rapid - lean six sigma: kick-starting your continuous improvement program facilitated by: john...
Post on 26-Dec-2015
213 Views
Preview:
TRANSCRIPT
Rapid - Lean Six Sigma: Kick-Starting Your Continuous Improvement Program
Facilitated by: John Besaw, Ph.D.
Renewal or
stagnation!
2
Success depends on: speed, simplicity, and boldness.
A common complaint of traditional Lean and Six Sigma is that they “take too long.”
RapidLeanSixSigma
3
RapidLeanSixSigma promotes a culture that targets continuous improvement through the relentless elimination of waste.
“Simplicity”
4
For Discussion
The person closest to the work knows how that activity can be simplified or eliminated altogether.
The challenge is to create an environment that energizes and stimulates workers to share their ideas.
5
A whole-systems approach that creates a culture in which everyone is continuously improving processes.
Leadership’s commitment
Empowered, engaged employees
An action orientation
A Systems Approach
6
RapidLeanSixSigma provides the tools and techniques for making decisions and solving problems - fast.
An organization’s early success will be realized through engaged employees using an empowered approach for “rapid” process improvement.
7
Essential Skills
Building TrustManaging RelationshipsCommunicating Effectively
8
What are the three biggest problems you’re facing?
Activity
RapidLeanSixSigma Current
Lean 2004
Six Sigma 2000
TQM 1990’s
American business rediscovers Deming 1970’s & 1980’s
Japan emerges as a leader of Lean
Transformation of Japanese economy
Japanese adopt Deming’s principles 1950s
Deming goes to Japan 1950
Deming in America 1940s
JOU
RN
EY
“Journey” Never Ends
10
RapidLeanSixSigmaIntegrating Lean and Six Sigma
Speed and Simplicity
Lean• Waste Reduction• Velocity
Six Sigma• Problem Solving Methodology
11
Where we are today
How are we going to get there?
Lean and Simple
Shared Vision
Current Value Stream
A Journey, not an end state
Future Value Stream
12
Orientation
Fixing problems,
Not - fixing blame.
“We are in a new economic age. We can no longer live with commonly accepted levels of delays, mistakes, defective materials and defective workmanship.”
Dr. W. Edwards Deming
13
Key Deliverables
Higher Levels of Performance
Increased Efficiency
Example: Deliverables
Engaged W
orkers
Per
form
ance
Cou
nts
14
Clarity … Consistency … Commitment
Alignment
Quantum improvements come not from simply working harder or smarter at the same old things, but from figuring out how to eliminate the need to do the same old things.
16
Activity
What are we doing now that we shouldn’t be doing at all.
1)
2)
3)
There may be too many To-Do lists.
Consider A “Not-To-Do” List
17
Basics
Customer defines quality Top management leadership All employees responsible A way of life (our culture) Team problem solving Tools Training for all
18
Two “Sides”
The “HARD” Side: is about
• processes• measurement• tools• structures• procedures
The “SOFT” Side: is about
• buy-in• commitment• attitude• overcoming
resistance to change• self-leadership
19
Transformation Curve
Goal: Shift the Curve
Cynics
20
20-60-20 Rule
20% of the people in the organization
will be “Transformation Friendly”
60% will sit on the fence
20% will resist
21
As Is
Vision
GrowthAwareness
To Be
“Emotional Rollercoaster”
Phase 1 Phase 2 Phase 3
22
Culture
Traditional• Authoritarian
• No risk-taking
• Fear of job loss
• Status quo
• Systems policies
• “Beat on” supplier
• Distant from customers
• Few people trained in basic tools
RapidLeanSixSigma• Participative
• Encourage change
• Job security
• Continuous improvement
• Policies that inspire people to want continuous improvement
• Work with supplier
• Close to customers
• Everyone trained in basic tools
23
Customer SatisfactionPride in Continuous ImprovementTeamworkEmpowermentEmployee EngagementCommunication
Example: Anchor to Culture
24
Resistance to Change
Asking people to work differently often meets with stiff resistance.
Overcoming resistance to change can be the hardest part of our job.
It is against human nature to want to change the way things are done unless there is a compelling reason to do so.
continued25
Leadership leads the cultural change and removes barriers to implementation.
Coaches work with teams using RapidLeanSixSigma tools - putting discipline into the process.
