lean introduction 1 © 2010 rlm & associates llc 8/25/2015
TRANSCRIPT
Lean Introduction
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Seven Wastes
Instructor Bios
04/21/23
Ron Meier has held faculty positions at Iowa State University and Illinois State University. He teaches Master's Degree level courses in project and quality management.
During the 1980’s and 90’s he managed projects for IBM Global Business Services, Microsoft, and XL Capital Insurance.
Ron is an American Society for Quality Certified Manager of Quality/ Organizational Excellence (CMQ/OE) and Project Management Institute Program Management Professional (PgMP).
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Seven Wastes
Instructor Bios
04/21/23
Bruce DeRuntz is a Professor in the Department of Technology at Southern Illinois University. He received his Ph.D. in Workforce Education and Development. Bruce was a Quality Professional inindustry working for A.O. Smith Automotive Products, Emerson Electric Company and the Illinois Manufacturing Extension Program. He teaches classes in Manufacturing Processes, Quality, Industrial Metrology, and Project Management.
He is a Fellow with the American Society for Quality and holds certifications for Six Sigma Black Belt and Quality Engineer.
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Seven Wastes
Instructor Bios
04/21/23
Sam Hoskins comes from the manufacturing sector and has extensive hands-on experience in Lean principles as well as Mistake-Proofing. He spent 12 years as a manufacturing quality engineer and quality manager for an international commercial explosives manufacturer. Sam is a certified Mistake-Proofing trainer and facilitator. He authored the Mistake-Proofing portion of the Ensign-Bickford Company’s successful application for the 2002 Shingo Prize for Excellence in Manufacturing. He has led dozens of successful Mistake-Proofing events which resulted in large gains in quality, productivity, and safety. Sam is an American Society for Quality certified Lean/Six Sigma Black Belt.
Competition
Whether you are the lion or a gazelle - when the sun comes up,
you had better be running!(author unknown)
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Course Overview
Participant Expectations: After successful completion of this course you will be able to assist your organization in their continuous improvement efforts by applying your analytical and problem solving skills to enhance organizational efficiencies and effectiveness.
Participant Expectations: After successful completion of this course you will be able to assist your organization in their continuous improvement efforts by applying your analytical and problem solving skills to enhance organizational efficiencies and effectiveness.
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Course Purpose: These materials have been developed specifically to create an understanding of the impact of a Lean Six Sigma initiative as a Business Process Improvement program.
Course Purpose: These materials have been developed specifically to create an understanding of the impact of a Lean Six Sigma initiative as a Business Process Improvement program.
The Goal of this Training is to: a) Enhance your understanding of Lean Six Sigma techniques as a
tool of continuous improvement.b) Provide self-awareness of the impact you can have on your
organizations continuous improvement effortsc) Increase your understanding of the role you play in the success of
this Lean Six Sigma initiative.
The Goal of this Training is to: a) Enhance your understanding of Lean Six Sigma techniques as a
tool of continuous improvement.b) Provide self-awareness of the impact you can have on your
organizations continuous improvement effortsc) Increase your understanding of the role you play in the success of
this Lean Six Sigma initiative.
Course Objectives
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1. Obtain an understanding of and be able to work within a Lean Six Sigma culture- Recognize and understand the impact Lean and Six Sigma methodologies
can have on your organization- Become familiar with the language of Lean and Six Sigma
2. Realize daily work is a systematic process-oriented activity- Understand systems and process inputs and outputs- Understand what determines value add vs. non-value add
3. Understand the relationships between business functions and processes- Apply process mapping techniques to enhance continuous improvements- Recognize the relationships between process inputs and process outputs- Link key processes to the organizations strategic objectives
4. Implement control mechanisms and monitoring processes to maintain existing processes.
5. Get ready to implement Lean Six Sigma - Work within the deployment structure identified by senior management - Learn to identify “projects,” and link them to corporate strategy
Defining Lean Six Sigma
What is Lean Six Sigma?
Lean Six Sigma is an approach to improve the performance of your organization.
Lean: to eliminate WASTE while improving process flow to achieve speed and agility at lower cost.
Six Sigma: to eliminate DEFECTS and VARIATION.
These principles are applied through understanding Process Management.
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When integrated and successfully implemented major improvements can be achieved in the organizations
performance.
Team Work
Team Work - The majority of process improvement efforts are undertaken by teams of people.
