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Business Intelligence _BI_ Overview

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					                 AcceStyle
Scrap Reduction at AcceStyle

          John Zhang (Improve)
          Anne Fantoli (Control)
            Venkata Appana
             Tony Godfrey
          Justin W. Steigerwalt

                      11/30/2008
      Define| Measure | Analyze |   IMPROVE   | Control   AcceStyle - 1
Executive Summary - Define
• Project Status – Define phase complete
• Milestones – Phase objectives met
• Problem Statement
   • Scrap rate has risen far above historical 3.3%.
   • The price of raw materials has also increased.
   • Global competition prevents passing the costs on.
• Objective Statement
   • Decrease the scrap rate below 3.0% before the end
    of the 4th quarter of 2008.
• Next Steps


               DEFINE   | Measure | Analyze | Improve | Control   AcceStyle - 2
Problem Statement

 Costs at AcceStyle division in Tulsa, OK rising

 Company needs to know:
   1.   Root causes
   2. Most effective means of resolution

   3. Whether solution implemented is working




               DEFINE   | Measure | Analyze | Improve | Control   AcceStyle - 3
SPC Indicates Significant Variation

                                Thermoforming Reject % vs. Time

  4.3%
  4.1%
  3.9%
  3.7%
  3.5%
  3.3%
  3.1%
  2.9%
  2.7%
  2.5%
  2.3%
         12/4/2007




                                                                                                   7/31/2008


                                                                                                               8/30/2008


                                                                                                                               9/29/2008
                     1/3/2008


                                 2/2/2008


                                            3/3/2008


                                                       4/2/2008


                                                                  5/2/2008


                                                                             6/1/2008


                                                                                        7/1/2008
                                DEFINE       | Measure | Analyze | Improve | Control                                       AcceStyle - 4
Variation’s Impact on WindowVisor Production

 Parts produced (YTD): 895,602 parts

 Parts scrapped (YTD): 30,666 parts
 2008: Jan.–July Scrap Rate (WindowVisors): 3.32%

 2008: August Scrap Rate (WindowVisors): 3.92%

 DPMO (Jan. – July): 33,219 defects
 Sigma level: 3.34




               DEFINE   | Measure | Analyze | Improve | Control   AcceStyle - 5
 Pareto Chart
   Five categories account for 97% of all scrapped parts

   Remaining 16 categories represent other 3% of scrap

   Focus on the 5 first categories for project selection

              Total Cost of Scrap & Cumulative Scrap % vs. Scrap Category
$450,000.00                                                                                 120.0%

$400,000.00
                                                                                            100.0%
$350,000.00

$300,000.00                                                                                 80.0%

$250,000.00
                                                                                            60.0%         Total
$200,000.00
                                                                                                          Cummulative
$150,000.00                                                                                 40.0%

$100,000.00
                                                                                            20.0%
 $50,000.00

      $0.00                                                                                 0.0%
                 Dust    Start-Up Scrap   Cut Wrong      Cracked        Scratch     Other


                              DEFINE      | Measure | Analyze | Improve | Control                   AcceStyle - 6
 Project Selection Matrix
                                                            Bubble Assessment Grid for Project Selection
                                                            Bubble size indicates probability of success (large = high probability)

                                               6
Project    Project Name    Desirability
  No.       by Product       Index                                    1
                                               5

               Dust
  1                            7.5
            Elimination                        4
                                                                                          3                                                       1




                                           Impact
          Start-Up Scrap                                                                                                                          2
  2                           12.0
                Fix                            3                                                                                                  3
                                                                                                                                                  4
                                                                                                                                                  5
  3         Cut Wrong          6.0             2        2
                                                                                                                          5
  4          Cracked           3.0
                                                                       4
                                               1


  5          Scratch           1.3
                                               0
                                                    0             1              2              3              4              5            6
                                                                                               Effort




                            DEFINE    | Measure | Analyze | Improve | Control                                                         AcceStyle - 7
Background

 Management at AcceStyle has expressed deep
    dissatisfaction with scrap produced in manufacturing.
   Thermoforming is a manufacturing process for
    relatively small batches of acrylic plastic product.
   Prices of raw acrylic plastic have also increased
    recently.
   Current state of the process has not changed in many
    years
   Savings through scrap reduction have become a
    priority.