Green Belts
Black Belts26
Leading in a RapidLeanSixSigma Environment
Build a Shared Vision Create a Guiding Coalition Empower Broad-Based Action Generate Short-Term Wins Communicate the Vision Anchor RapidLeanSixSigma in the Culture
27
ReadyAimAimAimAim
ReadyAim…
To know, and not to do, is not to know.
28
Middle Management is often the least equipped to respond to the changes because of an autocratic style that pervades throughout many organizational systems.
To Empower Broad-Based ActionUpdate Philosophies
29
Start small, gain success, and then expand.
Raise awareness; boost enthusiasm.
Transform from within.
Generate Short Term Wins
30
Use existing awards and recognition program.Develop additional incentives such as
certificates of appreciation.Publicize success stories, initiatives, and
results.Recognize individuals and teams.
“Rapid” Recognition
31
Build Behavior First
People will believe in RapidLeanSixSigma when they see behavior that leads them to conclude that it works.
Use action to gain understanding and commitment to RapidLeanSixSigma. Learn by doing.
Accept “stumbling” as part of the journey.
32
Sustained
Improvements
•Customs and Norms
•Rules and Policies
•Senior Leadership Behavior
•Learning Opportunities
•Communication Networks
•Rewards and Recognition
•Infrastructure
(formal and informal)
Sustainment
RapidLeanSixSigma
33
Cost Reduction (improved profitability)Continuous ImprovementWorkforce EngagementSpeed and Simplicity
Activity: Targets
34
For Discussion:
85/15 Rule
85% of professional errors are a result of business systems.
15% of professional errors are a result of individual workers.
35
Bias - from Plan to Actions
Plan Actions
It’s OK to learn by trying!
36
Activity
One of the keys to success is highly visible Leadership commitment to RapidLeanSixSigma initiatives. (Employees must perceive active leadership during implementation.)
How do we do this?1. 2. 3.
37
Lean
Customer defined quality Top management leadership Lean as a strategic issue All employees responsible for quality Continuous improvement Shared problem solving Tools Training for all employees
38
Lean BenefitsWhy Lean? Improved Processes Reduce Waste Increase System Flexibility Satisfied Customers! Standardization Strong Culture - Team Oriented and
Empowered
39
Lean Strategies
System/Process Mapping
Organized for Flow Total Employee
Involvement Pull Systems Design Out Wastes Institutionalized
Improvement
Standardized Work Visual Workplace 5 S’s Flexible Assembly Supplier Integration Quality Total Productive
Maintenance
40
Lean Traces its Roots to Toyota Production System (TPS)
Best Quality - Lowest Cost - Shortest Lead TimeThrough shortening the Production Flow by Eliminating Waste
“The right partat the right time
in the right amount”“Built in Quality”
Flexible, Capable,Highly Motivated,
EngagedWorkers
Standardized WorkTotal Productive Maintenance
Robust Products & ProcessesSupplier Involvement
Operational Stability
41
History
42
Lean Tools and Techniques Value Stream Mapping for “opportunity” identification
Kaizen events for rapid improvement
5S for cleanliness and organization
Kanban for “pull” from the customer
Work flow / layout improvement to reduce non-value add transportation
Process Balancing to identify time traps, balance workloads and increase throughput
Mistake-Proofing to eliminate rework
43
WHAT IS SIX SIGMA?According to Mikel Harry and Richard Schroeder
A business process that allows companies to drastically improve their bottom line by designing and monitoring everyday business activities in ways that minimize waste and resources while increasing customer satisfaction.
44
Sigma (the lower-case Greek letter σ) is used to represent the standard deviation (a measure of variation) of a statistical population.
The term "six sigma process" comes from the notion that if one has six standard deviations between the process mean and the nearest specification limit, there will be practically no items that fail to meet specifications.
Sigma (the lower-case Greek letter σ) is used to represent the standard deviation (a measure of variation) of a statistical population.
The term "six sigma process" comes from the notion that if one has six standard deviations between the process mean and the nearest specification limit, there will be practically no items that fail to meet specifications.
Origin of the term “Six Sigma"
45
The Normal Distribution
0 1 2 3
95%
99.74%
-1-2-3
68.27%
“One” Sigma = 68.27%“Two” Sigma = 95.45%“Three” Sigma = 99.74% “Six” Sigma = 99.9997% (3.4 defects per million parts)(Six Sigma being perfection – or pretty close to it.)
