written report six sigma project

AUTHOR'S GUIDE:

Increasing the Output of OptiLife Mask Production through Design for Lean Six SigmaAce Mark O. Angeles and Marcial M. Dotollo Jr.

College of EngineeringDepartment of Industrial Engineering and Operations ResearchUniversity of the PhilippinesDiliman, Quezon City

1Abstract

This paper presents a project which was conducted in RCM Manufacturing Inc. in Carmelray Industrial Park-I, Canlubang, Calamba City, Laguna. The project is about the off-targets on the production output of OptiLife Mask and Headgear, P, S, M, L Pillows DOM (P/N: 1036800), one of the OptiLife mask products of RCM.

The problem solving-approach called DMAIC that stands for Define, Measure, Analyze, Improve, and Control is used by Six Sigma teams in improving an organizations operational performance was utilized in this project. With the use of the procedure, an increase of 28.57% on the production capacity and a decrease of 21.14% on direct labor cost of the mask product are generated.

1.0 Introduction

The team conducted a six sigma study at RCM Manufacturing Inc. They focused their project on the OptiLife mask product line of the company.

Company Background

Respironics is a leader in innovative solutions for the global sleep and respiratory markets. Founded in 1976 in Southwestern Pennsylvania, and now it is in more than 130 countries.

In addition to leadership roles in its core markets of sleep and respiratory, Respironics is aggressive in its cultivation of promising market opportunities.

RCM Manufacturing, Inc. is a subsidiary of Respironics HK Ltd. since June 1996, which transferred from Subic Bay Freeport Zone to Carmelray Industrial Park 1 in Canlubang, Calamba City, Laguna last July 10, 2006 due to company expansion and to meet the requirements of the new product transfers from Respironics US.

Product Overview

OptiLife (see Figure 2) is one of the nasal pillow mask products of Respironics. It is designed to be easier to use with features that make life easier for patients, sleep professionals and providers alike.

GIZPEZA ZoneFacilitiesBASF Chemical FujitsuComputer Products of the Phils.Asian Transmission CorporationFUJIElectric Phils.Inc. Suzuki Phils. IncPricon Microelectronics Dual TechTraining Center FEDCOPaper Co.ACP Test Comp.Concepcion Carrier Air ConditionENGTEKPrecisionShindengen Phils.Centralized Waste Water Treatment PlanYumexPhilippinesAutoComponentLBL Industry Inc.Canlubang SpinningMills Inc.APCGOTOH CARMELRAY Admin. BuildingRCM Manufacturing Inc.Ground Floor:4880 m2 Mezzan.Floor:1106 m2Main Entrance of CARMELRAY 1

(a)

(b)

Figure 1. (a) The Carmelray Industrial Park I site plan showing the location of RCM plant; and (b) the building of RCM manufacturing plant.

Designed to fit a patients lifeOptiLife features a unique headgear design and a chin support band that allows it to be easily put on and adjusted with little effort and no buckles. In fact, OptiLife is so easy-to-use that the mask can be put into place with one hand. Plus, OptiLife is easy-to-clean and maintain, and it is durable enough to stand up to the real-world demands of daily use.Designed to fit the life of the sleep lab professionalOptiLife is an ideal mask for introducing new patients to sleep therapy. It is also easy to clean, assemble and seal patients quickly during titration. OptiLife better accommodates side sleepers.

Designed to fit the life of the homecare providerRespironics gave OptiLife the features to enhance compliance and acceptance by the patients. Its robust seal, comfortable cushion, buckleless headgear, wide range of sizes and quiet design help patients stay compliant with their therapy. All of which helps in managing the patients and business more effectively.

Figure 2. The OptiLife mask and some of its main features.

2.0 Methodology

The problem-solving approach called DMAIC that stands for Define, Measure, Analyze, Improve, and Control is a five-stage process; and, is the regular Six Sigma process improvement strategy. This approach is used in improving the assembly-production process of OptiLife mask of RCM. Its five phases are presented below.

2.1 Define Phase2.1.1 Problem Statement

One of the product lines of RCM is the OptiLife Mask as what has shown and featured before. This mask is a family of many varieties which are being produced by the assembly section of RCM. Of those varieties is the OptiLife Mask and Headgear, P, S, M, L Pillows DOM (P/N: 1036800) with which the Six Sigma team decided to focus on. The team decided to focus on this particular product because it is the most in-demand on the OptiLife Mask family. The Pareto chart in Figure 3 shows that 67.2% of the purchase order for OptiLife masks family accounts for this product. Table 1 shows the product varieties of OptiLife and the demand quantity of each variety for January 2008 to May 2008.

