Monday, January 31, 2011

Statistical Tolerancing

Fritz Scholz
Mathematics & Computing Technology
MS: 7L-22, Phone 425-865-3623

e-mail: fritz.scholz@boeing.com

http://www.rt.cs.boeing.com/MEA/stat/tolerance.html

http://www.rt.cs.boeing.com/MEA/stat/

Read it in: stat.washington.edu.pdf

Leveraging Shainin for Quicker and More Efficient Problem Solving:

Today’s busy Process Excellence professionals need solutions to their process improvement problems not in weeks or months, but in days. Shainin can help to accomplish this task. In this Six Sigma IQ interview, Ha Dao, Director for SSA & Company (formerly Six Sigma Academy), explains how the Shainin methodology can be leveraged for more efficient and quicker problem solving.

Read it: processexcellencenetwork.com/article

Sunday, January 30, 2011

Ford to invest $400M in Missouri assembly plant

Last Updated: January 19. 2011 1:00AM

The Detroit News / The Detroit News

Ford Motor Co. said Tuesday it plans to invest $400 million in its 60-year-old Claycomo, Mo., assembly plant during the next two years to build a new model alongside its popular F-150 truck.All 3,750 hourly workers at the plant in suburban Kansas City will be retained, Ford said. It did not reveal when production would begin or the vehicle's name.

From The Detroit News: http://detnews.com/article/20110119/AUTO01/101190330/Ford-to-invest-$400M-in-Missouri-assembly-plant#ixzz1CYJiRW9S

Toyota under consideration as organizing target

Last Updated: January 19. 2011 8:52PM

David Shepardson / Detroit News Washington Bureau

Washington — In its quest to organize the U.S. employees of foreign automakers, the United Auto Workers union said Wednesday it is planning broad-based protests against companies that don't agree to the union's principles for fair bargaining.The union, whose U.S. membership dropped precipitously with the decline of the domestic auto industry, intends to hire a former top Obama campaign adviser with Internet expertise to help mobilize its effort. The UAW says it intends to call protests at dealerships around the world, at the headquarters of foreign automakers, and even on Wall Street.

From The Detroit News: http://detnews.com/article/20110119/AUTO01/101190447/UAW--Toyota-under-consideration-as-organizing-target#ixzz1CYI2imia

How to Optimize Your Assembly Operations

The flexibility of your assembly operation can make the difference in your manufacturing profit

Go to the booklet

Lean Manufacturing Work Culture Tips From Bosch Rexroth and GBMP | SYS-CON CANADA

Lean Manufacturing Work Culture Tips From Bosch Rexroth and GBMP | SYS-CON CANADA

BUCHANAN, MI -- (Marketwire) -- 12/10/09 -- Bosch Rexroth and well-known lean manufacturing training organization GBMP have collaborated on three informative new podcasts in the Rexroth lean manufacturing podcast series. In the first podcast, GBMP president Bruce Hamilton offers his insight on three fundamental components of success with lean manufacturing.

Increasing Competitiveness via Continuous Improvement

TECHNICALLY speaking
BY LESA NICHOLS,
GREATER BOSTON MANUFACTURING PARTNERSHIP (GBMP),
BOSTON, MASS.

In today’s economy, everyone is searching for ways to sustain or increase profitability without expensive investment in capital equipment or other apparent fixes. And yet, the answer is there, right before your eyes. You may not have the right prescription for your “glasses,” but I hope you will after considering the concepts presented herein.

read it...

Market Report, "United States Autos Report Q1 2011", published
By Fast Market Research
Dated: Jan 30, 2011

http://www.prlog.org/11260753-market-report-united-states-autos-report-q1-2011-published.pdf

Recently published research from Business Monitor International, "United States Autos Report Q1 2011", is now available at Fast Market Research There were many positives to be found in US vehicle sales data for October 2010, which have prompted BMI to revise our full-year sales forecast upwards. In addition to the headline growth figure of 13.4% year-on-year (y-o-y) for October sales, the relative lack of sales incentives or promotions employed suggest a more natural uptick in the market, which carmakers believe is sustainable for the rest of the year. If this pace can be maintained, we believe the industry can achieve sales of at least 11.6mn units by year-end.

