welcome!!!!! dmaic in a day kate isaacsen. agenda change management damic familiarization oee single...

WELCOME!!!!!DMAIC in a Day

Kate Isaacsen

Agenda

• Change Management

• DAMIC familiarization

• OEE

• Single Piece Flow

• Practical Tools

• Q & A

Change Management

Change Management

• IT’S TOUGH TO CHANGE!!!

• Invasion Of Privacy

• A Little Change Is Fun

• A Little More Is Stressful

• Too Much And They Give Up

Shocking lessons• #1: Most people do not think in terms of processes.

They would rather think in terms of isolated events.

• #2: When convinced of the value of thinking in terms of processes, most people still don’t think in terms of processes.

• #3:The word “process” generates fear and resistance.

Change Management

Change Management

• Increased understanding decreased confusion

• Increased commitment decreased resistance

• Increased capability decreased fear of failure

DMAIC Familiarization

DAMIC

• Define

• Measure

• Analyze

• Improve

• Control

Step ToolsInitiate the Project

•Project Charter

Create the Team•GRPI•ARMI•Stakeholder Analysis

Scope the Project•SIPOC•In/Out of the Box

Plan and Manage the Project

•Gantt Chart•Communication Plan•Elevator Speech

Validate the Project Focus•VOC Plan•Affinity Diagram•CTQ Tree•Kano Analysis

Define Y, Defect, Unit, and Opportunity

•DPU/DPMO•Project Charter

Define

Step ToolsUnderstand the Process

•Process Maps•Value Stream Map

Identify Potential X’s•Cause and Effect Diagram•FMEA (Failure Mode Effects Analysis)•5 Why Thinking•XY Matrix

Determine How to Collect the Data

•Defect Definition•Data Collection Plan•Data Collection Forms

Validate the Measurement System

•Measurement System Assessment

Collect the Data

Determine Process Stability•Control Charts•Special Cause / Common Cause Variation

Calculate Baseline Process Sigma

•Sigma Calculator•Sigma Table

Measure

AnalyzeStep •Tools

Identify Probable X’s •Process Map•FMEA•XY Matrix•C & E Diagram•Stratification Graphs)

Test Hypothesis •Hypothesis Testing (Parametric and Non-Parametric (Chi-square, ANOVA, Regression)•Additional Data Collection

ImproveStep Tools

Generate and Assess Solutions

•Solution Prioritization Matrix• Cost-Benefit Analysis• FMEA (re-visited)

Implement Lean Principles•5S•Spaghetti Diagrams•Value Stream Map•Waste (MUDA)

Plan and Implement Improvements

•FMEA• Piloting • Sigma Level Calculations• Implementation Plan

Prepare for Control •MSA (re-visited)•Process Map•Capability Analysis

ControlStep Tools

Establish a Process Control Plan

•Process Maps•Control Plan

Standardize and Document•Final Process Documentation•SOP’s

Monitor, Evaluate and Close

•Control Charts•Recalculating Process Sigma

OPE/OAE/OEE

Overall Process Effectiveness NumberOPE = %Availability X %Performance X % QualityAvailability = Time the process is working correctlyPerformance = Rate at which the process is performedQuality = How well the process meets specifications

Overall Activity Effectiveness NumberOAE = %Availability X %Performance X % QualityAvailability = Time the activity is working correctlyPerformance = Rate at which the activity is performQuality = How well activity meets specifications OEE = %Availability X %Performance X % Quality

Operational Equipment Effectiveness NumberAvailability = Time the equipment is working correctlyPerformance = Rate at which equipment is operatingQuality = How well equipment meets specifications

