Top Banner

Click here to load reader

1 Prof. Indrajit Mukherjee, School of Management, IIT Bombay

Jan 19, 2016

ReportDownload

Documents

Slide 1

1Prof. Indrajit Mukherjee, School of Management, IIT Bombay

2Prof. Indrajit Mukherjee, School of Management, IIT Bombay

Process Chart Symbols

Operations

Inspection

Transportation

Delay

Storage3Prof. Indrajit Mukherjee, School of Management, IIT Bombay

What value isAdded by:AcknowledgmentsSortingStoringTransactionsInvoicesReworkLoading / UnloadingReceiving ReportRepackagingReturns to SuppliersScrapInspectingExpediting(due to internal problems)MovingCounting4Prof. Indrajit Mukherjee, School of Management, IIT Bombay

Lean Manufacturingis a manufacturing philosophy which shortens the time line between the customer order and the product shipment by identifying and eliminating waste.CustomerOrderCustomerOrderProduct ShipmentProduct Shipment

Business as UsualWasteLean ManufacturingWasteTime (Shorter)

Time5Prof. Indrajit Mukherjee, School of Management, IIT Bombay

Introduction to Value Stream MappingDefinition of Value Stream

A Value Stream includes all elements (both value added and non-value added) that occur to a given product from its inception through delivery to the customer.RequirementsDesignRaw MaterialsParts Manufacturing

Assembly PlantsDistributionCustomer

6Prof. Indrajit Mukherjee, School of Management, IIT Bombay

Introduction to Value Stream MappingDefinition of Value Stream

Typically we examine the value stream from raw materials to finished goods within a plant.VALUE STREAMPROCESSPROCESSPROCESSStampingWeldingAssemblyCellRaw MaterialFinished ProductIt is also possible to map business processes using Value Stream Mapping.

7Prof. Indrajit Mukherjee, School of Management, IIT Bombay

Value Stream Mapping Symbols8Prof. Indrajit Mukherjee, School of Management, IIT Bombay

Current State MapSupermarketWithdrawal KanbanProduction KanbanKanban PathKanban arrivingin batchesPhysical Pull LevelingKanban PostProcess KaizenFirst-In First-Out Flow9Prof. Indrajit Mukherjee, School of Management, IIT Bombay

( some) Value Stream Mapping SymbolsProcess Box - Area where Value is added to Product

Functional Group - Processes Information but adds no Value to ProductTransportation - Indicates shipment of Product to/from external facilityFactory - a Customer or Vendor facilityInventory - Product that is not being worked on10Prof. Indrajit Mukherjee, School of Management, IIT Bombay

How to calculate Total Lead Time &Processing Time300 pieces100 piecesSCRIBEC/T = 8 minC/O = 20 minBatch = 100 pcs.Cycle TimeChangeover TimeBased on a customer demand of 100 parts/day3 days1 day8 min.11Prof. Indrajit Mukherjee, School of Management, IIT Bombay

Most basic tool of lean management

Easy to create

A Visual Representation of material & information flow

Easy for everyone to understand

Key to sustainable progress Through a

current-state becomes future state

management cycleStream Map

12Prof. Indrajit Mukherjee, School of Management, IIT Bombay

Pareto chart13Prof. Indrajit Mukherjee, School of Management, IIT Bombay

Cause & Effect: Tool for Root Cause AnalysisMaterials

ProblemMachineryMethod

Manpower14Prof. Indrajit Mukherjee, School of Management, IIT Bombay

EnvironmentAnalytical Tools for Continuous Improvement: Cause &Effect or Ishikawa or Fish Bone DiagramMachineManMeasurement

MethodMaterialEffectPotential causes:The resultsor effect5th MIshikawa

15Prof. Indrajit Mukherjee, School of Management, IIT Bombay

InaccurateSubmission ofBilling to ClientSpineEffect Box16Prof. Indrajit Mukherjee, School of Management, IIT Bombay

Submission of Credit Card Billing to ClientReceive update/information of newly issued billingsLocate included clients file foldersFile foldersFind and update clients billing statementsLocate included clients Buyers Information SheetBuyers Information SheetCall /inform each client on update Send Billing Statements17Prof. Indrajit Mukherjee, School of Management, IIT Bombay

ManInaccurateSubmission ofBilling to ClientMethodMaterials MachineryMain Causes18Prof. Indrajit Mukherjee, School of Management, IIT Bombay

ManInaccurateSubmission ofBilling to ClientMethodsMaterials MachineryPeople fail to informclient thru call/e-mailErroneous sorting ofbilling statementsIgnoranceInvalid list of updates Unreliable email systemErroneous Information In Buyers Information SheetNo file for record of billing statements In clients foldersPhone line disconnected19Prof. Indrajit Mukherjee, School of Management, IIT Bombay