GBMP announces new blog devoted to understanding the Toyota Production System
By GBMP
Dated: Dec 06, 2010

http://www.prlog.org/11129116-gbmp-announces-new-blog-devoted-to-understanding-the-toyota-production-system.html

Written by Bruce Hamilton (aka The Toast Guy from the best-selling Toast Kaizen lean training dvd),
"www.oldleandude.org" will be an on-going reflection on Lean philosophy and practices with an emphasis
on keeping good jobs close to home.

Public Workshops (one and two-day)

GBMP is your one-stop resource for Continuous Improvement education and facilitation. GBMP stands for the "Greater Boston Manufacturing Partnership" but we work with companies all over the worl

GBMP Public Workshops are specially designed one or two-day training opportunities which reflect our philosophy that the process of acquiring knowledge is best done through tacit learning. Therefore almost all GBMP training events take place at a member or client facility and divide the day between classroom learning and shop-floor implementation of concepts learned in the classroom. (Note: some workshops have prerequisite reading or coursework. Please see individual event description for details.)
02/24/11 Lean Policy Deployment: One Day Workshop at Holiday Inn Peabody Peabody, MA
03/08/11 Why & How to Apply Lean Thinking to Your Business at Berkshire CC Pittsfield, MA
03/09/11 Visual Control Systems & Management at Lonza Biologics Hopkinton, MA
04/06/11 5S Workplace Organization at STR, Inc Canton, MA
04/27/11 Introduction to Problem Solving at The Brickle Group Woonsocket, RI

Friday, January 28, 2011

An Advanced Torque Auditing Method

The Magic of M-Alpha
By Jeff Drumheller, Project Engineer PCB Load & Torque, Inc.

A simple audit by turning a previously tightened fastener another few degrees and looking at the peak torque is not sufficient to determine if the fastener is tightened enough to achieve the desired clamping force.

read more....

Five Quality Management Software Misconceptions

Posted on December 23, 2010, 8:52 pm, by http://www.juran.com/blog/?p=176

In today’s world of continually evolving technology–where not only the technology itself speeds up, but so does the rate of change–it is no mean feat for companies to stay on the cutting edge of quality management. In order to maintain and manage quality and processes, the use of a quality management system (QMS) is often the only way to avoid customer dissatisfaction, poor resource allocation, low team morale and other concerns.
An electronic QMS can save time and money, and has many advantages over a paper-based system. However, several myths have arisen regarding potential drawbacks to using such a system, which we’ll take a look at here: http://www.juran.com/blog/?p=176

Psychology: Under the skin of quality

People define quality, both in terms of what it is but also how it can be achieved. David Straker explains how an understanding of psychology can help quality professionals
Quality is an essential element of all organizations. As quality professionals we work to set standards and build capability to consistently deliver to requirements while constantly improving the whole system. Quality means never taking anything for granted and yet we have a gaping hole in our armoury.

Read more....

New management systems standards for 2011

Just as 2010 saw the publication of ISO 26000, the long-awaited corporate social responsibility standard, and the opening of a consultation on the use of ISO 9000 standards, the forthcoming year is going to present other important milestones in management systems standards development.
The first standard likely to make its mark is the revision of auditing competency standard ISO 17021. It is hoped that the controversial new standard, which was due to be published at the end of 2010, will ensure the quality of third-party certification and go some way to silencing the critics of the current set-up of management systems certification. The new revision replaces the 2006 edition, which focused only on how certification bodies should be structured, governed and operated, and now incorporates requirements dedicated to ensuring the competency of the individuals performing audits. Guidance in the new edition explains that competence criteria for auditing a technical area need to be documented and states that certification bodies have to ensure that auditors are evaluated to confirm they are competent against these requirements.

Read more at....

EOQ Congresses

2011 - 55th EOQ Congress in Budapest, Hungary

EOQ and its National Representative organization from Hungary, HNC-EOQ, is kindly inviting you to participate in the 55th EOQ Congress organized in Budapet, Hungary in June 20-22, 2011 under the motto "Navigating Global Quality in a New Era"

For all interested, please use the Congress Pre-registration form.

2010 - 54th EOQ Congress in Izmir, Turkey

EOQ and TSE (Turkish Standards Organization) have organized the 54th EOQ Congress on 26-27 October 2010 in the beautiful city of Izmir/Turkey.The congress was a successful event having about 540 participants from 60 countries.