Table 1. OptiLife Mask product varieties and its demand quantities for the period of January 2008 to May 2008.

Part NumberProduct NameDemand Quantity (in pieces)

1036800OPTILIFE MASK AND HEADGEAR, P,S,M,L PILLOWS - DOM.91,780

1036804OPTILIFE MASK ONLY, P, S, M, L PILLOWS - DOM.1,660

1036818OPTI LIFE MASK S/A AND HEADGEAR, NO CUSHION DOM380

1036819OPTI LIFE MASK S/A AND NO HEADGEAR, NO CUSHION DOM3,280

1036820OPTILIFE MASK AND HEADGEAR, LAB-ONLY14,824

1036821OPTILIFE MASK AND HEADGEAR, LAUNCH KIT DOM0

1036822OPTILIFE MASK AND HEADGEAR, P, S, M, L PILLOWS JAP2,440

1036826OPTILIFE MASK ONLY, P,S, M, L PILLOWS JAP20

1036830OPTILIFE MASK S/A & HEADGEAR, NO CUSHION JAP20

1036831OPTILIFE MASK S/A & NO HEADGEAR, NO CUSHION - JAP20

1036832OPTILIFE MASK AND HEADGEAR, P, S, M, L PILLOWS - INT'L.21,180

1036836OPTILIFE MASK S/A AND HEADGEAR, NO CUSHION - INT'L.120

1036837OPTILIFE MASK S/A & NO HEADGEAR, NO CUSHION - INT'L.340

Figure 3. The Pareto chart shows that OptiLife Mask and Headgear, P, S, M, L Pillows DOM (P/N: 1036800) is the most in-demand product in the OptiLife Mask family.

The assembly section of RCM targets an output of 40 units per man-hour (UPMH) for OptiLife Mask and Headgear, P, S, M, L Pillows DOM; however, they are often off-target in meeting this output rate. They are currently producing an average of 25 UPMH. Table 2 shows extracted data from the production reports on P/N 1036800 OptiLife Mask of RCM. Data on UPMH was computed by dividing the output into five assembly operators.

Table 2. Production report regarding the output on P/N 1036800 from January 2008 to May 2008.

DateUPMHDateUPMH

3-Jan-08317-Feb-0832

4-Jan-08288-Feb-0831

5-Jan-08309-Feb-0830

7-Jan-083011-Feb-0828

8-Jan-083012-Feb-0831

9-Jan-083313-Feb-0826

11-Jan-083318-Feb-0831

13-Jan-083119-Feb-0812

14-Jan-083020-Feb-0820

15-Jan-08177-Mar-0828

16-Jan-08308-Mar-0820

22-Jan-082511-Mar-0811

23-Jan-082612-Mar-0826

25-Jan-082415-Apr-0836

26-Jan-082130-Apr-0823

27-Jan-08209-May-0822

28-Jan-081913-May-0824

29-Jan-082114-May-0821

30-Jan-082615-May-0822

31-Jan-082616-May-0824

1-Feb-082017-May-0815

2-Feb-082522-May-0821

4-Feb-082423-May-0821

5-Feb-081924-May-0821

6-Feb-082625-May-0822

AVERAGE24.79

The SIPOC (suppliers-inputs-process-outputs-customers) is also presented in Figure 4 to identify the process inputs, outputs, and stakeholders of P/N 1036800 assembly- production process. Major parts P/N 1036800 are illustrated in Table 3.

Figure 4. The SIPOC diagram of OptiLife Mask production which serves as a high-level process map in portraying the process of producing the OptiLife mask at various levels of detail.

Table 3. Major parts of OptiLife mask variety P/N 1036800.