OPE/OAE/OEE

OEE Benchmark is Equipment Specific

Availability Rate

Operational Equipment Effectiveness = Availability * Performance * Quality

OEE = 95% * 95% * 95% = 85%

Performance Rate

Quality Rate

Max Time Available = 24 hr * 7 days/wk = 168 hrs/wk

Total Time Available as Scheduled => Could be 168 hrsUnscheduled

Time

Operational Availability = Gross

Operating Time = Labor Utilization

Unplanned

Downtime

Planned

Downtime

Breaks

Lunch

Weekends

Holidays

Net Operating Time = Performance Rate

= Performance Against Standards

Speed Losses

Inefficiency

Learning

Quality Operating Time =

First Pass Yield/Other Yield

Defect Losses

Scrap/Rework

OEE %

Operational Asset

Utilization

Business Decision

= Cost Impact

OPE/OAE/OEE

Single Piece Flow

When items are produced and moved from one processing step to the next, one-at-a-time, without

stoppages, scrap, or backflow

Consistent flow rate Drumbeat: regular, linear, even capacity utilization Synchronized with the customer

Quest Diagnostics Confidential & Proprietary

Single Piece Flow

Practical Exercises

• Round About

• Candy Cups

Charter

Define: Team Charter

• To reduce the distance traveled while processing Thin Preps and SurePaths by a minimum of 50%.

Start: When Thin Preps and SurePaths are delivered to Cytology Processing

Stop: When slides are placed on slide cart for further processing

Exclude: Conventional slides

• On a daily basis Cytology Processing handles an average of 1,560 specimens. The current workflow requires additional steps throughout the process. Eliminating redundant movement will maximize efficiency and throughput.

Business CaseScope

GoalProblem Statement

Cytology Processing Kaizen Event

All business units are challenged to improve overall productivity in specimen processing. This project is directly linked to the Blue Print objective of improving cost per requisition, possible FTE savings and increased revenue per day.

SIPOCSupplier Input Process Output Customer

PROCESS STEPS

PROCESS

STEP 1 STEP 2 STEP 3 STEP 4 STEP 5

Define: SIPOCSuppliers Inputs Process Outputs Customers

Start Stop

CytologyProcessing

HC requisitions

Specimen vials

Electronic demographics and test request

High level process

Patients

Drs Offices

Vendors

IT

Logistics

Accessioning

Slides ready for cytology reading

Requisitions ready for keying into Copath.

Ready for transport to Sendouts

Patients

Drs Offices

Insurance Companies

Cytologists

Billing

Client Services

lass lass Prep

specimensStain slides

Image specimenslass lass Gather Transport

To cytology

Cytology Processing Kaizen Event

Purpose– What do we do?– What is the purpose?– What is the outcome?

Outputs– What product do we make?– What are the outputs?– At what point are we done?

Customers– Who uses the products?– Who are the customers?

Inputs/Suppliers– Where does the information

or material you work on come from? Who are your suppliers?

– What do they supply?– How do our suppliers affect

what we do?– What effect do they have on

our job and on the outcome?

Process steps– What happens to each input?– What conversion activities

take place?

SIPOC

Stakeholder Analysis

Used for:

Identifying stakeholders and their position on a particular Six Sigma change initiative.

NamesStronglyAgainst

ModeratelyAgainst Neutral

ModeratelySupportive

StronglySupportive

Stakeholder Analysis for Change

People resist or support change for a variety of reasons


Names StronglyAgainst (-2)

ModeratelyAgainst (-1) Neutral (0)

ModeratelySupportive (+1)

StronglySupportive (+2)

Change = reducing number of suppliersChange = reducing number of suppliers Change = reducing number of suppliersChange = reducing number of suppliers

• Who will care?• What commitment level now; minimum needed? Critical attention?• Who influences whom?

X

X

X

X

Solid Line = Critical To MoveDotted Line = Important But Not Urgent = Okay Where They Are

Ref. Physicians

File Clerks

IT Department

EquipmentVendors

Techs

CFO X


A STAKEHOLDER IS ANY PERSON OR GROUP OF PEOPLE THAT IS:• Responsible for the final decision.• Likely to be affected, positively or negatively, by the outcomes you want.• In a position to assist or block achievement of the outcomes.• Has expertise or special resources that could substantially affect the quality of your end product/service.

