introduction to white belt - lean six sigma institute · §agile project management §advanced...
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WB Introduction 1
Introduction to White Belt Basic Lean Tools
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1. Understand the basic concepts and principles of Lean Six Sigma.
2. Understand the types of waste.
3. Learn how teamwork affects the Lean Six Sigma philosophy.
Learning objectives
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Content
II. MATURITY MODEL AND TACTICAL TOOLS
I. BACKGROUND
VII. TEAMWORK
IV. STRUCTURE & ROLES LEAN SIX SIGMA
V. PRODUCTIVITY MODEL
III. WHAT IS LEAN SIX SIGMA?
VI. LIMITATIONS TO PRODUCTIVITY
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TQC
Quality Circle
JIT
Supplier Development
TQM WorldClass
TPM
TOC
Six Sigma
Lean6 sigmaOper.
All Processes
LeanSix SigmaCompany
70s 80s 90s 2010s60s50s40s
I. Background
2020s
LeanSix Sigma4.0
Automation, Human Approach and Sustainability
Evolution
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Opportunities
1. System / Process Design 2. KPI Definition 3. System / Process
Implementation4. Performance Measurement
7. Improvement & Innovation
Actions
6. Corrective & Preventive Actions
Best Practices Comparison
(Benchmarking)
5. Performance Analysis
II. Maturity Model / Tactical Tools
5S HousekeepingVisual ManagementStandard WorkTime ManagementProblem Solving
FMEACheck listIshikawaOEE
SMEDTPMCellsKanban
WB
QFDKanoDOEStatistical Processes control
SCRUMKataGembaLean Company
Value EngineeringDFSSTRIZLean Startup
YB
YBGBBBMBB
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§ LEAN = Speed• Flexible processes
• Stable processes
• Continuous flow
§ SIX SIGMA = Quality• Problem solving
• Processes without variation
• Redesign and innovation
III. What is Lean Six Sigma?
§ Cost Reductions§ Improvements in Quality§ Improvements in Personal
Satisfaction§ Teamwork§ Sustained Profitability
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IN PROCESS34 UNITSIN PROCESS
300 UNITS
OUTPUT2 UNITS / MIN
Find the difference in:
§ Inventory cost (if $10/unit)§ Delivery speed§ Changeover time§ Space required
Traditional vs. Lean Model
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Lean Six Sigma Model
Source: Lean Company, Luis Socconini
Leadership: Strategy, Structure, Talent Development, VSM, etc.
Stability: 5S Housekeeping, Visual Management, Standardization, etc.
Speed
Continuous Flow
TPM
Theory of Constraints
Quick Preparations (SMED)
Pull System
QualityVisual
Management (Andon)
JidhokaError-Proofing (Poka- Yoke)
6 Sigma
FMEA
ProblemSolving
Goals: Delight Customers,Sustain Profitability,
Company, Employee and Societal Benefits
Motivated Team
Focus on the Constraint (TOC)
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Responsible for budget and resources
Lean Six Sigma Project Sponsor
Experienced Implementation Expert
and BB coach
Expert in practicing Lean Six Sigma throughout the
company and supply chain
Project Leader & Coach
Ensures correct implementation for the
value stream or
Service Family
Small Project Leader
Provides specific support
Ensures sustainability in his / her area of
responsibility
Lean Practitioner
Ensures philosophy is sustained on a daily
basis
IV. Lean Six Sigma Structure and Roles
CHAMPIONLSS Management
MASTER BLACK BELT
BLACK BELTGREEN BELTYELLOW BELTWHITE BELT
Project Team Member
Practices the basic tools every day as
part of his/her work
Leaders 100% 1 – 3%10- 20%20 – 50% 1 %
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Top Management
Middle Management
Supervisors
Workers
Innovation
Sustainment
Improve
Time dedication
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- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Sweet Fruit Design for Six Sigma
Bulk of FruitProcess Characterization and Optimization
Low Hanging FruitProcess Effectiveness
Ground FruitProcess stabilization
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
6 s
5 s
to
4 s
3 s
to
1 s- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Master Black Belt
Black Belt
Green Belt
Yellow Belt
White Belt
Lean Six Sigma tools
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Level White Belt Yellow Belt Green Belt Black Belt Master Black Belt
APPROACH Quality and Speed Improve Quality, Speed & Costs Strategy, Innovation
PRINCIPLES
§ Personal organization
§ Identify Opportunities
§ Team collaboration
§ Pull-system§ Continuous Flow§ Quality at first
§ Zero defects§ Zero variation§ Unsurpassed quality§ Processes
§ Value creation§ Leadership in the
Value Stream§ Agile company
§ Leadership in business
§ Strategic management
§ Constant innovation
HARDTOOLS
§ Time management§ Problem solving§ Order and cleaning§ Visual management§ Work instructions
§ TPM§ SMED§ KANBAN§ POKA – YOKE§ Value Stream
Analysis§ Etc.
§ Statistical tools§ Design of experiments§ Etc.
§ Agile project management
§ Advanced statistics§ Kata§ Scrum§ Etc.
§ Strategic management tools
§ Value Engineering§ Innovation Tools§ Industry 4.0
SOFT TOOLS
§ Teamwork§ Personal
management
§ Management of improvement teams
§ Agile project management
§ Information management
§ Value Stream Management
§ Leadership§ Coaching§ Emotional
intelligence
§ Coaching§ Technology
management§ Team development
Lean Six Sigma tools
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Personally
§ Keep their area clean and tidy
§ Manage their time correctly
§ Work with quality and on time
Teamwork
§ Identifies opportunities for continuous improvement
§ Participates in solving simple problems
§ Participates in improvement projects frequently
Knowledge
§ Lean Six Sigma Philosophy
§ Basic tools
White Belts responsibilities
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Productivity =Outputs
Inputs
PROCESSES
Parameters
Products/ ServicesQualityCostResponse / Delivery timeSafetyMotivationSocial ImpactEnvironmental impact
ManpowerMaterialsMethodsMachinesMother NatureMeasurements
The 6 M´s
Inputs Outputs
V. Productivity Model
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3 Mu´s! ��
��§ Muri = Overburden
§ Mura = Variability§ Muda = Waste
VI. Limitations to Productivity
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Overburden occurs when workers and/or machines are required to produce beyond their natural limitations or capacity.
muriOverburden
Stressors
TOO HEAVY!