The EOQ President, Mr. Viktor Seitschek, closed the congress by saying:
"After hearing the interesting and valuable presentations of the congress and visiting beautiful Izmir and historical Ephesus I am convinced the congress motto “A Heritage for the Future: Quality” was really appropriate: exceptional ancient art and architecture from our ancestors combined with valuable quality ideas for the next generations.
Ladies and gentlemen, I hope you enjoyed the EOQ congress here in Izmir, where you could learn about fresh perspectives and new approaches and could engage in dynamic networking opportunities.(...) a big thank to the president of TSE and the whole TSE team for the excellent organization of the congress, for the top quality services, for the kindness and warm hospitality."

Thursday, January 27, 2011

Ford CEO Mulally shares Toyota's vision

Much of what Ford CEO Alan Mulally admires about Toyota was inspired by a book about the company he read a decade ago. The Machine That Changed the World, co-authored by LEI Founder James Womack, detailed the waste-reducing lean production methods that came to define the Japanese automaker. (Published by USA Today.)

Click to read more

Integrated metrology gears up

http://www.qmtmag.com/display_eds.cfm?edno=7764321&CFID=1429264&CFTOKEN=85117998

Tier 1 automotive supplier, Ogihara America Corporation, eliminates hundreds of inspection hours using advanced non-contact dimensional gauging technology

Ogihara America Corporation is a subsidiary of the Japanese Ogihara Corporation, one of the largest independent automotive die manufacturers in the world. A Tier 1 supplier known for its product quality of automotive class A parts, assemblies and related body panels, the company operates in the US from its Howell-based facility in Michigan. Its production facilities provide critical parts and assemblies to General Motors, Ford and DaimlerChrysler as well as to several Japanese transplants across North America.

Shopfloor visibility

Data collection is the basis for understanding the real causes of inefficiency, waste, lost capacity, and equipment condition at a Swedish furniture manufacturer.

http://www.qmtmag.com/display_eds.cfm?edno=7029962&CFID=1429264&CFTOKEN=85117998

Measurement scientists set a new standard in 3D ears

Scientists at the UK’s National Physical Laboratory (NPL) have developed a 3D model ear to help to measure sound in the way we perceive it.

Scientists at the UK’s National Physical Laboratory (NPL) have developed a means of representing a 3D model ear, to help redefine the standard for a pinna simulator (the pinna is the outer part of the ear) – used to measure sound in the way we perceive it.
The nature of human hearing is heavily dependent on the shape of the head and torso, and their interaction with sound reaching the ears allows for the perception of location within a 3D sound field.

Head and Torso Simulators (HATS) are designed to model this behaviour, enabling measurements and recordings to be made taking account of the Head Related Transfer Function (HRTF) - the difference between a sound in free air and the sound as it arrives at the eardrum.

HATS are mannequins with built-in calibrated ear simulators (and sometimes mouth simulators), that provide realistic reproduction of the acoustic properties of an average adult human head and torso. They are ideal for performing in-situ electro-acoustic tests on, telephone handsets (including mobile and cordless), headsets, audio conference devices, microphones, headphones, hearing aids and hearing protectors.

Critically the shape of the pinna has a large effect on the behaviour, and as a result it is defined for HATS by its own standard (IEC TR 60959:1990) to provide consistency across measurements. However, this standard defines the shape of the pinna through a series of 2D cross-sectional profiles. This form of specification and definition has on occasion proven to be an inadequate guide for manufacturing processes.

As part of a revision of this standard, the Acoustics Team at NPL teamed up with the National Freeform Centre in a novel move to redefine the standard through an on-line 3D CAD specification. A model ear was measured using a coordinate-measuring machine with laser scanner to produce a 3D scan of the ear, which can then be used to provide manufacturers with a more practical specification for reproduction and a standard that is easily comparable with similar non-contact freeform measurement techniques.

Ian Butterworth from NPL, said: “Having a 2D pinna iartcial ear has some inherent frequency limitations. For example, when sound spreads through structures like narrow tubes, annular slits or over sharp corners, noticeable thermal and viscous effects take place causing further departure from the lumped parameter model. The new standard for the 3D model has been developed to give proper consideration to these effects. We worked with the National Freeform Centre, experts in measuring items that are unconventional in shape or design, to develop the new standard – which will now help manufacturers develop better products.”
www.npl.co.uk

Agile inspection

On-machine inspection of complex precision composite parts boosts quality and productivity at Tods Aerospace, a preferred supplier to AgustaWestland.

