Lean Six Sigma

DMAIC Improvement Process Road Map

Define

Measure

Activities

Review Project Charter

Validate Problem Statement
and Goals
Validate Voice of the Customer
and Voice of the Business
Validate Financial Benefits
Validate High-Level Value
Stream Map and Scope
Create Communication Plan
Select and Launch Team
Develop Project Schedule
Complete Define Gate

Project Charter
Voice of the Customer and
Kano Analysis
SIPOC Map
Project Valuation / ROIC
Analysis Tools
RACI and Quad Charts
Stakeholder Analysis
Communication Plan
Effective Meeting Tools
Inquiry and Advocacy Skills
Time Lines, Milestones,
and Gantt Charting
Pareto Analysis
Belbin Analysis

Time Trap Analysis- V1

Identify Potential Root

Causes
Reduce List of Potential
Root Causes
Confirm Root Cause to
Output Relationship
Estimate Impact of Root
Causes on Key Outputs
Prioritize Root Causes
Complete Analyze Gate

Improve

Develop Potential Solutions

Evaluate, Select, and Optimize
Best Solutions
Develop To-Be Value Stream
Map(s)
Develop and Implement Pilot
Solution
Confirm Attainment of Project
Goals
Develop Full Scale
Implementation Plan
Complete Improve Gate

Control

Implement Mistake Proofing

Develop SOPs, Training Plan
and Process Controls
Implement Solution and
Ongoing Process
Measurements
Identify Project Replication
Opportunities
Complete Control Gate
Transition Project to Process
Owner

Identify and Implement Quick Improvements

Tools

Value Stream Map for Deeper

Understanding and Focus
Identify Key Input, Process and
Output Metrics
Develop Operational Definitions
Develop Data Collection Plan
Validate Measurement System
Collect Baseline Data
Determine Process Capability
Complete Measure Gate

Analyze

Value Stream Mapping

Value of Speed (Process Cycle
Efficiency / Littles Law)
Operational Definitions
Data Collection Plan
Statistical Sampling
Measurement System Analysis
(MSA)
Gage R&R
Kappa Studies
Control Charts
Histograms
Normality Test
Process Capability Analysis

Process Constraint ID and Takt

Time Analysis
Cause and Effect Analysis
FMEA
Hypothesis Tests/Conf.
Intervals
Simple and Multiple Regression
ANOVA
Components of Variation
Conquering Product and
Process Complexity
Queuing Theory

Kaizen, 5S, NVA Analysis,

Generic Pull Systems,
Four Step Rapid Setup Method

Replenishment Pull/Kanban
Stocking Strategy
Process Flow Improvement
Process Balancing
Analytical Batch Sizing
Total Productive Maintenance
Design of Experiments (DOE)
Solution Selection Matrix
Piloting and Simulation

Mistake-Proofing/
Zero Defects
Standard Operating
Procedures (SOPs)
Process Control Plans
Visual Process Control Tools
Statistical Process Controls
(SPC)
Solution Replication
Project Transition Model
Team Feedback Session

page 1

Learning Objectives

Bagaimana mengidentifikasi time trap sebuah proses

Mengerti tools yang digunakan dalam mengidentifikasi

Time Trap

Takt Rate Analysis

WTT Analysis

Time Trap Analysis- V1

page 2

What Is a Time Trap?

Keterbatasan

output pada sebuah proses

(operational atau transactional) dan apabila
keterbatasan ini tidak dapat memenuhi
demand konsumen maka akan menjadi
constrains bagi kita

Sebuah

time trap akan mengakibatkan over

time (monthly, weekly bahkan daily)

A time trap bisa disebabkan oleh physical

problems (process flow yang tidak benar,
kehadiran karyawan, part/supply kurang,
equipment availability).

A time trap bisa juga disebabkan oleh nonphysical problems (seperti procedures, moral,
lingkungan yang tidak aman, or training).

Time Trap Analysis- V1

This is a
Time Trap!!

page 3

Why Is Time Trap Identification Important ?

SELALU

ada keadaan / issue yang membuat time trap!

Mengantisipasi

Constraint yang berasal dari time trap

yang tidak dapat memenuhi demand konsumen.

As

time trap improvement project focus.

Time Trap Analysis- V1

page 4

Bagaimana Time Traps bisa terjadi?

Buruknyar process flow

Machine

People

Lack of parts

Transportation methods (cranes,

forklift etc)

Large batch sizes

Kekurangan Operational

Setup
Scrap (low yield)
Downtime
Rework

Time Trap Analysis- V1

Jarak

Safety concerns

Buruknya scheduling

Product mix

Sisa WIP

Variability of the
process

Stress

Turnover

Etc.

page 5

The Importance of Time Traps

The time trap dari proses ini:

Max Exit
Rate
Demand
Activity

Jika kita tidak bisa menemukan posisi time trap, mungkin

kita salah menempatkan aktifitas suatu proses.

Kesalahan menentukan time trap, akan menyebabkan

keslahan dalam menentukan output sebuah proses

Time Trap Analysis- V1

page 7

The Importance of Constraints

Time trap yang berubah menjadi constraint

Max Exit
Rate

Activity

Demand

Jika kita menyelesaikan constraint, maka proses kita

tidak akan pernah memenuhi keinginan konsumen.

