Improved Responsiveness with Lean Six Sigma and Simulation (A-4)
Track
:
Lean
Program Code:
P-200
Date:
Sunday, October 4, 2009
Time:
4:00 PM to 5:15 PM
EST
Location:
717A
SPEAKER
:
Gregory L. Schlegel, CPIM, Jonah, Adjunct Professor, Supply Chain Management, Lehigh University
Gregory L. Schlegel, CPIM, Jonah, has more than 25 years of experience with Fortune 100 companies across multiple industries. He spent seven years as an IBM Supply Chain Solutions Executive for the process industry and served recently as vice president of business development for SherTrack LLC. Schlegel has presented papers on supply chain management throughout Europe, Scandinavia, Australia, South America, South Africa, and the Middle East. He is a past APICS/IBF instructor and a frequent speaker at conferences, seminars, Webinars, and professional development meetings.
SUBMITTER
:
Gregory L. Schlegel, CPIM, Jonah, Adjunct Professor, Supply Chain Management, Lehigh University
Gregory L. Schlegel, CPIM, Jonah, has more than 25 years of experience with Fortune 100 companies across multiple industries. He spent seven years as an IBM Supply Chain Solutions Executive for the process industry and served recently as vice president of business development for SherTrack LLC. Schlegel has presented papers on supply chain management throughout Europe, Scandinavia, Australia, South America, South Africa, and the Middle East. He is a past APICS/IBF instructor and a frequent speaker at conferences, seminars, Webinars, and professional development meetings.
Description
This case study will demonstrate how Bayer lean six sigma (LSS) team members used the DMAIC (define-measure-analyze-improve-control) method—supported by digital modeling/discrete event simulation—to quantify and qualify manufacturing process improvements. You will learn how to develop hypotheses to test cause-and-effect relationships, position resources to keep projects moving forward, and bring about accurate evaluation of opportunities to lead the marketplace.
LEARNER OUTCOMES:
Understand how this team marshaled the resources to move a critical operations improvement project forward
Explain to others how the team developed hypotheses to test the manufacturing cause & effect relationships
Understand how the tean developed high-level regression equations depicting algorithmic linear cause & effect relationships and leveraged Value Stream Mapping
Explain how the team injected new Digital Modeling/Discrete-event simulation and DOE, Design-of-Experiment methods into the Bayer continuous improvement environment to rigorously test every hypothesis in a complex manufacturing environment
Leverage Stochastic/Probabilistic techniques to quantify, qualify and sensitize What-If scenarios impacting Y outcomes by modifying X variables such as lead times, customer service, capacity utilization, forecast error, transitions and production lot sizes
Evaluate the What-if scenario outcomes and their bottom-line business impacts leveraging Six Sigma Multiple Response Optimization techniques and Curve Fitting routines
Develope a plan to move into the Improvement Phase of the DMAIC process leveraging the new Manufacturing Model and DDPM, Demand-driven Predictive Manufacturing approach to drive profitable manufacturing responsiveness