1. Integrating Six Sigma and Lean
Manufacturing
The Challenges & Benefits
Frank Garcia
ADVENT DESIGN CORPORATION

2. SIX SIGMA or LEAN
MANUFACTURING
Need to lower costs & reduce lead time?
• Material flow is poor
• Error rate is high
• Can’t deliver ontime
• Equipment too slow

3. Six Sigma or Lean Manufacturing?
LEAN MANUFACTURING:
Reduce Lead Time by eliminating waste in the Value Stream
Provides the Game Plan and Plays
SIX SIGMA:
Reduce process variation
Provides the Play by Play Analysis and Instant Replay

4. Six Sigma or Lean Manufacturing?
LEAN MANUFACTURING: Flow Focused
Lean cannot bring a process under statistical control
SIX SIGMA: Problem Focused
Can not dramatically improve process speed or reduce
invested capital
NEED BOTH!

5. Integrating Six Sigma with Lean
Manufacturing
Increases customer satisfaction
Improves profitability & competitive
position
Has historical integration problems
Requires a different system model
Requires implementation & sustaining
plans

6. Lean Manufacturing System
Goals are
Highest quality
Lowest cost
Shortest lead time
Achieved by eliminating waste in the value
stream
Industry benchmark: Toyota Production
System (TPS)
TPS is applied I.E. and common sense
Principle: organization supports the value
adder

7. Definition of Value -Added
Value is added any time the product is physically
changed towards what the customer is intending
to purchase.
Value is also added when a service is provided
for which the customer is willing to pay (i.e.
design, engineering, etc.).
If we are not adding value, we are adding cost or
waste.
90% of lead time is non-value added!

8. Value Stream
The value stream is the set of all the
specific actions required to bring a
specific product (good or service) through
the critical management tasks of any
business:
1. Information Management
2. Transformation

9. The EIGHT Wastes
Inventory (more than one piece flow)
Overproduction (more or sooner than needed)
Correction (inspection and rework)
Material Movement
Waiting
Motion
Non-Value Added Processing
Underutilized People

10. Six Sigma System
A defined management process and CTQ
goal (3.4 ppm) 3 sigma is 66,807 ppm!
Driven from the top
Focused on Voice of the Customer
A data analysis and problem solving
methodology
Strong focus on variation reduction
Supported by highly trained problem
solvers

11. Uncovering Quality’s Hidden Costs
Traditional
Traditional
(Tip of the Iceberg)
(Tip of the Iceberg) 5 to 8 %
15 to 20 %
Warranty Scrap
Rejects Rework
Late Delivery
Lost
Engineering Change Orders
Opportunities More Set-ups
Long Cycle Times
Expediting Costs Lost Sales
Excess Inventory Excessive Material
Orders/Planning
Working Capital Allocations
Additional Costs of Poor Quality

12. Six Sigma Variation Reduction
Process Variation Should be Less Than Specs
Variation Reduction is Cost Reduction

13. Six Sigma’s (σ) Focus: Reducing Variance
“ You have heard us talk about
Reducing
span, the “evil” variance our
the variance
customers feel in our response
provides
to their requests for
better
delivery, service or
control of
financing.”
the process.
A process mean tells
us how the process is
performing while the
variance gives us an
indication of process
control.

14. What is Six Sigma (σ) Quality?
Population mean (μ)
or average One (1) σ represents
68% of the population
Two (2) σ
represents 95% of
the population
Six (6) σ
represents
99.999997% of
With 6 σ Quality, approximately 3.4 items in a the population
population of 1,000,000 items would be unacceptable.

15. Six Sigma System
Improving Profitability
A 1 Sigma Improvement Yields…..
20% margin improvement
12 to 18% increase in capacity
12% reduction in number of employees
10 to 30% reduction in capital
Source: Six Sigma - Harry & Schroeder

16. Six Sigma Financial Impact Areas:
The Savings Categories
1. Cost Reduction (including
cost at standard and costs not
included in standard cost)
2. Cost Avoidance (can be
difficult to document)
3. Inventory Reduction
4. Revenue Enhancement
5. Receivables Reduction

17. Six Sigma System
A culture characterized by…..
Customer centricity: What do they value?
Financial results
Management engagement & involvement
Resource commitment: 1 to 3% of staff full
time
Execution infrastructure: black & green
belts, teams

