1-8 Lean Six Sigma Training

8/10/2019 1-8 Lean Six Sigma Training

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Lean Six Sigma

Approved for Public Release


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Lean Six Sigma2

Overview

What is Lean Six Sigma?

What can Lean Six Sigmado?

How to get started



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Lean Six Sigma3

Paths to Cost Reduction

Cut services

Reduce labor (lay-off) Contract work out

Eliminate product features

Remove roadblocks so youremployees can produce

Assign resources tobottlenecks

Maximize internal capabilities

Focus on what the customerwants to buy



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Lean Six Sigma4


Combined 2 industry concepts:

Lean

Six Sigma

Combines problem solving tools:

JIT - Pull

5S

Value

StreamMapping

VisualMgt.

KanbanANOVA

Kaizen

SetupReduction

DFSS

Root CauseAnalysis

HypothesisTesting

DOE MSASPC



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Lean Six Sigma 6

Which is the better airline ticket?

Ticket A

$500 round trip 6 hours

3 layovers

Arriving in NYC

Ticket B

$650 round trip 3 hours

1 layover

Arriving inGroton/New London

Traveling to Groton, CT

What does value mean to you?



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Lean Six Sigma 7

Lean Philosophy

Value More to value than just cost

Defined by the ultimate customer Womack Voice of the Customer (VOC)

Expressed in terms of A specific product

A function or capability

Questions What does the customer want to buy?

What would they pay extra for?

Focus on what is of VALUE to the customer



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Lean Six Sigma 8

Types of Activities

Value-Added Brings product closer to its final form

Changes the form, fit or function

An activity the customer is willing to pay for

Non-Value-Added Does not contribute to bringing the product to its final form

Doesnt improve the form, fit, or function of the product or serviceon the first pass through the process.

An activity the customer is not willing to pay for

Waste

Separate non value added from value added



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Lean Six Sigma 9

8 Types of Waste

UNDER-UTILIZED

SKILLS

Steps are wasteful, people are valuable



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Lean Six Sigma 10

(2)

Tapped

holes for

lifting

Lean Example

Valve Manufacturing Objective: Reduce time to produce valves

Solution: Revise processno temporary attachments

Feet

LegsLifting

Blocks



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Lean Six Sigma 11

Lean Example

Certification Package

Not Required

Redundant ReviewMill Test Report

Minimize Rework



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Lean Six Sigma 12

Batch versus Continuous Flow

Process

A

Process

B

Process

C

10 Minutes10 Minutes

10 Minutes

30+ Minutes for order of 10

Batch & Queue Processing

Continuous Flow

ProcessA

ProcessB

ProcessC

12 Minutes fororder of 10



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Lean Approach

BatchDept 1

Dept 2

Dept 4

OUT

DONE

OUT

OUT

OUT

IN

IN

IN

IN

DONE

IN

4 3

1 2Dept 3

Continuous Flow

Batch processing has a direct impact

on the total Work-in-Process

From: NAVSEA VSA Training



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Lean Six Sigma 14

Value-Added time is typically only a small

percentage of the total time

Lean Approach

TimeBroken

Component

RepairedComponent

WaitTransport

Transport WaitSet-up

= Value Added Time = Non-Value-Added Time (WASTE)

Machine Machine

Disassemble

Start Finish

Re-Install

Remove FromShip

From: NAVSEA VSA Training



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Lean Six Sigma 15

Lean Approach From: NAVSEA VSA Training

Date / Reference / Classification

Overtype with Section Title

Total Lead-time = 48 days

Value added time = 315 secs!!!!

Date / Reference / Classification

Overtype with Section Title

-Total Leadtime = 48 days

Value added time = 315 secs!!!!

