lean six sigma and project management – triangles and ... six sigma... · project management –...

©  RiverRheeConsul.ng2011

LeanSixSigmaandProjectManagement–trianglesand(virtuous)circles

APM,HolidayInn

Stevenage,9thMay2011

ElisabethGoodmanandJohnRiddell

[email protected]

hNp://www.riverrhee.com+44(0)7876130817

©  RiverRheeConsul.ng2011 1


Introduc.onBroadAgendaandApproach

Purpose:

•  Tounderstandands.mulateinterestinhowLSSandProjectManagementcanmakeeachothermoreeffec.ve

Agenda:

•  Whatdoyouknowalready?(Introduc.on&interac.on)

•  AnoverviewofLeanSixSigma‐andthetriangle(Presenta.on)

•  LeanSixSigmaaspartofProjectManagement(Interac.on)

•  Opportuni.esforLeanSixSigmaandProjectManagement–thevirtuouscircle(Presenta.onandconclusions)


•  Ex‐Pharmaceu5cal:–  R&D(Elisabeth)– Manufacturing(John)

•  Consultants,trainers,facilitators•  Prac55onersof:

–  ProcessImprovement:LeanSixSigma(GreenBelts)

–  Knowledgemanagement–  Changemanagement

–  Projectmanagement

Introduc.onWhoweare


Whereareyouonyourcon.nuousimprovementjourney?

Don’tknowmuchaboutit

Oneortwodays’

instruc.onorexperience

SomethingI/wehaveac.velyexplored

It’spartofhowI/we

work

4©  RiverRheeConsul.ng2011

2. Placepostitnoteswithname&companytoshowyourindividualunderstanding/experience

1.  Placedotsonthebrownpapercharttoindicateyourorganisa.ons’currentunderstanding/experienceofLSS

Name:Company:


YourknowledgeandexperienceofLeanSixSigmatools?

Inyourtables:

1.  Discussandcaptureonpost‐itnotesthemaintoolsencountered(1‐3onlyperperson)foreffec.veimplementa.onofeitherPMorLSS–iden.fyingwhetherinPMorLSS

2.  Captureataveryhighlevela)  Whathasbeenpar.cularlyuseful&why/howb)  Anyissuesencounteredintheiruse

Bepreparedtofeedbackonanycommonthemes,goodexamplesandkeyissues

Facilitatorswillclusterwhathasbeenusefulandissuesasarecordfromthemee.ng

Tool:PM/LSS?

Workedwell/how(tools)

Issue/why(tools)


Anintroduc.ontoLeanandSixSigma

2topics:

1.  HowLSSrelatestothePMtriangle•  Lean(Time/Cost)andSixSigma(Quality)

2.  DMAIC:thestructuredapproachtoLSS•  Withexamplesofoneortwotoolsperstep


1.Thetriangle

Time

Quality

Cost

Leanop5misesprocessesby

elimina5ngwasted5meandmoney

SixSigmaop5misesqualityofwhatisdeliveredto

customersbyreducingvaria5on

LSSPrinciples:  Customersdefinethe‘quality’ofproducts&services

  Quality&speedofworkareop.mised

  Flow&speedaredeterminedbycustomer‘pull’

  Thosedoingtheworkhavethebestknowledgetoimprovethewaytheydoit

  “Opera.onalExcellence”isacon.nuousjourney


2.DMAIC•  Defini.onofgoalsandapproachtoachievethem

•  Informa.ononcurrentstate(alsohelpstoinformgoals)

•  Analysisofissuesandtheirrootcauses

•  Iden.fica.onandevalua.onofsolu.ons,recommenda.onsforreviewwithmanagement,changemanagementplans

•  Visualmeasurestoensurethatan.cipatedbenefits(goals)arebeingrealised;iden.fica.onofnewgoals


Define

Measure

Analyse

Improve

Control


DMAIC–astructuredapproachtoprocessimprovementprojects

•  SIPOC(andIPO)•  KnowledgeBased

Managementand“Showmethedata”

•  PF/CE/CNX/SOP

•  PhysicalProcessMap

•  ProcessFlowChart/ProcessObserva.on/Gemba

•  TimeValueMap

•  WasteAnalysis

•  CauseandEffectDiagram

•  5whys

•  FMEA

•  ParetoChart

•  ForceFieldAnalysis

•  Visualmanagement•  5SWorkplace

Organisa.on•  WorkCellDesign/

StandardWork

•  Kanban

•  SMED/PokeYoke

•  DoE

•  ProcessControlCharts

•  RunCharts

•  (AAR)

9

Define

Measure

Analyse

Improve

Control


Suppliers Inputs Process Outputs Customers Who are our suppliers?

What do we need to carry out our process effectively and efficiently?

