Parts issues were the overwhelming key area identified.
Sunday, February 21, 2010
Measurement: 2/11/2010
Parts issues were the overwhelming key area identified.
Define Refinement: 1/27/2010
This meeting was kicked off with a brief continued explanation of Lean Six Sigma by Jim Strasbaugh, Director of Continuous Improvement
The SIPOC Map was flushed out and the top 5 Processes were identified.
The list of define deliverables was reviewed and The Project Charter was finalized with a Problem Statement , Definied Goal and working definitions.
The SIPOC Map was flushed out and the top 5 Processes were identified.
The list of define deliverables was reviewed and The Project Charter was finalized with a Problem Statement , Definied Goal and working definitions.
Friday, February 19, 2010
Things That Add To/Make Up Part Lead Time
Taping Parts (Outsourced Taping vs. Hand Placing)
Rejected Parts @ incoming inspection - Miss-labeled, wrong part
Wrong part - Documentation
Customer Supplied Parts On Time
Programmed Parts Issues
Schedule - Unsure of "Due Dates" both internal and external
SO Due date does not necessarily reflect customer expectations (Pull in & Push out)
Information re: schedule not necessarily shared universally
Unknown production lead time (Days vs. weeks)
stencils
receiving
Sub Assemblies - Un clear process to Create W.O.
Parts Shortages - Scrap Allowance, Inventory Accuracy
Purchasing
Supplier/ MFG Lead time
Customer Pull in of Ship Date - Rebuy/re-schedule parts
Schedule Discipline - Parts shortages due to changes in schedule (If MRP tool is checked and used correctly when W.O. is moved this should be ok)
Rejected Parts @ incoming inspection - Miss-labeled, wrong part
Wrong part - Documentation
Customer Supplied Parts On Time
Programmed Parts Issues
Schedule - Unsure of "Due Dates" both internal and external
SO Due date does not necessarily reflect customer expectations (Pull in & Push out)
Information re: schedule not necessarily shared universally
Unknown production lead time (Days vs. weeks)
stencils
receiving
Sub Assemblies - Un clear process to Create W.O.
Parts Shortages - Scrap Allowance, Inventory Accuracy
Purchasing
Supplier/ MFG Lead time
Customer Pull in of Ship Date - Rebuy/re-schedule parts
Schedule Discipline - Parts shortages due to changes in schedule (If MRP tool is checked and used correctly when W.O. is moved this should be ok)
Problems Created By Kits That Are Late to Schedule
Adds Time to Job
Pull Parts an extra time
Adds Handeling
Miss Ship Dates
Adds Stress
Misprioritized Production
Extra Setups
Production is in the dark (no visiblility of jobs transfered to production)
Purchasing is in the dark (no visibility of Production Capacity/Work Load)
Pull Parts an extra time
Adds Handeling
Miss Ship Dates
Adds Stress
Misprioritized Production
Extra Setups
Production is in the dark (no visiblility of jobs transfered to production)
Purchasing is in the dark (no visibility of Production Capacity/Work Load)
Problems due to Kits Late to Schedule: Kickoff Meeting with Team, 1/20/2010
Our first meeting was kicked off with a brief explanation of Lean Six Sigma and the overall goal of improvement in getting parts/kits to production on time.
All of the team members introduced themselves and then I briefly outlined the logic in their selection and the general criteria/roles for members of the Six Sigma Project Team.
The group then brainstormed two lists:
Problems Due to Late Kits
Things That Add/Make Up Part Lead Time
Lastly The SIPOC Map was initiated
The group then brainstormed two lists:
Problems Due to Late Kits
Things That Add/Make Up Part Lead Time
Lastly The SIPOC Map was initiated
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