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Module 1
prepared for
3-4 October 2008 zumtobel lighting division ZDL Curtici – lean 6 sigma
Learning Objectives
2
Introduction to Lean Six Sigma
• What is Lean
• What is Six Sigma
• Lean + Six Sigma
3
What is it …
4
What’s in It for Me?
5
Hystory of Lean Enterprise
Craft
• Made to customer spec
• Single piece mfg .... each product unique
• Variable quality
• Little inventory
• High cost .... made for the rich
Mass
• Interchangeable parts - Whitney
• Division of labor - Taylor
• Assembly lines - Ford Lean
• Low variety - Ford
• Beyond the factory
• Labor strife
• High variety
• Small batch sizes
• Higher quality
• Engaged workforce
1600 1900 1925 1950 1975 2000
6
Origins of Lean
z Lean represents the way to reduce waste and add speed to the
process
8
Lean principles
James P. Womack
“Lean thinking“
Womack, James P. and Jones, Daniel T., 1996
9
Lean principles
10
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. Over-processing (adding more value than the customer is paying
for)
6. Overproduction (production ahead of demand)
7. Defects (rework & scrap – doing the same job more than once)
11
Toyota Production System
- Waste Elimination (Applies to every process)
12
Criticism of lean
Î A successful lean process requires reduced fixed costs, variability and
uncertainty in the supply chain to reduce needs for raw materials and
finished goods inventories.
Î In order to reduce lot sizes and achieve reduced work in process inventory
in an economical fashion, fixed costs of batching and ordering have to be
reduced first. Otherwise, lean production results in increased costs.
13
Six Sigma History
• Motorola was the first advocate in the 80’s
15
What Is Six Sigma?
The term “Sigma” is a Greek letter (s) used to describe variability and is an indicator of
how likely errors are to occur
Centered Normal Distribution +/-6 Sigma Limits Effects of 1.5 Standard Deviation Shift
LSL Normal Distribution Centered USL LSL Normal Distribution Shifted USL
-6σ -3σ -2σ -1σ x +1σ +2σ +3σ +6σ -6σ -3σ -2σ -1σ x +1σ +2σ +3σ +6σ
Spec Limit Percent Defect. PPM Spec Limit Percent Defect. PPM
+/-1 sigma 68.27 317,300 +/-1 sigma 30.23 697,700
+/-2 sigma 95.45 45,500 +/-2 sigma 69.13 308,700
+/-3 sigma 99.73 2,700 +/-3 sigma 93.32 66,810
+/-4 sigma 99.9937 63 +/-4 sigma 99.3790 6,210
+/-5 sigma 99.999943 0.57 +/-5 sigma 99.97670 233
+/-6 sigma 99.9999998 0.002 +/-6 sigma 99.9996600 3.4
Sigma Quality Level is an indicator of how often defects are likely to occur (Six Sigma
Quality Level is said to equate to 3.4 PPM defective) 16
Frameworks of Six Sigma
Î Six Sigma Improvements
y Aligning processes to the customer and optimizing
process performance by solving problems.
Î Design For Six Sigma
y Develop new processes/ products that are capable.
Î Business Process Management
y Maintain performance improvement, while
y Highlighting new opportunities for making further
improvements
Î DMAIC Methodology
y Define-Measure-Analyze-Improve-Control
y Over-arching framework that the cultural infrastructure
and technical power of six sigma is applied within
17
Lean and Six Sigma
Integration
18
Six Sigma and Lean Integration
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 real 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
19
Six Sigma with Lean Is the Integration of Two Powerful
Business Improvement Approaches...
