Lean Six Sigma ExBrie Pos
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Transcript of Lean Six Sigma ExBrie Pos
Lean Six Sigma
…to provide the background and infrastructure for successful Lean Six Sigma deployment
to understand DMAIC problem solving, key tools, roles and responsibility, and infrastructure of Lean
Six Sigma
About SSCX
ExperienceExpertise
Key Learning Points
Our Experience
► Operational Excellence consulting and training firm with established methodology and framework.
► Help companies save billions of Rupiah per year during deployment in our clients.
► Built lasting change for OpEx Strategy Implementation.
Coach of Asia's Six Sigma Conference BEST DEFECT ELIMINATION
SERVICE & TRANSACTIONAL winner!
“Integrating Freeport Mining Concentrating Division’s human capital and management commitment with SSCX’s quality service is what drives us forward in accelerating cost transformation…”
Iyas KusnadiConcentrating Division - Freeport
Indonesia
Training and Coaching► American Society for Quality (ASQ) partner in
Indonesia (exam-proctor), now you can take ASQ Certified Black Belt or Green Belt in Jakarta. www.ASQ.org.
– Next: Oct 1, 2011 (Reg before Aug 12)
► Society of Manufacturing Engineer (SME) exclusive partner in Indonesia (training and certification), now you can take international Lean Certification in Jakarta. www.SME.org. “Bank Mandiri has strong passion in delivering top notch
services to satisfy our customers and to be the best bank with strong positive culture, SSCX shares the same
passion and quality!”
SasmitaDirector of Technology and Operations - Bank Mandiri Tbk
Our Clients - shortlisted
Perusahaan Andalan,..Produk dan Pelayanan Terbaik…► Sehat secara finansial dengan indikator finansial
yang mantap dan stabil► Pelanggan yang puas dan loyal sehingga
pelanggan yang terus bertambah► Proses Bisnis Internal yang efektif dan efisien
serta memudahkan pelanggan► Pertumbuhan dan Pembelajaran yang terjadi
terus menerus bagi karyawannya sehingga dapat mencapai pertumbuhan berkesinambungan
Yang Kita Butuhkan...Ketiganya sama penting:
► Top-down Alignment dengan strategi bisnis
► Infrastruktur untuk mendukung upaya perubahan
► Common Discipline untuk keselarasan dan pengaturan sumberdaya untuk mencapai visi
CalibrateVision
Method
Commitment
Discipline
Infrastructure
StrategicAlignmen
t
Yang Kita Butuhkan…
LEAN SIX SIGMA !
Definisi Lean Six Sigma► Operational Excellence strategy that is providing
framework to prioritize resources for projects that will improve key metrics, and leverages leaders who will manage the efforts for rapid, sustainable, and improved business results.
► Strategi Operational Excellence yang menyediakan kerangka kerja untuk memprioritaskan sumberdaya untuk proyek yang akan meningkatkan metrik-metrik utama dan leverage (“ungkit/dorong”) pemimpin yang akan mengelola upaya untuk hasil bisnis yang lebih cepat dan berkesinambungan.
Traditional Performance Paradigm► Selama ini, banyak perusahaan
meyakini bahwa ada salah satu opsi yang bisa ditempuh, apakah speed, ataukah quality, ataukah cost. Atau minimal, selalu ada aspek yang dikorbankan.
► Contohnya, untuk menurunkan delivery time, perusahaan menggunakan perusahaan ekspedisi yang membuat cost jadi naik, dan kualitas dikorbankan karena fokus pada volume.
Shorter Deliver
yTimes
Improved
ProductQuality
Lower ProductCosts
New Performance Paradigm► Paradigma baru merubah ini, justru
sebuah peningkatkan di salah satu aspek akan memperbaiki kinerja dari aspek lain.
► Contohnya, untuk mencapai penurunan waktu delivery dilakukan dengan eliminasi rework, scrap, dan inefisiensi lain di proses produksi, yang berarti naiknya kualitas produk dan turunnya biaya produksi!
Shorter Deliver
yTimes
Improved
ProductQuality
Lower ProductCosts
Lean Six Sigma Strategy► Untuk mengimplementasikan
paradigma baru ini, perusahaan beralih ke dua strategi process improvement Lean dan Six Sigma.
► Lean fokus pada penurunan lead time dan cost.
► Six Sigma fokus pada peningkatkan kualitas dan cost.
► Lean Six Sigma mengkombinasikan kelebihan kedua strategi ini.