The RMP600 is a compact touch probe which incorporates Renishaw’s patented RENGAGE high accuracy strain gauge technology and uses proven frequency hopping spread spectrum (FHSS) radio signal transmission. It offers all the usual benefits of Renishaw touch probes, including the ability to measure complex 3D part geometries on all sizes of machining centres

Wednesday, January 26, 2011

Building a Quality Culture

by
Sandeep Mehta

Purpose of this article
The article describes how to build a Quality culture in the organisation. Building a quality culture is not an easy task. Developing a focus on quality seems very easy but it really is not a straightforward thing to achieve. Organisations spend years of efforts and budget to achieve the goal. What is needed is to focus attention on various aspects as described below.

lets read it....

Respect for People

Posted by

Womack, Jim

For years I've visited companies where "respect for people" is a core element of the corporate philosophy. So I've asked managers in many companies a simple question. "How do you show respect?" I have usually heard that employees should be treated fairly, given clear goals, trusted to achieve them in the best way, and held to account for results. For example, "We hire smart people, we give them great latitude in how they do their work because we trust them, and we hold them to objective measures of performance. That’s respect for people."

When in recent years Toyota made respect for people ...........link to the article

Toyota the Bad Guy

Posted by

Shook, John

4/12/2010

Recently I am cornered frequently by beleaguered lean change agents eager to show me their scars inflicted by re-energized resistors. Lean naysayers have seized the Toyota crisis to resist change, admonishing: "You've been telling us to 'be like Toyota.' Look at them now!"
Don't lose heart.
Let's remember why we have sought to learn from Toyota in the first place. We don't study and seek to adapt Toyota's ways........link to the article

GP-12 “Early Production Containment” (GM-1920)

http://www.pbr.com.au/supplier/documents/GP12December2004Version.doc

1.0 SCOPE: GP-12 is to be used for all pre-production, production, service and accessory part requirements that;

· Require Production Part Approval Process (PPAP)

· Represent significant risk to the customer facility as mandated by GM

2.0 DEFINITION AND PURPOSE:

GP-12 Early Production Containment requires a Pre-Launch Control Plan that is a significant enhancement to the supplier's production control plan and raises the confidence level to ensure that all products shipped will meet GM’s requirements. The pre-launch control plan will also serve to validate the production control plan. The Pre-Launch Control Plan should take into consideration all known critical conditions of the part as well as potential areas of concern identified during PPAP.

The purpose of GP-12 is to:

· Validate the supplier’s production control plan

· Protect our assembly and manufacturing centers and service part warehouses from quality non-conformances during critical periods

· Document the supplier's efforts to verify control of its processes during start-up, acceleration, after revisions to the manufacturing process, or when manufacturing runs are separated by 3 months or more

· Ensure that any quality issues that may arise are quickly identified, contained, and corrected at the supplier's location

· Increase involvement and visibility of supplier’s top management

RUN @ RATE GP-9

http://elsmar.com/pdf_files/GP-9.doc

The purpose of a Run @ Rate is to verify:

A. the supplier's actual manufacturing process is capable of producing components that meet GM's on-going quality requirements, as stated in the Production Part Approval Process (PPAP), at quoted tooling capacity for a specified period of time; and

B. the supplier's actual manufacturing process conforms to the manufacturing and quality plan documented by the supplier in PPAP, GP-12 and other required documentation.

During a Run @ Rate, all production tooling is to be in place and running at full capacity, utilizing all regular production, direct and indirect, personnel and support systems.

Managing Quality in a National Library

The case of the National Central Library of Florence, Italy

Over the last few years the National Central Library of Florence, Italy (referred to as BNCF) has been developing its Quality Management System (QMS). In December 2001 this system, in compliance with the ISO 9000 series standards, was accredited by the Det Norske Veritas, an independent foundation and a leading international provider for certifying management systems.
The Quality System upgrade involved the Library staff in the implementation of a new release of the Procedures Manual. The whole system, maintained in conformity with the ISO standard by means of recurrent auditing inspections, the most recent in March 2005, aims to manage the organizational process and customer satisfaction through a monitoring and measuring process development plan.
This paper describes the efforts and other issues associated with the development and implementation of a Quality Management System.
The case of the BNCF, the first library accredited for its Quality Management System in Italy, is presented here as a “case study”. The QMS procedures and products include managing interrelated processes as an entire system; measuring customer satisfaction through a survey form and acting on the results; the creation of a Quality Manual, a Procedures Map, and a Services Chart. The analysis of the development of these procedures and results will permit the evaluation of this model for other National libraries.