                DEFINE   | Measure | Analyze | Improve | Control   AcceStyle - 8
Stakeholder Analysis




          DEFINE   | Measure | Analyze | Improve | Control   AcceStyle - 9
Preliminary Investigation
Cost Reduction at AcceStyle
• Source - WindowVisor Production
   • Thermoforming Process
      • “Bad Form” Scrap characteristics
          • 3rd highest category
          • 2nd most costly scrap
          • Easiest to address
• Goal – Reduce total scrap rate below 3.0%
   • Reduce “Bad Form” scrap rate below prior levels


              DEFINE   | Measure | Analyze | Improve | Control   AcceStyle - 10
Tools

Used to establish baseline
Affinity Diagram & CTQ – Venkata Appana

Charter & Gantt Chart – Justin Steigerwalt

SPC & Project Selection Matrix – Anne Fantoli

Stakeholder Analysis & SIPOC – Tony Godfrey




             DEFINE   | Measure | Analyze | Improve | Control   AcceStyle - 11
Voice of Customer – Musts and Wants

 Musts (in order of importance)
  1. Products to be cheaper
  2. No defects
  3. Availability of products
 Wants (in order of importance)
  1. Ease of use
  2. Stackable packages
  3. Order accuracy



             DEFINE   | Measure | Analyze | Improve | Control   AcceStyle - 12
Affinity Diagram
               Cost                                     Customer Service
                   Minimal                              Order
     Low                                                                     Warranty
                  Inventory                            accuracy
  Refunds on
     excess
   inventory                                                      Products
                                                                  Product
            Assembly                           Style
                                                                   Range
                                                                                    No Defects


                      Good                    Trendy
     Easy         instructions
                                                                  Durable
                                              colors
   Minimal        Minimal
    time to      training to
   assemble          use
                                                    Shipping & Handling
                                                                  Handling        Delivery
                                              Stackable
                                                                  should be       matching
                                               package
                                                                    easy           order
                                                Proper            Accurate          Faster
                                               Package            delivery         Delivery


                      DEFINE     | Measure | Analyze | Improve | Control                      AcceStyle - 13
Gantt Chart
Acrillic Scrap Reduction
AcceStyle

                                          Project Lead:Tony Godfrey

                                          Today's Date:9/29/2008            (Mon) (vertical red line)


[42]                                         Start Date:9/25/2008           (Thu)




                                                                                                                                                                                               Days Remaining
                                                                                                             Duration (Days)




                                                                                                                                                                          Days Complete
                                                                                                                                                       Working Days
                                                                                                                                     % Complete




                                                                                                                                                                                                                                                          10 / 13 / 08




                                                                                                                                                                                                                                                                                                                                                                                               12 / 15 / 08
                                                                                                                                                                                                                                                                         10 / 20 / 08


                                                                                                                                                                                                                                                                                        10 / 27 / 08




                                                                                                                                                                                                                                                                                                                     11 / 10 / 08


                                                                                                                                                                                                                                                                                                                                    11 / 17 / 08


                                                                                                                                                                                                                                                                                                                                                   11 / 24 / 08




                                                                                                                                                                                                                                                                                                                                                                                                              12 / 22 / 08


                                                                                                                                                                                                                                                                                                                                                                                                                             12 / 29 / 08
                                                                                                                                                                                                                9 / 22 / 08


                                                                                                                                                                                                                              9 / 29 / 08


                                                                                                                                                                                                                                            10 / 6 / 08




                                                                                                                                                                                                                                                                                                       11 / 3 / 08




                                                                                                                                                                                                                                                                                                                                                                  12 / 1 / 08


                                                                                                                                                                                                                                                                                                                                                                                 12 / 8 / 08
WBS                              Tasks                 Task Lead        Start            End

1       Define                                         Tony                9/23/08          9/29/08     6                      37%                5                   2                   4
1.1     Identify Requirements                                              9/23/08          9/29/08     6                      60%                5                   3                   3
1.2     Define Baseline Performance                                        9/24/08          9/29/08     5                      60%                4                   3                   2
2       Measure                                        Justin              9/30/08        10/19/08      19                     0%                 14                  0                   19
2.1     Validate Measurement System                                        9/30/08        10/19/08      19                     0%                 14                  0                   19
2.2     Establish Process Baseline                                        10/04/08        10/19/08      15                     0%                 10                  0                   15


2.3     Determine Potential Causes                                        10/08/08        10/19/08      11                     0%                 8                   0                   11
3       Analyze                                        Anne               10/20/08        11/09/08      20                     0%                 15                  0                   20


