LEANObjective Deliver value to customer Deliver value to
customer Theory
Reduce variation Remove waste
Focus Problem focused Flow focused Assumptions
A problem exists Figures and numbers are
valued System output improves
if variation in all processes inputs is reduced
Waste removal will improve business performance
Many small improvements are better than system analysis
LEAN PROCESS PERFORMANCE
METRICS Bottleneck is the process step with the lowest capacity Cycle time is the time interval between the completion of two consecutive units (or
batches) Takt Time: “the frequency at which a product or service must be competed in order to meet
customer needs” = (Available Time) / Demand
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Example: Sasha and Andy have opened a hot dog stand at their local park. They offer a hot dog with choice of fresh fruit and beverage to walk up customers between 10 AM and 2 PM. Customers put on their own condiments. Customers say their hot dogs are good, but the wait is a little long. On average 50 customers per day enters into the system.Suppose:
Calculate the Takt time; Analysis the situation.
Cycle Time (Seconds)
ANDY 224SASHA 159Total Cycle Time (Sec.) 446
Takt time = (Available time / Customer Demand) = (4 hrs X 60 min./hr) / 50 Customers = 4.8 Minutes = 288 Seconds
ANDY SASHA050
100150200250300
Cycle Vs Takt Time
Cycl
e Ti
me
(Sec
onds
)
WHAT IS SIGMA LEVEL?A metric that indicate how well a process is performing. A higher sigma level means higher performance . A Statistical measure of the capability of a process.
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DPU (Defects / Unit)(# of Defects / # of Units)
Say: 10 Defects, 100 PairsDPU = 10/100 = 0.1 (10%)
DPO (Defects / Opportunity)
(# of Defects) / (# of Units X # of Defect Opportunities /
Unit)
10 Defects, 100 Pairs,2 Opportunities / CartonDPO = 10/(100 X 2) = 0.05 or 5% for each type
DPMO(Defects / M. Opportunities)
DPO X 106
DPMO = 0.05 X 106 = 50,000
SIGMAConsult Z–Table or Excel
Sigma Level
Yield =1–DPO =1–0.05 = 95 %From M.S. Excel:
=Normsinv(%Yield)+1.550,000 DPMO = 3.145σ
Exercise: Calculate Sigma Level1. Calculate the Sigma Level and DPMO of a telecom
network had 500 minutes of downtime in 2005. Product: Network (Connectivity) CTQ: Up time / Down time CTQ Measure: Minutes CTQ Specs: no downtime Defect measure: One minute of Network down Opportunity/Unit: 1 Total Defects in 2005: 500 minutes Total Time (Minutes): 365days X 24hours X 60min. =
525,600
DPU = 500/525,600 = 0.000951 DPO = 500 / (525600 X 1) = 0.000951 DPMO= 0.000951 X 106 = 951 Yield = 1 – DPO = 1 – 0.000951 = 0.999049 SIGMA LEVEL = Normsinv(%Yield)+1.5 = 4.6σ
WHAT IS SIGMA LEVEL?
2. If you have a total of 500 delivery orders and you find out that 41 of those were delivered late, and 17 were incorrect orders.
Lean Six Sigma / Six Sigma METHODOLOGIES
DMAICAn improvement system for existing processes falling below specification and looking for incremental improvement Define Measure Analyze Improve Control
DMADVAn improvement system used to develop new processes or products at Six Sigma quality levels Define Measure Analyze Design Verify
FRAMEWORKS
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Six Sigma
Lean Six Sigma DFSS
VARIATIONDefects
Cost of Poor Quality
WASTE / SPEED
Cycle Time, DeliveryCost of
Operation
RELIABILITY & ROBUSTNESSDesign Features
DMAIC DMAIC DMADVSIPOC, CTQ, SPC,
FMEA, DOE, QFD,
CoQ, ANOVA,
Hypothesis,
Regression, MSA (R &
R)
5S, Value Mapping,
Time Study, TPM,
Cellular Prod.,
Takt Time,Poke Yoke
VOC, QFD, FMEA, CTQ, Gage R & R,
DOE, Reliability Analysis,
SPC, Systems Engineering
PROGRAM
FOCUS / THEME
METHODOLOGY
TOOLS
DMAIC METHODOLOGY
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DEFINE: "What is important to the business?" The problem is defined, including who the customers are and what they
want, to determine what needs to improve. Expected benefits for the project sponsor & Time line
MEASURE: "How are we doing with the current process?" The process is measured, data are collected, and compared to the desired
state.
ANALYZE: "What is wrong with the current process?" The data are analyzed in order to determine the cause of the problem.
IMPROVE: "What needs to be done to improve the process?" The team brainstorms to develop solutions to problems; changes are
made to the process, and the results are measured to see if the problems have been eliminated. If not, more changes may be necessary.
CONTROL: "How do we guarantee performance so that the improvements are sustained over time?" If the process is operating at the desired level of performance, it is
monitored to make sure the improvement is sustained and no unexpected and undesirable changes occur.
Team STRUCTURE
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Quality Council / Steering Committee
ChampionsMaster Black Belt
Black Belt
Black Belt
Green Belt
Green Belt
Green Belt
Green Belt
HOD’S / Owners
SponsorsProcess Owner
CoachTrainers
Team Leaders
Team Members
Project Managers
Lean Six Sigma Tools
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Quality Function Deployment Kano Model Process Flow Diagram SIPOC Diagram Cause & Effect Diagram Pareto Chart Scatter Plot Graphs Histograms Box & Whisker's Plot Control Charts Process Capability Analysis Testing of Hypothesis Regression & Correlation
Analysis Measurement System Analysis
Value Stream Mapping KaiZen TPM SMED (Single Minute Exchange Device) Takt Time Poka Yoke Bottleneck Analysis Design of Experiment 5 S Kanban Andon Theory of Constraint Failure Mode & Effect Analysis 7 New Management Tools OEE
PART–II: STUDY IN CHINA
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Study in China
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Top Universities in China According to “QS World University Rankings® 2014/2015”
1. Tsinghua University (ranked 47 in the world); 2. Peking University (57) 3. Fudan University (71)4. Shanghai Jiao Tong University (104)
5. Zhejiang University (144)6. University of Science and Technology of China (147)7. Nanjing University (162)8. Beijing Normal University (240) 9. Sun Yat–sen University (321) 10.Nankai University (328)
Study in China…
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Scholarships China Scholarships Councils
o http://laihua.csc.edu.cn/
Shanghai Jiao Tong University Scholarships
Shanghai Government University
CAS-TWAS President’s PhD Fellowship Programo http://twas.org/
Study in China…
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How to Apply? Documents Needed for CSC Scholarships
o Pictures with White backgroundo Two Application Forms.o Two Letters of Recommendation.o Admission Letter or Admission Notice of Chinese Universities.o Transcripts of the Most Advanced Studies(Notarized Photocopy).o Diploma of the Most Advanced Studies(Notarized Photocopy):
(Bachelor's / Master's / Doctor's / Others)o Foreigner Physical Examination Form(Photocopy).o Study Plan in China.o Articles or Papers Written or Published.
QUESTIONS
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