lean six sigma green belt training module 4...13.4.17 6 11 lean six sigma • green belt pwc howto...

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Lean Six SigmaGreen Belt TrainingModule 4

April 2017Roman Bauer

www.pwc.com

2Lean Six Sigma • Green BeltPwCPwC

Find wastes

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3Lean Six Sigma • Green BeltPwC

DMAIC project roadmap

DefineD

Measure

Analyzuj

Improve

Control

M

A

I

C

Define the improvement opportunities

Identify the Key Performance Indicators (KPIs)

Identify specific problems

Identify potential solutions

Determine the control plan

Develop the project plan

Develop a data collection plan

Identify and validate the root causes

Select right improvement solution

Detect the abnormal variations

Develop the project team

Validate the measurement system

Identify y = f (x)

Test and validate optimal solutions

Evaluate results of the changes

Define the processes (high level)

Define the baseline process performance

Develop a change management approach

Document the process changes

Identify critical customers requirements (CCR’s).

Deploy and execute solutions

Close project, communicate the know-how

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What will you learn today how to...

• Develop solutions by focusing on the identified causes• Determine the evaluation criteria for the process improvement• Use the various criteria for the selection of the solutions • Execute the chosen solutions in the pilot testing and tailor when necessary• Deploy the solution and make improvements

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Sources of solutions

Generateimprovement

ideas

Best practices

Root causes

Project goals

Six thinkinghats technique

“Discoveries”during analysis

Benchmarkideas

Ideas from otherprojects

Brainstorming

Mind mapping

Performancetargets


Rules for brainstorming

DO‘s• capture everything• encourage participants• ask clarifying questions

DON‘Ts• evaluate anything• force participants or sequence• ask judging questions

Ø Choose a facilitator - to scribe, involve and operate rulesØ Define the problem/concern - write it downØ Focus on quantity

Ø Select best solution

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Brainstorming exercise


Best solution selection

Potential solutions Screen out

Acceptable solutions Shortlist

Likely solutions

Nominal Group Criterial evaluation

Best solution

- Low pay off- „Must“ criteria

- Voting- N/2

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How to eliminate low payoff solutions

Ø A payoff matrix looks at the relationship of benefit and effort to reduce the numbers of solutions to address

Benefit

HighLow

High

Low

Quick Wins Eliminate all• Low effort/ low payoff• High effort/ low payoff

Effort

Challenge

WasteNot worth


“Musts” Criteria - Examples

“Deal breakers” are the minimum requirements that must be met.If a solution does not meet “must” criteria, it should be eliminated from further consideration.

Examples:• Laws• Company policy• Customer “must be” requirements• Business “must be” requirements (e.g. resource constraints like money, time, people)

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How to shortlist likely solutions

• Voting– Each person chooses best three ideas– Record number of times each idea is chosen to identify most popular ideas

• N/2- This technique need only be applied if the previous step generated a large

number of solution options.- N/2 is accomplished through a series of votes, each cutting the list in half.


Evaluate the best solution

• Nominal group technique− quick method to prioritize− based on opinions, lacks of objective criteria− each team member assigns a rank to each solution (highest number to the

most important solution and vice versa)

• Multi-criterial evaluation− based on previously identified criteria− opportunity to weight criteria− objective comparisons of solutions− requiring more time for discussion

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Criteria-based comparison

1. Record a final list of solutions

2. Create a list of criteria3. Weight the list of criteria4. Compare the list of solutions

to the weighted criteria5. Tally and discuss total

scores for each solution

Example


PUGH selection matrix

• List ideas/solutions and critical features• Rank each solution against a standard or datum

PUGH Matrix - Evaluating and Synthesizing Concepts

Concept/project/idea

Features 1 2 3 4 5 6 7 8 9 10Customer impact W B W W WSavings potential D W B W W WLow investment A W B B W WStrategic alignment T S S W B WSpeed of delivery U W S S W STeam availability M S S W W WProbability of success W S W B W

Sum of B's 0 3 1 2 0 0 0 0 0Sum of W's 5 0 5 5 6 0 0 0 0Sum of S's 2 4 1 0 1 0 0 0 0

B = Better, W = Worse, S = Same as Datum

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Cost/Benefit Analysis (1)

• verifying whether improvement benefits outweigh the costs, and by how much; providing a basis for comparing projects/solutionsQuantitative benefits (Tangibles)v Cost reduction (hard savings), cost avoidance (soft savings)v Quality improvementv Performance improvement (productivity, lead time, service level)Qualitative benefits (Intagibles)v Customer satifactionv Employee satisfactionv Brand enhancement



• Verification whether benefits outweigh the costs, and by how much• Basis for comparing projects

Procedure:1. Brainstorm costs and benefits associated with the project2. Assign a monetary value to the costs3. Assign a monetary value to the benefits4. Compare cost and benefits

