Lean Six Sigma Final Project Report-Out

Carburetor Main Body Machining

Green Belt Project

Project Lead: Jonathan Iddings

Sponsor (Champion): Jon Bigley
Company/Department: Carburetion
Project Timeframe: June-04 : April-05

Additional Team Members

Product Engineer: Mike Calvin
Product Technician: Rex McCoy
Quality Technician: Jayn Adkison
Setup Operator: Jasmin Kovacevic
Define … the process
Carburetor main body machining consists of a manual/Kingsbury
line for two and four barrel (high volume), and an old CNC cell for
spread bore and HP (low volume). Each part requires a minimum
of nine machines on the manual line and 2 machines on the CNC
line.
INPUTS PROCESS OUTPUTS

Equipment Flexibility
IPO DIAGRAM Labor Cost
# of Operators Required

Line/Cell Scalability Setup Time

Tooling Robustness
Main Body
Efficiency
Machining
Machine/Fixture Rigidity
CPK / Sigma Level
# of Lines/Cells Required
FPY

1
Define … the business case

• Problem Statement
– Current process is labor intensive, dedicated to the current part
design, difficult to setup, dependent on 50 year old machinery,
and incapable of high accuracy or repeatability. The importance of
this project our business is very high. The current process is
responsible for almost $400,000 per year in waste.

• Project Goals
– Reduce labor requirements from 10 operators to 5.
– Improve FPY from 96% to 99%
– Improve “key characteristic” CPK from .2 to 1.5
– Reduce changeover time from 90 minutes to 15 minutes

2
Define … the voice of the customer

Rebuild Existing Machines

Re-Layout Existing Line

New Shop Floor CMM

HOW TO IMPACT

New CNC Machines

New Parts Washer

Carburetor Main Body
Machining QFD

W HAT CUSTOMER W ANTS Rank

Cleanliness (Internal/External) 5 1 9
Dimensional Accuracy/Repeatability (Internal) 3 9 3 3
On-time Delivery (External) 5 9
Fast Time to Market (Internal/External) 1 3
Pleasing Appearance (External) 4 3 1
Reduced W arranty Returns (Internal/External) 3 3 9 1
Low Cost (Internal) 2 9 1 1
119 76 14 2 9

Importance: 5 = High, 1 = Low Direct & Strong = 9

Direct = 3
Indirect = 1

Key Takeaways

Implementation of new CNC cell will impact

accuracy, repeatability, fill rate, time to market,
appearance, part cost, and warranty cost.
3
 Measure … the current process performance

Baseline Data : Sigma Level / CPK

Mean = 2.2415 Mean = 0.31931

StdDev = 0.0017569 Cpk Analysis StdDev = 0.0019594 Cpk Analysis
USL = 2.238 USL = 0.316
LSL = 2.232 LSL = 0.314
Sigma Level = -2.0033 Pump Shooter Boss Height Sigma Level = -1.6918
Booster Hole Size
Sigma Capability = -.5033
Old Process Sigma Capability = -.2279 Old Process
Cpk = -.6678 Cpk = -.5639
Cp = .5692 Cp = .1701
DPM = 977,429 DPM = 957,993
N = 30 N = 30
In spec In spec
Out spec left Out spec left
Out spec right Out spec right
LSL LSL
USL USL
2.2311
2.2316
2.2322
2.2327
2.2332
2.2337
2.2342
2.2348
2.2353
2.2358
2.2363
2.2368
2.2374
2.2379
2.2384
2.2389
2.2394
2.2400
2.2405
2.2410
2.2415
2.2420
2.2426
2.2431
2.2436
2.2441
2.2446
2.2451
2.2457
2.2462
2.2467
2.2472
2.2477
2.2483
2.2488
2.2493

