lean six sigma lean thinking...lean six sigma lean thinking pádraig mccabe facilitator...

Lean Six Sigma

Lean Thinking

Pádraig McCabe

Facilitator

Padraig.mccabe@dcmlearning.ie

1987

1996

2005

2020

o Theoryo Maths & Statso Principleso Mindseto Tools & Techniqueso DMAIC Project Managemento Structureo Cultureo Philosophy

+ =

Roles within Lean 6 Sigma

•

••

•••

Lean Basics

External entity that buys the product or

service ( pays the invoice )

Internal support functions within your own organisation

RegulatoryBodies you have

to report to / comply with

VA

NNVA

NVA

Six Sigma Basics

Y = f (Xi) To control Output Y

All critical inputs must be identified& Controlled

Only then will we have ”control” of theVariation in and performance of a process

The problem with Averages

20, 30, 50, 70, 80.

Standard Deviation

1, 2, 3, 4, 5, 6, 7, 8, 9

Standard Deviation

1, 2, 3, 4, 5, 6, 7

-3, -2, -1, 0, +1, +2, +3

Standard Deviation

Averages – Find the best route to work every dayYou record the travel timeover a 2 week period

Route A has an averageOf 20 mins

Route B has an averageOf 19 mins

Which Route do you pick ?

Averages – Find the best route to work every day

Lower SigmaLower Variation

And that number is 99.9997%

DMAIC Basics

Project Methodologies

PMI’s PMBOK

Prince 2

Agile & Scrum

Lean / DMAIC

DMADV / DFSS

Project Selection

• Project Selection

Must align to strategy of the business

Must bring potential benefits

Must have a clear sponsor / champion

Timebound (> 5Mins < Infinity ) 1 to 6M

Potential Projects

Potential Projects

T

E

C

D

R

Q

Potential Projects

• Project Selection

Document Basics

• Project Selection

• Project Charter

• SIPOC

• Stakeholder Management Plan

• VOC, VOP, CTQ Inputs established

• Process Focus – Process Map

• Team & Change Management Plan / RACI

• SIPOC

A high level map which helps to visualise the “voice of the customer” and begin to see the relationship between

Inputs & Outputs

Value Stream Mapping - Measurements

• Process Time PT Timeline

• Waiting Time WT Timeline

• Leadtime LT Timeline

• Time Metric % Activity Ratio ( PT / LT )

• Quality Metric % RTY Rolled Throughput yield

Activity Ratio :

Considers total Lead time of a process as a combination of

Process time ( useful ) & Waiting Time ( waste )

LT = PT + WT

A:R = PT / LT

PCE = Process Cycle Efficiency

Considers the Leadtime of a process as being a combination of Value Add ( VA ) + Non-Value-Add ( NVA ) + Necessary-Non-Value-Add ( NNVA ).

PCE examines the relationship between VA and LT.

LT = VA+NVA+NNVA

PCE = VA/LT

Gate Reviews

Benefits of the Gate Review

• Provides high-impact coaching opportunity• Helps establish key deliverables• Relates to Milestones in the project plan• Prevents project rework• Prevents false starts• Generates buy-in• Provides formal status reporting• Highlights risks, issues, resource needs• Shares Best Practices• Manages EHS impact

Structure of a Gate Review

•Project Charter – highlight any changes•Project benefit update•Follows the DMAIC roadmap•Expect to spend 30-60 minutes per phase•1/3 project presentation•2/3 questions and discussion

Gate Review Attendance

Initially, face-to-face meetings or a conference call/teleconference is recommended.

Black Belt/Green Belt…………………….RequiredProject Sponsor…………………………..RequiredProcess Owner …………………………..Required (if not = Project Sponsor)

Project Team ……………………………..RequiredStakeholders ……………………………SuggestedCI Director or CI Champion ……..RecommendedValue Chain Partners …………………….Optional

DEFINE:

CharterSIPOCStakeholder MgmtTeam selectionRACICurrent State MapVoice of Customer

MEASURE:

Data TypesMSADPMOFTYRTYOEEActivity RatioPCETAKT TimeProcess MapsCp / Cpk

ANALYSE:

Hypothesis TestAD TestANOVAMultiVary StudyT-TESTPareto Run ChartsControl ChartsIsikawa5 W’s5 WhysFMEAPICK ChartDOEMeasures Central TMean / Mode / MedianRangeQuartilesIQR

IMPROVE:

Kaizen5-SSMEDKanBanPoka YokeVisual managementANDONGEMBATPM

CONTROLS:

Standard WorkFuture State MapAuditsKPI’sControl ChartsQuality PlanResponse PlanReward & Recognize

KanBan

Kaizen

KAIZEN Event

A3 Basics

A3 & PDCA Cycle

Describe the Current state What are we trying to solve.

( PLAN )

Background & Support Data( PLAN )

Set Goals and Targets.Define what success looks like

( PLAN )

Implement the Countermeasures( DO )

Follow UP ( Check )

Perform Root Cause Analysis( PLAN )

Design Counter Measures( PLAN )

Follow UP ( Act )

Plan

DO

Project Leadtime

Do Check Act

Project Leadtime

▰ A common Format

▰ A single sheet

▰ 7 Blocks

▰ Based on PDCA Cycle

▰ Focus on understanding

▰ Advantage of planning

What is A3

Foundations

Behaviours

Artefacts