-



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Lean Six Sigma 17

Continuous Flow

Traditional Thinking:

Batch Productionlike a meanderingstream with many stagnant pools,

waterfalls, and eddiesDoubl ing pro duct ion rate means

doubl ing resources

Continuous Flow Thinking:

Pipeline with fast-flowing productno stops, piles, or back-ups

Doubl ing pro duc t ion rate means

halv ing the t ime wait ing

Flow production was an even more valuable innovation of Henry Fords

than his better-known mass production model.



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Lean Six Sigma 18

How Does LeanSolve Problems?

Focuses on what is of VALUE to thecustomer Understand customer expectations and

requirements In terms of the what the product provides,

not just the product itself

Eliminates activities that do not move theproduct closer to its final form Reduces the 8 types of waste

Creates continuous flow



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Lean Six Sigma 19

Six Sigma Philosophy

Reduce variation

Y=f(X)

Making decisions based on data



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Lean Six Sigma 20

What is Six Sigma?

Change in quality philosophiesTraditional Goalpost Philosophy

USLLSL

Loss

$$

Loss

$$

Anything outsidethe specification limits

represents quality losses

OK

Taguchi Philosophy

USLLSL

Any deviation fromthe target causeslosses to society

Loss

$$

Loss

$$

Loss



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Lean Six Sigma 21

How Does Six Sigma SolveProblems?

Practical Problem(Define/Measure)

Statistical Problem(Analyze)

Practical Solution

(Control)

Statistical Solution

(Improve)

Y=f(x)Approved for Public Release


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Lean Six Sigma 22

Six Sigma Example

Practical Problem Pass rate for Technicial Exams was declining

Statistical Problem Y=f(X)

YScores

X Exam section

Place of training

How often skills are used (experience)

Elapsed time since training

Statistical Solution

3 sections of the exam are the highest trouble spots Experience is the most significant factor in passing

Practical Solution Focus training on 3 areas for inexperienced technicians



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Lean Six Sigma 23

s

What is Six Sigma?99.99966% of values are within specifications

USLLSL

A 6sProcess

s s s

s

s s

A 3sProcessApproved for Public Release


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Lean Six Sigma 24

Is Six Sigma Overkill?

20,000 lost articles ofmail per hour

15 minutes of unsafe

drinking water each day 5,000 incorrect surgical

operations per week

2 short or long landings at

most major airports eachday

11 hours of no electricityper month

7 lost articles of mail perhour

1 minute of unsafe drinking

water per 7 months 1.7 incorrect surgical

operations per week

1 short or long landing

every 5 years

1 hour of no electricityevery 34 years

99.99966% (6s

)99% (3.8s

)



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Lean Six Sigma 25

Pipe Welding Quality

Reduce concave & convex defects in pipebutt welds

Convex

Concave

Experimented on the effects of: Purge pressure Starting point Weld segment overlap Intersegment temperature Welder technique

Identified key factors to control and ones that had no effect



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Lean Six Sigma 26

Effluent Discharge

Before After

Notice Required Months Days

Time to assemble Weeks Days

Cost Overhead Direct/Defined

Frustration High Low

SUBASESUBASE Test

Orgs

Test

Orgs

Main

Stores

Main

StoresHardware

Stores

Hardware

Stores

Controlled

Industrial

Facility

SUBASESUBASE Test

Orgs

Test

Orgs

Main

Stores

Main

StoresHardware

Stores

Hardware

Stores

Controlled

Industrial

Facility

Main StoresMain Stores

ControlledIndustrial

Facility

KIT 1

KIT 2

KIT 3

Main StoresMain Stores

ControlledIndustrial

Facility

KIT 1

KIT 2

KIT 3



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Lean Six Sigma 27

Value Stream Mapping

Tile Material Manufacturer Mapped the value stream

Identified key constraints

Implementing just go do its Identified specific resources needed to support 2 ships