PART NAMEILLUSTRATION

1. Accessory Swivel Assembly

2. OptiLife Flex Tubing

3. OptiLife Chin Support

4. OptiLife Chin Support Strap

5. Two-way strap assembly

6. OptiLife Headgear

7. Quickstart, Visual Fitting Guide, OptiLife

8. 10 x 10 pouch with waves

9. P, S, M, and L OptiLife Pillows Cushions

10. OptiLife polybag with new flexible tubing and HIBC labels

11. OIS, OptiLife Mask, ENG

12. Piggy back label

2.1.2 Objective of the StudyThe Six Sigma team aims to improve the assembly-production-process to increase the output; hence, generating more savings on producing P/N 1036800 by using the DMAIC process of Design for Lean Six Sigma.2.1.3 Scope and LimitationThis study is conducted in the assembly section or RCM Manufacturing Inc.; however, the study focuses only on the assembly-packaging process of OptiLife Mask and Headgear, P, S, M, L Pillows DOM (P/N: 1036800).

Since the process to be studied is an existing one, the use of DFLSS in this study is limited only with the application of the regular six sigma DMAIC procedure for process improvement.2.2 Measure PhaseNext phase of the DMAIC methodology for this study is the measure phase. The goal for this stage is to establish a deeper understanding of the problem. In this stage, we conduct process mapping of the P/N 1036800 production process. The assembly or gozinto chart is presented in Figure 4; and, the operation process chart is presented in Figure 5. Motion and time study (MTS) of each operation was conducted; and, the collected data was presented on Table 4.Table 4. Standard times of operations involved in the assembly-packaging process of P/N 1036800.

OperationsStandard Times (in seconds/unit)

1. Insert accessory swivel assembly to optilife flex tubing.3.54

2. Insert optilife chin support.4.66

3. Attach optilife chin support strap.6.22

4. Build two-way strap assembly.6.30

5. Attach two-way strap assembly.7.21

6. Attach optilife headgear.8.39

7. Attach fitting guide; insert to pouch.15.46

8. Insert pillows cushions.13.54

9. Attach HIBC label4.29

10. Attach new flexible tubing label4.06

11. Attach piggy back label5.32

12. Insert OIS3.18

13. Final inspection (100%); insert pouch to polybag24.74

14. Line sampling inspection.32.98

15. Seal polybags8.31

16. Pack sealed polybags3.93

Figure 4. The assembly chart of assembly-packaging process of P/N 1036800.

Figure 5. The operation process chart of assembly-packaging process of P/N 1036800.

Figure 6. Swimlane Diagram (also Who-Does Chart) of OptiLife Mask and Headgear, P, S, M, L Pillows DOM Assembly-Packaging Process.

In conducting the MTS, all the major operations (e.g. insertion of accessory swivel assembly to optilife flex tubing) and sub-operations (e.g building of two-way strap assembly) were studied.Aside from the SIPOC as presented before in the Define phase, a swimlane diagram or sometimes called also as who-does chart is presented in this stage in Figure 6 together with the plotted standard times that were gathered from the conducted motion and time study. The purpose of this is to show the relationship between the business process (the assembly-packaging) and the functional units (i.e the assembly operators, the quality assurance engineer, and the material handler) that are responsible for steps in the process.There are total of 16 operations (covering both major and sub-operations and the inspections of the product) involved in the assembly-packaging process of P/N 1036800 as indicated in MTS, operation process chart, the gozinto chart, and the swimlane diagram. There are total of six (6) manufacturing people involved in the process (refer to swimlane diagram); however, the assembly department computes the productivity of this process based on five (5) assembly operators excluding the QA engineer.The process ownership of each assembly operator varies in actual practice because they are executing each operation in a methodology which they call process combination. As observed, the operators may transfer from operation to other operation where there is a need for compensating the input rate of the preceding process(es); while the QA engineer does the inspection of the units inspected by the assembly operator who was assigned to do the final inspection.Notice that there are two consecutive inspections on the product. Usually the fifth assembly operator is assigned to conduct the final inspection by checking each product (100% inspection) before returning the pre-assembled product inside the zip pouch and place it inside the polybag. This is the first inspection within the line. The second inspection succeeds the 100% inspection done by the 5th operator. In this inspection, the QA engineer conducts line sampling based on single sampling plan (see Figure 7) for tightened inspection having an acceptance quality level (AQL) of 0.65 and an inspection level II for a batch size of 20 units; and, the basis of batch sizing is per box which is comprised of 20 optilife masks each. The sampling plan that RCM uses conforms to MIL-STD-105E and ANSI/ASQC Z-1.4-2003 standards. However, the single sampling plan indicates that the QA engineer must take 32 samples for each batch subject for inspection; and, it indicates that whenever the sample size exceeds the batch size just like the situation here, the inspector must conduct 100% inspection that is why the QA engineer conducts 100% inspection too like the preceding inspection activity done by the 5th assembly operator.

