rajeev.kamboj

Dear Druv, Pl calculate the CPk (not only Cp)& you will find it to be very-2 low and then correlate to Sigma levels. It is a case of center (Mean) shift. You need to adjust it as suggested by VK. wbr, Rajeev Kamboj

Dear Ari, I am very much intersted to know the details of your Poka Yoke project "Certificate Preparation Process" as I am leading the TPM project in my company at the moment. Can you please send me the details on the mail id below: [email protected] Wbr, R Kamboj

Dear Amit, As I mentioned in the begining itself that the castings are exactly same in geometry menans they are produced from the same patterns & the Heat treatment process is done later on. Introducing the Yellow job card for the HT castings is to give it a clear visibilty in the shop floor for the operatives to be more careful as I mentioned it is a "warning type" of POKA YOKE. Also we must appreciate in manufacturing that the visual controls are the best on shop floor. Hope I have cleared some of your doubts. Rajeev

Hello! everyone, Really interesting inputs from the group. In my view the WIN WIN situation (as mentioned by Navin & Manian) in case of the conflict situation is very clear If your Cost reduction project is not going to reduce the worth of the product/service to the customer it is a WIN WIN situation. But the caution factor is one should really be aware of the the "worth" of the product/service from customer's presepective. Bye for now, Rajeev Kamboj

Dear VK, I agree with most of the views confirming both the approaches as complementing each other for operational excellence and I totally agree with Mr Manish's views that the projects should be considered as process improvement projects rather than Lean or Six Sigma labels. I would like to add one very important approach of Lean which is most important or we can say is the central to all the projects to be decided is to identify the bottleneck resource(operation) & the projects should be taken to de-bottleneck it with any of the tools (L or SS) & move on to find the next bottleneck in a way to continously improve, since the bottom line can be improved only by increasing the Thruput & any improvement done on no-bottleneck resource is not going to increase the thruput. best regards, Rajeev Kamboj

Dear SJ, Yes, this was almost a year back future state VSM. We have achieved the following with implementation of our New Planning/mfg system 1) value addition/per employee -> Increased by 35% 2) On time deliveries improved from Avg. 72% to > 95% (Hitting 100% last two months now) 3) Inventory reduced from 132 days to 106 days (we are a capital goods mfg co.) Bye nor now, Rajeev Kamboj

Dear SJ, I have completed one Project as Lean champion wherein we have used the VSM for the entire manufacturing process to change the concept from "PUSH" to "PULL" system. I have uploaded a pdf file in the group file folder named Old vs New VSM (May be useful to the group). Glad to answer to the queries if any. Regards, Rajeev kamboj Lean Champion VOITH TURBO (P) LTD Hyderabad

Yes, most of the problem solving tools used in Lean are well covered in GB/BB except few approaches taken from TPS like KANBAN, Hijunka, JIT etc etc. The main difference is in implementation as Lean as a concept is more on Thinking called "Lean Thinking" which is nothing else but the culture developed through out the organisation.

Dear Radhika, Generally Lean is about eliminating the wastes (NVAs) from the system/process & Six Sigma is about reducing the variation is the process. So first go for Lean to get the optimized/standardize process & then look for variations to reduce. Hope this will clarify your thoughts.

The posts in the discussion forum are very well pointing out the difference between Lean & Six Sigma.Being on this forum most of us are very much familier with Six Sigma Tools & approach. i would like to add something to "Lean" Apart from the mentioned Lean tools , one very important factor to consider during project implementation is to identify the "Bottleneck resource" in the process & all the improvement project/s should be targeted towards this bottleneck to increase the Throughput of the business process. In another words Lean approach removes waste to increase the "FLOW" means "THROUGHPUT"

Dear VK, I remember one implementation which was of "warning" Poka-Yoke. In the assembly of machines we have similar looking parts means the Geometry is same the only diffrence is the mech. strength of the material ( one is Heat treated casting & the other is normal), so there were problems of wrong part assembly if both the parts are moving at the same time in the shop floor. I have introduced a simple Poka-Yoke by changing the color of the job card (Yellow) for the Heat treated parts in the shop floor. Two years down the line not a single case of wrong part assembly due to this reason is reported after the implementation. Hope the group shall find it intersting as it is a very simple poka-yoke(no investment) with 100% success. WBR, Rajeev Kamboj Hyderabad