18. Six Sigma Problem Solving Steps
Process
Breakthrough
Define & Measure
Validate Data Collected Strategy
Characterization
Analyze
Vital Few Factors For Root Cause
of Problem
Improve
Identify appropriate operating
conditions
Optimization
Control
Sustain - Insure Results to Bottom Line

19. The DMAIC Cycle
Six Sigma In Action
SDCA Measure & Plan-Do-Study-Act
Define Teams
Analyze
Benchmark
Analysis tools
SDCA
Management ID variability
Commitment
Employee Involvement
Improve Design of
Control
Plan-Do-Study-Act Experiments
SDCA = Standardize-Do-Check-Adjust

20. Six Sigma Tools
Check Sheets: Checklists of what is to be accomplished,etc..
Scatter Diagrams: A graphical representation between two
measurements (variables).
Fishbone or Cause and Effect Diagrams: Provides a starting
point for problem analysis. Problems are diagrammed into
categories of Machinery, Material, Methods and Labor
(Manpower).
Pareto Charts: A method for organizing errors based on the
number of errors created by a particular attribute (ex.
Machine, Supplier, Product, Individual, etc.).

21. Six Sigma Tools
Process Maps or Flowcharts: Graphical representation of a
process or system showing process or product
transformation. In other words, what is being done, by who
and what choices are being made.
Ideally process maps should include cycle times,
defect information, etc.
X-Y Matrix: A ranking method used to prioritize process
inputs (X’s) to process outputs (Y’s).
FMEA’s (Potential Failure Mode and Effects Analysis): A
detailed document which identifies ways in which a process
or product can fail to meet critical requirements.

22. Six Sigma Tools - Process Maps or
Flowcharts
What are the X’s (Input variables) at each process
step?
What are the Y’s (Output Variables) at each process
step?
Remember Y = f (x)
Remember Valued Added
versus Non-Value Added
Remember Cycle Times
and Defects

23. Traditional Six Sigma Implementation- Who is
Involved
Technical
Trainers, Mentors:
Black Belts
Full-Time
Commitment
Project Leaders-
Senior Management Full-Time
Commitment
Master
Green Belts
Champions and Leaders Black Belts
Project Leaders-
Provides direction, removes Part-Time
obstacles, reviews progress Commitment

24. Six Sigma Information Flow

25. The Bad News:
Six Sigma Program: Implementation Issues
Some of the facts:
80% of Six Sigma Implementations fail.
Traditional Six Sigma implementations have
largely been attempted at large Fortune 500
Companies due to the large investment in
people, training and overall support.
Training costs alone for a “wave” of 25
people can cost $250,000 for this 4 to 6
month training period. Training costs and
personnel requirements can overwhelm
many smaller organizations.

26. Need for Six Sigma & Lean
External - Satisfying Customers…..
Quality, Warranty, and Cost
Customers Require Six Sigma
Customers Require Lean Manufacturing
Competitors are implementing Lean & Six
Sigma
Staying in business

27. Need for Six Sigma & Lean
Internal - Improving Profitability through…..
Operational Cost Reduction
Improve Productivity
Reduce Scrap and Rework
Reduce Inventory & WIP
Engineering Design Cost Reduction
Define-Measure-Analyze-Design-Verify (DMADV)
Stabilize & Quantify Process Capability
Input for Product and Design Process

28. Lean Six Sigma Model

29. You Can Apply Six Sigma Techniques to Complement
Existing Lean Capabilities
Lean Training &
Implementation
VSM
Six Sigma
Analysis,
Lean Waste Process Problem
Techniques Reduction variation Solving &
Inventory Reduction Training
& Control
Supply Chain
Management

30. Lean Six Sigma Implementation
Historical Implementation Problems
Only Six Sigma or Lean Implemented - big
$ savings but money left on the table
Separate Six Sigma & Lean initiatives
competing for best resources
Difficulty in sustaining the gain

31. Lean Six Sigma Implementation
Some Solutions…….
Need to implement in the correct order
Policy deployment to align business
objectives (Flow, Waste & Variation
Reduction)
Focus on shop floor results, not class
room skills
Experienced teachers & coaches
Standardized work to institutionalize the
gains

32. The Lean Six Sigma Strategy
Lean 6σ is a CHANGE STRATEGY for accelerating improvements in processes,
products, and services to improve a company’s performance leading to improved
financial performance and competitiveness of the organization.
Goals:
Improved Customer Satisfaction
Increased Profits
Improved Process Capability by
Reducing Variance
Increased Market Share
Support Continuous Improvement
Sustained Gains for Completed
Projects