Figure 7. Single sampling plan conforming with MIL-STD 105E and ANSI/ASQC Z-1.42.2.1 Measure of ProductivityAs what has shown on the swimlane diagram in Figure 6 and based from the nature of the inspection activity of the QA engineer, he places as a regular manpower component of the assembly line because it happened that he must conduct a 100% inspection of the units produced based on the single sampling plan mentioned before with a batch size of 20 units (per box basis). Since he is clearly part of the assembly line, the reported average output in UPMH must not be 25 UPMH; instead, it must be:(25 UPMH x 5 operators) / 6 operators = 20.83 UPMHor 21 UPMHTherefore, the basis of current productivity of the assembly-packaging process of P/N 1036800 must be 21 UPMH; instead of 25 UPMH.2.3 Analyze PhaseThe third phase of the regular six sigma procedure for improvement of existing processes is the analyze stage. This part of the study seeks to identify where improvement opportunities are located.In Figure 8, the value stream map (VSM) for the current state of the assembly-packaging process of P/N 1036800 optilife mask is shown. It shows the visual representation of all the steps in the process, the flow of both the material and information, and the distinction of value added and non-value added activities.The current state VSM was created based on the operations involved instead of basing it on the group of operations assigned on each other as indicated in the swimlane diagram before. It is because, the information shown in the swimlane diagram is based on the documented procedure but in actual practice, the operators used to deviate most of the time this documented SOP for assembly-packaging process of P/N 1036800.Together with the current state VSM is the result of brainstorming for future state of the process. The results of the brainstorming are the potential improvements of the process. Notice the kaizen starbursts which highlight the problem on unbalanced assembly line and the problem on too much inspection. Also, there are the kaizen clouds which indicate the potential improvements on the current state VSM particularly for the problems highlighted through kaizen starbursts. Potential improvements are the balancing of the line and the removing of another inspection by letting the QA engineer do the inspection of finished units of OptiLife mask (P/N: 1036800).

In table 5, wastes on the assembly-packaging process are identified. Wastes that were determined are two overprocessing and one waiting.

Table 5. Waste identified on the assembly-packaging process of OptiLife Mask and Headgear, P, S, M, L Pillows DOM (P/N: 1036800) Manufacturing Wastes Identification

No.Waste IdentifiedScrap/ReworkOver(Under) ProductionInventoryMotionProcessingTransportationWaitingUnder-Utilized People

1.Due to imbalanced assembly line, there are tendencies of having the operators to be idle. Standardization of the operations is not enough.

2.Too much inspection of the unit assembled. Units inspected 100% by the assembly operator is inspected 100% also by the QA Engineer

3.Complicated design of the product and its materials/components like the two-way strap.

Figure 6. Operation Process Chart of the Optilife Mask assembly-packaging process

Figure 8. Current State Value Stream Map showing kaizen starbursts and clouds as a result of brainstorming for the potential improvements of the assembly-packaging process of P/N: 1036800

Figure 9. Cause-and-Effect diagram for determining and analyzing the rootcause of the low production capacity of the assembly line of P/N: 1036800.

Work ElementDescriptionTime (sec)Immediate Predecessor

AInsert accessory swivel assembly to OptiLife flex tubing3.54-

BInsert OptiLife chin support4.66-

CAttach OptiLife chin support strap6.22A, B

DBuild two-way strap assembly6.30-

EAttach two-way strap assembly7.21A, D

FAttach OptiLife headgear8.29C

GAttach fitting guide; insert to pouch15.46E, F

HInsert OptiLife pillows cushions13.54G

IAttach HIBC label4.29-

JAttach new flexible tubing label4.06-

KAttach piggy back label5.32-

LInsert OIS3.18H, I, J, K

MLine sampling inspection32.98L

NSeal polybags8.31M

OPack sealed polybags3.93N

As a tool for the rootcause analysis of the problem on low production capacity of the assembly-packaging process of P/N: 1036800, the cause-and-effect diagram on Figure 9 shows the following rootcauses: MEASUREMENT. In measuring the quality of the units assembled, there is an existence of too much inspection. There are two consecutive 100% inspection activities executed by the assembly operator and the QA Engineer.The identified reason why the assembly section of RCM decided to have their assembled units be inspected first 100% by their operator before the QAE do his own inspection is they are afraid that QAE may find no-good OptiLife Mask; and, this will bring down their grades on the key performance measure (KPM) reports.

