Ejemplo Lean Six Sigma - Sumario Ejecutivo - Proceso Logístico: Inventarios | VARIEXA

Summary

This video showcases a Six Sigma project aimed at improving the management of damaged inventory at Kinect. The project follows the five phases of Six Sigma: Define, Measure, Analyze, Improve, and Control. The goal was to reduce damaged inventory retention by 50% and decrease processing time by 50%. Key improvements included enhancing communication, optimizing processes, and eliminating batch processing. By the end of the project, damaged inventory was reduced by 55%, and processing time decreased significantly, surpassing initial goals. Ongoing monitoring will ensure continued success and performance tracking.

Takeaways

• 😀 The Six Sigma project aimed at improving the management of damaged inventory at Kinect, focusing on reducing inventory levels and the time it takes to process damaged items.
• 😀 The primary goal was to reduce the retention of damaged inventory by 50% and the cycle time for disposal by 50%.
• 😀 The team utilized the Five Phases of Six Sigma methodology: Define, Measure, Analyze, Improve, and Control to tackle the issue.
• 😀 In the Define phase, the team identified the process steps involved, including raw materials, finished products, and the need for re-inspection.
• 😀 During the Measure phase, data was collected revealing that damaged inventory had an average retention time of 330 days, well above the target of 90 days.
• 😀 The Analyze phase revealed key causes of inefficiency, including poor communication, batch processing, and unclear ownership of inventory.
• 😀 The team identified a specific bottleneck in the 'scrap route' where 73% of damaged inventory passed through, focusing efforts on improving this critical area.
• 😀 In the Improve phase, the team optimized the process by eliminating batch processing, establishing clear ownership, improving communication, and implementing one-piece flow.
• 😀 The process improvements led to a 55% reduction in damaged inventory, exceeding the 50% target.
• 😀 The Control phase involved creating a plan for continuous monitoring, including monthly meetings, automated tracking, and the introduction of control charts for ongoing performance assessment.
• 😀 The changes resulted in a significant reduction in cycle time from 330 days to 56 days, drastically improving efficiency and achieving the set objectives.

Q & A

What is the primary goal of the project mentioned in the transcript?

The primary goal of the project is to reduce the retention in dollars of damaged inventory by 50% and to reduce the average time of maintenance or the cycle time for disposing of such material by 50%.

How did the team begin the Six Sigma project at Kinect?

The team began by reviewing and understanding the existing process in a single manufacturing plant and assessing the level of variation within the process. They used tools such as a YPF diagram to identify key inputs, processes, and outputs.

What did the team discover during the measurement phase?

During the measurement phase, the team found that damaged inventory levels were consistently high and increasing. They also discovered that the average retention time of damaged inventory was 330 days, far exceeding the target of 90 days.

What was identified as a major cause of delay in processing the damaged inventory?

A significant cause of delay was the high level of variation in the process, especially during the handoffs between departments. There were also inefficiencies due to poor communication and batch processing of internal reviews.

What specific changes were made to improve the damaged inventory process?

Improvements included focusing on the 'scrap' route where most of the inventory passed, improving internal communication, eliminating batch processing, clarifying ownership at each step, and creating or revising service level agreements for each stage of the process.

What tool did the team use to identify the causes of delays in the process?

The team used a Fishbone diagram (also known as a Cause and Effect diagram) to identify the causes of delays in processing the damaged inventory.

How did the team address the communication issues within the process?

The team implemented a flow approach with clear lanes for both information and product movement, making it clear where ownership of the process transitions and ensuring better communication among stakeholders.

What was the impact of the improvements on the damaged inventory levels?

The improvements led to a 55% reduction in the damaged inventory, which surpassed the original target of a 50% reduction.

How did the team track the improvements and ensure sustainability?

The team set up a control plan that included monthly meetings with the inventory management group, a tracking sheet for damaged inventory, and automated reporting within the manufacturing system to monitor key metrics.

What statistical evidence did the team present to show the improvement in the process?

The team presented box plots illustrating the reduction in the time for processing damaged inventory, with the time reducing from 330 days to 56 days. Statistical tests showed that the changes were significant, with both the mean and standard deviation improving.