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Lean Zielen

By on May 3, 2012 in Lean Six Sigma @de, Uncategorized
Schlanke Operationen zeigen die folgenden Eigenschaften:
  • Die Beseitigung von Tätigkeiten, die keinen Nutzen bringen.
  • Nur das Produzieren, was erforderlich ist.
  • Integration zwischen Unternehmen und Lieferant(JIT).
  • Von Anfang an das Richtige tun.
  • Sicherstellen dass die Prozesse robust sind.
Für die Anwendung dieser einfachen Techniken benötigt man den gesunden Menschenverstand.
Diese Denkweise und Technik werden häufig mit der Volumenherstellung irrtümlicherweise vereinigt.
Jedoch sind dieselben Grundsätze im Projektmanagement, Supply Chain, Finanz, HR usw. erfolgreich angewandt worden.
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Das System für die Entwicklung der Lean Six Sigma Black Belt Fähigkeit

By on April 30, 2012 in Allgemein @de, Uncategorized
•Zwei Hauptbestandteile der BB-Programm
–Teilnehmer beginnen das Programm mit einem glaubwürdigen Projekt; das bedeutet:
•Ein klares On Time , On Quality, On Cost Delivery Ziel (quantitativ bestimmbar im Kunden- und/oder Geschäftswert)
•Ein Sponsor (Zur Unterstützung)
•Eine realistische Zeitskala (Min. 3 Monate Max. 6 Monate)
–Teilnehmer beenden die Ausbildung in folgenden Schritten:
•Modulare Ausbildung und besteht aus 5 Teilen, die je im Abstand von 3 – 4 Wochen durchgeführt werden.
•Zwei Kriterien für die Qualifikation als Black Belt:
–Beendigung des Lehrgangs mit einer befriedigenden Note auf einem Multiple Choice Fragebogen.
–Die Vorstellung und Präsentation eines erfolgreichen Projektes vor Gutachtern.
Die Präsentation beinhaltet:
•Anspruchsvolle Ziele, die mit dem Kunden und/oder Geschäftsvorteilen getroffen wurden
•Der Gebrauch einer systematischen Methodik
•Der Gebrauch von passenden Verbesserungswerkzeugen
•Die gute Arbeitsfähigkeit in einer Mannschaftsumgebung
•Beweise, dass der Teilnehmer durch das Trainieren und/oder Lehren andere Verbesserungen förderte
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Six Sigma – Zusammenfassung Schwankungen zu reduzieren

By on April 29, 2012 in Lean Six Sigma @de, Uncategorized

Six Sigma Ziel ist, zu messen und “Prozessschwankung” zu reduzieren.

  • Sigma ist ein Maß der Schwankung, und Six Sigma ist eine auf Daten und Fakten basierende Methode zur Reduktion von Fehlern in Prozessen.
  • Wenn ein Prozess davon befreit wird, fehlerhafte Artikel zu erzeugen, vergrößert das seine Kapazität und/oder reduziert seine Durchsatz zeit.
  • An jedem Schritt im Prozess Rechtzeitig und in Qualität zu liefern, wird Kostenperformance außerordentlich unterstützen.
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Black Belt training during the summer in Würzburg

By on April 28, 2012 in Lean Six Sigma, Uncategorized

during the months of July and August there will be several green and black belt session for Lean Six Sigma; all events will be held in the Maritim Hotel in Würzburg.

Zentral und unweit des Hauptbahnhofs erwartet das stilvolle Maritim Hotel Würzburg seine Gäste. Direkt am Mainufer gelegen, bietet es einen herrlichen Ausblick auf die Festung Marienberg, die hoch über der Stadt thront. Die barocke Innenstadt mit ihren zahlreichen Sehenswürdigkeiten lässt sich bequem zu Fuß erkunden. Elegantes Ambiente, verbunden mit herzlicher Gastfreundschaft, und der direkte Anschluss an das Congress Centrum Würzburg schaffen ideale Voraussetzungen für jeden Reisezweck.