33. Lean and the 6 σ Structure
FULL TIME
COMMITMENT Problem solver, Teacher, Mentor. Expert in
use of the tools
M.B.B
Black Problem solver,Proficient with tools
Belt
Problem solver, assists Black Belt.
25-50% Yellow and Working Knowledge of tools
Green Belt Functional 6Sigma Team
Member. Familiar with tools
Problem Solving
Problem Solving Team
Members
LEAN Manufacturing
Practices Waste reduction and
Continuous Improvement
Training Costs- up to $2,500 Week (excludes lodging, travel and salary)

34. Why Not Rent a Belt (Black, Yellow or Green) Pay
for only What You Need to Solve Real Business
Problems?
Easier for Small Business to Justify
Focused on Solving Companies’ Problems
Joint Problem Solving and Knowledge/Skill
Transfer
Easier to Meet Customer Mandates to Use
Lean Six Sigma Techniques
Provides Evolutionary Approach to Lean/Six
Sigma Implementation and Training

35. How Do We Use Lean Six Sigma Techniques
Get Management commitment
Assess the operation & understand the
Process using a Value Stream Map (Product
families & Production data)
Identify lean improvements & kaizens
without automation
Implement lean improvements using VSM
plan
Identify processes requiring Six Sigma
analysis
Analyze, eliminate, and control variation
Start the cycle again!

36. The Lean Six Sigma Cycle
VSM
Commitment & Recommended Set Up
Assessment Solutions Layout
Cells
Continuous Visual
Improvement
Variation Reduction
Implementation Information
DO IT!
Plan Systems

37. Understanding the Process: The 1st Step and Foundation of
st
Lean Six Sigma
Y = f(X)
Output(s)
are a function
Input(s)
The Lean Six Sigma process attempts to
control the outputs by controlling the
inputs (those Critical to Quality or
CTQ’s)

38. Value Stream Map
An Assessment Tool
The value stream map follows the production
path from beginning to end and shows a visual
representation of every process in the material
and information flows
Shows how the shop floor currently operates
Foundation for the future state

39. Using the Value Stream Mapping Tool
product family
current state Understanding how the shop floor
drawing currently operates. The foundation
for the future state.
future state Designing a lean flow
drawing
plan and
implementation

40. Value Stream Map Concept
Orders Production Orders
Suppliers Customers
Control
Schedules
I
Process I
Equipment
Raw
Cycle Finished
Materials
Times Goods
Change
Over
Reliability
Error Rate
Lead
Time
File: VSM-A1

41. Value Stream Map (Current State)
Orders Every 2 Weeks
Production Control
New Jersey Randomly Placed
Andrea Aromatics Alanx Order as Needed Various
Porcelain Orders (Various Sizes)
(Scented Oils) (Shaped Stones) Customers
(Round Stones)
Average of 6,000
Stones per Day
in Various Size
Orders (8 to 20 case
& 200 to 400 case
range mainly)
30 Cans of Oil 59,000 Stones 50,000+ Stones
Every 2 Weeks Every 2 Weeks Every 2 Months
(via stringer)
Bi-
Weekly Daily Shipping
Productio Orders
n Daily
Schedule Shipments
Existing Work Cell
Soak & Dry Packaging Labeling Cartoning Case Packing Shipping
APAI
Multiple Ameripack Manual Manual
Automatic
Batch Tanks Flow Packager
I I I Stapler I I I
up to 0 0
125 Cans of Oil 1 Operator 4290 1 Operator 1/2 Operator 1/2 Operator 90,504 1 Operator
250
20,640 Round Stones Stones Stones
stones
49,000 Shaped Stones
in WIP
C/T = 25 - 65 min. C/T = 1 sec. C/T = 3 sec. C/T = 2 sec. C/T = 1 sec.
C/O = 10 min. C/O = 5 min. C/O = 2 min. C/O = N/A C/O = N/A
Rel. = 100% Rel. = 85% Rel. = 80% Rel. = 100% Rel. = 100%
11.6 Days 0.7 Days 15.1 days 27.4 Days Lead Time
65 minutes, 7 seconds
65 min. 7 seconds
Value-Added Time

