Professional Documents
Culture Documents
Presented by:
Presented by:
Stacy Waters
Stephen Deas
Principal and
Founder and President for:
Executive Vice President for:
THE WATERS
CONSULTING
GROUP, INC.
•Healthcare
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A Brief Overview:
Quality Minds, Inc.
Human capital development and process
improvement firm located in Charleston,
SC. Areas of specialty include:
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Session Outline
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A Short History Lesson
• Industry:
– Started in mid 1980’s at Motorola
• Documented over $16 billion in savings because of six sigma projects
• Government:
– Google “municipal governments using six sigma” or “cities using six
sigma” and find on the front page:
• Fort Wayne, Indiana (2000): Mayor introduced six sigma as the sole
process for improving government administrative and civic services
– Google “Fort Wayne government six sigma” and you get 23,300 hits
• Buffalo, New York (2008): Municipal Housing Authority used six sigma
to improve the 72 step process for reserving a park shelter (46/72
steps were identified as waste)
• Hattiesburg, Mississippi (2008): One project involved simplifying the
cost it takes to tear down a building
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General Overview of
Six Sigma,
Lean,
and Lean Six Sigma
Philosophies of Six Sigma and Lean
Philosophy Six Sigma Lean
Customer Focused Top project priority is with Give the customer what he
customers wants, when he wants it
Organization Development Six Sigma can change work Organization is more aware of
cultures wasteful activity
Human Capital Development Internal employees are Workers see jobs differently,
thoroughly trained to lead workers respect work
projects environment more
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Lean Six Sigma Visualized
Waste Lean
W imin
el
as at
te ed
Six Sigma is a mechanism for becoming lean
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Customer “Wants” Vs. Production
The Six Sigma methodology systematically improves work processes to reliably meet the
customer’s requirements.
σ
Sigma is a measure of variation
Here, the variation in our product or service is
such that we fail to meet what the customer
actually wants
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The Context of Six Sigma
Systems and Processes
The Role of Systems and Processes
Inputs Outputs
P3 Step 1 P3 Step 2 P3 Step 3 P3 Step 4
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The Hiring Process as an Example
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Some Potential HR Projects & Processes
Process Project
Hiring/Recruitment Recruitment; on-boarding, etc.
13
Six Sigma Leadership
Leadership’s Role in Deployment
15
Traditional Six Sigma Leadership Structure
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Linking Projects to Goals and
Organizational Performance
Sources for Projects
Customer complaints-should
always be priority #1
Internal issues Strategic Level City Manager, City
Cost drivers
Employee surveys
(project selection is the Council, Mayor
responsibility of leadership)
Performance reviews
Human
Project
Hopper Resources
Retention
Human strategies for
Resources keeping talent
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A Focus on Continuous Improvement
Recruitment and Retention Training for Team Rewards and Champion and Manage
of Skilled Talent Effectiveness Recognition Culture Change
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Strengthening HR’s Leadership in Six Sigma
Acquire basic
knowledge of the
DMAIC method,
supporting tools, roles,
jargon, and even
simple statistical
methods
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The Six Sigma Process
Define
Measure
Analyze
Improve
Control
Two Levels of Six Sigma
• Basic
– Most projects can be successful using basic tools in
each of the five steps
• Advanced
– Some projects will need to use advanced tools.
(Puts heavy emphasis on Black Belt.)
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Define Phase
S I P O C
Supplier Inputs Process Output Customer
Team Members Project Scope Develop a A project Measure phase
Team Members Project Goals definition of the charter
Team Members Due Dates improvement
opportunity
Black Belt Tools
Team Members Ideas
Team Members Observations
Leadership Mentor
Team Members Process
Importance
It is important to develop a clear and thorough definition of the opportunity for improvement.
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Identifying Project Stakeholders
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Example: The Project’s Stakeholders
• Operations Feedback
– Quality Technician • In general, the overall perception of scrap as a plant
– Receiving issue is the same between levels of the
organization. We did see evidence of differences
– Product Technician within levels of the organization.
Project: – Process Engineers • Actual measured scrap performance is not fully
Improve the – Tool Setters understood between levels of the organization and
process for within levels of the organization
handling, • A percent scrap goal is set for the plant but not for
• Operations Management each department
recording – Team Leader • There are diverse opinions and ideas on what
and – Superintendents causes scrap and how to prevent scrap
analyzing – Purchasing • Based on the answers to the questions, the process
scrapped – Accounting/Controller for handling, reporting, reviewing, and fixing scrap is
not well defined and understood. (what to do, who
material in does it, when is it done, how is it done) For
the plant • Plant Management example, there were different answers on who
enters scrap into the system.
– Plant Manager • Incoming material is not verified
– Engineering Manager
• The accounting of scrap must improve and provide
– Quality Manager more detail
– Production Manager • The feedback suggests that more emphasis should
be placed at catching problems at the source.
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The Project Charter
• A written document that defines the project team, team leader, project
mission, process scope, business case for project, goals for projects, and
time frames for project.
• Charters can be created by top management or teams can create their own
charter
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Measure Phase
S I P O C
Supplier Inputs Process Output Customer
Black Belt Tools Measure the A map of the Analyze phase
Team Members Data process’ process
Team Leader Video Recorder performance
Black Belt Software A current state
Define Phase Project Charter of
performance
Black Belt Stop Watch
Team Members Ideas and
opinions
Once you identify the process to be improved, study and document the process to
understand its current state of performance
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Outside
Tank
Supplier Floralife Receive
Order liquid Store liquid
ships liquid receives liquid customer
dextrose dextrose
dextrose dextrose order
Yes
Fill containers
Move to Label Cap containers
finished goods containers
S I P O C
Supplier Inputs Process Output Customer
Black Belt Tools Analyze the A root cause Improve phase
Black Belt Forms process to statement
Black Belt Software determine root
causes
Measure phase Current state of
process
performance
Once you measure the process, analyze the results of the measurement to
establish tangible opportunities for improvement.