3.1     Define Performance Objectives                                     10/20/08        11/09/08      20                     0%                 15                  0                   20
3.2     Identify Variation Sources                                        10/23/08        11/09/08      17                     0%                 12                  0                   17
3.3     Screen Potential Causes                                           10/27/08        11/09/08      13                     0%                 10                  0                   13
4       Improve                                        John               11/09/08        11/20/08      11                     0%                 9                   0                   11


4.1     Discover Variable Relationships                                   11/09/08        11/20/08      11                     0%                 9                   0                   11


4.2     Determine Improvement Solution                                    11/13/08        11/20/08      7                      0%                 6                   0                   7


4.3     Establish Operating Tolerances                                    11/15/08        11/20/08      5                      0%                 4                   0                   5


4.4     Validate Measurement System                                       11/17/08        11/20/08      3                      0%                 4                   0                   3
5       Control                                        Venkat             11/18/08        12/01/08      13                     0%                 10                  0                   13
5.1     Implement Controls                                                11/18/08        12/01/08      13                     0%                 10                  0                   13


5.2     Determine Process Capability                                      11/23/08        12/01/08      8                      0%                 6                   0                   8
5.3     Validate and Translate                                            11/26/08        12/01/08      5                      0%                 4                   0                   5
5.4     Audit                                                             11/28/08        12/01/08      3                      0%                 2                   0                   3




                                                                      DEFINE            | Measure | Analyze | Improve | Control                                                                                                                                                                                                                                                 AcceStyle - 14
SIPOC
 Suppliers, Inputs, Process, Outputs & Customers




              DEFINE   | Measure | Analyze | Improve | Control   AcceStyle - 15
 CTQ Analysis
Needs              Drivers                    Critical to Quality         Metrics
                   Low Inventory              Number of parts per sq.     Count
                                              foot of warehouse
                                              Low inventory               Cost of inventory

                   Low Shipping &             Number of parts per truck   Count
                                              load
                   Handling
                                              Number of shipments         Count
                                              Order accuracy              % accurate orders

                   Low Resources              Employee training           No. of hours
 Low cost to the                              Employee turnover           Attrition rate
 market                                       Raw material waste          Lbs of material/sample

                   Low Manufacturing          Productivity                Throughput rate

                   Cost                       Setup time                  Count
                                              Bottleneck (queue time)     Count
                                              Idle time (unused time)     Count
                                              Maintenance of              Down time/ week
                                              equipment
                                              Number of defects           % of defects/sample


                    DEFINE   | Measure | Analyze | Improve | Control                     AcceStyle - 16
Potential BI Enhancements

 BI + LLS = Powerful Toolset.
 BI supports decision making and process
  improvement.
   Process analysis - better identification and
    representation of the problem data.
   Project selection - demonstrate justifiable investment of
    resources.
 Defining the “baseline” through a BI “dashboard”
  provides for easy evaluation in the later steps of LSS



               DEFINE   | Measure | Analyze | Improve | Control   AcceStyle - 17
Executive Summary - Measure
• WindowVisor Scrap Increase
  • Historical: 3.32% vs. July - August: 3.92%
• Measure Phase Accomplishments:
  • Process Map Created
     • All Activities Classified By Value-Add
  • PCT=0.113 hrs / PCE=46.67% / Takt Time=0.114 hrs
• Coming Up in Analyze:
  • Analyze Scrap to Determine:
     • Special/Common Cause
     • Potential Resolution Cost-Effectiveness


             Define |   MEASURE   | Analyze | Improve | Control   AcceStyle - 18
Tools Used - Measure

 Control Chart - Justin W. Steigerwalt/Tony Godfrey
 Process Map - John Zhang/Tony Godfrey
 Fishbone Diagram - Venkata Appana
 Cause and Effect Matrix - Venkata Appana
 Process Efficiency - Anne Fantoli




              Define |   MEASURE   | Analyze | Improve | Control   AcceStyle - 19
Control Chart

                                            Control Chart for WindowVisor Scrap
                                     4.8%
 Scrap proportion of sets produced




                                     4.3%

                                     3.8%
                                                                                                   UCL = 3.53%
                                     3.3%
                                                                                                   LCL = 3.11%
                                     2.8%