MATERIALS. Some components of the product is tedious to assemble. It is due to complicated design of the sub-components of the product and the product itself.

PROCESS/METHOD. Regarding the process, the assembly line is imbalanced; and it was observed that there are lots of deviations on the documented procedure of assembling the mask.

SLOW OPERATORS. Usually all the operators except for the one who is assigned for 100% inspection employed in contractual basis; and, are laid off and changed every 5 months. It causes for having new slow operators every after 5 months who need to be trained well first before they become more adept and fast in the assembly operation.

After the analysis phase, it is found out that balancing the assembly line and removing the waste identified is the potential improvement for this process; however, due to complicated design of the product and some of the components, it would be possible to have the product be re-subjected for the application of six sigma for product development which is not a scope of this study.

2.4 Improve PhaseThe fourth stage of the DMAIC procedure is the Improve phase. In this phase of the study, the assembly line is applied with assembly line balancing. The inspection activity conducted by the assembly operator is removed because it is just the same with the inspection activity of the QAE.The line balancing technique is applied using the largest candidate rule based on the precedence constraints of operations flowing within U-shaped cell (refer to figures 10 and 11). The groups of operations clustered to form a workstation are marked on Figure 11.The new standard process subject for line balancing is presented in Table 6 with the standard times gathered from the MTS. Notice that only the line sampling inspection (became 100% inspection at this instance) done by the QAE is involved now in the process.

Table 6. Work elements and its precedence in the new proposed standard process of assembly-packaging of P/N: 1036800

Figure 10. Precedence diagram of the new standardized process for assembly-packaging of P/N: 1036800.

Figure 11. Flow of operations within a u-shaped flow pattern showing availability of the beginning and ending operations (i.e. A, B, C, D, N, and O work elements) to be clustered.

2.4.1 Assembly Line Balancing CalculationsThe assembly section aims to produce 200 units per hour shift.Output rate; r = 200 units per hourCycle time = 1/r = 1/(200 units per hour) = 18 sec/unit (not feasible)

The cycle time of 18 sec/unit is not feasible for the line because one of the restrictions in line balancing is:

Ti WSi CTIt tells that the cycle time (CT) is greater than or equal to the maximum time of any workstation time and the time of any work element; and, in this situation, the time of work element M (TM ) of 32.98 seconds per unit is greater than 18 seconds.

We will now use work element time of M of 32.98 seconds to find out what will be the maximum hourly output rate of the assembly line. The maximum output rate will be:

r = 1/32.98 seconds per unit = 109.16 ~ 110 units/hour-shift

The theoretical minimum number of station will be:

TM = t / c =127.29/32.98= 3.86 or 4 stations

Therefore, there will be four manufacturing people to be assigned in the assembly line.

In assigning the tasks, we will automatically assign work elements N and O to station 1; because, in reality, it cannot be added in station where element M is in. Also, the product layout will be in a U-shape flow that is why the operator that will be assigned in station 1 will not have difficulties with regards to easy access on the parts that will be subjected for sealing and packing. The largest candidate rule in assembly balancing will be employed designing the process.

StationAssigned TaskStation Time (sec)Idle time (sec)CT =32.98

1NODBAC8.313.936.304.663.546.220.02

2FEG8.297.2115.462.02

3HKIJL13.545.324.294.063.182.59

4M32.980

TOTAL = 127.29 seconds

The line efficiency will be:

Efficiency (percent) = (t / nc) x 100 = [127.29/(4 x 32.98)] x 100= 96.49%

Smoothness Index = (ST max - ST i ) 2i = 1 k Where:STmax = maximum station timeSTi = station time of station or work station iK = total number of work stations SI = (32.98 - 32.96)2 + (32.98 30.96) 2 + (32.98 30.39) 2SI = 3.28

After balancing the line, let us compute the production capacity in UPMH of the proposed assembly line. Since there are 4 manufacturing people involved in the new assembly line, the capacity in UPMH will be:110 units/hour-shift divided by 4 = 27.5 or 28 UPMH

Figure 12. Future state value stream map of assembly-packaging process of P/N: 1036800 showing balance on the assembly line.

