it’s all about time • quality • results

Wyrick Enterprises, Authorized Motorola University Six Sigma Business Partner

www.wyrickenterprises.com 949-461-0279

1

Wyrick EnterprisesIt’s all about Time • Quality • Results.

[email protected] • www.WyrickEnterprises.com

Lean Six Sigma® Integration

Shorter • Simpler • Smoother • More StableShorter • Simpler • Smoother • More Stable

® Six Sigma is a registered trademark and service mark of Motorola, Inc.

http://www.wyrickenterprises.com/

mailto:[email protected]




2

The Old verses The New Six Sigma

The Old Six Sigma:

• A Standard Measure of Goodness

The New Six Sigma:

• An Overall Business Improvement Method




3

What We Need to Learn …

It’s all about

delivering business results!

Achieving sustainable business improvement

requires integrated team efforts linked to

business priorities.




4

The Leader’s Dilemma

How can I

drive weekly performance

and

build future capability . . .

simultaneously?




5

The Keys to Successful Business Improvement

• Six Sigma analytic tools and a disciplined, standardized methodology for their use.

• Six Sigma principles of leadership.

• Integrated approach to leading improvement efforts.

• Driving results through engaged teams.




6

Management

System

What is Six Sigma?

Methodology

LiteralDefinition

Philosophical Definition

Business Impact

Metric




7

The Definition of “Sigma” Is . . .

... a measure of “goodness”, using a universal

measurement scale.

34

56

7

66810

6210

233

3.4

.02

Sigma

DPMO

(Defects Per

Million

Opportunities)Metric




8

Six Sigma as a Metric




9

Our Six Sigma Methodology Is . . .

• An overall methodology that drives business

improvement.

• A proven tool set for driving and achieving

transformational change within an organization.

• A Business Improvement Process that focuses an

organization on

✓ Customer requirements,

✓ Process alignment,

✓ Analytical rigor,

✓ Timely execution.

Methodology




10

DMAIC and the Process Improvement

Roadmap

1.0 Define

Opportunities

2.0Measure

Performance

3.0 Analyze

Opportunity

4.0 Improve

Performance

5.0Control

Performance

What is

important?

How are

we doing?

What is

wrong?

What

needs to

be done?

How do we

guarantee

performance?What are the

opportunities for

improvement that

will achieve the

organization’s

goals and provide

the largest payoff.

What is our current performance level (e.g. Sigma level

and/or Cpk)?

What are the true root causes for

gaps or problems in performance?

What are the possible solutions

and how do we implement the best

solution?

How do we maintain the gains we have achieved?




11

1.0 Define Opportunities

1.0 Define

Opportunities

2.0 Measure

Performance

3.0 Analyze

Opportunity

4.0 Improve

Performance

5.0Control

Performance

Objective Main Activities Potential Tools and Techniques Key Deliverables

• To identify and/or validate the improvement opportunity, develop the business processes, define critical customer requirements, and prepare themselves to be an effective project team.

• Team Charter• Action Plan• Process Maps• Quick Win

Opportunities• Critical Customer

Requirements• Prepared Team

• Validate/Identify Business Opportunity

• Validate/Develop Team Charter

• Identify and Map Processes

• Identify Quick Win and Refine Process

• Kaizen blitz opportunities

• Translate VOC into CCRs

• Develop Team Guidelines & Ground Rules

Business Case

Goal Statement

Project Plan

Opportunity Statement

Project Scope

Team Selection

Team Charter

TASKS ACTIVITIES RESP. START DUE STATUS &ACTIONS

TASKS ACTIVITIES RESP. START DUE STATUS &ACTIONS

Action Plan

Sigma Goal (CCR)

Gap

Project Focus

$$

CCRs




12

2.0 Measure Performance

1.0 Define

Opportunities

2.0Measure

Performance

3.0 Analyze

Opportunity

4.0 Improve

Performance

5.0Control

Performance

Objective Main ActivitiesPotential Tools and

TechniquesKey Deliverables

• To identify critical measures that are necessary to evaluate the success, meeting critical customer requirements and begin developing a methodology to effectively collect data to measure process performance.

• To understand the elements of the Six Sigma calculation and establish baseline sigma for the processes the team is analyzing.

• Input, Process, and Output Indicators

• Operational Definitions

• Data Collection Formats and Plans

• Baseline Performance

• Productive Team Atmosphere

• Identify Input, Process, and Output Indicators

• Conduct value Stream Analysis

• Develop Operational Definition & Measurement Plan

• Plot and Analyze Data

• Determine if Special Cause Exists

• Determine Sigma Performance

• Collect Other Baseline Performance Data

Input Process Output CCR

Process Indicator

Process Indicator

Output Indicator

Input

Indicator

A B

A1

D1

D2

A2

A B

A1

D1

D2

A2

A B

A1

D1

D2

A2

Checksheets

CCR

Gap

Sigma=

X

UCL

LCL

Sigma=

X




13

3.0 Analyze Opportunity

1.0 Define

Opportunities

2.0 Measure

Performance

3.0 Analyze

Opportunity

4.0 Improve

Performance

5.0Control

Performance


• To stratify and analyze the opportunity to identify a specific problem and define an easily understood problem statement.