                                     2.3%




                                              Define |   Measure   | Analyze | Improve | Control       AcceStyle - 20
Process Map
 ID: 1     0.5 hrs        ID: 2       2 hrs           ID: 3       1 hr            ID: 4     8 hrs         ID: 5      1 hr
 New model                Marketing                   Engineering                 Engineering             Engineering
 released                 analysis                    measure the vehicle         design prototype part   design prototyp tool

 ID: 6     4 hrs          ID: 7       1 hr            ID: 8       1 hr             ID: 9      0 hrs       ID: 10      10 hrs
 Prototype tool           Prototypes                  Prototype fit to                                    Cut some design
                                                                                   Fit?
 cut                      formed                      vehicle                                             for final tool

 ID: 11    0.25 hrs       ID: 12      8 hrs           ID: 13      8 hrs           ID: 14    1 hr          ID: 15     0.25 hrs
 Tool delivered to        Fiberglass cast             Epoxy poured for            First off parts         Engineering sign
 mold                     of tool made                final tool                  test fitted             off on molds


 ID: 16    8 hrs          ID: 17      0.25 hrs        ID: 18      0.25 hrs         ID: 19     0 hrs       ID: 20     0.25 hrs
 Epoxy tools              Board delivered             Driver retrives              Tool delivered to      Driver retrieves
 fabricated onto board    to production               from tooling storage         Thermo former          sheets from raw material storag

ID: 21    0 hrs          ID: 22      0.1 hrs          ID: 23      0.5 hrs         ID: 24    0.03 hrs      ID: 25     0.05 hrs
Sheets delivered         Clear the                    Change the                                          Load 2nd sheet /
to Thermo former         carousel                                                 Load 1st sheet
                                                      tooling                                             heat 1st sheet

ID: 26    0.05 hrs       ID: 27      0.05 hrs         ID: 28      0.03 hrs        ID: 29    2 hrs         ID: 30     0.02 hrs
Form 1st sheet /         Scrap the 1st /              Unload the 2nd              Waiting for
heat the 2nd             form the 2nd                                                                     Cutting
                                                      sheet                       pickup

ID: 31    0.2 hrs        ID: 32      0.5 hrs

Taping                   Packaging




                                   DEFINE |      Measure      | Analyze | Improve | Control                         AcceStyle - 21
Fishbone
    Man & Mother Nature                                                                   Method
                                                                                                      Wrong i nstructions
                                                                     La ck of experience

                                   No commi tment                Ins ufficient cooling
                                                                                 ti me                      Improper taping
    No co-operation
                                        Not enough pay                Improper cleaning
                                                                                                                Compl ex design
             Don’t know
                process                       Poor Atti tude                 Improper cutting
                                                                                                                        Frequency of mnt.
                Poor tra i ning                                                                                         s chedule
                                                      Turnover                                Poor tra i ning
                      No tea mwork
                                                                                         Improper handling
                                                                                                                                        Scrap
                                                                                                                                        Rate
            Defective epoxy
                                                                    Conta minated
                      res i n
                                                                            ta pe                    Los s of va cuum
        Defective tape                                      Un-cleaned tools
                                                                                                Frequency of stops
                                                         Contaminated                           a nd restarts
                                  Defective plastic
                                                               molds
                                  s heets                                                Improper routing
                                                  Ins ulation
                                                 preventing                       Un-cleaned tool
                                             temperature l oss                    storage


     Material                                               Machine & Equipment



                                Define |    MEASURE                  | Analyze | Improve | Control                                              AcceStyle - 22
Causes and effect matrix
 Rating of Importance                  5           3            3          2         1
                                                                                                     “Un-cleaned Tools”,




                                            Startup scrap

                                                            Cut wrong
                                                                                                     “Contaminated Molds”




                                                                        Cracked

                                                                                  scratch
                                     Dust
 Cause                                                                                      Tota
                                                                                                     and “Improper
 Loss of Vacuum                       1       1              1           1         1
                                                                                            l
                                                                                               14    Handling” have more
 Contaminated molds
 Frequency of restart
                                      4
                                      1
                                              2
                                              5
                                                             1
                                                             1
                                                                         1
                                                                         1
                                                                                   3
                                                                                   1
                                                                                               34
                                                                                               26    impacts on scrap rate.
 Improper routing                     1       2              5           4         2           36
 Un-cleaned tools                     5       5              1           1         4           49
 Contaminated molds                   4       5              1           1         4           44
 Defective plastic sheets             2       2              2           2         2           28
 Frequency of maintenance schedule    2       2              1           1         1           22
 Employee Turnover                    2       2              5           2         3           38
 Improper cutting                     1       2              5           4         4           38
 Improper handling                    3       3              3           3         3           42
 Wrong instructions                   1       2              4           3         1           30
 Total                               27      33             30          24        29          401




                               Define |     MEASURE                               | Analyze | Improve | Control       AcceStyle - 23
Process Efficiency

 Oper. avg CT = 0.113 hrs/5 oper. = 0.023 hrs/oper.