42. Value Stream Map (Future State)
Orders Every Week
New Jersey Randomly Placed
Andrea Aromatics Alanx Monthly Order Production Control Various
Porcelain Orders (Various Sizes)
(Scented Oils) (Shaped Stones) Customers
(Round Stones)
Average of 6,000
Stones per Day
in Various Size
Orders (8 to 20 case
& 200 to 400 case
Bi-Weekly range mainly)
12 to 16 Cans 30,000 Stones 25,000 Stones Production
of Oil Once a Once a Week Once a Month Schedule
Week (via stringer) (large
orders)
Daily Shipping
Orders
Daily
Shipments
4 Cases
Existing Work Cell
Soak & Dry Packaging Labeling Cartoning Case Packing Shipping
APAI
Multiple Ameripack Manual Manual
Automatic
Batch Tanks Flow Packager
I I I Stapler I I
up to 0 0
75 Cans of Oil 1 Operator 4290 1 Operator 1/2 Operator 1/2 Operator 30,000 1 Operator
250
40,000 Round Stones Stones Stones
stones
25,000 Shaped Stones in a supermarket
in WIP
type arrangement
C/T = 25 - 65 min. C/T = 1 sec. C/T = 3 sec. C/T = 2 sec. C/T = 1 sec. with stocking levels
C/O = 10 min. C/O = 5 min. C/O = 2 min. C/O = N/A C/O = N/A by shape and scent
Rel. = 100% Rel. = 85% Rel. = 80% Rel. = 100% Rel. = 100%
Increase
10.8 Days 0.7 Days 5.0 days 16.5 Days Lead Time
Reliability
65 minutes, 7 seconds
65 min. 7 seconds
Value-Added Time

43. Questions to Ask About the Value
Stream
Is the step valuable?
Is the step capable?
Is the step available?
Is the step adequate (capacity)?
Is the step flexible?

45. Lean Manufacturing
Concepts & Techniques
Flow: Setup Reduction, Cellular
Manufacturing, Batch Size Reduction,
Visual Workplace, Layout
Pull: Kanban Systems, Supply Chain
Management, Point of Use
Perfection: Quality Systems including
variation reduction, Training

46. Road Map to Lean Six Sigma
Lean to improve flow and reduce inventory & lead time
Six Sigma for Process Variation in Value Stream
Value Stream Map (Current State)
Stamping Orders With No Plating or Heat Treatment
(Potential Future State Changes in Red)
Projected requirements
Phosphor Bronze Omega Precision
Beryllium Copper Randomly Placed
Brass (30%) Order as Needed Production Control Various
(30%) Vista S oftw are S ystem Orders (Various Sizes)
(40%) 10 Week LT Customers
6 Mos. LT
4 Weeks LT 6 Weeks Reroll
In Stock- 1 Week
Review Work
Schedule with Formal
Production Average of
Suppliers 1 mm pcs per day
Control
in Various Sizes
Orders (2 to 13)
Single Point
Every Week Every Week Ever y Week of Control
Weekly Production Weekly Shipping
Schedule Pressroom List
Manager Daily
Shipments
Average order = 208,000 pcs
252,000 strokes
Pre-Control for
Roll Changes
Combine?
•Lot Control Improvement
Stamping •Handling Reduction
Degreasing Packing
Shipping
Drying
10 to 24 coils 11 Stamping
3 times /w eek Manual
Presses
I 6 Operators
I 1 unit I 1 Operator
I Shipper
2 Baskets - Strip
50 to 70 20 to 40 Bins 1 Basket - Pieces 2 Hours 1 Day
Racks to
Run: 200-600pcs/min C/T = 2 Hr Strips 12 Weeks
100 to 125 C/T = .003 min/pc. Max 1000/Basket C/T =10 hr Auto
Coils Visual Status Min 200/Basket C/O = None Bagging
C/O = 4.5 hrs. = 30 Min Pcs. Rel. = 80%
Standard Time of Presses
25,000 Pcs/Basket
for Setup Setup Available: 590 min/shift Layout is
C/O = None
Adjustment Time Rel. = 90% a Problem
Rel. = 95%
16.75 Days Lead Time
10 Days Sankyo 2 Days Reduce 1 Day to 12 Weeks
+ coil lead time
Coil Feeds Cycle Time per average order
1.5day(avg)
2.25 Days 3.75 Days Value
Added Time

