Professional Documents
Culture Documents
with
IF YOU KEEP ON DOING WHAT YOU HAVE ALWAYS DONE YOU WILL KEEP ON GETTING WHAT YOUVE ALWAYS GOT.
I PROMISE
LEAN THINKING with SIX SIGMA
PRESENTATION OBJECTIVE
To Provide a brief overview of Lean & Six Sigma.
Things you should know about Lean:
Lean and Six Sigma can be successfully applied in both operations and service environments Automation shouldnt be the first answer
Lean is Team-based
Lean is a: physical transformation to your processes LEAN THINKING with SIX SIGMA transformation of your organization cultural
Because of their complementary natures, each brings to the improvement process something the other does not, and the fusion of Lean and 6 is rapidly gaining popularity.
Complementary Tools
6 Sigma
OVERALL YIELD vs SIGMA
# of Steps
1 7 10 20 40 60 80 100 150 200 300 400 500 600 700 800 900 1000 1200 3000 17000 38000 70000 150000
3
93.32% 61.63 50.08 25.08 6.29 1.58 0.40 0.10 -----------------------------
6
99.99966% 99.9976 99.9966 99.9932 99.9864 99.9796 99.9728 99.966 99.949 99.932 99.898 99.864 99.830 99.796 99.762 99.729 99.695 99.661 99.593 98.985 94.384 87.880 78.820 60.000
L E A N
s Le
wa s
s te
rs we fe
99.379% 95.733 93.96 88.29 77.94 68.81 60.75 53.64 39.38 28.77 15.43 8.28 4.44 2.38 1.28 0.69 0.37 0.20 0.06 -------
ps te
sv les -
99.9767% 99.839 99.768 99.536 99.074 98.614 98.156 97.70 96.61 95.45 93.26 91.11 89.02 86.97 84.97 83.02 81.11 79.24 75.88 50.15 1.91 0.01
ion t ria a
Lean is not about tinkering with your existing processes. LEAN THINKING with SIX SIGMA It is a Process and Cultural Transformation
Middle Fruit
Six Sigma tools ----------------------------------
Low-Hanging Fruit
Lean tools ----------------------------------
Degree of Complexity
Ground Fruit
Logic and Intuition
AGENDA
History Definition Goal Process Value Stream Mapping Kaizen Becoming Lean Lean and Quality Metrics Why Lean Fails Six Sigma Resistance Six Sigma Your Responsibility How it ends LEAN THINKING with SIX SIGMA Resources
Lean History
1974-2005 Books about : JIT Cellular Manufacturing Visual Factory Agile Manufacturing Flexible Manufacturing Synchronous Mfg Pull Production Rapid Continuous Improvement Kaizen Group Technology MIT The Machine That Changed the World Lean Thinking by James Womack
1973-2005 Boeing Danaher U.S. Navy U.S. Air Force Airbus Dell Computer Maytag Whirlpool McDonalds Microsoft And most companies that have tried Theory of Constraints and Six Sigma LEAN SIX SIGMA
W. Edwards Deming
Time
AGENDA
History Definition Goal Process Value Stream Mapping Kaizen Becoming Lean Lean and Quality Metrics Why Lean Fails Resistance Your Responsibility How it ends Resources
LEAN THINKING with SIX SIGMA
LEAN
Is based on the Toyota Production System Is the Identification and Elimination of WASTE in the Process Got its name from MIT and James Womacks research team Is process simplification, and the relentless removal of waste from all processes Improves Quality, Cost, Delivery, Safety, Morale (QCDSM) Increases process capacity Reduces defects Results in a stable, reliable, repeatable, predictable LEAN THINKING with SIX SIGMA process
General Rules
1. Lean is about fixing the SYSTEM and transforming the CULTURE (CM). 2. Lean is about FLOW. 3. Lean is about people, not just about improvement tools. 4. Lean is about YOUR expectations and about what YOU are willing to tolerate in terms of Quality, Cost, Delivery, Safety, and Morale (QCDSM). 5. Processes rarely get better on their own. 6. Successful processes have rules, standards, & absolutes. 7. To solve a problem you have to admit you have one. 8. Problems need to be quantitatively defined and their corrective action quantitatively tracked. (Measurement System). 9. Every project needs a Value Stream Champion.