Below is a list of benefits to utilizing teams:
1. Learning opportunity for those employees working with personnel trained in higher levels of Lean Six Sigma
2. Sharing of the workload
3. Broader range of input relative to the process
4. Buy-in by all those impacted by Lean or Six Sigma projects
5. Opportunity to better sustain continuous improvement efforts through employee buy-in
6. Increased employee satisfaction through involvement and subsequent recognition of achievements
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Team Work
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Lean and Six Sigma are not something extra to add to
your daily roles and responsibilities!
Lean and Six Sigma ARE your daily responsibility.
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The Goals of the Lean Enterprise
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Goal 4: Reduce Total Costs – direct and indirect costs associated with a product or service
Lean Goals
Goals of the Lean Enterprise
Goal 1: Improve Quality – both product and service
Goal 2: Eliminate Waste – eliminate activities that do not add value
Goal 3: Reduce Lead Times – focus on quicker response to changes in customer demand
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7. Establish performance metrics to evaluate effectiveness
Lean Goals
How to Achieve Improved Quality
1. Document customer expectations and requirements
2. Review characteristics of service or product design to verify that they meet the customers’ requirements
3. Review your process metrics to verify capability to meet customers’ requirements
4. Identify processes where errors can create defects
5. Conduct problem solving activities to identify root causes
6. Apply error proofing techniques to prevent defects
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Lean Goals
How to Eliminate Wastes1. Identify a product or service that is inefficient
2. Identify associated processes that perform poorly – start with an operation that has the lowest production output
3. Create a Value Stream Map (VSM)
4. Review the VSM and identify wastes
5. Determine metrics for identifying the frequency and severity of the wastes
6. Periodically review the metrics to continue eliminating wastes
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Lean Goals
How to Reduce Lead Times1. Create a Value Stream Map (VSM)
2. Calculate the times required for the value-added steps
3. Review the VSM to identify where you can reduce lead times
4. Identify the constraints in the process and develop a plan to eliminate them or mitigate them
5. Determine metrics to identify the location, duration and frequency of the lead times within the process
6. Once the plan is implemented measure and document the improvements
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Lean Goals
How to Reduce Total Costs1. Determine if improvement efforts will start with new or
existing production lines
2. If the focus is on new products use target pricing, target costing and value engineering
3. If the focus is on existing products – identify the high cost products and apply Kaizen costing and cost maintenance
4. Identify the constraints in the process and develop a plan to eliminate them or mitigate them
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Food Processing Obstacles
Organizational Obstacles to Adopting Lean
1. Lack of persistent and challenging leadership
2. Lack of a clear vision of the future and what can be achieved
3. Failure to link Kaizen processes to everyone’s formal work
4. Lack of patience and follow through
5. Failure to perceive LEAN as a viable strategy for competitive advantage
6. Failure to engage and involve employees at an early stage
7. Lack of constant visibility by management on the shop floor
Author: Brian Heymans Lean Manufacturing and the Food Industry “Continuous Systems Improvement” 2009.
8. CULTURE CULTURE CULTURE CULTURE
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Food Processing Specific Obstacles
Marketplace Obstacles to Adopting Lean
1. Extraordinary long procurement lead times – agricultural products long growing seasons and maturing cycles – not uncommon for procurement cycles to be over a year (dairy, coffee, cocoa, wheat, corn products, soybean and vegetable oils, nuts, meat products, and sugar and other sweeteners)
2. Short shelf life
3. Production lead times are very short
Author: Brian Heymans Lean Manufacturing and the Food Industry “Continuous Systems Improvement” 2009.
Cost of Poor Quality
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Definition of COPQ
Cost Of Poor Quality COPQ consists of those costs which are generated as a result of
producing defective material.
This cost includes the cost involved in fulfilling the gap between the desired and actual product/service quality. It also includes the cost of lost opportunity due to the loss of resources used in rectifying the defect.
This cost includes all the labor cost, rework cost, disposition costs, and material costs that have been added to the unit up to the point of rejection.
COPQ does not include detection and prevention cost.
http://www.isixsigma.com/dictionary
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Definition of COPQ
Cost Of Poor Quality
The Cost of Quality category codes are the following:
1. Prevention Costs (P)
2. Appraisal Costs (A)
3. Internal Error Costs (I)
4. External Error Costs (E)
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Definition of COPQ
Cost Of Poor Quality
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Prevention costs are investments made ahead of time in an effort to ensure conformance to requirements. Examples include activities such as orientation of team members, training, and the development of project standards and procedures.
