Six Sigma is identified as a list of the tools and techniques which is responsible for process improvement. The improvement in the quality along with the output of the process are identified with removing the the defects and variability in the business and the manufacturing process.
The six-sigma process is evident in the 3M’s corporate six sigma approach which isapparent for continuous growth, cost reduction and increase in the overall cash flow. 3M uses lean six sigmas to streamline the operation and eradicate the variations in the process to deliver a competitive advantage to the customers. The business improvement methodology is able to combine the tools with the use of two proven systems namely Lean Manufacturing to concentrate on its speed and Six Sigma for quality. The overall result of the implementation process has shown better lead times and quality. The application process of the lean six sigma process involves opportunity analysis, plan improvement, improvement in focus, performance delivery and performance improvement.
The Japanese term Kaizen means “improvement”. The Kaizen philosophy has direct link with different concepts of total quality control, small group activities, labour relations. The main form of the foundation of identification of the quality tools and techniques which can be used to help implement Kaizen. Theseare seenwith the key factors in the Kaizen five-S framework including tidiness, orderliness, cleanliness, standardized clean up and discipline. The problems arising with Kaizen are discernedas a short-term project, Overemphasis on tying kaizen to KPIs, reliance on a heavily bureaucratic organization and not including sufficient scope for training.The solution to the problems identified in the Kaizen philosophy has been evident with propagating the different types of the short-term benefits throughout the organization. For instance, during the initial business conducted by Toyota, the quality had been undesirably low, however after 40 years Toyota was able to prove itself as poster child for quality. In several instances Government organizations are found to be guilty which needs to be looked after to ensure that the financial indicators playas indicating factors for personal relationships.
The process capability index signifies the ratio of the tolerance such as specification, or permitted amount of variation in relation to the process variation. The value of 1 shows that the variation in the process equals to the tolerance level. With a Cp value of 1, the mean is discerned to be 3 standard deviations away from the lower limit and upper limit. As the process is perfectly centred, the process of the mean is depicted to be between 2 specification limits. In addition to this, “USL – Process mean” equals the same thing as the “Process Mean – LSL”.
The higher is the process index, the more acceptable is the Cp number. In my opinion the Cp value equal to three is considered to be ideal. This value can be made more satisfactory,in case the ratio of the tolerance level is greater that the Process Spread. This will depict that the overall process has the potential to be more capable. The process spread will be even higher in case the tolerance level is increased.This is discerned with the process to be more fit. The process should be crafted in such a manner that the variables range are within the USL and LSL.
The necessary measures seen to prevent the single point exceeding 3 sigma control limits. The management should includesuccessive points in the determination of the process capability. The quality of the process in terms of Cp needs to extensively shown with the use of superficially mechanical task. The practitioners need to fully understand the applicable conditions.Cp needs to be also taken into accountable conditions.
For example, in case walls of a garage needs to be considered as the specification limits and the specification limit goes past the customer specification then it is not ideal to park the car. In case the car is too wide for the garage, the changes in the dispersion processneeds to be considered appropriately. The negative value of process will be able to consider the regular crash of the car in the wall. It needs to be further discerned that there is a good chance of hitting wall or the entry. A Cp value of 2 is seen to be ideal for this situation. However, in case the process capability is able to achieve a value of 3 then there will be better chance of accommodating the car within such a confined space.
Anything which is not seen to increase the value in the customer should be able to consider the MUDA and the efforts made for eliminating the waste. There have been several lean manufacturing wastes associated to the TPS which are having universal application to the business for today.The types of the wastes evaluated by MUDA initiatives with the typical root causes are stated below as follows:
|
Type of Waste |
Root Cause |
|
Defects |
· Poor quality controls · Lack of standards · Missing Processes · Uncontrolled inventory levels · Poor design and undocumented design change |
|
Overproduction |
· Unclear customer needs · Long setup times · Engineering changes · Poorly applied automation |
|
Waiting |
· Absence from work · Long duration for setup time · Poor communication · Poor quality for process |
|
Not utilizing talent |
· Poor communication · Lacking teamwork · Insufficient training · Assign staff related to wrong tasks |
|
Inventory Excess |
· Buffers associated to overproduction · Improper Monitoring process · Unreliable suppliers · Misunderstanding the customer needs · Buffers related to overproduction |
|
Motion Waste |
· Poor process control and design · Shared machines and tools · Lack of standards · Isolation of the siloed operations |
The main benefit of MUDA over 5S is depicted with the added focus on the safety which is considered to more hazardous process. The MUDA process helps in the reducing the future risk of an incident.