20
Integrating Lean and Six Sigma Initiatives
21
Six Sigma and Lean
Î Six Sigma is the “Unifying Framework”
y Six Sigma provides the improvement infrastructure
• CEO Engagement
• Deployment Managers
• Yellow Belts, Green Belts, Black Belts, Master BBs
y Six Sigma provides the over-riding methodology
• DMAIC
• DMEDI or DFSS
y Six Sigma provides the burning platform for
improvement
Î Lean provides additional improvement tools to
“turbo-charge” improvement efforts
22
Examples
23
Lean Six Sigma
Improvement Process Road Map
Activities
• Identify Problem • Identify Key Input, Process and • Propose Critical X’s • Develop Potential Solutions • Develop SOP’s, Training Plan
• Complete Charter Output Metrics • Prioritize Critical X’s • Develop Evaluation Criteria & & Process Control System
• Develop SIPOC Map • Develop Operational Definitions • Conduct Root Cause Select Best Solutions • Implement Process
• Map Business Process • Develop Data Collection Plan Analysis on Critical X’s • Evaluate Solution for Risk Changes and Controls
• Map Value Stream • Validate Measurement System • Validate Critical X’s • Optimize Solution • Monitor & Stabilize Process
• Gather Voice of the • Collect Baseline Data • Estimate the Impact of • Develop ‘To-Be’ Process Map(s) • Transition Project to Process
Customer & Voice of the • Determine Process Each X on Y and High-Level Implementation Owner
Business Performance/Capability • Quantify the Opportunity Plan • Identify Project Replication
• Develop CCR’s & CBR’s • Validate Business Opportunity • Prioritize Root Causes • Develop Pilot Plan & Pilot Solution Opportunities
• Finalize Project Focus • Calculate Financial Benefits
Tools
• Pareto Charts • SIPOC Map • Pareto Charts • Brainstorming • Control Charts
• Project Selection Tools • Operational Definitions • C&E Matrix • Benchmarking • Standard Operating
• PIP Management Process • Data Collection Plan • C&E/Fishbone Diagrams • Process Improvement Procedures (SOP’s)
• Value Stream Map • Statistical Sampling • Brainstorming Techniques • Training Plan
• Various Financial Analysis • Measurement System Analysis • Detailed ‘As-Is’ Process Maps • Line Balancing • Communication Plan
• Charter Form (MSA), Gage R&R • Basic Statistical Tools • Process Flow Improvement • Implementation Plan
• Stakeholder Analysis • Constraint Identification • SupplyChainAccelerator • Replenishment Pull • Visual Process Control
• Communication Plan • Setup Reduction Analysis • Purchasing and Sales Strategy • Process Control Plans
• SIPOC Map • Generic Pull • Non Value-Added Analysis • Poka-Yoke • Project Commissioning
• High-Level Process Map • Kaizen • Hypothesis Testing • FMEA • Project Replication
• Non-Value Added Analysis • TPM • FMEA • Solution Selection Matrix • Plan-Do-Check-Act Cycle
• VOC and Kano Analysis • Control Charts • Box Plots • ‘To-Be’ Process Maps
• RACI and Quad Charts • Process Capability, Cp & Cpk • Interaction Plots • Piloting and Simulation
• Simple & Multiple Regression
• ANOVA
24
Team Roles & Responsibilities
Executive Sponsor Quality Leader/Champion (cont’d)
Î Creates the vision for Lean Six Sigma within Î Ensures access to data from existing
their area and aligns with business strategy
databases
Î Defines strategic goals and measures
Î Establishes business targets Î Establishes and certifies savings
Î Promotes Lean Six Sigma Tools and Î Helps gain organizational support and
Methodology removes barriers
Î Helps to remove barriers to success
Î Reviews project and team progress
Sponsor/Process Owner
Quality Leader/Champion Î Participates in tollgates
Î Develops preliminary project charter Î Identifies resources and team members for
Î Positions and kicks off improvement project project team
Î Defines improvement areas, goals and Î Ensures sufficient implementation
financial targets resources
Î Reviews project and team progress
Î Ensures organization support of solution
Î Helps gain organizational support for solution
Î Recognizes team and contributing members deployment
Î Identifies process owner of improvement Î Evaluates sufficiency of project “controls”
projects designed to hold gains upon solution
Î Positions project within business environment implementation
Î Identifies key SME resources for project team Î Owns process, Responsible for sustaining
project gains
Î Removes barriers for the team
25
Team Roles & Responsibilities
Master Black Belt Black Belt
Î Expert on Lean Six Sigma tools and Î Responsible for leading, executing, and
concepts completing Lean Six Sigma DMAIC
Î Ensures Black Belts are properly applying projects
the methodology and tools Î Teaches team members the Lean Six
Î Coaches and mentors Black Belts and Sigma methodology and tools
Green Belts Î Assists in identifying project opportunities
Î Works high-level projects, many of which and refining project details and scope
are across divisions or business units Î Reports progress to MBB, Process Owners
Î Assists Executives and Process Owners and Champions
with project selection, project management Î Mentors Green Belts and team members
and Lean Six Sigma deployment and
administration Core Team Member / Yellow Belts
Î Removes barriers for the team Î Provides “As Is” process knowledge and
understanding
Green Belt Î Participates in identifying and gathering
Î Assists Black Belt as team member data
Î Can lead smaller scope DMAIC projects Î Identifies gaps
Î Reports progress to MBB or BB, Process Î Helps analyze data and identify solutions
Owners and Champions
26
What Is a Yellow Belt?
