heaher mccain lean six sigma - pmi kc mid...
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Introduction to
Lean Six Sigma
Heather McCain
© Heather McCain 7/15/20161
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Agenda for Today
• Understanding Lean, Six Sigma, and
Lean Six Sigma
• Understanding of what LSS can do for
me and my organization
• Implementing Lean Six Sigma
• Leadership Lessons
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Lean Six Sigma
• Methodology for reducing waste and variation in processes that impact employees, customers, clients, and business leaders.
� Lean -- reduce waste
� Six Sigma -- reduce variation
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History of Six Sigma
• Became popular in the 1990s due to
GE’s Jack Welch and AlliedSignal’s
Larry Bossidy.
– included a strategic element of
business planning
– focused their initiatives on
customer satisfaction and business
performance.
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• Developed by Motorola in the 1980s
– 1985 Bill Smith coined the term
– 1987 trademarked
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History of Lean Six Sigma
The combination of the methodologies
occurred in the late 1990s.
© Heather McCain 7/15/2016
Teams often needed to implement
Lean concepts to reduce waste
before applying Six Sigma
concepts to reduce variation.
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Overview of Lean Six Sigma
• Lean is used for:
– Waste reduction
– Minimizing
redundancies
– Improving work flows
– Human mistake
reduction
• Six Sigma is used for:
– Reducing quality
issues
– Reducing variation
– Solving complex
issues
– Assuring root causes
are eliminated
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What is Lean?
• Toyota Production System
• Methodology to improve production systems
• Goals of Lean– Improve Quality
– Eliminate Waste
– Reduce Costs
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Create a learning
organization
5 Principles of Lean
Directly observe work as activities,
connections and flows
Systematic
waste
elimination
Systematic
Problem
Solving
Establish high agreement of what and how
Action
Reflection
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What is Waste?
– Anything beyond the absolute minimum amount of
• Materials
• Manpower
• Machinery
needed to add value to a product or service.
Systematic Waste Elimination
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Seven Muda (Wastes)
• Defects
• Overproduction
• Transportation
• Process waste (including over processing)
• 8th added later – Underutilizing people
• Waiting
• Inventory
• Motion
Note: some wastes fit in more than one category
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5S + 1
• Sort (Seiri)– Keep only what is required
• Store / Set (Seiton)– Arrange and identify for ease of use, organize
• Shine (Seiso)– Clean regularly. Clean up everything
• Standardize (Seiketsu)– Eliminate causes and reduce variations,
make standards obvious
• Sustain (Shitsuke)– Plan, schedule, train, and control
• Safety
The methodology for
creating
and maintaining an
organized, clean,
and safe work
environment to
deliver
and achieve high
performance.
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What is Six Sigma?
• A strategy for improving the business.
• A method of understanding and satisfying customers true needs.
• A set of leadership behaviors that help promote a culture for learning, improvement and success.
• A method of improving the understanding of business processes by:
– identifying opportunities for cost savings and to realize those savings (dMAIC)
– optimizing a product, process or service prior to launch (DFSS)
• A way of increasing the profit in your business.
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What is Six Sigma?
Defects per
Sigma % Million
Level Good Opportunities
3 93.0% 66,807
4 99.4% 6,210
6 99.999% 3.4
0 σ = 100% Bad
3 σ = 7 Bad
4 σ = 1 Bad
6 σ = 0 Bad
Bottle of Pills
100
C-17 (1,300,000 Holes with Fasteners)
0 σ = 1,300,000 Missing Fasteners
3 σ = 86,849 Missing Fasteners
4 σ = 8,073 Missing Fasteners
6 σ = 4 Missing Fasteners
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1.5 sigma shift
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Opportunities for Improvement
Improve design for
manufacturability
Improve
manufacturing
capability
Design ProcessPrevent defects in product development
Define(Customer domain)
Characterize(Engineering domain)
Optimize(Robust design)
Verify(Design validation)
Continuous ImprovementEliminate defects in production
Define(Customer domain)
Analyze(Problem solving)
Improve(Root cause eliminated)
Control(process control)
Measure(Production domain)
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DMAIC--Define
• Identify Customers
– Internal
– External—end-users, intermediate,
impacted
• Identify Critical to Quality (CTQ)
– Key Characteristics / Dimensions
– Critical to customer’s perception of
quality
– Measurable
• Create a high-level Process Map
Define(Customer)
Analyze(Problem solving)
Improve(Root cause eliminated)
Control(Permanent solution)
Measure(Production)
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The Customer-Supplier Chain
SIPOC
ProcessSupplierInputs
CustomerOutputs
Expec
tations
Understand
Agree
SupplierCustomer
SupplierCustomer
Customer
Supplier
Understand
Agree
Understand
Agree
Expec
tations
Expec
tations
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Customer Expectations
Dissatisfaction--didn’t meet customer expectations
– Did not understand the expectations
• Need to address the “voice of the customer” in the early design cycle
• Need to understand the whole product/service experience
– Failed to deliver on the expectations
• Need to communicate expectations to product/ service providers (manufacturing, suppliers, retailers, …)
• Need to improve the product, process or service
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High Level Process Map
People Machine/Method
EnvironmentMaterials
INPUTS OUTPUTS
What are we trying
to make or do?
