[Chen]

Hi Hans ,
Thank you for your reaction.Please post the stuff at [email protected] the way je suis néerlandais.
Thanx in advance,
Bernard
 

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[Chen]

Goodmorning Hans,
Is it possible to mail me a copy of the Kanban game.We are on our way to implement Kanban.Maybe this simulatian can take away scepsis by some people.
Thanx in advance,
Bernard
PS Hans seems a Dutch name to me. Where are you from?
 

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[Chen]

Andy, This is very much appreciated. I’ll get in touch with them. Bernard

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[Chen]

Andy, This is very much appreciated. I’ll get in touch with them. Bernard

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[Chen]

Hi Lianne,
Of course will I share info, but please give me some info about your project. Kind of products, machine, bottlenecks, goal ect.
Best regards,
Bernard ([email protected])
 

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[Chen]

Hi SB
I use a rule of thumb to have at least 25 data point to make an estimation about the kind of distribution. Think this work wel for correlation and regression.
Bernard
 

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[Chen]

Hi Hero,
OK so far.Need some more detailed info to solve the problem.- kind of operation per station- personel per station- ect.If you want, you can mail me a flowchart, floorplan ect. to [email protected]
 

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[Chen]

Hi Hero,
Alway’s nice to solve this kind of puzzles!
Please answer the following question before I start:
Did I understand that:- for stations 1-3 and 5-9 the average operation time is 90 sec. per station?- for station 4 it’s 204 sec?- when you have an “one piece flow”, and when station 4 was also 90 sec., your takt time will be 90 sec, in other words every 90 sec. a product is leaving the line?- Station 4 is disturbing everything with his opeation time of 204 sec., takt time is now 204 sec per part? Operators of station 1-3 can go home early while stations 5-9 has a lot of idle?- You want to take station 4 out of the line as an independent station?- You have to produce 40 pcs A per day? No other products on this line?- Other products on station 4 after you made it independent?
Best regards,
Bernard
 

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[Chen]

I count  M’s:Man (operators, workforce)MaterialMethodMachineMother NatureMeasurementManagement (can have big influence, has to support quality initiatives)!!!
I agree with you. More M’s give a clearer picture.
Hope someone can come up with more M’s.
Bernard

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[Chen]

Hi Vidya,
Take a look at http://hal.lamar.edu/~ie_dept/underdown/Work_Design/INEN_3380.htm
Let me know if it is helpfull
Bernard
 

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[Chen]

Peter,
Are you familiar with the Kaizen 5S concept?
Your team can create an Audit Form and use the periodical outcome as your metric.Mail me if you need some support.
Bernard
 

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[Chen]

Dear colleague belt,
Very interested!!
Please send your studies to [email protected]
Best regards,
Bernard (BB from the Netherlands)
 

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[Chen]

Hi Pepe,
Thank you for responding.When it’s indeed 98% we can live with that.Has it to do with paralel or serial flows, just as with currency?
Is it possible to explain to me why the chance to make an end assembly is 98% and not less?I will be grateful when you could explain it to me.
Best regards,
Bernard
 

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[Chen]

Hi Andy and Peppe,
Thanx for your replies.
Maybe I have to formulate things in an other way:
300 types end assemblies .Each type end assembly consist of a different combination of 40 parts out of a pool of 500 part numbers.Per part number is the chance that it is available 98%.So, what is the chance that I can assemble a random chosen end assembly.
Thanx again,
Bernard
 

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[Chen]

Hi Andy,
stddev is related to the part usage in the end assemblies over the last year.For examp.:
week 1         45 partsweek 2        200 partsweek 3         20 partsect.stddev = 98assume MCT = 2 weeksSafety stock = 98 x 2 x  2^0.7 = 318With this 318 parts safety stock you make sure that for 98% (+/- 2 sdtdev under the normal curve) parts are available.
The factor 0.7 is an empirical value and has to do with the reliability of the supplier (0.7 = standard, = wors) an thus indirect with the yield you mentioned.
With best regards,
 
Bernard
 

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[Chen]

Hi Andy,
stddev is related to the part usage in the end assemblies over the last year .
For examp:
week 1   

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[Chen]

Hi Andy,
stddev is related to the part usage in the end assemblies over the last year .
For examp:
week 1  

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[Chen]

Hi Andy,
Safety stock is calculated as follow:
Sdtdev (historcal orders) * service level * (manuf. cycle time)^0.7
So, a service level of  2 wil give an availability of 98%But what happens when I have 40 parts in my assembly?
45% chance that I can assemble my finished good??
Best regards,Bernard
 

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[Chen]