LEAN THINKING with SIX SIGMA
The System
Planning
Value Stream
Value Stream
WASTE Waste is any activity that: 1. The customer isnt willing to pay for. 2. Doesnt positively change the form, fit, or function of the product or service (Value Added)
Haste makes waste. If you dont have time to do it right, when will you have time to do it over? -- J. Raymond Robertson
Understanding FLOW
Why Lean?
Business as Usual
CUSTOMER ORDER
Waste
Lead-time
Lean Process
CUSTOMER ORDER PRODUCT BUILT & SHIPPED
Waste
Lead-time (Shorter)
LEAN THINKING with SIX SIGMA
Why Lean?
Typical Value Stream Ratio of Value-Added to Non-Value-Added Activity
97% NVA 3% VA
Wheres the Real Opportunity?
Most Process Improvement Teams Attack this . . . 97% NVA . . . Achieve this . . . . . . and Ignore this
Source: C. Fiore; Lean Strategies for Product Development, ASQ, 2003
Excess Inventory
Our corporate body guard against bad processes
Who Is Lean??
Fire Fighters Hospital Emergency Rooms Lifeguards Boeing (Leaner)
Where lives are at risk, you will probably find Lean processes.
Non-Value-Adding Activities
(Operations)
Non-value-adding activity (NVA) consumes time and money...but does not change the value of an item.
1. 2. 3. 4. 5. 6. 7. 8. SORTING COUNTING STACKING EXPEDITING TRANSFERRING CHECKING TRANSPORTING HUNTING, SEARCHING, GATHERING
LEAN THINKING with SIX SIGMA
Non-value-adding (NVA)
(office)
Examples 1. CHECKING 2. SIGNATURES 3. ASKING 4. APPROVING 5. REVIEWING 6. MONITORING 7. REWORK 8. TRANSPORTING 9. DOUBLE HANDLING 10.HUNTING, SEARCHING, GATHERING
LEAN THINKING with SIX SIGMA
AWARENESS
FLOW:
AIWs (Gemba Kaizen) Factory Layout Kaizen process simplification, quality and maintenance
-5S
Organize the workplace
Excel is probably not the best choice for word processing. Word is probably not the best choice for calculations. **The KNOWLEDGEABLE, EXPERIENCED use of a tool is the key to the SUCCESSFUL use of a tool**
LEAN THINKING with SIX SIGMA
AGENDA
History Definition Goal Process Value Stream Mapping Kaizen Becoming Lean Lean and Quality Metrics Why Lean Fails Resistance Six Sigma Your Responsibility How it ends Resources LEAN THINKING with SIX SIGMA
Team Charter
VSM RIE Project Just Do It
Project Description: Team Leaders and Members: Dates:
Impact
Difficulty
Potential Implementation Costs: Business Reason for the Project: Project Constraints (Financial, Personnel, Equipment):
Expected ROI:
LEAN THINKING with SIX SIGMA
Suppliers Suppliers
Design Design
Sell Sell
Customers Customers
A Primary Focus is TIME, Product and / or Service Flow Information Flow: Quickly SIGMA Directions In All LEAN THINKING with SIX
suppliers
inputs
Value stream
outputs
customers
Where are the stakes in the ground that define your Value Stream boundaries?
Well focus our efforts between them!
