AUTHOR'S GUIDE:
Increasing the Output of OptiLife Mask Production through Design
for Lean Six SigmaAce Mark O. Angeles and Marcial M. Dotollo
Jr.
College of EngineeringDepartment of Industrial Engineering and
Operations ResearchUniversity of the PhilippinesDiliman, Quezon
City
1Abstract
This paper presents a project which was conducted in RCM
Manufacturing Inc. in Carmelray Industrial Park-I, Canlubang,
Calamba City, Laguna. The project is about the off-targets on the
production output of OptiLife Mask and Headgear, P, S, M, L Pillows
DOM (P/N: 1036800), one of the OptiLife mask products of RCM.
The problem solving-approach called DMAIC that stands for
Define, Measure, Analyze, Improve, and Control is used by Six Sigma
teams in improving an organizations operational performance was
utilized in this project. With the use of the procedure, an
increase of 28.57% on the production capacity and a decrease of
21.14% on direct labor cost of the mask product are generated.
1.0 Introduction
The team conducted a six sigma study at RCM Manufacturing Inc.
They focused their project on the OptiLife mask product line of the
company.
Company Background
Respironics is a leader in innovative solutions for the global
sleep and respiratory markets. Founded in 1976 in Southwestern
Pennsylvania, and now it is in more than 130 countries.
In addition to leadership roles in its core markets of sleep and
respiratory, Respironics is aggressive in its cultivation of
promising market opportunities.
RCM Manufacturing, Inc. is a subsidiary of Respironics HK Ltd.
since June 1996, which transferred from Subic Bay Freeport Zone to
Carmelray Industrial Park 1 in Canlubang, Calamba City, Laguna last
July 10, 2006 due to company expansion and to meet the requirements
of the new product transfers from Respironics US.
Product Overview
OptiLife (see Figure 2) is one of the nasal pillow mask products
of Respironics. It is designed to be easier to use with features
that make life easier for patients, sleep professionals and
providers alike.
GIZPEZA ZoneFacilitiesBASF Chemical FujitsuComputer Products of
the Phils.Asian Transmission CorporationFUJIElectric Phils.Inc.
Suzuki Phils. IncPricon Microelectronics Dual TechTraining Center
FEDCOPaper Co.ACP Test Comp.Concepcion Carrier Air
ConditionENGTEKPrecisionShindengen Phils.Centralized Waste Water
Treatment PlanYumexPhilippinesAutoComponentLBL Industry
Inc.Canlubang SpinningMills Inc.APCGOTOH CARMELRAY Admin.
BuildingRCM Manufacturing Inc.Ground Floor:4880 m2
Mezzan.Floor:1106 m2Main Entrance of CARMELRAY 1
(a)
(b)
Figure 1. (a) The Carmelray Industrial Park I site plan showing
the location of RCM plant; and (b) the building of RCM
manufacturing plant.
Designed to fit a patients lifeOptiLife features a unique
headgear design and a chin support band that allows it to be easily
put on and adjusted with little effort and no buckles. In fact,
OptiLife is so easy-to-use that the mask can be put into place with
one hand. Plus, OptiLife is easy-to-clean and maintain, and it is
durable enough to stand up to the real-world demands of daily
use.Designed to fit the life of the sleep lab professionalOptiLife
is an ideal mask for introducing new patients to sleep therapy. It
is also easy to clean, assemble and seal patients quickly during
titration. OptiLife better accommodates side sleepers.
Designed to fit the life of the homecare providerRespironics
gave OptiLife the features to enhance compliance and acceptance by
the patients. Its robust seal, comfortable cushion, buckleless
headgear, wide range of sizes and quiet design help patients stay
compliant with their therapy. All of which helps in managing the
patients and business more effectively.
Figure 2. The OptiLife mask and some of its main features.
2.0 Methodology
The problem-solving approach called DMAIC that stands for
Define, Measure, Analyze, Improve, and Control is a five-stage
process; and, is the regular Six Sigma process improvement
strategy. This approach is used in improving the
assembly-production process of OptiLife mask of RCM. Its five
phases are presented below.
2.1 Define Phase2.1.1 Problem Statement
One of the product lines of RCM is the OptiLife Mask as what has
shown and featured before. This mask is a family of many varieties
which are being produced by the assembly section of RCM. Of those
varieties is the OptiLife Mask and Headgear, P, S, M, L Pillows DOM
(P/N: 1036800) with which the Six Sigma team decided to focus on.