per yearSub

vendor

Cleaned Day

tank

EB / NGNN

Raw

materials

Receive raw

materialsOven Agitate & oven

Combine, mix

& oven

Combine

mixture in large

tank

Make samples

and test themBlend/mix

Take sample,

cure and testFill Day tank

Sub

vendor

Inspect Day

tank

Day tank 1 then 2 to 3

weeks later Day tank

2

C/T= 1 day2 person

2 days2 people

5 days0 people

1 day1 person

1 day1.5 people

1 day1 person

1 day2 people

1 day1.5 people

10 days1 person

1 day2 people

EB places

PO with SII

Order raw

materials and

Day tank

3 mixer

batches to fill

1 Day tank

1.5 weeks

Sub

vendor

Cleaned Day

tank

EB / NGNN

Raw

materials

Receive raw

materialsOven Agitate & oven

Combine, mix

& oven

Combine

mixture in large

tank

Make samples

and test themBlend/mix

Take sample,

cure and testFill Day tank

Sub

vendor

Inspect Day

tank

Day tank 1 then 2 to 3

weeks later Day tank

2

C/T= 1 day2 person

2 days2 people

5 days0 people

1 day1 person

1 day1.5 people

1 day1 person

1 day2 people

1 day1.5 people

10 days1 person

1 day2 people

EB places

PO with SII

Order raw

materials and

Day tank

3 mixer

batches to fill

1 Day tank

1.5 weeks



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Lean Six Sigma 28

Ways To Get To Six Sigma

Identify critical inputs & control them

Quantifiable management

Measure performance

Decisions based on data

Y=f(x)Approved for Public Release


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Lean Six Sigma 29

Ways To Get To Six Sigma

Type 1 Corrective ActionCountermeasure

Type 2 Corrective ActionFlag

SPC/SPMEmpowered Operators

Type 3 Corrective ActionInspection

SPC/SPMOperators Not Empowered

Standard Operating Procedure

Warning SignalUsed to Detect Defects

SPC/SPM - Wallpaper

Best

Control Methods



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Lean Six Sigma 31

But we arent mass production

Product Families

Different products that follow the same steps

Processes

Repetitive tasks

For a product

For a service

For just normal day to day activities If its not the first time, then there is a

process.



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Supplier Lean Outreach



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Lean Six Sigma 33

Why Supplier Lean Outreach?

Extend Lean and Six Sigmato suppliers

ShipyardLabor

39%

30%

PurchasedMaterial

31%

GovernmentMaterial

Block III (SSN787) Costs



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Lean Six Sigma 34

Goal

Conduct joint process improvement projects

with VIRGINIA Class vendors to reducedefects, and cycle timevia the application

of Lean Six Sigmatools and techniques.

Create a win-winbetween supplier and EB

Tangible improvement

Benefits both companies

Funded for 2 projects/year



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Lean Six Sigma 35

Methodology

1. Voice of the Customer

All customers not just purchasing

2. Kick-off with Vendor

Identify problems, issues, roadblocks

3. Value Stream Analysis & Development ofImprovement Plan

4. Improvement Plan Execution andFollow-on Onsites



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How To Get Started

We all tend to concentrate on taking correctiveactions that we know how to take, not necessarily

concentrating on the problems we should correct

and the actions needed to correct (them).

- Eliyahu Goldratt



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Lean Six Sigma 37

How To Get Started

Involve the employees

Examine the detailed process with them

Empower them to make process changes to:

Eliminate non-value-added steps Keep adding value continuously without interruptions

Ask the right questions What can we do to save time?

Not: What can we do to savemoney?

Get to the root causes 5-Whys, etc.



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Lean Six Sigma 39

How To Get Started

Books to read:

Lean Thinking. Womack & Jones

Lean Six Sigma: Combining Six SigmaQuality With Lean Speed. M. L. George

Theory of Constraints. Goldratt

The Goal. Goldratt



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Lean Six Sigma 40

How To Get Started

Communicate with Electric Boat

Things you are doing

Ask for clarification on our needs

Voice of the Customer



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Wrap - Up


What can Lean Six Sigmado?

How to get started

Documents

1-8 Lean Six Sigma Training