Lean Six Sigma Roadmap

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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

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<p>Lean Six Sigma</p> <p>Lean Six Sigma Roadmap</p> <p>Copyright 2005, AIT Group Inc. All rights reserved.</p> <p>1</p> <p>Lean Six Sigma</p> <p>Improvement Process Road MapDefineActivities Review Project Charter Validate Problem Statement</p> <p>Lean Six SigmaImprove Control Implement Mistake Proofing Develop SOPs, Training Plan</p> <p>Measure Value Stream Map for Deeper</p> <p>Analyze Identify Potential Root</p> <p>Understanding and Focus Identify Key Input, Process and</p> <p>Causes Reduce List of Potential</p> <p> Develop Potential Solutions Evaluate, Select, and Optimize</p> <p>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 and Launch Team Develop Project Schedule Complete Define Gate</p> <p>Best Solutions Develop To-Be Value Stream</p> <p>&amp; Process Controls Implement Solution and</p> <p>Output Metrics Develop Operational Definitions Develop Data Collection Plan Validate Measurement System Collect Baseline Data Determine Process Capability Complete Measure Gate</p> <p>Root Causes Confirm Root Cause to Output Relationship Estimate Impact of Root Causes on Key Outputs Prioritize Root Causes Complete Analyze Gate</p> <p>Map(s) Develop and Implement Pilot Solution Confirm Attainment of Project Goals Develop Full Scale Implementation Plan Complete Improve Gate</p> <p>Ongoing Process Measurements Identify Project Replication Opportunities Complete Control Gate Transition Project to Process Owner</p> <p>Tools</p> <p>Identify and Implement Quick Improvements Value Stream Mapping Value of Speed (Process Cycle</p> <p> Project Charter Voice of the Customer and</p> <p>Kano Analysis 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, and Gantt Charting Pareto Analysis</p> <p>Efficiency / Littles Law) Operational Definitions Data Collection Plan Statistical Sampling Measurement System Analysis (MSA) Gage R&amp;R Kappa Studies Control Charts Histograms Normality Test Process Capability Analysis</p> <p> Process Constraint ID and Takt Time Analysis Cause &amp; Effect Analysis FMEA Hypothesis Tests/Conf. Intervals Simple &amp; Multiple Regression ANOVA Components of Variation Conquering Product and Process Complexity Queuing Theory</p> <p>Kaizen, 5S, NVA Analysis, Generic Pull Systems, Four Step Rapid Setup Method Replenishment Pull/Kanban Stocking Strategy Process Flow Improvement Process Balancing Analytical Batch Sizing Total Productive Maintenance Design of Experiments (DOE) Solution Selection Matrix Piloting and Simulation</p> <p> Mistake-Proofing/</p> <p>Zero Defects Standard Operating</p> <p>Procedures (SOPs) Process Control Plans Visual Process Control Tools Statistical Process Controls (SPC) Solution Replication Project Transition Model Team Feedback Session</p> <p>Copyright 2005, AIT Group Inc. All rights reserved.</p> <p>2</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>3</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>4</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>5</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>6</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>7</p> <p>Successful Project Factors </p> <p>Lean Six Sigma</p> <p>Management and/or Champion involvement Project selected is clearly aligned with strategic company objectives Project is one you need to work anyway Problem, Goal and Metrics are well defined and agreed upon Scope is well defined and reasonable Data is available Defects and Waste issues; tools are applicable Management resource commitment</p> <p> FREQUENT Communication about the project candidate to team and management Ability to implement potential solutions, not just to come up with recommendations</p> <p>Copyright 2005, AIT Group Inc. All rights reserved.</p> <p>8</p> <p>Deployment Principles That Always Work The Recipe</p> <p>Lean Six Sigma</p> <p>1. Executive engagement Rule of 3 5s: 5 times a week, in the presence of 5 people, spend 5 minutes talking about Lean Six Sigma deployment 2. A strong and respected Deployment Champion should report to the Top Leader 3. Organization elements own resources &amp; are accountable for project results 4. Deploy critical mass of key resources full-time (Black Belts/ Champions) 5. Resources should be selected from future leaders of the organization 6. Establish a rigorous process for Project Identification and Selection within the organization 7. Actively reduce Projects in Process to reduce project cycle times. 