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  • Lean Six Sigma Yellow Belt Advanced Program

    Ver. 2017.1

  • ii

  • iii

    Program Schedule

    Day 1

    1. Introduction to Lean Thinking and Six Sigma

    Morning Break

    2. Foundation Concepts

    2.1. Process Thinking

    Process Thinking Case Study

    Process Thinking vs Functional Thinking

    Process Mapping

    SIPOC

    Lunch Break

    2.2. The Cost of Quality Concept and the Cost of Poor Quality

    2.3. Process Complexity

    Afternoon Break

    3. Customers, Customer Experience and Customer Satisfaction

    3.1 The Perceptions-Expectations Model

    3.2. The RATER Framework

    Day 2

    4. Improvement Strategies andVariation

    4.1 The Dice Game

    4.2. Sources of Variation

    4.3. Approaches to Improvement

    Morning Break

    5. Team Based Problem Solving and Process Improvement

    5.1. The DMAIC Process & Process Story Board

    5.2. The DMAIC Process Integrative Case Study

    5.3 Tools introduced:

    Problem Definition

    Project Charter

    Customer Requirements

    Fishbone Diagram

    Check Sheet

    Pareto Chart

    Potential Solutions Matrix

    Lunch Break

    5.4. Root Cause Analysis (RCA) Methodologies and 5 Whys

  • iv

    6. Process Change/The DMADV Process

    6.1. DMADV, BPR, Process Redesign and Kaikaku

    6.2. DMADV Application Case Study

    6.3. Tools and Techniques

    Process Deployment Chart/Zig-Zag Analysis

    Value Added/Non-Value Added Analysis

    Double Fishbone

    6.4. Process/People/Technology Redesign Principles

    Afternoon Break

    7. Process Flow and Work Management

    7.1. Dynamic View vs Static View of Processes

    7.2. The Water-Bucket Method

    7.3. Littles Law

    7.4. Flow Measures and Decision Making

    7.5. Process Balancing

    7.6. Dealing with common dynamic effects

    8. Implementation Issues and Conclusion

  • v

    Detailed Table of Contents Pge

    Introduction to Lean Six Sigma 1 The Box Simulation 3

    3 Operational Strategies 6

    The Evolution of Management Thinking 8

    Three Paradigm Shifts 9

    Six Sigma a Definition 10

    Lean Six Sigma core concepts 11

    The Lean Wastes 12

    Operational Infrastructure and Capability 12

    Business Improvement 13

    Improving Organisations/Improving Operations 14

    Process Thinking 15 HTLC Case Study 17

    Functional vs Process Thinking 22

    The Cost Service Trade off 24

    Increasing Service while Decreasing Costs 24

    Process Thinking and Process Management 25

    Identifying Processes 26

    Process Mapping Symbols 29

    Process Mapping Hints and Tips 30

    The SIPOC Model 31

    SIPOC Diagram:HTLC 33

    Cost of Quality 35 Conventional View of Cost Drivers 37

    Cost of Quality Categories 38

    The Cost of Quality View of Cost Structure 40

    Changes in the Cost Structure 42

    Using the Cost of Quality 43

    Improvement: COQ Reduction 44

    Improvement: Process Change 45

    Validating the New Process 45

    Linking COQ to Improvement Strategy 46

    COQ: A more useful way of looking at cost structure 49

    Complexity 51 Identifying Complexity 53

    Two View of Work Time 54

    Improving Processes by Reducing Complexity 57

    Complexity and Flexibility 59

    Alternate approach to complexity 61

    Process Thinking Review of Concepts 62

  • vi

    Pge

    Customers and Customer Satisfaction 63

    How Customers See Quality 65

    How Customers Form Expectations 66

    Dimensions of Quality 66

    Managing the Customer Interface 68

    The RATER Framework 69

    Delivering on the Service Standards 70

    Who are our customers? 71

    Rater Template 73

    Impact of Customer Satisfaction on Loyalty 77

    Understanding Customer Defection 77

    Managing Customer Perceptions of Quality 78

    Process Measurement and Variation 79 Y = f(x) 81

    A Generic Performance Measurement Template 82

    The Role of Complexity in Determining Measures 83

    Leading Indicators and Drivers 83

    The Process Scorecard 84

    From Measures to Metrics 85

    Processes deployed through the organizational structure 86

    Performance Measures and Organisational Structure 87

    The Dice Game 89

    Lessons from the Dice Game 92

    Some Sources of Variation 93

    Understanding Variation 93