46
One of the most powerful tools that Six Sigma offers to an organization is a structured approach to problem solving in a disciplined manner, providing for data-driven decision-making.
47
A “Deeper” Understanding
Too often we have dealt with problems at the level of symptoms -- often not solving fundamental problems leading to the original difficulty.
A “fix” at the level of symptoms exacerbates theoriginal problem and makes solution more difficult.
48
Concept A standard problem-solving process provides the
means for basing decisions on data.
Sustained improvement is only possible with employee engagement.
49
DMAIC
50
You may have experienced problem solving as a one-step process - Solve it!
There is much more to it. You have to know what the problem really is, what’s causing it and look at creative ways of solving it.
DMAIC as a problem-solving model can be used as a road map.
51
Why is this a problem?What specifically is the problem?What “pain” is occurring?Where is the problem occurring or not occurring? When did the problem first occur?How much of a problem do we really have? Who is involved with the problem? Who is not?
Define
52
Identify essential information that is needed to understand the problem.Collect data.Use data; a lot of people will have opinions, but data are more reliable.
Measure
53
Brainstorm as many solutions as possible.Get the ideas of those who are affected by the problem, involving them directly.Don’t be concerned about cost or feasibility at this point.Don’t be judgmental of either people or ideas.Select the best solution from among the alternatives generated in the prior step.
Analyze
54
ImproveCreate an action plan.Identify the steps that will need to occur to implement the solution.Identify the time each step will take and create a schedule.Identify the human, material and financial resources required for each step.Determine the decision makers whose approval will be sought.Determine accountability for carrying out each step.
55
Once a problem has been eliminated - follow up the corrective action to make it permanent.
Make sure the corrective action is documented and understood by everyone.
Control
56
Summary
We look at work as a process with emphasis on spotting opportunities for improvement.
We assume most people want to do well in their work – it’s the processes we must concentrate on improving.
DMAIC provides a structured approach to identify and effect positive changes in the Continuous Improvement effort.
57
What is a process?A series of tasks that provide a good or service.
(Everything is a process – a series of activities or steps used to transform inputs into outputs.)
Who is the process owner?The person who, with a stroke of a pen, can
authorize changing the process.
Process
58
Work as a ProcessA series of activities used to transform input(s) into output(s).
Inputs OutputsInternal
WorkProcess
59
Value Stream Mgt Kaizen Poka-Yoke Kanban 5S
JIT (Just in Time) Standardized Work Visual Workplace Work Flow Basic Tools
60
Value stream map
61
Future State Value Stream Map
62
Kaizen
KAI ZENTo modify, to change Think, make good, make better
= KAIZEN
Make it easier by studying it and making the improvement through elimination of waste.
The organized use of common sense to improve cost, quality, delivery and responsiveness to customer needs.
+
Continuous Improvement Vehicle
Kaizen is the focused application of RapidLeanSixSigma tools to reduce muda (waste) to improve cost, quality, delivery, speed, flexibility and responsiveness to internal and external customer needs.
Kaizen focuses on incremental change and is the continuous improvement vehicle
Kaizen is a vehicle for driving quick hit value by implementing “do-now” solutions through employee involvement
64
Basic Tools1. Brainstorming
2. Flow charts (process flow charting)
3. Check sheets
4. Histograms
5. Pareto analysis
6. Fishbone diagram (cause & effect)
7. Input/Output
Regardless of which tools are listed, the fundamental criterion is that the tool be a structured technique for collecting and analyzing data.
65
Brainstorming
To establish a common method for a team to creatively and efficiently generate a high volume of ideas on any topic by creating a process that is free of criticism and judgement.
Encourages open thinking when a team is stuck in the “same old way” of thinking.
Gets all team members involved and enthusiastic so that a few people don’t dominate the whole group.
Allows team members to build on each others’ creativity while staying focused on their joint mission.
66
Two Methods for Brainstorming
Structured – a process in which each team member gives ideas in turn.
Unstructured – a process in which team members give ideas as they come in mind.
67
Brainstorming with Post-its
This tool builds on Brainstorming because it allows group members to record their own options on Post-it notes as they are generated. Group members say their options aloud to the group, write them on a Post-it note, and give them to a group leader or facilitator, who displays the Post-its in a visible place.
68
Flow Chart A process or flow of activities Used to:
• Aid understanding how the process works• Display and explain• Analyze and improve• Facilitate training of team• Document the standard method of a
process
69
• Start/ Stop
• Activity.