Lean Focus
Six
Sigm
a Fo
cus
Lean Six Sigma
Shorter Deliver
yTimes
Improved
ProductQuality
Lower ProductCosts
Mengapa Butuh Kualitas dan Lead Time Reduction?► Customer Loyalty dan Customer Retention► Kebutuhan akan lead time yang lebih pendek► Meningkatnya kebutuhan akan fleksibilitas dan ukuran lot
atau batch yg lebih kecil► Meningkatnya kebutuhan akan kapasitas proses atau
produksi► Ekspektasi akan lower invested capital + higher financial
returns► Tekanan penurunan harga; perlu upaya penurunan biaya
Keuntungan Integrasi Lean dan Six Sigma► Kombinasi 2 metode yang sudah terbukti; Lean tools dan
Six Sigma dalam sebuah implementation framework yang dikenal dengan DMAIC.
► Metodologi dan bahasa yang umum yang dikenal oleh organisasi global (multi bahasa)
► Terminologi yang umum akan mempermudah replikasi yang cepat dari sebuah best practice ke seluruh lokasi dari sebuah organisasi
► Membuat single framework untuk memecahkan masalah di proses di berbagai area dalam organisasi (misalnya Sales, Marketing, Customer Services, IT, Manufacturing dapat berinteraksi dalam memecahkan sebuah persoalan)
Contoh-Contoh Proyek Lean Six Sigma di Berbagai Industri► Percepatan cycle time proses► Percepatan lead time proses lead time► Peningkatan kualitas pelayanan► Meningkatkan kepuasan pelanggan► Mempercepat waktu respon di customer service► Meningkatkan output produksi► Meningkatkan % delivery on time► Mengoptimalkan level inventory► Meningkatkan produktivitas karyawan
Contoh-Contoh Proyek Lean Six Sigma di Berbagai Industri► Meningkatkan availabilitas mesin atau sistem► Mengurangi setup time produk atau servis► Mengurangi unplanned down time mesin atau
sistem► Meningkatkan reliabilitas mesin atau sistem► Meningkatkan reliabilitas produk atau servis► Mengoptimalkan parameter mesin atau sistem► Menurunkan % cacat produk maupun servis► Meningkatkan efisiensi energi
Contoh-Contoh Proyek Lean Six Sigma di Berbagai Industri► Menurunkan lead time proses procurement ► Meningkatkan kepuasan pelanggan► Menurunkan tingkat kecelakaan kerja► Menurunkan tingkat keluhan pelanggan► Menurunkan jumlah limbah► Dan masih banyak lagi
Green Belts
• Lead and Communicate change
• Ensure Strategy – Link project
• Reports results• Monitor Project
progress• Remove Roadblocks
• Project sponsor & owner
• Implements solutions• Owns financial results• Part time
Experienced Experts• Train and coach• Support
large/complex projects
• Full time - Corporate/Regional
Manager, Engineer,…• Lead and Facilitate problem
solving Process• Train and coach project teams• Part time – 25-30% on projects
• Lead Corp and BG deployment design and roll-out
• Remove roadblocks
SteeringCommittee
MasterBlack Belts
Champion
Project Level
Line Level
Line Management
Shopfloor, Clerical• Provide project-
specific support• Use single tools• Part time
Project TeamMembers
Continuous Improvement Roles
Full Deployment vs Sniper Cell Approach
0 1 2 3 4 5 Years
$ B
enef
it
$0
1:1
2:1
3:1
5+:1
4:1
‘Sniper – Cell’ approachProject Discipline Only
Strategic IntegrationInfrastructure
Disciplined Execution
Successful
deployment
Less Successfu
l deployme
nt
Critical Zone of Business
Process Improvement
Lean Six Sigma: Life of a Project
LeadershipCommitme
nt
Determine Highest Value Initiatives
DetailProjects – ID Sponsor
I.D. Potential Projects
Operating Agenda
Benefit-Effort Matrix
Prioritize Projects
CommitResources
PerformInitial Screen
Project (Team)Launch
Monitor Project Results
Celebrate Wins /Share Lessons Learned
Report Results /Control for Long Term
CID Overlap Area Sponsor
Project Identification
Project Selection/Release Project Execution
$$
Projects1.2.3.4.5.
