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LeanSigma® Strategies for Product

Design and Manufacturing"

Presented by:
Randy Cooper, LeanSigma® Blackbelt &
Director of R&D
Maytag Jackson Dishwashing Products
Jackson, Tennessee
LeanSigma® Defintion

„ LeanSigma® is ….

… a philosophy supported by tools and


methods to drive waste and variation out of
everything we do.
Product Design Strategies

„ Design for LeanSigma®


„ New Product Development Process

„ Integrated processes
DFLS Mission Statement

DFLS
Using a system of defined processes and problem solving
tools to identify the Customer Needs and translate
them into System, Sub-System, and Part specifications.
The end goal is to create value for the customers while
maintaining the cost effectiveness of the products
Why DFLS?

Current Design Designed


Move to
Perspective in Quality

From To
• Evolving Requirements • CTQ Flowdown
• Design Rework/Tweaking • Control Critical Parameters
• Modeling and Simulation with
• Build and Test
process capability flow up
• Measurement • Statistical Quality Prediction
• Test in Quality • Designed in Quality
New Product Development Process

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Market Concept Product Production Post Launch

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Feasibility Feasibility Design Preparation Launch Review

IDENTIFY CHARACTERIZE OPTIMIZE VALIDATE

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Start

Toll Gates stop the process


DFLS is integrated in the NPD process
DFLS Process

Key Tools Identify Customer/Product Requirements Project Phase


• QFD
• FMEA Identify Technical Requirements Identify
(CTQ Variables) and Limits

• Smart Simple
Design Formulate Concept Design

• Risk Assessment Identify Potential Risks


Design &
For Each CTQ, Identify
Characterize
• FMEA
• Simulation Design Parameters

• DOE Find Critical Design Parameters


• FEA, FEM, and their Influence on the CTQ
DFM, CFD (Transfer Functions)
DFLS Process
Key DFLS Tools Project Phase
• Process Asses Process Capability to Achieve
Capability Critical Design Parameters and Meet CTQ Limits
Optimize
• Robust Design Optimize Design to Minimize for 6 Sigma
• Monte Carlo Sensitivity of CTQs to Process Parameters

• Tolerance (1D, Perform Tradeoffs


Determine Tolerance
2D, 3D, Statistical) to ensure that
all CTQs are met
• Six Sigma Tools Estimate Sigma (Scorecard)
and Cost
• Accelerated Life
Testing Test and Validation
Validate
• Reliability Engineering Assess Performance, Failure Modes,
• FMEA Reliability and Risks

• Disciplined New Model


Tollgate/Design Review
• Introduction
Spec and Information Flow

Product
Technical Responses Definition
Sub-System
Specifications
Customer Needs

Sub-System Responses
Critical
Component
Technical Res. Specifications

Part Features

Sub-System Res.
Mfg. Processes

Part Features.
Drives Customer
Process
Needs to the Specifications
Factory Floor
Score Cards - Sigma Work Sheets

PARTS
Owner
Total
DPMO
Zlt Zst Status
Critical
Characteristics
(Opportunities)
Status
"Red" (<3.0)
Status
"Yellow"
Status
"Green"
(>4.0)
„ Purpose
„ To Record and
Monitor the CTQs
Summary 0.0000 Green 0 0
#DIV/0!
0
#DIV/0!
0
#DIV/0! „ Predict Design
Performance
PROCESS Critical Status

Quality
Total Status Status
Owner Zlt Status Characteristics "Green"
DPMO "Red" (<3.0) "Yellow"
(Opportunities) (>4.0) „

Summary 0.0000 Green 0 0


#DIV/0!
0
#DIV/0!
0
#DIV/0! „ Reliability
PERFORMANCE
Owner
Total
DPMO
Zlt Status
Critical
Characteristics
Status
"Red" (<3.0)
Status
"Yellow"
Status
"Green" „ Customer
Satisfaction
(Opportunities) (>4.0)

Summary 0.0000 Green 0 0 0 0


#DIV/0! #DIV/0! #DIV/0!

RELIABILITY Critical Status


Total Status Status
Owner Zlt Status Characteristics "Green"
DPMO "Red" (<3.0) "Yellow"
(Opportunities) (>4.0)

Summary 0.0000 Green 0 0 0 0


#DIV/0! #DIV/0! #DIV/0!