 

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Lean in Engineering

By on April 28, 2012 in Lean Six Sigma, Uncategorized
Two dimensions of Lean in Engineering
Lean in Engineering / Product Development deals primarily with information as the material to its processes
It goes beyond Lean in Manufacturing in so far as the product is not yet defined

Thus there are 2 dimensions to Lean in Engineering / Product Development:

1.Process dimension:
–mastering processes to meet the time, quality, and cost expectations of the markets
–making processes manageable and measurable
–providing as much space for knowledge and creativity to unfold as possible
2.Product dimension:
–finding the best solutions to a given problem
–changing less in detail phase

Generally, mastering the process dimension is the prerequisite for mastering the product dimension

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Lean Development in Lean Six Sigma

By on April 28, 2012 in Information Technology, Lean Six Sigma, Uncategorized

The 13 Lean Development principles are:

  1. Establish customer value
  2. Front-load the Product Development process
  3. Levelled Product Development process flow
  4. Rigorous standardisation
  5. A Chief Engineer System to integrate development
  6. Balance functional and cross-functional expertise
  7. Towering technical competence in Engineers
  8. Integrate suppliers into the PD system
  9. Build in learning and continuous improvement
  10. Build a culture to support excellence and relentless improvement
  11. Adapt technology to fit your people and processes
  12. Align the organisation through visual communication,, ensuring problems are visible
  13. Enable organisational learning
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Visual Management is key within Lean Six Sigma projects

By on April 25, 2012 in Lean Six Sigma, Uncategorized

The key to world class flexibility and high quality is the ability to understand at a glance what is going on in the workplace. Visual Management helps everyone in the workplace become involved in monitoring progress and customer service. Visual Management guarantees increases in efficiency, quality levels, productivity, and reductions in man hrs on the job. VM not only makes problems obvious, it provides a means to solve them The purpose of VM is to make everybody’s job easier VM uses all 5 senses to create a simpler, self regulating facility, resulting in increased Quality, productivity and morale.

Pursue Perfection through Standardisation;

Now that improvements have been made it is important that they become the new STANDARD and the team do not fall back into the old ways of working. It does not stifle creativity, it enhances it.

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Lean Six Sigma TIM WOOD in engineering

By on April 25, 2012 in Lean Six Sigma, Uncategorized

Waste in Engineering Examples

Transportation:  Excessive data or information handoffs

Inventory: Requirements, specifications, documents waiting to be processed, test data waiting to be validated

Motion: Searching for information, or data, attending unnecessary, ineffective meetings

Waiting:  Inter-task variation, bottlenecks, failure of supplier to meet customer need dates

Over Production: Mass document releases, Preparing excessive reports, broadcast email of information

Over Processing: Gold plated designs (Including design features not required by customer, Re-inventing what has already been designed

Defects: Faulty, incomplete or inaccurate data, data translations

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Lean started withThe Wright approach to product development

By on April 24, 2012 in Information Technology, Lean Six Sigma, Uncategorized

Wilbur and Orville Wright ran a bicycle repair shop in Dayton, Ohio USA but set to designing and building the first aeroplane  in their spare time working in their shed!

So how did two hobbyists manage to achieve what many well funded, full time, industry backed inventors had failed to achieve?

They collected the existing knowledge on what experiments and tests had already been carried out then studied the results.

They soon realised that many thousands of hours and dollars were being spent for very little time in the air – 5000 hours of design & build time for 5 seconds air time was typical.

They identified 3 critical knowledge areas:

  • construction of the sustaining wings
  •  generation and application of power
  • balancing and steering of the machine

Between 1900 and June  1903 the brothers:

 

Devised

•Lift and drag measurement techniques for kites and gliders
•A wind tunnel
•Balances for measuring lift, drag and drift

Discovered

•Lift and drag calculations that others were using were incorrect
•Optimum wing shapes and ratios
•Optimum control surface areas
Invented
•Wing warping technology to control the plane in flight
•A highly efficient propeller
•A lightweight powerful engine
•The science of aeronautics

They conducted and meticulously recorded extensive experiments.

These often challenged and proved wrong the existing ‘knowledge’ and wisdom of the time.

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Lean Tools and Technology in Lean Development

By on April 23, 2012 in General, Uncategorized

– Adapt technology to fit your People & Process; In some organisations it could be the opposite (Technology has to be mature first in accordance withTechnical Readiness Level process)

– Align organisation through simple visual communication More difficult for Engineering .

– Use powerful tools for standardization & organizational learning Lean organisation (reducing number of layers…)

at Toyota are the best exponents of Lean Development and since 1991 have identified 4 Critical Success Factors as follows:
  • Creating a strong vision to ensure that design engineers care about what the customer thinks of their future services and products
  • Limit the number of late design changes by striving for Perfect Drawings and Zero EC after production drawing release
  • Focus on precise and tightly scheduled industrialised drawing production to increase effectiveness
  • Focus on quality and cost of production itself to ensure build is with the cost bracket
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