lean six sigma integrated

Download Lean Six Sigma Integrated

Post on 10-Apr-2015

502 views

Category:

Documents

11 download

Embed Size (px)

DESCRIPTION

I hope you find these Lean Six Sigma Training Overviews Helpful, collectively they offer an equivalent White Belt Level Training. Interested in obtaining Lean Six Sigma Training, Project Coaching, and Certification? Please contact me below:Steven Bonacorsi, MBB / Vice Presidenthttp://www.linkedin.com/in/StevenBonacorsi 603-401-7047sbonacorsi@comcast.nethttp://www.theaitgroup.com

TRANSCRIPT

Lean Six Sigma

Lean Six Sigma Integrated

Copyright 2005, AIT Group Inc. All rights reserved.

1

Lean Six Sigma

Lean and Six Sigma Integration

Copyright 2005, AIT Group Inc. All rights reserved.

2

Six Sigma & Lean IntegrationWhy Integrate?

Lean Six Sigma

We knew we wanted to have Six Sigma Tools, that was clear. But we also decided that what really makes change in a factory are some of the Lean tools. Putting in a pull system, reducing batch sizes, significantly changing setup times, all of a sudden everything starts to flow. Those are the types of things we saw over time that really made a difference in our factories and so we said that has to be a part of this training. Lou Guiliano, ITT Industries CEO on integrating lean techniques into ITTs Six Sigma Rollout

Copyright 2005, AIT Group Inc. All rights reserved.

3

Lean and Six Sigma TogetherLean Speed + Waste + X Six SigmaQuality, Cost + Explicit Approach

Lean Six Sigma

Implicit Approach

Goal Reduce waste and increase process speed Focus Bias for action/ Utilize existing, proven Lean Tools Method Kaizen events, Value Stream Mapping

Lean Six Sigm a

Goal Improve performance on Critical Customer Requirements Focus Use repeatable DMAIC approach for sustained results Method Intense focus on projects, performance improvement a key leadership activitySix Sigma Quality Enables Lean Speed(Fewer Defects Means Less Rework)

Lean Speed Enables Six Sigma Quality(Faster Cycles of Experimentation/Learning)Copyright 2005, AIT Group Inc. All rights reserved.

4

Six Sigma with Lean Is the Integration of Two Powerful Business Improvement ApproachesPrecision + Accuracy + VOC Voice of the Customer (VOC) Statistical Process Control Design of Experiment Error-proofing Measurement Systems Analysis Failure Modes Effect Analysis Cause and Effect Analysis Hypothesis Testing

Lean Six Sigma

Six Sigma

Speed + Low Cost + Flexibility

Lean Value stream mapping Bottleneck identification and removal Pull from the Customer Setup and queue reduction Process flow improvement Kaizen Supply Chain Strategy 5S S&OP

Copyright 2005, AIT Group Inc. All rights reserved.

5

Integrating Lean and Six Sigma Initiatives

Lean Six Sigma

Lean and Six Sigma can co-exist independently, but the benefits of integration are tremendous... Single channel for employing limited resources One improvement strategy for the organization Highly productive and profitable synergy

while the pitfalls of not integrating them are formidable Divided focus of the organization Separate and unequal messages for improvement Destructive competition for resources and projects

Copyright 2005, AIT Group Inc. All rights reserved.

6

Six Sigma and Lean Six Sigma is the Unifying Framework

Lean Six Sigma

Six Sigma provides the improvement infrastructure CEO Engagement Deployment Champions Green Belts, Black Belts, Master Black Belts

Over-riding methodology: DMAIC, DMEDI, DMADV

Lean provides additional tools and approaches to turbo-charge improvement efforts Tools: Set-up reduction, 5S, Kanban, Waste Reduction Approaches: Kaizen, Mistake-proofing

Copyright 2005, AIT Group Inc. All rights reserved.

7

Lean Six Sigma SynergyOverall Yield vs. Sigma(Distribution Shifted 1.5)

Lean Six Sigma

# of Steps Lean Reduces Non-Valued Add Steps

3

4

5

6

1 7 10 20 40Six n ea L

93.32% 61.63 50.08 25.08

99.379%

99.9767 99.99966% ly

s ive Dr ma Sig 6.29

s ou 95.733 99.839 ltane 99.9976 u im S st Co 93.96 and 99.768 99.9966 d e pe S y, t ali 88.29 99.536 99.9932 Qu

77.94

99.074

99.9864

Six Sigma Improves Quality of Value Add Steps8

urce: Six Sigma Research Institute, Motorola University, Motorola, Inc.Copyright 2005, AIT Group Inc. All rights reserved.