AGENCY % Critical Status


Status Status
Owner Complia Zlt Status Characteristics "Green"
"Red" (<3.0) "Yellow"
nce (Opportunities) (>4.0)
DOE
UL
CE
Summary 0.0000 Green 0 0 0 0
#DIV/0! #DIV/0! #DIV/0!

OVERALL Critical Status


Total Status Status
Zlt Status Characteristics "Green"
DPMO "Red" (<3.0) "Yellow"
(Opportunities) (>4.0)
Summary 0.0000 Green 0 0 0 0
#DIV/0! #DIV/0! #DIV/0!
LeanSigma® Manufacturing Strategies

„ Production to Takt time


„ Single Piece Flow production
„ Pull Systems
„ Standard work
„ Kaizen Break through sessions
Takt

„ Takt – German term that refers to tempo or


beat

„ When used in lean, Takt time refers to the beat of


the customer or the customer demand

„ Takt – Available minutes/production requirements


Flow Production

„ Flow production refers to creating a production


system that strives to eliminate the waste of WIP.
„ The optimal way to reduce WIP is to utilize true One-
piece –flow instead of batch production.
„ One-Piece Flow
„ Reduces lead time between processes
„ Identifies bottlenecks/obstacles
„ Improves defects by detecting abnormalities more quickly
„ Reduces cost by eliminating excess and costly WIP.
Pull production

„ Pull production refers to producing only when the


customer has given us demand for the part or
product
„ This not applies to finished goods but also to
component parts
„ Stop producing in batches according to MRP schedules
„ Use demand or pull signals to authorize production (kanban)
„ Results include:
„ Synchronized flow of materials
„ No over production at any process
„ Lower Inventories
Standard work

„ Standard work or method sheets will be developed and


maintained for each job.
„ The operational Method Sheet will define:
„ The work content to be performed
„ The critical quality checks
„ The verification from previous stations
„ The plan of action if abnormalities occur
„ Other items deemed important to quality
„ Standard Work/Method Sheets ensure that everyone has a
“standard” way of doing the process and therefore reduce
variation.
„ Standard Work must be followed without exceptions
„ Standard Work can be applied to any business process – If
everyone has their own process, there is no process.
Kaizen Breakthrough Principles

„ Kaizen = “Good Change”


„ Team process
„ Clear objectives
„ Tight focus on time (one week)
„ Creativity before capital
„ Quick & simple, not slow & elegant
„ Necessary resources immediately available
„ Immediate results (new process functioning by
end of week)
Kaizen Applications

„ 2P: Production conversions


„ 3P: Product design and production
„ 5S: Organizational, housekeeping
„ Set-up: Manufacturing equipment set-
up time
„ Bus. Process: Business processes, ex.
Logistics
„ Quality: Product quality focus
„ Kan-ban: Pull System implementation
„ New Design: Concept Development
2P and 3P

„ 3P or 2P – A pro-active event(s) utilizing LeanSigma®


methodology and cross functional teams to enhance existing or
new products, components or processes. The intent of the
event is to improve Safety, Quality, Cost or Delivery by
eliminating waste and variation.

„ 3 P (production preparation process)


„ Start at concept stage on new development
„ Build units
„ Set-up lines
„ DFM/A

„ 2 P (production preparation)
„ Used anytime there is a change
Kaizen Interventions

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Market Concept Product Production Post Launch

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Feasibility Feasibility Design Preparation Launch Review

™2P
™3P
™3P ™2P
™DFMA
™Concept
development

™ Develop a
business
case
™VOC
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Why use 2P/3P Processes?

„ To Introduce new products and new


processes

„ In the shortest time


„ At the expected quality
„ For the lowest cost
„ At the required volume
2P or 3P Kaizen Methodology
Lightning-Fast Product & Process Development

Create
Train Evaluate Simulate Select
Alternatives

“Beginning
Mindsets”
New Product Development Process

ch
Ph-0 Ph-1 Ph-2 Ph-3 Ph-4 Ph-5

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Market Concept Product Production Post Launch

La
Feasibility Feasibility Design Preparation Launch Review

IDENTIFY CHARACTERIZE OPTIMIZE VALIDATE

Toll Toll Toll Toll Toll Toll


Gate Gate Gate Gate Gate Gate
0 1 2 3 4 5
Idea
Start

Toll Gates stop the process


DFLS is integrated in the NPD process
„ Perfection doesn’t come by shooting for
perfection. Perfection comes from continually
improving (your process) every day.

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