Lean Six-Sigma Overview White Belt Training

six sigma, sản xuất

Sigma

Lean Six Sigma

Lean Six Sigma

White Belt Training

Lean Six Sigma

Learning Objectives

• Know the origin and aims of Lean, Six Sigma, and Lean

Six Sigma

• Understand the roles and responsibilities within a Lean

Six Sigma Deployment

• Learn the Lean Six Sigma terms and definitions

• Understand many of the tools and methods used in a

Lean Six Sigma project and deployment

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WIIFM (What’s In It For Me)

• Get rid of those problems that are taking all of your valuable time!

• Management’s ear

• An effective communication tool and common ‘language’

• A community within the company – your classmates and previous

classes

• Further develop group leadership skills

• Potential career advancement

• Stretch growth – satisfaction!

• Personal growth experience

• Fun!

Lean Six Sigma

…yah but how will Lean Six Sigma do that for me???

• It is a problem solving methodology to put recurring problems to bed!

• It will facilitates communication between people with different backgrounds and from

different functions

• Allows you to leverage and build on what you already know!

• Can be applied in all areas of your life and career

• It is built on standard tools and a standard methodology – helps simplify your

discussions!

• Helps drive focus and prevents gaps in logic

• Uses data for sound conclusions

• Focuses on fundamentally solving a problem NOT on adding band-aids and

additional complexity

• Requires team involvement and emphasizes sound communication

• Minimizes emotion and conflict and moves to data-driven process-based solutions

• It is visible to higher levels of the company

• It has been proven successful across many industries, solved countless problems

and saved billions of dollars

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What Do Our Clients Want?

Lean Six Sigma Lean History

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Origins of Lean

• Lean has been around a long time:

• Pioneered by Ford in the early 1900’s (33 hrs from iron ore to finished Model T,

almost zero inventory but also zero flexibility!)

• Perfected by Toyota post WWII (multiple models/colours/options, rapid setups,

Kanban, mistake-proofing, almost zero inventory with maximum flexibility!)

• Known by many names:

• Toyota Production System

• Just-In-Time (JIT)

• Continuous Flow

• Outwardly focused on being flexible to meet customer

demand, inwardly focused on reducing/eliminating the

waste and cost in all processes

• Highly applicable to transactional businesses!

• Whenever flexibility and speed are key: banks, technology firms and customer

Lean Six Sigma

The Mathematical Foundation for

Lean is Little’s Law

• To reduce Lead time, you have 2 choices:

• Invest dollars of capital in people and equipment to increase Avg

Completion Rate

• Invest Intellectual capital to reduce number of “Things In Process” using

Lean Tools (Pull Systems, Setup Reduction, etc) and Six Sigma tools

(Variation Reduction)

• Little’s Law: Mathematics of Theory of Constraints (TOC) and

Toyota Production System (TPS)

Rate Completion

Avg

Process"

In Things

"

No.of Time

Lead

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Sources of Waste

1 Transportation (moving items from one place to another)

2 Inventory (items/paperwork/information waiting to be processed)

3 Motion (excess movement and/or poor ergonomics)

4 Waiting (delays caused by shortages, approvals, downtime)

5 Overproduction (producing more than is needed)

6 Overprocessing (adding more “value” than the customer is paying

for)

7 Defects (rework, scrap, inspection – Costs of poor quality)

Another waste is: People (untapped and/or misused resources)

Lean Six Sigma

Toyota Production System – Waste

Elimination (Applies to Every Process)

“The ability to eliminate waste is developed by

giving up the belief that there is ‘no other way’

to perform a given task It is useless to say, ‘It

has to be done that way,’ or ‘This can’t be

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Lean Defined

• An enabler to business strategy

• A way to remove waste from processes and practices

• Focused on process speed and flexibility

• Driven by quick-hit, high-impact team events to solve

problems

• A way to visualize processes through value-stream mapping

• A way to teach people how to “think” about streamlining

• A business strategy

• Only for manufacturing companies

• About headcount reductions

• Only about the tools

Lean Six Sigma

But Lean Alone Has Holes

• Top leadership engagement

• Deployment organization (Champions, Black Belts, etc.)

• Sometimes lacks focus on customer

simply “account for” the variability by carrying excess

inventory and resources

process under statistical control and maintaining that

control allowing for unpleasant surprises

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Lean Six Sigma

Six Sigma History

• Motorola was the first advocate in the 80’s

• Six Sigma Black Belt methodology began in late 80’s/early 90’s

• More recently, other companies have embraced Six Sigma:

• Top-down program with Executive and Champion support

• Outwardly focused on Voice of the Customer, inwardly focused on using

statistical tools on projects that yield high return on investment

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Six Sigma History

• Nobody at GE gets promoted without Six Sigma training

• GE annual report examples:

• 10-fold increase in life of CT scanner x-ray tubes

• Improved yields of super-abrasives – worth a full decade of

increased capacity despite growing demands

• 62% reduction in turn-around time of railcar leasing repairs

• Plastics business added 300 million pounds of new capacity –

equivalent to “one free plant”

Lean Six Sigma

How Complex Are Your Products & Services?

