six sigma Lean Six Sigma
By Richard Mark
The second component centers on defect, or waste, a term that refers to anything that
doesn’t add value to an organization’s product or service. Cutting waste is a cost-effective
way to boost productivity and reduce costs. For example, if workers on an assembly
line must turn around to pick up a part, that movement adds a few seconds to the process.
Simply moving the parts to a more convenient place would boost productivity. Purchasing
new equipment to increase productivity costs money, but eliminating waste is free.
Just be sure that your defect-cutting steps don’t inconvenience or delay customers, such
as eliminating airline counter personnel and creating a back up at peak periods.
Reducing defect doesn’t necessarily mean cutting costs; it might mean better cost management.
Quality improvement is a first step. A better work process leads to fewer mistakes
and rejects, although improving productivity also lowers costs. You can improve
productivity by putting fewer people on the production line, which reduces the possibility
for mistakes. However, the displaced workers should not be fired; rather, they should
be put into other roles.Inventory is a source of defect, because it takes up space, adds to production lead-time,
must be stored and transported, and deteriorates in quality as it sits in a warehouse.
Managers should reduce inventory and cut equipment downtime. Most manufacturing
companies have too many employees, too much space, and over-long lead times. Managers
can free space by incorporating separate workspaces into the main production line,
and by reducing inventory. Lead-time can be reduced by filling customer orders more
quickly and by improving communication with suppliers. The six sigma must make its
procedures flexible, efficient, and error-free to reduce inventories and deliver products
promptly.
Defect takes many forms. The defect of overproducing comes from a line supervisor who
wants to boost production to stay ahead of schedule in case of equipment failure or
worker absences. Overproduction consumes materials before they are needed and masks
problems in the production process. The defect of inventory refers to products that must
be stored before delivery. Their quality deteriorates and a natural disaster or fi re might
destroy them. The defect of rejects refers to the waste that accompanies faulty products.
Workers must dispose of the rejects and determine what caused the problem. The defect
of motion describes wasteful walking by employees. An employee walking around is a
sign that the workplace is inefficiently organized. The defect of waiting happens when
a worker isn’t doing anything because he is waiting for the next piece of work to arrive.
The defect of transport occurs when forklifts and conveyer belts are working. No value
is added during transport, and damage is a possibility. Shop floors should be redesigned
to minimize wasteful transport.
About the author
Richard Mark, Master Six Sigma Black Belt
http://www.greenbelt6sigma.com from http://www.FreeArticlesAndContent.com
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