ManInaccurateSubmission ofBilling to ClientMethodMaterials MachineryMixed updataInaccuracyinsortingdataManual fileorganizationInvalidlist ofupdatesErroneoussortingof billingstatementsInaccuracyIn sortingdataMixedup dataManual fileorganizationIgnorancePoortrainingWrong phone number/e-mail informationInaccuracy insorting dataManual theorganizationErroneous infoin BISPeople fail to informclient thrucall/e-mailIgnoranceNo trainingSkipping payingmonthly billsPoortrainingPhone linedisconnectedNomoneyErroneous info in BISInaccuracy In Sorting dataUnreliableemail systemManual file systemInaccuracy in sortingAnd giving mailMixedup dataManual fileorganizationManual fileorganizationMixed up dataInaccuracy In Sorting dataAssorted recordsof billingstatementsin clients folders20Prof. Indrajit Mukherjee, School of Management, IIT Bombay

Cause-and-Effect DiagramMeasurement Materials MethodsMenMachine Environment/ Nature YPotential XsResponse Variable

21Prof. Indrajit Mukherjee, School of Management, IIT Bombay

LatheCause and Effect Diagram ExampleManpowerToo many defectsMethodMachineryMaterialsDrillTiredOver TimeOldSlowSteelWood22Prof. Indrajit Mukherjee, School of Management, IIT Bombay

MethodsMaterials MachinesPersonnelMeasurementDefects ontanksWorn toolToo muchplaySurfacefinishWrongtoolPaint sprayspeedAmbient temperature too highDustPaint flowratePrimertypePrimer viscosityDefective fromsupplierDamaged in handlingPaint viscosityWrong worksequencePlanningMaterialshandlingIncorrectspecificationsFaultygaugeInspectors dontUnderstandspecificationPoorattitudeInsufficienttrainingInadequatesupervisionNew M23Prof. Indrajit Mukherjee, School of Management, IIT Bombay

Intangible dominantService QualityService Product Continuum (Shostack, 1977)

ConsumerdurablesAutomobile SparesFast foodAirlineConsultingTeachingFMCGTangible dominantHealth Care24Prof. Indrajit Mukherjee, School of Management, IIT Bombay

ServiceDeliveryService QualityService ProductTangible productServicescape25Prof. Indrajit Mukherjee, School of Management, IIT Bombay

ReliabilityResponsivenessAssuranceEmpathyTangiblesComparison with Volvo DealerWeighted scoreImprovement difficulty rankTrainingAttitudeCapacityInformationEquipment97246255597869332Service ElementsRelativeImportanceCustomer ExpectationsRelationshipsStrongMediumWeakCustomer perceptionsO Village Volvo+ Volvo Dealer127 82 63 102 654 5 1 3 2+

-oooooooooo1 2 3 4 5+++++House of Quality in Service***26Prof. Indrajit Mukherjee, School of Management, IIT Bombay

DelightSatisfactionDissatisfactionAngerDisgust Service QualityService QualityExpected ServiceGap in Service QualityActual/perceived Service+-27Prof. Indrajit Mukherjee, School of Management, IIT Bombay

ServiceDeliveryServiceStandardsManagementPerceptionsof CustomerExpectationsCustomerExpectationsCustomerPerceptionsManaging theEvidenceConformanceService DesignUnderstandingthe CustomerCustomer SatisfactionCustomer /Marketing ResearchConformanceGAP 3DesignGAP2CommunicationGAP4GAP1GAP5Service Quality Gap Model28Prof. Indrajit Mukherjee, School of Management, IIT Bombay

Desired serviceService ExpectationWhat service can be, should beCustomer willaccept variabilityMinimum tolerableexpectationAdequate ServiceZone of ToleranceExpectation Level29Prof. Indrajit Mukherjee, School of Management, IIT Bombay

Now Control for Quality can be exercised overAre right processes operating?RAWMATERIALS

Are raw Materials okay?FINISHED GOODS

Are the goods okay to be sent to the customers?PROCESSWhat is Control?You are on a Boat..30Prof. Indrajit Mukherjee, School of Management, IIT Bombay

INPUTSPROCESSOUTPUTSMaterialsManMethodsMeasurementInstrumentsMachinesEnvironmentHumanInspectionPerformance31Prof. Indrajit Mukherjee, School of Management, IIT Bombay

Data Collection and Statistical Analysis for Quality ImprovementData CollectionDescriptive measuresStatistical inferenceOrganization andPresentationPredictive StatisticsStatistical methodologySPCRegression analysisCorrelation analysisFrequency distributionsHistogramsCentraltendencyDispersionHypothesis testingExperimentaldesignAnalysisOf variance32Prof. Indrajit Mukherjee, School of Management, IIT Bombay

33Prof. Indrajit Mukherjee, School of Management, IIT Bombay

Percent of applicationAcceptancesamplingProcess controlDesign ofexperimentsTime010034Prof. Indrajit Mukherjee, School of Management, IIT Bombay

Upper specification limitProcess mean,Lowerspecification limitDesign ofexperimentsAcceptancesamplingStatisticalProcess control35Prof. Indrajit Mukherjee, School of Management, IIT Bombay

Analogy to Traffic SignalStopInvestigate/AdjustWait and WatchGoNo action on process36Prof. Indrajit Mukherjee, School of Management, IIT Bombay

47 48 49 50 51 52 53 5437Prof. Indrajit Mukherjee, School of Management, IIT Bombay

38Prof. Indrajit Mukherjee, School of Management, IIT Bombay

Process withmean at lessthan targetProcess withmean at targetProcess withmean

Welcome message from author
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.