Production Control
MRP
CUSTOMER
18400 pieces/month -12000- L - 6400- R Tray = 20 pieces 2 shifts
Weekly Schedule
I
Coils 5 days
I
4600 L 2400 R
S. Weld #1
I
1100 L 600R
S. Weld #2
I
1600 L 850R
Assy #1
I
1200 L 640R
Assy #2
I
2700 L 1440R
Shipping Staging
C/T=39 sec C/O=10 m Uptime = 100% 27,600 *2 sec. avail. 7.6d 1.8d 39 sec
C/T=46 sec C/O=10 m Uptime = 80% 27,600 *2 sec. avail. 2.7d 46 sec
.0014% VA
5 days 1 sec
2d 62 sec 40 sec
4.5d
Current State
Value Stream Map
AREA:
Identify, remove and repair failed, broken, or Core Manpower Requirements obsolete parts for Harrier W eapon Platform, Operational Risk functional test, and reapply finish
Productivity (hours per unit) Throughput Time On Time Delivery Floor Space
Future State
Implementation Pan
Total time: 156 hrs waiting time: 148 hrs Value added time: 8 hrs (5%) No. of steps: 63 Defect rate: 10% Backlog: 2 weeks Distance traveled: 1.2 km
LEAN THINKING with SIX SIGMA
IN CHARGE OF FOLLOWUP:
Project Name
Status of overall completion =
Plan Dates
% 28
ACTION
Comments
%Status
PROJECT SUMMARY:
Action Department
BEGIN
CCOMPL ET E
Comments
40
7/3/200 7
7/10/200 7
100
AAD to AJD: Make sure this is done MAS: You can decide where the location of the hotline be.
ASD / MZU
7/3/200 7
8/10/200 7
100
LEAN AGENDA
History Definition Goal Process Value Stream Mapping Kaizen Becoming Lean Lean and Quality Metrics Why Lean Fails Resistance Six Sigma Your Responsibility How it ends Resources LEAN THINKING with SIX SIGMA
RAPID IMPROVEMENT At the end of the week, a new process should be in place. Anything else is not rapid improvement. Its a STUDY.
Team Charter
VSM RIE Project Just Do It
Project Description: Team Leaders and Members: Dates:
Impact
Difficulty
Potential Implementation Costs: Business Reason for the Project: Project Constraints (Financial, Personnel, Equipment):
Expected ROI:
LEAN THINKING with SIX SIGMA
Date:
Prep. % COT:
PREPARATION
1) Select the Value Stream from the Enterprise Transformation Plan. 2) Select the target area from Value Stream Analysis. 3) Determine the focus - which Lean tools will be applied? 4) Identify the Team Leader, Co-Leader, and Team Members. 5) Assure at least 1/3rd of participants are from the affected area. 6) Clear participants calendars for the Improvement Event Week. 7) Complete the Team Roster.
1) Identify the suppliers and inputs 2) Identify the customers and outputs 3) Identify the start / stop boundaries 4) Gather facts and data to populate starting numbers on Target Progress Report 5) Populate the Target Progress Report 6) Identify top three improvement metrics 7) Establish improvement targets on top three metrics, be aggressive 8) Meet with affected stakeholders to communicate Improvement Event schedule, metrics, targets, and tools to be applied 9) Set a flip chart up in affected area, ask stakeholders to put ideas for improvement on flip chart. Start Improvement Newspaper. 10) Capture flow stopper information from Production Control Boards 11) Confirm the availability of any special resources for: - equipment or furniture moves - computer / phone moves - 5S, shadowing, kitting - Production Control Boards 12) Obtain any special data collection instructions from your Coach such as: - Information from previous Improvement Events - Customer critical to quality issues - Safety data 13) Confirm all participants are still available for entire Event week
1) Communicate key metrics, targets, and tools to be applied to all team participants 2) Train team participants on improvement process and tools to be applied 3) Identify what "triggers" work 4) Double check availability of all resources: - equipment or furniture moves - computer or phone moves - 5S, shadowing, kitting - Production Control Boards 5) Communicate with affected area, review items listed on flip chart and ask for clarification, make sure these are added to Improvement Newspaper 6) Make sure team break-out area is ready: - flip charts, markers, post-its, VSA blanks - forms, stop watches 7) Make sure Process Champion is set to give opening remarks on Monday morning 8) Make sure Process Champion is available for Team Leader Meetings Monday Wednesday 9) Schedule Final Presentation with Process Champion and appropriate leadership 10) Plan working lunches 11)Confirm all team participants are going to be available full time for entire event 12) Confirm Target Progress Report and Team Roster are complete
Day One.
