lean six sigma – expose and eliminate waste · design • process management boards • ci...
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Lean Six Sigma – Expose and Eliminate Waste
Objectives
There are two main goals of the presentation: 1. Demonstrate the flexibility of the Lean Six Sigma Methodology to improve ANY process 2. Provide an overview of tactical Lean Six Sigma tools and their application DO WE HAVE YOUR BUSINESS CARD / NAME FOR OUR DRAW?
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CI CULTURAL CHANGE
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PURPOSE:
•To be a high quality, low cost service/product provider …
PEOPLE: •Must understand and accept their roles to achieve the goals and ultimately accomplish the Purpose
PROCESSES:
•Must be known and executed as established. They must be measured for results; Processes connect People to Purpose
4 P’s of a strong Management System (OMS)
PROBLEM SOLVING (Identification and solving):
•Adherence to a structured problem solving approach will drive faster cycles of gap closure and successful continuous improvement projects.
Cultural change
Management System
Purpose Processes
People Problem solving
For a company to drive successfully forward it needs to foster a culture of problem solving and identification AND continuous improvement
Integrating 4’s of a Management System
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Management System
Purpose Processes
People Problem solving
Organizational Thinking
Identify and solve gaps and drive increased
capability
Balanced Scorecards & Performance Management
Communicated Vision and strategy
Process mapped and performance monitored
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Retu
rn o
n in
vest
men
t
High
My Work
• 5S/Lean office • Intro to Lean • Time
Management* • Outlook
Training*
• Increased Productivity
• Increased Engagement
Trai
ning
O
utco
me
My Team
• Waste walks • Rapid
Improvement • Yellow Belt
• > CI Culture more efficient Team
• Lean Improvements • Huddle Boards • CI opportunities
identified (Project Hopper)
My Div / Branch
• Process Management
• Green Belts • Sponsor Training
• Data-driven decisions
• GB Projects with Client-Centric design
• Process Management Boards
• CI opportunities Div/Branch Project Hopper
• Service Improvements
• Cost improvements • Talent development
My Department
• BB Projects (complex problems addressed)
• CI opportunities Dept. Project Hopper
• SLA’s • Responsiveness to
customer needs • Accountability
platform for measurable results
• Integrated process improvements
• Skilled workforce
• Process Ownership • Black Belts
Maturity in deploying a Lean Culture
LEAN SIX SIGMA
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LSS; The best of both methodologies
○ Lean focuses on removing waste and non-value added activities, speeding up the process and reducing the costs
○ Lean also looks at the whole process, called a Value Stream, from the start the finish
○ Six Sigma focuses on quality of output of the process, ensuring that customer needs are met
○ Six Sigma reduces variation for a predictable output of a process and supports sustainable improvement.
http://www.lean.org/
http://isixsigma.com
UNDERSTANDING THE VERY BASICS~
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House Of Quality
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OPERATIONAL EXCELLENCE Cost, Revenue, Quality, Delivery,
Empowered Employees, Customer Focused,
Just in Time (JIT)
o Takt Time o One-Piece-Flow o Pull o Inventory Mgmt. o Cell Design o Load Leveling
Jidoka
o Built in quality o Problem ID &
addressing o 5-Why / C&E o Control Charts o Dashboards o PMB’s
Standard Work Work Standards
Continuous Improvement Stable and Capable Processes
Accountability Visual Management
Urgency Response
Leadership Coaching
5 S SOP’s
Work Stds
Data driven decisions
Metrics
Improvement Methodology
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We navigate through a
projects using the BC LSS Road Map.
DMAIC
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Define, Measure, Analyze, Improve, Control
5 P’s of getting started: 1. Problem Identified 2. Prioritized to Scorecard 3. Project Selected 4. Picked your metrics 5. Project Charter created
Measure
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Analyze
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Getting to Root Cause(s)
Some more statistical tests may be needed
Graphs and charts help
Work analysis too
Improve
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Solutions!! New Future State VSM
Stakeholder Management
Implementation Plan
Control
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5S (Also a quick hit in
Workouts and Waste Walks)
Visual Workplace
and Standard Work
Dashboards to keep real-time performance
in view
Management Board to keep track of ongoing performance and for
problem identification
REAL-LIFE APPLICATION Andrew Aikens
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DEFINE
• Problem • Process • Defects • Drivers
The problem Delayed releases
Fewer per year
Fewer services online
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The process
Gather requirements Design Develop
Test Deploy staging
Deploy production
The defects
Late releases
Production bugs
The drivers
Developers
Requirements Software
Architecture
Servers Versioning
Build / Deployment
Testing
MEASURE
• Causes • Metrics • Value stream
Causes by component
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51
42
3 2
52%
95% 98% 100%
Portal Code Adobe Forms
Database Other
Metrics
71 Production
bugs
9 Releases
In 2014:
Value stream
ANALYZE
• Causes • Delays
Causes of delay
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Maintenance Materials Method Server configuration
Requirements
Change control / "the merge"
Automated testing User stories Collaboration
Server restarts Paper forms Late changes
Late user engagement
Late forms
releases with
defects
Release scheduling
All-or-nothing releases
Manual testing
Political pressures Availability of Adobe
experts
Failed Adobe deployments
Differences between environments
Availability of Adobe training
Developer tools
Servers down Capacity of the team Long time to create Adobe version
Stuck threads
Mother Nature
Manpower
Machine
Two main delays
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41 Days
33 Days
Deploy Failed:
Inconsistent Environments:
IMPROVE
• Gather ideas • Prioritize
Prioritize Idea Readiness Impact Smaller releases 5th 1st Handoff agreements 6th 4th Automated testing 1st 2nd Standard environments 6th 5th Earlier user engagement 3rd 3rd Weekly staging releases 2nd 6th One deliverable at a time 4th 7th
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CONTROL
• Increase feedback • Shorten the feedback loop
Increase feedback
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Shorten the feedback loop
Increase feedback ̶ Which errors are users seeing? ̶ Which pages make people leave? ̶ Which devices?