The team decided to focus on this particular product because it is
the most in-demand on the OptiLife Mask family. The Pareto chart in
Figure 3 shows that 67.2% of the purchase order for OptiLife masks
family accounts for this product. Table 1 shows the product
varieties of OptiLife and the demand quantity of each variety for
January 2008 to May 2008.
Table 1. OptiLife Mask product varieties and its demand
quantities for the period of January 2008 to May 2008.
Part NumberProduct NameDemand Quantity (in pieces)
1036800OPTILIFE MASK AND HEADGEAR, P,S,M,L PILLOWS -
DOM.91,780
1036804OPTILIFE MASK ONLY, P, S, M, L PILLOWS - DOM.1,660
1036818OPTI LIFE MASK S/A AND HEADGEAR, NO CUSHION DOM380
1036819OPTI LIFE MASK S/A AND NO HEADGEAR, NO CUSHION
DOM3,280
1036820OPTILIFE MASK AND HEADGEAR, LAB-ONLY14,824
1036821OPTILIFE MASK AND HEADGEAR, LAUNCH KIT DOM0
1036822OPTILIFE MASK AND HEADGEAR, P, S, M, L PILLOWS
JAP2,440
1036826OPTILIFE MASK ONLY, P,S, M, L PILLOWS JAP20
1036830OPTILIFE MASK S/A & HEADGEAR, NO CUSHION JAP20
1036831OPTILIFE MASK S/A & NO HEADGEAR, NO CUSHION -
JAP20
1036832OPTILIFE MASK AND HEADGEAR, P, S, M, L PILLOWS -
INT'L.21,180
1036836OPTILIFE MASK S/A AND HEADGEAR, NO CUSHION -
INT'L.120
1036837OPTILIFE MASK S/A & NO HEADGEAR, NO CUSHION -
INT'L.340
Figure 3. The Pareto chart shows that OptiLife Mask and
Headgear, P, S, M, L Pillows DOM (P/N: 1036800) is the most
in-demand product in the OptiLife Mask family.
The assembly section of RCM targets an output of 40 units per
man-hour (UPMH) for OptiLife Mask and Headgear, P, S, M, L Pillows
DOM; however, they are often off-target in meeting this output
rate. They are currently producing an average of 25 UPMH. Table 2
shows extracted data from the production reports on P/N 1036800
OptiLife Mask of RCM. Data on UPMH was computed by dividing the
output into five assembly operators.
Table 2. Production report regarding the output on P/N 1036800
from January 2008 to May 2008.
DateUPMHDateUPMH
3-Jan-08317-Feb-0832
4-Jan-08288-Feb-0831
5-Jan-08309-Feb-0830
7-Jan-083011-Feb-0828
8-Jan-083012-Feb-0831
9-Jan-083313-Feb-0826
11-Jan-083318-Feb-0831
13-Jan-083119-Feb-0812
14-Jan-083020-Feb-0820
15-Jan-08177-Mar-0828
16-Jan-08308-Mar-0820
22-Jan-082511-Mar-0811
23-Jan-082612-Mar-0826
25-Jan-082415-Apr-0836
26-Jan-082130-Apr-0823
27-Jan-08209-May-0822
28-Jan-081913-May-0824
29-Jan-082114-May-0821
30-Jan-082615-May-0822
31-Jan-082616-May-0824
1-Feb-082017-May-0815
2-Feb-082522-May-0821
4-Feb-082423-May-0821
5-Feb-081924-May-0821
6-Feb-082625-May-0822
AVERAGE24.79
The SIPOC (suppliers-inputs-process-outputs-customers) is also
presented in Figure 4 to identify the process inputs, outputs, and
stakeholders of P/N 1036800 assembly- production process. Major
parts P/N 1036800 are illustrated in Table 3.
Figure 4. The SIPOC diagram of OptiLife Mask production which
serves as a high-level process map in portraying the process of
producing the OptiLife mask at various levels of detail.
Table 3. Major parts of OptiLife mask variety P/N 1036800.
PART NAMEILLUSTRATION
1. Accessory Swivel Assembly
2. OptiLife Flex Tubing
3. OptiLife Chin Support
4. OptiLife Chin Support Strap
5. Two-way strap assembly
6. OptiLife Headgear
7. Quickstart, Visual Fitting Guide, OptiLife
8. 10 x 10 pouch with waves
9. P, S, M, and L OptiLife Pillows Cushions
10. OptiLife polybag with new flexible tubing and HIBC
labels
11. OIS, OptiLife Mask, ENG
12. Piggy back label
2.1.2 Objective of the StudyThe Six Sigma team aims to improve
the assembly-production-process to increase the output; hence,
generating more savings on producing P/N 1036800 by using the DMAIC
process of Design for Lean Six Sigma.2.1.3 Scope and LimitationThis
study is conducted in the assembly section or RCM Manufacturing
Inc.; however, the study focuses only on the assembly-packaging
process of OptiLife Mask and Headgear, P, S, M, L Pillows DOM (P/N:
1036800).
