The Farmers Know, So Why Dont We? Prolegomenas to Working and Living in Global Environments.
Http://vimeo.com/24784020. An Introduction to Lean Six Sigma We dont know what we dont know. We cant...
-
Upload
amarion-prior -
Category
Documents
-
view
236 -
download
0
Transcript of Http://vimeo.com/24784020. An Introduction to Lean Six Sigma We dont know what we dont know. We cant...
http://vimeo.com/24784020
An Introduction to Lean Six Sigma
“We don’t know what we don’t know.We can’t act on what we don’t know.
We won’t know until we search.We won’t search for what we don’t question.We don’t question what we don’t measure.
Hence, we just don’t know.”Dr. Mikel Harry
Process Improvement1. Initial Perception of problem
2. Clarify Problem3. Locate Point of Cause4. Root Cause Analysis
5. Design Solutions6. Measure Effectiveness
7. Standardize
Lean Six Sigma Process Improvement
• Lean Six Sigma Seeks to improve the quality of manufacturing and business process by:– identifying and removing the causes of defects
(errors) and variation.– Identifying and removing sources of waste
within the process– Focusing on outputs that are critical to
customersDefine
Measure
AnalyzeImprove
Control
Lean Six Sigma Process Improvement• LSS is a management philosophy that seeks to drive a
quality culture change through a multi-level based program
Level Training
Green Belt LSS Methodology and basic tool set
Black Belt Green Belt content plus advanced data analysis
Master Black Belt Black belt content plus program management, leadership skills, some advanced tools
L6s
1930 19501900
L E A N
S i x S i g m a
Ford Assembly Line
Guinness Brewery
Shewhart Introduces SPC
Gilbreth, Inc.•Management Theory•Industrial Engineering
Deming•14 Points•7 Deadly Diseases
Toyota Production System
Lean Six Sigma Timeline
L6s
1990 20001980
Motorola Introduces Six Sigma
S i x S i g m a
L E A N
Just – in–Time
SPC
Lean Mfg.
TQMAlliedSIgnalGE Adapt LSS to Business Processes Lean
Six Sigma
Lean Six Sigma Timeline
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).
• Ohno was inspired by 3 observations on a trip to America– Henry Ford’s assembly line inspired the principle of flow (keep
products moving because no value is added while it is sitting still)– The Indy 500 – Rapid Changeover– The American Grocery Store – led to the Pull system – material use
signals when and how stock needs to be replenished
Path To LeanTheory Waste is Deadly
Application 1. Define Value – act on what is important to the customer
2. Identify Value Stream – understand what steps in the process add value and which don’t
3. Make it flow – keep the work moving at all times and eliminate waste that creates delay
4. Let customer pull -- Avoid making more or ordering more inputs for customer demand you don’t have
5. Pursue perfection -- there is no optimum level of performance
Focus Flow Focused
Assumptions Non-Value added steps exit
Results Reduced cycle time
Waste DefinedWastes Healthcare Examples
Transport 1. Moving pati ents from room to room2. Poor workplace layouts, for pati ent services3. Moving equipment in and out of procedure room or operati ng room
Inventory 1. Overstocked medicati ons on units/fl oors or in pharmacy2. Physician orders building up to be entered 3. Unnecessary instruments contained in operati ng kits
Motion 1. Leaving pati ent rooms to:• Get supplies or record• Documents care provided
2. Large reach/walk distance to complete a process step
Waiting 1. Idle equipment/people2. Early admissions for procedures later in the day3. Waiti ng for internal transport between departments
Over-Production 1. Multi ple signature requirements2. Extra copies of forms3. Multi ple informati on systems entries4. Printi ng hard copy of report when digital is suffi cient
Over-Processing 1. Asking the pati ent the same questi ons multi ple ti mes2. Unnecessary carbon copying3. Batch printi ng pati ent labels
Defects 1. Hospital-acquired il lness2. Wrong-site surgeries3. Medicati on errors4. Dealing with service complaints5. Illegible, handwritt en informati on6. Collecti on of incorrect pati ent informati on
Skills 1. Not using people’s mental, creati ve, and physical abiliti es2. Staff not involved in redesigning processes in their workplace3. Nurses and Doctors spending ti me locati ng equipment and supplies4. Staff rework due to system failures
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.• Level loading – smoothing the workflow and patient flow
throughout the hospital.• Kaizen – continuous improvement
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
• 5S – this methodology reduces waste through improved workplace organization and visual management– Sort, Store, Shine, Standardize and Sustain
• Kanban – a Japanese term that can be translated as “signal,” “card,” or “sign.”– Most often a physical signal (paper card of plastic bin), that indicates when it is
time to order more, from whom, and in what quantity.
