Lean Six Sigma Success Stories

BLUF

The new process significantly improved efficiency, with the mean time for data entry reduced from 1.39 minutes to 0.42 minutes. This improvement led to a reduction in workload for educators and an overall smoother operation within the Clinical Education Department.

The Problem

The project charter identified the problem as the inefficient return of competency forms from clinic managers for all new employees that attended New Employee Orientation. The primary issue was the use of multiple systems for documentation, leading to increased process/cycle time and duplication of documentation.

The Discovery

The analysis revealed major root causes, including the need for the Clinical Education Department to change not just one but many processes. A significant finding was the duplication of steps in data entry into the Smartsheet due to lack of integration with other systems.

A baseline process was established to understand the current state, highlighting the inefficiencies and the need for a new approach. A time study was performed to quantify the extent of the problem.

The Solution

The solution was to develop an electronic system, specifically a check-in form, that could assist in multiple areas and decrease process/cycle time for data entry. This was achieved by working with IT to ensure the form could communicate with the Smartsheet competency form.

The solution also involved creating a streamlined process for data entry, eliminating the need to create a roster for attendance and adding a time stamp to all processes.

BLUF

The implemented improvements led to a reduction in the average task cycle time from 14 days to 10 days. The percentage of tasks requiring follow-up questions for PMs decreased from 16% to 11%. Before the improvements, 46.94% of tasks were completed on or after the due date, which was reduced to 0% during trial periods. The new processes are being promoted across various teams with the expectation of further improving the tasking process and reducing the build cycle during implementations.

The Problem

The tasking process at a pharmaceutical company faced inefficiencies with a standard two-week completion time for all build tasks, regardless of task type. This resulted in prolonged implementation timelines, excessive handoffs between the Support and PM teams, and dissatisfaction among project managers (PMs). The goal was to reduce the task cycle time to 168 hours to enhance PM satisfaction, decrease project build phases, minimize rework, and reduce back-and-forth communication between PM and Support teams.

The Discovery

Through a process walk and Lean Six Sigma analysis techniques (Swimlane Map, Fishbone Diagram, and 5 Whys), the team identified the root causes of inefficiencies. Key findings included incomplete information provided by PMs, a universal two-week turnaround for all tasks regardless of complexity, and lack of timely alerts or reminders for SSA’s, leading to delays in task completion.

The Solution

To address these challenges, the team implemented solutions based on Lean Six Sigma principles to streamline the tasking process. This included creating standardized task templates, setting up automated reminders three days before the task's due date, and standardizing task due dates based on task types. These changes aimed to reduce the number of touches, waiting periods, and motion within the tasking process. Tasking procedures and associated software were updated accordingly, as praised by the Project Champion.

BLUF 

These interventions led to a 45% reduction in out-of-tolerance concentration values on one mixer. Before the improvements, 65% of test values were out of tolerance, which was reduced to 29% post-improvement. The reduction in low soapstone coverage compound production was evident, underscoring the effectiveness of the improvements. Graphs and charts within the document, such as box plots of concentration per sample location and control charts, visually demonstrate the improvements and the impact of solutions implemented.

The Problem

The document outlines a significant issue in the mixing department at a Tire Manufacturing Factory, where the quality of the product has been compromised due to inconsistent application of an anti-tack material called soapstone. Historically, soapstone concentration was found to be outside of tolerance in 67% of tests conducted from August 19, 2015, to November 22, 2021, leading to sticky or wet compound conditions. This inconsistency resulted in rework, downtime, and scrap, with an estimated cost of $74,000 in 2021 due to soapstone deficiencies. The objective is to reduce the occurrence of out-of-range concentration values to decrease waste associated with time to replace, process, and unusable material scrap, especially crucial given raw material receiving delays.

The Discovery

The improvement team's process walk and data collection identified significant variation in the soapstone make-up procedure as the root cause for the concentration variation. Additionally, the data revealed that the location of sample collection significantly affects concentration test results, confirming the hypothesis that the method used to test concentration and the sampling location impact concentration values.

The Solution

To address these issues, the team standardized the correct soapstone make-up procedure, standardized the sample collection location across all six systems, and adjusted one system to run entirely on auto. Efforts to improve the remaining five systems are ongoing.

BLUF

The project significantly reduced the daily average occurrences of the door opening from 1.07/day to 0.07/day. This reduction effectively minimizes the production downtime and associated financial losses. Furthermore, the redesign means that any future failures of the limit switch can be addressed without the need for a confined space or lockout, streamlining the maintenance process. The utilities department has also reported a decrease in nuisance calls related to the #1 relief door, indicating a broader positive impact on operational efficiency.

The Problem

When producing steel, the #1 relief door frequently opens, burning up the door limit switch. This switch is essential for indicating that the door has opened unexpectedly. Addressing this issue involves gathering both Utilities and Electrical personnel to implement a lockout and secure a confined space entry permit. The entire process, including the repair of the limit switch, leads to a significant downtime of approximately one hour per incident. Each occurrence results in the loss of one heat of production, equating to a financial loss of approximately $102,712.80 per heat.