Hi Stevo,
Who said Jessica is female?All those guys are just offering help.
Greetz,
Bernard
 

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[Chen]

Hi Jessica,
I think the the big Y is your cycle time an de X’s are the knobs you can turn to decrease you Y:
– work in progress (queue)- process (machine) failures- non value added oprerations in your process- first pass yield (do the tings right the first times)- amount of process steps- ect.
Very curious about your process and the project your doing.
With best regards,
Bernard ([email protected])
 
 

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[Chen]

Thanks Adam,
Waste in design is a good hint!!
We have already made the statistics (that’s why we start the project).Here some rough data:- tubes (end parts, scrap..) – 10% = 273T- chips (steel/cast iron) – 50% = 1240T- sheet metal (stamping waste) – 44% = 237T
Total amount of waste = 1750T = 1.300.000 euro/yr
With best regards,
Bernard
 

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[Chen]

Hi Ramesh,
We are dealing with the same problems.
Please give me more info about the products, processes and the kind of mistakes and I can probably help you.
With best regards,
Bernard (bsch[email protected])
 

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[Chen]

Hi Mia,
Thanks you for your respone. It’s clear and I’m rather familiar with the concepts. The difficulty is the priority in our organisation to cut manpower while the leanprinciples assume a certain “fixed”‘ capacity whitin you produce as economic as possible and whereas the supply of parts is guaranteed. Did I understand it?
You are right that there are maybe more costs involved  with stocking, but the 15% is a given thing at our company.
Maybe you can help me somewhat further?
If you want direct contact or look at my data here’s my e-mail adress:
[email protected]
 
With best regards,
Bernard
 
 

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[Chen]

Mike,
Is it possible to send me a sketch of your problem?
I’m always interested in this kind of problems.
 
Bernard
[email protected]
 

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[Chen]

Hi,
I think that you try confuse us by your description.
Probability boy/girl is always 50/50!!
Her I have another one:
When you turn left with your car, wich tire has the lowest rotation speed?
succes,
 
Bernard
 

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[Chen]

Bob,
Please tell me what is the background that you will set up a metric for paint failures. Are there problems with your paint process?
What kind of process do you use?
 
with regards,
 
Bernard
 
 

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[Chen]

Dear Miguel,
I would be very pleased if you could mail me a presentation or information about your projects.
 
With best regards,
 
Bernard
[email protected]
 

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[Chen]

Hi CDM,
Can you give me the name of your used tools?(or better a copy)
With best regards,
Bernard
 
 

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[Chen]

Hi everybody in this forum,
Hi,
 
Interested how your project is going on.
With our stamping project we are now in the improvement phase and listed the following main improvement areas:
 
–          set-up time reduction (goal $25.000 annual reduction)
–          reduction of outsourcing (goal $60.000 annual reduction)
–          reduction of scrap (goal $20.000 annual reduction)
–          reduction of die repairs (goal $40.000 annual reduction)
–          workflow improvement, increased batch sizes……ect…………
 
I’m looking forward to hear from you so that we can share our ideas.
 
With best regards,
 
Bernard
 

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[Chen]

Hi Shaun,
I did a lot of RTS projects on turning lathes, automatic welding machines, metal presses etc. but have no experience with electronic stuff.
Do you have any education and /or experience in the VBSS/Lean Production field? Please tell me, and send me copies of your define phase an MSA. I’m always willing to work together (to be honnest for my own learning).
Looking forward to hear from you,
 
Bernard ([email protected])
 
 
 

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[Chen]

Hi Tom,
When you give me your email adress I send you a list of projects we can share.
Greetz,
Bernard
[email protected]
 
 

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[Chen]

Hugo,
My opinion is that all the tips our colleagues gave are very helpfull, specially the first posting of heebeeggee….
We make in the define stage of projects, with the team members, a risk analyses. We brainstorm factors that can hamper or slowdown the project. Some examples of factors are:
– long absence of teammembers- no acceptation on the workfloor- chance of priority- fire fighting- reliability of data- support of other departments- communication- confusion with other projects (blurred savings)
Next steps are:
– rank the factors- brainstorm solutions to decrease the risks for the factors- choose teammembers to take action on the solutions (the responsible)- define the “accountable” managers for introducing the solutions- put everything (incl. respons of the accountables) in a planning sheet (“living” document, ongoing the project you can add new risks) and determine on a regular base if the risks decrease.
I wish you a lot of suces with your next projects,
Bernard
 

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[Chen]

Fred,
Perhaps Sopheons Accolade is something for you. The page I found looks interesting to me (http://www.productdevelopmentprocess.com/accolade.htm
 
It looks like it capture the whole traject from project portfolio, online dashboards to project status.
Best regards,
 
Bernard
 

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[Chen]

My current project is to lower the costs of our metal stamping department (RTS, line concepts, pull systems………..).
Maybe can we share information about our projects.
 
