Using DFM, Lean, and Six Sigma Effectively by Darren Dolcemascolo http://www.emsstrategies.com Some have the perception that tools such as Design-for-Manufacturability, Lean, and Six Sigma are mutually exclusive. Others think that they are all synonymous buzzwords. The truth, in fact, is that each one is unique, and together they can make for a very powerful combination. This article will give you a practical example of the application of these tools in combination. Let's take an equipment manufacturer, XYZ. XYZ is developing a new, revolutionary product that it will house in a new factory. The product is completing the R&D stage of XYZ's New Product Introduction process. The design team is at the point at which they must develop design concepts. It is at this stage that they apply Design-for-Manufacturability to their process. They begin with a design concept that represents a design that they would normally develop. (This can usually be created rather quickly and based upon a previous design.) Then, a team takes over. Using a system for evaluating this design, the team creates a baseline process for assembling this product with the initial design. The baseline gives them the number of steps and an estimate of the time to assemble. The team then brainstorms ideas to apply to the design that would reduce the design complexity (number of manufacturing steps). The ideas are then evaluated and categorized; the team develops design concepts. The team then develops an action plan in which individuals from the team are to investigate and implement the design concepts. Product "should-costs" are developed based on the designs. They will likely show 30% - 40% reductions in overall product cost. XYZ is now confident that they have a low cost manufacturing option that will give them the best chance for error-free manufacturing. At this stage, XYZ decides to apply lean thinking to their factory. Using the manufacturing process from the DFM workshop as a baseline, they use a Kaizen Blitz Events to develop cells and an overall factory flow. They begin with a TAKT time based on the marketing forecast and a 5 days/week, 3-shifts/day operation. Cells and workstations aredesigned. The team develops plans for 5S and maintenance, pull system, layout, inventory management, setup and lot size, etc. XYZ now has plans for a lean factory, which become inputs to the factory design. XYZ is ready to apply the Six Sigma DMAIC (Define,Measure, Analyze, Improve, Control) methodology. Using the manufacturing processes designed, Six Sigma black belts lead teams to define performance metrics based on Critical-To-Quality characteristics. The CTQ's were defined by the design team in conjunction with XYZ's customers. They develop methods for measurement at this point. Using FMEA (Failure Mode and Effect Analysis), they develop a control plan. When manufacturing actually begins, they apply their control plan. It is now that they can begin analysis of actual production data and adjust their control plans and measurement methods accordingly. The above is simply one way to apply Six Sigma, Lean, and Design for Manufacturability. It is certainly not the only way to do this; in reality, there would often be moreiterations of each methodology with more overlap. My hope is that this article enhances your understanding of the tools and methodologies and allows you to develop your own plans for implementing each of them as appropriate foryour organization. About the Author: Darren Dolcemascolo is co-founder of EMS Consulting Group (http://www.emsstrategies.com), a Carlsbad, CA based engineering and management consulting firm. Darren has successfully reduced cost and increased profitability for several major manufacturers utilizing Lean Manufacturing and Six Sigma methodologies. He has also helped client companies achieve substantial reductions in product time-to-market applying production readiness planning and product commercialization tools. Darren has a BS in Industrial Engineering from Columbia University and an MBA with Graduate Honors from San Diego State University. He is a member of the Beta Gamma Sigma Society in recognitionof his graduate work in management and finance. This article courtesy of http://www.manufacturing-sites.com. You may freely reprint this article on your website or in your newsletter provided this courtesy notice and the author name and URL remain intact. |
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