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Examples: Tools for the Analyze Phase
Ne e d fi l l sta ti o n th a t ca n fi l l d i ffe re n t si ze s Re d u ce fl o o r sp a ce n e e d e d
On ti m e d e l i v e ry <1 0 0 %
Ha v e o wn a i r p re ssu re sy ste m
Use d i ffe re n t ro o m to sto re ch e m i ca l s a n d l a b e l s
Im p ro v e e q u i p m e n t re l i a b i l i ty
Ne e d co n v e y o r sy ste m a n d p a l l e ti ze r
Mo re v i su a l m a n a g e m e n t
Wo rk a re a to o cl u tte re d
Ge t n e w fi l l m a ch i n e
Mo d i fy ta b l e a t e n d to m a k e l o a d i n g co n ta i n e rs
e a si e r Ne e d b e tte r a i r co n d i ti o n e r
Di re ct fi l l v e rsu s d ru m
Ma k e e v e ry i te m e v e ry sh i ft
T a p e m a ch i n e fo r b o xe s P u t fi n i sh e d p ro d u ct cl o se r to ta b l e
S to p p i n s a t ca p p i n g sta ti o n
P a rt b i n fo r ca p s
In cl i n e co n v e y o r fo r h e a t se a l /l a b e l e r
Improving
Liquid
Two p e o p l e p a ck i n g
De fi n e ro l e s o f o p e ra to rs
Ge t p re -p ri n te d ju g s
Use i n cl i n e d fe e d ta b l e fo r l o a d i n g co n ta i n e rs
S e p a ra te re p o rts b y l i q u i d a n d p o wd e r
Im p ro v e e rg o n o m i cs
Ne e d a u to m a ti c fo l d i n g b o xe s
Ge t a n a ccu m a to r sy ste m fo r g a l l o n s
C o n v e rt ca p p i n g to a n e xte rn a l ta sk
Fishbone Diagram:
A simple but powerful tool for summarizing the results of a brainstorming session.
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Examples: Tools for the Analyze Phase
1 2 3 4 5 T
Put
finished
2 1 1 2 2 8
product
closer to
table
Inclined
feed
5 4 5 5 5 24
table to
load
Modify 3 3 2 1 3 12
table at
end
Direct fill
vs drum
1 2 3 3 1 10
Part bin
for caps
4 5 4 4 4 21
S I P O C
Supplier Inputs Process Output Customer
Team Members Ideas Improve the An improved Control phase
Team Leader Focus process by process or a
Team Members Patience attacking the solved
root cause(s) problem
Leadership Time
Analyze Phase Root cause (Plan-Do-Check-Act)
statement
Black Belt Tools
Take actions on the tangible improvement opportunities from the Analyze Phase.
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PDCA Cycle of Improvement
Plan
To improve processes, first find out what
areas need improvement. Based on what
you learn, plan a change or test.
Now you must decide
what actions to take as
a result of your check.
The options typically
include:
•Adopt the change Act Do Once you have a plan,
•Abandon it and go
carry out the change or test
back to the drawing
on a small scale
board
•Run it through the
cycle again using a
different area, running a
larger scale trial, or
making the trial more
complex.
Check
After completing the Do phase, check to see if the changes or
tests are working (What did you learn? What went right? What
went wrong? What does the data mean?)
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Control
S I P O C
Supplier Inputs Process Output Customer
Black Belt Tools Control the A stable and Internal and/or
Team Members Ideas improved predictable external
Leadership Follow up process to process customers of
sustain the the improved
Improve phase Improved improvement process
process
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Using Six Sigma to Increase
Performance in City Government:
Executive
Mayor Council
(Deployment Team)
Quality Master
Side Note: Enhancement Black Belt
Director
The mayor was first
elected in 2000. A
significant theme in his
campaign was “reforming
government”. Six Sigma
was his mechanism.
10 black belts were trained and
each had to complete a City-
approved project each year.
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From City Leadership
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Other Fort Wayne Projects & Results
Reduce time to repair potholes Reduced average pothole repair Improved communication and
time from 2 days to 3 hours increased repair capacity
Improve business permit accuracy Approval time reduced by 300% More business was attracted to
and approval time Fort Wayne
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Typical Benefits of Lean Six Sigma
• Internal Benefits
– Reduced claims filed
– Overtime reduction
– More positive public image
– Higher morale
– Positive change in culture and effectiveness
• External Benefits
– Safer organizational initiatives
– Improved customer service
– Improved relations with neighborhood associations
– Overall better local, regional and even national image
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A Quick Workshop
• On the next page, describe a work process for your city, town,
department, or division that needs to be improved
• Write the general steps to the process in the P column
• Write the critical output of the process in the O column
• Write the internal and external customers of the process in the C
column
• Write the critical inputs to the process in the I column
• Write the suppliers for each input in the S column
Congratulations!
You just mapped a process and are on your way to process improvement using
the basic techniques of Six Sigma.
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Process Mapping
Name:
Process:
___________________________________________
___________________________________________
Organization Name:
___________________________________________ General Description of Opportunity for Improvement:
Email: ____________________________________________
___________________________________________
S I P O C
Supplier Input Process Output Customer
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Six Sigma and Lean Six Sigma
for Municipal Government
TMHRA Mid-Year Conference 2009
June 4, 2009
Presented by:
Presented by:
Stacy Waters
Stephen Deas
Principal and
Founder and President for:
Executive Vice President for:
THE WATERS
CONSULTING
GROUP, INC.