GIKIL-LeanSIXSIGMA

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LeanSIXSIGMA - GIKIL CONFIDENTIAL: Property of GIKIL

DPMOCp σ

6σ equates to 3.4 defects perone millionopportunities (DPMO)

2. A Business improvementimprovement methodologymethodology that that focuses on focuses on customer critical processes, rely on data, statistics & brings rapid improvement by minimizing variation & waste

Process Capability

3. A high performance Management System Management System for executing business strategy. Highly structured to enable the culture of Continuous Improvement & sustaining the achieved results

1.As a metric metric Sigma (σ) is scale for levels of goodness or Process quality DPMOCp σ

6σ equates to 3.4 defects perone millionopportunities (DPMO)

2. A Business improvementimprovement methodologymethodology that that focuses on focuses on customer critical processes, rely on data, statistics & brings rapid improvement by minimizing variation & waste

Process Capability

3. A high performance Management System Management System for executing business strategy. Highly structured to enable the culture of Continuous Improvement & sustaining the achieved results

1.As a metric metric Sigma (σ) is scale for levels of goodness or Process quality


LeanSIXSIGMA VALUE MODEL

Define everything valuble for Business as PROCESS

All Processes can generateLoss (WASTE & OVERBURDEN)

Losses are inherently due toMismatch, Variation

REDUCEVisible WASTE

By KAIZEN & SOP


REDUCEVARIATION by Cp,Cpk,SOP,OEE

REDUCEMISMATCH

by Pull & levelPlanning

REDUCEOVERBURDEN by Visual tools,SOP & Plans




REDUCEVisible WASTE

By KAIZEN & SOP



REDUCEMISMATCH






REDUCEVisible WASTE

By KAIZEN & SOP



REDUCEMISMATCH






REDUCEVisible WASTE

By KAIZEN & SOP



REDUCEMISMATCH



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LeanSIXSIGMA - GIKIL CONFIDENTIAL: Property of GIKILLeanSIXSIGMA - GIKIL CONFIDENTIAL: Property of GIKIL

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LeanSIXSIGMA - GIKIL CONFIDENTIAL: Property of GIKILLeanSIXSIGMA - GIKIL CONFIDENTIAL: Property of GIKIL

IMPROVE PROCESS QUALITYWant to be best in, what you do Improve Cp,Cpk>1,5 & Innovate1. No Problem in Process output Follow 1-2-3-4-5-6-72. Problem in Process output Follow 1-2-3-4-5-6-7( If problem is fully solved at step 2, Go directly to step 6-7 )

2.Check & Restore CTQ/ SOP– Standards

7.VERIFY Process O/ P, UPDATE SOP, STANDARDS

4.KAIZEN ELIMINATE – REDUCE CAUSE of VARIATION

3.ANALYZE / experiment to find ROOT CAUSE of VARIATION, using QC / Statistical tools

5.Apply new CTQ/ SOP-Standards 1.REVIEW all CTQ using QC tools, Control Charts

6.KAIZEN -CTQusing Poka-Yoka & VISUAL Control

PROCESS MAINTENANCE

SOP COMPLIANCE

PROCESS IMPROVEMENTKAIZEN-SYSTEM

Follow SOP/ STANDARDS & SPC Improve Cp, Cpk, STANDARDS

IMPROVE PROCESS QUALITYWant to be best in, what you do Improve Cp,Cpk>1,5 & Innovate1. No Problem in Process output Follow 1-2-3-4-5-6-72. Problem in Process output Follow 1-2-3-4-5-6-7( If problem is fully solved at step 2, Go directly to step 6-7 )







PROCESS MAINTENANCE

SOP COMPLIANCE









PROCESS MAINTENANCE

SOP COMPLIANCE



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KAIZEN is Japanese Philosophy and can be applied in all aspect of business or life. It is made of two words

KAI(Change) + Zen(Good) means "CHANGE FOR GOOD 1. By this definition every improvement , every change which improves above current established standards is KAIZEN

2. Every improvement , every change which close the gap or fulfills the gap from current established standards is SOP Compliance ormaintenance

Technically speaking following are few explanations :KAIZEN - Any small, incremental, low cost improvement project completed in 1 to 30 days.

