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Lead time reduction

Six Sigma – iSixSigma Forums Old Forums General Lead time reduction

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  • #46600

    Andrews
    Participant

    I have been the project of reducing the lead time for one of the parts manufactured by us. This part consists of two parts
    a) Nut and
    b) Plate.
    The plate has the following processes
    a) Pressing
    b) Surface coating
    Nut has
    a) Machining
    b) Countersinking , drilling and tapping
    c) Surfcae coating
    These are then assembled together.
    What approach should I take to attack this problem
     
     

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    #154303

    OLD
    Participant

    Andrews:
     
    Cycle time reduction is probably more accurate assuming you are not buying the components from a supplier…
     
    Start by identifying the steps in the current process (for each part). Calculate the length of your current cycle time. Include actual machining time, set-up time, and any other time sensitive activities. Identify steps/actions that add no value to the functionality of the part. Begin to eliminate as many non-value added steps as you can.
     
    Once the easy things have been addressed look at the possibility of steps being combined/done at the same time? Also, is there a way that the functionality of each piece be incorporated into one piece (to take the place of the original two)?
     
    Many ways to approach but hopefully this gives you a start.
     Good Luck! OLD

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    #154308

    lukasls
    Participant

    I suggest Mike Rother, John Shook ‘Learning to see’.
    Map the process accordingly, define value-added and non-value added processes, inventory, etc…eliminate as much from non-value and Work in Process (invetory) as possible, than your leadtime will decrease. Of course it all starts from the customer and his orders :)
    regards
    Luke

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    #154309

    Adam L Bowden
    Participant

    Andrews,
    As Lukasls states – Learning to see is a really good start.  I’d also look to pull together a spaghetti chart for distances, layout/logistics.
    You really need to get a clear objective from Leadership – i.e 50% leadtime reduction etc etc.  Once you have the political leverage behind you then you can start creating a Lean Strategy and Quality improvement roadmap.
    You need to have ther political and soft skills stuff sorted out ASAP before driving in place change or else your project may become a “one hit wonder”.
    Regards,
    Adam
    Give me a call if you want to chat off line 720 938 0321c

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    #154325

    jberillajr
    Participant

    Not sure if this is above your paygrade or not, but in addition to the earlier advice regarding value stream mapping events (which I agree with), you might want to first ask: 
     Why?
    Is there a project charter?  What does it say about the problem, its impact on the business, and what success is going to look like?  How does the process cycle time compare to others in terms of its ability to meet takt time? If we improve it, does it help the business? How? Is there a clearly defined business case or desired return for the project?  What is the project budget, timeline, scope?
    There may be better opportunities for your efforts.  Use the VSM events stated previously but only after you have a really good VSM-PMAP and Project Charter.  You could easily spend time and resources trying to improve something that wasnt an organizational priority (ie operating below takt time) or set up to fail (ie poorly chartered, no business case, no project sponsor, poor team participation, excessive scope, minimal resources, etc).
    Good luck and remember.  If your improvement projects are coming from personnel who are not trained (sigama, lean, etc) then your first efforts are to work with them on how to properly design the project to be successful….this usually means how to properly charter the thing.
    Definitions for all terms herein are in the ¨Dictionary¨ here on this site if you need them.  Good luck.

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    #154332

    Adam L Bowden
    Participant

    Hey John,
    That was an “interesting opening comment”  :-(
    Did you ever get into a MBB program – give a call to chat – it’s been a while.
    Best regards,
    Adam

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    #154378

    jberillajr
    Participant

    Hey Adam!
    How the heck are ya? I am in Colombia, SA right now doing some volunteer work, so calling is a tad difficult…how ya been? Oh, and no on the MBB thing….maybe one day..dont know if sigma is going to be my future, but i tell ya, it is hard to shake off…i am using it and lean to good effects down here….And my opening comment, was it harsh? I certainly didnt mean for it to sound that way…..:)

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    #154380

    jberillajr
    Participant

    Hey Adam!How the heck are ya? I am in Cali, Colombia, SA right now doing some volunteer work, so calling is a tad difficult…how ya been? Oh, and no on the MBB thing….maybe one day..dont know if sigma is going to be my future, but i tell ya, it is hard to shake off…i am using it and lean to good effects down here….And my opening comment, was it harsh? I certainly didnt mean for it to sound that way…..:) Only that those questions are answered by your superiors sometimes…..Hope all is well my friend….you can always email me direct at [email protected]…..:) Great hearing from you!

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    #154538

    Sonu
    Member

    Thanks for your response
    Sorry for the delayed response.
    All operations except 1st operation machining of nut is done at supplier end.
    If this scenario how will we attack this problem.
    Thanks

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    #154595

    OLD
    Participant

    Andrews:
     
    Does your supplier know your expectations for delivery/lead time? You may want to start by meeting with them to explain what it is you expect. Most suppliers will value your business and will try to work with you improve the situation. Some questions you may what to start thinking about:

    Does your company complete the first operation and get the components to the supplier in a timely manner?
    Does your supplier routinely miss dates? Is there a problem with capacity issues and workload within their facility?
    Does your supplier hit their dates but take too long per your expectations?
    Does your supplier know your usage? Forecast? Production rate?
    Are there unique circumstances that complicate the supplier’s ability to get the parts to you? Distance, shipping issues, etc.
    Are the types of operations performed on your parts within your supplier’s area of expertise?
    You and your supplier might benefit from flowing the operations out on paper to see where the time is being spent. Is it in getting the paperwork started? Set-up? Cycle time? Sitting in machine que? Other? Work with the supplier to improve each. Give the supplier the opportunity to know/meet your expectations. If they are not interested (or not capable) in meeting your needs, look for another supplier.
     Good Luck! OLD

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