Since the process to be studied is an existing one, the use of
DFLSS in this study is limited only with the application of the
regular six sigma DMAIC procedure for process improvement.2.2
Measure PhaseNext phase of the DMAIC methodology for this study is
the measure phase. The goal for this stage is to establish a deeper
understanding of the problem. In this stage, we conduct process
mapping of the P/N 1036800 production process. The assembly or
gozinto chart is presented in Figure 4; and, the operation process
chart is presented in Figure 5. Motion and time study (MTS) of each
operation was conducted; and, the collected data was presented on
Table 4.Table 4. Standard times of operations involved in the
assembly-packaging process of P/N 1036800.
OperationsStandard Times (in seconds/unit)
1. Insert accessory swivel assembly to optilife flex
tubing.3.54
2. Insert optilife chin support.4.66
3. Attach optilife chin support strap.6.22
4. Build two-way strap assembly.6.30
5. Attach two-way strap assembly.7.21
6. Attach optilife headgear.8.39
7. Attach fitting guide; insert to pouch.15.46
8. Insert pillows cushions.13.54
9. Attach HIBC label4.29
10. Attach new flexible tubing label4.06
11. Attach piggy back label5.32
12. Insert OIS3.18
13. Final inspection (100%); insert pouch to polybag24.74
14. Line sampling inspection.32.98
15. Seal polybags8.31
16. Pack sealed polybags3.93
Figure 4. The assembly chart of assembly-packaging process of
P/N 1036800.
Figure 5. The operation process chart of assembly-packaging
process of P/N 1036800.
Figure 6. Swimlane Diagram (also Who-Does Chart) of OptiLife
Mask and Headgear, P, S, M, L Pillows DOM Assembly-Packaging
Process.
In conducting the MTS, all the major operations (e.g. insertion
of accessory swivel assembly to optilife flex tubing) and
sub-operations (e.g building of two-way strap assembly) were
studied.Aside from the SIPOC as presented before in the Define
phase, a swimlane diagram or sometimes called also as who-does
chart is presented in this stage in Figure 6 together with the
plotted standard times that were gathered from the conducted motion
and time study. The purpose of this is to show the relationship
between the business process (the assembly-packaging) and the
functional units (i.e the assembly operators, the quality assurance
engineer, and the material handler) that are responsible for steps
in the process.There are total of 16 operations (covering both
major and sub-operations and the inspections of the product)
involved in the assembly-packaging process of P/N 1036800 as
indicated in MTS, operation process chart, the gozinto chart, and
the swimlane diagram. There are total of six (6) manufacturing
people involved in the process (refer to swimlane diagram);
however, the assembly department computes the productivity of this
process based on five (5) assembly operators excluding the QA
engineer.The process ownership of each assembly operator varies in
actual practice because they are executing each operation in a
methodology which they call process combination. As observed, the
operators may transfer from operation to other operation where
there is a need for compensating the input rate of the preceding
process(es); while the QA engineer does the inspection of the units
inspected by the assembly operator who was assigned to do the final
inspection.Notice that there are two consecutive inspections on the
product. Usually the fifth assembly operator is assigned to conduct
the final inspection by checking each product (100% inspection)
before returning the pre-assembled product inside the zip pouch and
place it inside the polybag. This is the first inspection within
the line. The second inspection succeeds the 100% inspection done
by the 5th operator. In this inspection, the QA engineer conducts
line sampling based on single sampling plan (see Figure 7) for
tightened inspection having an acceptance quality level (AQL) of
0.65 and an inspection level II for a batch size of 20 units; and,
the basis of batch sizing is per box which is comprised of 20
optilife masks each. The sampling plan that RCM uses conforms to
MIL-STD-105E and ANSI/ASQC Z-1.4-2003 standards. However, the
single sampling plan indicates that the QA engineer must take 32
samples for each batch subject for inspection; and, it indicates
that whenever the sample size exceeds the batch size just like the
situation here, the inspector must conduct 100% inspection that is
why the QA engineer conducts 100% inspection too like the preceding
inspection activity done by the 5th assembly operator.