• Decision point
• Continued elsewhere on the same page or another page.
• Arrows show the direction or flow of the process.
• Delay
• Document
A
Flowchart Symbols
70
ALARMSOUNDS
SNOOZE
BREAKFAST
ARRIVE ATWORK
DRIVE TO WORK
SHOWERAND
DRESSEAT
NO NO
YES YES
Getting to Work
71
A form for recording data. It might be used to record bad parts, typing errors, or anything else for that matter – whatever you are trying to fix.
Check Sheet
72
COMPONENTS REPLACED BY LABTIME PERIOD:REPAIR TECHNICIAN: Bob
TV SET MODEL 1013
Integrated Circuits ||||
Capacitors |||| |||| |||| |||| |||| ||
Resistors ||
Transformers ||||
CommandsCRT |
Check Sheet
73
Anna Smith’s First Grade Daily Self-Evaluation
Scroggs Elementary School, Chapel Hill, NC
74
Also called a bar graph, is used for arranging and displaying data by groups or classes. It helps you spot patterns in a whole bunch of data.
Histograms
05
10152025303540
1 2 6 13 10 16 1917 12 16 201713 5 6 2 1
75
CAUSE
PEOPLE
ENVIRONMENT
METHOD
MATERIALEQUIPMENT
EFFECT
Cause and Effect (Fishbone)
76
Fishbone Diagram
QualityProblem
MachinesMeasurement Human
ProcessEnvironment Materials
Faulty testing equipment
Incorrect specifications
Improper methods
Poor supervision
Lack of concentration
Inadequate training
Out of adjustment
Tooling problems
Old / worn
Defective from vendor
Not to specifications
Material-handling problems
Deficienciesin product design
Ineffective qualitymanagement
Poor process design
Inaccuratetemperature control
Dust and Dirt
Identification of the most probable cause(s) leads to development of a theory for solution.
77
A histogram that shows problems or possible causes arranged according to the frequency with which they occur.
80 / 20 rule
Trivial many / vital few
Pareto
78
Fault Prioritization
32 19 12 9 4 2
Total of 133 Faults in descending order
Frequ
en
cy
Pum
p T
imin
g
Fau
lty Inje
ctor
Inco
rrect
Fu
el Le
vel
Inje
ctor
Sti
ckin
g
55
2 S
eati
ng
Wash
ers
Inje
ctor
not
sealin
g
Join
t Le
akin
g79
5 Whys
Ask “Why?” That’s the key to finding the root cause (or causes) of a problem. This technique can also help you understand how different causes might be related. Asking “Why?” lets you focus on the process, and avoids focussing on personalities.
(Source: Taiichi Ohno’s practice of asking “why” five times whenever a problem was encountered, in order to identify the root cause of the problem so that effective countermeasures could be developed and implemented.)
80
Why 1.Why 2.Why 3.Why 4.Why 5.
Activity: 5 Why’s
81
Problem: Oil leaks from the hydraulic press1. Why? Clogged filter
2. Why? Oil was dirty
3. Why? Metal filings got into oil
4. Why? Oil fill cap missing
5. Why? Misplaced & lost
Find the root cause
Solution! Oil filler cap attached to filler neck by a chain (Poka-Yoke)
Example
82
Benchmarking
A careful study of some specific aspect of an outstanding company (its customer service hot line, for instance) in order to establish a standard against which to measure and improve your own way of doing something.
83
Process Control Chart
1 2 3 4 5 6 7 8 9 10
Sample number
Uppercontrollimit
Processaverage
Lowercontrollimit
84
No “Cookbooks”
There are no “cookbooks” for change.There is an inherent messiness to
change.Change implementation should not be
considered a once-and-for-all effort.The contingency approach suggests
that there is no one best way.
85
Raise Awareness - Build Enthusiasm
Leadership Team
Process Owners
Coaches
Workers
86
Initial StepsMight Look Like This:
Generate executive leadership interest Conduct executive overview Decide to move forward with
implementation Conduct training Select the first pilot Decide to expand the initiative Integrate lessons learned
87
1. Tie RapidLeanSixSigma Efforts to Business Strategy
2. Keep Message Simple and Clear
3. Develop Your Own Path
4. Focus on Short-Term Results
5. Focus on Long-Term Growth and Development
6. Publicize Results, Admit Setbacks, and Learn from Both
7. Make An Investment to Make It Happen
8. Use RapidLeanSixSigma Tools and Techniques
9. Link Customers, Process, Data, and Innovation
10.Make Top Leaders Responsible and Accountable
11.Make Learning an Ongoing Activity
11 Keys to Getting Started
88
The “Gallery Walk”
89
Quality Improvement Story
GatherData
IdentifyImprovementOpportunity
DetermineWhat Changes
Would Help
Select andImplement a
Change
Did it Work?