After balancing the line and removing waste in the process, the future state VSM is formed and presented in Figure 12 which indicates the four (4) workstations in the new balanced assembly line of P/N: 1036800.2.4.2. Benefits CalculationsA. Production capacity and potential salesComputing the benefits of the proposed solution, the old capacity in UPMH is reported as 21 UPMH; while, with this proposed solution, the UPMH will be 28. It means that there will be an increase of 28.57% on the production capacity of the line.Each mask costs Php 328.13; hence, the 28.57% increase in the production capacity will generate an additional produced units of 28,570 and potential sales of Php 9, 374, 674.10 every purchase order of 100,000 OptiLife Mask.

B. Savings in Direct Labor CostB.1 Current assembly lineIn current assembly line, there are assigned five operators with a salary of Php 274/day- each and one QA engineer with a salary of Php 390/day. Therefore, its direct labor cost per day per shift is:Php 390 x 1 QAE=Php390.00Php 274 x 5 operators =1,370.00Php 1,760.00The direct labor cost per unit in the current production process is computed by dividing the direct labor cost per day by 8 hours to arrive with the hourly cost. Then, it will be divided by production capacity of the entire line. The following is the calculation:(1760/8) 126=Php 1.75 per mask

B.1 New assembly lineIn new balanced assembly line, there will be assigned three (3) operators with a salary of Php 274/day- each and one QA engineer with a salary of Php 390/day. Therefore, its direct labor cost per day per shift is:Php 390 x 1 QAE=Php390.00Php 274 x 3 operators =822.00Php 1,212.00The same procedure for computing the direct labor cost per mask as done in the current assembly line applies with this new improved assembly line. Therefore, if this process will be implemented, the direct labor cost per mask will be(1212/8) 110=Php 1.38 per maskTherefore, with the new process, the direct labor cost per mask will be reduced by 21.14%

2.4.3 Implementation of Improvements

Due to some constraints inside the RCM manufacturing plant like the timely adherence of the assembly shopfloor with the production plans, the implementation and validation of this project depends on the juricdiction/decision of the company

2.5 Control phaseAs part of the control phase, the following must be adhered or implemented for the process to be stable and always run efficiently.a. Documentation of the improved process through work instruction and standard operating procedure.b. Process Auditing by QAc. Quick and timely response for every corrective and preventive measure on the process in case of non-compliances.3.0 Assessments, Conclusions, and Areas for Further InvestigationsWith the application of six sigma for process improvement (the DMAIC procedure), RCM manufacturing will have an increase of 28.57% on the production capacity of OptiLife Mask P/N: 1036800; and a decrease of 21.41% on direct labor cost per mask.For further study, RCM may consider the application of six sigma for product development. They can see through it if the design of the OptiLife mask and its components can be made simpler; and, if automation is economical to apply.

4.0 References

(1) K. Yang and B. S. El-Haik, 2003 , Design for Six Sigma, A Roadmap for Product Development, McGraw-Hill, USA(2) S. Taghizadegan and B. Heinemann, 2006 , Essentials of Lean Six Sigma, Burlington MA, 01803.(3) M. P. Groover, 2007, Work Systems and the Methods, Measurement,and Management of Work, Pearson Prentice Hall, Upper Saddle River, NJ 07458.(4) E. S. Buffa and R. K. Sarin, 1994, Modern Production/Operations Management, John Wiley and Sons, Singapore.(5) P. Keller, 2005, Six Sigma Demystified, McGraw- Hill, Inc. USA.(6) Elsayed, E. A. and Boucher, T. O. Analysis and Control of Production Systems (2nd edition). Prentice-Hall International, Inc. 1994.(7) Barnes, Ralph M. Motion and Time Study: Design and Measurement of Work (11th edition). John Wiley and Sons, Inc. 1980(8) Krajewski, L. J. and L. P. Ritzman. Operations Management: Strategy and Analysis (5th Edition). USA: Addison-Wesley, 1999(9) http://optilife.respironics.com/features.aspx(10) http://www.sae.org/technical/papers/2006-01-0503(11) http://www.wam.umd.edu/~sgahagan/Tutorial.html

X-Axis

SUPPLIER

Assembly Operator 1

Assembly Operator 1

A-1 + OptiLife Chin Support; (to be denoted as A-2 )