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Quantitative benefits (Tangibles)v Cost reduction (hard savings), cost

avoidance (soft savings)v Quality improvementv Performance improvement

(productivity, lead time, servicelevel)

Qualitative benefits (Intangibles)v Customer satifactionv Employee satisfactionv Brand enhancement

Cost§ direct, indirect§ one time, ongoing

Analaysis preffered measuresü Payback-------------ü Net present value (NPV)ü Economic value added (EVA)ü Cash flow ROI


Cost/Benefit Analysis

EXAMPLEBrainstorm costs and benefits for the case

(groupes, 5 min)

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Cost/Benefit Analysis Example


August 2013Lean Six Sigma • Black Belt Training Week 2PwC

Verification of selected solution

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Pilot

• What is pilot?− testing implementation of selected solution

in a small part or scope• What are benefits of piloting?

− Better understanding of the impacts of the designed solutions.

− Experience with taking a solution design from paper to real operations.

− “Reality test” of a design’s integrity.− Opportunity to improve the design before

implementation on a larger scale.− Minimizing risks associated with cost and

potential problems.

Act

Plan

Do

Check


6 steps of piloting

1. Define the objectives and the criteria for evaluating the solution on an experimental (pilot) basis,

2. Determine where the proposed solution will first be tested in the business,

3. Develop a comprehensive plan for conducting and evaluating the pilot,

4. Implement the solution on an experimental basis per the pilot plan,

5. Evaluate the pilot and determine next steps based on verified pilot results,

6. Build experience and lessons learned to support a broader deployment of the solution.

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Test – Cardboard Design


FMEA - Failure Modes & Effects Analysis

• Evaluates failure modes and their effects in design and in processes.• Identifies concerns and eliminates known or potential failures and problems

early in the development of a process or design.

Failure Mode Specific Cause Effect of Failure Likeliness of Failure

Detectability of Failure

Severity of Failure

Risk Priority

Gas will not shut off

Spring broke preventing valve from closing

Explosion resulting in property damage and/or serious injury

3 5 10 150

Likeliness of Failure 1-10 with 10 representing most likelyDetectability of Failure 1-10 with 10 representing most difficultSeverity of Failure 1-10 with 10 representing most severeRisk Priority = (Likeliness of Failure) X (Detectability of Failure)

X (Severity of Failure)

©©©©

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Steps for completing a FMEA

• Describe process and determine the function of each step to meet customer‘srequirements

• Identify potential failure modes (defined as a malfunction)• Determine potential effects for each failure• Assign a severity ranking to the effects• Identify potential causes for each failure• Assign a likelyhood of occurrence for each potential cause

Ø Set measures to limit the occurence• Assign likelihood of detection for each potential cause or failure

Ø Set preventive or detective measures• Calculate a Risk Priority Number by multiplying Severity times Occurrence

times Detectability


FMEA Form

Identify failure modes and their

effects

Identify causes of the failure modesand controls

Prioritize Determine and assess actions

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De Bono’s Six Hats

WhiteNeutral, objective thinking, concerned with facts

RedEmotional, intuitive thinking

BlackNegative, critical thinking

Green Creative, innovative thinking, finding solutions

YellowPositive, optimistic thinking

BlueOrganised, summarised thinking



Deploy solutionMake Improvement

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Improvement tools

5S

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Why is workplace organization important?

In Czech, “5u” is used sometimes instead:

Utřídit.

Uspořádat Uklidit Ustanovit Udržet


S1 - SortProcedure

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S1 - SortRed tag process (1)

Finditem

Fill in thered tag

Record in log book

Move in quarantine

Worker WorkerWorker Supervisor


S1 - SortRed tag process (2)

Itemclassific. Auction Record in

log bookMove out

quarantine

WorkerSupervisorManagerManager

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S2 – Set in order / StraightenPlace for everything, everything on its place

1. Decide what where to store

2. Find appropriate places for everything

3. Arrange and furnish the places

4. Implement standardization, make it visual

5. Put everything on its place

13 0

3 6 5


S2 – Set in order / StraightenExample from daily life

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S2 – Set in order / StraightenExamples of standardization and visualization



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S3 – Sweep / ShinePrevent problems in a clean enviroment


S3 – Sweep / ShinePrevent problems in a clean enviroment

Clean

Inspect

Lubricate

Repair

1. Plan a big cleaning day

2. Document a current state (what‘s wrong)

3. Execute the cleaning (team)

4. Record problems, abnormalities

5. Plan corrective actions

6. Operate the clean equipment for one shift

7. Clean again and record all problems and abnormalities

8. Implement corrective actions and document a new state

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S3 – Sweep / ShineClean out from top to bottom


S3 – Sweep / ShineInspect equipment

Problems are visible on cleanequipment

Dirty coversand indicates

problem

A visibleproblem is theproblem you

can solve

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S3 – Sweep / ShineInspection – link between 5S and TPM


S3 – Sweep / ShineLubrication – another link between 5S and TPM

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S3 – Sweep / ShineRepair early


S4 – StandardizeEnable “Standard Operations” to work

1

OpDailyDailyDailyDailyDaily5Clean area and empty bag as necessary.