Read these books
LSS TOOLS YOU CAN APPLY
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Business Case
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Voice of the Business
Voice of the Customer Voice of the Process
Potential Project
How does your company / department measure success?
How does your company / department know how each process is performing?
How does your company / department knows how the customer feels?
Process Mapping
The Cox-Box © 2013 and GaryP. Cox Send comments and stories to Gary Cox coxemail@eastli
Process Maps can take on different forms The true value of a Process Map is realized when you compare what is supposed to happen to what actually happens!
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Types of Process Maps
Source: Google images 40
What isn’t captured on a Process Map that might be
useful in assessing the performance and where to
focus improvements efforts?
Swim Lane Process Map
Process Flow Map
Process Flow Map
Process Map Symbols
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Action / Process Decision Predefined sub-process
Data
Document Mulit-Documents
Start / Stop
System Storage
Flow
Electronic info flow
P / Q
In-Process Performance or Quality indicator
Universal Process Map Symbols
P’s & Q’s ○ Performance Indicators should be applied to a
Process Map – P1, P2 etc. o The Performance Indicators are checkpoints that indicate how
the process is preforming. o Specifications or Targets are identified, what they measure, who
measures, how often, and corrective actions o How will the performance be made visual to those doing the
work?
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Specs/ Checki ng Frequency Responsibility Contingency IncludeTargets Item Plan Abbreviations
Control What to When to Who Action Req'd Procedures
Limits Check Check Checks for Exception Remarks, etc.P1 C Chart CRM Cases Weekly Supervisor DNC = Delivery Notice CardOut of Control situation
requires investigation of P1.1, P1.2, and P 1.3 indicators
No Delivery Attempt / No First Notice Complaints
Outcome/ProcessIndicator Charts
Control Charts
Process and/or Outcome Indicators
Process
CHECKING Misc. Information
AND/OR
P’s & Q’s
○ Quality Indicators should be applied to a Process Map – Q1, Q2 etc. o The Quality Indicators are checkpoints that indicate the quality
of the product or service. o Specifications or Targets are identified, what to check for (define
a defect), who checks it, how often, and corrective actions o How will the quality of the work/service or product be made
visual to those doing the work?
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What has been your experience with In-Process and Quality indicators on process maps? Why would it be important to capture them on a process map?
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LSS: 8 Wastes = TIMWOODS
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Inventory Motion Waiting
Defects Overprocessing Skills
Transportation
Overproduction
ID Waste ○ Inventory accumulation ○ Information handoffs ○ Defects & associated rework ○ Inspections, checks and sign-offs ○ Meetings and reports ○ Problems not solved promptly or permanently ○ Revisiting problems that were once solved ○ Processing in batches ○ Employees work at only one task because they are not cross-
trained ○ Physical Layout ○ Staff struggling with processes ○ Staff wait while others are too busy >unbalanced or inconsistent
workloads 46
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VOC /CTQ
Proactive & Reactive methods to obtain VOC
Discuss and list how Building up Inc. could effectively gather VOC – identify proactive and reactive methods
o Decide what you want to know and who’ll you’ll ask
o Determine how you will gather representative data
o Obtain reactive data where possible o Using the responses stratify them by
themes and similarities. (Affinity Diagram) o Turn these responses into factors that are
Critical To Quality (CTQs) with a CTQ Tree o Create the specifications from what they
are telling you
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Affinity Diagram - e-Signature
Customer Driver X'sNeed
Inaccurate address on item
RR Drivers not returning to office of origin
Delivery Process for Man. IDB Dock Process
Non validation of IDB quality by EE's and Supervisors
ROSS office also using Manaual IDB's
HWY Svs Schedules
Parcel Conveyer staff covering PIN's with route lables
lLack of knowledge of impact of wet IDB's
Red Pouches not being used
Duplicate PIN nubmer on IDB's (Carded and Delivered)
COD / Remittance process
IDB Quality Customer uses own blue pen
On Time Posting Electronic Shipping Tools
Oo Signatures Lack of ink in the printer
Non-Black pens used
Peel and Stick PIN numbers poor / PIN cut 1/2
Missing details on IDB
DPU Capability COD/ Remittance process adds processing time
Finance data adds processing time
Operating belwo RTO (A/L etc)
Contractors send IDB's to revision unnecessarily
‘X’s become the factors we need to look at closer. Why?
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CTQ’s Example
Y = f(x)
CTQ – Critical To Quality
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Create a CTQ tree from Building Up Inc Building Permit Application
Handout
Page 67
Using a CTQ tree we turn the VOC into Critical To Quality criteria or “X’s”
Customer Need from
VOC
Drivers CTQ’s “X’s”
WRAPPING IT UP
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Closing
○ Lean Six Sigma is not just for manufacturing processing of products
○ Lean Six Sigma is one cornerstone in developing a Continuous Improvement culture
○Green Belts / Black Belts are more than ‘Technical’ in nature
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Thank you & Question oWinners of the comic are… oPick up your DMAIC Roadmap ○ Please remember to fill out the presentation
survey either online or the paper form provided
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www.pdsummit.ca/speaker-survey.html