Kategorien: Alle - waste - flexibility - lean - flow

von Mark Philbrick Vor 16 Jahren

1062

PQM201B

Lean principles focus on creating continuous flow driven by customer demand, aiming to maximize value by eliminating various types of waste, including defects, excess motion, and overproduction.

PQM201B

PQM201B

Lesson 7 Cost Estimation

Engineering Method
Omissions

Failure to assess and provide for risks

Failure to id and concentrate on major cost elements (pareto)

Use wrong techniques for estimating

Misinterpretation of equipment data or function

Accuracy of WBS

Steps

Combine all component costs and apply burden rates to obtain final costs

Combine material, labor, overhead to obtain final cost for each component

Estimate direct labor costs

Prepare manufacturing plan

Develop material costs, make/buy decisions, sub out for each component

Use drawings and BOM

Expensive
Most accurate
Most time consuming
Thorough analysis of all components
Parametric
Predicts cost by means of parameters such as

Physical features

characteristics of similar system performance

Analogy
Based upon previous experience (similar to legacy program)

Concepts Comparison

Theory of Constraints
Faster throughput
Systems constraints focus
Manages constraints

Repeat

Elevate constraint

Subordinate the process

Exploit Constraint

Identify Constraint

Lean Thinking
Reduces flow time
Flow focused
Removes waste

Perfection

Pull

Flow

Identify value stream

Identify value

Uniform process output
Problem focused
Reduces variation

Control

Improve

Analyze

Measure

Define

Lesson 6 Manufacturing and Supply Chain Management

TOC Theory of Constraints
5. If during the previous steps a constraint has been broken, go to step 1
4. Elevate the system's constraint
3. Subordinate everything else for the above decision
2. Decide how to exploit the bottlenecks (get whatever you can out of it and seek other solutions)
1. Identify Systems Constraints
ERP Enterprise Resource Planning
Software based on processes
MRPII
Manufacturingl Resource Planning

A single online system, integrated with all areas of the enterprise!

Integrated system which utilizes a set of decision rules to determine optimal shop loading to accomplish the MPS within capacity constraints

MRP
Material Requirements Planning

Elements of MRP

Physical inventory records

BOM Bill of Materials

MPS Master production schedule

What the customer wants

Firm orders on the book

Driven by forecasts of sales projections

Objective

Consistent with meeting a given production plan or end-item schedule

Minimize inventory investment

Technique to id material requirements, initiate procurement of, and maintain current and future materials necessary to support operations

EOQ
Formula for determing optimum reorder times and inventory levels
For Independent demand items
Economic Order Qty
Optimal Inventory Cost
Where the two meet is the Optimal Ordering Qty
Balancing Holding vs. Ordering Costs
Demand Types
Dependent demand

Item demand is directly tied to demand for another item

Car is ordered which places "pull" on system for tires, engines, glass, etc

Independent demand

No relationship between the demand for this item and any other item

DoD spares, etc.

Cars

Retail stores

Supply Chain Management
Benefits

Improved profitability and competitiveness

Improves business processes and customer service

Known cycle times

Well defined inventory levels

Reduced uncertainity and risk in supply chain

Function is to plan, organize, and coordinate all supply chain activities
Is the total systems approach to managing the entire supply chain
Supply Chain
Uncertainties

Production delays

Material availability

Quality problems in materials and parts

Delivery times

Traffic jams, etc

Road Conditions

Machine failures

Demand forecasting

etc

Strikes

Weather

Prices

Competition

Also includes the organizations and processes which create and deliver these products, information, and services to end customer.
Supply chain is the flow of materials, information, funds, and services from raw material suppliers through factories and warehouses to the end customers.

Lesson 5 Quality Management

Audits
Report and follow up

Don't include recommendations in report!

