Motorola’s Lean Manufacturing + Six Sigma System = Lean Six Sigma
Creating value Eliminate defect Accelerate decision-making processes,
with less work while reducing inefficiencies in production and increasing product quality LEAN MANUFACTURING • Lean Manufacturing is a management system that seeks to produce more value from less work. • It is used to eliminate seven source of waste in production process
SEVEN SOURCE OF WASTE
Overproduction Motion Inventory Unnecessary Processing Conveyance Waiting Correction (repair error) VISUAL WORKPLACE • A visual workplace uses a system of Benefit: visual mark and communication tools Improved productivity to provide information needed place and time. Safety • Visual control helps to identify Quality equipment or materials and On time delivery provide safety warnings. Profits Employee moral IMPLEMENTING 5S • The foundation of visual workplace are Lean Manufacturing techniques such as 5S to eliminate waste • Seiri (Sort) • Seiton (Set) • Seiso(Shine) • Seiketsu (Standardize) • and Shitsuke(Sustain) • Creating visual workplace may involves implementation of proper labelling and signs to create a workplace in which employees can obtain the information that they need and understand their role 5S detailed process • Seiri (sort) To sort and eliminate unnecessary item in workspace
• Seiton (set in order) To set the items in
order for efficient storage and easy access
• Seiso (shine) To clean the workplace daily
• Seiketsu (standardize) To create a baseline
for the previous three S
• Shitsuke (sustain) To sustain the 5S
standard for everyone by discipline and training PDCA approach Benefits of 5S process Reduces process lead times Helps to identify wastes Facilitates workplace organization Builds a culture of continual Standardizes operating improvement procedures Remove workplace clutter Improves customer response Reduces waste in the workplace times Improves look-and-feel (the looks Installs policies/guidelines that of the facility and the feeling of drive the workplace the workers) Contributes to cost efficiency Introduction of Lean Six Sigma in our company Performance Improvement Initiative (PII) Plans & HSE and Service Quality Programs Performance Improvement Initiative • PII communicates the strategy objectives to the entire organization
• It is an internal program designed to drive values and
processes throughout the organization
• Starting from the top management to the front lines as a
unified effort
• PII will consists of strategies for improving safety and
health, service quality, environment and sustainable development PII Critical Areas
Service Health and
Environment Quality Safety
The combination of the three emphasize the relationship
between HSE and quality, as how they are linked to the successful delivery of the service. • Lean Six Sigma was introduced in the 2006-2007 PII plans as one of the service quality improvement strategies.
• The company uses PII to implement programs to improve
performance by focusing on clear goal and metrics. The creation of PII teams consist in 3 areas at every level of company;
1. Executive management which sets strategy and
objectives of the program, from vision and mission 2. Country management which plans and assigns timeline and responsibilities 3. Local management which makes the program work and reports, and perform the actions
The implementation comes from the bottom up, driven
by the local teams and align with the top management Hierarchy of PII Planning and Implementation Teams HSE and Service Quality Programs • Pre incident programs • Post incident programs 1. Halliburton Management System (HMS) 1. Correction programs process documentation: policies, business 2. Communication (meetings and alerts) practices, and procedures used by Halliburton in its activities. 3. HSE training 2. Risk Assessment (RA): identification, analysis, 4. Incident investigation and reporting and evaluation of risks 5. Root cause analysis 3. Lean six sigma and 5S 4. Prevention programs • Zero incident programs 5. Communication (meetings and alerts) 1. Improvement programs 6. HSE training 2. HSE training 7. Equipment certification 8. Contingency planning Sustaining 5S Program • Accountability: assign 5S responsibilities to each employee • Communication: discuss the 5S daily (for instance, at meetings) • Coaching: provide training and guidance • Auditing: 5S audits, safety representatives, supervisors (tier inspections), managers • Corrective action: correct immediately or place on action plan A Case Study: Halliburton, United Arab Emirates Trained 239 out of 386 employees in 2006 about sort, set in order, shine, standardize, and sustain Results • UAE Halliburton approximately completed six years with no lost time incident (LTI), which is equivalent of 2,280 days without LTI • No recordable motor vehicle accident (RMVA) for 1,464 days • Approximately 98% of jobs at rigsites do not face HSE issues • Average score for customer udits in 2009 and 2010 is 91% • 239 hazards were identified in 2010, and 419 hazards in 2009 • The overall compliance of the 5S training in UAE facilities is 73% in 2010 Results Increment of Near-Miss reports generated since 2006 Implementation Conclusion 5S is one of lean six sigma manifestation 5S have been implemented and proven cost effective 5S plays big role in ensuring HSE in workplace 5S process will increases morale, positive impressions for customer and organization efficiency when fully implemented References Ghany, W. A., 2010. 5S and its Effect on HSE Performance. OnePetro Journal. Malik, P., 2007. A Way of Life: The Successful Practice of 5S. 3(3). Sarkar, D., 2006. 5S for Service Organizations and Offices: A Lean Look at Improvements. American Society for Quality, Volume 1. Tom Epply, J. N., 2007. The Lean Manufacturing Handbook. Continental Design and Engineering. Thankyou