Examples: Staff training, Requirements analysis, Early prototyping, Fault-tolerant design, Defensive programming, Usability analysis, Clear specification, Accurate internal documentation, Evaluation of the reliability of development tools (before buying them) or of other potential components of the product.
Appraisal costs are costs incurred to identify defects after the fact. Examples include activities such as walk-throughs and testing.
Examples: Design review, Code inspection, Glass box testing, Black box testing, Training testers, Beta testing, Test automation, Usability testing, Pre-release out-of-box testing by customer service staff
Definition of COPQ
Cost Of Poor Quality
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Internal error costs are the costs of rework and repair before delivery to a customer. An example is fixing faults detected during internal testing.
Examples: Bug fixes, Regression testing, Wasted in-house user time, Wasted tester time, Wasted writer time, Wasted marketer time, Wasted advertisements, Direct cost of late shipment, Opportunity cost of late shipment
External error costs are the costs of rework and repair after delivery to a customer. One example would be rework and repair resulting from acceptance testing. Another example would be the actual costs incurred during warranty support.
Examples: Technical support calls, Preparation of support answer books, Investigation of customer complaints, Refunds and recalls, Coding / testing of interim bug fix releases, Shipping of updated product, Added expense of supporting multiple versions of the product in the field, PR work to soften drafts of harsh reviews, Lost sales, Lost customer goodwill, Discounts to resellers to encourage them to keep selling the product, Warranty costs, Liability costs, Government investigations, Penalties, All other costs imposed by law
COPQ “Iceberg”
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Technical Product Quality Costs (5-10% of Sales)
Available or easy to measure costs from:• Inspection• Rework• Warranty• Inventory
• Obsolescence• Scrap• Customer complaints • Legal
Interpersonal Process Quality Costs (20-40% of Sales)
Difficult to measure costs from:
• Lost sales• Expediting• Redundancies• Late payments• Frustrated
employees
•Idle time - people and equipment •Lost customer loyalty•Long cycle times•Excess facilities•Lost reimbursements
Lean Principles
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“Lean production is aimed at the elimination of waste in every area of production including customer relations, product design, supplier networks and factory management. Its goal is to incorporate less human effort, less inventory, less time to develop products, and less space to become highly responsive to customer demand while producing top quality products in the most efficient and economical manner possible.”
Principles of the Lean Enterprise:
Zero waiting time Zero Inventory Scheduling -- internal customer pull instead of push system Batch to Flow -- cut batch sizes Line Balancing Cut actual process times.
http://lean2.mit.edu/
Lean Principles
Move it!
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Wastes
Seven Areas of WASTE
1. Defects
A defect is a product or service that does not conform to the customers’ specifications.
Correcting or repairing a defect in materials or parts adds unnecessary costs because of additional equipment and labor expenses. An example is the labor cost of scheduling employees to work overtime to rework defects.
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Wastes
Examples of Defect Wastes
1. ___________________________________________
2. ___________________________________________
3. ___________________________________________
4. ___________________________________________
5. ___________________________________________
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2. Overproduction Producing more product than is required by the
customer. Producing parts at a faster rate than processed
customer orders. Doing this requires more raw product inventory than necessary, over uses machines and people and requires more storage area.
Wastes
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Wastes
Examples of Overproduction Wastes
1. ___________________________________________
2. ___________________________________________
3. ___________________________________________
4. ___________________________________________
5. ___________________________________________
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3. Extra or Over Processing
Wastes
Extra or Over Processing - work that has no relationship to advancing the production line or improving the quality of a product or service.
Example: When an inside sales person must obtain customer information that should have been obtained by the outside salesperson handling the account.
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Wastes
Examples of Extra/Over Processing Wastes
1. ___________________________________________
2. ___________________________________________
3. ___________________________________________
4. ___________________________________________
5. ___________________________________________
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Wastes
4. Transportation
Transportation is a secondary required action that does not directly contribute value to the product.
It’s essential to avoid unnecessary transportation of products – (1) transportation adds time to the process and (2) the products can be damaged during transportation.
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Wastes
Examples of Transportation Wastes
1. ___________________________________________
2. ___________________________________________
3. ___________________________________________
4. ___________________________________________
5. ___________________________________________
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5. InventoryInventory is a drain on an organization’s capital. The more inventory - the higher the carrying costs.