47. Low Productivity
Electrical Device Assembly
The Challenge in Two Steps
Client wanted wave
soldering and robotic pick
and place
Functional operational
layout
Reject rate 5 to 8%
Extensive material staging
No space
Initially, 13 people in
Aurora cell
Low output: 300 units/day

48. Lean Six Sigma Techniques Used
Process mapping
Cellular Manufacturing & Layout
Balance Cycle Times Between Work
Stations
Reduce Batch Size & parts staging
Quality Data Collection & Analysis
(Reduce Reject Rate)

49. Cellular Assembly Layout

50. WORKSTATION CYCLE TIME: 25sec., 1.25 min.
Cell Changes
REJECT
PER 3 UNITS DATA
2
LED
TEST
SOLDER
& CUT
4 5 6 7
ATTACH
SAMPLES
8 9
BACK
ASSEMBLY CONTACTS BUTTON & GLUE
COVER,
#1 ASSEMBLY BATTERY SWITCH/
STAKE PACK
LED COLD STAKE & ASSEMBLY ATTACH
1 PLACEMENT TEST PCBs SOLDER LABEL
STRAP &
ATTACH
STRAP
STRAP
INSERT
TEST LED REJECT
SWITCH
PCBs SOLDER DATA ACTIVATOR
& CUT
3 ASSIST
REJECT
DATA
AFTER CHANGES WORKSTATION CYCLE TIME: 25sec.,
1.25 min. PER 3 UNITS
TEST
4 SAMPLES
1 2 3 5 6
ATTACH
BACK
ASSEMBLY CONTACTS BUTTON & GLUE
PCBs from COVER,
#1 ASSEMBLY BATTERY SWITCH/
supplier STAKE PACK
COLD STAKE & ASSEMBLY ATTACH
STRAP &
TEST PCBs SOLDER LABEL STRAP
ATTACH
STRAP
REJECT INSERT
DATA SWITCH
ACTIVATOR

51. Lean Six Sigma Changes
Cold staking fixtures
Powered screw
drivers
Light test & Soldering
fixtures
Quality data tracking
via % defect control
chart (p chart)

52. With Lean Six Sigma
The Results
Balanced cell at 24 sec per
work station
Two U-shaped cells
3 piece flow
1000 units/day per cell vs
300
6 people per cell vs 13
Faster identification of
quality problems
Operating at 5 to 6 sigma
Better teamwork
No backlog

53. Reducing WIP & Improving Quality
Wire Extrusion & Finishing
The Challenge
Client wanted to reduce WIP
by 50%
Extrusion rejects (7%)
Material flow problems
Little data collection

54. Lean Six Sigma Techniques Used
Value Stream Mapping
Cellular Manufacturing & Layout
Kanban Trigger Board
5S
Quality Data Collection & Analysis
(Reduce Reject Rate)

55. Reducing Lead Time & Improving Quality
Steel Panel Fabrication
The Challenge
Client wanted to reduce
lead time to less than one
week
Automated equipment had
been installed but had
problems
Panel rejects & rework (5%)
Material flow problems
Few process controls or
data collection

56. Value Stream Map (Current State)
Blanket Annual Purchase
Order with Daily Releases
Production Control
Randomly Placed
(normally working Various Distributors
Sheet Galvanized Sheet Galvanized Sheet Galvanized Sheet Galvanized Orders (normally
24 to 48 hours ahead (~ 24 for Smith Corp. &
Steel (4’ by 8’ or cut) Steel (4’ by 8’ or cut) Steel (4’ by 8’ or cut) Steel (4’ by 8’ or cut) single unit orders)
of ~ 6 for Jones Systems
promised shipment)
Average volume of 1000
systems per month in peak
season.
Customers are mainly
distributors. There are a
few dealers.
Daily Daily
Up to an average Daily
Production Production
of 130,000 lbs Shipping Daily
Reports Reports
daily in peak Schedule Shipments
season
In Straight
Panel Dept.
Shear Notch Specialty Punch Corner Punch Bend Stake & Label Add Z Brace Radius & Band Rack Shipping
1 Accurshear 1 Manual 4 Semi-Auto 3 Semi-Auto 1 Manual 1 Automated 1 Automated 1 Manual Table,
Automated Notcher (S-23) Punches Punches Brake (R-7) Machine (R-8) Machine (ACR) 1 Jig-less
Shear (P-3) & 1 Automated (S-1, S-2, & S-3) & 1 Automated Machine (R12),
I Notcher (R-3) Brake (R-13) & 1 Jig Machine
(R1)
2 to 5 days 1 Material
1 Operator 1/2 Operator 0 Operators 1 Operator 1/2 Operator 1/2 Operator 1/2 Operator 2 Operators 2 Operators
depending Handler
on pre-cut
size
C/T = 4 min. C/T = 2 min. C/T = 2 min. C/T = 2 min. C/T = 5 min. C/T = 2 min. C/T = 7 min. C/T = 8 min. C/T = N/A
C/O = N/A C/O = 4 min C/O = N/A C/O = up to C/O = 30 to C/O = N/A C/O = N/A (average) C/O = N/A
Rel. = 99% Rel. = 95% Rel. = 99% 30 min. 60 sec. Rel. = 99% Rel. = 98% to C/O = 2 to 30 Rel. = 100%
Rel. = 99% Rel. = 90% 99% min.
Rel. = 80% 2 to 5 Working Days,
to 100%
Lead Time
2 to 5 days
32 minutes,
4 min. 2 min. 2 min. 2 min. 5 min. 2 min. 7 min. 8 min.
Value-Added Time