 Bottleneck = 0.06 minutes (Awaiting Pickup)
 Value add time = 0.0525 hours

 PCT = 0.113 hours

 PCE = 0.0525 / 0.113 = 46.67%
 Takt time - 110486 hrs/877690 units = 0.114 hours/unit




               Define |   MEASURE   | Analyze | Improve | Control   AcceStyle - 24
Business Intelligence Discussion
  Measure Phase Requirements
      Process Map
      Root Causes - Fishbone Diagram
      Cause-and-Effect Relationships
      Process Baseline Through Control Chart Use
      Quantify Process Efficiency

  Met with Business Intelligence Functionality:
      Data Consolidated in to Information
      Real-time Responsiveness
      Current & Hypothetical Situation Modeling



              Define |   MEASURE   | Analyze | Improve | Control   AcceStyle - 25
Executive Summary - Analyze
• Process Map Refined
• Value Stream Analysis
   • Process Efficiency – 0.7%
   • Rolled Throughput Yield – 96.1%
• Yield Analysis
   • Previously Uncategorized Scrap – 0.63%
   • Total Scrap Rate – 4.0%
• FMEA
   • Top Failure Mode: Poor Forming
   • Cause: Improper Mold Temperature
• Coming Up in Improve:
   • Process Improvements That Address Failure Mode
              Define | Measure |   ANALYZE   | Improve | Control   AcceStyle - 26
Tools Used - Analyze

 Process Flow Chart – John Zhang
 FMEA – Venkata Appana
 Value Stream Mapping – Anne Fantoli
 Yield Analysis – Tony Godfrey
 Hypothesis Tests – Justin W. Steigerwalt




              Define | MEASURE |   Analyze   | Improve | Control   AcceStyle - 27
Process Flowchart
                                                             Engineering              Engineering              Engineering
               New model                 Marketing
 Start                                                       measure the            design prototype          design prototyp          1
                release                  analysis
                                                               vehicle                    part                     tool


                                                                               No

                                                                                                                 Cut some
              Prototype tool            Prototypes          Prototype fit to
         1                                                                                Fit?          Yes    design for final        2
                   cut                    formed               vehicle
                                                                                                                    tool


                                                                                                         No

                                                                                                                Engineering
             Tool delivered to         Fiberglass cast      Epoxy poured              First off parts
         2                                                                                              Yes      sign off on            3
                   mold                 of tool made         for final tool                 fit?
                                                                                                                   molds




               Epoxy tools                                   Driver retrives                                   Driver retrieves
                                       Board delivered                              Tool delivered to
         3   fabricated onto                                  from tooling                                     sheets from raw          4
                                        to production                                Thermo former
                  board                                          storage                                       material storage




                Sheets                                                                                           Load 2nd
                                          Clear the           Change the
         4    delivered to                                                           Load 1st sheet            sheet / heat 1st         5
                                          carousel              tooling
             Thermo former                                                                                         sheet




             Form 1st sheet /          Scrap the 1st /      Unload the 2nd             Waiting for
         5                                                                                                         Cutting              6
              heat the 2nd              form the 2nd            sheet                   pickup




         6       Taping                  Packaging                 End



                                 Define | Measure |      Analyze       | Improve | Control                                        AcceStyle - 28
 FMEA
Click here for complete FMEA chart




                         Define | Measure |   Analyze   | Improve | Control   AcceStyle - 29
Value Stream Mapping
           Start:
 Plastic sheet supplier (1
           shift)

                             Load 1st sheet            Heat 1st sheet              Form 1st sheet to              Unload &
                                                                                   heat tool                      discard 1st
                                                                                                                  sheet                                           1
                    162      NVA                162    NVA                162                              162                               161
                                                                                   NVA                            NVA


                             CT = 0.03 hrs             CT = 0.025 hrs                   CT = 0.025 hrs             CT = 0.05 hrs
                             FPY =    100%             FPY = 100.0%                     FPY = 100.0%               FPY =   99.4%