1. Review team goals and objectives, create Day 1 plan. 2. Meet with Cell Stakeholders and review goals. 3. Before Data, Documentation and "Tools" TAKT Time Calculation Before Time Observations Before Cycle Time Bar Charts (Loading Diagrams) Before Standard Work Sheet/Cell Layout Before WIP Count ($ and pieces) Before 6S Audit Before Safety Audit Before Work Combination Sheets (one per operator) 4. Take a "Waste Walk", to further identify opportunities.
Day Two.
1. Identify wastes to attack. 2. After TAKT time/Cycle time bar charts. (loading diagram) 3. Create plan for new cell layout. 4. Meet with Stakeholders, review progress and plans solicit ideas and concerns. 5. After standard work combination sheets.
Day Three.
1. Train Stakeholders on new cell layout and standard work. 2. Assign a team member to each Stakeholder. 3. Run new cell. 4. Fix problems immediately. 5. Create production control board. 6. Work on 6-S and safety issues.
Day Four.
1. Train Stakeholders on new cell layout and standard work 2. Assign a team member to each Stakeholder. 3. Run new cell. 4. Create/post Key Point, Work Combination Sheets, Standard Work Sheet, Production Control Board, and Kaizen Newspaper. 5. Fix problems immediately. 6. After 6-S and safety audits. 7. Off shop floor by 1:00. 8. After area pictures and Team picture. 9. Prepare final presentation. 10. Complete Team/Event binder. 11. 6-S meeting area. 12. Inventory kit boxes and find missing articles.
7. Create/post Key Point, Work Combination Sheets, Standard Work Sheet, Production Control Board, and Kaizen Newspaper. 8. Daily recap. 9. Create daily plan for Thursday. 10. Team Leader/Co Leader. How late do we stay? 11. Daily Team Leader meeting. 12. 6-S meeting area.
5. Daily recap. 6. Meet with Stakeholders and review progress.ideas. 7. Create daily plan for Tuesday. 8. Team Leader/Co-Leader. How late do we stay?
8. Create daily plan for Wednesday. 9. Team Leader/Co Leader. How late do we stay? 10. Daily Team Leader meeting. 11. 6-S meeting area.
9. Daily Team Leader meeting. 12. Implement plan/create cell. 10. 6-S meeting area.
** Team Leaders need to assign action items to specific people on the teams and require follow up reports on progress at a minimum of two hour increments.
** Team Leaders need to assign action items to specific people on the teams and require follow up reports on LEAN THINKING progress at a minimum of two hour increments.
** Team Leaders need to assign action items to specific people on the teams and require follow up reports on progress at a minimum with SIXincrements. SIGMA of two hour
** Team Leaders need to assign action items to specific people on the teams and require follow up reports on progress at a minimum of two hour increments.
LEAN AGENDA
History Definition Goal Process Value Stream Mapping Kaizen Becoming Lean Lean and Quality Metrics Why Lean Fails Resistance Six Sigma Your Responsibility How it ends Resources LEAN THINKING with SIX SIGMA
The 5S Principles:
Good factories (workplaces) develop beginning with the 5Ss; bad factories fall apart beginning with the 5Ss. Hiroyuki Hirano
5S Workplace Organization
1. SORT (seiri): Clearly distinguish what is necessary & what is not. Remove what does not support an organized, visual and Lean workplace. 2. SIMPLIFY (seiton): Ensure everything required to do the task has a visually designated location, is available, functional, and can easily be seen, reached and returned in the sequence used; Consider an operating room or fire engine. Mark/label locations clearly. 3. SWEEP (seiso): Keep the work area, tools and equipment Floors, machines, desks, files, equipment organized, organized, repaired (TPM), and visually marked. 4. STANDARDIZE (seiketsu): Maintain & improve the first 3Ss. Establish procedures so storage and cleaning actions are consistently applied by everyone. 5. SUSTAIN (shitsuke): Hold the gains. Achieve the discipline/habit of following the correct procedures. From this new level of efficiency, start again.