Î An xx Belt is an individual who will use and apply
the Lean Six Sigma methodology to drive local
improvements within their facility, department, or
natural work/group.
Î They will either lead projects or participate as a
team member on Green/Black Belt projects.
Î Becoming a Yellow Belt does not change one’s
job description – rather, it elevates an individual's
technical and problem solving skills.
27
What Are the Roles of a Green Belt ?
Green Belts :
Î Can lead project teams or participate on Black Belt teams
Î Are contributors from various disciplines
Î Are Change Agents for the company
Î Should stimulate management thinking by posing new ways
of doing things, and test assumptions
Î Carry a very high level of peer respect and are clearly seen
as leaders
Î Manage risks, help set direction, and lead the way to
breakthrough improvement
28
Working with Charters
29
What Is a Project Charter?
Î Defines the problem background and its affect on the
broader business
Î Describes why the problem is strategically important to the
business
Î Describes the specific opportunity and goals of the project
Î Puts a value on the opportunity
y Net of the potential effort it will take to implement
y Also describes non-financial benefits
Î It does NOT solve the problem
Î It is a living document, until the project is launched
y Minimal changes can made beyond after the launch, but any
change to the scope has the risk of not having the proper project
team members involved or even a potential ‘false start’
30
What’s Needed on a Charter?
Problem Statement
The problem statement should contain the What, Where, When and Extent of the issue.
Describe the “pain.”
The opportunity should be related to a key business issue and have strategic relevance.
Goal Statement
Quantitatively describe the key objectives of the project, in terms of a metric and a target.
Financial Benefits
Describe the financial benefits, net of implementation and potential capital costs.
Generally described in terms of Economic Profit (EP)
State key assumptions.
Planned Resources
Insure the team is adequately staffed with the sufficient skill sets to solve the problem.
Insure time commitments are clearly identified.
Project Scope
The boundaries of the project.
Project Plan
High level estimate of the project timeline
Generally, hard dates should be placed only on key milestones, such as Gate Reviews
31
Lean Six Sigma
Improvement Process Road Map
Activities
• Identify Problem • Identify Key Input, Process and • Propose Critical X’s • Develop Potential Solutions • Develop SOP’s, Training Plan
• Complete Charter Output Metrics • Prioritize Critical X’s • Develop Evaluation Criteria & & Process Control System
• Develop SIPOC Map • Develop Operational Definitions • Conduct Root Cause Select Best Solutions • Implement Process
• Map Business Process • Develop Data Collection Plan Analysis on Critical X’s • Evaluate Solution for Risk Changes and Controls
• Map Value Stream • Validate Measurement System • Validate Critical X’s • Optimize Solution • Monitor & Stabilize Process
• Gather Voice of the • Collect Baseline Data • Estimate the Impact of • Develop ‘To-Be’ Process Map(s) • Transition Project to Process
Customer & Voice of the • Determine Process Each X on Y and High-Level Implementation Owner
Business Performance/Capability • Quantify the Opportunity Plan • Identify Project Replication
• Develop CCR’s & CBR’s • Validate Business Opportunity • Prioritize Root Causes • Develop Pilot Plan & Pilot Solution Opportunities
• Finalize Project Focus • Calculate Financial Benefits
Tools
• Pareto Charts • SIPOC Map • Pareto Charts • Brainstorming • Control Charts
• Project Selection Tools • Operational Definitions • C&E Matrix • Benchmarking • Standard Operating
• PIP Management Process • Data Collection Plan • C&E/Fishbone Diagrams • Process Improvement Procedures (SOP’s)