A-1OptiLife Chin Support

Insert Accessory Swivel Assembly

Insert OptiLife Chin Support

Attach OptiLife Chin Support Strap

Build two-way strap assembly

Attach Two-way strap asembly

Attach Headgear

Attach Fitting Guide;Insert to pouch

Insert Pillows Cushions

Attach HIBC label

Attach New Flexible Tubing label

Attach piggy back label

Insert OIS

Final inspection (100%); Insert pouch to Polybag

Line sampling inspection

Seal polybags

Pack sealed polybags

INPUT

PROCESS

OUTPUT

CUSTOMER

Assembly Operator 1

Isopropyl AlcoholOptiLife Flex TubingAccessory Swivel Assembly

OptiLife Flex Tubing + Accessory Swivel Assembly; (to be denoted as A-1 )

Assembly Operator 1

Assembly Operator 1

A-2Chin strap

A-2 + Chin Strap; (to be denoted as A-3 )

Assembly Operator 1

Assembly Operator 2

Two-way strapHose clip, Monarch

Two-way strap assembly; (to be denoted as SA-1 )

Assembly Operator 2

Assembly Operator 2

SA-1A-3

SA-1 + A-3; (to be denoted as A-4 )

Assembly Operator 2

Assembly Operator 2

Assembly Operator 2

Assembly Operator 2

Assembly Operator 3

A-4OptiLife Headgear

A-4 + OptiLife Headgear; (to be denoted as A-5 )

A-5Quickstart, Visual Fitting Guide, OptiLife10" x 10" pouch with waves

A-5 + Fitting Guide placed inside pouch; (to be denoted as A-7 )

Assembly Operator 3

A-7P, S, M, and L OptiLife Pillows Cushions

A-7 + Pillows Cushions (to be denoted as A-8 )

Assembly Operator 5

Assembly Operator 4

HIBC labelOptiLife Polybag

HIBC label + OptiLife Polybag (to be denoted as SA-2a )

Assembly Operator 4

Assembly Operator 4

SA-2aNew Flexible Tubing Label

SA-2a + New Flexible Tubing Label (to be denoted as SA-2b )

Assembly Operator 4

Assembly Operator 4

Assembly Operator 4

OIS, OptiLife Mask, ENGPiggy Back Label

SA-3SA-2b

OIS + Piggy Back Label (to be denoted as SA-3 )

SA-3 + SA-2b (to be denoted as SA-4 )

Assembly Operator 4

Assembly Operator 5

Assembly Operator 5

Assembly Operator 1

Assembly Operator 1

QA Engineer

QA Engineer

Assembly Operator 1

Assembly Operator 1

Assembly Material Handler

A-8SA-4

Inspected and combined A-8 and SA-4 (to be denoted as A-9 )

A-9

Inspected assembled part as same as what has done by Operator 5 (to be denoted as I-2 )

I-2

Sealed polybags (to be denoted as A-10 )

Packed polybags (to be denoted as A-11 )

A-10Carton box for AC largeCarton pads for AC largePackaging TapeBarcode label for carton box

X-Axis

Z-Axis

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

OptiLife Flex Tubing

Accessory Swivel Assembly

A-1

OptiLife Chin Support

A-2

OptiLife Chin Support Strap

OptiLife Headgear

Quickstart, Visual Fitting Guide, OptiLife

10" x 10" pouch with waves

OptiLife Pillows Cushion (P, S, M, and L sizes)

Two-way strap

Hose Clip, Monarch

HIBC Label

New Flexible Tubing Label

OptiLife Polybag

OIS, OptiLife Mask, ENG

Piggy Back Label - Domestic

SA-1

SA-2

A-3

A-4


SA-3

A-5

A-6

A-7

A-8

Insert Accessory Swivel Assembly to OptiLife Flex Tubing

I-1; A-9



Attach two-way strap assembly

Attach OptiLife Headgear

Attach Fitting Guide

Place inside pouch


100% inspection; Insert pouch to Polybag

SA-4

Insert OIS to Polybag

I-2

A-10

A-11

Line Sampling Inspection

Seal Polybags

Pack sealed Polybags

16

17

19

Carton Box for AC Large

Carton pads for AC Large

Barcode Label for Carton Box

Packaging Tape

18

X-Axis

Z-Axis

O-5

Mold

Print

Print

OptiLife Chin Support Strap

OptiLife Flex Tubing

Accessory Swivel Assembly

O-1

Mold

A-1

OptiLife Pillows Cushion (P, S, M, and L sizes)