  NVA              0.5             0.03        0.025         0.025             0           0.025           0            0.05                  0.025       NVA
  VA                                                                                                                                                      VA


                             Load sheet                Heat sheet                  Form sheet                     Unload

   1                         NVA                       VA                160       VA                             NVA                                             2
                  161                           161                                                       159                                  159




                             CT = 0.03 hrs             CT = 0.025 hrs                   CT = 0.025 hrs             CT = 0.05 hrs
                             FPY = 100.0%              FPY =    99.4%                   FPY =    99.4%             FPY = 100.0%

  NVA               4              0.03        0.025                           0                           0            0.05                  0.025       NVA
  VA                                                         0.025                         0.025                                                          VA



                             Load last sheet           Heat last sheet             Form sheet to create           Unload cover and                          Waiting for
                                                                                   tool cover                     place on tool                             pickup
   2                         NVA                       NVA               159       NVA                            NVA                                                                 3
                  159                           159                                                       159                                   158
                                                                                                                                                            NVA
                                                                                                                  VA

                             CT = 0.03 hrs             CT = 0.025 hrs                   CT = 0.025 hrs             CT = 0.05 hrs                              CT = 2 hrs
                             FPY = 100.0%              FPY = 100.0%                     FPY = 100.0%               FPY =   99.4%                            FPY = 100.0%

  NVA               8              0.03        0.025         0.025             0           0.025           0            0.05                  0.025                   2      NVA
  VA                                                                                                                                                                         VA



                             Cutting                   Taping                      Packaging
                                                                                                                                  End:
   3                         VA                        VA                155.7     VA                                     Customers (1 shift)
                  158                          155.7                                                      155.7
                                                                                                                        (Distributors, End users)


                             CT = 0.011 hrs            CT = 0.021 hrs                   CT = 0.031 hrs                                            Legend
                             FPY =    98.5%            FPY = 100.0%                     FPY = 100.0%                         Label                   Meaning
                                                                                                                              Red Process occuring once per 162 sheet run (1 shift)
  NVA             0.25                           1                         0.75                           0.14    NVA         Blue               Standard Processes
  VA                               0.011                     0.021                         0.031                  VA           VA              Value Added Operation
                                                                                                                              NVA           Non-Value Added Operation




                                               Define | Measure |        Analyze               | Improve | Control                                                        AcceStyle - 30
Yield Analysis

               Yield Analysis for August 2008
                    Metric                  Value                      Units
  Start-Up Scrap                              0.62                     %
  Heating Scrap                               0.63                     %
  Forming Scrap                               0.63                     %
  Uncategorized scrap to protect tool*        0.63                     %
  Trimming Scrap                              1.46                     %
                          Total Scrap Rate     4.0                     %
                            Rolled TP Yield   96.1                     %
  * - New Policy Implemented Aug. 1st




                                                                   Calculations available here

              Define | Measure |   Analyze   | Improve | Control            AcceStyle - 31
Hypothesis Testing
 Used to substantiate existence of an internal change in
  the process
   Tested that there is no change to the process inputs
   Tested that there is a significant change to the process
    output (scrap rate)
 Tested mean and variance of inputs and output.
    Inputs characteristics exhibited a constant mean and
     variance over the period of available data.
    Mean scrap production increased (p-value approx 0.000)
    Scrap production variance increased (p-value approx
     0.000)


                Define | Measure |   Analyze   | Improve | Control   AcceStyle - 32
Business Intelligence Discussion
  Analysis Phase Requirements:
      Process Flow Chart
      FMEA
      Value Stream Mapping
      Yield Analysis
      Hypothesis Tests

  Met with Business Intelligence Functionality:
      Helped in doing why and what if analysis
      Calculated process times and cycle times
      Identification of sources of scrap



               Define | Measure |   Analyze   | Improve | Control   AcceStyle - 33
Executive Summary - Improve
• Solutions Selected by SSM
   • Solution One: Pre-heating Tool
   • Solution Two: Better Handling of Tool
• Pilot Run
   • Scrap Rate Lowered from 3.5% to 2.45%
   • Operators Can Follow New Process
• FMEA Refined
   • Actions Were Completed by Dec 2
• Mistake Proofing Process in Place
• New Value Strain Map Shows Improved Capability
• Coming Up in Control:
   • Project Documentation and Closure
               Define | Measure | Analyze |   IMPROVE   | Control   AcceStyle - 34
Tools Used - Improve