0.3105
0.3110
0.3115
0.3120
0.3125
0.3130
0.3135
0.3140
0.3145
0.3150
0.3155
0.3160
0.3165
0.3170
0.3175
0.3180
0.3185
0.3190
0.3195
0.3200
0.3205
0.3210
0.3215
0.3220
0.3225
0.3230
0.3235
0.3240
0.3245
0.3250
0.3255
0.3260
0.3265
0.3270
0.3275
0.3280
Key Takeaways
• Boss height critical to performance, hole size critical to assembly.
• Baseline CPK was negative for both features.
• Our goal is to improve CPK to 1.5, which will yield Sigma Level of 4.5. 4
 Measure … the current process performance

Baseline Data : First Pass Yield Baseline Data : Labor

OLD PROCESS LABOR USAGE (CY 2004)
FPY OLD PROCESS
100% $40,000.00
TOTAL LABOR USAGE = $293,116
$36,792.02
$35,000.00 $35,182.96
98% 98 $33,252.63
%
$30,000.00
$28,899.89
96% $26,787.38

MONTHLY LABOR COST

$25,434.10 $25,957.16
$25,000.00
$23,299.67
$21,961.22
94% $20,000.00 OLD PROCESS

$15,000.00
92% $14,362.04

$10,876.21
$10,000.00 $10,311.17

90%

$5,000.00

88%
Jun-04 Jul-04 Aug-04 Sep-04 Oct-04 Nov-04 Dec-04 Jan-05 Feb-05 Mar-05 $-
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Key Takeaways
•Scrap and rework data available at beginning of project was
unreliable.
•FPY chart data reflects machining defects at flow, assembly,
and machining.
•Labor chart is derived from actual labor hours and actual
overtime hours. Source: Intranet Efficiency Report 5
Measure … the current process performance

Baseline Data : Changeover Time

Key Takeaways
•Average Changeover Time Within Family = 40 minutes
•Average Changeover Time Between Families = 90 minutes
•Changeover involves removing multiple tools from multiple
machines and replacing with alternate tooling.
•Opportunity for operator error very high.
•Changeover process largely dependent on knowledge of ONE
employee.

6
 Measure … the current process performance

Baseline Data:
Process Map

Key Takeaways
• Red shapes represent 55 minutes of waiting time through the
process, which results from the batch flow of the line.
• Green shapes show the quantity of machines required.
• Orange shapes represent movement of the parts from one
stage to another. 7
 Analyze … the root causes of poor performance
Sources of Waste and Variation

Method
Measurement Machine
EXCESSIVE PART
Blueprints Confusing HANDLING TIRED EQUIPMENT
GAGES POORLY MANUAL CLEANING MANY MACHINES
LABELED PROCESS REQ'D
MULTIPLE WORK
Blueprints not Correct CENTERS LACK OF RIGIDITY

Small Lot Sizes LACK OF SCALABILITY

FIXTURES WORN OUT

Fishbone Diagram Output: Labor

Cost

Lack of Challenge

Lack of Focus Damaged Castings

Low Accountability Inconsistent Cast Datums

Desire for Overtime POOR TOOL QUALITY

Manpower Materials Environment

Key Takeaways
•Primary sources of labor waste and process variation due to
process design, age of equipment and tooling, and equipment
type.

8
Improve … the process

• Alternate Solutions Considered

Dial Index/Transfer Machine Vertical Machining Centers
- Complex - Cycle Times not Balanced
- Costly - Tool capacity inadequate
- Lacking Flexibility - Gravity works against us

• Actions
– Decided on three Horizontal Machining Centers.
– Determined Mori Seiki to be best overall choice.
– Designed fixtures to allow completed part with every cycle.
– Designed fixtures to allow rapid changeover from family to family.
– Designed fixtures to require no changeover within family.
– Specified/designed robust tooling solutions to yield long life, low cycle
times, and high part quality.
– Wrote CNC programs utilizing advanced Macro B (Basic) to standardize
across part families, bullet-proof the changeover process, and allow
streamlined response to part design changes.