Lean Six Sigma

Improvement Process Road MapDefineActivitiesReview Project Charter Validate Problem

Lean Six SigmaImprove ControlImplement

MeasureValue

Analyze

Statement and Goals Validate Voice of the Customer & Voice of the Business Validate Financial Benefits Validate High-Level Value Stream Map and Scope Create Communication Plan Select Tools and Launch Team Charter Project Voice of the Develop Project Customer and Kano Schedule Analysis Define Gate Complete SIPOC Map Project Valuation / ROIC Analysis Tools RACI and Quad Charts Stakeholder Analysis Communication Plan Effective Meeting Tools Inquiry and Advocacy Skills Time Lines, Milestones,

Identify Potential Stream Map for Deeper Understanding and Root Causes Reduce List of Focus Identify Key Input, Process Potential Root Causes and Output Metrics Confirm Root Develop Operational Cause to Output Definitions Develop Data Collection Relationship Estimate Impact of Plan Validate Measurement Root Causes on Key Outputs System Prioritize Root Collect Baseline Data Determine Process Causes Complete Analyze Capability Identify and Implement Complete Measure Gate Gate Value Stream Mapping Process Constraint ID Value of Speed (Process and Takt Time Analysis Cause & Effect Cycle Efficiency / Littles Law) Analysis Operational Definitions FMEA Data Collection Plan Hypothesis Tests/Conf. Statistical Sampling Intervals Measurement System Simple & Multiple Analysis (MSA) Regression Gage R&R ANOVA Kappa Studies Components of Control Charts Variation Histograms Conquering Product Normality Test and Process Process Capability Complexity Queuing Theory Analysis

Develop

SOPs, Training Plan & Process Controls Implement Solution and Ongoing Process Measurements Identify Project Replication Opportunities Complete Control Gate Transition Project to Quick Improvements Process Owner Kaizen, 5S, NVA Analysis, Mistake-Proofing/ Generic Pull Systems, Zero Defects Four Step Rapid Setup Method Standard Operating Procedures (SOPs) Replenishment Process Control Plans Pull/Kanban Visual Process Control Stocking Strategy Tools Process Flow Statistical Process Improvement Controls (SPC) Process Balancing Solution Replication Analytical Batch Sizing Project Transition Total Productive Model Maintenance Team Feedback Design of Experiments Session (DOE) Solution Selection Matrix Piloting and Simulation

Potential Solutions Evaluate, Select, and Optimize Best Solutions Develop To-Be Value Stream Map(s) Develop and Implement Pilot Solution Confirm Attainment of Project Goals Develop Full Scale Implementation Plan Complete Improve Gate

Mistake

ProofingDevelop

Copyright 2005, AIT Group Inc. All rights reserved.

9

Define

Lean Six Sigma

Develop a Project Charter with the Project Focus, Key Metrics, and Project Scope Select Team Members and Launch Project Identify Stakeholders and develop a communication plan Identify the Customers and Capture the Voice of the Customer Requirements (typically Quality and/or Speed) Identify the Process Owner and Capture the Voice of the Business Requirements (typically Cost and/or Speed) Develop Critical Customer Requirements (CCRs) and Critical Business Requirements (CBRs) Finalize Project Focus and Modify Project Charter Define Gate Review= key deliverableCopyright 2005, AIT Group Inc. All rights reserved.

10

Measure Identify Key Input, Process and Output Metrics Clearly define Operational Definitions Develop a Data Collection Plan Validate the Measurement Systems Collect Baseline Data Determine Process Performance / Capability Validate the Business Opportunity Identify Quick Win Opportunities Measure Gate Review

Lean Six Sigma

= key deliverableCopyright 2005, AIT Group Inc. All rights reserved.

11

Analyze

Lean Six Sigma

Brainstorm Key Process Input Variables & Key Process Variables (KPIVs & KPVs, I.e. Potential Root Causes) Prioritize Root Causes Conduct Root Cause Analysis Validate the Root Causes Estimate the Impact of Each Root Cause on the Projects Performance Output Quantify the Opportunity Prioritize Root Causes Analyze Gate Review

= key deliverableCopyright 2005, AIT Group Inc. All rights reserved.

12

Improve Develop Potential Solutions Develop Evaluation Criteria & Select Best Solutions Evaluate the Solutions for Risk Optimize the Solution Develop To-Be Process Map(s) and High-Level Implementation Plan Develop Pilot Plan and Pilot the Solution Improve Gate Review

Lean Six Sigma

= key deliverableCopyright 2005, AIT Group Inc. All rights reserved.

13

Control Institutionalize Process Changes and Controls Finalize SOPs, Training Plan & Process Control System Implement Process Changes and Controls Stabilize and Begin Monitoring the Process Transition Project to Process Owner Identify Project Replication Opportunities Prove Changes Resulted In Improvement Calculate Financial Benefits Control Gate Review

Lean Six Sigma

= key deliverableCopyright 2005, AIT Group Inc. All rights reserved.

14

Author

Lean Six Sigma

Steven Bonacorsi is a Senior Master Black Belt instructor and coach. He has trained hundreds of Master Black Belts, Black Belts, Green Belts, and Project Sponsors and Executive Leaders in Lean Six Sigma DMAIC and Design for Lean Six Sigma process improvement methodologies. Steven is a board member for the Boston Chapter of the Industry of Industrial Engineers. Full Bio: http://www.linkedin.com/in/stevenbonacorsi Lean Six Sigma White Belt Certification: Add Lean Six Sigma White Belt (Basic Awaren

Recommended

View more >