DIRTY! DANGEROUS!
OVERBURDEN = Muri
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��
muraVariability
DEFINITION:Total Variability = Material + Machinery + Methods + Manpower
MACHINERY METHODS
MATERIALS MANPOWER
EFFECT TOTAL VARIABILITY
VARIABILITY = Mura
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1. Overproduction
2. Excess inventory
3. Defects
4. Movement5. Overprocessing
6. Wait
7. Transport
8. Energy
9. Talent10. Pollution
Work that adds value
Work that doesn’t add any value, but is necessary under current conditions
Work that doesn’t add value
muda
WASTE = Muda
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LIMITATIONS DEFINITION CHARACTERISTIC CAUSE
OVERPRODUCTIONProduce more than what is needed, faster than what is required, or before they are needed
• Accumulated inventory• High inventory, but lack of
necessary products or materials
• Missing demand with capacity
• Hidden problems• Efficiency syndrome
EXCESS INVENTORY It is any excess of material or product greater than necessary
• Large storage spaces• Materials and products
• Overproduction• Advance purchases• Work imbalance
DEFECT / RE-WORKProducts or services that do not meet the requirements of customers
• Unclear specifications• High costs of guarantees• Sales reduction
• Lack of training• Lack of standards• Poor equipment• Etc.
TRANSPORTMovements of materials that do not directly support the production system
• Excess of transport equipment
• Too many personnel assigned to transport
• Excess of product• Too much product in
process• Missing demand with
capacity
Waste = Muda
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LIMITATIONS DEFINITION CHARACTERISTIC CAUSE
OVERPROCESSING Activities that add cost and time but not value
• Excess staff• Too much bureaucracy
• Poor process design• Complex structures
WAIT Lost time of resources to start a job or deliver to the client
• People waiting• Team waiting to process• Difficult to find materials
or information
• Poor job design• Work imbalance• Poor order and cleanliness
MOVEMENTSTransfer of people beyond what is essential to add value to the product
• Too many personnel• Poor layout design• Poor job design• Staff not trained
TALENTLittle or minimal participation in the development of ideas to improve or solve root problems
• Very few ideas for improvement
• Many unresolved problems
• Lack of ideas generation system
Waste = Muda
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Productivity Problems
Inventory
Large
lot sizes
Long setup times
AbsenteeismRework/Defects Work for inspections
Variable Demand
Inadequate
Layout
Machine Downtime
Unbal
ance
d
Prod
uctio
n
Slow Production Time
Excess inventory = waste
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What is a team?§ A team is a group of people who perform interdependent tasks to work
toward a common mission.
VII. Teamwork
§ White Belts normally are individuals that participate in teams and contribute ideas and actions to solve many problems with simple tools based on their individual job experience.
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§ Process improvement teams are project teams that focus on improving or developing specific business processes
§ Work groups, sometimes called “natural teams”, have responsibility for a particular process (e.g., a department, a product line or a stage of a business process) and work together in a participative environment
§ Self-managed teams directly manage the day-to-day operation of their particular process or department
White Belts participate in every type of team and understand the team dynamics and the tools in order to maximize the results
Types of teams
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§ A productive team has an atmosphere of trustand is completely accountable for its results
§ Each of its team members invests in the teamthrough his or her actions and attitudes
§ The team members are respectful, caring andcooperative
§ These teams are the mechanism by whichorganizations can unlock world class results
Qualities of an effective team
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§ The need to quickly respond to changes
§ Demands for continuous improvement
§ More effective use of resources
§ Decision-making and problem-solving
are better handled by teams
Why teamwork is important as White Belts?
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Forming
•Lack of integration or group maturity
• Effort to be pleasant among team members (complacent)
• Little progress in terms of work completed
• Roles and responsibilities are clarified and understood
• “Honeymoon” phase
Storming Norming Performing
•Team members start to voice their opinions
• The understanding of roles and responsibilities is questioned
• Conflict arises due to different ideas and conclusions
• Lack of agreement delays the team’s work
•Team members resolve their conflicts
• The team reaches an understanding through mutually accepted ideas
• Some work is completed (team progress)
• Team members start to work as a team
• Trust is developed and more ideas are shared
•Synergy is created
• Interdependence is evident and accepted
• Team-based problem solving skills are developed
• Agreements are achieved
• Significant and noticeable progress in terms of work completed
Source: Adapted from Bruce W. Tuckman
Stages of team development
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DESCRIPTION
§ The pursuit of individual goals and personal status erodes the focus on collective success.
§ The need to avoid interpersonal discomfort prevents team members from holding one another accountable.
§ The lack of clarity or buy-in prevents team members from making decisions they will stick to.
§ The desire to preserve artificial harmony stifles the occurrence of productive ideological conflict.
§ The fear of being vulnerable with team members prevents the building of trust within the team.
Inattention to Results
Avoidance of Accountability
Lack of Commitment
Fear of Conflict
Absence of Trust
Source: Patrick Lencioni
Lencioni’s five dysfunctions of a team
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§Achievement
§Belonging
§Contribution
The ABCs for teamwork