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Talk 09. Lean & Six Sigma

This document provides an introduction to Lean and Six Sigma. It discusses key aspects of Lean including defining waste reduction through the eight wastes and Five S's. Continuous improvement through Kaizen and PDCA cycles is also covered. Six Sigma focuses on reducing defects through statistical analysis and calculation of DPMO. The DMAIC methodology is introduced as the problem solving framework for Six Sigma. Common tools used include flow diagrams, check sheets, Pareto charts, fishbone diagrams, 5 Whys and SIPOC.

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Phuc Linh
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92 views19 pages

Talk 09. Lean & Six Sigma

This document provides an introduction to Lean and Six Sigma. It discusses key aspects of Lean including defining waste reduction through the eight wastes and Five S's. Continuous improvement through Kaizen and PDCA cycles is also covered. Six Sigma focuses on reducing defects through statistical analysis and calculation of DPMO. The DMAIC methodology is introduced as the problem solving framework for Six Sigma. Common tools used include flow diagrams, check sheets, Pareto charts, fishbone diagrams, 5 Whys and SIPOC.

Uploaded by

Phuc Linh
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Introduction to

Operations Management

Talk 9:
Lean & Six Sigma
Linh Phuc
Email: tgkhoafmt01@hanu.edu.vn
MSTeam: tgkhoafmt10@hanu.edu.vn
Content
Case study: P. 693 - 694, Chapter 16, Jay Heizer,
01 • Lean Barry Render (2020). Operations Management,
Sustainability and Supply chain management,
0 •
Six sigma edition 13th. Pearson.
2
01 Lean Production
A. Definition
B. Reduction of waste
a) 8 wastes (TIMWOODS & DOWNTIME)
b) Five-Ss to reduce waste
C. Continuous improvement (Kaizen)
a) Principles
b) Plan-Do-Check-Act (PDCA)
D. Synchronization of material flows (Kanban)
A. Definition

Lean production emphasizes reduction of waste,


continuous improvement, and the synchronization of
material flows from within the organization and
eventually including the organization’s first-tier
suppliers and customers
B. Reduction of waste
a) Eight wastes
B. Reduction of waste
a) Eight wastes

DOWNTIME
B. Reduction of waste

b) Five-Ss to reduce waste


 By implementing the Five-Ss, the workplace will be cleaner, more organized and safer,
thereby reducing processing waste and injury accidents, and improving productivity.

Japanese Korean Chinese English Vietnamese Meaning

Seiri Jeongli zhěng lǐ Sorting through all items in a location


Sort Sàng lọc and removing all unnecessary items from
整理 정리 整理 the location

Seiton Jeongdon zhěng Putting all necessary items in the optimal


dùn Set in order Sắp xếp place for fulfilling their function in the
整頓 정돈 workplace
整顿
Seisō Cheongso qīng sǎo Cleaning and inspecting the workplace,
Shine Sạch sẽ
清掃 청소 清扫 tools and machinery on a regular basis.

Seiketsu Cheong-gyeol qīng jié Maintain 3S to standardize the processes


Standardize Săn sóc used to sort, order and clean the
清潔 청결 清洁 workplace.
Shitsuke Seubgwanhwa Jìlǜ Sustain/
Self- Sẵn sàng Always ready to do 4S without being told.
躾 습관화 紀律 discipline
C. Continuous improvement (Kaizen)
a) Principles
1. Waste is the enemy, and to eliminate waste it is
necessary to get the hands dirty.
2. Improvement should be done gradually and continuously;
the goal is not big improvements done continuously.
改 3. Everyone should be involved: top managers, middle
Kai = managers, and workers.
Change 4. Kaizen is built on a cheap strategy, and it does not
require spending great sums on technology or
改善
consultants.
Kaizen = 5. It can be applied anywhere.
Continuous 6. It is supported by a visual system: a total transparency of
improvement procedures, processes, and values, making problems and
善 wastes visible to all.
Zen = 7. It focuses attention where value is created.
Good 8. It is process oriented.
9. It stresses that the main effort of improvement should
come from new thinking and a new work style.
10. The essence of organizational learning is to learn while
doing.
C. Continuous improvement (Kaizen)
b) Plan-Do-Check-Act (PDCA)
D. Synchronization of material flows (Kanban)

Kanban Card or other device that communicates demand for work or materials
from the preceding station.

2 Material 1 Material
A A

Input line Production line


D. Synchronization of material flows (Kanban)

Kanban Card or other device that communicates demand for work or materials
from the preceding station.

1 Material 2 Material
A A

Input line Production line


D. Synchronization of material flows (Kanban)

Kanban Card or other device that communicates demand for work or materials
from the preceding station.

1 Material 2 Material
A A

Input line Production line

Kanban
D. Synchronization of material flows (Kanban)

- Kanban Card or other device that communicates demand for work or


materials from the preceding station.
- Number of containers (or Kanban card) sets for a lean production system:

Where:
D = the demand rate of the assembly line
T = the time for a container to make an entire circuit through the system, from
being filled, moved, being emptied, and returned to be filled again
C = the container size, in number of parts
S = the safety stock factor, from 0 to 100 percent
02 Six Sigma
A. Definition
B. Calculation
C. Methodology
D. Some tools
A. Definition

Six Sigma quality is a statistics-based decision making


framework designed to make significant quality
improvements in value adding processes.

Six Sigma is proactive in nature and seeks to


permanently fix the root causes of problems, instead of
repeatedly spending time and money tinkering with
and patching-up processes as problems occur in the
business.
B. Calculation
𝑵𝒖𝒎𝒃𝒆𝒓 𝒐𝒇 𝒅𝒆𝒇𝒆𝒄𝒕𝒔 × 𝟏 , 𝟎𝟎𝟎 , 𝟎𝟎𝟎
𝑫𝑷𝑴𝑶 =
( 𝑶𝑭𝑫 𝒑𝒆𝒓 𝒖𝒏𝒊𝒕 ) ∗ ( 𝑵𝒖𝒎𝒃𝒆𝒓 𝒐𝒇 𝒖𝒏𝒊𝒕𝒔 )

No. of Standard Defect per


Where: Deviations % defect-free million
(sigma) above the output opportunities
 DPMO = Defects per million
mean (DPMO)
opportunities
2σ 69.15% 308,537
 OFD = Number of opportunities for a
defect to occur 2.5σ 84.13% 158,686

3σ 93.32% 66,807

3.5σ 97.73% 22,750

4σ 99.38% 6,210

4.5σ 99.865% 1,350

5σ 99.977% 233

5.5σ 99.9968% 32

6σ 99.99966% 3.4
C. Methodology
Define
- Identify Measure
customers and
their service or - Determine Analyze
product
requirements
what to measure
for each process - Use tools to Improve
- Identify any
gaps between the
gap and how to
measure it
analyze the data
which were - Design an Control
requirements and
- Collect collected in the improvement
process outputs Measure phrase plan, then Monitor the
relevant date implement it. process to
- Modify, assure that
redesign, or performance
reengineer the levels are
current process. maintained
D. Some tools

 Flow Diagrams
 Check Sheets
 Pareto Charts
 Cause-and-Effect Diagrams (a.k.a fishbone diagrams)
 5 Whys
 SIPOC
 Etc.
Thank you

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