Clean and dust bag not over filled.

Visual & Manual

Dust collector3

2

2

5

Time

OpDailyDailyDailyDailyDailySweep, tidy up, find or replace if missing.

Spill kit complete and orderly.

Visual & Manual

Spill kit4

OpDailyDailyDailyDailyDailyStraighten and position. Dispose of packaging.

Orderly and correctly positioned.

Visual & Manual

Cores & Resin

2

OpDailyDailyDailyDailyDailySweep and Clear UpIs free from, litter, scrap and dust.

Visual & Manual

Floor1

RespFriThuWedTueMonActionCriteriaMethodItemNo

OpDailyDailyDailyDailyDaily5Clean area and empty bag as necessary.

Clean and dust bag not over filled.

Visual & Manual

Dust collector3

2

2

5

Time

OpDailyDailyDailyDailyDailySweep, tidy up, find or replace if missing.

Spill kit complete and orderly.

Visual & Manual

Spill kit4

OpDailyDailyDailyDailyDailyStraighten and position. Dispose of packaging.

Orderly and correctly positioned.

Visual & Manual

Cores & Resin

2

OpDailyDailyDailyDailyDailySweep and Clear UpIs free from, litter, scrap and dust.

Visual & Manual

Floor1

RespFriThuWedTueMonActionCriteriaMethodItemNo

4

Location: B4 D/S Dust CollectorArea Owner: Issue date: 12 July, 2006

5S Area StandardLocation: B4 D/S Dust CollectorArea Owner: Issue date: 12 July, 2006

5S Area Standard

2

3

2

2

2

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S4 – StandardizeEnable “Standard Operations” to work

Tools

Visual explanation

Quality inspection

instructions Instructions for safety

5s instructions

Protection

Common mistakes

Maintenance instructions

Text explanation

Who created, checked and approved it


S5 – SustainRegular evaluation and scoring

Ø Identify what should be monitored and control itØ Implement control tools:

Stock taking (quantity, locations)

Photos Check lists Audits

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S5 – SustainRegular evaluation and scoring

Ø Training (material) for your staff

Ø Boards

o Evaluation / Scoringo Pics wrong / righto Benefits

Ø Posters in workplace


5S in computersDecluttering your computer

How many messages are in youremail inbox now?

How many of them are clutter?

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Is your computer cloggedwith old files you don‘tneed anymore?

Can you find all the files / emails you do need?

Do you have a system to backup all your files?

Don‘t forget all yourphotos ! :-D



How much time do you spend on-line?How much of that time is productive?

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Improvement tools

Zero defects


What are reasons for errors?

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What is Error Proofing?

„Poka-Yoke“ (in Japanese)• the use of process or design features to prevent errors or theirnegative impct• Inexpensive• Very effective• Based on simplicity and ingenuity

Typical benefitsü defect reduction by 70-90%ü productivity increase by 30-60%ü 75% less injuriesü significant cost reduction

o reduced reworko reduced scrapo reduced waranty costo reduced inspection cost


Correcting cost vs. benefits of poka-yoke

1 – 10 – 100 RuleAs a product or servicemoves through the system, the cost of correcting anerror multiplies by 10.At:order entry 1 $billing 10 $customer 100 $

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Levels of error proofing

1. Prevention◦ make it impossible to

make an error◦ make it difficult to

make an error2. Detection

◦ make it obviousanerror has occured

3. No impact◦ make only „no impact“

error

Two types of Poka-Yoke


Error proofing solutions- Process barriers

3 Primary methods:• Contact• Calculation• Sequence control

Examples:o Position pinso Limit switcheso Sensors, o Readerso Signals, alarmso Pick by lighto Assistent systemso Camera systems

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Error proofing example- Impossible to make an error


Error proofing example- Impossible to make an error

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Error proofing example- Difficult to make an error


Error proofing example- Difficult to make an error

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Error example- „No impact“ error


Error proofing example- Industry 4.0

Assisted assembly Controlled assembly

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Lean Six Sigma • Green BeltPwC

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Improvement tools

Problem Solving


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A3 thinking

Purpose of A3:§ Problem solving

system (8D, PDCA, DMAIC)

§ Learning standardizedmethod

§ Developing CI culture§ Mean of

communication and documentation

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Types of A3 charts- A3 Project chart


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Types of A3 charts- A3 Problem Solving

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Types of A3 charts- A3 DMAIC report


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Project risk assessment

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Problem solvingRACI communication matrix


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Summary

De Bono‘s six hats

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Contact

Roman BauerExperience the joy of work

Lean Manager, Consultant, Trainer

E: [email protected]: (+420) 602 154 168

lean six sigma green belt training module 4...13.4.17 6 11 lean six sigma • green belt pwc howto...

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