 Solution Selection Matrix – John Zhang
 Pilot Program – Justin W. Steigerwalt
 Refined FMEA– Venkata Appana
 “Should-be” Value Stream Mapping – Anne Fantoli
 Mistake Proofing – Tony Godfrey




              Define | MEASURE | Analyze |   IMPROVE | Control   AcceStyle - 35
Solution Selection Matrix

     Two solutions selected: Pre-heating tool; Better handling of tool


                                                                                      Concepts




                                                                                                                                                       Implementing CNC technology
                                                                                                                    Dustless forming environment




                                                                                                                                                                                     Weight
                                                                                                                                                                                                Concept




                                                                                      Better handling of tool
        Key Criteria                    Baseline                                                                                                                                                Selection




                                                                                                                                                       for routing stations
                                                                                                                                                                                                 Legend




Time to implement              1 week to implement             Pre-heating tool   9                             9                                  1                       4             8    Far exceeds        9
Technical resources required   Less than 10 enginer hours                         9                             9                                  4                       1             5    Meets baseline     4
Financial resources required   Less than US$10k                                   4                             9                                  1                       4            10    Worse              1
Risk of failure                Less than 5%                                       9                             1                                  9                       9             8

Total weighted score                                           229                    215                           110                                       149


                               Define | Measure | Analyze |   IMPROVE                                               | Control                                                                        AcceStyle - 36
Pilot Program
Goal: Show scrap can be reduced to acceptable limits

  Test changes for one Thermoforming station for one
   week. Share equipment with Eng. Dep. during trial.
  Train fork truck drivers to decrease damage to tools
   along with adding lighting and padding on the tool
   racks

  Pilot program produced scrap at 2.45%, compared to a
   calculated 3.6% without changes!
  All drivers showed increases in precision and accuracy!


                Define | Measure | Analyze |   IMPROVE   | Control   AcceStyle - 37
 FMEA
Click here for complete FMEA chart




                         Define | Measure | Analyze |   IMPROVE   | Control   AcceStyle - 38
New Value Stream Map – Process Map
        Start:
  Heated Tool Ready
      (4 hours)



    Plastic sheet
      supplier

                       Load tool                   Load sheet                      Heat sheet

                                                                                                          162              1
                162    NVA                  162    NVA                     162     VA


                      CT = 0.25 hrs               CT = 0.03 hrs                   CT = 0.025 hrs
                      FPY =      100%             FPY =    100.0%                 FPY =    100.0%                                                                      NVA
                                                                                                                                                                       0.83
 NVA     0.5          0.3               0          0                 0                              0                                  NVA         VA
 VA                                                                                0                                                   VA         0.025


                       Form sheet                  Unload                          Waiting for
     1          162
                                                                                   pickup                                  2
                       VA                   161    NVA                     161                            161
                                                                                   NVA


                      CT = 0.025 hrs              CT = 0.05 hrs                   CT = 2 hrs
                      FPY =     99.4%             FPY =    100.0%                 FPY =    100.0%
                                                                                                                                                                       NVA
 NVA                                    0         0.1               0.03           2                                                   NVA         VA                   2.1
 VA                    0                                                                                                               VA         0.025




                       Cutting                     Taping                        Packaging
                                                                                                                                    End:
     2                                                                                                                      Customers (1 shift)
               161     VA                   158    VA                      158   VA                       158
                                                                                                                          (Distributors, End users)


                      CT = 0.011 hrs              CT = 0.021 hrs                  CT = 0.031 hrs                               Legend
                      FPY =     98.1%             FPY =    100.0%                 FPY =    100.0%                               Label Meaning
                                                                                                                                 Blue Standard Processes
 NVA     0.3                            1                           0.75                            0.1             NVA           VA  Value Added Operation
 VA                    0                           0                               0                                VA           NVA Non-Value Added Operation

                                                                                                                                                 VA                    NVA
                                                                                                                                                 0.063                2.203



                                                                                      IMPROVE
                                                                                                                                      VA TOTAL 0.113 hrs   Total     5.133 hours
                                            Define | Measure | Analyze |                                        | Control                                          AcceStyle - 39
Mistake Proofing

Mistake: Forming New Covers After Every Run Increases Scrap


Proofing:
Form one cover that is tagged upon release to production and stays
with tool between runs

SOP Change:
1. Operator signs-off for tool condition and raw materials at start
   of run
2. Cover is Stored at Machine While Tool Runs
3. Forklift driver signs-off on tool condition and formed parts at
   end of run