57. Lean & Six Sigma Techniques Used
Value Stream Mapping
Process flow diagrams
Setup time Analysis
Quality Data Collection & Analysis
(Reduce Reject Rate & Variability)

58. INITIAL IMPROVEMENT CONCEPTS
Improve reliability and changeover
capability of R1 and R12 machines.
Reduce panel reject rate.
Radius & Band
Work to 1 to 2 days lead time 1 Manual Table, Rack
1 Jig-less
Machine (R12),
& 1 Jig Machine
1 Material
(R1)
Handler
2 Operators
C/T = 8 min. C/T = N/A
(average) C/O = N/A
C/O = 2 to 30 Rel. = 100%
min.
Reject rate = 5%
Rel. = 80%
to 100%
2 to 5 Working Days,
8 min. Lead Time

59. 6 Foot Long Custom Radius Panel Fabrication
Trumpf Area Straight Panel Dept.
Notch
Panel
& Punch Bend Add Z Brace(s)
Material
Raw (Trumpf & Stake (if required)
Material Stock Machine)
14 Ga. Galvanized Steel
(pre-cut 53-15/16” by 6’3-15/16” sheets)
Radius
& Band
Label Rack Ship
(R12 - Jigless
Machine)
WIP Stock
16 Different Panels
with Various Cutouts Custom Panel Dept.
Band
Shear
Material
Raw & Cut
Material Stock
11 Ga. Galvanized Steel Partially finished panels are stocked in
(4’ by 8’ standard sheets) sixteen different configurations. Panels
are finished to order. Work is done in
three different areas as noted.

60. UNDERSTANDING ROOT CAUSES of R12 PROBLEMS
CAUSE AND EFFECT DIAGRAM
Red = Most Important Causes
SET UP VALUES
CHANGE
NO SPECS
OPERATORS MEASUREMENT
RADIUS TEMPLATE
MAINTENANCE ACCURACY
PANEL
CHANGES
SQUARENESS
SETTINGS DIFFERENT SETUP
PROCEDURES NO DIMENSIONAL SPECS
OR TOLERANCES DIFFERENT
OPEATOR MEASURES USED ON
OPERATOR R1 & R12
PREFERENCE
JUDGEMENT
NO TRUST RADIUS ANGLES
NO SPECS DON'T MEET
SEGMENT
LENGTH CURVATURE
TEMPLATE
REQUIREMENTS AT
MOUNTING SETUP
WRONG
DIGITAL READOUT (4' & 6' RADIUS
PANEL WIDTH VARIES
USELESS PANELS)
POOR TRANSDUCER BAD 3 SUPPLIERS SHEET DIMENSIONS
USE OF AIR vs. VARY
SELECTION BEARINGS
HYDRAULICS BANDS HAVE
ON LOWER
CAMBER
FORMING
INDEXES VARY
TOOL
GALVINIZED COATING
INDEXES VARY CRUDE INDEX INACCURATE DIFFERENT ON
POOR MAINT
SYSTEM DESIGN CUTTING PANELS
LOCATION PANEL OF
SPECIALTY PUNCHES
NOTCH O.D.SPACING VARIES ON PANEL SURFACE FINISH
RADIUS VARIES
.09 IN BACKING SHOE VARIES
SIDE TO SIDE DIFFERENT
ADJ.USTMENT. STEEL PROPERTIES
PANEL NOTCH POSITION
VARIES NO SPECS 3 SUPPLIERS
AIR CYLINDER PANELS CATCH AT
OPPOSING LAST 2 BENDS
HYDRAULIC IN
HEAD AIR PRESSURE LOW WIDTH OF STEEL BETWEEN
ASSEMBLY
NOTCHES VARIES 3.75 to 4.0 in.
YIELD STRENGTH VARIES
CONVEYOR NOT ACROSS RADIUS
MAINTENANCE
EQUIPMENT ADJUSTED PLATE
THICKNESS
PUNCH NO SPECS VARIES HOT VS COLD ROLL
LOCATION
PANEL NOT VARIES
SQUARE. wIDTH 3 SUPPLIERS
TOO LARGE
NO SPECS
DIFFERENT
EQUIPMENT
USED
MATERIAL COATING
STRAIGHT PANEL
(PANELS, STEEL) VARIES
3 SUPPLIERS
SPECIALTY PUNCH