If quality issues arise defective material may be hidden in finished goods.
To remain flexible to ever changing customer requirements and to control product variations inventory must be minimized.
Inventory hides unacceptable change-over times, excessive downtimes and production scheduling inefficiencies.
Wastes
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Wastes
Examples of Inventory Wastes
1. ___________________________________________
2. ___________________________________________
3. ___________________________________________
4. ___________________________________________
5. ___________________________________________
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Wastes
Kraft Inventory Wastes?
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Kraft Inventories Sept 30, 2009 –
Raw Materials $1,587,000,000Finished Product $2,486,000,000Total $4,073,000,000
Is this a PROBLEM ?????????????????????
Wastes
6. MotionMotion waste refers to people
moving within and outside of their immediate work area to find tools or materials. Any movement of people or machinery that does not contribute added value to the product; i.e., programming delay times and excessive walking distance between operations or operator’s having to walk back and forth to retrieve materials not available in the immediate work area.
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Wastes
Examples of Motion Wastes
1. ___________________________________________
2. ___________________________________________
3. ___________________________________________
4. ___________________________________________
5. ___________________________________________
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7. Waiting or Queuing
Idle time between operations or events, i.e. an employee
waiting for machine cycle to finish or a machine waiting for the operator to load new parts.
Periods of inactivity in a downstream process that occur because an upstream activity does not deliver product on time.
Wastes
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Wastes
Examples of Waiting Wastes
1. ___________________________________________
2. ___________________________________________
3. ___________________________________________
4. ___________________________________________
5. ___________________________________________
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What Happens in a Lean Event?
1. Meet with Leadership Determine: Case for Change, Scope, Objectives,
Boundaries and Participants for the Event
Coordinate Event logistics – Schedule, location, supplies, meals, etc.
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Pre-Event
2. Walk the ProcessGather data, metrics, procedures, etc.
And anything else that may explain why the Current State is the way it is
3. Leadership Kicks off the Event
Review expectations with the team- Case for Change- Scope- Objectives- Boundaries
Lean overview
Review Team Operating Guidelines
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During the Event
Team Operating Guidelines
Cell phones, Blackberries, iPhones, etc. turned off
Be on time
Limit side conversations – Only one person speaking at a time
Listen for understanding - Let the person finish before you speak
Have respect for one another – Attack issues and facts…not people or their ideas!
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During the Event
4. Document the Current State
Capture Process & Information Flows
Identify Value Added vs. Non-Value Added (Waste)
Capture/Brainstorm Issues with the Current State
Brainstorm potential solutions
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During the Event
Non Value-Added ActivitiesActivities that consume resources but create no value in the eyes of the Customer Pure wasteIf you can’t get rid of the activity, it turns to yellow
Non Value-Added – Necessary ActivitiesActivities causing no value to be created but which cannot be eliminated based on current state of technology or thinkingRequired (regulatory, customer mandate, legal) Necessary (due to non-robustness of process, currently required; current risk tolerance)
Value-Added ActivitiesAn activity that transforms or shapes material or informationAnd the customer wants it and is willing to pay for itAnd it’s done right the first time
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Identify Waste
At the end of each day, we will:
Discuss Lessons Learned
Document accomplishments for the day
Develop an agenda for the next day
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At the End of Every Day
5. Describe/Map an Ideal State – One where there are no constraints inhibiting flow
No approvals
No regulatory requirements
No waiting
No quality issues
No WASTE!
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Future State Diagram
6. Develop a Future State
Walk the process Validate the issues are resolved Conduct a Gap Analysis
How do we get from here to there?
Identify Barriers to SuccessCultural Financial Organizational Regulatory Technical
Define Metrics
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Future State Diagram
7. Create an Implementation Plan
Develop schedule for completing actions, considering the following:
• Effort vs. impact• Critical path• Dependencies• Over-utilization of resources
Assign deadlines and ownership for actions
Schedule first cadence review• Meeting to monitor implementation progress
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Implementation
8. Implement & Sustain
Monitor implementation status, issues and accomplishments through regularly scheduled cadence reviews
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Implementation
9. Continuously ImproveEvaluate results and compare to goals
Celebrate accomplishments
Revisit the Future State map
Process Management
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Process Management
A Functional Business Unit represents a major group of business processes, which together completely support a stand-alone unit. A Functional Business Unit is static in nature, and has no definite beginning or ending points. A Functional Business Unit is a logical, related, sequential (connected) set of activities and tasks that takes an input from a “supplier,” adds value to it and produces an output that goes to a “customer.” Examples of Functional Business Units include Procurement, Asset Management, Human Resources and Finance Management.
