ASSIGNMENT 10/31

Running head: Lean Six Sigma Interview 1

Lean Six Sigma Interview 2

Lean Six Sigma Interview

Akshay Venkat Shinde

University of Central Missouri

First Interview

The project’s objectives and outcomes (successful/failure):

According to the interviewee (2020), The main objective of the project was improving low profitability in the production system triggered by inefficiency of the machine and reducing the production time. The project has successful results such as the target particularly achieved a 42% optimization which leads to reduction in the production time from 65 to 42 seconds. Therefore, the overall goal time was reduced to 25%, decreasing from 107 seconds to 75 seconds.

Methodology of implementing Lean Six Sigma in project:

According to the interviewee 1 (2020), In this project the DMAIC and six sigma’s statistical tools were implemented. DMAIC was utilized to solve the problem of the machine. The problem machine was set to standard. The DMAIC process started with the DEFINE stage. In DEFINE, the problem machine’s low productivity and profitability was defined. With the help of statistical tools, data showed that the machine ha problems. In MEASURE stage, the project team set two targets: one was the problem machine, and another was the operations. The first goal was to reduce the from 62 to 50 seconds, optimizing 30% optimization. Respectively, the second goal was to reduce the overall process time from 107 to 95 seconds, overall optimization of 15%. For measuring these variables, profitability was an overall indicator. In ANALYZE stage, the project team obtained the variables which are creating problem for the machine. Project team practiced brainstorming for finding the causes of low profitability. In IMPROVE stage, after rating brainstorming assumptions it resulted that machine-roughing time was making the impact on profitability. As they got the actual cause, the project team focused on improving the machine outcomes and solving the problems. In the final CONTROL stage, the solutions were verified by analyzing quality in the process. The solutions were saved in records and will be used if the same kind of problems will occur in the machines in future.

The role of this person in the project:

The Lean Six Sigma professional interviewed for this paper is a Project Manager in a manufacturing company. He is serving in this manufacturing company from last one year and has completed 4 projects among those 2 projects were based on Lean Six Sigma Implementation in the process. The interviewee had 25 members in his project team. He was responsible for managing the 25 members and give suggestions in their reports. In this interview, the interviewee discussed his experience on the project which he completed in this company.

Factors enabling the implementation process:

The problem machine was causing low profitability and reduction in production flow. The significant part of this project was focused on two factors. Cost and time. These two factors had a direct impact on the productivity and profitability. So, cost and time factors were helpful in analyzing the results to solve the problems.

Obstacles that limited or constrained the process:

The cost of the production, in less profitability condition, was estimated approximate $ 2,500,000 annually and the overall operating time of 650000 min. annually. If the machine were improved, decreasing its productivity time by approximately 20%, at the other end the total time of the process would reduction around 8%. The production would need 400000 min. annually and the cost would decline to $ 1,400,000.00 annually.

Any techniques/tools and relevant metrics used by the organization:

The project team wanted to analyze the past data of the production and identify the machine problem. For this purpose, the project team utilized Value Stream Mapping (VSM) and Supplier Input Process Output Customers (SIPOC), through these lean tools they acquired the problem in the production flow, cost, and time. Visual Stream Mapping assisted to analyze the production flow and identifying the non-value-added activities in the process. Non-value-added activities included activities by human and machine both. SIPOC helped to identify the problems in the production flow from beginning to end and summarized the inputs and the outputs of the process.

Statistical tools such as Pareto chart and Boxplot were utilized in order to time analysis. As pareto chart aims on finding the 80% of the problems are originate from 20% of the causes, it helped to identify problems of root causes. The interviewee also mentioned that they used Gantt chart for scheduling the shifts of the project members.

Second Interview

The project’s objectives and outcomes (successful/failure):

According to interviewee 2 (2020), The project objective was to solve the problems occurred in the shipments and backlogs. Achieving the revenue targets of the company and improving the forecasting accuracy of the product planning group. This project had successful results such as the company achieved more than $3 million increase in total revenue. Additionally, improvement in forecasting accuracy have reduce the over-inventory and streamlined the employee work processes. The company can perform better financial planning and focused on marketing.

Methodology of implementing Lean Six Sigma in project:

According to interviewee 2 (2020), the Lean Six Sigma project was introduced in the company to enhance the Supply chain management process for the most important product department. The lean supported to reduce the waste from supply chain department and six sigma helps to eliminate the defects from the process and reduces the variation from the process.

– Established a form which included the main source of data for analysis, i.e., past forecast, statistical forecast, orders placed and invoiced, sell-outs and stock information.

– Executed a distributed preparation plan for Supply chain management predictions.

– Invented a reference manual and performed training for key employees in the company and gave them the knowledge about their role

– Created latest forecast accuracy calculation techniques with permitted and unpredictable boundaries.

– Involved modified forecast objectives in the Product Managers’ performance intentions and compensations.

The role of this person in the project:

According to interviewee 2 (2020), The interviewee’s role in this project was a project manager. Interviewee had finance department, supply chain department, procurement department, technical department, and project quality department. The interviewee had to manage all these departments and to support the team and give them suggestions to solve the problems. He was a motivator for his project team, he was always motivating them in crucial times of the team.

Factors enabling the implementation process:

According to interviewee 2 (2020), the project team was supportive, and all the team member had good coordination and understanding between each other. Each member of the project team was clear about the project aims and goals and was fully dedicated towards it. The past data was one of the factors, which helped in improving the forecast accuracy.

Obstacles that limited or constrained the process:

According to interviewee 2 (2020), the product planning group was not coordinating with each other and had lack of understanding in the group. There was a lot of miscommunication between procurement department and inventory department which resulted in excessive inventory and lot of confusion in the process.

Any techniques/tools and relevant metrics used by the organization:

According to interviewee 2 (2020), the basic lean tools utilized in the project were cause and effect diagram for analyzing the problems and pareto chart for identifying the problems in supply chain department. There was implementation of 5s and poka yoke in the workplace to maintain cleanliness and everything organized in the workplace.