• Value Stream Map • Statistical Sampling • Brainstorming Techniques • Training Plan
• Various Financial Analysis • Measurement System Analysis • Detailed ‘As-Is’ Process Maps • Line Balancing • Communication Plan
• Charter Form (MSA), Gage R&R • Basic Statistical Tools • Process Flow Improvement • Implementation Plan
• Stakeholder Analysis • Constraint Identification • SupplyChainAccelerator • Replenishment Pull • Visual Process Control
• Communication Plan • Setup Reduction Analysis • Purchasing and Sales Strategy • Process Control Plans
• SIPOC Map • Generic Pull • Non Value-Added Analysis • Poka-Yoke • Project Commissioning
• High-Level Process Map • Kaizen • Hypothesis Testing • FMEA • Project Replication
• Non-Value Added Analysis • TPM • FMEA • Solution Selection Matrix • Plan-Do-Check-Act Cycle
• VOC and Kano Analysis • Control Charts • Box Plots • ‘To-Be’ Process Maps
• RACI and Quad Charts • Process Capability, Cp & Cpk • Interaction Plots • Piloting and Simulation
• Simple & Multiple Regression
• ANOVA
32
Learning Objectives
33
Type of Waste
1. Transportation
(moving items from one place to another) Muda Muda
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. Over-processing
(adding more value than the customer is paying for)
6. Overproduction
(production ahead of demand)
7. Defects
(rework & scrap – doing the same job more than once)
34
Sources of waste
• Layout (distance) • Functional organization
• Long set-up times • Excessive controls
• Incapable processes • No back-up/cross-training
• Poor maintenance • Unbalanced workload
• Poor work methods • No decision rules
• Lack of training • No visual control
• Lack of adherence • Lack of workplace organization
• Poor supervisory skills • Supplier quality
• Ineffective scheduling • Inconsistent supply of detail parts
• Inconsistent performance measures
Waste is so often in front of us that we don’t always see it.
We must learn to see and think systemically .. and from a new perspective.
The perspective of the “thing” going through the process.
35
Learning Objectives
Î What is 5S?
Î How 5S relates to Lean
Î Why perform 5S?
Î How to perform 5S
Î The benefits from 5S
36
What’s in It for Me?
37
A Neat, Clean Office Environment . . .
38
5S Explained
Î 5S is a process and method for creating and
maintaining an organized, clean, and high
performance workplace
Î 5S enables anyone to distinguish between normal
and abnormal conditions at a glance
Î 5S is the foundation for continuous improvement,
zero defects, cost reduction, and a more
productive work space
Î 5S is a systematic way to improve the workplace,
our processes and our products through
employee involvement
39
5S Overview
40
5S Training Program – Main Menu
Sort
Set in Order
Shine
Standardize
Sustain
41
Case Study: Insurance Company IT/IS
Department
ÎProblem Statement: Insurance company IT department faced rising
backlog of repair requests and new computer setup
ÎRoot Cause: Lack of organization, cluttered work space
ÎSolution: 5S for organization, ease of finding supplies, productivity
improvement, space reduction.
IT work area:
• Multiple computer setups
in process
• Unnecessary peripherals
(speakers, ZIP drive)
• Lack of necessary
peripherals
(printer, monitor)
• Lack of pertinent supplies
(Blank CDs, etc.)
• Overall clutter
42
Definition of Sort
43
Implementing Sort
Î Identify potential unneeded items
y Is this item needed?
y If it is needed, is it needed in this quantity?
y If it is needed, does it need to be located here?
Î Place “Red-Tags” on those items that are not
needed
Î Evaluate and deal with unneeded items
y Move unneeded items to a red tag holding area for
a period of time – this area must be created.
y Dispose of immediately – Sell, Relocate, Throw
Away.
44
Red Tag Example
RED TAG
Red Tag No.
Date Tagged
Department
1 Old Files
2 Office Machines
Category 3 Paperwork
4 Outdated Computers
5 Other (Explain)
Item Description
Qty.