A Functional Business Unit represents a major group of business processes, which together completely support a stand-alone unit. A Functional Business Unit is static in nature, and has no definite beginning or ending points. A Functional Business Unit is a logical, related, sequential (connected) set of activities and tasks that takes an input from a “supplier,” adds value to it and produces an output that goes to a “customer.” Examples of Functional Business Units include Procurement, Asset Management, Human Resources and Finance Management.
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A Business Process is a description of a series of Supporting Activities or sub-processes that together produce a tangible result, usually in support of a function. It manipulates (transforms, controls or manages) information and/or physical things in the business. It is typically described in terms of its inputs, outputs, and/or controls and can be composed of additional processes. An example of a Business Process would be Procure Raw Materials, which supports the overall Business Function of Procurement. Another example would be Recruit & Hire Employees, which supports the overall Business Function of Human Resources.
Process Management
A Supporting Activity or Sub-Process is a portion of a major process that accomplishes a specific objective in support of the major process. A Supporting Activity or Sub-Process is a breakdown of a Business Process and represents a specific activity within the process. An example of a Supporting Activity within Procure Raw Materials would be the creation of a Purchase Order. On the Recruit & Hire Employees side an example of a Supporting Activity would be to make a job offer and negotiate details.
A Supporting Activity or Sub-Process is a portion of a major process that accomplishes a specific objective in support of the major process. A Supporting Activity or Sub-Process is a breakdown of a Business Process and represents a specific activity within the process. An example of a Supporting Activity within Procure Raw Materials would be the creation of a Purchase Order. On the Recruit & Hire Employees side an example of a Supporting Activity would be to make a job offer and negotiate details.
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A Supporting Step walks one through a Supporting Activity and identifies the decision points one will have to make to complete the task. This really defines the flow of how one will do a job.
A Supporting Task is a step involved in performing a specific Supporting Activity or Sub-Process and is a subset of an overall Business Process. They are usually performed by a single unit (a person, a machine or a department). An activity is usually documented in an instruction. An example of a Supporting Task would be the creation of a Purchase Order for a consumable versus stock item. Using a Payroll example for a Supporting Task would be paying employees by direct deposit versus generating a check. Steps in a Supporting Activity are defined to the transaction level, (which become business steps).
A Supplier is an external entity that provides common off the shelf or standard products or services.A Supplier is an external entity that provides common off the shelf or standard products or services.
Process Management
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A Key Process is defined as a process that is important to the success of the business or the customer.
Enabling Processes support processes such as order processing, accounts payable and hiring processes.
Product/Service Business Processes are involved in producing the delivered product or service such as manufacturing a car or processing an ATM withdrawal.
A Customer is any entity, person or another process that receives an output from the process under investigation.
Process Management
A Process Management System ensures the outputs of work is:
1. predictable.2. meets customer requirements. 3. performed quickly and at low cost.4. aligned to deliver value to the customer.5. capable of quickly changing to meet market and customer demands.
A Process Management System ensures the outputs of work is:
1. predictable.2. meets customer requirements. 3. performed quickly and at low cost.4. aligned to deliver value to the customer.5. capable of quickly changing to meet market and customer demands.
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Process Member’s are key supporters for the deliverables from the process.
Process Owner’s manage a process from end-to-end to ensure an acceptable level of overall performance.
Process Architecture
1. Obtain …2. Add …3. Move to …
Sub-Process B
Tasks
Activities
Sub-Process A
We all perform tasks at various levels and are therefore quite familiar with this concept.
Often people think of what they do as a set of repeated activities. To be more effective, their thoughts must transform from activity thinking to process thinking.
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F(X)F(X)YYCause and Effect
is equal to is equal to
The work done or value added by the process.
The work done or value added by the process.
The performance of an output is a function of the process inputs. These inputs are called (X’s) and the manner in which the process combines them provides the resultant output (Y). The function is written as Y = f(X).
