LEAN Six Sigma and Process Improvement Professionals · • Lean Six Sigma Black Belt (LSSBB),...

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1 LEAN Six Sigma and Process Improvement Professionals Delta Blade Consultants | 2 nd Floor Eaton Place | Nairobi, Kenya | [email protected] | www.deltablade.co.uk

Transcript of LEAN Six Sigma and Process Improvement Professionals · • Lean Six Sigma Black Belt (LSSBB),...

Page 1: LEAN Six Sigma and Process Improvement Professionals · • Lean Six Sigma Black Belt (LSSBB), Train The Trainer, Certified Franklin Covey Trainer, Areas of specialization • Lean

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LEAN Six Sigma and Process Improvement Professionals

Delta Blade Consultants | 2nd Floor Eaton Place | Nairobi, Kenya | [email protected] | www.deltablade.co.uk

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COMMON ISSUES AND CHALLENGES

Inefficient/wasteful (business) processes that lead to an increase in operating costs.

01A high number of defects due to variations in processes.

02Service industries where incorrect procedures and no guides(SOPs)/training in place.

03

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Benefits of Lean Six Sigma

•Better Processes•Lowered failure costs•Better lead times

• Increasing knowledge• Uniting the organisation around LEAN Six Sigma• Creating a continuous improvement mindset

•Higher performance•Better profits •Streamlined organisation

PRODUCTIVITY IMPROVEMENT

ROI YEAR 1

CYCLE TIME REDUCTION

ROI FOLLOWING YEAR

INVENTORY REDUCTION

25%

~1:1.5

40%

30%

~x 5

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Why Choose Us?

1. We are a team of highly qualified consultants with local and international experience.

2. Our improvement program is a system wide approach and not the typical piecemeal.

3. Our offering includes access to 100+ tools and templates that help you design, manage and execute your own improvement projects.

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HOW WE MAKE IT WORK

Understand the company’s business situation and the needs of the organisation. If necessary, a status audit of processes may be done.

Assessment: Identify, measure and analyse processes using process mapping and statistical tools to determine the current state of business.

Implementation: Business Process re-engineering to Future state, setting out new KPIs and control mechanisms.

Sustain: install changes, prepare organisation and ensure continuous improvement.

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Our Team

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Jonathan Dass, MSc

Managing Director

Qualifications:

• MSc/BSc: Aerospace Engineering, TU Delft

• LEAN Practitioner Accreditation Certificate, SHELL

• Certified Project Manager, APM Level D.

Areas of specialization

• Lean Six Sigma Process Improvement, Project Management, Engineering Design, risk management.

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Iain Brewster, MSc

Partner /Senior Advisor

Qualifications:

• MSc, BSc (Hons), Diploma of Imperial College

• Certified Company Director (IoD)

Areas of specialization

• Project and change management; operational effectiveness; process improvement; risk management; team leadership and management; client liaison; workshop facilitation; business process reengineering.

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Irene Mbithe Kariuki, MSc

Associate Black Belt: Process Improvement

Qualifications:

• Msc. Aeronautics Engineering, Cech Technical Universit In Prague (CTU)

• Lean Six Sigma Black Belt (LSSBB), Train The Trainer, Certified Franklin Covey Trainer,

Areas of specialization

• Lean Six Sigma, Process Improvement, Project Management and facilitation of leadership and management programs.

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Eric Wachira, MBA

Associate Black Belt: Process Improvement

Qualifications:

• MBA Operations Management, Lean Six Sigma Black Belt, IASSC Accredited Training Associate, Train The Trainer, Disruptive Change Manager, CISA (retired)

Areas of specialization

• Information Technology – Systems development, Systems administration, IT Security, Process Excellence, Quality Improvement, Lean Six Sigma GB and YB training and project coaching, Facilitation – Leadership and Management courses,

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Our Embedded Experience

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Oil & Gas – Trading and Supply

International Oil Company

What was the approach that was used?

1. A Lean Six Sigma (LSS) project was setup to identify areas of process improvement. A team of six people across the two locations, UK and Philippines was setup to identify the data route from suppliers to the trading desk.

2. Using the LSS approach centred around the DMAIC (define, measure, analyse, improve and control), the team implemented a similar approach using IES (identify, eliminate and sustain) to resolve the problems.

3. This first involved identifying the problems and waste areas in the process using value stream mapping and other LSS tools. The next step was to understand the root causes of the problems. Once understood, they could then be resolved and solutions implemented.

4. Lastly, the team sustained changes using standard operating procedures, flow charts and manuals.

What were the outcomes that were delivered?

1. Improved processes and standardisation of the process.

2. Annual savings of £2M.

3. Reducing the speed and access to data from 5-6 days to under 24hrs.

4. A better understanding of the process (previously viewed as a black box) to undergo a further improvement.

What was the challenge the client was facing?