Lean vs. Six Sigma• Lean tends to be used for shorter, less complex problems. Often
time driven. Focus is on eliminating wasteful steps and practices.• Six Sigma is a bigger more analytical approach – often quality
driven – it tends to have a statistical approach. Focus on optimizing the important steps – reducing defects.
• Some argue Lean moves the mean, SixSigma moves the variance. But they are often used together and should not be viewed as having different objectives.– Waste elimination eliminates an opportunity to make a defect– Less rework means faster cycle times
• Six Sigma training might be specialized to the “quality” department, but everyone in the organization should be trained in Lean
L6sVOC vs. VOP
Voice of Customer
Voice of Process
The Voice of the Process is independent of the Voice of the Customer
SigmaCapability
Defects per Million Opportunities
% Yield
2 308,537 69.15%
3 66,807 93.32%
4 6,210 99.38%
5 233 99.98%
6 3.4 99.99966%
L6sWhat’s good enough?
99% Good (3.8 Sigma) 99.99966% Good (6 Sigma)
20,000 lost articles of mail per hour (based on 2,000,000/hr)
7 articles lost per hour
Unsafe drinking water for almost 15 minutes each day
1 unsafe minute every 7 months
5,000 incorrect surgical operations per week
1.7 incorrect operations per week
2 short or long landings daily at an airport with 200 flights/day
1 short or long landing every 5 years
2,000,000 wrong drug prescriptions each year
680 wrong prescriptions per year
No electricity for almost 7 hours each month
1 hour without electricity every 34 years
L6sGoals of Lean Six SigmaLSL USL
Customer Target
DefectsDefects
Prevent Defects byReducing Variation
LSL USL
Customer Target
Defects
Prevent Defects byCentering ProcessLSL USL
Customer Target
Meet Customer Requirements
What Makes a Good Lean Six Sigma Project?
• There is no known solution• The root cause is not known• The problem is complex and needs statistical
analysis• The problem is part of a process• The process is repeatable• A defect can be defined • Project will take 3-6 months• There are data available
The DMAIC Methodology
• Define – describe the problem quantifiably and the underlying process to determine how performance will be measured.
• Measure – use measures or metrics to understand performance and the improvement opportunity.
• Analyze – identify the true root cause(s) of the underlying problem.
• Improve – identify and test the best improvements that address the root causes.
• Control – identify sustainment strategies that ensure process performance maintains the improved state.
Define
• Define Scope of the Problem– Document the Process– Collect and Translate the Voice of the Customer
• Determine Project Objective and Benefits– Define Metrics and Defects– Establish Preliminary Baseline– Develop Problem & Objective Statements– Estimate Financial Benefit
Define (continued)
• Create Project Charter– Confirm Improvement Methodology– Define Project Roles and Responsibilities– Identify Risks– Establish Timeline– Managerial Buy-in
• Focus here is on the problem
Measure Measure what is measurable, and make measurable what is not so” – Galileo
• Define “As Is” process– Value stream map/process flow diagram
• Validate Measurement System for Outputs– Don’t assume your measurements are accurate –
measuring system must accurately tell what is happening
• Quantify Process Performance– Collect data (Y’s)– Examine process stability/capability analysis
Analyze
• Identify Potential Causes (X’s)• Investigate Significance of X’s
– Collect data on x’s– Graphical/Quantitative analysis
• Pareto Chart• Fishbone Diagram (cause and effect)• Chi Square Test• Regression Analysis• Failure Mode Effects Analysis
• Identify Significant Causes to focus on (y=f(X))– Evaluate the impact of x’s on y
• Here you identify the critical factors of a “good” output and the root causes of defects or “bad” output.
Improve
• Generate Potential Solutions• Select & Test Solution• Develop Implementation Plan
Control
• Create Control & Monitoring Plan– Mistake proof the process– Determine the x’s to control and methods– Determine Y’s to monitor
• Implement Full Scale Solution– Revise/develop process– Implement and evaluate solution
• Finalize Transition– Develop transition plan– Handoff process to owner