Think in terms of the
product or finished
goods or service, not
machine, process, etc.
Product
By-Product
Key Input Variables
Key Output Variables
Support processes
Management processes
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DMAIC--Measure
• Establish and measure inputs (X’s) and outputs (Y’s)– Key input variables (x)– Key output variables (y)
• Plan for Data Collection– What varies– What to measure– How to measure– What to look for in the data
• Validate Measurement System– Measurement System Analysis– Gage R&R
• Sampling– Producer’s/Consumer’s Risk– OC curves
Define(Customer)
Analyze(Problem solving)
Improve(Root cause eliminated)
Control(Permanent solution)
Measure(Production)
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Measurement Systems
The collection of instruments or gages,
standards, operations, methods, fixtures,
software, personnel, environment, and
assumptions used to quantify a unit of
measure.
σ2Total = σ2
Process + σ2Measurement
Measurement Analysis
Value
Process Decision
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Measure Systems Analysis
• Guidelines for assessing the quality of a measurement system
– What is measured?
– Who measures it?
– What type of equipment is used?
– How is it measured (manually/automatically)?
– Where is it measured (environment)?
– How difficult is the device to use?
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DMAIC--Analyze
• Identify sources of variation
– What can vary
– What are the vital few x’s
• Screen potential causes
– What could go wrong
– What types of problems do we
see
• Test hypothesis
– If x varies what happens to y
Define(Customer)
Analyze(Problem solving)
Improve(Root cause eliminated)
Control(Permanent solution)
Measure(Production)
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Sources of Variation
Y=f(X) Y is dependent upon X
Process
Environment
Support processes Management processes
Inputs
People
Materials
Equipment
Requirements
Outputs
Product
By-product
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DMAIC--Improve
• Determine variable
relationships
• Select a solution
• Confirm and validate
improvements
Define(Customer)
Analyze(Problem solving)
Improve(Root cause eliminated)
Control(Permanent solution)
Measure(Production)
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DMAIC--Control
• Develop process
control and control
plans
• Document process and
lessons learned
Define(Customer)
Analyze(Problem solving)
Improve(Root cause eliminated)
Control(Permanent solution)
Measure(Production)
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Lean Six Sigma and Project Management
PMGT 800 Lesson 2
Summer 2015
©2015 Heather McCain
Slide 26
Lean Six Sigma’s Evolution, Doug Mader
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• Initiating Process
• Planning Process
• Execution Process
• Monitoring & Controlling Process
• Closing Process
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Project Management Process Groups
Define(Customer domain)
Analyze(Problem solving)
Improve(Root cause eliminated)
Control(process control)
Measure(Production domain)
• Project Charter
• Stakeholders
• Schedule, cost
• Risk
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Lean Six Sigma as a Project
http://ww.qa-inc.com/LeanSixSigmaSoftware/Black_Belt_XL/charts.asp
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What can Lean Six Sigma do for me
and my organization?
• Customers– Customer Satisfaction
– On-time delivery/cycle time reduction
– Market share
• Profit– Expenses/cost savings
– Revenue
– Assets
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• Synergy– Team work
– Strategy alignment
– Variation Reduction
– Alignment of Projects
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Why Six Sigma?
• Customers
• Profit
• Synergy
Six Sigma is not
merely a quality
initiative; it is a
business initiative.
