Lean Six Sigma

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<ul><li> 1. UCIT Lean Six Sigma Initiative Presented byDave Deleske</li></ul> <p> 2. Agenda </p> <ul><li>Discuss Objectives</li></ul> <ul><li>LSS Overview </li></ul> <ul><li>ITIL and LSS </li></ul> <ul><li>DMAIC Tool Set </li></ul> <ul><li>Review Project Selection Criteria </li></ul> <ul><li>Review Define Phase and Tools </li></ul> <ul><li>Problem Statements and Business Case </li></ul> <ul><li>Review Benefits and Concerns' </li></ul> <p> 3. Objectives </p> <ul><li>Start on time and stay on schedule </li></ul> <ul><li>Encourage support of LSS through understanding and open communication </li></ul> <ul><li>Provide a foundation and tool set for measureable Improvements of Service for the University </li></ul> <p> 4. Lean Six Sigma yet another flavor of the day ?? </p> <ul><li>Who has work that needs to get done? </li></ul> <ul><li>Who has a process that needs improvement? </li></ul> <ul><li>Who Doesnt !!! </li></ul> <ul><li>How are we doing? </li></ul> <ul><li>How do we know? </li></ul> <ul><li>Are we making a difference? </li></ul> <ul><li>In a Positive or a Negative Way? </li></ul> <p> 5. Incident Management Project Management Change Management Config Management Lean Six Sigma How does it Relate to Service Delivery? Application Development Server Deployment Any Process 6. Lean Six Sigma Improvement to Processes(ITIL Included) Incident Management Problem Management Change Management Release Management Config Management Processes Work Flow Variation and Time 7. Lean Six Sigma What does it mean? Incident Management Problem Management Change Management Release Management Config Management Processes Work Flow Variation and Time Error Opportunities 8. Lean Six Sigma Incident Management Problem Management Change Management Release Management Config Management Processes Work Flow Variation and Time LSS Lean = Is to Trim rework, waste, delays Sigma = Is to Reduce Variables / Deviations 9. Lean Six Sigma ITSM is a framework for helping IT organizations become more adaptive, flexible, cost-effective, and service oriented How it manages its processes, technology assets, vendors and deploys personnel, to how IT staff view their organizational roles. One of the primary goals of ITSM is to successfullyalignthe delivery of IT services with needs of the business. Six Sigma = seeks to identify and remove the causes of defects and errors in manufacturing and businessprocesses .Metrics Project management is the discipline of planning, organizing andmanagingresources to bring about the successful completion of specific project goals and objectives. Business analysis is the set of tasks, knowledge, and techniques required to identify business needs and determinesolutionsto business problems. 10. Lean Six Sigma Current ImprovementModel DEFINE MEASURE ANALYZE IMPROVE CONTROL 11. Lean Six Sigma Improvement ProcessDMAIC DEFINE MEASURE ANALYZE IMPROVE CONTROL 12. Lean Six Sigma </p> <ul><li>Identify Problem </li></ul> <ul><li>Complete Charter </li></ul> <ul><li>Develop SIPOC Map </li></ul> <ul><li>Gather Voice of the Customer &amp; Voice of the Business </li></ul> <ul><li>Develop CCRs &amp; CBRs </li></ul> <ul><li>Finalize Project Focus</li></ul> <ul><li>Propose Critical Xs </li></ul> <ul><li>Prioritize Critical Xs </li></ul> <ul><li>Conduct Root CauseAnalysis on Critical Xs </li></ul> <ul><li>Validate Critical Xs </li></ul> <ul><li>Estimate the Impact of Each X on Y </li></ul> <ul><li>Quantify the Opportunity </li></ul> <ul><li>Prioritize Root Causes </li></ul> <ul><li>Develop Potential