• To identify and validate the root causes that assure the elimination of “real” root causes and thus the problem the team is focused on.

• To determine true sources of variation and potential failure modes that lead to customer dissatisfaction.

▪ Data Analysis▪ Validated Root Causes▪ Sources of Variation▪ FMEA▪ Problem Statement▪ Potential Solutions

• Stratify Process• Stratify Data &

Identify Specific Problem

• Develop Problem Statement

• Identify Root Causes• Design Root Cause

Verification Analysis• Validate Root Causes• Comparative Analysis• Sources of Variation

Studies• Failure Modes &

Effects Analysis• Regression Analysis• Process Control• Process Capability• Design of

Experiments

Indicators &

Problem

Statement

(effect)

Problem

Statement

Quantified Root Causes

25%

50%

Total Risk Priority Resulting Risk Priority

Process/Product: FMEA Date: (original)

FMEA Team: (Revised)

Black Belt: Page: of

Process Actions Results

Item

Process

Steps

Potential

Failure

Mode

Potential

Effects of

Failure

Sev

erit

y

Potential

Cause(s)

of Failure

Occ

urr

ence Current

Controls

Det

ecti

on

Ris

k P

rio

rity

Recom-

mended

Action

Responsibility

and Target

Completion

Date

Action

Taken

Sev

erit

y

Occ

urr

ence

Det

ecti

on

Ris

k P

rio

rity

Total Risk Priority Resulting Risk Priority





Item

Process

Steps

Potential

Failure

Mode

Potential

Effects of

Failure

Sev

erit

y

Potential

Cause(s)

of Failure

Occ

urr

ence Current

Controls

Det

ecti

on

Ris

k P

rio

rity

Recom-

mended

Action

Responsibility

and Target

Completion

Date

Action

Taken

Sev

erit

y

Occ

urr

ence

Det

ecti

on

Ris

k P

rio

rity





Item

Process

Steps

Potential

Failure

Mode

Potential

Effects of

Failure

Sev

erit

y

Potential

Cause(s)

of Failure

Occ

urr

ence Current

Controls

Det

ecti

on

Ris

k P

rio

rity

Recom-

mended

Action

Responsibility

and Target

Completion

Date

Action

Taken

Sev

erit

y

Occ

urr

ence

Det

ecti

on

Ris

k P

rio

rity

0 5 10 15

0

10

20

30

Approval Time

Cycl

e T

ime

0 5 10 15

0

10

20

30

Approval Time

Cycl

e T

ime




14

4.0 Improve Performance


1.0 Define

Opportunities

2.0 Measure

Performance

3.0 Analyze

Opportunity

4.0 Improve

Performance

5.0Control

Performance

• To identify, evaluate, and select the right improvement solutions. To develop a change management approach to assist the organization in adapting to the changes introduced through solution implementation.

• Solutions• Lean practices• Process Maps

and Documentation

• Implementation Milestones

• Improvement Impacts and Benefits

• Storyboard• Change Maps

• Response Surface Methods

• Generate Solution Ideas

• Determine Solution Impacts: Benefits

• Evaluate and Select Solutions

• Develop Process Maps & High Level Plan

• Develop and Present Storyboard

• Communicate Solutions to all Stakeholders




15

5.0 Control Performance


1.0 Define

Opportunities

2.0 Measure

Performance

3.0 Analyze

Opportunity

4.0 Improve

Performance

5.0Control

Performance

• To understand the importance of planning and executing against the plan and determine the approach to be taken to assure achievement of the targeted results. To understand how to disseminate lessons learned, identify replication and standardization opportunities/processes, and develop related plans.

• Process Control Systems

• Standards and Procedures

• Training• Team Evaluation• Change

Implementation Plans

• Potential Problem Analysis

• Pilot and Solution Results

• Implement lean practices

• Success Stories• Trained Associates• Replication

Opportunities• Standardization

Opportunities

• Develop Pilot Plan & Pilot Solution

• Verify Reduction in Root Cause Sigma Improvement Resulted from Solution

• Identify if Additional Solutions are Necessary to Achieve Goal

• Identify and Develop Replication & Standardization Opportunities

• Integrate and Manage Solutions in Daily Work Processes

• Integrate Lessons Learned

• Identify Teams Next Steps & Plans for Remaining Opportunities

Error Modes and Effects Analysis

Error Mode Effect Analysis

(EMEA)

Description:

Degree of Effect

Ste

p# Process

StepError Cause Effect

Fre

quen

cy

Sev

erit

y

Det

ecti

on

Tot

al

Occurrence Prevention

(Countermeasure)

4.2.1

Assemble all

outbound

containers in

staging area

• Back injury

during lift

• Foot and toe

injury from

dropped

cont.