I. STAKEHOLDER II. MAJOR CONCERNS/INTERESTS III. OUR STRATEGY


1. For each Process Step, list ways that it can vary or go wrong (Failure Modes)

2. Identify Effects associated with each Failure Mode3. List all Causes for each Failure Mode (These could be outputs

from a previous process step or additional inputs to this step). 4. List the Current Controls for each Cause5. Create Severity, Occurrence, and Detection rating scales6. Assign Severity, Occurrence and Detection ratings to each Cause7.Calculate the risk priority number for each potential Failure mode

scenario8. Determine recommended actions, with responsible parties

assigned and estimated date of completion, to reduce High RPNs - Estimate effect of Actions on RPN (SEV, OCC, DET).

9.Take appropriate actions and re-calculate all RPNs

FMEA

• Process Step/Function Process Step/Function - simple description of the process step or function being analyzed.

• Failure ModeFailure Mode - the manner in which a specific Process Step could potentially fail to meet process requirements or intent.

– It is a description of malfunction at the process step under consideration. – can be an Effect (Output) of a failure in a previous operation or – can be a Cause (Input) of a failure in a subsequent operation.

• Failure EffectFailure Effect - impact on the customer. – The effect is described in terms of what the customer might notice or experience

(outputs on process map).• CauseCause

– Sources of process variation that causes the Failure Mode to occur.– Causes are things that could be corrected or controlled (inputs on process

map). • Current ControlsCurrent Controls

– systematized methods/devices in place to prevent or detect Failure Modes or Causes (before causing effects).

FMEA

Process Step/Function

Potential Failure Mode Potential Failure EffectsSEV

Potential CausesOCC

Current ControlsDET

RPN

What is the process step/ function under investigation?

In what way could the process step/function potentially fail to meet process requirements or intent?

What is the impact on the Key Output Variables (Customer Requirements) or internal requirements?

How

Sev

ere

is t

he

effe

ct t

o th

e cu

stom

er? What are the causes of this

Failure Mode? Typical failure cause result from process inputs.

How

oft

en d

oes

caus

e or

FM

occ

ur? What are the existing controls

and procedures (inspection and test) that prevent the cause or the Failure Mode? Should include an SOP number.

How

wel

l can

you

de

tect

cau

se o

r F

M?

What can go wrong with the Input?

What is the Effect on the Outputs?

How Bad?

How Often?

How can this be found?

How well can we detect?

In what way could the process step fail to meet requirements?

What is the process step being analyzed?

FMEA

• The output of an FMEA is the Risk Priority NumberRisk Priority Number• The RPN is a calculated number based on

information you provide regarding – the potential failure modes, – the effects, and – the current ability of the process to detect the failures

before reaching the customer

• The severity of the effects x rating on how often it occurs * ability to detect

EffectsEffects CausesCauses ControlsControls

RPN = Severity X Occurrence X Detection

FMEA

Spaghetti Map

Spaghetti Map

Before After

An Illustration of a System’s InefficiencyAn Illustration of a System’s InefficiencyQuest Diagnostics Confidential & Proprietary

Spaghetti Map

Benefits of Spaghetti Charting

– Identifies Inefficiencies in Area/Plant Layout– Identifies Opportunities For Less Handling– Identifies Opportunities For Better Workforce

Communication– Identifies Resource Allocation Opportunities– Identifies Opportunities For Safety Improvements

Where is There Excessive or Unnecessary Movement?Where is There Excessive or Unnecessary Movement?

• Sketch or Obtain “Facility Layout, Map”

• “Become the Product”

– Walk the Process As if Your Where the Product (A Requisition,

Specimen Tube, etc.)

