Professional Documents
Culture Documents
Lou Gorga
Agenda
Introductions and Focus Lean Six Sigma (and Change Management) Overview Key Tools and Technique Summary Value Proposition Questions/Discussion
Drivers
Our motto:
If you cant Measure it You cant Manage it. Some Tools used to measure and change.
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Tools
Reengineering PDCA Best Practices Change Management Initiatives Lean processing Six Sigma Initiatives Lean Six Sigma Initiatives Etc. Focus on improving processes
through measurement and evaluation
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Data
Reduce Variation
Lean Six Sigma provides a process based approach to improvement. It can be used to improve any business process.
History of Change
Fords Assembly Line GE Western - Hawthorne (20s -30s) PDCA cycle originally conceived - Shewart (Western PDCA Made famous by his assistant - Demming Ohno / Toyodas - Toyota Processing System (TPS)
was already taking shape (40s-50s) Harry / Shroeder start the Six Sigma process initiative at Motorola (80s) Womacks The Machine That Changed the World Described Lean a.k.a. TPS (90s)
(The Demming Wheel) - became CQI model (40-50s) Electric -30s -40s)
Customer Specifications
Board
Customer
Customer Need Senior Management
Bottom Line
Customer focused Data Driven Accurate Creates a Common Language Reduces waste Reduces variation Improves contribution
Distinguishes between
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Example
Roller Bearing Manufacturing
Diameter is a CTQ (Critical To Quality Parameter)
Example (Cont.)
Lower Specification Limit Upper Specification Limit
Nominal Diameter
2.5 mm
No Less Than
2.25 mm
Example (Cont.)
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Example (Cont.)
Manufactured Roller Bearing Diameter
Variation ending up as a defect
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On Average its OK
Its a Variation issue
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Example (Cont.)
2s
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Example (Cont.)
3s
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Example (Cont.)
4s
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Example (Cont.)
5s
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Example (Cont.)
6s
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1,000,000
100,000 10,000
1,000
100 1
Average Company
Best-in-Class 2 3 4 5 6
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3.4
Goal
An overall strategy that encompasses your organizations quality philosophy. It sets the vision for achieving Six Sigma levels in key processes. A set of statistical tools and a disciplined methodology used by specially trained individuals to improve processes by reducing variation and defects.
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Define
Measure
Analyze
Improve
Control
Y
X DPMO
Defect
Variation
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Example:
Quick Response
CTQ
5 minutes or less
(Target)
Measure Overview
What is the Measure phase? The Measure phase defines the defects, establishes improvement goals, determines that the system of measuring defects is repeatable and reproducible and gathers data about the process. Why is the Measure phase important? The Measure phase ensures that you specifically define the defects you are going to measure and that your measurement system is accurate before you begin to actually measure the process.
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Alternatives to Measuring
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Specifications
% Defects
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Analyze Phase
Purpose: Identify the key sources of variation (vital Xs) by analyzing data and the process Steps: Define Performance Objectives Identify Variation Sources Graphical Tools Hypothesis Testing Regression Analysis
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Analyze
Define Performance Objectives
State the improvement goal in statistical terms
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Sales in Dollars
Count
4 28.6 100.0
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Wait Time
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6 8 10 Customers In Line
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Percent
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Improve Phase
Purpose:
To confirm that the proposed solution(s) will meet or exceed the quality improvement goals of the project To identify the resources required for successful full-scale implementation of that solution
Screen potential causes Discover variable relationships Process improvement techniques
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Steps:
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Pilot: small scale, localized, high level of control, high level of scrutiny
Pilot solution on a small scale or for a specific period of time in a real business environment. Verifies that process meets CTQs
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Improvement Drive
Quality (Q)
Effectiveness (E)
Acceptance (A)
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Implementation Needs
Get Senior Management engaged Set the tone for change Get the organization involved
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Control Phase
Purpose: Ensures that the solution is sustained Share the lessons learned in the improvement project Steps: Determine process capability Implement process control Goal: A solution that is fully implemented Statistically confirmed process improvement Sustained Improvement supported with a control plan to ensure continuity
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Transition
Process owner should understand the project, track key measurements and lead the effort to close any open transition items. Recognize and celebrate the contributions that made the teams achievements possible.
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Improved problem solving skills More focused project management Common Business Language
Defect Customer Consistent Business metrics
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Marketing Sales Call Centers Strategic Sourcing/Purchasing Operations Distribution Logistics Finance Billing Etc.
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Sustaining Improvements
Post-project metrics defining the success of the
project If you dont: It will cease to be important You will Not sustain the gains Metrics can/should be the new processes capability
Dashboards
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Level of Improvement
Sustainability
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Thank You
Questions?
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