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Y Dependent Output from the
Process The Effect It is a Symptom Can Only be
Monitored
X1 . . . Xn Independent Input to the
Process The Cause of a
Problem What Needs to
be Controlled
SuppliersInternal/External
CustomersInternal/External
Process
Transformation(Creating Value)
Requirements and Feedback Requirements and Feedback
Inputs (X’s) Outputs (Y’s)Process
ActivityTasks
Blending of Inputs
Materials InformationPeopleEnergyTools and Equipment
MethodsProceduresProcess rulesCustomer requirements
Definition of a Process
Step AStartIn
spec
tFinishStep B Step C Step D
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Process A Process B Process C Process D Process E
Senior Management Owned
Middle Management
Owned
Process Member and
Process Owner Responsibilities
Process Hierarchy
The many detailed activities, tasks and decisions involved in satisfying a process output.
A core process is directly related to generating revenue, providing services to the customer or creating a strategic advantage for the organization.
Enabling Processes Core Processes Enabling processes do not directly impact the customer. They enable and support the execution of the organizations core processes.
PM SummaryPM Summary PM SummaryPM Summary
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Lean Value Stream Analysis
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Lean Value Stream Map
I
Materials5 days
C/T =Uptime =Run Hrs=Breaks=Hrs Avail=Sec. Avail=
C/T =Uptime =Run Hrs=Breaks=Hrs Avail=Sec. Avail=
C/T =Uptime =Run Hrs=Breaks=Hrs Avail=Sec. Avail=
C/T =Uptime =Run Hrs=Breaks=Hrs Avail=Sec. Avail=
C/T =Uptime =Run Hrs=Breaks=Hrs Avail=Sec. Avail=
Stamping
C/T =Uptime =Run Hrs=Breaks=Hrs Avail=Sec. Avail=
I I I I I
500 Ft Rolls
Tues &Thurs
Pieces/Mo
Tray=
Shifts=
Delivery DPMO=
Quality DPMO=
Kraft FoodsWal-Mart
Mon & Wed
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Viewing the Value Stream, from supplier to customer on
one sheet of paper.
Value Stream Analysis
1. Value Stream Analysis helps you visualize the entire system; i.e. order entry, invoicing, shipping, assembly, test, etc.
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6. Value Stream Analysis is good for describing what you will do to change business-performance levels.
5. Value Stream Analysis conceptualizes Six Sigma projects as well as other improvement efforts.
4. Value Stream Analysis forms the basis of an improvement vision and plan by helping understand how door-to-door flow should be performed to optimize costs, cycle times & quality.
3. Value Stream Analysis helps you see sources of inefficiency and problems in the delivery of your service or product.
2. Value Stream Analysis is a qualitative process allowing you to visualize how your organization should operate
Value Stream Analysis
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Value Stream Analysis puts the relevant information with regard to the total work effort on one sheet of paper - the current-state map.
Map information flow; i.e., customer and supplier ordering, material flows, and production control to complete the picture.
Overall performance and process-specific problems become visible and analysis can be done as a part of the overall representation of the process.
Identify efficiency and effectiveness targets.
The final result is a future-state map with a plan that is achieved through Lean Six Sigma projects.
Applying the5S Principles
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5S means there is a place for everything and everything is in its place.
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5S
The organization must remain committed to maintaining these improvements.
Start with a firm foundation to ensure improvements are sustainable.
5S is the starting point for improvements to a process.
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The Bad and the Ugly
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5S
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The Good
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5S
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Sorting
Definition: Seiri - Clearing Up – Sorting
To sort out necessary and unnecessary items.
To store often used items at the work area, infrequently used items away from the work area and dispose of items that are not needed. Things to remember
Start in one area, then sort through everything.
Discuss removal of items with all persons involved.
Use appropriate decontamination, environmental, and safety procedures.
Items that cannot be removed immediately should be tagged for later removal.
Things to rememberStart in one area, then sort
through everything.Discuss removal of items with
all persons involved.Use appropriate
decontamination, environmental, and safety procedures.
Items that cannot be removed immediately should be tagged for later removal.
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Why:Removes waste.Safer work area.Gains space.Easier to visualize the process.
Straightening
Definition:Seiton - Organizing – Straightening
To arrange all necessary items. To have a designated place
for everything. A place for everything and
everything in its place. Easily visible and accessible.
Things to remember Things used together
should be kept together. Use labels, tape, floor
markings, signs, and shadow outlines.
Sharable items should be kept at a central location (eliminated excess).