8. Track results rigorously: Lean Six Sigma results should pay as you go and be confirmed by objective parties 9. Black Belts must have team leadership skills 10.Design the Lean Six Sigma deployment as a journey</p> <p>Copyright 2005, AIT Group Inc. All rights reserved.</p> <p>9</p> <p>High Level DMAIC ApproachDefine When did it happen? Where did it happen? What is the success criteria?</p> <p>Lean Six SigmaControl</p> <p>Measure How often does this happen? What trends have we observed relative to the target? NEM Baseline (IMR) Is the process capable? Do we want to reduce variation? Do we want to shift the mean? Process Capability What changes have been made to the process? What possible variables relate to the change ? Process Mapping What does the process look like? What does the process look like from the products view? Is the measurement process capable? Is the test a destructive test? Measurement System Analysis</p> <p>Analyze What is the subgrouping strategy?</p> <p>Improve What does the DOE process plan look like? What responses are we interested in (Average, Range)? What variables do we want to optimize? Why?</p> <p> How will we address Org. issues? How will we address Behavioral issues?</p> <p>Preliminary Data Analysis</p> <p>Advanced NEM (XbarR) What variables are contributing to mean shifts? What variables are contributing to variation? Components Of Variation / ANOVA What is causing failure? What is the impact of failure? How do we mitigate the risk of failure?</p> <p>Classification Of Control Issues What variables do we need to control? What control methods will be used to ensure gains are sustained? Control Methods Who is responsible for implementing the control? Who is accountable for the process results?</p> <p> Where in the process do we need to scope efforts? What is the target value? What are the specs?</p> <p>DOE Planning Template What observations did we have during the experiment? What roles need to be established to run the DOE? DOE Execution What variables are critical to the process? How should the critical variables be set?</p> <p>SIPOC</p> <p> How much waste is in this process? What is our value added percentage?</p> <p>FMEA Operator &amp; Product Activity Analysis</p> <p>Value Stream Mapping</p> <p>DOE Analysis &amp; Results</p> <p>Control Plan</p> <p>Copyright 2005, AIT Group Inc. All rights reserved.</p> <p>10</p> <p>Funnel-Down Many Variables to the Critical Few!x x x xxx x xx x x x x x x x x x x x xx x x x x x x x x</p> <p>VELOCITY OPPORTUNITY (Reduce Waste)Value Stream Mapping</p> <p>VARIATION OPPORTUNITY (Reduce Variation)Thought Map TMAP SIPOC</p> <p>Lean Six Sigma</p> <p>Define Define</p> <p>ny xs</p> <p>Product Families Product Flow Analysis Employee Activity Analysis Set-up Reduction Detailed Process Map PMAP Failure Modes Analysis FMEA Measurement System MSE Numerical Evaluation of Metrics (NEM) T-Test, Chi Square, ANOVA, COV Design of Experiments DOE Regression Analysis Workplace Design 5S Implementation</p> <p>Measure Measure</p> <p>x x x x x x x x x xx x x x x x x x x x x x x xx x x</p> <p>X</p> <p>s</p> <p>Analyze Analyze</p> <p>Ma</p> <p>Fe w</p> <p>x xx xxImprove Improve</p> <p>Material Replenishment Improvement Considerations</p> <p>Control Control</p> <p>xx x x</p> <p>Control Strategies Standard Work Performance Metrics Mistake Proofing</p> <p>Y=f(x)</p> <p>Copyright 2005, AIT Group Inc. All rights reserved.</p> <p>11</p> <p>DefineProject Charter</p> <p>Measure</p> <p>Analyze</p> <p>Lean Six Sigma</p> <p>Numerical Evaluation of Metrics How is theprocess performing today?</p> <p>Measurement System EvaluationGage R&amp;R (ANOVA) for Labor Cost/TGage name: Date of study: Reported by: Tolerance: Misc:</p> <p>Hypothesis TestingChiSquareGender</p> <p>Components of Variation100 %Contribution %Study Var 500</p> <p>By Sample</p> <p>Percent</p> <p>400 50 300 200 Gage R&amp;R Repeat Reprod Part-to-Part</p> <p>0</p> <p>What variables are causing variation? ANOVAOne-way ANOVA: Total No Errors versus Hiring Location (Site) Source Hiring Loc Error Total DF 3 117 120 SS 2.12 269.95 272.07 MS 0.71 2.31 F 0.31 P 0.821 S = 1.519 R-Sq = 0.78% R-Sq(adj) = 0.00%Boxplot of Total No Errors by Hiring Location (Site)10 8 Total N Errors o</p> <p>Sample</p> <p>1</p> <p>2</p> <p>3</p> <p>4</p> <p>5</p> <p>R Chart by Administrato501 2 3</p> <p>By Administrato500 UCL=43.76 400 R=17 300 200</p> <p>Sample Range</p> <p>40 30 20 10 0 0</p> <p>Sample Mean</p> <p>Av erage</p> <p>Project JustificationProduct Line Brackets Wheels Closures Shafts Separated Operations Seals Other Products Sales $ (YTD) $ 70.3 Million $ 60 Million Gross Margins $ 2.8 M / 39% Production Volumes 80 Million 94 Million 15 Million 5.4 Million 1.3 Million 4.5 Million 9.3 Million $ 31.1 Million</p> <p>Thought MapProblem Resolution MethodologyDefineBaseline Process</p> <p>LCL=0</p> <p>Administrato</p> <p>1</p> <p>2</p> <p>3</p> <p>Xbar Chart by Administrato500 400 UCL=365.8 Mean=348.4 LCL=331.1 300 200 01 2 3</p> <p>Administrato*Sample Interaction500</p> <p>Administrato1 2 3</p> <p>T-TestWeekly vs. Quarterly Grant Date1/1/02 12/31/03Two-Sample T-Test and CI: Weekly, Quarterly N 105 8 Mean 55.41 55.50 StDev 8.63 8.21 SE Mean 0.84 2.9 Weekly Quarterly Estimate for difference: -0.089083 95% CI for difference: (-7.056468, 6.878301) T-Test of difference = 0 (vs not =): T-Value = -0.03 P-Value = 0.977 DF = 8</p> <p>400</p> <p>300</p> <p>$ 21.5 Million $ 1.7 Million $ 5 Million $ 4 Million</p> <p>$ $Process</p> <p>$ 2.3 M / 38% $ 1 M / 33% $ 1 M / 40%</p> <p>$ 0.3 M / 19% $ 0.7 M / 7%</p> <p>Market Comments High vol -Growing Cylindrical High vol. Growing Autom. Large Diameter Old Equip. Hydraulic Small batches High Labour Old equip. Automotive</p> <p>6 Project PhasesEstablish Project Scope</p> <p>200</p> <p>Sample</p> <p>1</p> <p>2</p> <p>3</p> <p>4</p> <p>5</p> <p>Characterize Processes</p> <p>Data Integrity? What is my project strategy?</p> <p>6</p> <p>Hiring location is not a significant contributing factor to errors!</p> <p>XW = 55.41</p> <p>XQ = 55.50</p> <p>4</p> <p>Conclusions: W</p> <p>= 5.63</p> <p> Q</p> <p>= 8.21</p> <p>There is no significant difference between weekly and quarterly grant dates.</p> <p>2</p> <p>0 Field Sales TO Hiring Location (Site) TO - RML</p> <p>MeasureID Process Failure Modes Evaluate Measurement Systems ID Critical Variables</p> <p>Analyze</p> <p>$ 0.3 M / 17%</p> <p>Improve</p> <p>Implement Process Improvements</p> <p>Control</p> <p>Control/Maintain Process Improvements</p> <p>SIPOCProcess Name: Process Owner: Suppliers(Providers of the required resources)</p> <p>Process MapOutputs(Deliverables from the process )</p> <p>Copper Tolling Eric Sandford Inputs(Resources required by the process)</p> <p>Customers(Stakeholders who place the requirements on the outputs )</p> <p>Product Portfolio Plan</p> <p>Business Plan</p> <p>Failure Modes and Effects Analysis:Quote</p> <p>Failure Modes &amp; Effects AnalysisFailure Mode(Describe what could go wrong.)</p> <p>(Top level des cription of the activity)</p> <p>Requirements Copper Manager Orders quantity from Delphi plants to merchant Quantity per merchant. Delivered/TimingRequirements received from Delphi Plants</p> <p>RequirementsCopper delivered to suppliers for transformation</p> <p>Identify Product Portfolio Plans</p> <p>Determine Business Opportunities</p> <p>Customer Directed?</p> <p>Yes</p> <p>Business Pursued? No</p> <p>Yes</p> <p>Proceed With SourcingC Profit Margin C Costs to Do</p> <p>Part/processNo Quote Letter to Ford</p> <p>Failure Effects(How does the failure affect the function of the step?)</p> <p>Cathode delivered on time, quantity, Fabrication Suppliers right brand, and quality</p> <p>Delphi accounting purchasing</p> <p>Index used, timing &amp; quantity's delivered &amp; reported. Forecast from D Plants (Customer)</p> <p>Accuracy Copper Tolling Level &amp; Stable</p> <p>N! Customer Directed Business N Vehicle Volume S CI0 (Budget, Resources) N Vehicle Timing No S PI (Budget, Resources) N Content N! In Your Head N Ford Goals &amp; Objectives N Personalities/Relationships S Opportunity Screener (Budget, Resources) C Customer Strategy/Portfolio C Divisional Strategies S Divisional Processes N Divisional Intelligence Apply S Divisional Quoting Philosophy Business</p> <p>(What is the function of each step?)</p> <p>S E V</p> <p>Causes(What is the root cause reason for the failure?)</p> <p>O C C</p> <p>Controls(What controls are currently in place to catch or prevent this failure?)</p> <p>D R E P T N</p> <p>Actions(What actions are being done to eliminate the cause?)</p> <p>No QuoteC Doesnt Fit Divisional Product Strategy C Doesnt Fit Pursuit Plan C Poor Business Case</p> <p>Delphi Plants PC&amp;L</p> <p>Lessons Learned</p> <p>No</p> <p>Yes</p> <p>Pursued?</p> <p>Execute Divisional Strategic AnalysisForecast Strategy</p> <p>Issue Invoice</p> <p>Invoice is incorrect Customer has dispute with invoice Slow response by business unit Lack of funds budgeted for payment</p> <p>Customer disputes...</p>