llcprocessimprovement
TRANSCRIPT
…Operational expert committed to lasting change
“The F.A.D.E.S Solution”Process Improvement Methodology
By: LCC, LLC (Founder – Wayne Oliver)& John Sisti (CMQ/QE)
GETTING STARTED• Are their any Enterprise Environmental Factors /EEF’s to be aware of?
(Conditions, not under the immediate control of the team, that influence or constrain a project)
• Did you check to see if any Organizational Process Assets / OPA’s exist? (Polices, procedures, and knowledge bases that are specific to the organization)
• Do you have upper management sponsorship for this effort?• Will you pre-assign initial resources? • Did you assign a Project Manager?• Consider a 5 “S” project as an option before starting the process?
(Sort, Shine, Set in Order, Standardize, Sustain)
…operational expert committed to lasting change
What is Quality?• PMI defines quality as the degree to which a set of inherent
characteristics fulfills requirements• What is the FADES Process? A hybrid improvement process which
incorporates Process Improvement (PDCA), Project Management (PMBOK), Lean, Six Sigma and other tools
• F = Focus• A = Analyze• D = Develop• E = Execute• S = Sustain
• My objective is to reduce waste, improve quality and increase margins
…operational expert committed to lasting change
F.A.D.E.S. PROCESS
(+)PLUS SUSTAIN…operational expert committed to lasting change
FOCUS• Phase 1
oChoose a problem and describe it.• Output
oDefine high level project requirements and scopeoCreate a charter, gain approvalo Identify StakeholdersoA written statement of the problem
• STEPSo1A Generate a list of problems – Brainstormingo1B Select One Problem – Multi-vote or Selection Grido1C Verify and define the problem – Problem Statement or Impact Analysis
…operational expert committed to lasting change
ANALYZE• Phase 2
o Learn about the problem from data• Output
o A list of the most influential factorso Root Cause Analysis (Five Why’s)o Cost Benefit Analysiso Baseline data
• Stepso 2A Decide what you need to know - Checklisto 2B Collect data, baselines and patterns – Data gathering plan, Survey, Sampling, Check sheeto 2C - Determine the most influential factors – Pareto Analysis, Fishbone Diagram, Flow chart,
Process Map and Linear Regression
…operational expert committed to lasting change
ABC COMPANY – PRODUCT FLOWCHART (Example)
Sales enters order
Receiving enters
inserts into Maestro
Package is built in
Maestro and closed for
IHD
Information is entered into Maestro for
Receiving and Schedule
Pull sample For Target Direct Sales/
CS
Weigh Verify incoming procedure
Accept or reject count
Refuse Load
Locate material in racking
Material is staged outside warehouse
Customer sells into zones on UVP side
Paper Work Orders created
Pick Ticket is created
Alphaliner Set-up
Wrap created in housePress Process Printing in-house
or Outside Client
Ship to outside Vendor
File Created for DAL
DAL’s Created
Pallet Plagues Created
Scheduling Creates priority and machine
Muller 227 set up
Kansa Set-upMaterial is pulled from Warehouse
Post press production Material Palletized
Pallet ShagedMail or Ship
Ship to customer
Mail Verified by USPS
Loaded on USPS TrucksDeliver to SCF
Customer Service
Load on our trucks
USPS or Our Trucks
Deliver to DDU for Discounts
USPS to DDU
In-Home
ABC COMPANY PRODUCT FLOW – 1/22/15
Load on our TrucksDeliver to SCF for Discounts
…operational expert committed to lasting change
FISHBONE “ISHIKAWA” DIAGRAM (Example)
…operational expert committed to lasting change
Histogram / Pareto Principle (Example)
…operational expert committed to lasting change
Cause
#11,3
7
Cause
#3,13
,19
Cause
#16
Cause
#1
Cause
#4, 5
Cause
#21
Cause
#26
Cause
#29,4
3,41,1
0
Cause
#40
Cause
#6
Cause
#7
Cause
#36
Cause
#14
Cause
#20
Cause
#23
Cause
#33
Cause
#35
Cause
#42
Cause
#2
Cause
#8
Cause
#9
Cause
#12,2
2
Cause
#17
Cause
#18
Cause
#24
Cause
#25
Cause
#27
Cause
#28
Cause
#30
Cause
#31
Cause
#32
Cause
#34
Cause
#38
Cause
#39,1
50
2
4
6
8
10
12
14
16
18
Multi-vote Histogram
DEVELOP• Phase III
o Develop a solution and a plan• Output
o A solution for the problemo Define Successo Create metrics
o A plan for implementing the solution and subsidy planso Create Cost Management Plano Create a Risk Management Plan or FMEAo Create a Communications Plano Create other PMBOK subsidy plans as required
• Stepso Generate a list of promising solutionso Select one solutiono Create WBSo Develop an implementation plan
o Create a MS Project Gantt Chart
…operational expert committed to lasting change
EXECUTE• PHASE IV
o Implement the plan, monitor results, adjust as needed• Output
o Gain Organizational Commitment to planso An Executed Plano A record of Impacto Earned Value Analysis
• Stepso Gain sponsor commitmento Execute the plan
o Assign additional resources as requiredo Monitor the Impact
…operational expert committed to last change
Earned Value Management (Formula’s)• Planned Value - % planned completion• Earned Value - % complete x BAC• Cost Variance - CV = EV-PC• Schedule Variance - SV = EV-PV• Cost Performance Index - CPI = EV/PV• Schedule Performance Index - SPI = EV/PV• Estimate at Completion - EAC = BAC/CPI• Estimate to Completion - ETC = EAC-AC• Variance at Completion - VAC = BAC-EAC
…operational expert committed to lasting change
SUSTAIN• PHASE V
o Ensure a disciplined, repeatable process oMust be able at all levels of OPERATIONAL LEADERSHIP - to sustain the “LCC
Process” in the current year, and years beyond.• Output
o Lessons Learnedo Team Recognition
• StepsoClose any Procurementso Evaluate Mistake Proofing (Poka-Yoke)o Institute a Gemba Walk/Board as a SOP
…operational expert committed to last change
…operational expert committed to last change
Poka-yoke (Mistake-proof example)
Decision time to use the process ?
YES