MakePermanent
Yes
No
Define
Measure
Analyze
Improve
Control
•Select Process for Improvement .•Set a target for improvement (objective statement)
•Describe Process Flow •Analyze flow for ways to streamline process•Brainstorm Cause and Effect Analysis•Collect Baseline Process Information using toolssuch as checksheets, Pareto charts, histograms, etc.
•Focus on the root cause•“Imagineering” of ideal process•Benchmarking
•Take Actions that correct root cause
•Use baseline before and after the improvement effort•Confirm the actions taken achieved the target
•Standardize and Document
•Integrate improvement effort into daily operations•Monitor Process
•Share Improvement within the Organization.
90
Quality Improvement Story
GatherData
IdentifyImprovementOpportunity
DetermineWhat Changes
Would Help
Select andImplement a
Change
Did it Work?
MakePermanent
Yes
No
Define
Measure
Analyze
Improve
Control
•Select Process for Improvement .•Set a target for improvement (objective statement)
•Describe Process Flow •Analyze flow for ways to streamline process•Brainstorm Cause and Effect Analysis•Collect Baseline Process Information using toolssuch as checksheets, Pareto charts, histograms, etc.
•Focus on the root cause•“Imagineering” of ideal process•Benchmarking
•Take Actions that correct root cause
•Use baseline before and after the improvement effort•Confirm the actions taken achieved the target
•Standardize and Document
•Integrate improvement effort into daily operations•Monitor Process
•Share Improvement within the Organization.91
Quality Improvement Story
GatherData
IdentifyImprovementOpportunity
DetermineWhat Changes
Would Help
Select andImplement a
Change
Did it Work?
MakePermanent
Yes
No
Define
Measure
Analyze
Improve
Control
•Select Process for Improvement .•Set a target for improvement (objective statement)
•Describe Process Flow •Analyze flow for ways to streamline process•Brainstorm Cause and Effect Analysis•Collect Baseline Process Information using toolssuch as checksheets, Pareto charts, histograms, etc.
•Focus on the root cause•“Imagineering” of ideal process•Benchmarking
•Take Actions that correct root cause
•Use baseline before and after the improvement effort•Confirm the actions taken achieved the target
•Standardize and Document
•Integrate improvement effort into daily operations•Monitor Process
•Share Improvement within the Organization.
92
Quality Improvement Story
GatherData
IdentifyImprovementOpportunity
DetermineWhat Changes
Would Help
Select andImplement a
Change
Did it Work?
MakePermanent
Yes
No
Define
Measure
Analyze
Improve
Control
•Select Process for Improvement .•Set a target for improvement (objective statement)
•Describe Process Flow •Analyze flow for ways to streamline process•Brainstorm Cause and Effect Analysis•Collect Baseline Process Information using toolssuch as checksheets, Pareto charts, histograms, etc.
•Focus on the root cause•“Imagineering” of ideal process•Benchmarking
•Take Actions that correct root cause
•Use baseline before and after the improvement effort•Confirm the actions taken achieved the target
•Standardize and Document
•Integrate improvement effort into daily operations•Monitor Process
•Share Improvement within the Organization.
93
Quality Improvement Story
GatherData
IdentifyImprovementOpportunity
DetermineWhat Changes
Would Help
Select andImplement a
Change
Did it Work?
MakePermanent
Yes
No
Define
Measure
Analyze
Improve
Control
•Select Process for Improvement .•Set a target for improvement (objective statement)
•Describe Process Flow •Analyze flow for ways to streamline process•Brainstorm Cause and Effect Analysis•Collect Baseline Process Information using toolssuch as checksheets, Pareto charts, histograms, etc.
•Focus on the root cause•“Imagineering” of ideal process•Benchmarking
•Take Actions that correct root cause
•Use baseline before and after the improvement effort•Confirm the actions taken achieved the target
•Standardize and Document
•Integrate improvement effort into daily operations•Monitor Process
•Share Improvement within the Organization.
