1. Think of a current Operations process in which you are involved, one in which you have been involved in the past, or one in the world around you. Think of some aspect of it that needed to be or needs to be improved. Assume you have been designated to lead an effort to apply to the Six-Sigma DMAIC cycle to improving the process. Discuss how you might apply those steps.
For example, as a Production Manager, I used the DMAIC cycle extensively. When a specific cell producing inner combustor liner assemblies was achieving only 20% on-time delivery, I led the application of the DMAIC steps as follows.
Define: I set up a team involving the Technicians working in the cell, a Manufacturing Engineer, a Production Planner, a Buyer, and a Customer. We defined the expectations of the cell as 100% on-time delivery, no accidents, 100% quality, and overtime within budget.
Measure: We mapped the production process for that cell and identified the points at which interruptions to flow most likely occur (some of these included "delivery of kit of parts from storeroom," "furnace," "application of braze," and "delivery of tooling to cell.") We brainstormed and devised a means of recording at each of these stages "turnbacks" or problems that were encountered. This was a simple standardized data-collection form with the most common problems listed and a place for Technicians to record "tick-marks" when that problem occurred.
Analyze: After collecting data for 2 weeks, we applied Pareto Analysis to create a simple histogram of the data to find those problems occurring with the greatest frequency. We then applied fishbone diagramming (or "cause-and-effect diagramming") to further analyze the causes of the top 3 most frequently occurring problems. In this case, the biggest problem was a specific part procured from China, so we identified the potential causes of that. These included Order Placement, Customs Delays, Quality Inspection Time, etc. Further analysis by the team determined that the orders for the part were placed assuming that it would take 10 days to deliver the parts to our plant. In fact, it routinely took 20 days.
Improve: We modified the work instructions for the Buyer placing the orders for the parts to account for the actual shipment and delivery time.
Control: We continued to collect data in the production cell and verified that the instances of delivery of kits from the storeroom with this part missing declined to zero and the on-time delivery of the cell was 100%.
2. What are the 5 S's? Think of a physical situation in an organization with which you are familiar. How could each of the 5S's be applied? Think of an electronic situation in an organizatin with which you are familiar. How could each of the 5S's be applied? You will have to look beyond your course materials to answer these questions.
3. Describe ISO 9000 and its role in supply chains. Search the Internet for an example of a company that is ISO 9000 certified and search its website for any reference to why it became certified and/or what that means to its customers. Share your findings.
1. If I were leading an effort to apply the Six-Sigma DMAIC cycle to improve a specific process, I would follow these steps:
a. Define: First, I would assemble a team consisting of individuals involved in the process, such as employees, managers, customers, and other relevant stakeholders. Together, we would define the problem and establish clear goals and expectations. In this step, it is essential to identify the desired outcomes and performance metrics.
b. Measure: Next, I would gather data to measure the current state of the process. This may involve mapping out the process flow, identifying key points of interruption, and collecting relevant data to understand the magnitude of the problem. Implementing a data collection method, such as using standardized data collection forms, can help in recording and monitoring the occurrence of problems.
c. Analyze: Once enough data has been gathered, I would analyze it to identify patterns, root causes, and potential areas for improvement. Tools like Pareto Analysis can help in identifying the most critical factors contributing to the problem. Additionally, techniques like fishbone diagramming can be used to further analyze the causes of the top issues.
d. Improve: Based on the analysis, the team can devise improvement strategies and solutions. It may involve modifying work instructions, adjusting processes, redesigning systems, or implementing new technologies. The key is to implement changes that directly address the root causes identified in the previous step.
e. Control: After implementing the improvements, it is crucial to establish control mechanisms to ensure sustained success and prevent regression. This may involve monitoring performance metrics, conducting regular audits or inspections, and conducting ongoing data collection to verify the effectiveness of the changes.
2. The 5 S's represent five principles that promote workplace organization and efficiency. They are:
a. Sort: This involves removing unnecessary items from the workplace to eliminate clutter and improve visual control. In a physical situation, for example, an organization could apply the "Sort" principle by conducting regular cleaning and decluttering activities, removing obsolete equipment or inventory, and organizing storage areas.
b. Set in Order: This principle focuses on arranging items and tools in a logical and efficient manner. In a physical setting, it would involve creating dedicated storage spaces, labeling items, and implementing standardized procedures for organizing tools and equipment. In an electronic situation, this principle could be applied by establishing a consistent folder structure, naming conventions, and file organization systems.
c. Shine: This principle emphasizes cleanliness and regular maintenance. In a physical scenario, it could involve implementing cleaning schedules, conducting equipment inspections, and establishing protocols for waste disposal. In an electronic context, regular system and data backups, antivirus scans, and managing digital clutter can represent the "Shine" principle.
d. Standardize: This principle focuses on establishing standard operating procedures and practices to promote consistency and reduce variability. In a physical organization, it could involve creating visual work instructions, implementing standardized checklists or forms, and providing training to ensure everyone follows the same procedures. In an electronic context, standardization could involve creating templates, documenting protocols, and maintaining an organized digital workspace.
e. Sustain: This principle aims to ensure that the previous four principles are continuously practiced and integrated into everyday work. In a physical environment, sustaining the improvements would involve conducting regular audits or inspections, providing ongoing training, and fostering a culture of continuous improvement. In an electronic situation, regular data backups, system updates, and periodic reviews of digital organization practices can help sustain the improvements.
3. ISO 9000 is an internationally recognized quality management standard that provides guidelines for implementing quality management systems. It focuses on ensuring that organizations consistently meet customer requirements, enhance customer satisfaction, and continually improve their processes.
An example of a company that is ISO 9000 certified is Sony Corporation. According to Sony's website, they became ISO 9000 certified to demonstrate their commitment to providing high-quality products and services to their customers. The certification signifies that Sony follows internationally recognized standards for quality management and is dedicated to continual improvement.
Sony states that their ISO 9000 certification ensures processes are controlled and monitored, resulting in fewer defects, improved efficiency, and enhanced customer satisfaction. They emphasize that the certification signifies their dedication to quality, contributing to their customers' confidence in their products and services.