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    02 - Lean Project Selection & Implementation Flow Chart

    Uploaded by

    Yo Gold
    Work Cell #20 has an Overall Equipment Effectiveness (OEE) of 31.4% based on 50% equipment availability, 63.8% effectiveness, and 98.5% quality. The work cell is only at 50% capacity and has excessive downtime that could be addressed through Lean tools like SMED to reduce changeover times, 5S/visual management to improve workplace organization, and Six Sigma projects to further reduce defects and improve process capability and OEE. A value stream map and flow diagram could help optimize material and information flow through the work cell and identify additional Lean and Six Sigma opportunities.

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    02 - Lean Project Selection & Implementation Flow Chart

    Uploaded by

    Yo Gold
    95 views2 pages
    Work Cell #20 has an Overall Equipment Effectiveness (OEE) of 31.4% based on 50% equipment availability, 63.8% effectiveness, and 98.5% quality. The work cell is only at 50% capacity and has excessive downtime that could be addressed through Lean tools like SMED to reduce changeover times, 5S/visual management to improve workplace organization, and Six Sigma projects to further reduce defects and improve process capability and OEE. A value stream map and flow diagram could help optimize material and information flow through the work cell and identify additional Lean and Six Sigma opportunities.

    Original Description:

    Lean project selection

    Original Title

    02_Lean Project Selection & Implementation Flow Chart

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    Work Cell #20 has an Overall Equipment Effectiveness (OEE) of 31.4% based on 50% equipment availability, 63.8% effectiveness, and 98.5% quality. The work cell is only at 50% capacity and has excessive downtime that could be addressed through Lean tools like SMED to reduce changeover times, 5S/visual management to improve workplace organization, and Six Sigma projects to further reduce defects and improve process capability and OEE. A value stream map and flow diagram could help optimize material and information flow through the work cell and identify additional Lean and Six Sigma opportunities.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    95 views2 pages

    02 - Lean Project Selection & Implementation Flow Chart

    Uploaded by

    Yo Gold
    Work Cell #20 has an Overall Equipment Effectiveness (OEE) of 31.4% based on 50% equipment availability, 63.8% effectiveness, and 98.5% quality. The work cell is only at 50% capacity and has excessive downtime that could be addressed through Lean tools like SMED to reduce changeover times, 5S/visual management to improve workplace organization, and Six Sigma projects to further reduce defects and improve process capability and OEE. A value stream map and flow diagram could help optimize material and information flow through the work cell and identify additional Lean and Six Sigma opportunities.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    You are on page 1of 2

    Work Cell #20

    OEE = Overall Equipment


    Effectiveness
    (50% x 63.8% x 98.5% = 31.4%)
    Project Selection / Tool
    Flow Diagram
    Value Stream Map

    Equipment Equipment Quality


    Availability Effectiveness ( Good product
    produced )
    = 50% = 63.8% Labor = 98.5%

    Dir.
    Lbr
    Work Cell is only Takt Time
    loaded to 50% IDL
    capacity Hidden Factory / Re-
    PPM Takt Time / Line
    SIGMA VALUE ( Kaizen /CCF) work Balancing
    Lean Tools
    OEE Six Sigma Project
    ( Kaizen / CCF)
    Combine Work On-
    SIGMA/DPMO/RTY
    Time
    Cell with similar
    Ship
    process Scrap / Defects
    Supply Re-evaluate
    Spend
    (Kaizen) process for Six
    Prem Sigma Oppty
    Freight
    Re-evaluate
    PPM
    process for Work Cell Defect Reduction
    Six Sigma Oppty Cycle Time Raw Material
    KPIV's Organization
    Capability OEE
    Material Flow Lean Tools
    Work Cell has ( 5S / Kaizen ) Six Sigma Project On-
    Dock to Dock
    excessive SIGMA VALUE / Time
    downtime. DPMO
    Ship

    Work Place Balanced Work


    Organization
    Changeover Unscheduled Lean Tools Lean Tools Re-evaluate
    Down Time Maintenance ( Kaizen/5S ) ( Kaizen/CCF/5S ) process for Six
    Sigma Oppty
    Cycle Time PPM
    Lean Tools Lean Tools Lean Tools Improvements
    (SMED) ( 5S ) (TPM) Process Capability
    OEE
    Raw Mtl.
    Capability Operational Metrics
    On-
    Six Sigma Project Time
    Six Sigma Project Ship
    SIGMA VALUE
    SIGMA VALUE/ Prem
    DPMO Re-evaluate Freight

    process for Six


    OEE Sigma Oppty
    Lean Project implementation flow chart

    Value Stream Mapping Define Waste

    Select Lean Tool Kaizen Workshop

    Create Continuous Flow

    SMED Workshop

    5S/Vis Mgt Workshop

    TPM Identify the Project

    Support Functions give


    help as required

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