Lean Six Sigma Lean Thinking...Lean Six Sigma Lean Thinking Pádraig McCabe Facilitator...
Transcript of Lean Six Sigma Lean Thinking...Lean Six Sigma Lean Thinking Pádraig McCabe Facilitator...
Lean Six Sigma
Lean Thinking
1987
1996
2005
2020
o Theoryo Maths & Statso Principleso Mindseto Tools & Techniqueso DMAIC Project Managemento Structureo Cultureo Philosophy
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Roles within Lean 6 Sigma
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Lean Basics
External entity that buys the product or
service ( pays the invoice )
Internal support functions within your own organisation
RegulatoryBodies you have
to report to / comply with
VA
NNVA
NVA
Six Sigma Basics
Y = f (Xi) To control Output Y
All critical inputs must be identified& Controlled
Only then will we have ”control” of theVariation in and performance of a process
The problem with Averages
20, 30, 50, 70, 80.
Standard Deviation
1, 2, 3, 4, 5, 6, 7, 8, 9
Standard Deviation
1, 2, 3, 4, 5, 6, 7
-3, -2, -1, 0, +1, +2, +3
Standard Deviation
Averages – Find the best route to work every dayYou record the travel timeover a 2 week period
Route A has an averageOf 20 mins
Route B has an averageOf 19 mins
Which Route do you pick ?
Averages – Find the best route to work every day
Lower SigmaLower Variation
And that number is 99.9997%
DMAIC Basics
Project Methodologies
PMI’s PMBOK
Prince 2
Agile & Scrum
Lean / DMAIC
DMADV / DFSS
Project Selection
• Project Selection
Must align to strategy of the business
Must bring potential benefits
Must have a clear sponsor / champion
Timebound (> 5Mins < Infinity ) 1 to 6M
Potential Projects
Potential Projects
T
E
C
D
R
Q
Potential Projects
• Project Selection
Document Basics
• Project Selection
• Project Charter
• SIPOC
• Stakeholder Management Plan
• VOC, VOP, CTQ Inputs established
• Process Focus – Process Map
• Team & Change Management Plan / RACI
• SIPOC
A high level map which helps to visualise the “voice of the customer” and begin to see the relationship between
Inputs & Outputs
Value Stream Mapping - Measurements
• Process Time PT Timeline
• Waiting Time WT Timeline
• Leadtime LT Timeline
• Time Metric % Activity Ratio ( PT / LT )
• Quality Metric % RTY Rolled Throughput yield
Activity Ratio :
Considers total Lead time of a process as a combination of
Process time ( useful ) & Waiting Time ( waste )
LT = PT + WT
A:R = PT / LT
PCE = Process Cycle Efficiency
Considers the Leadtime of a process as being a combination of Value Add ( VA ) + Non-Value-Add ( NVA ) + Necessary-Non-Value-Add ( NNVA ).
PCE examines the relationship between VA and LT.
LT = VA+NVA+NNVA
PCE = VA/LT
Gate Reviews
Benefits of the Gate Review
• Provides high-impact coaching opportunity• Helps establish key deliverables• Relates to Milestones in the project plan• Prevents project rework• Prevents false starts• Generates buy-in• Provides formal status reporting• Highlights risks, issues, resource needs• Shares Best Practices• Manages EHS impact
Structure of a Gate Review
•Project Charter – highlight any changes•Project benefit update•Follows the DMAIC roadmap•Expect to spend 30-60 minutes per phase•1/3 project presentation•2/3 questions and discussion
Gate Review Attendance
Initially, face-to-face meetings or a conference call/teleconference is recommended.
Black Belt/Green Belt…………………….RequiredProject Sponsor…………………………..RequiredProcess Owner …………………………..Required (if not = Project Sponsor)
Project Team ……………………………..RequiredStakeholders ……………………………SuggestedCI Director or CI Champion ……..RecommendedValue Chain Partners …………………….Optional
DEFINE:
CharterSIPOCStakeholder MgmtTeam selectionRACICurrent State MapVoice of Customer
MEASURE:
Data TypesMSADPMOFTYRTYOEEActivity RatioPCETAKT TimeProcess MapsCp / Cpk
ANALYSE:
Hypothesis TestAD TestANOVAMultiVary StudyT-TESTPareto Run ChartsControl ChartsIsikawa5 W’s5 WhysFMEAPICK ChartDOEMeasures Central TMean / Mode / MedianRangeQuartilesIQR
IMPROVE:
Kaizen5-SSMEDKanBanPoka YokeVisual managementANDONGEMBATPM
CONTROLS:
Standard WorkFuture State MapAuditsKPI’sControl ChartsQuality PlanResponse PlanReward & Recognize
KanBan
Kaizen
KAIZEN Event
A3 Basics
A3 & PDCA Cycle
Describe the Current state What are we trying to solve.
( PLAN )
Background & Support Data( PLAN )
Set Goals and Targets.Define what success looks like
( PLAN )
Implement the Countermeasures( DO )
Follow UP ( Check )
Perform Root Cause Analysis( PLAN )
Design Counter Measures( PLAN )
Follow UP ( Act )
Plan
DO
Project Leadtime
Do Check Act
Project Leadtime
▰ A common Format
▰ A single sheet
▰ 7 Blocks
▰ Based on PDCA Cycle
▰ Focus on understanding
▰ Advantage of planning
What is A3
Foundations
Behaviours
Artefacts