Time Trap Analysis- V1

page 8

Dimanakah Time Traps?

Dimanakah Inventory Stacks Up?

Assy E
(from
A, B, C,/D)

Hati hati!
Time Trap Analysis- V1

page 9

Takt Rate Analysis

Time Trap Analysis- V1

page 10

Takt Time and Takt Rate

Takt Time = Customer Demand

(stated in time per unit)
Contoh: Takt Time = seconds/piece

Takt Time =

Takt Rate = Customer Demand

(stated in units per time)
Contoh: Takt Rate = pieces/second

Takt Rate =

Production Time Available

Number of Units to Produce

Number of Units to Produce

Production Time Available

Time Trap Analysis- V1

page 11

Great XYZ Company

Kita adalah pemilik Great XYZ Company dan ingin

mengetahui maksimum capability produksi.

Sementara itu kelihatannya konsumen lebih tinggi dari

kemampuan produksi kita. Apa yang ada dipikiranmu saat ini?

1 Berapa jam kerja kita (per minggu)?

2. Berapa factory Takt Rate (units/jam)?
3. Berapa capacity saat ini? Bisakah kita memproduksi sesuai
dengan Takt Rate?
4. Dimana time trap kita?
5. Jika diperlukan penambahan equipment untuk meningkatkan
capacity di time trap, berapa capacity yang baru?

Time Trap Analysis- V1

page 12

Basic Operating Data

Demand dari konsumen adalah 16,000 units per minggu.

Factory beroprasi:

5 hari per minggu

3 shift per hari

Setiap shift mendapatkan jatah 20 menit untuk makan

siang

Setiap shift mendapatkan jatah 2x break selama 10 menit

Time Trap Analysis- V1

page 13

The Process

Operation 1

Operation 2

Ship
Operation 3

Time Trap Analysis- V1

Operation 4

page 14

Operating Capacity
Operation

Capacity/Mach

# Machines

Operation 1
3

60 units/hr

Operation 2
5

25 units/hr

Operation 3
5

35 units/hr

Operation 4
2

80 units/hr

Time Trap Analysis- V1

page 15

Workstation Turnover
Time (WTT) Analysis

Time Trap Analysis- V1

page 17

Time Traps and Workstation Turnover Time

Time Traps dan Capacity constraints bisa ditemukan

dengan menggunakan takt rate analysis, tapi jika jika
operationnya complex, maka analisa takt rate tidaklah
cukup untuk mendapatkan time trap.

Untuk mendapatkan time trap di dalam proses yang

complex, kita harus mempertimbangkan parameter yang
ada disetiap proses dan flow proses setiap product.

Sebagai contoh, bagaimana dengan setup time, processing

time, adakah system batch disana, etc.

Time Trap Analysis- V1

page 18

Workstation Turnover Time

Workstation

Turnover Time (WTT) adalah waktu

yang digunakan untuk memproses semua part yang ada
didalam sebuah workstation

Kalkulasinya

adalah:

WTTk = [(Setup Time i ) + (Processing Time i * Batch

Size i )]

Dimana k = 1 jumlah workstation didalam proses

produksi

Dimana i = 1 - n jumlah part yang diproduksi di

workstation tersebut

Untuk

menentukan workstation mana yang menjadi time

trap, hitungan sederhana bisa dilakukan dengan
menggunakan formula diatas.

Workstation
Time Trap Analysis- V1

yang mempunyai WTT yang panjang /

page 19

Exercise Find the Time Trap

Sebuah process production terdiri dari 2 workstations

Kedua workstation tersebut memproduksi Part A & Part B

Hitung WTT untuk setiap workstation

Workstation manakah time trap kita?

Time Trap Analysis- V1

page 22

Exercise answers

Time Trap Analysis- V1

page 23

Great XYZ Exercise Answers:

1. What is the Net Operating Time?

Net Operating Time = 5 days/week * 3 shifts/day* (8 hours 20 min 20 min)/shift

Net Operating Time = 110 hrs/week

2. What is the factory Takt Rate?

Takt Rate = 16,000 units/week / 110 hrs/week

Takt Rate = 145.46 units/hr

3. Where is the Capacity Time Trap?

Process StepCapacity per Machine

(units/hour)

Operation 1 60

180

Operation 2

25

Operation 3 35

175

Operation 4 80

160

Operation 2 is the Time Trap at 125 units/hour!

Total Capacity

125

4. Is the Time Trap a Constraint?

# of Machines

125 units/hour is less than 145.46 units/hour so YES, Operation 2 is a Constraint!

5. Capacity with another piece of equipment?

A sixth (6th) machine for Operation 2 will boost output to 150 units/hour

it will still be the Capacity Time Trap, but no longer a constraint

Note: Increasing capacity by adding
capital should be the last option!

Time Trap Analysis- V1

page 24

Great XYZ Exercise Answers:

Grapik output setiap proses Vs Takt Rate akan

mempermudah kita dalam menentukan time trap
Great XYZ Capacity

200
Time Trap

Capacity (units/hr)

180
160
140
120
100
80
60
40
20
0
Operation 1

Operation 2

Operation 3

Operation 4

Total Capacity (units/hr)

Time Trap Analysis- V1

page 25

Exercise Find the time trap

Workstation 2 is the time trap

Time Trap Analysis- V1

page 26