LEAN THINKING with SIX SIGMA
The 5Ss
1. Sort
Needed from the unneeded
Low Level of 5S
2. Shine
Clean, scrub, and fix
3. Set in order
A place for everything
High Level of 5S
4. Standardize
A plan to sustain
5. Sustain
Following through
LEAN THINKING with SIX SIGMA
Andon Flag
Cell Key Measures 6S Layout and Assignments Corrective Action Matrix and Plan
Signal Lights
Visual Management
Shadowing
Labeling
Foot-printing
Striping
Color Schemes
Visual Controls
Clock Traffic lights with a timer Traffic Lines/ lights/signs Sounds announcing break time Call to Prayer Score boards at sporting events Arrival/Departure boards in airports Lights indicating machine or process condition Lights and siren on emergency vehicles Gauges on medical & industrial equipment Big teeth on a snarling lion Take-a-Number systems Colored caps on milk bottles
LEAN THINKING with SIX SIGMA
Information
Hand Tools
Instruments
Power Tools
Supplies
7 Elements Of Surgery
Fixtures Fasteners
Supplying Process
product
product
Customer Process
Supermarket Customer Process goes to supermarket and withdraws what it needs when it needs it. Supplying Process produces to replenish what was withdrawn. Purpose: Controls production at supplying process without tying to schedule. Controls production between flows.
LEAN THINKING with SIX SIGMA
Pull/Kanban Systems
Pull
On Demand
Upstream Supplier Downstream User Visual Trigger
Sequenced
Use FIFO lanes
Replenished
Create supermarkets with SIX SIGMA LEAN THINKING
Traditional flow
Dept 2
DONE OUT OUT IN IN
Cellular flow
4 3
IN
Dept 3 Dept 4
OUT IN IN
U Shaped Cell
Andon
RM
FG
LEAN THINKING with SIX SIGMA
4. 5. 6. 7. 8. 9.
Total Productive Maintenance (TPM) Production Preparation Process (PPP) Bottleneck reduction Mistake proofing (Poke Yoke) (Example: mobile SIM card) 5 Whys Self-Inspection and Acceptance (SI&A)
LEAN THINKING with SIX SIGMA
PEOPLE
FLOW:
AWARENESS
AIWs (Gemba Kaizen) Factory Layout Kaizen process simplification, quality and maintenance
-5S
Organize the workplace
LEAN AGENDA
History Definition Goal Process Value Stream Mapping Kaizen Becoming Lean Lean and Quality Metrics Why Lean Fails Resistance Six Sigma Your Responsibility How it ends Resources LEAN THINKING with SIX SIGMA
The HIDDEN FACTORY: Lean will not succeed without addressing and correcting variation and its resulting defect rate, because FLOW cannot exist in a process with a high defect rate.
Our processes have THINKING with SIX SIGMA rates because we high defect LEAN TOLERATE high defect rates
AGENDA
History Definition Goal Process Value Stream Mapping Kaizen Becoming Lean Lean and Quality Metrics Why Lean Fails Resistance Six Sigma Your Responsibility How it ends Resources LEAN THINKING with SIX SIGMA
Implementation Metrics
Leading Indicators
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.
Cycle Time Inventory (amount, turn rate, IRA) Productivity Square Feet (foot print) Set-up Time Product Lead Time Lean is data driven People Travel Product Travel Volume Crew Size Safety/Ergonomics
LEAN THINKING with SIX SIGMA
AGENDA
History Definition Goal Process Value Stream Mapping Kaizen Becoming Lean Lean and Quality Metrics Why Lean Fails Resistance Six Sigma Your Responsibility How it ends Resources LEAN THINKING with SIX SIGMA
4. No education and awareness among the employees and management. (CM) 5. No understanding of Lean (flavor of the month) 6. No Sensei (Do-It-Yourself Lean) 7. No Value Stream Map 8. No implementation or sustaining plan (PM) 9. No customer and supplier involvement in the improvement process.
