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Improving Your Bottom Line

Mercy
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Improving Your Bottom Line

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    1. Improving Your Bottom Line Making Kentucky manufacturers more competitive

    3. Competitiveness Challenges Rapidly advancing technology Customer demands – faster, better, cheaper Offshore competition from low wage countries China’s average wages are: 25% of Mexico’s 10% of Hong Kong & Taiwan’s 3% of U.S.’

    4. How Will Firms Compete? It’s all about ... Innovation …Productivity …Speed

    5. 2 Key Tools for Competitiveness Lean Manufacturing / Lean Office Six Sigma

    6. KMAC Mission: Increase the competitiveness of Kentucky manufacturers Private, not-for-profit corporation Statewide operations Industry-driven Board of Directors Kentucky affiliate of the national Manufacturing Extension Partnership (MEP) program

    7. Productivity Improvement Lean Manufacturing / Lean for the Office Facilities Planning & Layout Process Improvement Problem Solving Training Employee Development Team Building & Team Leader Development

    8. Quality Improvement Quality Systems ISO and QS/TS Standards Six Sigma Statistical Process Control Poka-Yoke / Error Proofing

    9. Product Improvement New Product Development Accelerate to Market for Small & Medium Enterprises (ATOM-SME) Value Engineering / Design for Manufacturability

    10. Business Improvement Strategic Planning Meeting Facilitation Performance Measurement Financial Planning

    11. Benefits Expertise Staff of seasoned manufacturing professionals Results Proven track record will all types of industry A national leader among MEP Centers for delivering quantifiable, bottom-line impacts to clients Value Clients realize significant returns on their investments in KMAC services

    12. FY06 Client-Reported Results Increased Sales: $21 Million Retained Sales: $12 Million Annual Cost Savings: $4.8 Million New Investment: $27 Million

    13. Lean Manufacturing Lean Office

    14. What is Lean?

    15. Defining Value-Added Activities

    16. Lean = Eliminating the Wastes

    17. Lean Tools

    18. Value Stream Mapping Visually document current material & information flow Identify non value-added activities Quantify non value-added lead time Create an ideal future state Eliminate wastes & simplify processes Results in development of a Lean Implementation Action Plan Prioritized improvement projects Determines Lean Tools to be applied

    19. 5S System Designed to improve workplace organization and standardization

    20. Visual Workplace Simple signals providing an immediate understanding of a situation or condition Kanban cards Color-coded dies, tools, pallets

    21. Plant Layout

    22. Standardized Work Tasks organized in the best known sequence Most effective combination of: People Materials Methods Machines

    23. Batch Reduction The best batch size is: ONE PIECE FLOW Make One . . . Move One!

    24. Teams More flexible Greater productivity & use of resources Collaborative & cross-functional More creative & innovative

    25. Quality at the Source Quality built Operators inspect Necessary equipment Established standards Process documentation

    26. Point of Use Storage Materials are stored where used Simplifies physical inventory tracking, storage, and handling

    27. Quick Changeover Changing over a process to produce a different product in the most efficient manner

    28. Pull/Kanban Push System Production based on forecasts or schedules Pull/Kanban System Production based on actual demand using Kanbans to signal replenishment

    29. Cellular Flow Linking of manual and machine operations into the most efficient combination of resources Flexible layout Simplify flows Minimize materials handling Make use of people

    30. Total Productive Maintenance Systematic approach to the elimination of equipment downtime as a waste factor Designed to maximize the productivity of equipment for Its entire life

    31. Going Lean Training in Lean tools Using Lean tools in improvement events Kaizen Events Organizational / Cultural changes Move toward team environment Defined problem-solving approach Performance metrics that support Lean

    32. Improvements Achieved with Lean

    33. Six Sigma

    34. Definition of Six Sigma Methodology for disciplined quality improvement

    35. History of Six Sigma Originated at Motorola in the early 1980s Process modified by others Implemented by IBM & Allied Signal Adopted by General Electric in 1995 Broadly deployed By 1998, GE claimed $750 million in net benefits

    36. Goal of Six Sigma Optimize process capability by identifying and minimizing variation Virtual elimination of all defects No more than 3.4 defects per million opportunities (DPMO) 99.9996% acceptable

    37. Cost of Poor Quality Scrap/Rework Materials, labor costs, disposition costs Warranty Costs Customer credits, return/restocking costs, penalties Lost Sales Lost revenues, cost of gaining new customers

    38. Competitive Performance

    39. Benefits of Improved Quality Bottom-line cost savings Greater customer satisfaction Increase in throughput Reduction in waste and rework Improvement in process capability

    40. Six Sigma Core Philosophies Values defect-prevention over defect-detection Emphasizes reducing variation in processes Tackles root causes of poor performance Is customer-focused by driving improvement in areas most important to your customers

    41. Six Sigma Characteristics Defined, problem-solving approach Data-driven Project-based Commitment and support from the top level

    42. Problem-Solving Approach Uses a defined approach (DMAIC) Define the project Measure the baseline process capability Analyze when, where and how often defects occur Improve process capability to reach a Six Sigma level Control the process to maintain the gain

    43. Data-Driven Based on data rather than perception Uses statistical tools during the DMAIC process Calls for training in “statistical thinking” for many; advanced statistics and project management for some

    44. Project-Based Project selection is critical Should advance organization’s strategic initiatives Have impact on a Critical to Quality (CTQ) characteristic Should have bottom-line financial impact Begin and end with performance measure

    45. Top Level Leadership Requires leadership, commitment and active support from top level management Leaders should use Six Sigma to drive strategic improvement Six Sigma projects should support strategic goals

    46. Six Sigma – The Players The Champion Black Belt Green Belt Quality Process Analyst

    47. KMAC’s Approach to Six Sigma Developed specifically for small- and mid-sized manufacturers Affordable Flexible Focuses on implementation of Six Sigma not just training Emphasizes bottom-line results

    48. Two Part Approach On-Site Deployment Planning & Mentoring Helps the company gain the most benefit from implementing Six Sigma Online Six Sigma Training Provides an affordable way to train Black Belts, Green Belts, and Quality Process Analysts

    49. Lean and Six Sigma Two powerful tools to help a company improve: Quality Productivity Bottom-line results

    50. Lean & Six Sigma Together Use Lean to: Reduce or eliminate non-value-added activities Use Six Sigma to: Improve value-added activities Solve complex problems uncovered by Lean or those requiring advanced analysis

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