SIX SIGMA GREEN BELT TRAINING WITH 9 CONCURRENT PROJECTS

The Problem

A client known in the industry as a leading manufacturer of consumer electronics and smart home technology needs a well-trained, functional Team of Six Sigma problem solvers. We had worked with this manufacturer in many their plants in the US and Mexico fixing specific problems. Now they wanted their team trained up to do the same. We jumped on it!

Our Approach

Advanced Process Optimization guided the selection of the projects for the Team and aligned and approved by the company sponsor – a top executive. We planned to visit four of the locations in the United States and Mexico to train and work the projects while on site as a Team. APO’s trainer, Jason Merschat, created a challenging course and schedule, but acted as a mentor and safety net for the students to bounce issues off of and seek guidance throughout the multi-week learning journey.

 

• • One involved a machine process that makes raceway. This was essentially machine health analysis with most of the operator’s time spent fixing the machine rather than value-added activities i.e. making parts. The machine had 40% downtime. This is a TPM play. We were able to eliminate the need for a second shift by fixing the machine issues and stabilizing the process. OEE and profits are up! This project saved about $50k annually.

• • Another involved pre-painted steel scrap that feeds into downstream processes. The current processes did not capture scrap losses and therefore there was no accountability for the losses. The Define phase helped focus the scope on the root cause of the machine process and scrap reporting behaviors. OEE on the roll forming machine was 39% Changeovers took days not hours. The project improved performance tremendously and set up a SMED Changeover process that cut changeovers in half as well as a TPM program to repair and maintain the #roll form machine. This project saved about $102k annually.

• • Next, we have a Press Brake cell that is key to making subcomponents for assemblies but has no rules of engagement for placing and processing orders and no visibility to performance metrics. The process experienced >360 non-value-added (NVA) hours of motion waste by the operator and machine downtime. On-time Delivery OTD is being negatively impacted. The team developed a process flow board for production control and a quality display to put accountability and resolution into place for quality issues, as well as a production order database and order scanning. They also added an SQDP board for #PI tracking and conducted a Visual Factory kaizen with 5S. This project saved about $100k annually.

• • Next, we address the plastic extrusion scrap process experiencing startup scrap and surface imperfections of hinged PVC conduit enclosure material. Solutions were to improve the recycling of the regrind material and create a finer particulate size. This project launched an OEE improvement initiative. The savings are expected to be $23k per year.

• • Another project involved a very small clip that feeds into an automated assembly process for electrical outlet boxes. Through an analysis of variance, it was determined that dimensional variations in the small part that would not feed correctly. The DMAIC process involved correct defect definition, process capability analysis, a fresh look at the product specifications, a Gage R&R to improve measurement of the part, reimplementing the machine tool inspection log which had not been used for over 5 years, implementing statistical process control SPC. The 30% reduction in bowl feeder jams would result in the restoration of approximately 191,000 boxes in lost capacity and opportunity loss annually. The Yokoten opportunity is that this improvement will benefit three other assembly lines.

• • Next was a changeover reduction or SMED project for a machine process producing wire mesh cable trays for low voltage wire. The process was constrained causing the manufacturer to source them from their overseas plant. The main issues with the changeover process were the number and pattern of changeovers, no standard work, shift-to-shift variability in the changeover method and worn or defective parts needed for the setup. Changeover metrics were added to the Lean Daily Management Board as a “metric that matters” to focus and provide accountability to the process. This project saved $54k per year. Several other improvement opportunities were identified with this project.

• • On to Mexico for our next project which was focused on the assembly process of electrical receptacles. There are dimensional issues with incoming material that are causing scrap on the line. There are also issues with the machine itself with some controllers and sensors not functioning correctly. Visual controls and standard work were implemented to control feeder setup and speeds. TPM was implemented on the line with a list of restorative project prioritized within the ROI of the project. A troubleshooting guide was created to minimize downtime. Phase 1 of this project will save $30k annually

The Results

The Team returned over $500,000 in value to the company across both manufacturing and distribution functional units. This was the first of an expected series of training which will include Lean, Six Sigma, 8D and other problem solving and skills development initiatives.

Team reflections and insights from the multi-week, multi-site Six Sigma Training with Project Facilitation by APO:

 

• • Lessons Learned
    o How to Plan, Execute, and Follow Through a Larger Engineering Project
    o Make Data Driven Decisions
    o Communication is Key
    o The direction you start is not necessarily the place you end
    o Communication regarding the project and what it will require from other people
    o These projects require a team that you can rely on for help, information and direction; it’s not a solo project
    o The true power of having strong metrics and information, and sharing it
    o Embrace feedback, positive and negative
    o Benefits of networking
    o Always question what is assumed as far as data.
    o Since we all had different projects it was interesting seeing how other project outcomes were developed.
    o Time and resources are a valuable thing.
    o When a problem has existed for a long time and a lot of people have tried to solve it already, they’re kind of reluctant to believe that it can be solved at all.
    o There are tools that help uncover the facts about the problem and make it easier to convince people to try new solutions or changes.
    o Six Sigma: What it is, what it contains, and how to properly utilize it to solve issues
    o Time Management: Strong need to communicate and prioritize
    o Employee Engagement: Need to keep informed and included. If they feel left out, they will push back.
    o I learned a new problem-solving and product/process improvement methodology that is going to help me to run Six Sigma projects. (DMAIC)
    o It is important to define in a good way the problem because depends on it the correct recourses investment for the entire project.
    o That several statistical tools could help to analyze data and get a solution based on objective evidence.

• • Greatest Challenge
    o Changing the Established Culture
    o Resource Availability Challenges
    o Not having correct data at the time the project started
    o Not knowing anything about rolling mills or mills in general
    o Time given to complete the project
    o Established environment. -Overcame preconceived notions with data and a lot of effort.
    o Setting priorities / Time management. -Accepted feedback and delegated tasks.
    o Scope creep. -Emphasized the problem statement.
    o I think my greatest challenge was communicating the priority of how important these projects are to my team.
    o Collecting reliable data over all shifts.
    o Our understanding of how much knowledge we have about a project prior to.
    o Resource Management-Scheduling conflicts, changeover scheduling, and time management
    o Sometimes it was a little difficult to understand 100% the concepts due the language but I started translating some parts of the presentation
    o Be a leader of a really big project when the company was in the middle of an ISO certification and not having other people with enough knowledge that could manage the activities required by ISO or the Green Belt project.
    o Didn’t have a support team that understands 100% the concepts of a green belt project to communicate in a better way the objectives. I invest some time with the team explaining at least concepts of stability of the process, sources of variation

• • Changes I Could Have Made to be More Effective
    o My Own Project Management and Planning
    o More Prework
    o Better Initial Understanding of Metrics
    o Get data prior to the project
    o Spend more time with ALL of the operators in the beginning of the process
    o Have managers more involved –shows top-down alignment
    o Set team expectations better
    o Give the project a proper review prior to starting.
    o Go deeper into the use the communication graphics provided by Six Sigma
    o Have more meetings with the team. I treated the team as SMEs and should have brought them further into the project.
    o Include a Sustaining Engineer as part time team member
    o Plan time better with both myself and the line/employees
    o Make a Measurement system analysis ( Gauge R & R) to have more reliability on the data obtained during the measurement phase