Lean Six Sigma Training & Consulting_Vative

Vative - Truly Innovative 1

Lean Six-Sigma Process Solutions

Australia New Zealand Asia

Driven by Values, Powered by Intellect!

Lean Process Solutions

Operational & Business Improvement

Resource & Skills Development

Government Funded Training

Six-Sigma Operational Forensics

Manufacturing Warehousing & Log. Mining Administration Health CareFinance & Services Communications

Project Implementation


Vative is a group of dynamic and creative individuals that take an analytical approach to process assessment and training.

We develop innovative Lean Six-Sigma solutions according to our customer's specific needs. (Training/Projects/Coaching)

Our skills are a unique combination of Academic and Trade backgrounds which will ensure that the solutions we offer are simple, effective, reliable and sustainable.

With over 18 years of industry experience with multi-national companies such as Robert Bosch, Motorola and other successful Lean companies.

6 years as an established Lean Six-Sigma service provider and Partner with Motorola. Currently assisting 40+ businesses and servicing 8+ RTO’s across Australia & NZ

Head Office in Melbourne with service centres covering all AU, NZ and Asia

Vative About Us


The term “LEAN” is summarized as the effective elimination of “wastage”

Wastage is the misuse or uncontrolled application of our resources, including time management

Waste is anything that can not be seen as Value Adding by the customer

Value Adding actions are ones which increase product or service value

The focus of “Six-Sigma” is to minimise and centralise process variation, thus minimising the chance of “wastage”

What is Lean Six-Sigma?


In an attempt to eliminate wastes & become “Lean”, businesses must implement systems and tools that aid in measuring and removing wastes

These tools have various names and is most commonly known as Lean Six-Sigma Systems

Toyota were the initial innovators of some of these tools and developed a system called Toyota Production Systems or more commonly known as TPS

Motorola also developed a set of tools called Six-Sigma

All these tools and methods aim for the same result, to eliminate waste and develop a perfectly efficient process. These tools and techniques apply to all industries

Who thought of Lean and Six-Sigma?


What is Six-Sigma?


The Objectives of Six-Sigma


Workwith

added value

Work withevident

waste

Work with

concealedwaste

ProcessProcess

Activities through which a product acquires a greater

value.

Activities that are

obviously unnecessary in

order to increase

product value.

Activities that do not

bring an increase in

value but which are

required under given circumstances.

V

W

W

V

W

V

Working

more efficientlyinstead of faster .

Waste EliminationWhat does the customer pay for ?

Ultimate Goal to Eliminate Waste


Vative LPS Tool Kit

Process

Orientation

Pull

Systems

Perfect

Quality

Transparent

Processes

Standardization

Flexibility

Waste Elimination

& CIP

Kanban & Pull Systems

Minimising Work In Progress (WIP)

Adequate material quantities

Reduce material handling effort

Eliminates material shortages

Improve Ergonomics

Quick Change Over (SMED)

Standardizes & optimizes method

Reduces downtime & improves OEE

Assists in batch size reductions

Measures EPEI actual values

Sort (Seiri)

Set In Order (Seiton)

Shine (Seiso)

Standardise (Seiketsu)

Sustain (Shitsuke)

Firewall

Early Warning Systems

Root Cause Analysis

Poka Yoke

8D

5 Whys

Layout Planning

A defined location for Equipment

Optimised flow

Improved planning and strategic changes

Improved workplace aesthetics and assists in 5S

Value Stream Mapping

Identifies improvements

Links between the info & material flow

Determines trigger points and Change Over targets

Determines process pace makers

Transport

Waiting

times

Inventory

Overproduction

Space/surface area

Motion

times

Defects

Time Studies & Procedures

Standard Operating Procedures

Assessment of capacity

Determine labour costs

Balance processes

Predict future process

Total Preventative Maintenance

Routine Maintenance Task

Reduce Break Down Frequency

Set Major Maintenance Schedules

Regular Inspections

Scoreboarding

Andon Boards

Labour Balancing Charts

Heijunka Boards


Lean Six-Sigma Enterprise Approach

Lean/Six Sigma Thinking

2-3 Day Simulation & Leadership

Lean/Six Sigma Thinking

1 Day Simulation

PHASE 2:

EXTERNAL

COACHING/ PROJECT

IMPLEMENTATION

(To be provided by

Vative as part of Cert III/IV training

program - cost

neutral to client)

Grad Cert/Dip/Six-Sigma

Senior Managers, Supervisors,

Group Leaders

Foreman, Operators, Participants

Phase 1: 3 Day Lean/Six

Sigma "in-house"

Workshop at Client

Premises by Vative

INTERNAL CHANGE AGENTS

GREEN & BLACK BELTS

Internal Manager

Shop-floor Area #1

Internal Manager

Shop-floor Area #2

Internal Manager

Incoming Goods

Internal Manager

FG Warehouse

Phase 2:Cert III/IV

Government

Funded Training

provided by Vative

12 - 24 mths

Phase 3: Grad Certificate/Diploma/Six-

Sigma Training provided by

Vative

ENTERPRISE

Cert III – Problem solving focus in syllabus

12 Months – Operators, Participants

Cert IV – Entire Suite of Lean Leadership Tools

12 Months – Foremen, T/Leaders, 5S Leaders (R&R)

•CIP Teams

•Lean Metrics & Score boarding

•Quick Changeover

•Time and Motion Studies

•TPM

•Six Sigma

Roll out of detailed, formal training covering Lean/Six Sigma areas including:

•5S

•Kanban & Just In Time (JIT)

•Capacity Planning and OEE

•Mistake Proofing

•Quality Tools and Root Cause Analysis

•SOP’s

•Labour Balancing


Phase 1 – Lean Leadership/Practitioner

Phase 1 – 3 day workshop including simulations

Lean Certification ladder

Internationally Certified Motorola Program

Lean

Master All Projects

+ 2 Projects

VSM & 5S

+ 1 Project

Lean Expert

Lean Practitioner


Phase 2 - Certificate Training Model

Lean Practitioners

Managers

Diploma

Team Leaders

Cert IV

Team Leaders

Cert IV

Operators

Cert III

Operators

Cert III

Operators

Cert III

Operators

Cert III

Operators

Cert III

Operators

Cert III

Operators

Cert III

Operators

Cert III

Lead and plan

change in the

work environment

Implement

change in the

work environment

Participate in

change in the

work environment

Phase 2 – Certificate training and development model


Establish VSM/VSD of a business value stream to highlight macro wastes

Provides perspective and highlights opportunities specifically related to the value stream of main product or service

Lean Business Health Check (Operational Forensic Assessment)Provides perspective for core functions within the business and highlights micro and system opportunities for improvement

Culture/Morale Survey

Identifies opportunities and barriers in people readiness to enable maximum improvement to the business

Training and Implementation of 2 Lean Six-Sigma Projects9 x 2hr sessions plus 6 hours support/session/group (Groups 10-15 max)

Develop a strategic implementation and training plan. 5S is generally selected as the foundation of Lean!

Quality Assessment & Other projects (3 x 8hr sessions) based on VSM and LBHC outcomes

(18 Lean Toolkit options – refer to Vative Projects Summary)

Training core qualification units (including OH&S and Communication)

Phase 2 – Deployment Steps


What is it?� Value Stream Mapping looks at the process flow

for your highest volume/profit product or service from the supplier to the customer

� This tools helps identify macro wastes and provides direction towards business targets for reducing lead time, WIP and improving information flow

� The results of the VSM/VSD are used to identify the second target project to be implemented with the training program and other opportunities



VSM looks at the business as a whole (Macro Wastes)



What is it?This is a detailed audit process which investigates the critical functions of the business in relation to the 7 lean pillars and identifies opportunities

Areas assessed include any 4 of the following :Production

Procurement

Processing customer orders

Internal Logistics

External Logistics

Associate Involvement

This tool can be used to measure business improvement and plan resource focus.

Business Health Check


Lean Business Health Check

Overall Audit Results

0%

20%

40%

60%

80%

100%Process Orientation

Pull System

Perfect Quality

Flexibility

Standardization

Transparent Processes

Continuous

Improvement

Associate Involvement

and Empowerment

Current

Last Audit

Vative analyse different areas of the business against world class Lean benchmark organisations.

The results give current business measures including suggested actions to make improvements.


Vative measure morale prior to rolling out any programs

It develops a report & suggested action plans for improvement

Cultural Morale

Objective Survey Pre-training results

Work Culture Survey (please tick) Pre-training Post-training

Please do not provide your name as this is a non personal survey

Company Department Date

This survey has been developed to capture some of your thoughts and opinions about your company.

For this survey, morale is defined as a state of mind regarding one’s work life.

Morale includes satisfaction, commitment, loyalty and a sense of common purpose.

The information you provide is confidential & only used to help make improvements.

Your opinion and thoughts are appreciated!

(please complete each statement by circling ONE digit only)

1. Company Communication Never Rarely Sometimes Often Always

1.1 I feel the company is open and honest about information 1 2 3 4 5

1.2 The company promotes the importance of communication 1 2 3 4 5

1.3 Good communication occurs between each department 1 2 3 4 5

1.4 The company provides information about the vision and goals of the business 1 2 3 4 5

Comments or suggestions:

2. Team Communication Never Rarely Sometimes Often Always

2.1 I feel disputes are resolved effectively 1 2 3 4 5

2.2 When I make suggestions I receive feedback 1 2 3 4 5

2.3 We have regular team meetings and I am encouraged to contribute 1 2 3 4 5

2.4 My supervisor/team leader provides clear goals and directions to my team 1 2 3 4 5


3. Involvement Never Rarely Sometimes Often Always

3.1 I work within groups or teams 1 2 3 4 5

3.2 Supervisors and managers ask for my suggestions 1 2 3 4 5

3.3 I am involved when changes occur in my area/department 1 2 3 4 5

3.4 When working on projects I feel my manager helps achieve the goal 1 2 3 4 5


4. Empowerment Never Rarely Sometimes Often Always

4.1 My team works effectively 1 2 3 4 5

4.2 I make important decisions about my process 1 2 3 4 5

4.3 The organisation provides what I need to make improvements 1 2 3 4 5

4.4 I find what I need when I need it because everything is in its place and clean 1 2 3 4 5


5. Rewards/Recognition Never Rarely Sometimes Often Always

5.1 I get feedback on my performance 1 2 3 4 5

5.2 I believe I am fairly rewarded for my extra efforts 1 2 3 4 5

5.3 I feel that I am valued for my efforts and contributions 1 2 3 4 5

5.4 I feel that if I do well at work I can progress in my career 1 2 3 4 5


6. Satisfaction Never Rarely Sometimes Often Always

6.1 My work involves variety 1 2 3 4 5

6.2 I am happy coming in to work 1 2 3 4 5

6.3 I feel respected and safe in my workplace 1 2 3 4 5

6.4 My employer deals with discrimination fairly 1 2 3 4 5


7. Occupational Health & Safety Never Rarely Sometimes Often Always

7.1 I feel safe & protected in my workplace 1 2 3 4 5

7.2 I have the correct lifting aids and equipment to allow me to work safely 1 2 3 4 5


Our training and development model

Cascading Lean Objectives

Managers

Diploma

Team Leaders

Cert IV

Team Leaders

Cert IV

Operators

Cert III

Operators

Cert III

Operators

Cert III

Operators

Cert III

Operators

Cert III

Operators

Cert III

Operators

Cert III

Operators

Cert III

Lead and planchange in the

work environment

Implement change in the

work environment

Participate and

support in

change in the

work environment


Vative train your staff to be proactive about OHS in the workplace

Occupational Health & Safety

Identify & report hazards

Conduct Risk Assessments

Emergency Evacuation Plans

Employer & Employee Responsibilities

PPE


Effective Communication

The Power of Meetings


Conduct tagging of unnecessary items around the workplace

5S – S1 Sort


Establish White tag holding areas to place the tagged items

5S – S1 Sort


5S – S2 Set In Order

Organise areas so the tools and equipment can be controlled at a glance



‘A place for everything and everything in its place’



‘Visual min/max levels on materials and consumables’


5S – S3 Shine

Develop cleaning rosters Cleaning equipment required


5S – S4 Standardise

5 mins 5S - Daily checklist

5S Audits to measure progress

5S results displayed to promote competition between departments


5S – S4 Standardise

Develop Standard Operating Procedures (SOPs)


Sustaining the changes – making habit of 5S activities, building

discipline and continuous improvement into the culture

Vative Auditing tools and process can help Sustain the change!

5S – S5 Sustain


2nd Project Options

All Six-Sigma Belt training and project services

Lean Metrics

Kaizen - Continuous Improvement

Quick Change Over (QCO)

Mistake-proofing (Poka Yoke)

Kanban and Just In Time (JIT) systems

Measuring Overall Equipment Effectiveness (OEE)

Standardised Work & SOPs

Total Productive Maintenance (TPM)

Time studies & Labour balancing

Layout planning

Quality firewalls and Early Warning Systems


Lean Six-Sigma Process Solutions & Training

Where To Find Us!

Office: Suite 1.22, 202 Jells Rd Wheelers Hill 3150 VIC

Australia

Phone: (03) 9560 5515

www.vative.com.au or www.six-sigma.com.au

Lean Six Sigma Training & Consulting_Vative

Business

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