                   Define | Measure | Analyze |   IMPROVE   | Control   AcceStyle - 40
Business Intelligence Discussion
  Improve Phase Requirements:
      Solution Selection Matrix
      Pilot
      FMEA
      Value Stream Mapping
      Mistake Proofing

  Met with Business Intelligence Functionality:
      Helped in doing “how” analysis
      Selected and verified solutions
      Analyzed pilot, predicted full scale performance



               Define | Measure | Analyze |   IMPROVE   | Control   AcceStyle - 41
Executive Summary - Control
 Control Chart
    Targeted scrap rate achieved (2.5%)
 Capability Analysis
    Increase overall process efficiency, reduce scrap rate
 Visual Control
    Failure tracking system implemented
 Change Management Strategy
    Necessary action to take outlined
 Document Control System
    Authority to document and track changes implemented


               Define | Measure | Analyze | Improve| CONTROL   42
Tools used - Control

 Updated Control Chart – Justin Steigerwalt

 Capability Analysis – Anne Fantoli
 Visual Control – Tony Godfrey

 Change Management – Venkata Appana

 Document Control System – John Zhang




              Define | Measure | Analyze | Improve| CONTROL   43
Updated Control Chart

                                            Control Chart for WindowVisor Scrap
                                     4.8%
 Scrap proportion of sets produced




                                              Out of control
                                     4.3%

                                     3.8%

                                     3.3%

                                     2.8%
                                                  In control and improved
                                     2.3%




                                               Define | Measure | Analyze | Improve |   CONTROL   AcceStyle - 44
Capability Analysis


                      Yield Analysis for November 2008
                           Metric                                  Value      Units

    Start-Up Scrap                                                      0.00 %
    Heating Scrap                                                       0.00 %
    Forming Scrap                                                       0.62 %
    Uncategorized scrap to protect tool*                                0.00 %
    Trimming Scrap                                                      1.90 %
                                        Total Scrap Rate                   2.5 %
                                           Rolled TP Yield              97.5 %
    * - New Policy Implemented Aug. 1st and modified November 1st




                     Define | Measure | Analyze | Improve |   CONTROL                 45
Visual Controls

Ensure existing tool cover is not scrapped by operator

Solution:
Operator and forklift driver must sign for tool condition, formed
parts and any scrap.
                                         AccesStyle Inc.
                                          Tool Run Log
          Tool #                                                       Sheet #
   Release Date:                                                   Relased By:

  Date             # Sheets   Forklift Operator Thermoform Operator # Parts      # Scrap




                          Define | Measure | Analyze | Improve |   CONTROL        AcceStyle - 46
Change Management
• The following actions are required to ensure process
  change is maintained and to be continued till the new
  process become a routine.
   • Supervisor has to visit the manufacturing floor more
     frequently ensuring:
       • Operators pay attention to the temperature of the
         mold at the start of the run.
       • Operators inspect the raw materials prior to run.
       • Operators store cover at machine while tool runs
       • Operators inspect the tool condition
       • Forklift drivers inspect the tool condition
       • Forklift drivers inspect the formed parts at the end
         of the run

                 Define | Measure | Analyze | Improve |   CONTROL   AcceStyle - 47
Document Control System
Goal: Document, Authorize and Track Changes

   Centralized Document Control
   List of Control Documents
   Authorization of Each Document
                                                     Engineering                               Opations

     Controal Documents         Document
                                Control      Manager         Director        VP      Manager   Director        VP
                                Team
Project Transition Plan
Control Plan
Change Log                          A            I                                     A
Issue Log
Monitoring Response Plan
Standard Operating Procedures       A            A                 I          I        A          A             A
Congtrol Charts                     A            A                 A                   I
Visual Controls
Preventive Maintenance Plan
Updated six sigma tools
Audit plan
Graphic work instructions

Legend                            A = Approval Needed         I = Information Only

                                  Define | Measure | Analyze | Improve |    CONTROL                       AcceStyle - 48
Business Intelligence Discussion
  Control Phase Requirements:
      Updated Control Chart
      Capability Analysis
      Visual Control
      Change Management
      Document Control System

  Met with Business Intelligence Functionality:
      Confirm and validate recommendations
      Document results and changes
      Keep the knowledge acquired for a long-term
      improvement vision

               Define | Measure | Analyze | Improve |   CONTROL   AcceStyle - 49

				
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