LEAN THINKING with SIX SIGMA
AGENDA
History Definition Goal Process Value Stream Mapping Kaizen Becoming Lean Lean and Quality Metrics Why Lean Fails Resistance Six Sigma Your Responsibility How it ends Resources LEAN THINKING with SIX SIGMA
Managing Resistance
Traditional Situation
Increasing resistance Neutral Increasing cooperation Increasing resistance
Leading Change
Neutral Increasing cooperation Critical mass
Management attention
Management attention
LEAN managing resistance, The focal point really shouldnt be onTHINKING with SIX SIGMA but on getting people excited about the benefits of the change. -- Jeff Hiatt, president and CEO of Prosci
40% reduction in assembly hours per unit 60% reduction in lead time LEAN THINKING 92% reduction in line move time with SIX SIGMA
LEAN AGENDA
History Definition Goal Process Value Stream Mapping Kaizen Becoming Lean Lean and Quality Metrics Why Lean Fails Resistance Six Sigma Your Responsibility How it ends Resources LEAN THINKING with SIX SIGMA
SIX SIGMA
It is a process capability measure It is a commercial program Packaged at Motorola in 1985 May lead to Analysis Paralysis
Understanding Variation
Variation
means that a process or product does not produce the same results every time it is measured is always present at some level is inherent in every process or product is our enemy in delivering services or manufacturing products, reduction helps to improve quality, reduce costs, increase profits, and increase customer satisfaction.
LEAN THINKING with SIX SIGMA
Dissecting DMAIC
Define
Measure
Analyze
Improve
Control
what is important to the customer?: Project Selection Team Formation Establish Goal
the process performance measures: how well we are doing?: Collect Data Construct Process Flow Validate Measurement System
LEAN THINKING with SIX SIGMA
Y = f(x)
Y= f(x), refers to a problem or process output (Y), that is the result of one or more process inputs (Xs). Eliminating or improving the Xs reduces or eliminates the problem (Y). Controlling the Xs provides a process that is more
Predictable Reliable Capable Repeatable, and Dependable
The results are a Y that can be forecast, and a proactive rather than reactive work environment.
LEAN THINKING with SIX SIGMA
Inspection
Lost Opportunity
Excess inventory Lengthy Installs Sales compromises Lost Customer Loyalty
# of Goals
Lower Specification Upper Specification Limit LEAN THINKING with SIX SIGMA Limit
Target
Customers have a target in mind, but will allow some variation within the Spec Range
Target
Defects
Actual Measurement has Considerable Variation Defects - Resulting in Scrap, Waste, Late Deliveries, and Customer Dissatisfaction
Defects
2
Sigma Level 2 Defects Per Mill. 308,500 % In Spec. 69.1
On Average its OK -- its a Variation issue On Average its OK its a Variation issue
BEWARE OF AVERAGES
LEAN THINKING with SIX SIGMA
Sigma Level 3
% In Spec. 93.3
Sigma Level 4
% In Spec. 99.4
Sigma Level 5
% In Spec. 99.98
Sigma Level 6
% In Spec. 99.9997
1
Output Variation in weeks
50
100
Contracting process Material Delivery process Time to sink a well Wifes shopping bill Wifes shopping time
ENTITLEMENT
Improved Process
Upper Specification Limit
Mean
Entitlement
Existing Process
1
Output Variation in weeks
50
100
LEAN THINKING with SIX SIGMA LSS Helps Us Consistently Deliver the Best We Can Do.