Solutions </li></ul> <ul><li>Develop Evaluation Criteria &amp; Select Best Solutions </li></ul> <ul><li>Evaluate Solution for Risk </li></ul> <ul><li>Optimize Solution </li></ul> <ul><li>Develop To-Be Process Map(s) and High-Level Implementation Plan </li></ul> <ul><li>Develop Pilot Plan &amp; Pilot Solution </li></ul> <ul><li>Develop SOPs, Training Plan &amp; Process Control System </li></ul> <ul><li>Implement ProcessChanges and Controls</li></ul> <ul><li>Monitor &amp; Stabilize Process </li></ul> <ul><li>Transition Project to Process Owner </li></ul> <ul><li>Identify Project Replication Opportunities </li></ul> <ul><li>Calculate Financial Benefits </li></ul> <ul><li>Pareto Charts </li></ul> <ul><li>Project Selection Tools </li></ul> <ul><li>Project Management </li></ul> <ul><li>Various Financial Analysis </li></ul> <ul><li>Charter Form </li></ul> <ul><li>Stakeholder Analysis </li></ul> <ul><li>Communication Plan </li></ul> <ul><li>SIPOC Map </li></ul> <ul><li>High-Level Process Map </li></ul> <ul><li>VOC and Kano Analysis </li></ul> <ul><li>Quality Function Deployment (QFD) </li></ul> <ul><li>RACI Charts </li></ul> <ul><li>Thought Process Map </li></ul> <ul><li>SIPOC Map </li></ul> <ul><li>Operational Definitions </li></ul> <ul><li>Data Collection Plan </li></ul> <ul><li>Statistical Sampling </li></ul> <ul><li>Measurement System Analysis (MSA), Gage R&amp;R </li></ul> <ul><li>Constraint Identification </li></ul> <ul><li>Setup Reduction </li></ul> <ul><li>Work Control Systems </li></ul> <ul><li>Kaizen </li></ul> <ul><li>Control Charts </li></ul> <ul><li>Process Capability, Cp &amp; Cpk </li></ul> <ul><li>Value Stream Map </li></ul> <ul><li>Non-Value Added Analysis </li></ul> <ul><li>QFD -1 </li></ul> <ul><li>Pareto Charts </li></ul> <ul><li>Affinitization </li></ul> <ul><li>C&amp;E Matrix </li></ul> <ul><li>C&amp;E/Fishbone Diagrams </li></ul> <ul><li>Brainstorming </li></ul> <ul><li>Detailed As-Is Process Maps </li></ul> <ul><li>Basic Statistical Tools </li></ul> <ul><li>Non Value-Added Analysis </li></ul> <ul><li>Confidence Intervals </li></ul> <ul><li>Hypothesis Testing </li></ul> <ul><li>Non-Parametrics</li></ul> <ul><li>FMEA </li></ul> <ul><li>Box Plots </li></ul> <ul><li>Interaction Plots </li></ul> <ul><li>Multi-Vari Charts </li></ul> <ul><li>Logistic Regression </li></ul> <ul><li>One-way and Two-way ANOVA </li></ul> <ul><li>ANOM </li></ul> <ul><li>Box-Cox transformation </li></ul> <ul><li>QFD-2 </li></ul> <ul><li>Scorecards </li></ul> <ul><li>Excel Analysis Tools </li></ul> <ul><li>Brainstorming </li></ul> <ul><li>Benchmarking </li></ul> <ul><li>Solution Selection Matrix </li></ul> <ul><li>Process Improvement Techniques </li></ul> <ul><li>ProcessBalancing </li></ul> <ul><li>Process Flow Improvement </li></ul> <ul><li>Queuing Theory </li></ul> <ul><li>Design of Experiments (DOE) </li></ul> <ul><li>Replenishment Pull </li></ul> <ul><li>Poka-Yoke </li></ul> <ul><li>FMEA </li></ul> <ul><li> To-Be Process Maps </li></ul> <ul><li>Piloting and Simulation </li></ul> <ul><li>Response Surface Methodology </li></ul> <ul><li>QFD 3 </li></ul> <ul><li>Crystal ball Simulation </li></ul> <ul><li>Scorecards Gap Analysis </li></ul> <ul><li>Control Charts </li></ul> <ul><li>Standard Operating Procedures (SOPs) </li></ul> <ul><li>Training Plan </li></ul> <ul><li>Communication Plan </li></ul> <ul><li>Implementation Plan </li></ul> <ul><li>Visual Process Control </li></ul> <ul><li>Process Control Plans </li></ul> <ul><li>Project Commissioning </li></ul> <ul><li>Project Replication </li></ul> <ul><li>Plan-Do-Check-Act Cycle </li></ul> <ul><li>Scorecards </li></ul> <ul><li>Dashboard </li></ul> <ul><li>Identify Key Input, Process and Output Metrics </li></ul> <ul><li>Develop Operational Definitions </li></ul> <ul><li>Develop Data Collection Plan </li></ul> <ul><li>Validate Measurement System </li></ul> <ul><li>Collect Baseline Data </li></ul> <ul><li>Determine ProcessPerformance/Capability </li></ul> <ul><li>Validate Business Opportunity </li></ul> <ul><li>Map Business Process </li></ul> <ul><li>Map Value Stream </li></ul> <p>Tools Activities DEFINE MEASURE ANALYZE IMPROVE CONTROL 13. ProjectSelection </p> <ul><li>Some things to watch for when assessing a projects suitability for DMAIC: </li></ul> <ul><li>Is data available or easy to obtain? </li></ul> <ul><li>Does leadership support exist for improving this process? </li></ul> <ul><li>Is DMAIC really needed or is this a just do it: a problem with a known solution that should just be implemented? </li></ul> <ul><li>Is the team trying to boil the ocean or is the scope reasonable for chartering as a DMAIC project? </li></ul> <ul><li>Is the process directly related to a key outcome such as profitability, customer satisfaction, or employee satisfaction? </li></ul> <p> 14. Yellow Belt Project Criteria </p> <ul><li>Uses DMAIC </li></ul> <ul><li>Addresses each phase </li></ul> <ul><li>Includessomeof the tools </li></ul> <ul><li>Involves 1-3 people </li></ul> <ul><li>In an area you control or influence </li></ul> <ul><li>Can be done within a month </li></ul> <ul><li>Provides ameasurablebenefit </li></ul> <p> 15. Define Objectives </p> <ul><li>Six Sigma calls for unmistakable, measurable results, the goal of the Define phase is to clearly identify and articulate the problem in a clear andmeasurable way. </li></ul> <ul><li>The basic steps to the Define phase of DMAIC are </li></ul> <ul><li>Identify or refine the problems in your process that must be solved in order to meet or exceed the customer's specifications or expectations.</li></ul> <ul><li>Identify and quantify customer requirements.</li></ul> <ul><li>Identify and quantify the process output and defects that fall short of these requirements and create a problem statement.</li></ul> <p> 16. Define Objectives cont. </p> <ul><li>State the project goal, which also must be a clear and measurable goal, and include a time limit for the project's completion.</li></ul> <ul><li>Determine the few vital factors that are Critical to Quality, which need to be measured, analyzed, improved and controlled.</li></ul> <ul><li>And finally, create a project charter, which will contain the problem definition, goal, business case, project scope, team members, and high level project plan for the M, A, I and C phases.</li></ul> <p> 17. Define Tools</p> <ul><li>The tools most commonly used in the Define phase are: </li></ul> <ul><li>- Voice of the Customer- Critical-To-Quality (CTQ) tree- Affinity Diagram- Process map- Project Charter- Suppliers, Inputs, Process, Output, and Customers (SIPOC) - - Kano Model- Stakeholder analysis </li></ul> <p> 18. CTQ </p> <ul><li>CTQs (critical to quality characteristics) that have the most impact on quality - separating the vital few from the trivial many- and creates a map of the process to be improved. .</li></ul> <p> 19. Critical To Quality (CTQ) Tree Diagram Good Customer Service KnowledgeableCustomers questions can be answered without further research. (80% Closure on Initial call. Answers given to customers are correct. (90%) Researched information is returned quickly.&lt; 1hour FriendlyCustomer is greeted by name. Customer is not interrupted. Timely Short wait time (</p>