Findings

Should only make 6 or fewer findings

Deviations with significant adverse effect on the quality of the activity or review

Observations

May support findings

Minor deviations from standard

Positive practice statements

Recognize best practices

Executive Summary

answers key questions

of everything examined

Practices

Report and Follow up

Planning and Prep

Principles

Audit types

System

Process

Product

Audit Categories

Management

Compliance

Audit Groups

Quality Function Deployment QFD
Focuses on needs and wants of customer by translating customer requirements into technical solutions

Translation is expected to identify key Product and Process characteristics

Applicable during all phases of a product acquisition lifecycle
Systematic way to thoroughly understand, prioritize, and document customer requirements
Discplined approach using multifunctional teams to ensure quality
SAE AS9100B
Places emphasis on design and development process, risk Id, key characteristics (see above) and supply chain quality
Meets compliance/registratoin requirements of ISO 9000 and provides increased assurance of meeting increased safety, reliability and maintaintability of aerospace products
ISO and DoD
ISO 9000 provides for a minimum QMS, it does not guarantee product quality

Goals for ISO 9000

Emphasis on prevention, customer satisfaction and continuous improvement

Compatibility with ISO 14000 EMS

Usable by all sectors

Usable by all organizations regardless of size

Being ISO 9000 certified or compliant doesn't mean a good product

Contractor selects QMS of their choice
PMO gives DCMA additional higher level QMS critieria
DCMA performs ISO compliance audits
3rd party certification or registration is NOT required by DoD
Basic Quality Principles...
contain inherent safety and environmental management systems
possess a feedback system
continuously work to eliminate waste
continuously strive for improvement
are process oriented
are prevention based
focus on Customer
Key Characteristics
Key Process Characteristic

Hi "Re-Do" Costs

Replace

Re-Engineer

Repair

Rework

Major environment, safety or health impacts

Situations with high probability of defects occurring, and/or going undetected if they occur

Key Product Characteristic

Consequence of failure is unacceptable

Features determined to be most important to user

Quality is conformance to nominal on all key characteristics
Provide focus for improvement in product
Features whose variability has the greatest impact on fit, performance, or service life
Quality Characteristics
Simplicity of Design
Ease of Disposal
Availability
Maintainability
Reliability
Ease of Use
Safety
Durability
Cost
Performance
Leading Causes of poor Quality
Changing requirements
Design errors
Poor Requirements Analysis
Definitions
Defense Acquisition Guidebook: The quality of products and services is determined by the extent they meet or exceed requirements and satisfy the customer at an affordable cost. Quality is a composite of material attributes, including performance and product/service features and characteristics which satisfy a customer's requriement.
ASQ: The ability of a set of inherent characteristics of a product, system or process to fulfill the requirements of customers and

An absence of defects

ISO 9000: Degree to which a set of inherent characteristics fulfills requirements
ISO 8402: The totaility of characteristics of an entitiy that bear on it's ability to satisfy stated or implied needs
Deming: Reduction of Variability
Juran: Fitnes for use; satisfies a read need
Crosby: Conformance to Requirements

Lesson 4 Continuous Improvement

Six Sigma
C ontrol - standarize processes, capture the gain
I mprove, develop and tryout solutions, evaluate results
A nalyze to identify root causes
M easure the current situation
D efine the project purpose and scope
Analytical Tools
Seven Quality Tools

Cause and Effect

6Ms

Mother Nature

Measurements

Materials

Manpower

Methods

Identifies and explores possible causes of a problem

aka Ishikawa diagram

Control Chart

Shows special cause variation

Shows common cause variation

Determine if process is in control

Histogram

Shows skewness

Shows spread

Shows the 'shape' of distribution

Frequency distribution data analysis

Pareto

Highest and most critical costly defect

80/20 rule

Helps prioritize problems

Vertical bar chart with graph bars in descending order

Run Chart

Checksheet

Detect patterns, shapes, distributions

Gather data based on sample observations

Translates opinions into facts

Logical starting point in solving cycle

Flowchart

Pictoral representation of all steps of a process

Swim lane

Spaghetti chart

SIPOC

Value stream map

Basic Descriptive Statistics

Measures of Dispersion

Standard Deviation

Range

Measures of Central tendency

Mode (the most of the same in a range of #s)

