Lean Six Sigma Integrated

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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


<p>Lean Six Sigma</p> <p>Lean Six Sigma Integrated</p> <p>Copyright 2005, AIT Group Inc. All rights reserved.</p> <p>1</p> <p>Lean Six Sigma</p> <p>Lean and Six Sigma Integration</p> <p>Copyright 2005, AIT Group Inc. All rights reserved.</p> <p>2</p> <p>Six Sigma &amp; Lean IntegrationWhy Integrate?</p> <p>Lean Six Sigma</p> <p>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</p> <p>Copyright 2005, AIT Group Inc. All rights reserved.</p> <p>3</p> <p>Lean and Six Sigma TogetherLean Speed + Waste + X Six SigmaQuality, Cost + Explicit Approach</p> <p>Lean Six Sigma</p> <p>Implicit Approach</p> <p> Goal Reduce waste and increase process speed Focus Bias for action/ Utilize existing, proven Lean Tools Method Kaizen events, Value Stream Mapping</p> <p>Lean Six Sigm a</p> <p> 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)</p> <p>Lean Speed Enables Six Sigma Quality(Faster Cycles of Experimentation/Learning)Copyright 2005, AIT Group Inc. All rights reserved.</p> <p>4</p> <p>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</p> <p>Lean Six Sigma</p> <p> Six Sigma</p> <p>Speed + Low Cost + Flexibility</p> <p> 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&amp;OP</p> <p>Copyright 2005, AIT Group Inc. All rights reserved.</p> <p>5</p> <p>Integrating Lean and Six Sigma Initiatives</p> <p>Lean Six Sigma</p> <p> 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</p> <p>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</p> <p>Copyright 2005, AIT Group Inc. All rights reserved.</p> <p>6</p> <p>Six Sigma and Lean Six Sigma is the Unifying Framework</p> <p>Lean Six Sigma</p> <p> Six Sigma provides the improvement infrastructure CEO Engagement Deployment Champions Green Belts, Black Belts, Master Black Belts</p> <p> Over-riding methodology: DMAIC, DMEDI, DMADV</p> <p> Lean provides additional tools and approaches to turbo-charge improvement efforts Tools: Set-up reduction, 5S, Kanban, Waste Reduction Approaches: Kaizen, Mistake-proofing</p> <p>Copyright 2005, AIT Group Inc. All rights reserved.</p> <p>7</p> <p>Lean Six Sigma SynergyOverall Yield vs. Sigma(Distribution Shifted 1.5)</p> <p>Lean Six Sigma</p> <p># of Steps Lean Reduces Non-Valued Add Steps</p> <p>3</p> <p>4</p> <p>5</p> <p>6</p> <p>1 7 10 20 40Six n ea L</p> <p>93.32% 61.63 50.08 25.08</p> <p>99.379%</p> <p>99.9767 99.99966% ly</p> <p>s ive Dr ma Sig 6.29</p> <p>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</p> <p>77.94</p> <p>99.074</p> <p>99.9864</p> <p>Six Sigma Improves Quality of Value Add Steps8</p> <p>urce: Six Sigma Research Institute, Motorola University, Motorola, Inc.Copyright 2005, AIT Group Inc. All rights reserved.</p> <p>Lean Six Sigma</p> <p>Improvement Process Road MapDefineActivitiesReview Project Charter Validate Problem</p> <p>Lean Six SigmaImprove ControlImplement</p> <p>MeasureValue</p> <p>Analyze</p> <p>Statement and Goals Validate Voice of the Customer &amp; 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,</p> <p>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 &amp; Effect Cycle Efficiency / Littles Law) Analysis Operational Definitions FMEA Data Collection Plan Hypothesis Tests/Conf. Statistical Sampling Intervals Measurement System Simple &amp; Multiple Analysis (MSA) Regression Gage R&amp;R ANOVA Kappa Studies Components of Control Charts Variation Histograms Conquering Product Normality Test and Process Process Capability Complexity Queuing Theory Analysis</p> <p>Develop</p> <p>SOPs, Training Plan &amp; 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</p> <p>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</p> <p>Mistake</p> <p>ProofingDevelop</p> <p>Copyright 2005, AIT Group Inc. All rights reserved.</p> <p>9</p> <p>Define</p> <p>Lean Six Sigma</p> <p> 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.</p> <p>10</p> <p>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</p> <p>Lean Six Sigma</p> <p>= key deliverableCopyright 2005, AIT Group Inc. All rights reserved.</p> <p>11</p> <p>Analyze</p> <p>Lean Six Sigma</p> <p> Brainstorm Key Process Input Variables &amp; Key Process Variables (KPIVs &amp; 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</p> <p>= key deliverableCopyright 2005, AIT Group Inc. All rights reserved.</p> <p>12</p> <p>Improve Develop Potential Solutions Develop Evaluation Criteria &amp; 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</p> <p>Lean Six Sigma</p> <p>= key deliverableCopyright 2005, AIT Group Inc. All rights reserved.</p> <p>13</p> <p>Control Institutionalize Process Changes and Controls Finalize SOPs, Training Plan &amp; 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</p> <p>Lean Six Sigma</p> <p>= key deliverableCopyright 2005, AIT Group Inc. All rights reserved.</p> <p>14</p> <p>Author</p> <p>Lean Six Sigma</p> <p>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 Awareness) Training and Certification to your Resume or Job Skills. Learn topics from one of the original Master Black Belts and world experts on Value Stream Mapping, 5s, Process Capability, Deployment Planning, Roles and Responsibilities, FMEA Risk Analysis, Control Plans and more. Certificates will be signed for all who complete the 2 hour training session.</p> <p>Copyright 2005, AIT Group Inc. All rights reserved.</p> <p>15</p> <p>Learn More about The AIT Grouphttp://www.theaitgroup.com</p> <p>Lean Six Sigma</p> <p>Copyright 2005, AIT Group Inc. All rights reserved.</p> <p>16</p> <p>Who is AIT? AIT is a premier provider of Lean, Six Sigma and Supply Chain solutions. Solutions are customized to the customer not one size fits all. The company was started in 1998 by three individual that recognized extremely early in the industry how well Lean, Six Sigma and Supply Chain disciplines integrate. Our goal is the complete transfer of knowledge via client specific solutions not training. Your instructors from AIT are Certified Master Black Belts and Lean Experts. We have worked with many different clients and some of the largest companies in the world. We have Offices in the US, Europe, Mexico and China.</p> <p>Lean Six SigmaThe AIT Group is an international consulting firm that has been specifically designed to help companies increase profitability by improving overall business performance and customer satisfaction through the integrated application of:</p> <p>Lean Value $ Six Sigma</p> <p>Supply Chain Mgmt.</p> <p>www.theAITgroup.com</p> <p>The AIT Group excels in implementation not recommendation!Copyright 2005, AIT Group Inc. All rights reserved.</p> <p>17</p>