Figure 7. Single sampling plan conforming with MIL-STD 105E and
ANSI/ASQC Z-1.42.2.1 Measure of ProductivityAs what has shown on
the swimlane diagram in Figure 6 and based from the nature of the
inspection activity of the QA engineer, he places as a regular
manpower component of the assembly line because it happened that he
must conduct a 100% inspection of the units produced based on the
single sampling plan mentioned before with a batch size of 20 units
(per box basis). Since he is clearly part of the assembly line, the
reported average output in UPMH must not be 25 UPMH; instead, it
must be:(25 UPMH x 5 operators) / 6 operators = 20.83 UPMHor 21
UPMHTherefore, the basis of current productivity of the
assembly-packaging process of P/N 1036800 must be 21 UPMH; instead
of 25 UPMH.2.3 Analyze PhaseThe third phase of the regular six
sigma procedure for improvement of existing processes is the
analyze stage. This part of the study seeks to identify where
improvement opportunities are located.In Figure 8, the value stream
map (VSM) for the current state of the assembly-packaging process
of P/N 1036800 optilife mask is shown. It shows the visual
representation of all the steps in the process, the flow of both
the material and information, and the distinction of value added
and non-value added activities.The current state VSM was created
based on the operations involved instead of basing it on the group
of operations assigned on each other as indicated in the swimlane
diagram before. It is because, the information shown in the
swimlane diagram is based on the documented procedure but in actual
practice, the operators used to deviate most of the time this
documented SOP for assembly-packaging process of P/N
1036800.Together with the current state VSM is the result of
brainstorming for future state of the process. The results of the
brainstorming are the potential improvements of the process. Notice
the kaizen starbursts which highlight the problem on unbalanced
assembly line and the problem on too much inspection. Also, there
are the kaizen clouds which indicate the potential improvements on
the current state VSM particularly for the problems highlighted
through kaizen starbursts. Potential improvements are the balancing
of the line and the removing of another inspection by letting the
QA engineer do the inspection of finished units of OptiLife mask
(P/N: 1036800).
In table 5, wastes on the assembly-packaging process are
identified. Wastes that were determined are two overprocessing and
one waiting.
Table 5. Waste identified on the assembly-packaging process of
OptiLife Mask and Headgear, P, S, M, L Pillows DOM (P/N: 1036800)
Manufacturing Wastes Identification
No.Waste IdentifiedScrap/ReworkOver(Under)
ProductionInventoryMotionProcessingTransportationWaitingUnder-Utilized
People
1.Due to imbalanced assembly line, there are tendencies of
having the operators to be idle. Standardization of the operations
is not enough.
2.Too much inspection of the unit assembled. Units inspected
100% by the assembly operator is inspected 100% also by the QA
Engineer
3.Complicated design of the product and its materials/components
like the two-way strap.
Figure 6. Operation Process Chart of the Optilife Mask
assembly-packaging process
Figure 8. Current State Value Stream Map showing kaizen
starbursts and clouds as a result of brainstorming for the
potential improvements of the assembly-packaging process of P/N:
1036800
Figure 9. Cause-and-Effect diagram for determining and analyzing
the rootcause of the low production capacity of the assembly line
of P/N: 1036800.
Work ElementDescriptionTime (sec)Immediate Predecessor
AInsert accessory swivel assembly to OptiLife flex
tubing3.54-
BInsert OptiLife chin support4.66-
CAttach OptiLife chin support strap6.22A, B
DBuild two-way strap assembly6.30-
EAttach two-way strap assembly7.21A, D
FAttach OptiLife headgear8.29C
GAttach fitting guide; insert to pouch15.46E, F
HInsert OptiLife pillows cushions13.54G
IAttach HIBC label4.29-
JAttach new flexible tubing label4.06-
KAttach piggy back label5.32-
LInsert OIS3.18H, I, J, K
MLine sampling inspection32.98L
NSeal polybags8.31M
OPack sealed polybags3.93N
As a tool for the rootcause analysis of the problem on low
production capacity of the assembly-packaging process of P/N:
1036800, the cause-and-effect diagram on Figure 9 shows the
following rootcauses: MEASUREMENT. In measuring the quality of the
units assembled, there is an existence of too much inspection.
There are two consecutive 100% inspection activities executed by
the assembly operator and the QA Engineer.The identified reason why
the assembly section of RCM decided to have their assembled units
be inspected first 100% by their operator before the QAE do his own
inspection is they are afraid that QAE may find no-good OptiLife
Mask; and, this will bring down their grades on the key performance
measure (KPM) reports.
MATERIALS. Some components of the product is tedious to
assemble. It is due to complicated design of the sub-components of
the product and the product itself.
