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Process Improvement
1. Initial Perception of problem
2. Clarify Problem
3. Locate Point of Cause
4. Root Cause Analysis
5. Design Solutions
6. Measure Effectiveness
7. Standardize
Control
Improve
Measure
Analyze
Training
Green Belt
Black Belt
Guinness
Brewery
1900
Ford
Assembly Line
Shewhart
Introduces SPC
1930
Gilbreth, Inc.
Management
Theory
Industrial
Engineering
Deming
14 Points
7 Deadly Diseases
1950
Toyota Production
System
SPC
TQM
1980
Just inTime
Motorola
Introduces Six
Sigma
1990
Lean Mfg.
AlliedSIgnal
GE Adapt LSS to
Business Processes
2000
Background on Lean
Lean comes out of the industrial engineering world
Taiichi Ohno Toyota Production System.
1940s-1950s company was on verge of bankruptcy
Dynamics of industry were changing moving from mass
production to more flexible, shorter, varied batch runs (people
wanted more colors, different features, more models, etc).
Path To Lean
Theory
Waste is Deadly
Application
Focus
Flow Focused
Assumptions
Results
Waste Defined
Wastes
Transport
Inventory
Motion
Waiting
Over-Production
Over-Processing
Defects
Skills
Healthcare Examples
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Lean Foundations
Standardized Work people should analyze their work
and define the way that best meets the needs of all
stakeholders.
The current one best way to safely complete an activity
with the proper outcome and the highest quality, using the
fewest possible resources
Standardized not Identical mindless conformity and the
thoughtful setting of standards should not be confused
Written by those who do the work.
Lean Methods
Kaizen Events (or SCORE events)
Planned and structured process that enables a small group of people
to improve some aspect of their business in a quick, focused manner.
Select
Clarify
Organize
Run
Evaluate
Voice of Customer
Defects per
Million
Opportunities
% Yield
308,537
69.15%
66,807
93.32%
6,210
99.38%
233
99.98%
3.4
99.99966%
Voice of Process
USL
Defects
LSL
Defects
Defects
Customer Target
Prevent Defects by
Reducing Variation
USL
Customer Target
LSL
USL
Customer Target
Meet Customer
Requirements
Prevent Defects by
Centering Process
Define
Define Scope of the Problem
Document the Process
Collect and Translate the Voice of the Customer
Define (continued)
Create Project Charter
Confirm Improvement Methodology
Define Project Roles and Responsibilities
Identify Risks
Establish Timeline
Managerial Buy-in
Measure
Measure what is measurable, and make measurable what is not so Galileo
Define As Is process
Value stream map/process flow diagram
Analyze
Identify Potential Causes (Xs)
Investigate Significance of Xs
Collect data on xs
Graphical/Quantitative analysis
Pareto Chart
Fishbone Diagram (cause and effect)
Chi Square Test
Regression Analysis
Failure Mode Effects Analysis
Improve
Generate Potential Solutions
Select & Test Solution
Develop Implementation Plan
Control
Create Control & Monitoring Plan
Mistake proof the process
Determine the xs to control and methods
Determine Ys to monitor
Finalize Transition
Develop transition plan
Handoff process to owner