Sigma Level 2 3 4 5 6
3.4
5,000 incorrect surgical operations per week Two short or long landings at most major airports each day
Measure Measure
Create Fishbone Tie to defined defect Collect Data Ys (results) with Xs (data tags) Evaluate Measurement Systems Gage R&R, Understand detailed process Detailed process map w/ rework loops Describe Process Numerical statistics Graphs: Time, Hist., Pareto, etc. Create control chart Establish Process Capability DPMO or % Defects Calculate Z Update Charter as required Develop Define/Measure report out Standard template
Analyze Analyze
Analyze Process Flow Critical Path Value-added steps Non valueadded steps Opportunities Analyze Data Graphical tools Hypothesis Tests Interrelationship Digraph (if appropriate.) Regression analysis Identify and collect additional required data Identify significant Xs Tie to root cause analysis Draw conclusions Perform FMEA Update charter as required Develop Analyze report out Standard template
Improve Improve
Develop solution options Improve control of significant root causes Re-design process to obtain required capability Perform DOE as required Evaluate options and select final solution Prioritization matrix Determine measurement system for improved process Create implementation plan Update FMEA Update financial benefits statement Contact Six Sigma OCD for concurrence Obtain buy-in / support for improvement actions Conduct pilot / testing to verify results Implement improvements Collect data to verify improvement Communicate results Update Charter as required Develop Improve report out For Sponsor
Control Control
Perform Capability Analysis of improved process Develop and Implement a Control Plan Complete Project Closure Package Update financial benefits statement as required Get OCD focal final evaluation List best practices Identify lessons learned Use SPC Charts Hand off project to process owner Create follow up action plan Develop Final report out Standard template
Project Champion
LEAN AGENDA
History Definition Goal Process Value Stream Mapping Kaizen Becoming Lean Lean and Quality Metrics Why Lean Fails Resistance Six Sigma Your Responsibility How it ends Resources LEAN THINKING with SIX SIGMA
Leaderships Role
Senior Leadership
1. 2. Create the Vision Where are we going and why are we going there? Align the Organization Goals and Objectives One Plan One Initiative Participate in the Process Dont just talk it , WALK IT Commit Resources Right quantity and caliber Educate the Workforce Communicate Vision, Results, Lessons Learned
LEAN THINKING with SIX SIGMA
3. 4. 5. 6.
Leaderships Role
The Managers Role 1. Help pick the right value streams, projects and teams 2. Follow the method Remove barriers to change Have one plan 3. Clearly define roles and responsibilities 4. Support the Education & Training of your employees 5. Communicate Engage the workforce in dialogue about Lean. Walk the walk, talk the talk. Host and participate in continuous process improvement activities. Be a cheerleader. Emphasize quality, 5S, identification and elimination of waste. Demand follow-up and sustained improvement.
LEAN THINKING with SIX SIGMA
LEAN AGENDA
History Definition Goal Process Value Stream Mapping Kaizen Becoming Lean Lean and Quality Metrics Why Lean Fails Resistance Six Sigma Your Responsibility How it ends Resources LEAN THINKING with SIX SIGMA
The Results
REMEMBER: It is CONTINUOUS Process Improvement
No more band aid solutions that become tomorrows problems. You come much closer to solving your process problems for the last time In a process with
Continuous Flow Based on Takt Time in a Pull Environment
Improvement Period
Time
LEAN THINKING with SIX SIGMA
LEAN AGENDA
History Definition Goal Process Value Stream Mapping Kaizen Becoming Lean Lean and Quality Metrics Why Lean Fails Resistance Six Sigma Your Responsibility How it ends Resources LEAN THINKING with SIX SIGMA
Reading List
Lean Thinking The Machine That Changed the World Better Thinking, Better Results Gemba Kaizen High Velocity Culture Change Learning to See 5 Pillars of the Visual Workplace The Goal Critical Chain The Gold Mine THINKING with SIX SIGMA LEAN
WEBSITES
- www.productivityinc.com
www.productivitypress.com www.qualitypress.asq.org www.sme.org www.asq.org www.crcpress.com www.lean.org www.nwlean.net www.pmi.org www.qualitydigest.com www.isixsigma.com
LEAN THINKING with SIX SIGMA
LEAN AGENDA
History Definition Goal Process Value Stream Mapping Kaizen Becoming Lean Lean and Quality Metrics Why Lean Fails Resistance Six Sigma Your Responsibility How it ends Resources LEAN THINKING with SIX SIGMA
SHUKRAN JAZEELAN