The Discovery

The investigation into this issue revealed that the time taken to complete a lockout for repairing the Relief Door #1 limit switch was excessively long, averaging about an hour. This delay significantly impacted production, as the facility's peak performance is 36 heats per day, and missing even a single heat represents a considerable financial setback.

The Solution

The primary solution involved redesigning the limit switch's placement. Rather than being installed beside the relief door, it was relocated to a position above and outside the access door. This new setup utilizes a slack rope to actuate the limit switch, which deactivates when the relief door opens and the cable loosens. This redesign not only addresses the main issue of the limit switch burning out but also eliminates the need for a lockout and confined space permit for future repairs, as the switch is now accessible from outside the danger zone.

BLUF

Following the full deployment of the proposed solutions and process changes, dry chip waste generation was reduced from 263kg per day to 83kg per day, marking a 31.56% reduction in waste. The successful application of lean methodology and the 5S program in the packaging area emerged as key achievements, demonstrating the significant impact of minor process adjustments on production quality and volume. The project served as an enlightening experience, underscoring the potential of collaborative efforts across departments for continuous improvement.

The project underscored the detrimental effect of departmental silos and the tendency for finger-pointing. It highlighted the importance of cross-departmental collaboration, addressing issues from the root cause with an open mind, and the critical role of monitoring process parameters like temperature, flow rate of steam, and mixing ratio in sustaining improvements. The initiative reinforced the value of root cause analysis and the implementation of the 5S methodology as ongoing practices.

The Problem

In recent years, the noodle manufacturing lines have seen a consistent increase in dry chip waste (noodle breakages), reaching the plant's highest waste record from December 2021 to March 2022, with an average of 263kg/day. This issue has not only affected the bottom line and the ability to deliver quality products to customers but has also led to customer dissatisfaction due to the total weight of packaged products being compromised. The escalating waste generation poses a risk of losing more customers and undermines the plant's ability to meet customer expectations.

The Discovery

The improvement team identified through a Process Walk that most operators were unclear about their operational limits, relying on information passed down from more experienced colleagues. During the Measure Phase, it was discovered that all scales in Line 1 were significantly out of calibration (by about 6kg for a standard 10kg weight), and pressure gauge indicators were clogged, leading to inaccurate readings. The equipment's last calibration was conducted 2 ½ years ago, diverging from the bi-annual calibration recommended by the Original Equipment Manufacturer (OEM). Brainstorming sessions highlighted the need to bridge departmental silos, fostering a culture of information sharing and collaboration to benefit the entire operation.

The Solution

The team implemented various Lean Six Sigma problem-solving tools and process adjustments from dough mixing to oven discharge. Initiatives such as autonomous maintenance were introduced, enabling plant personnel to manage minor issues like lubrication and inspections independently, thereby allowing the Maintenance department to focus on more significant problems. Maintenance and lubrication schedules were established for better activity tracking and transparency. Visual management practices were also introduced in the mixing area to enhance operational efficiency.

BLUF

The implementation of these solutions and controls yielded immediate and significant benefits. The amount of treatment material required was reduced from 175 pounds to 100 pounds per batch, surpassing the initial reduction target by 25 pounds. This decrease in material usage led to a cost reduction of $847 per batch, amounting to an estimated annual savings of $109,000. Additionally, standardizing feed rates and mix times eliminated over three hours of processing time per batch, enhancing both the process's effectiveness and efficiency.

This project highlighted the critical role of frontline support and operator input in the successful implementation of process improvements. The engagement and feedback from operators, based on their practical experience, were instrumental in defining effective process checkpoints and mix times. Although there was initial hesitancy from senior leadership due to concerns over increasing order volumes, demonstrating the reduced process time and enhanced production capacity helped gain their support. This project underscores the importance of collaboration between frontline workers and management in achieving operational excellence.

The Problem

The Shepherd Chemical Company has been facing challenges with its nickel solution process, resulting in inconsistent trace metal levels in the solution over several years. Since 2019, 79 batches of nickel solution required blending or reworking to meet customer specifications. This issue led to excessive use of treatment materials, adding significant costs to each batch and increased wear on process equipment.

The Discovery

A process walk revealed a lack of standardization in the treatment of the nickel solution; operators across shifts were basing their actions on estimations rather than precise measurements, leading to considerable variation in the process. This approach stemmed from the practice of "eyeballing" the process without established guidelines, allowing for a wide range of discretion among operators.

The Solution

Through discussions with operators and the use of a fishbone diagram, the team identified key areas for improvement, including the rate of treatment addition, mix times, and quantities of treatment materials used. By defining standards for these elements and recording them in the batch process log sheet, the team could establish control over the process. This led to a systematic reduction in the amount of treatment material used until the desired control range was achieved.