Download Simulation-based Lean Six-Sigma and Design for Six-Sigma by Basem El-Haik PDF

By Basem El-Haik

This can be the 1st publication to fully hide the full physique of information of Six Sigma and layout for 6 Sigma with Simulation equipment as defined by means of the yank Society for caliber. either simulation and modern Six Sigma tools are defined intimately with functional examples that aid figuring out of the most important good points of the layout equipment. The platforms method of designing services and products in addition to challenge fixing is built-in into the tools mentioned.

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Pull/Kanban) using a smaller lot size. This, in turn, may require a better cell or line layout as well as a reduction in setup times. Capacity utilization is also increased by balancing work and resolving flow bottlenecks. Reducing production variability requires standardization of processes and operating procedure, which requires the involvement of workers (usually, operating in teams) and often leads to implementing at-the-source quality controls and the development of effective programs for error-proofing (poka yoke), continuous improvement (Kaizen), workstation order (5Ss), and cross-training.

Although most lean definitions include the term elimination of waste in every area of production, it is often more practical and more motivating to practitioners to use the term reduction of waste in every area of the value chain. The goal is to maintain high performance by establishing a highly responsive system to varying customer needs, and by producing world-class-quality products and services in the most efficient and economical manner possible. The primary results that are expected from applying lean manufacturing to a production or service process include: • • • • • • • Lead-time reduction Inventory reduction Defect reduction Improved utilization of resource capacity Delivery rate improvement Productivity increase Cost per unit reduction It is important to understand that lean application is not a matter of changing one or two process elements or moving around pieces of equipment.

The control plan should balance between the output metric and the critical few input variables. The second step involves implementing the controls identified in the control plan. This is typically a blend of poka yokes (error-proofing) and control charts and clear roles and responsibilities and operator instructions depicted in operational method sheets. Third, we determine what the final capability of the process is with all of the improvements and controls in place. The final step is to perform the ongoing monitoring of the process based on the frequency defined in the control plan.

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