Total Value $
Date
a Moved to Red Tag Location
Disposition/
Evaluation
b Disposed of
c Moved to More Suitable Location
d Left exactly where it was
45
Example of Sort:
IT Department Case Study
46
Definition of Set in Order
47
Implementing Set in Order
Î Draw a 5-S map showing the best location for files, office
equipment, and materials based on frequency of use.
y Store items together if they are used together and store them in the
sequence they are used.
y Store infrequently used items away from the point of use
Î Make a place for everything using:
y Borders – Sets boundaries, areas
y Home Addresses – Tells what item belongs inside the border
y Labels – Tells what the item is and where it belongs
Î Remember to use the Principles of Motion Economy
y Keep body motion to a minimum
y Keeps frequently used materials close at hand
y Arranges material and office equipment in order of use
y Work at the proper ergonomic height: typically 37”- 44”
y Locate materials so they are easy to pickup
48
Step #2 Set in Order:
Border Example
50
Definition of Shine
51
Implementing Shine
52
Example of Shine:
IT Department Case Study Assignments
Î Cleaning Schedule
y Responsibilities in detail, which areas, on which day
53
Definition of Standardize
54
Implementing Standardize
Î Create 5S Agreements
y Document the procedures and guidelines for sorting, simplifying
and organizing
• Visual controls guidelines
• Item quantity requirements
y Document the schedule in which they are to be completed and
reviewed
• Housekeeping standards
• Workplace arrangement methods
Î Document Work Processes
y Document all steps in each process at the workplace
y Document operating procedures and directives
y Document all job aids (user guides, reference materials, trouble
shooting guides)
55
Example of Standardize
IT Department
Standard Process Handbook
Table of Contents
1. IT Tech Job Description
2. 5-S Procedures
o l
3. Standard Computer Setup l To
a
4. Special Request Setup isu
V
of
5. Software Standards e
pl
6. Supply Procedures am
Ex
7. Repair (Swap) Procedures
8. Shipping Kit Instructions
56
Definition of Sustain
57
Implementing Sustain
Î Create 5S audit form and results presentation tool
y Make it a structured tool to be used facility-wide (audit form, “radar”
chart)
Î Establish periodic audit cycle
y Minimum of weekly for area supervision, monthly for management
y Participation of Management in reviewing and using Sustain
Checklists is Critical for success of 5S
Î Establish checklist for visitors to review
y Remember, with 5S ANYONE should be able to discern between
normal and abnormal conditions
Î Celebrate improvement and schedule time to improve
y Keep everyone aware of 5S and its benefits by giving recognition
where it is due
y Make time each week to brainstorm and implement improvement
suggestions
58
Example of Standardize:
IT Department Case Study 5S Audit Form
A. Sort 0 1 2 3 4 5
1> Are there unnecessary items (peripherals, supplies) on the setup desk x
2> Are there scrap supplies in the supply bins x
3> Are there old computers (off lease) in the swap cabinet x
4> Is there more than necessary furniture in the office x
Score 0 0 0 0 0 20
B. Set in Order 0 1 2 3 4 5
5> Is the supply table arranged per drawing/layout x
6> Is setup desk arranged per layout (incl. a single computer) x
7> Is swap cabinet arranged per layout x
8> Can ANYONE determine normal from abnormal x
Score 0 0 0 0 0 20
C. Shine 0 1 2 3 4 5
9> Is the desk clean and maintained or is there clutter (unnecessary supplies, etc.) x
10> Is Supply Table/Bins clean and organized x
11> Has the shine check sheet been pdated (assignments been worked) x
12> Is dust filter clean x
Score 0 0 0 0 0 20
D. Standardize 0 1 2 3 4 5
13> Is the IT Dept Process Handbook in plain view x
14> Is the IT Dept Process Handbook updated x
15> Are all supply bin, swap cabinet, and software shelf labels in tact x
16> Have all setups gone accordingly to instructions this week x
Score 0 0 0 0 0 20
E. Sustain score 0 1 2 3 4 5
17> Was the last audit less than two weeks ago x
18> Was the last departmental audit less than one month ago x
19> Is the 5S board up to date (pics, metrics, shine, etc.) x
20> Has anyone complemented the area on its cleanliness & organization x
Score 0 0 0 0 0 20
Area:
Auditor(s): Section A B C D E
Date: Sub-total Score 20 20 20 20 20 59
Example of 5S:
IT Department Case Study
60
How Is 5S Done?
61
The Benefits of 5S
Î Improved safety
Î A clean, orderly workplace
Î Improved efficiency
Î Increased employee morale
Î Standardized work methods
Î Remember – A Neat and Clean Environment:
y Has Higher Productivity
y Produces Fewer Problems and Lost Information
y Meets Deadlines Better
y Is a Much Better Place to Work!
Î Business Simulation
Part 2
63
Closing session
64