PeopleAnn
Bob
Joe
Plans
VoB, VoC, VoP, VoE
GateReview
StopStop
GateReview
StopStop
GateReview
StopStop
GateReview
StopStop
GateReview
StopStop
Define
Measure
Analyze
Improve
Control
Validate
GateReview
StopStop
Effort(Capex & Time)
Benefit(Value
Creation &EHS Perfor-
manceImprove-
ment)
HHLL M
1313
66
1515
11 88
33
1212
99
4477
1717
1414
22115
1010
1616
L H
L
M
H
Proposed Timing and MilestonesInitiativesCapex($M)
ValueCreation
($M)
40 90
450 200
100 75
40 50
na na
1. Plant X Optimization
2. Plant Y Expansion
3. Partial closure of PlantZ and Harvest
4. Profitable extension ofparticipation in Market X
5. EHS FIRSTImplementation
1 20032 3 4 1 20042 3 4 1 20052 3 4 1 20062 3 4 1 20072 3 4
Target Completion
Key BU Decision Point
Request for Capital from ExCom
Expenditure of Capital
Action
Long-List of Potential CI Projects
Process analysis linksthe business byprocess (versusfunctions) and givesperspective on projectideas
OperatingAgenda
(from MaxValStrategy
Development)
Voice ofCustomer
(VoC)
Voice ofProcess(VoP)
Voice ofBusiness
(VoB)
Three lenses/ Tools
Identifying gaps inmeeting customersneeds (criticalcustomer requirements)provides ideas forprojects
Performing financialanalysis identifiesgaps in performanceto generate projectideas
Others•Bottom - up•EHS•Regulatory
Sources
StrategicAgenda
Project Selection
Prioritize List of Defined Projects
Score each project in terms of Benefit and Effort
Fill in Benefit/Effort Matrix Review plotted results Select highest priority
potential projects for further analysis
Assign potential projects to project sponsors for better definition of the project (creation of the “project charter”)
Complete Draft Project Charters/Definitions
Identify Potential Projects
Screen Initial List of Potential Projects
Scope and Define Projects
Evaluate projects using Evaluation Criteria
Update Benefit/Effort Matrix
Review plotted results Rich
discussion/Prioritize projects
Schedule project launches based on resource availability
Pass the Operating Agenda initiatives through filters to identify potential CI projects:
Voice of the Customer Voice of the Business Voice of the Process Voice of the Employee
Tool to identify gaps/potential projects
Project Selection
INPUT: Operating Agenda Initiatives
Generate/ Discover Potential Projects
Define and Prioritize Projects
Projects-in-Process Management
Divergent, Messy, Iterative Activity
Convergent, Orderly, Iterative Activity
Project Queue
Sequenced & Gated Projects
INPUT: Bottom-up Ideas
Long-List of Potential CI Projects
Define
Measure
Analyze
Improve
Control
Main Activity:
• Clarify and Define Y• Setting the target Y• Determining VoC/VoB• Define project scope• Establish Team• Project Plan• Calculate the Value
Creation• Update Project
Charter
Main Activity:
• Planning for data collection
• Validate measurement system
• Value Stream Mapping
• Identify Quick Wins• Measure the
condition (baseline), Y, and x's
• Measuring stability and process capability
Main Activity:
• Identify and prioritize x (root problem)
• Identify Non-Value Added Activities
• Finding solutions and prioritize potential solutions
• To test the hypothesis "y vs. x”
Main Activity:
• Piloting the solution on a small scale
• Implementation of the overall solution
• Verification of improvement (the impact of the solution)
Main Activity:
• Controlling KPOV and KPIV
• Project Document• Recalculate the Value
Creation• Plan for duplication of
solutions• Project Closing and
handover to the Process Owners
Key Tools:
• Pareto• Project Charter• Action Plan• Process Map / Flow• SIPOC• FMEA• Team Effectivement
Key Tools:
• Data Collection Plan• MSA – Gage R&R• Value Stream Mapping• Control Chart• Capability Analysis• Quick Win• Value of Speed (WIP
Control)
Key Tools:
• Brainstorming• Basic Improvement
Tool• FMEA• C/E Matrix• Hypothesis Testing• Solution Matrix
Key Tools:
• Design of Experiment
• Pilot Plan• Hypothesis Testing• Four Step Rapid
Setup Method• Productive
Maintenance• Reliability
Key Tools:
• Control Plan• FMEA• Mistake Proofing• Control Chart• Project Handover
Quick Win and Kaizen Blitz
Project Roadmap
Initial StudyExecutive Briefing
Infrastructure DevelopmentProject Selection and
PrioritizationGreen Belt Training
CoachingInfrastructure Development
Project Selection and Prioritization
Black Belt TrainingGreen Belt TrainingBlack Belt Coaching
Green Belt CoachingBlack Belt DEEP DIVE
Green Belt TrainingBlack Belt MentoringGreen Belt Coaching
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
1st Wave
1st Wave
2nd Wave
3nd Wave
Equipping LOW
Equipping LOW
Equipping HIGH
Take Aways► Lean dan Six Sigma adalah dua strategi yang independen
tetapi memberi manfaat dan dampak luar biasa saat disinergikan.
► Lean Six Sigma membutuhkan minimal strategic alignment, disciplined execution, dan change infrastructure agar berjalan baik dan berkesinambungan.
► Metode DMAIC adalah metode problem solving dalam Lean Six Sigma dan jika dijalankan dengan benar akan menciptakan peluang perbaikan yang signifikan.