61. Process Improvements
Separating Process & Machine Issues
Common setup procedure
Replace measurement gages
Established process capability
Implemented process controls for
panel dimensions
Identified realtime data
requirements
Completed identified maintenance
actions
Implemented PM program

62. Why Lean Automation?
“After implementing lean
improvements such as cellular
manufacturing and setup reduction,
selective automation can add value
and reduce human variability.”
Richard Schonberger, June 2002

63. New Radius Bending Machine R13
• Automated band cutting
• Servo driven adjustments from
panel bar codes
• Online radius
measurement and
tracking

64. R13 Capabilities After Lean Six Sigma
Operates as a cell
Runs two product families
Changeover in less than 5
sec. within and between
product families
Cycle time reduced from 5
min. to 1.8 min.
Realtime auto check of each
panel with data collection
Operating at 6 sigma

65. Lean Six Sigma in the Fast Lane!
As lead time decreases…………..
the need for realtime data increases!

66. Automation Provides Realtime Data to
Control Variation for Six Sigma
Enhances Define-Measure-
Analyze-Improve-Control
methodology (DMAIC)
Online measurement of Process Control
process parameters
Direct data input into
control charts
Provide realtime controls
as control limits are
understood

67. R13 Process Controls & System Status
Realtime Data Collection
for Six Sigma Analysis
Diagnostics for Rapid
Identification of Problems