What are the steps involved to produce what the customers want?

What do our clients want in terms of products, services and quality?

Who are are customers?

Defini.onofgoalsandhowtoachievethem

•  SIPOC(andIPO)•  Kano

•  KnowledgeBasedManagementand“Showmethedata”

•  PF/CE/CNX/SOP

10

Define

VERYSATISFIED

PRESENCE

NENTRAL

DISSATISFIED

PRESENTABSENT

CLIENTSATISFAC

TION

PERFORMANCE BASICNEEDS

DELIGHTERS


Informa.ononcurrentstate(alsohelpstoinformgoals)

•  PhysicalProcessMap

•  ProcessFlowChart/ProcessObserva.on/Gemba

•  TimeValueMap

•  WasteAnalysis

11

Measure

Type of waste

Potential Problem

Defects Quality that does not meet customer requirements

Overproduction

Delivery is too fast or there is too much product / service for needs

Transport Unnecessary ‘transport’ during production (go for cellular layout)

Waiting Waiting between steps for things to happen (batching vs. 1-piece flow)

Inventory Products or services (including work in process) piling up prior to use

Motion Unnecessary movement of individuals during production

Processing More work than is needed e.g. for review or to meet customer needs

Creativity Staff creativity / potential not being used

Jours ou

heures

Added value activities

Non-added value activities (and ‘white’ space)

Start End


Analysisofissuesandtheirrootcauses

•  CauseandEffectDiagram•  5whys

•  FMEA

•  ParetoChart

•  ForceFieldAnalysis

12

Analyse

Undesirableeffectorissue

Cause

Cause

Cause

Cause

PRIMARYCAUSE

Why?

Why?

Why?

Why?

Why?

Undesirableeffect

MaterialsSystemsPeople

EnvironmentMeasures Methods

Freq

uency

Individualissues Cumula.

vefreq

uency80%


Iden.fica.onandevalua.onofsolu.ons,recommenda.ons,change

managementplans•  Visualmanagement•  5SWorkplace

Organisa.on•  WorkCellDesign/

StandardWork

•  Kanban

•  SMED/PokeYoke

•  DoE

13

Improve

SUSTAIN

SORT

STORE

SHINE

S T ANDA RD I S E

&SAFETY

FinishStart


Someexamplesof5Sinac.on!BEFORE

AFTER

BEFORE AFTER

BEFORE AFTER


MoreaboutVisualManagement

Informa.on

FailsafeControl


A"erAc'onReview–simpleformat

•  Whatweretheoriginalgoals?•  Whatactuallyhappened:

• Whatwentwell?• Whatcouldhavebeenimproved(how)?

•  Whathavewelearnt?• Whatcanweshare?• Withwhom(andhow)?

Visualmeasurestoensurethatan.cipatedbenefitsarebeingrealised

•  ProcessControlCharts•  RunCharts•  (AAR)

16

Control

Controllimits

establishedSpecialcause

ShiuNewtrend

Controlregion

Controllimitsextended

QUALITYM

EASU

RES

TIME

•  Hospitalpa.enttemperaturechart

•  Salespermonth•  Numberoflatetrainsperday•  Analy.caltestresultsbybatch•  NumberofpeopleperAPM

Seminar


LSSaspartofProjectManagement

Workintables.Exploreoneoftwoques.ons:

•  Q1.CanLSSenhancethedeliveryofprojectsandifsohow?

•  Q2.WhatistheroleforprojectmanagersinintroducingandembeddingLSStools

Discussfor15minutesandbepreparedtofeedback

Q1orQ2


VirtuousCircles

18

PM

LSS


OurviewofLSS/PMopportuni.es

19

Define

Measure

Analyse

Improve

Control

Concept

Defini.on

Implementa.on

Hand‐overandclose‐out

IPOtoconfirmobjec.ves,star.ngpointandapproach

Data(processobserva.on)androotcauseanalysisofcurrentstateclarifiesandconfirmsissuesandgoals

Visualmanagementtomonitorprogress&Iden.fyopportuni.esforcon.nuousimprovement

Poten.alsolu.onsevaluatedagainstrootcausesandgoals

Ensuresponsorshipinplaceandstakeholdersmanaged

Determinebusinesscase,successcriteriaandbenefits

Handover,closeoutandreviewtoreleaseresourceandgainknowledge

Developingandtrackinganimplementa.onplanProjectmanagertoleadandbeaccountable


Thankyouforyourpar.cipa.on!

Pleaseleaveusyourdetailsforslides&notesfromtoday.

ElisabethGoodman,[email protected]

hNp://www.riverrhee.com+44(0)7876130817


lean six sigma and project management – triangles and ... six sigma... · project management –...

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