In order to face business competition, the main objective of every company is to be recognized by their customers for the quality of their products, and to meet their requirements in an optimal way in terms of time and cost. It has therefore become important to prepare well for the new pace of cust...
,SUMMARY
In order to face business competition, the main objective of every company is to be reco-
gnized by their customers for the quality of their products, and to meet their requirements in
an optimal way in terms of time and cost. It has therefore become important to prepare well
for the new pace of customers needs at the best performance while respecting the alloca-
ted budget. To meet these requirements, respecting manufacturing time has currently be-
come one of the major problems to face. This project presents the Lean Sigma approach
applied to a manufacturing workshop of a world known aerospace industry allowing
the reduction of assembly times and performance improvement. To do this, we have identi-
ed the root causes generating wastes in order to set up an operating mode to better
streamline the production ow, thus, balancing the workstations and reorganizing the as-
sembly lines. We used the DMAIC approach following the steps: De ne, Measure, Ana-
lyze, Improve and Control.
We started by scoping and analyzing the product manufacturing process, then, we collec-
ted data in order to measure its current performance. We then proceeded to measure time
of the di erent operations divided into : value-added operations, non-value-added but ne-
cessary operations and the 7 mudas (or Lean wastes). We found that the wastes represen-
ted a signi cant percentage in the entire process, a subject of an in-depth analysis and ex-
cellent opportunity to apply the Lean Management. Finally, we identi ed and analyzed the
root causes of this non added value operations using several analysis tools (Ishikawa, 5
whys, causal tree, etc.).
In light of this analysis, we managed to put in place an action plan optimizing the process
by a gain estimated to more than 380 Keuros.
,Table of contents
SUMMARY 2
Chapter I : 6
Context and methodology 6
I.1. Problematic, objectives and methodology 6
I.2. Lean Management 7
I.2.1. Six Sigma 7
I.2.2. Lean Six Sigma 7
I.3. Followed approach 8
Chapter II : 9
De nition and projet scoping 9
II.1. Introduction 9
II.2. 5 Why’s 9
II.3. SIPOC diagram 9
II.4. Plani cation GANTT Diagram 10
II.5. Risk Analysis 10
II.6. Milestone reviewing « De ne » 11
Chapter III : 12
Measuring current performance 12
III.1.Introduction 12
III.2.Change management 12
III.3.Data collection and inventory 12
III.4.Measuring process performance 12
III.4.1. Measurement methodology 13
III.4.2. Means of measurement 13
III.4.3. Choosing the right operator 13
III.4.4. Operations tracking 13
III.4.5. Judgment of pace 13
, III.5. Summary of time spent by product 14
III.5.1. Synthesis of Lean wastes 15
III.5.1.1. Pareto of 7 mudas 16
III.5.1.2. Quick Wins for unnecessary operations 17
III.5.2. Synthesis of NVAs 17
III.5.2.1. Pareto of NVA 18
III.6. Diagram Spaghetti 19
III.6.1. De nition 19
III.6.2. Spaghetti Diagram of actual con guration 19
III.6.3. Methodology for estimating travel times 20
III.6.4. Diagram Spaghetti of station con guration 20
III.7. Milestone review Measure » 21
Chapter IV : 22
Analysis of collected measurements 22
IV.1. Introduction 22
IV.2. De nitions of analysis tools 22
IV.3. Analysis of 7 mudas 22
IV.3.1. Analysis of non-quality 23
IV.3.1.1. Analysis of non-conformity of xations 23
IV.3.1.2. Analysis paint touch-ups 25
IV.3.1.3. Analysis of cleanliness 26
IV.3.2. Movement analysis 26
IV.4. Analysis of NVAs 27
IV.4.1. Structure cleaning analysis 27
IV.5. Milestone review « Analyze » 28
Chapiter V : 29
Corrective action plan 29
V.1. Introduction 29
V.2. Proposed solutions 29
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