The number of the people involved as group members are identified with a total of 200 members. The title of the group members has been identified as Human Resource managers. The main function of the members is seenwith recruitment process.
The group will convey the training programs for the members when the quality circle is formed. The group will be able to convey the steering committee meeting regularly with two to three months to maintain the minutes.
The tasks related to the activities is considered as Human Recourse management’s main strategy for the recruitment and selection functions which are handled in house. The job posting is considered as another important activity which is considered as employer’s ability to attract qualified applicants.
The related activity maintenance process will be conducted with “Human Resources Management System (HRMS)”. This is considered with combination of systems and processes which connects HRM and IT with the use of HR software. The automation of the time consuming and automation is considered with Human Resource management’s decision to allow shift of culture and retention in the areas of high impact.
The quality circle is considered with the group of workers who are involved with similar nature of work to identify, solve work related problems and workers who meet regularly.The cycle of the quality is seen with the following steps:
The steering committee’s important objectives and goals have been as chief executive of the chairman of the organisation. The successful implementation process of the quality circle has been taken into consideration with the support of the top management which is not only available but also visible to all. The setting of the goals and objectives by the steering committee has been established with the operational rate and controls for expansion.The success of the quality circle is dependent on the expertise for the achievement of the primary objectives of the organization. In addition to this, the responsibility of the steering committee has helped in creating harmonious and successful quality circle activities. The success factors for the quality circle is considered to be dependent on the five main principles namely setting objectives, planning, staffing, directing and controlling.
The improvement process with the balanced score card implementation is seen with depicting the compensation by the performance of the KPIs. The level 2 rewards of the KPIs are linked with the strategy. The third level implementation process has been further able to depict non-payment of rewards in cash. The level 4 implementation process with the balanced score card is considered with the situation of fair payment.
The benefit in terms of Objectives, Measurements, Targets and Initiatives is considered with the quality of the hire.
|
Balanced Scorecard Implementation Details |
|||||
|
Perspective |
Goal |
Weight (x of 10) |
Description |
Present Values |
Target Values |
|
Quality of Hire |
3 |
75% |
|||
|
Rate of accession |
2 |
The total number of workforce which is hired during the month divided average of the workforce during the month and multiplying the same by 100 |
5% |
8% |
|
|
Staffing yield |
2 |
The total number of the percentage of the positions filled in terms of the total number of the vacant positions. |
70% |
80% |
|
|
Internal Hires |
3 |
The total number of the percentage positions are filled internally and overall internal hiring decreases the turnover rate. |
20% |
35% |
|
|
Referral Hires |
3 |
The total number or the percentage of the positions filled through employee referrals particularly from the referrals from top management |
60% |
65% |
|
|
Total performance in the group |
Quality of Hire |
74.8% |
Standard Deviation = 1.2
LSL = 11 mm
USL = 15 mm
Process Capability (Cp) = (USL-LSL)/6 x Standard Deviation
Process Capability (Cp) = (15-11)/6 x 1.2
Cp = 0.55
As per the measure of process index when the potential capability has a Cp value less than 1.0, then it is potentially incapable in terms of adhering to the specification requirement. On the other hand, when there is a Cp value greater than or equal to 1.0 the process could have been stated potentially capable. However, as per the given case the process cannot be stated capable as the Cp value is 0.55.
Cpk = min[(USL-Mean)/ 5 x Standard Deviation, (Mean Value-LSL)/5 x Standard Deviation]
Cpk = min [(15-11)/5 x 1.2, (11-15)/3 x 1.2]
Cpk = 0.55
As per the given depictions it can be stated that Cpk and Cp are equal. This implies that t LSL is difficult to achieve the USL. Due to the inclusion of mean value in case of Cpk the distribution of the flaw size is seen with a greater non-conformity of the process.
The implementation of Gemba along with Quality Function Deployment (QFD) can be used where manufacturing process has not begun. This will give the customers the opportunity to learn and identify the appropriate problems.
The implementation of the Gemba Kaizen in workplace holds several benefits for the organizations. This has been particularly evident in several sectors including the healthcare. In a recent case The Akron Children’s Hospital in the US has been recently awarded with a Process Excellence’s award for best improvement project conducted under 90 days.
Some of the future strategies have included with MRI scheduling which has been targeted with excessively high amount of waiting time for the patients. To resolve the problem there had been staff brought on a two-day course which focused on redressal of the problem. Form the depiction of the exercise numbers, the master schedule and the insurance authorization process were presented. The implementation process added $ 1.2 million for implementing the overall changes, the benefits of the Kaizen implementation process were evident in financial services, pharmaceuticals, food and beverages and the public sector.
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