DEFINE The reason for Improvement

The purpose of the DEFINE of the Six Steps DMAIEC is determining who is considered one of the most important problems. And should be able to explain why the problem is perceived is very important for the improvement. Is the problem in question is important for the service / product, or strongly influence the organization's strategic. What is the impact if the problem was quickly resolved. How large a gap caused. It is important to consider, because if it feels not too important then the improvement process will be felt perfunctory and not serious.

Six Steps DMAIEC Process Improvement

DEFINE
• Launch The Project
• Define Outcomes
• Identify Stakeholders
• Select Team
• Determine Proj ect Approach
• Create Project Plan


MEASURE
• Define The Current Process
• Address “Low-Hanging Fruit”
• Obtain CustomerCTQ’s
• Gather Initial Metrics
• Determine Current “Sigma”
• Stratify Data
• Determine Initial Value Proposition


ANALYZE
• Develop Cause & Effect Hypotheses
• Gather Causal Data
• Determine & Validate Root Causes (X’s)


IDENTIFY
• Identify Breakthroughs
• Select Practical Approaches
• Design Future State
• Predict New “Sigma”
• Perform C/B & Risk Analysis

CAP-DO Cycle to Improve an Existing Product

CAP-DO is used as a factory / company has been producing and marketing the product to the customer. And its customers had been stable, the production process, delivery and service to the customer is already running. The first step of the method is a CAP-DO CHECK, performance of the product or service, based on the gap that occurred on the issue of quality, price, service, delivery or safety characteristic. And this will be analyzed in the relevant processes and production starts with the inspection in the variable.

Then if it is in the Check and find the root of the problem and then solving the second picture is the ACT to amend or fix the errors or deficiencies exist. Then forwarded to the Plan to plan remedial measures based on the results of "Check" before. With this plan we know is made as effective planning and changes made to the improvement.

JIT and Automation

Since the JIT system is used, usually only shows the possibility of automation in some respects. Because it is not uncommon for companies that use JIT to follow him with possession of advanced manufacturing technology. Automation company to:
(a) increase production capacity,
(b) increase efficiency,
(c) improve the quality and service,
(d) lower the processing time,
(e) increase the output.

Automation increases the ability to track costs on various products individually. as an example of FMS cells, is a fellow of the automated JIT manufacturing cells. So. some costs which are costs not directly in the traditional environment is now a direct cost.

Learn More about 5s Management & Lean Manufacturing

JIT manufacturing

JIT manufacturing uses a more centralized approach than that found in traditional manufacturing. The use of JIT manufacturing system having an impact on:
1. Improving Traceability (Traceability) costs.
2. Improving the accuracy of product cost.
3. Reducing the need for allocation of central service costs (service departments)
4. Changing behavior and the relative importance of direct labor costs.
5. Affect the pricing system and process basic orders.

The basics of JIT manufacturing and the difference with traditional manufacturing:

1. Compared with traditional JIT manufacturing.
JIT manufacturing is a demand pull system (Demand-Pull). JIT manufacturing goal is to produce a product only if the product is needed and only for the number of requests of buyers (customers). Some differences with the traditional JIT manufacturing include:
a. Low Inventory
b. Manufacturing cells and Interdisciplinary Workforce
c. Philosophy of TQC (Total Quality Control)

JIT Production

JIT production is a production scheduling system components or products on time, quality, and in accordance with the required amount by the next production stage or in accordance with customer demand.
JIT production can reduce the time and cost of production by:

1. Reduce or eliminate work in process in each workstation (work station) or the stages of product processing (the concept of zero inventory).
2. Reducing or eliminating "Lead Time" (waiting time) of production (the concept of zero wait time).
3. Continuously pushing hard to reduce machine setup costs at each stage of processing products (workstation).
4. Emphasis on the simplification of processing the product so that activities are not value-added production can be eliminated.