Lean&Six Sigma.txt

Rate at which system generates money through sales

• 1. One piece flow at a rate determined by the customer
• 2. Smooth and un-interrupted flow

Eliminating possible errors; forgetfulness, misunderstanding, identification, willful errors, lack of standards, indadvertant errors.

• 1. A method of material control.
• 2. A kanban card will give permission for the next operation to produce more parts.

• Chart to track variables like pr., temp, thk, customer complaints, etc at varying intervals.
• Variations within piece, piece-to-piece and time-to-time can be spotted.
• USL-Aim-LSL..

• 1. Overproduction
• 2. Inventory
• 3. Rework/Rejects
• 4. Motion
• 5. Processing
• 6. Waiting
• 7. Transport

• 1. Visual control device - shows current state of production, indicates problems, etc
• Green - No problems
• Yellow - Situation needs assistance
• Red - Pdn. stopped

• 1. Seiri - Sort
• 2. Seiton - Set in order
• 3. Seiso - Shine
• 4. Seiketsu - Standardize
• 5. Shitsuke - Sustain

• Tool to organize complex info. into logical categories
• 

• Concise summary of a project on a single sheet of paper
• 1. Uses concise wordings
• 2. Uses charts to illustrate points
• 3. Restricts to 3-4 bullets per section
• 4. Provides substance, not fluff.

• A short summary of the strategic reasons for the project.
• 1. Design of a new project/process
• 2. Redesign of existing projects/process

• Team is aware of the project goals and boundaries
• Team will remain focussed on goals
• Team will work in alignment with the organization's goals
• Team champion will support the team and their goals

• Describing the flow of people, information or material in almost any type of process.
• 

• 1. Cycle time reduction
• 2. Reduction in finished inventory
• 3. Reduction in WIP
• 4. Order stabilization by customers
• 5. Pricing stabilization

• 1. Dissatisfiers (Basic reqmts., "must be")
• 2. Satisfiers (variable reqmts., "more is better")
• 3. Delighters (latent reqmts.)

• Focuses on key metrics of customer satisfaction
• 

• Enables the organization to:
• 1. Make decisions on products and services
• 2. Identify product features and specs.
• 3. Focus on improvmenet plans
• 4. Develop baseline metrics
• 5. Identify customer satisfaction drivers

• Prioritize problems based on their frequency of occurance
• "Vital Few" and "Trivial Many"
• 20% 80%

• 1. Do Nothing: Process limits within spec. limits
• 2. Change Spec: If customer agrees
• 3. Center the process: If process spread matches spec. spread, but with a shift
• 4. Reduce Variability: DOE used to find variations
• 5. Accept the losses: Handle scrap and rework efficiently

• Frequency column graphs displaying a static picture of process behavior
• 

Measure of the smallest change in measurand that can be sensed by the msmt. device

Smallest msmt. change that can be represented by the display of the msmt. device

• 1. Measure of the ability of the msmt. process to repeatedly get the same results keeping all factors same.
• 2. Same gage and same operator

• 1. Repeatability and reproducibility
• 2. Describes how close successive msmt. results fall when repeated.
• 

• 1. Measure of ability of msmt. process to obtain same results under varying conditions.
• 2. Same gage, different operators - gage reproducibility

Systematic difference between 2 successive msmts. of the same thing

• 1. Degree of closeness of a msmt. to its true value
• 2. Lack of bias
• 

• 1. Too many digits of the measured value
• 2. Insensitivity due to rounding offs
• 3. Errors due to entering of large sequence of data by operators. So:
• Code: X_c = X + C, Decode: X¹=X_c¹- C and sigma = sigma_c
• X_c = X/f, Decode: X¹ = X_c f and sigma = f x sigma_c

• 1. Charts that utilize location data
• 2. To answer the question 'where'.

• Takt Time = Available pdn. time / Rate of customer demand
• It is the beat/rythm of the process.