94
Quality Improvement Story
GatherData
IdentifyImprovementOpportunity
DetermineWhat Changes
Would Help
Select andImplement a
Change
Did it Work?
MakePermanent
Yes
No
Define
Measure
Analyze
Improve
Control
•Select Process for Improvement .•Set a target for improvement (objective statement)
•Describe Process Flow •Analyze flow for ways to streamline process•Brainstorm Cause and Effect Analysis•Collect Baseline Process Information using toolssuch as checksheets, Pareto charts, histograms, etc.
•Focus on the root cause•“Imagineering” of ideal process•Benchmarking
•Take Actions that correct root cause
•Use baseline before and after the improvement effort•Confirm the actions taken achieved the target
•Standardize and Document
•Integrate improvement effort into daily operations•Monitor Process
•Share Improvement within the Organization.
95
Burning Platform
Getting Started
96
Stage 1 Awareness of
Need for Change
Decision to Alter Status
Quo
Stage 2 Entry and
Intervention
Mutual Expectations
and Obligations
Stage 3 Development
of Mutual Expectations
Identification of Problem Areas
Stage 5 Diagnosis of
Specific Problems
Formulating Plans and Programs
Stage 6 Making Things Happen
Participation of and
Feedback to Members
Stage 7 Monitor,
Review and Stabilize
Self – Renewal
Capability
Transformation Planning
Stage 4 Data Collection
Intervention
Need for Valid
Information
97
Resistence Looks Like ... Anger
Blame
Anxiety
Depression
Isolation
Fear
98
Morale
Time
Fear
Denial
Acceptance
Growth
The Transformation Curve
99
Transformation Planning Tracking System
Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
Coaching/Training
BoosterMonthCommunicationCampaign
Coaching
Promotion
Evaluation
Follow-up
ContinuousImprovementTraining Master Plan
100
RapidLeanSixSigma - CoachRepository of informationProcess helperResource linkerHelp reduce resistance/win support Link job specifics with RapidLeanSixSigmaHarmonize with different initiativesHelp with necessary skill developmentNot decision maker
Strength must be in listening to and understanding what is working and what is not working. This typically includes a "deeper understanding" of patterns that may be problematic; and then facilitating strategy sessions to do something about them.
101
Highly effective Team Facilitator Highly Respected by Superiors, Peers and Subordinates Inspires Others to Excell Possesses a Creative, Critical, Out-of-the-Box Intellect Accepts Responsibility for identifying choices Solicits Diverse Ideas and Viewpoints Acts Decisively Under Pressure Effective in Mentoring and Coaching others Team Engagement
Characteristics of a Black Belt
102
Resources
103
Parking
Lot
104
Kaizen
105
"Who do you think taught Japan how to make cars?"
Taiichi Ohno, the father of the Toyota production system, said openly that he got the idea from Henry Ford's book and the American supermarket.Ford's Today and Tomorrow (1926) describes
the benefits of just-in-time (JIT) manufacturing explicitly.
In a supermarket, replenishment of shelf stock is triggered by depletion; it is a "pull" system.
Taylor influenced Shigeo Shingo
Lean Manufacturing
Result: Time study and Standardized work
Frederick W. Taylor
Used Scientific Management to look at individual workers and
work methods.Developed the first
comprehensive Mfg Strategy
Result: Just In Time and Flow Manufacturing
Henry Ford &
Charles Sorensen
Recognized the central role of inventory & assessed
shortcomings of FORD system
Result: Toyota Prod System
(TPS)
Taichii Ohno&
Shigeo Shingo
First coined the term Lean Manufacturing in their book
Result: Concluded TPS as the most successful
production system
James Womack &Daniel Jones
1890 1910 1949 1990Craft Production Mass Production Toyota Production Lean Enterprise
Y = f(x)“Y is equal to the function of X”
or“Y is only as good as the input and
process of X”
Input
(X) ProcessOutput
(Y)
Inputs and processes (X) have a profound effect on the output (Y)
Controlling the inputs, their interactions and the process will improve
the output
X
X
X
X
Baldridge Award Criteria (1000 points)
Quality
1. Leadership (90 points)
2. Information & analysis
(80 points)
3. Strategic quality planning
(60 points)
4. Human resource development
(150 points)
5. Management of process quality
(140 points)
6. Quality & operation results (180 points)
7. Customer focus & satisfaction (300
points)
109
For Comparison
CAP:
The Change Acceleration Process
TransitionState
CurrentState
ImprovedState
Leading Change
Changing Systems And Structures
Creating A Shared NeedCreating A Shared Need
Shaping A Vision
Mobilizing CommitmentMobilizing Commitment
Making Change LastMaking Change Last
Monitoring Progress
Resources
111
Website for the Lean Enterprise Institute… books, workbooks, and case studies that help companies transform themselves based on the principles of
the Toyota Business System.