    Common vs Special Causes 94

    The Path to Continuous Improvement 95

    The DMAIC Process an Overview 97 Types of Problem Solving 100

    The DMAIC Process 101

    The DMIAC Process Story Board 102

    DMAIC Process Case Study: South Eastern Food Packagers 105

    Problem/Opportunity Theme Statement 132

    Lean Six Sigma Project Charter 133

    Structured Problem Statements 134

    Customer Requirements Statement 135

    The Anatomy of a Check Sheet 138

    The Pareto Principle/Pareto Chart 138

    Fishbone Diagram 139

    Potential Solutions Matrix 142

    Improve:Implement and Check 143

    High level validation of improvements 145

    Future Plans 146

    Analysing for Root Causes - Revisited 147

    Analysing for Root Causes 150

    5 Whys Applied to SEFP 152

  • vii

    Pge

    Process Change: The DMADV Process at Work 155

    Process Change/Reengineering 157

    The DMADV Process 158

    The DMADV Process Storyboard 159

    The Process Redesign Framework 161

    Deciding if Process Redesign is the best approach 162

    Joans Story Case Study 163

    Measures: HTLC Current Process 167

    Process Deployment chart 168

    Reengineering/Redesign Opportunities 169

    Reengineering Enablers 170

    Process Redesign Methodology Toolkit 171

    Value Added/Non-Value Added Analysis 172

    The Double Fishbone 174

    Quick wins 177

    Process Challenge Templates 177

    Process Flow Management 181 The Structural View of Processes 183

    The Flow View of Processes 186

    WIP, Lead Time and Service Level (Littles Law) 189

    Key Work Management System Relationships 191

    Case Study: Smiths Auto-Service Centre 193

    A more comprehensive view of an organization 197

    Key Lean Work Flow Principles 198

    Prioritisation, Scheduling and Customer Pull 199

    Work Leveling and One Piece Flow 199

    What do we measure? 200

    What influences productivity? 200

    Urgent Work The Crisis Management Trap 201

    Telephone Calls and Shrinking Capacity 202

    Rework and Shrinking Capacity 203

    Implementation Issues 205 Succeeding at Operational Excellence 208

    Lean Six Sigma Support Structure 209

    Templates 211

  • viii

    Additional Reading and References

    Some useful reference books and materials:

    Books

    Six Sigma and Lean Specific:

    Pyzdek, Thomas (2003) The Six Sigma Handbook, McGraw Hill

    Gygi, Graig., DeCarlo, Neil., and William, Bruce (2005) Six Sigma for Dummies, Wiley Publishing Inc.

    Gygi, Graig., DeCarlo, Neil., and William, Bruce (2005) Six Sigma for Dummies Workbook, Wiley Publishing Inc.

    Liker, Jeffrey K. and Meier, David (2005) The Toyota Way, McGraw-Hill

    Liker, Jeffrey K. and Meier, David (2006) The Toyota Way Field Book, McGraw-Hill

    Liker, Jeffrey K. and Franz, James K., (2011) The Toyota Way to Continuous Improvement, McGraw-Hill

    DeCarlo, Neil (2007) A Complete Idiots Guide to Lean Six Sigma, Penguin Group

    George, Michael L., Rowlands, David., Prices, Max and Maxey, John (2005) The Lean Six Sigma Pocket Tool Book, McGraw Hill

    Womack, James P., Jones, Daniel T. and Roos, Daniel (2007) The Machine That Changed the World (2007 reprint of 1990 book), Free Press.

    Womack, James P. and Jones, Daniel T. (2003) Lean Thinking, Simon and Schuster.

    Womack, James P. and Jones, Daniel T. (2005) Lean Consumption, Simon and Schuster.

    Sayer, Natalie J. and Williams, Bruce (2007) Lean for Dummies, Wiley Publishing.

    Evans, James R. and Lindsay, William M. (2008) Managing for Quality and Performance Excellence, Thomson Publishing.

    Breyfogle III, Forrest W., Implementing Six Sigma, John Wiley & Sons, Inc.

    Pande, Peter S., Neuman, Robert P. and Cavanaugh, Roland R. , The Six Sigma Way

    Pande, Peter S., Neuman, Robert P. and Cavanaugh, Roland R. , The Six Sigma Way Team Fieldbook

    Gitlow, Howard S., Levine, David. And Popvich, Edward A. (2006) Design for Six Sigma for Green Belts and Champions, Prentice Hall.

    Statistics Specific

    Levine, David M., (2006) Statistics for Six Sigma Green Belts with Minitab and JMP, Prentice Hall. Comes bundled with:

    Berenson, Mark L., Levine, David M., and Krehbeil, Timothy C. (2006) Basic Business Statistics, Concepts and Application, Prentice Hall

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