• Supply and Trading, is exposed to price fluctuations due to oil price movements. Improving data has been identified as the quickest way to gain control.

• The Channel Optimisation team within the supply chain would like to reduce uncertainty and improve supply chain decisions.

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Paper - Manufacturing

Leading Paper Manufacturer

What was the approach that was used?

1. A process mapping of the new current production lines and new product lines.

2. Understanding client constraints, production requirements (input and output), resource requirements and space requirements.

3. Working with the architect to design a suitable layout based on building constraints.

What were the outcomes that were delivered?

1. Better flow of material and people in the facility.

2. Layout of a 3-storey manufacturing facility with provisions to meet aspiration out of four times production output.

3. Reduced OPEX of the facility through implementation of conveyor belts, reduction in transport machinery and manpower.

What was the challenge the client was facing?

• Setting a new facility and new product required better planning in terms of layout of the facility and production planning. The client had requested assistance in both these areas using lean six sigma.

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Horticulture - Flowers

Flower Farm

What was the approach that was used?

1. Understanding cost areas in the business through financial statements.

2. Understand the facility layout and reasons for defects in the supply chain.

What were the outcomes that were delivered?

1. Understanding where the major cost drivers are.

2. Value of defects and measure that could be used to reduce the defects.

3. Implementation plan for lean six sigma.

What was the challenge the client was facing?

• A drop in profitability of 20% from the previous year. The client wanted to understand how costs can be reduced using Lean Six Sigma principles.

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Airline

International Airline

• What was the approach that was used?

• A team of five (5) was set up comprising key people in the process and departments involved.

• The team followed the DMAIC Define, Measure, Analyse, Improve and Control process to Identify the problem and work out a solution.

• The team mapped the different processes and identified the non value steps and steps that created confusion and high cost to the company.

• What were the outcomes that were delivered?

• The contract terms were reviewed and renegotiated thus saving the company an annual fee of USD 780,00.

• A clear simpler process was set up to ensure that aircraft parts are followed through from receipt to exchange.

• What was the challenge the client was facing?

• High cost of maintaining contracts that maintained emergency aircraft parts.

• Breakdown in the aircraft parts receipt and processing out to ensure minimal cost to the company.

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Airline

International Airline

What was the challenge the client was facing?

The need to improve Customer Experience using Online Booking Engine ; Business Process Mapping and Standard Operating Model (SOM) development

What was the approach that was used?

1. Develop KQ Customer Journey

2. Identify and map to document all the processes used in the KQ customer journey for standardization

3. Identify bottlenecks, constraints and wastes in the processes and work with the line teams to streamline the processes

4. Coach YB used in improvement projects

What were the outcomes that were delivered?

1. Mapping and standardization of over 1,200 business processes.

2. A financial benefit of KSH267M in 2013/2014 FY

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Financial - Banking

African Bank

What was the challenge the client was facing?

• Need internal staff to be up skilled in Process Thinking, Wastes identification and elimination and Lean Thinking

• Outsources trainer for Lean Six Sigma GB by iCertGlobal and EduPristine respectively

What was the approach that was used?

1. Develop and deliver Green Belt certification training to the selected staff

What were the outcomes that were delivered?

1. Trained the participants and all passed GB exam and got certified

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Retail

Pharmaceutical Retailer (Thailand)

What was the approach that was used?

1. A team recaptured all As-Is processes and then executed a full process re-engineering exercise to develop the ‘To-Be’ processes and develop a change programme to ensure new process uptake

What were the outcomes that were delivered?

1. Accurate mapping of processes (Level 4 decomposition)

2. Redesign carried out with the ERP systems team to ensure automation benefits were captured.

3. Confidence that new processes supported the business and could be implemented

4. Confidence that new processes were compliant

What was the challenge the client was facing?

• During implementation of an ERP system the client realised their processes had been ill-defined by the system implementers and could be non-compliant in certain areas.

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Financial Services

Financial Firm

What was the approach that was used?

1. Used PMI principles to put in place a project support office and document the project appropriately.

2. Instigated a risk-based approach that identified potential problems and allowed mitigating actions to be set in motion prior to risk impact

3. Streamlining of internal processes within GE team to reduce duplication of effort and rework.

4. Blueprint was developed using process mapping and understanding of desired high-level outcomes.

5. Used new process improvement methodology to assess, redesign and implement some financial processes.

What were the outcomes that were delivered?

1. A compliant licence application was submitted to the regulatory authorities on time.

2. Licence application was successful

3. Clear pathway for the cost management processes to be used to assist in assessing profitability of customers and associated assets.

4. Improvement of closing the books from 8 days to 2 days.

What was the challenge the client was facing?

• Poor project management of a banking licence application process.

• Rapidly approaching deadline for completion of licence application

• Cost management process was ineffective.

• Improvement of accounting processes in finance department