9
Control … to hold the gains
QTY 3rd Shift
Good Parts
Scrap Parts
Department 1151 March Production Output Rework Parts
Hours Worked
800 Orders Completed
700 Units/day Goal Completed On Time
700 MIN Downtime
Changeover Fixture/Tooling/Progam
600 Changeover Tooling/Program/Stamp
Engineering - Program Error
Parts Produced
500 Engineering - Running Samples
Machine Down - Hydraulic System Alarm
400 Machine Down - Hydraulic Leak
Machine Down - Operator Error
Machine Down - Pallet Changer
300
Machine Down - Servo Alarm
Machine Down - Tool Magazine
200
**Machine Down - Misc.
**Operator - Cleaning up
100 Operator - Getting Castings
Operator - Running OP30 / Spec. Line
0 Operator - Waiting On Castings
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 Operator - Filling out paperwork
Date **Operator - Preventative Maintenance
Operator - Loaned Out
Good Parts Linear (Production Rolling Avg.) Linear (Production Goal) Plant - No Air
Plant - Power Outage
**Plant - Misc.
Quality - Process Out of Spec.
Service - Outside Service S/N 16
Service - Outside Service S/N 26
Key Takeaways
Service - Outside Service S/N 33
Service - Adding Coolant
Service - Adding Hydraulic Oil
Service - Out of Hydraulic Oil
**Service - Preventative Maintenance
**Service - Misc.
Tooling - Replace Dull/Broken Tool
Tooling - Change Inserts
• Tracking: FPY, Efficiency, **Tooling - Misc.
Checking Parts
Downtime, Conformance to
Schedule, Scrap,
Production, MRO Spending
• Use these tracking tools to
ensure we are maintaining
or continually improving all
aspects of the process.
QTY 1st Shift
Good Parts
Scrap Parts
Rework Parts
Hours Worked
Orders Completed
Completed On Time
MIN Downtime
Changeover Fixture/Tooling/Progam
Changeover Tooling/Program/Stamp
Engineering - Program Error
Engineering - Running Samples
Machine Down - Hydraulic System Alarm
Machine Down - Hydraulic Leak
Machine Down - Operator Error
Machine Down - Pallet Changer
Machine Down - Servo Alarm
Machine Down - Tool Magazine
**Machine Down - Misc.
**Operator - Cleaning up
Operator - Getting Castings
Operator - Running OP30 / Spec. Line
Operator - Waiting On Castings
Operator - Filling out paperwork
**Operator - Preventative Maintenance
Operator - Loaned Out
Plant - No Air
Plant - Power Outage
**Plant - Misc.
Quality - Process Out of Spec.
Service - Outside Service S/N 16
Service - Outside Service S/N 26
Service - Outside Service S/N 33
Service - Adding Coolant
Service - Adding Hydraulic Oil
Service - Out of Hydraulic Oil
**Service - Preventative Maintenance
**Service - Misc.
Tooling - Replace Dull/Broken Tool
Tooling - Change Inserts
**Tooling - Misc.
Checking Parts
QTY 2nd Shift
Good Parts
Scrap Parts
Rework Parts
Hours Worked
Orders Completed
Completed On Time
MIN Downtime
Changeover Fixture/Tooling/Progam
Changeover Tooling/Program/Stamp
Engineering - Program Error
Engineering - Running Samples
Machine Down - Hydraulic System Alarm
Machine Down - Hydraulic Leak
Machine Down - Operator Error
Machine Down - Pallet Changer
Machine Down - Servo Alarm
Machine Down - Tool Magazine
**Machine Down - Misc.
**Operator - Cleaning up
Operator - Getting Castings
Operator - Running OP30 / Spec. Line
Operator - Waiting On Castings
Operator - Filling out paperwork
**Operator - Preventative Maintenance
Operator - Loaned Out
Plant - No Air
Plant - Power Outage
**Plant - Misc.
Quality - Process Out of Spec.
Service - Outside Service S/N 16
Service - Outside Service S/N 26
Service - Outside Service S/N 33
Service - Adding Coolant
Service - Adding Hydraulic Oil
Service - Out of Hydraulic Oil
**Service - Preventative Maintenance
**Service - Misc.
Tooling - Replace Dull/Broken Tool
Tooling - Change Inserts
**Tooling - Misc.
Checking Parts
QTY Non-Conforming
Part Mislocated
Broken Drill
Broken Tap
15 Degree Venturi Blend Oversize
15 Degree Venturi Blend Undersize
Machined With Wrong Program
Misc. Machining Scrap
Missing Operation
Ran Multiple Time
Setup Scrap
Choke Shaft Hole Oversize
Shaft Hole Out of Location
Choke Shaft Hole Undersize
Booster Hole Out of Location
Booster Hole Oversize
Booster Hole Undersize
Air Bleed Hole Undersize
Air Bleed Hole Oversize
Pump Shooter Boss Too High
Pump Shooter Boss Too Low
Vendor - Dimensional
Vendor - Bent Casting
Vendor - Misc.
Vendor - Porosity
Vendor - Warped Cracked Castings
Wrong Indentification Stamp
COMMENTS
10
Project Results … Verification of Improvement
BEFORE
PROCESS MAPS