KAIZEN Blitz - Any small, incremental, low cost improvement project completed in 1 to 5 days

System KAIZEN or Flow KAIZEN (also called Kaikaku) –Radical Big improvement after a number of Kaizens on same process or after technology change or using an innovative idea, completed in 30 to 300 days. (Usually it need some investment and technically it is quite similar to traditional Six Sigma project)

















Foundational 5S Visual Controls VOC

8 Waste Dashboard Displays SOP

Problem Known,Cause Known

Problem Unknown,and Unrecognized4

Problem Known,Cause Unknown2 Problem Suspected,

But unknown3 Fishbone Diagrams 5 why DOE Hypothesis Testing Regression analyses

SIPOC Process Mapping Value Stream Mapping Run Charts Control Charts Capability Analysis

Kaizen Blitz Control Plans Poke – Yoke Autonomation Just do it! SMED CFM

FMEA PPA TRIZ QFD DFSS

LeanSIXSIGMA Way

Basic tools Gage R&R Affinity Diagram Team Charting CTQ tree

Elevator speech Brainstorming Project Definition Form 7 QC Tools

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D M A I C

MD A I CM A I C

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Mean / Target

LowerSpecification Limit

UpperSpecification Limit

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3 1’s 3 1’s

High Probability of failure

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6 1’s 6 1’s

Much LowerProbability of failure

For BUSINESS VALUABLE PROCESSESJourney from Cp,Cpk < 1 to Cp,Cpk > 1,5

( 3 SIGMA LEVEL to 6 SIGMA LEVEL )

Business

Improvement










LeanSIXSIGMA Way



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D M A I C

MD A I CM A I C

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LeanSIXSIGMA Way



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D M A D V

D M A I C

MD A I CM A I C

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LeanSIXSIGMA Way



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D M A D V

D M A I C

MD A I CM A I C

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3 1’s 3 1’s


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6 1’s 6 1’s


Mean / Target



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3 1’s 3 1’s


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6 1’s 6 1’s


For BUSINESS VALUABLE PROCESSESJourney from Cp,Cpk < 1 to Cp,Cpk > 1,5

( 3 SIGMA LEVEL to 6 SIGMA LEVEL )

Business

Improvement

Global Ispat Koksna Industrija LukavacCONFIDENTIAL: Property of GIKIL

Mean / Target



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3 1’s 3 1’s


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6 1’s 6 1’s


Define everything valuable for Business as PROCESS



REDUCEVisible WASTE

By KAIZEN & SOP



REDUCEMISMATCH

by Pull& levelPlanning REDUCE

OVERBURDON by Visual tools,SOP & Plans

GIKIL LeanSIXSIGMA Deployment& GIKIL SOP Compliance System

for achieving strategic target

“GIKIL CHALLENGINGJIPM CONSISTENCY AWARD 2011”


GIKIL ACHIVEMENTS TILL DATE – LeanSIXSIGMA

World class SOP measurement and compliance system based on inputs from Dolvi. Service processes as well as manufacturing processes are measured at three levels that is business level , operational level, functional level using L1, L2, L3 CTQ formats. Results visible as/in SOP compliance reported by each functional head with complete ownership for gap identification & actions for improvements.

In line with GIKIL objective to achieve JIPM consistency AWARD, learning & contribution of project leaders was recognized by GIKIL management . 10 leaders were certified as Six Sigma Green Belts & 6 as Yellow Belts in April’10 .

Process Capability improvement & loss reduction projects completion Success rate from May07to April’10 > 50% (Excellent against industry benchmark of 30%)

Daily Process Auditing by Quality Head has been made stronger with addition of weekly reviews and actions for Process Control compliance by ED Operations.

( Manufacturing Process Capability ~ 3,2 SIGMA consistently )

Cumulative savings (basically loss avoidance) from May07to April’10 is comparable to industry standards

(Based on data from functions, calculated by function GBs, Verified by Finance, compiled by LeanSIXSIGMA).


STRATEGY:

In line with world best practices and advice by JIPM consultant, under

visionary leadership of GIKIL, Managing Director, Mr. Jagannadham,

following best suited approach to Bosnian environment.

All GIKIL functions, TPM team & LeanSIXSIGMA team, all devoted to achieve one objective

All GIKIL functions learn LeanSIXSIGMA, TPM SOPs & apply in all areas & Overall improvements in Product value streams and savings reflected for GIKIL as JIPM Award.

LeanSIXSIGMA focus, train, guide and facilitate on: VSM & MURA (unevenness & Variations) Critical Processes Cp, Cpk >1,5, Sigma levels, CTE(Cycle time efficiency)>50%, SOP Compliance (L1, L2, L3, system and reporting to CSG by all GIKIL functions) Trainings for trainers as CERTIFIED LeanSIXSIGMA BELTS Trainings for all on concepts, basic statistical tools & improvement workshops Improvement projects registered as System Kaizens, KAIZENS / PDCA/ PDSA/ DMAIC

targeting MURA/ MUDA/ MURI instead of just traditional DMAIC. Instead of one GB project number of Kaizens to increase speed & involvement.

GIKIL STRATEGY – LeanSIXSIGMA

1010LeanSIXSIGMA - GIKIL CONFIDENTIAL: Property of GIKIL

GIKIL LeanSIXSIGMA team is

available to you for

all technical support, information &

can be reached at

[email protected] , [email protected] M. Vaislay LeanSIXSIGMA MBB, 062-333154

Almin Suljić LeanSIXSIGMA GB; PBB 062-336094

Thanking you!

GIKIL-LeanSIXSIGMA

Education

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