Bernard
 

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[Chen]

Chad,
When you give me your email adress, I send you a best practice powerpoint presentation abou the subject.
with best regards,
 
Bernard ([email protected])
 

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[Chen]

Hello,
Want to help you with the “high mixed/low volume” item, but what do you main with the term SMT?
with regard,
Bernard
 

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[Chen]

Linda,
I can advise you to read “Leadership dilemmas- GRID solutions” by Blake & McCance (IBSN 0-87201-488-6)For sure, the 9,9 leader will do the best job!!
succes,
 
Bernard
 
 
 

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[Chen]

Bono,
Can you be more specific on the occurring event. Maybe I can give some tips.
with best regards,
 
Bernard
 
 

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[Chen]

Toh,
Stock can be devided in 3 sections:- amount of parts corresponding to the supplier lead time.- amount of parts corresponding to your order frequenty.- safety stock to compensate variation.
1. Make a test for normallity for the part numbers. If the distribution is not normal skip the parts for forecasting.
2. For the remaining parts make a time serie chart and use the increase (or decrease of the trend line) as a factor.
3. Calculate average(X) and standard deviation (S) for the parts.
4. Investigate the Supplier Lead Time for the parts (order generation + production time supplier + transport + receive + inspection) and determine the correponding amount of parts consumed within this time multiplied with your trend factor
5. Do the same for your Order Frequentie (the frequenty that a specific part is ordered).
6. Calculate Safety Stock.(standard deviation of the part) x (service level) x (supplier lead time)^0.7Set service level at 2 (generally accepted in industry)
ex.: S= 75 parts, SLT = 5 days:75 x 2 x 5^0.7 = 462 parts.
with best regards,
Bernard
 
 

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[Chen]

Hi Tom,
It’s maybe an open door, but you can save a lot of money by planning your travels a long time in advance. For example periodic visits to customers. suppliers etc.An analysis of the kind of visit (travel) worked out very well for us in a short term “lean project”.With more in advanced planning you can claim lower ticket prizes, hotel costs ect.
Succes,
 
Bernard
 

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[Chen]

Hi everyone,I’m not agree with the role definition of HR in Six Sigma. I think each agent has to be a change agent not only a statitics specialist. Each project could be a big improvement in a company but if you don’t have the buyin of the employees impacted, your project can be a failure! That’s why the change management is very important in the Six Sigma project.Some improvement has to be done in HR, where the concept of customer is very important (employees).
Some processes like hire, transfers, termination (administrative)… as to be review for the most companies.

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[Chen]

Bonjour,

I’m now at Montreal, but I come from France…
I’m black belt.
I can help you in some items to discuss if you want, with the North america flavour but in a french point of view.

Let me know.

Je parle aussi français

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[Chen]

Hi Rajesh,

First of all my experience in 6Sixgma is at his beginning…but I try to share my knowledge…with other people whom can sahre their knowledge as well.
I have 2 projects running at the same time, one about employee’s termination(improve the process, reduce the time cycle…) and the other one is about the time & attendance. I still in 6sixgma training…and it’s during this training I found lot of tools and sharing experiences. Regarding the HR somme projects are on going, hiring process (recruitment project closed), organisation chart, ….

In response to your question abour case studies marketing, sales…..I might find some information, let me know what kind information do you need.

Regards

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[Chen]

Hi Gary,

I’d like to know more about the guy working for aerospace company…..because I work for an aerospace company in Quebec.

Thank you

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[Chen]

Hi Darron,

First of all, I think you should explain what is Six Sigma to your company. To summarize explain that the savings are not only in $$$ but in improvement of customer satisfaction (that will become savings).
I’m working in the project T&A, I’m in the define phase and we don’t really assess the savings yet, but we have an idea of it, it will be around 500,00 $CDN per year. I’m working also in the project “Employee termination process”, the savings will be only 150,000$CDN per year, but we going to improve the process and the customer satisfaction the payroll’s image will be improved. You know, I’d like to say “one saving is a saving” the savings are like the drip in the ocean, you need little drips to have big ocean….

Try to communicate what Six Sigma is.

Sorry for my poor english….have nice day

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[Chen]

The best area to be improved is the front end in HR, I’m working as Six Sigma Agent for payroll.
i.e. the process of Time & attendance : BIG SAVINGS
Talk with the empooyees in each department (HR, payroll, benefits, T&A).

I’m interested to share experiences also.

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[Author]

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