68. Realtime Data From R13
Target Top Bot. Bend Bend Bend Bend Panel Panel
Index Chord Chord Chord Delta Top Angle Angle Factor Factor Radius Length Cycle
Count Height Height Height / Bot. Top Dev. Bot. Dev. Offset Factor Top Bot. (Feet) (Inches) Time Template Template
V2022 V2030 V2046 V2066 V2032 V2050 V2070 V1610 V1612 V1614 V1616 V1706 V1710 V2014 Remarks Dev. Top Dev. Bot.
31 14.051 14.089 14.118 0.029 0.039 0.067 0.000 1.325 0.797 0.921 4.000 75.375 131.2
Log Data
1 14.051 14.593 14.898 0.305 0.543 0.848 0.000 1.325 0.795 0.951 4.000 75.375 139.5 formula
2 14.051 14.089 13.947 0.142 0.039 -0.104 0.000 1.325 0.781 0.880 4.000 75.375 132.9 general, using values from 3'R
3 14.051 14.008 13.748 0.259 -0.043 -0.302 0.000 1.325 0.781 0.880 4.000 75.375 131.7
4 14.051 14.014 13.803 0.211 -0.036 -0.248 0.000 1.325 0.781 0.880 4.000 75.375 131.6
5 14.051 13.960 13.652 0.307 -0.091 -0.398 0.000 1.325 0.781 0.885 4.000 75.375 132.4
6 14.051 14.055 13.844 0.211 0.005 -0.207 0.000 1.325 0.781 0.900 4.000 75.375 132.0
7 14.051 13.824 13.817 0.007 -0.227 -0.234 0.000 1.325 0.781 0.905 4.000 75.375 132.3
8 14.051 13.796 13.824 0.027 -0.254 -0.227 0.000 1.325 0.781 0.910 4.000 75.375 132.0
9 14.051 13.926 13.974 0.048 -0.125 -0.077 0.000 1.325 0.790 0.920 4.000 75.375 131.6
10 14.051 14.001 13.967 0.033 -0.050 -0.083 0.000 1.325 0.795 0.920 4.000 75.375 132.3
11 14.051 13.980 13.967 0.013 -0.070 -0.083 0.000 1.325 0.795 0.920 4.000 75.375 131.1
12 14.051 14.014 14.063 0.049 -0.036 0.013 0.000 1.325 0.795 0.920 4.000 75.375 131.3
13 14.051 13.980 13.960 0.020 -0.070 -0.090 0.000 1.325 0.795 0.920 4.000 75.375 130.9
14 14.051 14.137 14.214 0.077 0.086 0.163 0.000 1.325 0.800 0.925 4.000 75.375 132.6
15 14.051 14.117 14.173 0.056 0.066 0.122 0.000 1.325 0.800 0.925 4.000 75.375 129.2
16 14.051 14.137 14.152 0.015 0.086 0.102 0.000 1.325 0.800 0.925 4.000 75.375 131.0
17 14.051 14.103 14.118 0.015 0.052 0.067 0.000 1.325 0.798 0.922 4.000 75.375 133.0
18 14.051 14.089 14.097 0.008 0.039 0.047 0.000 1.325 0.798 0.922 4.000 75.375 131.4
19 14.051 14.178 14.104 0.074 0.127 0.054 0.000 1.325 0.798 0.922 4.000 75.375 131.0
20 14.051 14.144 14.173 0.029 0.093 0.122 0.000 1.325 0.797 0.921 4.000 75.375 132.6
21 14.051 14.130 14.104 0.026 0.079 0.054 0.000 1.325 0.797 0.921 4.000 75.375 131.0
22 14.051 14.076 14.097 0.022 0.025 0.047 0.000 1.325 0.797 0.921 4.000 75.375 130.9
23 14.051 14.123 14.070 0.053 0.073 0.019 0.000 1.325 0.797 0.921 4.000 75.375 3.9
24 14.051 14.069 14.043 0.026 0.018 -0.008 0.000 1.325 0.797 0.921 4.000 75.375 136.5
25 14.051 14.089 14.070 0.019 0.039 0.019 0.000 1.325 0.797 0.921 4.000 75.375 0.0
26 14.051 14.089 14.104 0.015 0.039 0.054 0.000 1.325 0.797 0.921 4.000 75.375 131.6 bands from stock, COE belt broken
27 14.051 14.096 14.022 0.074 0.045 -0.029 0.000 1.325 0.797 0.921 4.000 75.375 136.9
28 14.051 14.089 14.097 0.008 0.039 0.047 0.000 1.325 0.797 0.921 4.000 75.375 131.3
29 14.051 14.082 14.111 0.029 0.032 0.060 0.000 1.325 0.797 0.921 4.000 75.375 131.2
30 14.051 14.117 14.152 0.036 0.066 0.102 0.000 1.325 0.797 0.921 4.000 75.375 131.3
31 14.051 14.089 14.118 0.029 0.039 0.067 0.000 1.325 0.797 0.921 4.000 75.375 131.2

69. How Do We Use Lean Six Sigma
Techniques
Get Management commitment
Assess the operation using a Value Stream
Map (Product families & Production data)
Identify lean improvements & kaizens
without automation
Implement lean improvements using VSM
plan
Identify processes requiring Six Sigma
analysis
Analyze, eliminate, and control variation
Start the cycle again!

70. Lean Six Sigma
Methodology that maximizes shareholder value
by achieving the fastest rate of improvement in…..
Customer satisfaction
Operating costs
Process speed(lead time)
Inventory & invested capital
Quality
Operating flexibility

71. Contact Information
Advent Design Corporation
Canal Street and Jefferson Ave.
Bristol, PA 19007
www.adventdesign.com
800-959-0310
Frank Garcia, Director Planning & Producttvity
frank.garcia@adventdesign.com

72. Bill Chesterson CEO
Automation & Product Design
Advent Design 215 781 0500 Ext: 203
Corporation bill.chesterson@adventdesign.com
925 Canal Street Tom Lawton President
Bristol PA, 19007 Contract Manufacturing
215 781 0500 Ext: 202
(P) 215 781 0500
(F) 215 781 0508 tom.lawton@adventdesign.com
www.adventdesign.com Frank Garcia Director
Planning & Productivity
215 781 0500 Ext: 207
frank.garcia@adventdesign.com