Things to remember Things used together
should be kept together. Use labels, tape, floor
markings, signs, and shadow outlines.
Sharable items should be kept at a central location (eliminated excess).
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Why:Visually shows what is required or is out of place.More efficient to find items and documents (silhouettes/labels).Saves time by not having to
search for items.Shorter travel distances.
Shining
Definition:Seiso - Cleaning – Shining
Clean everything and find ways to keep it clean.
Make cleaning a part of everyday work.
Things to remember
“Everything in its place” frees up time for cleaning.
Use an office or facility layout as a visual aid to identify individual responsibilities for cleaning. This eliminates “no man’s land.”
Cleaning the work area is like bathing. It relieves stress and strain, removes sweat and dirt, and prepares the body for the next day.
Things to remember
“Everything in its place” frees up time for cleaning.
Use an office or facility layout as a visual aid to identify individual responsibilities for cleaning. This eliminates “no man’s land.”
Cleaning the work area is like bathing. It relieves stress and strain, removes sweat and dirt, and prepares the body for the next day.
72© 2010 RLM & Associates LLC04/21/23
Why:A clean workplace indicates a quality product and process.Dust and dirt cause product contamination and potential health hazards.A clean workplace helps identify abnormal conditions.
Standardizing
Definition:Seketsu – Standardizing –
Standardizing
To maintain the workplace at a level that uncovers problems and makes them obvious.
To continuously improve your office or facility by continuous assessment and action.
Things to rememberWe must keep the work place
neat enough for visual identifiers to be effective in uncovering hidden problems.
Develop a system that enables everyone in the workplace to see problems when they occur.
Things to rememberWe must keep the work place
neat enough for visual identifiers to be effective in uncovering hidden problems.
Develop a system that enables everyone in the workplace to see problems when they occur.
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Why:To sustain sorting, storage and shining activities every day.
73© 2010 RLM & Associates LLC
Sustaining
Definition:Shitsuke - Training &
Discipline – Sustaining
To maintain our discipline, we need to practice and repeat until it becomes a way of life.
Things to Remember Develop schedules and check
lists.
Good habits are hard to establish.
Commitment and discipline toward housekeeping are essential first steps toward being world class.
Things to Remember Develop schedules and check
lists.
Good habits are hard to establish.
Commitment and discipline toward housekeeping are essential first steps toward being world class.
74© 2010 RLM & Associates LLC04/21/23
Why:To build 5S into our everyday process.
Poka-Yoke Methods
75© 2010 RLM & Associates LLC04/21/23
Poka-Yoke
Pronounced POH-kah YOH-kay “To make mistakes impossible.” Plain English: “Mistake Proofing.”
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Poka-Yoke has two parts: Making mistakes impossible (prevention). Making mistakes immediately obvious (detection).
Why is Poka-Yoke important? One of the simplest tools to learn. Extremely high impact - often at little cost.
Developed by S. Shingo of Toyota
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Examples of Poka-Yoke
1
6
5
432
7 8
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The Dual Focus of Poka-Yoke
DefectsMistakesProcess
PreventionPoka-Yoke that focuses here works on mistake prevention or making mistakes impossible.
DetectionPoka-Yoke that focuses here works on mistake
detection or making sure mistakes do not turn into
defects.
People and systems do make mistakes. A portion of those mistakes turn into defects.
78© 2010 RLM & Associates LLC04/21/23
Poka-Yokes All Around Us
Modern automobiles have many Poka-Yokes built into them. How many can you identify?
Physical geometry, such as guide pins or stops, makes incorrect geometry impossible – P or D?
Automated vision inspection – P or D? Limiting mechanisms on equipment controls – P or D? Inspection checklists – P or D?
Examples (Which are Prevention, Which are Detection):
79© 2010 RLM & Associates LLC04/21/23
Summary
What Poka-Yoke IS NOT: Retraining people. Disciplining people who make mistakes. Work instructions. Improving the attentiveness of people. Increased human attention or intervention.
What Poka-Yoke IS: Poka-Yoke means “mistake proofing”. Poka-Yoke focuses on preventing and detecting mistakes. Poka-Yoke is directly connected with the occurrence and
detectability tasks of FMEA. Poka-Yoke is classified as a control method but can be
considered as a solution to a problem as well if it prevents a problem from occurring.
80© 2010 RLM & Associates LLC04/21/23