(% Shippable without Rework)

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Why 99% Is Not Good Enough

• 20,000 lost articles of mail per hour

• 5,000 incorrect surgical operations per week

• 200,000 wrong drug prescriptions each year

• No electricity for almost 7 hours per month

Lean Six Sigma

Six Sigma Defined

• What Six Sigma Is:

• An enabler to business strategy

• Places customers at the center of performance improvements

• Fact-based approach for improving business processes and solving business

problems

• A proven methodology and toolset supported by deep training and mentoring

• Focused on reducing variability of processes

• A way to develop highly skilled business leaders

• A means for creating capacity in organizations

• What Six Sigma Is Not:

• A business strategy

• A way to develop statisticians and engineers

• Only for manufacturing companies

• Only about “cost reductions”

• A “flavor of the month” approach

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But Six Sigma Alone Has Holes

• Six Sigma lacks many concepts and tools lean is strong in

• Work in process control and reduction

• Six Sigma has long time-lines for projects (4-18 months)

compared to Lean (1-4 months)

• Six Sigma specialists (Black Belts) are often less productive than Lean specialists

• Six Sigma Black Belts do 3-5 projects a year

• Dedicated Lean project leaders do 10-20 projects a year

• Six Sigma is often seen as being “too slow”

Lean Six Sigma Lean and Six Sigma Integration

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Why Integrate?

“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 ITT’s Six Sigma Rollout

Six Sigma & Lean Integration

Lean Six Sigma

Lean and Six Sigma Together

• Goal – Reduce waste and

increase process speed

• Focus – Bias for action/

Utilize existing, proven Lean

Tools

• Method – Kaizen events,

Value Stream Mapping

• 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 activity

Six Sigma

Quality, Cost + Explicit Approach

Lean

Speed + Waste + Implicit ApproachX

Lean Six Sigma

Six Sigma Quality Enables

Lean Speed Lean Speed Enables

Six Sigma Quality

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Powerful Business Improvement Approaches

• Lean

• Value stream mapping

• Bottleneck identification and removal

• “Pull” from the Customer

• Setup and queue reduction

• Process flow improvement

• 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

Precision + Accuracy + VOC Speed + Low Cost + Flexibility

Lean Six Sigma

Integrating Lean and

Six Sigma Initiatives

• 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

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Six Sigma and Lean

• Six Sigma is the “Unifying Framework”

• 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

Lean Six Sigma

Lean Six Sigma Synergy

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ImproveImprovement Process Road Map

• Review Project Charter

• Validate Problem Statement

and Goals

• Validate Voice of the Customer

& Voice of the Business

• Validate Financial Benefits

• Validate High-Level Value

Stream Map and Scope

• Develop Project Schedule

• Complete Define Gate

• Identify Potential Root Causes

• Reduce List of Potential Root Causes

• Confirm Root Cause to Output Relationship

• Estimate Impact of Root Causes on Key Outputs

• Prioritize Root Causes

• Develop 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

• Implement Mistake Proofing

• Develop SOP’s, Training Plan

& Process Controls

• Implement Solution and Ongoing Process Measurements

• Identify Project Replication Opportunities

• Complete Control Gate

• Transition Project to Process Owner

• Effective Meeting Tools

• Inquiry and Advocacy Skills

• Time Lines, Milestones,

• Value of Speed (Process Cycle Efficiency / Little’s Law)

• Analytical Batch Sizing

• Total Productive Maintenance

• Design of Experiments (DOE)

• Solution Selection Matrix

• Mistake-Proofing/

Zero Defects

• Standard Operating Procedures (SOP’s)

• Process Control Plans

• Visual Process Control Tools

• Statistical Process Controls (SPC)

• Solution Replication

• Project Transition Model

• Value Stream Map for Deeper Understanding and Focus

• Identify Key Input, Process and Output Metrics

• Develop Operational Definitions

• Develop Data Collection Plan

• Collect Baseline Data

• Determine Process Capability

Tools

Activities

Measure Define

Kaizen, 5S, NVA Analysis, Generic Pull Systems, Four Step Rapid Setup Method

Kaizen, 5S, NVA Analysis, Generic Pull Systems, Four Step Rapid Setup Method

Identify and Implement Quick Improvements

Lean Six Sigma

Define

• 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 (CCR’s) and Critical Business Requirements (CBR’s)

• Finalize Project Focus and Modify Project Charter

• Define Gate Review

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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

Analyze

• Brainstorm Key Process Input Variables & Key Process

Variables (KPIVs & KPV’s, 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 Project’s

Performance Output

• Quantify the Opportunity

• Prioritize Root Causes

• Analyze Gate Review

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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

Control

• Institutionalize Process Changes and Controls

• Finalize SOP’s, 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

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Author

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

Lean Six Sigma Learn More about The AIT Group

http://www.theaitgroup.com

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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

Lean

Six Sigma

Supply Chain Mgmt.

Value

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The 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: