Dennis Bonny

Director

Jim Hudson

Maintenance Coordinator

Jim Varney

Work Control Supervisor

1254 South Florida Ave

Rockledge, Florida 32955

THE ROAD TO

CONTINUOUS PROCESS

IMPROVEMENT (CPI)

WORKSHOP

By Robert J. Wiebel

Project Administration Specialist II

Plant Operations and Maintenance

Business Transformation

Question:

Does your plant operations and maintenance organization have the processes, discipline, and organizational mindset to provide meaningful organizational innovative services for your customers on a continuous basis?

Lean Six Sigma

Lean six Sigma in Education is a

Continuous Process Improvement

(CPI) strategic approach for developing

a school facilities culture of continuous

improvement in the areas of HVAC

systems reliability, work order process

cycle times, work order costs in terms

of less total resource consumption, and

maintenance and repair quality, and

productivity.

Lean Six Sigma

Lean Six Sigma is a business improvement methodology that maximizes value by achieving the fastest rate of improvement in customer satisfaction, cost, quality, process speed, and invested capital. The fusion of Lean and Six Sigma improvement methods is required because1:

•Lean cannot bring a process under statistical control.

•Six Sigma alone cannot dramatically improve process speed or reduce invested capital.

•Both enable the reduction of the cost of complexity.

1. U.S. Army Business Transformation Office Definition

LEAN SIX

SIGMA

Lean Six Sigma

LEAN SIX

SIGMA

Reduce cost through process optimization

Meeting customer and/or stakeholder requirements and/or

expectations and improving quality by measuring and

eliminating defects.

1. Goal: Increased service not just cost-cutting.

2. Aim: Effectiveness not just efficiency.

ANALYZE

OPPORTUNITY

PLAN

IMPROVEMENT

FOCUS

IMPROVEMENT

DELIVER

PERFORMANCE

IMPROVE

PERFORMANCE

DEFINE

OPPORTUNITY

MEASURE

PERFORMANCE

ANALYZE

OPPORTUNITY

IMPROVE

PERFORMANCE

CONTROL

PERFORMANCE

LEAN

SIX SIGMA

1. IBM Global Business Services – Driving operational Innovation Using Lean Six Sigma

Manufacturing Lean Six

Sigma Wastes

1. Transportation: Moving materials and output unnecessarily.

2. Inventory: Overproduction resulting in too much stock.

3. Motion: Inappropriate sitting of teams or equipment.

4. Waiting: Equipment failure, for example, which causes delays.

5. Over-Processing: Performing unnecessary processing steps.

6. Over-Production: Producing more stock or producing it earlier than

needed.

7. Defects: Dealing with rework.

Plant Operations Lean

Six Sigma Wastes

1. Transportation:...................

2. Inventory:........................

3. Motion:...........................

4. Waiting:..........................

5. Over-Processing:..................

6. Over-Production:..................

7. Defects:..........................

Lean Flow

Putting Lean Flow to work1

Implementing a Lean Flow requires having the right data and knowing how to use it. There are a

number of different approaches taken by organizations, but fundamentally, Lean Flow is achieved

by:

• Analyzing the steps of a process and determining which steps add value and which do not.

• Calculating the costs associated with removing non-value-added steps and comparing those

costs versus expected benefits.

• Determining the resources required to support value-added steps while eliminating non-value-

added steps.

• Taking action.

1. XEROX Lean Six Sigma in Higher Education.

The Deming Wheel

The Deming Wheel

When to Use Plan–Do–Check–Act

1. As a model for continuous Improvement.

2. When starting a new improvement project.

3. When developing a new or improved design of a process, product or service.

4. When defining a repetitive work process.

5. When planning data collection and analysis in order to verify and prioritize problems or root causes.

6. When implementing any change

The Deming Wheel

Plan–Do–Check–Act Procedure

1. Plan: Identifying and analyzing the problem.

2. Do: Developing and testing a potential solution.

3. Check: Measuring how effective the test solution was, and analyzing whether it could be improved in any way.

4. Act: Implementing the improved solution fully.

How to Use The Tool

The PDCA Cycle encourages you to be methodical in your approach to problem solving and implementing solutions. Follow the steps below every time to ensure you get the highest quality solution possible.

Step 1: Plan

First, identify exactly what your problem is. You may find it useful to use tools like Drill Down, Cause and Effect Diagrams, and the 5 Whys to help you really get to the root of it. Once you've done this, it may be appropriate for you to map the process that is at the root of the problem

Next, draw together any other information you need that will help you start sketching out solutions.

Step 2: Do

This phase involves several activities:

Generate possible solutions.

Select the best of these solutions, perhaps using techniques like Impact Analysis to scrutinize them.

Implement a pilot project on a small scale basis, with a small group, or in a limited geographical area, or using some other trial design appropriate to the nature of your problem, product or initiative.

Our section on Practical Creativity includes several tools that can help you generate ideas and solutions. Our section on Decision Making includes a number of tools that will help you to choose in a scientific and dispassionate way between the various potential solutions you generate.

Note:The phrase "Plan Do Check Act" or PDCA is easy to remember, but it's important you are quite clear exactly what "Do" means. ""Do" means "Try" or "Test". It does not mean "Implement fully." Full implementation happens in the "Act" phase.

How to Use The Tool

Step 3: Check

In this phase, you measure how effective the pilot solution has been, and gather together any learning from it that could make it even better.

Depending on the success of the pilot, the number of areas for improvement you have identified, and the scope of the whole initiative, you may decide to repeat the "Do" and "Check" phases, incorporating your additional improvements.

Once you are finally satisfied that the costs would outweigh the benefits of repeating the Do-Check sub-cycle any more, you can move on to the final phase.

Step 4: Act

Now you implement your solution fully. However, your use of the PDCA Cycle doesn't necessarily stop there. If you are using the PDCA or Deming Wheel as part of a continuous improvement initiative, you need to loop back to the Plan Phase (Step 1), and seek out further areas for improvement.