O-6

O-7

A-2

Two-way strap

Hose Clip, Monarch

OptiLife Headgear

Quickstart, Visual Fitting Guide, OptiLife

10" x 10" pouch with waves

SA-1

SA-2

A-3

A-4

SA-3

A-5

A-6

A-7

A-8

I-1; A-9

Insert Accessory Swivel Assembly to OptiLife Flex Tubing




Attach OptiLife Headgear

Attach Fitting Guide

Place inside pouch


100% inspection; Insert pouch to Polybag

SA-4

I-2

A-10

A-11

Line Sampling Inspection

Seal Polybags


O-2

OptiLife Chin Support

Mold

O-3

O-4

Pad Print

Laser Mark/Etch

Pad Print

Cure

O-8

Autobag

O-9

HIBC Label

O-11

O-10

New Flexible Tubing Label

Carton Box for AC Large

Fold

O-12

Print

Barcode Label for Carton Box

OptiLife Polybag

OIS, OptiLife Mask, ENG

Piggy Back Label - Domestic

Carton pads for AC Large

Packaging Tape

302438

1045722

1036860

1036852; 1036853; 1036854; 1036855

1038770

1039492

1048957

1038526

1038441

571003

1036861

1048860

1036863

1038442

1036908

1036564

1047216

1000103

1040974

Assembly-Packaging Process of OptiLife Mask and Headgear, P,S,M,L Pillows DOM (P/N 1036800)

Assembly Operator 5

Assembly Operator 4

Assembly Operator 1

Assembly Operator 3

Assembly Operator 2



QA Engineer


Cycle Time (sec/unit)

Attach Two-way strap asembly


Attach Headgear

Attach Fitting Guide;Insert to pouch


Attach HIBC label

Attach New Flexible Tubing label

Attach piggy back label

Insert OIS

Final inspection (100%); Insert pouch to polybag

Line sampling inspection

Seal Polybags


3.54

4.66

6.22

6.30

7.21

8.39

15.46

13.54

4.29

4.06

5.32

3.18

24.74

32.98

8.31

3.93

ProductionControl

MRP

Value

Process

x.xx

Name

Unit

Problem

Solution

Production Planning and MaterialsControl

Warehouse

Weekly Forecast

Warehouse (for shipment)

Updates


3.54

C/T

sec.





X-Axis

Low production capacity on assembly-packaging process of P/N: 1036800

Measurement

Process/Method

Materials

Man

Too much inspection

Fear from rejection from QA Engineer

Some components of the product are tedious to assemble.

Imbalanced assembly line

Complicated design of the product and components.

Slow operators

Frequent changing of operators

Most operators are contractual and laid-off every 5 months.

Text:

A

K

C

E

B

D

I

F

N

G

O

H

L

J

M

6.30

4.29

4.66

3.54

4.06

5.32

6.22

7.21

8.29

15.46

13.54

3.18

32.98

8.31

3.93

E

IN

OUT

A

B

C

D

F

G

H

I

J

K

L

M

N

O

Operator 1

Operator 2

Operator 3

QA Engr

WORKSTATION 1C/T = 32.96 seconds



Workstation 4C/T = 32.98 seconds

Name UnitData

Text Block

Text Block

ProductionControl

MRP

Value

Process

x.xx

Name

Unit

Problem

Solution

x.xx

Unit

Task 1Task 2


Warehouse

Weekly Forecast


Updates


3.54

C/T

sec.





Task 1: Insert accessory swivel assembly to OptiLife flex tubing.Task 2: Insert OptiLife chin support.Task 3: Attach OptiLife chin support strap.Task 4: Build two-way strap assembly.Task 5: Seal polybagsTask 6: Pack sealed polybags


Warehouse

Weekly Forecast


Updates

Workstation 1

Workstation 2

Workstation 3

Workstation 4

Task 1: Attach two-way strap assemblyTask 2: Attach OptiLife headgear.Task 3: Attach fitting guide; insert to pouch.

written report six sigma project

Documents

optilife mask products

optilife mask product

ideal mask

carmelray industrial

product overview optilife

apcgotoh carmelray

global sleep

sleep professionals