Measurement Capability Analysis

Measurement Capability slides

nThe ability to make reliable measurements sufficient to support the decisions you have to make, in the environment in which you make the measurements, and on the particular materials and processes you actually use

White Paper - Measurement Systems Analysis

http://www.symphonytech.com/msa4.pdf

Updates in the AIAG MSA manual 4th Edition Automotive Industry Action Group released the 4th Edition of the Measurement Systems Analysis manual. The manual has been updated in terms of more detailed explanations, as well as changes in calculations for studies. New statistical evaluations have been introduced, to make the studies more meaningful. We discuss here, the changes that have been made in the 4th Edition.

Respect for People Doesn’t Mean Avoiding Any Hint of Criticism

by John Hunter
http://management.curiouscatblog.net/2011/01/14/respect-for-people-doesnt-mean-avoiding-any-hint-of-criticism/

As I said in a post a few years ago on respect for people and Taiichi Ohno‘s sometimes very aggressive style:

The difference between respect and disrespect is not avoiding avoiding criticism. In fact often if you respect someone you can be much more direct and critical than you can with someone you treat as though they don’t have the ability to listen to hard truths and improve. I think we often have so little respect for people we just avoid dealing with anything touchy because we don’t want to risk they won’t be able to react to the issues raised and will instead just react as if they have been personally attacked.

Masaaki Imai described Taiichi Ohno’s style this way

he had such a high expectation of the staff and managers under him. If they were not doing something the right way, he would explode. And when he exploded, he really would explode. But for those who came to him and really asked for help, he was very patient. He wouldn’t give them the answer, but preferred to provide them with enough of an understanding of the situation, as well as help on how they could deal with the problem. So he was very much a teacher and a leader.

I would say that while Taiichi Ohno was truly remarkable that doesn’t mean he did everything right. And he might well have failed to communicate in a way that conveyed respect for people fully, when he exploded. He was great, but his methods could also be improved. At the same time some extent showing some fire may be helpful at times to get people to take things seriously (avoiding the need for this is even better, but not everything will be done as well as it possible can be).

The pressure of trying to lead a challenging effort into new ground (as Ohno knows better than most) is extremely stressful, his letting off some steam is not surprising even if it isn’t ideal. Criticizing methods he used half a century ago is not necessarily sensible. But I can say such actions, with any frequency today, would likely be a poor decision for a manager.
Personal attacks are not useful. Attacking bad practices and bad thinking is showing respect for people. An environment that is so emotionally immature that criticism of bad practices and ideas is seen as disrespectful is an environment that is in need of improvement. A fundamental aspect of evidence based management is the ability to have thoughtful discussion, debate and criticism of ideas, methods and performance, that people do not take personally.
Dr. Deming included psychology as one of the four components of his management system. Understanding the state of those you are dealing with is important. Some people are going to take criticism of the existing processes or their ideas as personal attacks. To be successful you have to include an understanding of psychology to incorporate that into your discussion. Unlike machines, you can’t expect to treat people the same. Understanding psychology in the management context means knowing that people are different and while you can’t avoid improvement efforts because some will feel uncomfortable, you also want, to the extent possible, to make points while keeping people as comfortable as possible.
Related: Interview with Masaaki Imai – Ohno and Respect for People – Workplace Management by Taiichi Ohno – management quotes by Taiichi Ohno – Bring Me Problems, Even Without Solutions

lean.org-newsletters-01_25_11

http://www.lean.org/newsletters/01_25_11_newsletter.html

Tuesday, January 25, 2011

Guidelines on Audit Quality

Guideline path

The purpose of these Guidelines on Audit Quality is to assist Supreme Audit Institutions assure the high quality of their work and the resulting products. This Section describes the background of the document, provides key definitions applicable to these guidelines, discusses the types of SAIs and audits to which the guidelines apply, lays out the form in which the guidelines are presented and identifies some other sources of useful guidance for assuring quality. Section 2 then deals with quality control as the “hot review” of the audit process. Subsections 2.1 – 2.6 set forth some basic premises for establishing effective quality controls, discuss the nature of the controls required to assure quality in the areas of selection and timing of audits, planning specific audits, executing audits, reporting the results of audits, and following up on audits, respectively. Section 3 describes the procedures necessary to assure that needed quality controls are in place and operating effectively, that is it presents the characteristics of post-audit quality assurance. Finally, Section 4 focuses on institutional measures to enhance quality, especially management of human resources (recruitment, training, staff development and ethical standards), institutional risks and external relations. The Annexes provide other information that was considered potentially useful, including reference material, checklists and excerpts regarding quality controls from other guidance documents. The list of reference documents is contained in Annex A.