http://www.lean.org/
112
Online Resource http://www.12manage.com/methods_value_stream_mapping.html#userforum
113
Nalicheri, N., Baily, C., & Cade, S. The lean, green service machine. http://www.strategy-business.com/
Poppendick, M. (2002). Principles of lean thinking. http://www.poppendieck.com/papers/LeanThinking.pdf
For Discussionhttp://www.thefreedictionary.com/kick-starting
Lean Six Sigma: Lean Six Sigma is a business improvement methodology which combines (as the name implies) tools from both Lean Manufacturing and Six Sigma. Lean manufacturing focuses on speed and traditional Six Sigma focuses on quality. By combining the two, the result is better quality faster.
Rapid (adjective): acting or moving quickly
Kick-Starting (verb): to do something bold or drastic in order to begin or improve the performance of something.
115
http://www.infor.com/leanessentials/
This comprehensive Web site developed by Infor is filled with information to help you improve your productivity, profitability and customer satisfaction.
116
For Discussionhttp://www.thefreedictionary.com/kick-starting
Lean Six Sigma is a business improvement methodology which combines (as the name implies) tools from both Lean Manufacturing and Six Sigma. Lean manufacturing focuses on speed and traditional Six Sigma focuses on quality. By combining the two, the result is better quality faster.
Rapid (adjective): acting or moving quickly
Kick-Starting (verb): to do something bold or drastic in order to begin or improve the performance of something.
117
Website for “Rapid” Lean Six Sigma resources.
http://www.johnbesaw.com/
118
Online Resource
http://www.12manage.com/methods_value_stream_mapping.html#userforum
119
http://www.infor.com/leanessentials/
This comprehensive Web site developed by Infor is filled with information to help you improve your productivity, profitability and customer satisfaction.
120
http://www.lean.org/WhatsLean/CommonLeanQuestions.cfm
Common Lean Questions
121
Resource
http://www.statsoft.com/textbook/elementary-concepts-in-statistics/?button=1
122
Website for Statistics review.
Statistics on YouTube
http://www.youtube.com/watch?v=uhxtUt_-GyM
123
7 Basic Tools• The designation arose in postwar Japan, inspired by the seven famous weapons of Benkei.
At that time, companies that had set about training their workforces in statistical quality control found that the complexity of the subject intimidated the vast majority of their workers and scaled back training to focus primarily on simpler methods which suffice for most quality-related issues.
• The Seven Basic Tools stand in contrast to more advanced statistical methods such as survey sampling, acceptance sampling, statistical hypothesis testing, design of experiments, multivariate analysis, and various methods developed in the field of operations research.
The seven tools are:• Cause-and-effect (also known as the "fish-bone" or Ishikawa) diagram• Check sheet• Control chart• Histogram• Pareto chart• Scatter diagram• Stratification (alternately, flow chart or run chart)
124
Resources http://www.khanacademy.org/ Statistics Handbook http://www.strategosinc.com/human_side.htm http://ocw.mit.edu/index.htm (search Lean Six Sigma) http://www.moresteam.com/resources/lean.cfm http://www.itl.nist.gov/div898/handbook/quantgal.htm http://www.leansixsigmahpo.com/tools.html http://www.skymark.com/resources/refhome.asp http://www.freeleansite.com/ http://www.dmaictools.com/ http://www.accountability.wa.gov/leadership/lean/default.asp http://www.gembutsu.com/lean_faq.html http://leanyourcompany.com/improve/What-are-the-seven-wastes.asp http://www.micquality.com/six_sigma_glossary/process_improvement_tools.htm
125
Continuous Improvement is a critical responsibility of everyone in <organization>. It involves a commitment from the top down and the bottom up; hard work and the willingness to seek out new and better ways of doing things.
Your acceptance and practice of the RapidLeanSixSigma tools and techniques is critical to our Continuous Improvement success.
Leader Signature
Example of a Leader MessageRapidLeanSixSigma
126
top related