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Implementing Lean Six Sigma
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� Business level
� Process level
� Operations level
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Implementing Lean Six Sigma
• Leadership
• Infrastructure
• Communication /
awareness
• Stakeholder
feedback
• Process feedback
• Project selection
• Project
deployment
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Project Selection
• Customer Value Projects
– Internal customers
– External customers
• Shareholder Value
Projects
– Efficiency
– Revenue / cost
• Other Projects
– employee morale
– regulatory concerns
– environmental issues
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Project Selection & Management
Voice of
the
Business
Voice of the
Customer
Voice of
the
Process
Potential Projects
Brainstorming
Sessions
Exploratory
Data Analysis
• Strategic fit
• Duplication/rationalization
• Initial cost/benefit/risk analysis
Prioritized Projects
Future Projects
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Project Charter
• Business Area
• Time Frame
• Problem Statement
• Scope and Boundaries
• Business Needs
– Link to strategy
• Objectives (SMART)
– Simple or specific
– Measurable
– Agreed upon or
achievable
– Realistic or results
oriented
– Time related
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Implementing Lean Six Sigma
• Impact Determination / Financial Analysis
• Project Over-site
– Measurement format
– Reporting format
– Project hopper
– Financial
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Leadership Lessons / Success Factors
• Active participation of senior executives– Mentors, champions
– Resources
– Barrier busters
– Celebrate early wins
• Strategy Linkage
• Focus on results– Clear vision
– Project tracking
– Work on vital few, not trivial many
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Leadership Lessons /Success Factors
• Customer Focus
• Supplier/Procurement Strategy
• Technical Support (MBBs)
• Deployment Plan
– Full-time versus part-time resources
– Incentive programs
– Training
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Communicate, communicate, communicate
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Leadership Lessons /Success Factors
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Can be implemented in
– small organizations
– service organizations
– large manufacturing
companies
Anywhere you need to reduce
waste and variation.
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Lean Six Sigma
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Lean Six Sigma is NOT:
• Just for manufacturing
• Training a few Black Belts to perform miracles in a
vacuum
• Only tools and statistics
• A one-time or stand along event
• Zero defects
• Head count reduction or layoffs
• EASY
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Getting Started
• Determine the level of support in the organization
• Select key customer and identify core processes
• Review key measures and customer requirements
• Select 2 - 3 projects related to the customer that will
impact key measures
• Train the people involved
• Track progress
• Communicate results
© Heather McCain 7/15/201642
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Resources--Books
• Brassard, Michael and Diane Ritter, The Memory Jogger II, Goal/QPC
• Brassard, Michael, and Lynda Finn, Dana Ginn, Diane Ritter, The Six Sigma Memory Jogger II, Goal/QPC
• Breyfogle, Forrest, Implementing Six Sigma: Smarter Solutions Using Statistical Methods.
• George, Mike, and Dave Rowlands, Bill Kastle, What is Lean Six Sigma?
• Harry, Mikel, and Rich Schroeder, Six Sigma: The Breakthrough Management Strategy Revolutionizing the World's Top Corporations.
• Naumann, Earl, and Steven Hoisington, Customer Centered Six Sigma: Linking Customers, Process Improvement, and Financial Results
• Pande, Peter S., and Larry Holpp. What is Six Sigma?
• Pande, Peter S., and Robert P. Neuman, Roland R. Cavanagh, The Six Sigma Way: How GE, Motorola, and Other Top Companies are Honing Their Performance
• Pyzdek, Thomas, The Six Sigma Handbook, Revised and Expanded : The Complete Guide for Greenbelts, Blackbelts, and Managers at All Levels
• Quality Management Division, The Executive Guide to Understanding and Implementing Lean Six Sigma
• Rath and Strong, Rath & Strong's Six Sigma Pocket Guide
© Heather McCain 7/15/201643
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Resources—Websites & Software
Websites:
• www.asq.org/sixsigma
• www.isixsigma.com
• www.qualitydigest.com
• www.isssp.org
• www.processexcellencenetwork.com
© Heather McCain 7/15/2016
Statistical Software:
• Minitab (www.minitab.com)
• JMP (www.jmp.com)
• QI Macros for Excel (www.qimacros.com)
• Statistica (www.statsoft.com)
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