PROCESS/METHOD. Regarding the process, the assembly line is
imbalanced; and it was observed that there are lots of deviations
on the documented procedure of assembling the mask.
SLOW OPERATORS. Usually all the operators except for the one who
is assigned for 100% inspection employed in contractual basis; and,
are laid off and changed every 5 months. It causes for having new
slow operators every after 5 months who need to be trained well
first before they become more adept and fast in the assembly
operation.
After the analysis phase, it is found out that balancing the
assembly line and removing the waste identified is the potential
improvement for this process; however, due to complicated design of
the product and some of the components, it would be possible to
have the product be re-subjected for the application of six sigma
for product development which is not a scope of this study.
2.4 Improve PhaseThe fourth stage of the DMAIC procedure is the
Improve phase. In this phase of the study, the assembly line is
applied with assembly line balancing. The inspection activity
conducted by the assembly operator is removed because it is just
the same with the inspection activity of the QAE.The line balancing
technique is applied using the largest candidate rule based on the
precedence constraints of operations flowing within U-shaped cell
(refer to figures 10 and 11). The groups of operations clustered to
form a workstation are marked on Figure 11.The new standard process
subject for line balancing is presented in Table 6 with the
standard times gathered from the MTS. Notice that only the line
sampling inspection (became 100% inspection at this instance) done
by the QAE is involved now in the process.
Table 6. Work elements and its precedence in the new proposed
standard process of assembly-packaging of P/N: 1036800
Figure 10. Precedence diagram of the new standardized process
for assembly-packaging of P/N: 1036800.
Figure 11. Flow of operations within a u-shaped flow pattern
showing availability of the beginning and ending operations (i.e.
A, B, C, D, N, and O work elements) to be clustered.
2.4.1 Assembly Line Balancing CalculationsThe assembly section
aims to produce 200 units per hour shift.Output rate; r = 200 units
per hourCycle time = 1/r = 1/(200 units per hour) = 18 sec/unit
(not feasible)
The cycle time of 18 sec/unit is not feasible for the line
because one of the restrictions in line balancing is:
Ti WSi CTIt tells that the cycle time (CT) is greater than or
equal to the maximum time of any workstation time and the time of
any work element; and, in this situation, the time of work element
M (TM ) of 32.98 seconds per unit is greater than 18 seconds.
We will now use work element time of M of 32.98 seconds to find
out what will be the maximum hourly output rate of the assembly
line. The maximum output rate will be:
r = 1/32.98 seconds per unit = 109.16 ~ 110 units/hour-shift
The theoretical minimum number of station will be:
TM = t / c =127.29/32.98= 3.86 or 4 stations
Therefore, there will be four manufacturing people to be
assigned in the assembly line.
In assigning the tasks, we will automatically assign work
elements N and O to station 1; because, in reality, it cannot be
added in station where element M is in. Also, the product layout
will be in a U-shape flow that is why the operator that will be
assigned in station 1 will not have difficulties with regards to
easy access on the parts that will be subjected for sealing and
packing. The largest candidate rule in assembly balancing will be
employed designing the process.
StationAssigned TaskStation Time (sec)Idle time (sec)CT
=32.98
1NODBAC8.313.936.304.663.546.220.02
2FEG8.297.2115.462.02
3HKIJL13.545.324.294.063.182.59
4M32.980
TOTAL = 127.29 seconds
The line efficiency will be:
Efficiency (percent) = (t / nc) x 100 = [127.29/(4 x 32.98)] x
100= 96.49%
Smoothness Index = (ST max - ST i ) 2i = 1 k Where:STmax =
maximum station timeSTi = station time of station or work station
iK = total number of work stations SI = (32.98 - 32.96)2 + (32.98
30.96) 2 + (32.98 30.39) 2SI = 3.28
After balancing the line, let us compute the production capacity
in UPMH of the proposed assembly line. Since there are 4
manufacturing people involved in the new assembly line, the
capacity in UPMH will be:110 units/hour-shift divided by 4 = 27.5
or 28 UPMH
Figure 12. Future state value stream map of assembly-packaging
process of P/N: 1036800 showing balance on the assembly line.
After balancing the line and removing waste in the process, the
future state VSM is formed and presented in Figure 12 which
indicates the four (4) workstations in the new balanced assembly
line of P/N: 1036800.2.4.2. Benefits CalculationsA. Production
capacity and potential salesComputing the benefits of the proposed
solution, the old capacity in UPMH is reported as 21 UPMH; while,
with this proposed solution, the UPMH will be 28. It means that
there will be an increase of 28.57% on the production capacity of
the line.Each mask costs Php 328.13; hence, the 28.57% increase in
the production capacity will generate an additional produced units
of 28,570 and potential sales of Php 9, 374, 674.10 every purchase
order of 100,000 OptiLife Mask.