• Carry-all

not available

• Lifting

guidelines

not followed

• Back

injuries,

lost time,

insurance

expense

0

+

2

2 4 3 9

• Purchase two new carry-alls for

mailroom

• Include topic in new safety film

4.2.2

Determine

correct

pallet size

• Non-standard

pallet used

• Vendor

pallets kept

• Container

stack over

end of

pallet and

fall when

being lifted

2

+

2

4 1 1 6

• Inspect for non-standard pallets and

return to vendors

4.2.3

Position

empty pallet

in marked

area of

loading dock

• Full pallets

are rotated

90° by hand

• Pallet set 90°

off when

positioned -

lift truck

can’t access

• Back and

hand injuries,

lost time,

insurance

expense and

rework

2

+

3

5 4 1 10

• Update and clarify pallet placement

procedures

• Include topic in new safety film

4.2.4

Stack

outbound

containers on

pallet not to

exceed two

high

• First layer

not

completed

before

starting

second layer

• Stack

guidelines

not used

• Containers

fall while

being lifted

0

+

1

1 1 1 3

• Update and clarify loading guidelines

4.2.5

Load pallets in

vehicle with

lift truck and

secure

• Tie down

lines

damage bulk

mail when

tightened

• Tie down

guidelines

not clear

• Injured

fingers,

damaged

outbound

mail

0

+

1

1 2 1 4

• Update and clarify loading guidelines

Error Modes and Effects Analysis

Sigma Goal (CCR)

Gap

Implemented Solution

CCR

Gap

X

Process Control

System

Project Workplan

CCR




16

What’s Missing?

All of this is powerful . . .

. . . so why isn’t it always successful?

Why aren’t companies able to sustain their improvement efforts?

More than 70%

of all

improvement

initiatives FAIL

to achieve

desired results

in time to make

a difference.




17

Management Issues in Six Sigma

Six Sigma, in particular, raises strategic issues and

opportunities which need to be addressed.

These issues include:

• Human Resources Considerations

• Organizational Issues

• Financial/Accounting Concerns

• Infrastructure Needs

• Communication Strategies

Our task is to identify the innovative management

strategies that will ensure success.

Management

System




18

Six Sigma as a Management System

• A top-down solution designed to help

organizations:– Align – link their strategy to Six Sigma efforts

– Mobilize -- organize project teams and deliver just-in-time

training)

– Accelerate – apply Action Learning principles and manage

timely execution

– Govern – apply management processes to ensure

sustainable results

Focus on the Vital Few

vs.

the Trivial Many




19

Six Sigma – Key Outcomes

• Focus on the Customer

• Integrate Data into the Decision-Making Process

• Identify Problems at the Root Cause Level

• Build Infrastructure to Support Process Improvement

• Drive Cross Functional Teamwork

• Build Sustainability

• Integrate Functions and Disciplines

• Prioritize Work and Resources

• Drive Out Cost

• Accelerate Product Development

• Drive Growth




20

Link Projects, Processes and Results

through an Integrated Review Process

1.0 CUSTOMER AND MARKET

2.0 FINANCIAL

3.0 INTERNAL

4.0 LEARNING & GROWING

Corporate Business Result Status Report – Q1 ‘03

Sigma Goal (CCR)

Gap CCR

Gap

Sigma=

X

UCL

LCL

Sigma=

X

0 5 10 15

0

10

20

30

Approval Time

Cyc

le T

ime

0 5 10 15

0

10

20

30

Approval Time

Cyc

le T

ime

UCL

LCL

Sigma=XCCR

Gap

Sigma=

X

Product Development Supply Chain Customer Acquisition Order To Cash

D

M

A

I

C

Scorecard Metric

Metric

Goal:Actual:

Achievements This Week:

Key Findings:

Issues & Obstacles:

Next Steps:

Champions Comments:

Sigma Goal (CCR)

Gap

D

M

A

I

C

Scorecard Metric

Metric

Goal:Actual:


Key Findings:

Issues & Obstacles:

Next Steps:

Champions Comments:

Sigma Goal (CCR)

Gap

D

M

A

I

C

Scorecard Metric

Metric

Goal:Actual:


Key Findings:

Issues & Obstacles:

Next Steps:

Champions Comments:

Sigma Goal (CCR)

Gap

D

M

A

I

C

Scorecard Metric

Metric

Goal:Actual:


Key Findings:

Issues & Obstacles:

Next Steps:

Champions Comments:

Sigma Goal (CCR)

Gap

Project A Project B Project C Project D




21

Thank you for your time!

For more information contact: Wyrick Enterprises

[email protected]

Wyrick EnterprisesIt’s all about Time • Quality • Results.

Lean Six Sigma® Integration

Shorter • Simpler • Smoother • More StableShorter • Simpler • Smoother • More Stable

® Six Sigma is a registered trademark and service mark of Motoro la, Inc.


mailto:[email protected]

WYRICK ENTERPRISES

It is all about Reliability, Sustainability, & Repeatability

http://wyrickenterprises.com/


https://www.youtube.com/channel/UCQBifrodUgT1w_qywU3SpsA/

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https://www.linkedin.com/in/bradwyrick/

it’s all about time • quality • results

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