Key Takeaways
• Total distance traveled
reduced from 87 feet to 16
feet.
• Total waiting time reduced
from 55 minutes to 3.2
minutes
• Each part now complete
after one machine, compared
to 8-15 machines previously.
• Cleared 600 sq. ft. of floor
space. AFTER

11
 Project Results … Verification of Improvement
Mean = 2.2415
BEFORE CPK / AFTER
StdDev = 0.0017569 Cpk Analysis Mean = 2.2354
USL = 2.238
LSL = 2.232
Sigma Level = -2.0033
Sigma Capability = -.5033
Pump Shooter Boss Height
Old Process
SIGMA LEVEL StdDev = 0.0010372
USL = 2.238
LSL = 2.232
Sigma Level = 2.5263
Sigma Capability = 3.9935
Cpk Analysis

Pump Shooter Boss Height

Cpk = -.6678 New Process
Cp = .5692 Cpk = .8421
DPM = 977,429 Cp = .9642
N = 30 DPM = 6,324
N = 30

In spec In spec
Out spec left Out spec left
Out spec right Out spec right
LSL LSL
USL USL

2.2307
2.2310
2.2312
2.2315
2.2318
2.2320
2.2323
2.2326
2.2328
2.2331
2.2334
2.2336
2.2339
2.2342
2.2344
2.2347
2.2350
2.2352
2.2355
2.2357
2.2360
2.2363
2.2365
2.2368
2.2371
2.2373
2.2376
2.2379
2.2381
2.2384
2.2387
2.2389
2.2392
2.2395
2.2397
2.2400
2.2311
2.2316
2.2322
2.2327
2.2332
2.2337
2.2342
2.2348
2.2353
2.2358
2.2363
2.2368
2.2374
2.2379
2.2384
2.2389
2.2394
2.2400
2.2405
2.2410
2.2415
2.2420
2.2426
2.2431
2.2436
2.2441
2.2446
2.2451
2.2457
2.2462
2.2467
2.2472
2.2477
2.2483
2.2488
2.2493

Mean = 0.31931
Cpk Analysis Mean = 0.31541
StdDev = 0.0019594 Cpk Analysis
StdDev = 0.00010196
USL = 0.316
USL = 0.316
LSL = 0.314 LSL = 0.314
Sigma Level = -1.6918 Booster Hole Size Sigma Level = 5.8015 Booster Hole Size
Sigma Capability = -.2279 Old Process Sigma Capability = 7.3015 New Process
Cpk = -.5639 Cpk = 1.9338
Cp = .1701 Cp = 3.2693
DPM = 957,993 DPM = .00328685
N = 30 N = 30

In spec In spec
Out spec left Out spec left
Out spec right Out spec right
LSL LSL
USL USL