B. Savings in Direct Labor CostB.1 Current assembly lineIn
current assembly line, there are assigned five operators with a
salary of Php 274/day- each and one QA engineer with a salary of
Php 390/day. Therefore, its direct labor cost per day per shift
is:Php 390 x 1 QAE=Php390.00Php 274 x 5 operators =1,370.00Php
1,760.00The direct labor cost per unit in the current production
process is computed by dividing the direct labor cost per day by 8
hours to arrive with the hourly cost. Then, it will be divided by
production capacity of the entire line. The following is the
calculation:(1760/8) 126=Php 1.75 per mask
B.1 New assembly lineIn new balanced assembly line, there will
be assigned three (3) operators with a salary of Php 274/day- each
and one QA engineer with a salary of Php 390/day. Therefore, its
direct labor cost per day per shift is:Php 390 x 1 QAE=Php390.00Php
274 x 3 operators =822.00Php 1,212.00The same procedure for
computing the direct labor cost per mask as done in the current
assembly line applies with this new improved assembly line.
Therefore, if this process will be implemented, the direct labor
cost per mask will be(1212/8) 110=Php 1.38 per maskTherefore, with
the new process, the direct labor cost per mask will be reduced by
21.14%
2.4.3 Implementation of Improvements
Due to some constraints inside the RCM manufacturing plant like
the timely adherence of the assembly shopfloor with the production
plans, the implementation and validation of this project depends on
the juricdiction/decision of the company
2.5 Control phaseAs part of the control phase, the following
must be adhered or implemented for the process to be stable and
always run efficiently.a. Documentation of the improved process
through work instruction and standard operating procedure.b.
Process Auditing by QAc. Quick and timely response for every
corrective and preventive measure on the process in case of
non-compliances.3.0 Assessments, Conclusions, and Areas for Further
InvestigationsWith the application of six sigma for process
improvement (the DMAIC procedure), RCM manufacturing will have an
increase of 28.57% on the production capacity of OptiLife Mask P/N:
1036800; and a decrease of 21.41% on direct labor cost per mask.For
further study, RCM may consider the application of six sigma for
product development. They can see through it if the design of the
OptiLife mask and its components can be made simpler; and, if
automation is economical to apply.
4.0 References
(1) K. Yang and B. S. El-Haik, 2003 , Design for Six Sigma, A
Roadmap for Product Development, McGraw-Hill, USA(2) S.
Taghizadegan and B. Heinemann, 2006 , Essentials of Lean Six Sigma,
Burlington MA, 01803.(3) M. P. Groover, 2007, Work Systems and the
Methods, Measurement,and Management of Work, Pearson Prentice Hall,
Upper Saddle River, NJ 07458.(4) E. S. Buffa and R. K. Sarin, 1994,
Modern Production/Operations Management, John Wiley and Sons,
Singapore.(5) P. Keller, 2005, Six Sigma Demystified, McGraw- Hill,
Inc. USA.(6) Elsayed, E. A. and Boucher, T. O. Analysis and Control
of Production Systems (2nd edition). Prentice-Hall International,
Inc. 1994.(7) Barnes, Ralph M. Motion and Time Study: Design and
Measurement of Work (11th edition). John Wiley and Sons, Inc.