Sunday, January 23, 2011

Fastening: How Tight Is Tight?

by John Sprovieri April 1, 2001

Torque measurement has become an integral part of using electric and pneumatic tools to install threaded fasteners. Assemblers routinely test tools for accuracy and repeatability before using them on the line and after making repairs or adjustments. Many assemblers test new tools before buying them. Assemblers measure torque during fastening to ensure process capability. "In-process" torque monitoring can identify problems with extensions, sockets, methods and access to the joint. It can also indicate when preventive maintenance is needed. Quality engineers perform torque audits on finished products prior to shipping. This is the last chance to catch loose fasteners and short-term relaxation in the join

Saturday, January 22, 2011

Torque Wrenches- How Good Are They?

By Joseph C. Dille BMWMOA #24754

It is important to have a reliable, accurate torque wrench to properly tighten fasteners to specification. A torque wrench is probably be one of the most expensive hand tools in your collection. In this, the final installment, I explain the differences between the two common types of torque wrenches and explain how to use them. I also share data I obtained by testing a bunch of wrenches.

Electric motors and generators with animations and film.

An introduction using animations and schematics to explain the physical principles of some of the different types of electric motors, generators, alternators, linear motors and loudspeakers.

Friday, January 21, 2011

Battery Testing Guide

link to: http://www.surgetek.co.za/items/btg100.pdf

Battery Testing Guide

Vickers Hardness Test

The Vickers hardness test method consists of indenting the test material with a diamond indenter, in the form of a right pyramid with a square base and an angle of 136 degrees between opposite faces subjected to a load of 1 to 100 kgf. The full load is normally applied for 10 to 15 seconds. The two diagonals of the indentation left in the surface of the material after removal of the load are measured using a microscope and their average calculated. The area of the sloping surface of the indentation is calculated. The Vickers hardness is the quotient obtained by dividing the kgf load by the square mm area of indentation.

link to: http://www.gordonengland.co.uk/hardness/vickers.htm

Microhardness Test

The term microhardness test usually refers to static indentations made with loads not exceeding 1 kgf. The indenter is either the Vickers diamond pyramid or the Knoop elongated diamond pyramid. The procedure for testing is very similar to that of the standard Vickers hardness test, except that it is done on a microscopic scale with higher precision instruments. The surface being tested generally requires a metallographic finish; the smaller the load used, the higher the surface finish required. Precision microscopes are used to measure the indentations; these usually have a magnification of around X500 and measure to an accuracy of +0.5 micrometres. Also with the same observer differences of +0.2 micrometres can usually be resolved. It should, however, be added that considerable care and experience are necessary to obtain this accuracy.

link: http://www.gordonengland.co.uk/hardness/microhardness.htm

Thinking About Problems: Kepner-Tregoe®

The IT Infrastructure Library™ (ITIL®) describes the steps of the root cause analysis method called Kepner-Tregoe - define and describe the problem, establish possible causes, test the most probable cause, and verify the true cause. The ITIL mentions Kepner-Tregoe, but does not give enough detail to use it to solve difficult problems. Simple as it sounds, most technicians and technical leads do not actually follow Kepner-Tregoe. They rely instead upon preconceived ideas and often skip important steps. Then, without a plan and in desperation they fall back on the good old "when in doubt swap it out" technique. Taking the time to use Kepner-Tregoe can result in dramatic improvements in troubleshooting, and deliver permanent fixes to prevent future problems as well .

go to the article: http://www.itsmsolutions.com/newsletters/DITYvol6iss19.pdf

Thursday, January 20, 2011

Six Sigma Learning Topic: Introduction to Process Improvement Teams

The Power of Teams

An excerpt from Motorola University’s The Six Sigma Black Belt Handbook by Tom McCarty, Lorraine Daniels, Michael Bremer, and Praveen Gupta

http://www.motorola.com/Business/US-EN/Motorola+University/Six+Sigma+Black+Belt+Handbook/Six+Sigma+Learning+Topic

Six Sigma Through the Years

Since Motorola "invented" Six Sigma 20+ years ago, the program has evolved from a metric used to measure product quality to a management
philosophy.
Good ideas developed in companies all around the world have been embraced as Six Sigma is using 'continuous improvement' on itself. We will take a look at the journey the program has
taken since its early days and venture to look into the future a little.