0.3139
0.3140
0.3141
0.3141
0.3142
0.3142
0.3143
0.3144
0.3144
0.3145
0.3145
0.3146
0.3147
0.3147
0.3148
0.3148
0.3149
0.3150
0.3150
0.3151
0.3151
0.3152
0.3153
0.3153
0.3154
0.3154
0.3155
0.3156
0.3156
0.3157
0.3157
0.3158
0.3159
0.3159
0.3160
0.3160
0.3105
0.3110
0.3115
0.3120
0.3125
0.3130
0.3135
0.3140
0.3145
0.3150
0.3155
0.3160
0.3165
0.3170
0.3175
0.3180
0.3185
0.3190
0.3195
0.3200
0.3205
0.3210
0.3215
0.3220
0.3225
0.3230
0.3235
0.3240
0.3245
0.3250
0.3255
0.3260
0.3265
0.3270
0.3275
0.3280

Key Takeaways
• Pump shooter boss height CPK increased from -.67 to .84.
• Pump shooter boss height Sigma Level increased from -2.0 to 2.5.
• Booster hole size CPK increased from -.56 to 1.93.
• Booster hole size Sigma Level increased from -1.69 to 5.8. 12
 Project Results … Verification of
Improvement
MONTHLY LABOR COST
$40,000.00

Key Takeaways
$35,000.00

• Blue line represents actual

$30,000.00
2004 labor cost from intranet
efficiency report.
$25,000.00

• Red line represents

$20,000.00 OLD PROCESS
NEW PROCESS
estimated 2005 labor cost
$15,000.00
based on measured
throughput of new cell and
$10,000.00 equal sales to 2004.

$5,000.00
• 2004 Labor Cost: $293,116
• 2006 Labor Cost: $128,300
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 Project Results … Verification of Improvement
First Pass Yield
100%

Key Takeaways
98%

• Blue line represents FPY of

96%
old line.
94%
• Red line represents FPY of
92%
new cell.
OLD PROCESS • We are exceeding our goal
90% NEW PROCESS
TARGET of 98% FPY.
88%

86%

84%

82%

80%
Jun-04 Jul-04 Aug-04 Sep-04 Oct-04 Nov-04 Dec-04 Jan-05 Feb-05 Mar-05

14
 Project Results … Verification of Improvement
CHANGEOVER TIME
100
Key Takeaways
Between Families
90
• Changeover time within
80 family reduced from 40
70
minutes to 5 minutes.

60
• Changeover time between
families reduced from 90
MINUTES

50
minutes to 15 minutes.
Within Family
40

30

20
Between Families

10
Within Family

0
Before After

15
Project Summary

• Problem
– Carburetor main body machining consisted of antiquated manual/Kingsbury line for
two and four barrel (high volume), and an old CNC cell for spread bore and HP (low
volume). Each part requires a minimum of nine machines on the manual line and 3
machines on the CNC line.

• Baseline and Target Performance

– Reduce labor cost from $412k to $128k
– Reduce warranty cost by $100,000
– Improve “key characteristic” CPK from .6 to 1.33
– Improve FPY from 87% to 98%
– Reduce setup time from 90 minutes to 15 minutes

• Analysis and Solution

– Analysis revealed that process design, type of equipment, age of equipment, and
age of tooling were primary contributors to labor waste and process variation.
– Our new CNC machining cell consists of three computerized horizontal machining
centers with automatic work piece changers, state-of-the-art tooling, and quick
change fixtures.

16
 Project Summary Scorecard … before and after
metric before after improvement
Labor $293,116 annually $128,304 annually $164,816
-0.6 CPK 1.5 CPK Delta= 2 CPK
CPK / Sigma Level
-0.75 Sigma Level 3.5 Sigma Level Delta= 4.25 Sigma Level
96% 99.5%
FPY
(7000 scrap/rework units (875 scrap/rework $52,924
(Scrap/Rework Cost)
per year) units per year)
Setup Time 90 minutes 15 minutes 84% Reduction
$57,000 annually for Carb
Repair Parts Cost 10% Reduction $5,700
BU

Floor Space 1800 Sq. Feet 1200 Sq. Feet 600 Sq. Feet
Parallel production yields
Series production yields 100%
Line Shutdown Risk 33% down if 1 machine 66% Reduction
down if 1 machine down
down

Tooling Cost $57,600 $14,400 $43,200

Total: $267,000

17