1980(8) Krajewski, L. J. and L. P. Ritzman. Operations Management:
Strategy and Analysis (5th Edition). USA: Addison-Wesley, 1999(9)
http://optilife.respironics.com/features.aspx(10)
http://www.sae.org/technical/papers/2006-01-0503(11)
http://www.wam.umd.edu/~sgahagan/Tutorial.html
X-Axis
SUPPLIER
Assembly Operator 1
Assembly Operator 1
A-1 + OptiLife Chin Support; (to be denoted as A-2 )
A-1OptiLife Chin Support
Insert Accessory Swivel Assembly
Insert OptiLife Chin Support
Attach OptiLife Chin Support Strap
Build two-way strap assembly
Attach Two-way strap asembly
Attach Headgear
Attach Fitting Guide;Insert to pouch
Insert Pillows Cushions
Attach HIBC label
Attach New Flexible Tubing label
Attach piggy back label
Insert OIS
Final inspection (100%); Insert pouch to Polybag
Line sampling inspection
Seal polybags
Pack sealed polybags
INPUT
PROCESS
OUTPUT
CUSTOMER
Assembly Operator 1
Isopropyl AlcoholOptiLife Flex TubingAccessory Swivel
Assembly
OptiLife Flex Tubing + Accessory Swivel Assembly; (to be denoted
as A-1 )
Assembly Operator 1
Assembly Operator 1
A-2Chin strap
A-2 + Chin Strap; (to be denoted as A-3 )
Assembly Operator 1
Assembly Operator 2
Two-way strapHose clip, Monarch
Two-way strap assembly; (to be denoted as SA-1 )
Assembly Operator 2
Assembly Operator 2
SA-1A-3
SA-1 + A-3; (to be denoted as A-4 )
Assembly Operator 2
Assembly Operator 2
Assembly Operator 2
Assembly Operator 2
Assembly Operator 3
A-4OptiLife Headgear
A-4 + OptiLife Headgear; (to be denoted as A-5 )
A-5Quickstart, Visual Fitting Guide, OptiLife10" x 10" pouch
with waves
A-5 + Fitting Guide placed inside pouch; (to be denoted as A-7
)
Assembly Operator 3
A-7P, S, M, and L OptiLife Pillows Cushions
A-7 + Pillows Cushions (to be denoted as A-8 )
Assembly Operator 5
Assembly Operator 4
HIBC labelOptiLife Polybag
HIBC label + OptiLife Polybag (to be denoted as SA-2a )
Assembly Operator 4
Assembly Operator 4
SA-2aNew Flexible Tubing Label
SA-2a + New Flexible Tubing Label (to be denoted as SA-2b )
Assembly Operator 4
Assembly Operator 4
Assembly Operator 4
OIS, OptiLife Mask, ENGPiggy Back Label
SA-3SA-2b
OIS + Piggy Back Label (to be denoted as SA-3 )
SA-3 + SA-2b (to be denoted as SA-4 )
Assembly Operator 4
Assembly Operator 5
Assembly Operator 5
Assembly Operator 1
Assembly Operator 1
QA Engineer
QA Engineer
Assembly Operator 1
Assembly Operator 1
Assembly Material Handler
A-8SA-4
Inspected and combined A-8 and SA-4 (to be denoted as A-9 )
A-9
Inspected assembled part as same as what has done by Operator 5
(to be denoted as I-2 )
I-2
Sealed polybags (to be denoted as A-10 )
Packed polybags (to be denoted as A-11 )
A-10Carton box for AC largeCarton pads for AC largePackaging
TapeBarcode label for carton box
X-Axis
Z-Axis
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
OptiLife Flex Tubing
Accessory Swivel Assembly
A-1
OptiLife Chin Support
A-2
OptiLife Chin Support Strap
OptiLife Headgear
Quickstart, Visual Fitting Guide, OptiLife
10" x 10" pouch with waves
OptiLife Pillows Cushion (P, S, M, and L sizes)
Two-way strap
Hose Clip, Monarch
HIBC Label
New Flexible Tubing Label
OptiLife Polybag
OIS, OptiLife Mask, ENG
Piggy Back Label - Domestic
SA-1
SA-2
A-3
A-4
Build two-way strap assembly
SA-3
A-5
A-6
A-7
A-8
Insert Accessory Swivel Assembly to OptiLife Flex Tubing
I-1; A-9
Insert OptiLife Chin Support
Attach OptiLife Chin Support Strap
Attach two-way strap assembly
Attach OptiLife Headgear
Attach Fitting Guide
Place inside pouch
Insert Pillows Cushions
100% inspection; Insert pouch to Polybag
SA-4
Insert OIS to Polybag
I-2
A-10
A-11
Line Sampling Inspection
Seal Polybags
Pack sealed Polybags
16
17
19
Carton Box for AC Large
Carton pads for AC Large
Barcode Label for Carton Box
Packaging Tape
18
X-Axis
Z-Axis
O-5
Mold
Print
Print
OptiLife Chin Support Strap
OptiLife Flex Tubing