http://6sigmaexperts.com/presentations/Six_Sigma_Through_the_Years.pdf

Problem Solving - PS

A comprehensive approach to TWI implementation.
By Patrick Graupp

In the spring of 1951, Lowell Mellen and his associates from TWI Inc. began teaching TWI classes in Japan under contract with the U.S. military occupation. Mellen had been a district representative of the TWI Service in Cleveland during the war, and he formed TWI Inc. when the service disbanded in 1945 at the end of World War II. After successfully planting the three original J-Programs in Japan, TWI Inc. was asked by the Japanese government in 1956 if they could teach supervisors how to solve workplace problems. In response, Mellen and his associates developed a new TWI program called Problem Solving (PS) Training.

Read it in: http://www.twi-institute.com/problem_solving.htm

Achieving Market Leadership: Improve Performance Using 5 Key Ingredients Often Overlooked


	Date:	February 18, 2011
	Time:	1:00PM - 2:30PM Eastern
	Description:	Organizations implement initiatives like Lean or Six Sigma hoping to improve their competitive position. Unfortunately, market leadership usually does not happen because companies go about business-performance improvement pretty much the same way their competitors do it using the same popular improvement methods. So, as a result, nothing much changes with respect to competitive positions. leanfrontiers.webinar-ScheduledWebinars

How does lean compare to other improvement processes such as Six Sigma or Theory of Constraints?

While there are many specific differences among the different schools of thought, Jim Womack cautions against getting lost in the competing schools. For veterans of each practice often get lost in finely detailed arguments over technical or even philosophical differences. In an e-letter outlining the key differences, he nonetheless grounds the discussion by saying, “At the end of the day we are all trying to achieve the same thing: The perfect value stream.” His letter gives a nice overview of how to view each approach.
Quality Progress magazine published an artcle How To Compare Six Sigma, Lean and the Theory of Constraints which offers a very good overview that can help you choose the best framework for your organization.

What are the most common mistakes in implementing lean?

To start with, lean must never be seen as a tool for headcount reduction or mindless cost-cutting. This fundamentally misses the purpose of lean, which is to create value through eliminating waste. As companies improve their processes they should be able to reallocate their productive resources to new value-creating work.
Another important attitude to avoid from the beginning is the impulse to implement individual lean tools without seeking to understand the system in which they fit. This is hard to avoid, since many tools, like 5S, deliver immediate payoffs. But ultimately all lean workers must understand the "why" behind the tools, or their value will be lost.
Lean beginners should also limit the scope of their initial project so as to better insure success, be sure that they have a leader with deep knowledge and a gemba attitude i.e. always base one's thinking on a close observation of the work itself, and never relax in their efforts. Indeed, one of the hardest challenges they will face is the degree to which individual lean successes will invariably uncover new problems and greater challenges. So in this regard, simply be aware of how difficult this work will be.
There are more detailed responses in the article Misunderstandings About Value-Stream Mapping, Flow Analysis and Takt Time about other common mistakes, by John Shook and Mike Rother.

Principles of Lean

The five-step thought process for guiding the implementation of lean techniques is easy to remember, but not always easy to achieve:

Specify value from the standpoint of the end customer by product family.
Identify all the steps in the value stream for each product family, eliminating whenever possible those steps that do not create value.
Make the value-creating steps occur in tight sequence so the product will flow smoothly toward the customer.
As flow is introduced, let customers pull value from the next upstream activity.
As value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste.

Lean Transformation Summit

Frontiers and Fundamentals

This year's Lean Transformation Summit explores lean practice from two angles.
From a Fundamental perspective, you'll see how both large and small companies in a variety of industries launched and sustained lean transformations. The same companies also will reveal New Frontiers of lean thinking where they are developing new practices and creating new knowledge. You'll learn from:

Ford Motor Co, the company that invented flow production, is taking lean to product development and engineering.
Coca Cola, the iconic worldwide brand, is applying lean thinking to the distribution channel.
Acme Alliance, a small young company in a traditional manufacturing industry, is applying lean concepts to its extended enterprise even while working internally on lean fundamentals.
Starbucks, a young company that already is redefining itself, is applying fundamental lean principles in new ways to core front-line, value-creating work.

The unique design of the Summit provides you with relevant, real-world learning - in-depth and in a variety of ways.

entry: http://www.lean.org/Events/2011_lean_transformation_summit.cfm