– Mark the Process Locations and Steps on the Layout

• Connect the Dots in Accordance With the Actual ‘Travel or

Walk Patterns’

• Calculate the Distance

Spaghetti Map

Value Add Analysis

Seven Types of Waste:• Defects• Overproduction• Transport• Waiting• Inventory• Motion• Extra Processing


Value Add Analysis

Value Add Analyses

• Value Added • Non-Value Added

Control Plan

PROCESS CONTROL PLAN

9.0 Managing Customer Relationships Core Process: Implemented Process: Critical To Quality:

Notify Customer of Resolution in 48 hoursProject Goal::

Indicators

Measure ControlLimits

UCL=LCL=

UCL=LCL=

UCL=LCL=

UCL =LCL =

UCL=LCL=

Spec =

Spec =

Spec=

ProcessControlPlan.pp.

Timely Notification of Resolution.

Client Problem Resolution

T.Pate 12/04/01Page 2 of 2

Date: 12/03/01

If Indicators out of Control... Comments

Item to Review Frequency Responsible Party

Action Plan

X1= % Problems RequiringInvestigation

X2 =% Priority 1 vs Priority 2

X3= % CIR’sReceived Incomplete

X4= % CIR’s Rerouted to Another Dept

Y1 =% Customers Notified After 48 Hours

Y2 = % CIR’sclosed After 120 Hours

Y3 =% Customer Satisfied with Priority 1

X5 = Cycle Timefor Client Notification

# CIR vs Problem Tracking fromDatabase

• Sample of CIR’s (deptcode)•CIR Database

Sample of CIR’s

CIR Database

CIR Database

CIR Database

CIR Database

CIR Database

Monthly

•Daily•Monthly

Service Solutions Review Criteriafor CIR and giveFeedback toOriginators

•Daily

• Daily• Monthly

Bi-Weekly

Bi-Weekly

Bi-Weekly

Monthly

•OPS•Service Solutions

•OPS

• OPS•Service Solutions

Service Solution & Customer Satisfaction Team

Service Solution & CustomerSatisfaction Team

Service Solutions& Customer Satisfaction Team

Service Solutions& Customer Satisfaction Team

Review Criteriafor CIR and giveFeedback toOriginators

Investigate if X > 48 hrs and address drivers

Investigate if X > 3.5% andAddress drivers

Investigate ifX> 5% and address drivers

Review individualCIR’s as to reasonfor reroute. Address drivers

Investigate if Y < 97%.

Key Ys:

Key Xs:

MSEGauge R&R onCSR & ProblemRes. Group data input accuracy

Quarterly Functional Mgrw/ assistance ofGB/BB

PROCESS CONTROL PLAN

9.0 Managing Customer Relationships

Core Process: Implemented Process:

Process Flowchart

Critical To Quality:Notify Customer of Resolution in 48 hours

Project Goal::

Indicators

Measure

ProcessControlPlan.pp.

Timely Notification of Resolution.

Client Problem Resolution

Page 1 of 2

Date: 12/03/01

Client Service Solution Client Service Sales Other Depts

ARMIKEY STAKEHOLDERS

DEFINE MEASURE ANALYZE IMPROVE CONTROLSample Stakeholder M M M M M

M – Member of team, with the authorities and boundaries of the charter.

I – Interested party; one who will need to be kept informed on direction and findings if later support is to be forthcoming.

PROJECT PHASE

ARMI Stakeholder TEMPLATE

A – Approval of team decisions outside their charter/authorities, e.g., sponsor, business leader.

R – Resource to the team; one whose expertise, skills, “clout” may be needed on an ad-hoc basis.

Process Maps

Process Maps

• There are many types of process maps. – Flow Chart– Functional Deployment Map– Value Stream Map– SOP– List of Steps

Agenda

• Change Management

• DAMIC familiarization

• OEE

• Single Piece Flow

• Practical Tools

• Q & A

welcome!!!!! dmaic in a day kate isaacsen. agenda change management damic familiarization oee single...

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