Median (middle point in a range of #s)

Mean (average of the sums)

Cp (Process Capability Chart)
Cp > 1.5, 6 Sixma Quality
Cp >1.33, Process Capable
Cp 1.1-1.33, Process marginally Capable
Cp
Cpk Chart (Process Performance index)
Cpk > or = 1.5, 6 sigma quality
Cpk >1.33, Meeting spec
Cpk 1.0-1.33, marginally meeting specifications
Cpk
4. Decide how to improve the process
3. Determine if process is meeting specs
2. Determine if process is capable
1. Stability, bring processes into stastical control

Lesson 3 LEAN

The House of Lean
Customer satisfaction

Shortest lead time

High quality product

Jidoka (means automation with a human touch)

Poka Yoke (mistake proof, perfection)

Separate work

100% Quality

Visual controls

Just-in-time

Takt time (rate that a completed product needs to be finished in order to meet customer demand)

Pull System

Physical signals are Kanbans

Signals required by customer to 'pull' product

Continuous Flow

Andon (visual stops in production area)

Allows all to know there is a problem

Standarized work (eases flow)

Setup Reduction

Cellular manufacturing

One-piece flow

Heijunka (balanced workload)

Employee Satisfaction

Kaizen

Standardized work (easier for employees to switch)

Learning/Knowledge

Teamwork

Quality of life

Stability

Trained workforce

Commitment to Quality

Stable processes

Mutual trust

Creates continuous flow by pull of customer
What it offers...
Flexibility

Machines

Workers

Quality
Low inventory
Great Variety
Low cost
High volume
Maximize value by eliminating Wastes (7+1)
Creativity
Defects
Over processing
Over-production
Waiting
Motion
Inventory
Transportation
Means right place, right product, at right time

Lesson 2 Integrated Mgmt Planning

Create Production/Manufacturing Plan
Review drawings/designs

6. Create Operations Process chart

feeds milestone and/or Gantt charts

which is used for monitoring production

and adds schedule info

which is also a network diagram

made by combining Route sheets and assy charts

which is a sequencing and precedence diagram

5. Develop Assembly Chart

by exploding final product into elements

Sequence the process

4. Plan the Process

Schedule the work

Sequence processes

Select 'best' process

Evaluate alternatives

Identify Processes

Create Route sheet

Details all steps required to make parts

3. Make or buy decisions

Create Parts List

2. Create Bill of Materials

Structured list of materials which make up final product

1. Understand the product

Review exploded view

Producibility
Minimize

Reduce parts count

Design changes in production

Proprietary items

Tolerances

Special Tooling and test equipment

Critical Material Usage

Procurement/Manufacturing lead time

To Maximize Producibility

Safety in Production

Repeatability and Inspectability

Use proven manufacturing technology

Standardize

Simple design

Early design confirmation

Controlled by the design
WBS
Contract WBS

Level 1 of Contract WBS starts around Level 3 of Program WBS

Includes all elements supplier is responsible for

The final govt approved WBS for reporting

Program WBS

Used by govt to define contract WBS

Used by supplier to develop/extend contract WBS

Entire program and at least 3 levels

Identifies interfaces between supplier and govt
Ref: MIL-HDBK-881
Used by all to assess progress
Framework for controlling finances
Key in tracking costs
Displays/defines products and relationships
Perform 6Ms (cause and effect analysis)
Production Readiness Review
Develop metrics
Review tooling status
Review corrective actions
Evaluate manufacturer's process controls
Evaluate subcontractor mgmt processes
Assess engineering changes and design
Identify problems and opportunities for improvement
Conduct hands on review of production floor to verify
Establish areas of assessment