Six Sigma Ziel ist, zu messen und “Prozessschwankung” zu reduzieren.
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.
Thus there are 2 dimensions to Lean in Engineering / Product Development:
Generally, mastering the process dimension is the prerequisite for mastering the product dimension
The 13 Lean Development principles are:
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.
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
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:
Between 1900 and June 1903 the brothers:
Devised
Discovered
They conducted and meticulously recorded extensive experiments.
These often challenged and proved wrong the existing ‘knowledge’ and wisdom of the time.
– 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…)
People & Partners
– Chief Engineer Role in Development phase (misunderstood in Aerospace Industry)
– Balance functional expertise & Programme integration
– Suppliers/Partners integration into Product Development
– Build in learning & Continuous Improvement
– Build a culture to support Excellence & Relentless Improvement
Lean Process principles
1 Focus on what the Customer Values Product (processes to assess Value vs Customer requirement, starting from clear definition of Customer requirements) Process (Plateau & Phases)
2 Front load Development & explore thoroughly alternative solutions (max. design space) Early Development phase (time allocation, budget allocation, expert teams {rotating}) Structure compliance with Quality gates don’t reopen previous decisions. Simulation more rigorous, modeling, verification of design robustness, design reviews {multi company & multi function}, trade off curves for design alternatives including risk & opportunity assessments
3 Leveled Product Development process flow VSM, 7 wastes, multi-programs resources (planning & Mgt integrated with scheduled milestones, top to bottom & across functional interdependences)
4 Rigorous standardization Design guidelines & standards Catalogues (standards owners) & supporting data, Experts network => transfer of knowledge, lessons learned => design standards… software modular components