1

LSSG Green Belt Training

Improve: How do we get there?

2

DMAIC Six Sigma - Improve

Develop Potential Solutions Identify potential solutions through

data analysis, brainstorming, benchmarking

Create Future State Develop and implement future

state process map and/or innovative solutions for the project

Evaluate and Mitigate Risk Analyze the impact of the solution

and error proof the process

Measure

Control

Analyze

Improve

Define

3

Agenda for Improve

1. Optimize Solutions (6 Sigma)2. Kaizen Events (Lean)

- Develop and Simulate Future State

3. Mistake-Proof New Process/Risk Management

4. Develop / Implement Pilot Plan5. Service Recovery

4

Six Sigma Improve Activities

Identify available relationshipsDetermine interactionsReduce list of X’s to a critical few

Determine optimum settings for X’sTools: Multivariate Analysis, DOE,

RSM/Optimization, and Simulation

Implement improvementVerify benefitsVerify measuring system

5

Lean Improve Activities

Plan for and conduct a week long Kaizen event Learn by doing, and doing it again

Repeat Kaizen’s for key processes

The Lean Transformation

Fight FiresReact

Improve Processes

time

“Each new improvement reveals new problems!”Freddy Ballé

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Kaizen Events

The “Improve” process for Lean, where obvious waste has been identified

A team-based, 3-5 day event with no down time Cross-functional teams meet full-time (100% of

their time!) to solve a specific problem with pre-specified scope, metrics and goals

Results presented to management at the end of the week, with project completion in 30 days

Assumption is made that the team will have all the support and resources needed from management

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Kaizen Events

Meet within 100 feet and “walk” the process to identify opportunities that are not working right and do not require detailed data to justify change

Count the number of steps within and between tasks; estimate task and handoff times; add improvement opportunities to Value Stream Map

Share “peak” experiences (“Appreciative Inquiry”) Develop hypothesis and test immediately to see if it works

Make quick and not so elegant changes Expect the unexpected!

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Kaizen Event Team

The team should include the following: 6-8 people People who work in the process and will have to live with

the changes and at least one supervisor from this area Representatives from upstream and downstream processes Support personnel (IT, HR, etc.) One neutral observer Plus a neutral facilitator

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Kaizen Event - Day 1

Travel - am Lean Classroom Training - pm

All participants required to attend half-day Lean training (Intro, waste, VSM, takt time, etc.)

Review plan for the week Clarify charter and scope; special needs; available data Clarify roles/form sub-teams Distribute materials/post white paper on walls

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Kaizen Event - Day 2

Current State Mapping - am Sub-teams create current process map using large yellow post-its Label with key data; identify missing data Identify major opportunities for improvement Adjust project scope if required

Interview Employees/ Collect Data - pm Sub-teams time a sample of existing sub-processes (with stop-watches) Key personnel interviewed for knowledge of problems, suggestions for improvement,

and reasons why sample data collection may not be “normal” May be preceded by a tour of the entire process

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Kaizen Event - Day 3

Complete Current State - am Report-outs of key learnings Addition of collected data Identify key opportunities Experiments to test viability Management progress review

Create Future State - pm Perform experiments brainstorm improvement opportunities

and potential benefits Create high level future state (“desired”

state)

Current State Value Stream Map

3 min5 min6 min

Supplier

I110 units

RECEIVERECEIVE PRECUTPRECUT PRE SPICEPRE SPICE

ServiceService

Customer

MondayMonday

I92 units

I130 units

CT = 6 min

FPY=92%

CT=5 min

FPY=90%

CT=3 min

FPY= 94%

FINAL ASSEMBLYFINAL ASSEMBLYI

125 units

CT=5 min

FPY= 95%

138 min 143 min 101 min

Lead Time = 503 min

Process Time = 19 min

5 min

Throughput Time = 522 min

3.6% cy EfficienProcess

036.0522

19

Time Throughput Total

Time ProcessTotal cy EfficienProcess

Future State Value Stream Map

3 min6 min

RECEIVERECEIVE PRE SPICEPRE SPICE

ServiceService

Customer

I46 units

I130 units

CT = 6 min

FPY=92%

CT=3 min

FPY= 94%

FINAL ASSEMBLYFINAL ASSEMBLY

CT=5 min

FPY= 95%

121 min 143 min 50 min

110 units

Supplier

I

MondayMonday

Lead Time = 314 min

Process Time = 14 min

5 min Throughput Time = 328 min

4.2% cy EfficienProcess

042.0328

14

Time Throughput Total

Time ProcessTotal cy EfficienProcess

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Kaizen Event - Day 4

Complete Future State Map - am Include full value stream linked to customer Return to plant to test proposed final recommended changes Fine tune improvements Create high-level documentation of new standard procedures

Create presentation - pm

13

Kaizen Event - Day 5

Practice Presentation - am Noon - Lunch Presentation to management Debrief; Discuss obstacles to success Next Steps/Responsibilities/Kaizen “Newspaper” Create new standard procedures Write report /Send to stakeholders Celebrate!!!

# Action steps to achieve goal

Responsibility Due Date

Date Completed

% Complete

Goal_________ Date__________Implementation Team______________

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Poka-Yokes: Product and Service Failsafing

Keeping a mistake from becoming a defect Prevention

Determine potential problems Develop fault-proof designs Create prevention plans

A proactive approach Detection

Develop signaling system/identification

Plan for quick response at operator level

Do root cause analysis; use “5 Whys”

Eliminate special causes

An extension of FMEA

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Prevention vs. Detection

Sales Department

Order PlacedOrder Placed

Data EntryData Entry Order Processed

Order Processed

Order SentOrder Sent Order Charged

Order Charged

Order PaidOrder Paid

Order PlacedOrder Placed

Data EntryData Entry Order Processed

Order Processed

Order SentOrder Sent Order Charged

Order Charged

Order PaidOrder Paid

Duplicate Payment

New OrderNew

Order

Call Center

Prevention Detection

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Process for Mistake Proofing

Describe Defect and Defect Rate

Determine Defect Location

Study the Process Flow

Observe the Process

Identify Errors and Determine Cause

Determine Prevention Method

Test/Re-test in Extreme Conditions

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Service Recovery

A real-time response to a service failure Involves training front-line workers to immediately

respond to customer problems Involves identification of potential “incidents” and

determination of optimum response

Process Improvement can take too long. What do we do in the meantime?

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Service Recovery - How it Works

“Empowerment can only take place when every associate can personally assure customer satisfaction every time!”

Gary K. Johnson

Process Identification

Incidents

Remedies

Cost of Incident

Measurement of Frequency

CustomerIdentification

MissionStatement

Cost ofPoor Quality