Accessory Swivel Assembly
O-1
Mold
A-1
OptiLife Pillows Cushion (P, S, M, and L sizes)
O-6
O-7
A-2
Two-way strap
Hose Clip, Monarch
OptiLife Headgear
Quickstart, Visual Fitting Guide, OptiLife
10" x 10" pouch with waves
SA-1
SA-2
A-3
A-4
SA-3
A-5
A-6
A-7
A-8
I-1; A-9
Insert Accessory Swivel Assembly to OptiLife Flex Tubing
Insert OptiLife Chin Support
Attach OptiLife Chin Support Strap
Attach two-way strap assembly
Attach OptiLife Headgear
Attach Fitting Guide
Place inside pouch
Insert Pillows Cushions
100% inspection; Insert pouch to Polybag
SA-4
I-2
A-10
A-11
Line Sampling Inspection
Seal Polybags
Pack sealed Polybags
O-2
OptiLife Chin Support
Mold
O-3
O-4
Pad Print
Laser Mark/Etch
Pad Print
Cure
O-8
Autobag
O-9
HIBC Label
O-11
O-10
New Flexible Tubing Label
Carton Box for AC Large
Fold
O-12
Print
Barcode Label for Carton Box
OptiLife Polybag
OIS, OptiLife Mask, ENG
Piggy Back Label - Domestic
Carton pads for AC Large
Packaging Tape
302438
1045722
1036860
1036852; 1036853; 1036854; 1036855
1038770
1039492
1048957
1038526
1038441
571003
1036861
1048860
1036863
1038442
1036908
1036564
1047216
1000103
1040974
Assembly-Packaging Process of OptiLife Mask and Headgear,
P,S,M,L Pillows DOM (P/N 1036800)
Assembly Operator 5
Assembly Operator 4
Assembly Operator 1
Assembly Operator 3
Assembly Operator 2
Insert Accessory Swivel Assembly
Insert OptiLife Chin Support
QA Engineer
Attach OptiLife Chin Support Strap
Cycle Time (sec/unit)
Attach Two-way strap asembly
Build two-way strap assembly
Attach Headgear
Attach Fitting Guide;Insert to pouch
Insert Pillows Cushions
Attach HIBC label
Attach New Flexible Tubing label
Attach piggy back label
Insert OIS
Final inspection (100%); Insert pouch to polybag
Line sampling inspection
Seal Polybags
Pack sealed Polybags
3.54
4.66
6.22
6.30
7.21
8.39
15.46
13.54
4.29
4.06
5.32
3.18
24.74
32.98
8.31
3.93
ProductionControl
MRP
Value
Process
x.xx
Name
Unit
Problem
Solution
Production Planning and MaterialsControl
Warehouse
Weekly Forecast
Warehouse (for shipment)
Updates
Insert Accessory Swivel Assembly
3.54
C/T
sec.
Insert OptiLife Chin Support
Attach OptiLife Chin Support Strap
Build two-way strap assembly
Attach two-way strap assembly
X-Axis
Low production capacity on assembly-packaging process of P/N:
1036800
Measurement
Process/Method
Materials
Man
Too much inspection
Fear from rejection from QA Engineer
Some components of the product are tedious to assemble.
Imbalanced assembly line
Complicated design of the product and components.
Slow operators
Frequent changing of operators
Most operators are contractual and laid-off every 5 months.
Text:
A
K
C
E
B
D
I
F
N
G
O
H
L
J
M
6.30
4.29
4.66
3.54
4.06
5.32
6.22
7.21
8.29
15.46
13.54
3.18
32.98
8.31
3.93
E
IN
OUT
A
B
C
D
F
G
H
I
J
K
L
M
N
O
Operator 1
Operator 2
Operator 3
QA Engr
WORKSTATION 1C/T = 32.96 seconds
WORKSTATION 2C/T = 30.96 seconds
WORKSTATION 3C/T = 30.39 seconds
Workstation 4C/T = 32.98 seconds
Name UnitData
Text Block
Text Block
ProductionControl
MRP
Value
Process
x.xx
Name
Unit
Problem
Solution
x.xx
Unit
Task 1Task 2
Production Planning and MaterialsControl
Warehouse
Weekly Forecast
Warehouse (for shipment)
Updates
Insert Accessory Swivel Assembly
3.54
C/T
sec.
Insert OptiLife Chin Support
Attach OptiLife Chin Support Strap
Build two-way strap assembly
Attach two-way strap assembly
Task 1: Insert accessory swivel assembly to OptiLife flex
tubing.Task 2: Insert OptiLife chin support.Task 3: Attach OptiLife
chin support strap.Task 4: Build two-way strap assembly.Task 5:
Seal polybagsTask 6: Pack sealed polybags
Production Planning and MaterialsControl
Warehouse
Weekly Forecast
Warehouse (for shipment)
Updates
Workstation 1
Workstation 2
Workstation 3
Workstation 4
Task 1: Attach two-way strap assemblyTask 2: Attach OptiLife
headgear.Task 3: Attach fitting guide; insert to pouch.