Lean Six Sigma
Lean
Thinking
Pádraig McCabe
Facilitator
Padraig.mccabe@dcmlearning.ie
mailto:Padraig.mccabe@dcmlearning.ie
1987
1996
2005
2020
o Theory
o Maths & Stats
o Principles
o Mindset
o Tools & Techniques
o DMAIC Project Management
o Structure
o Culture
o Philosophy
+ =
Roles within Lean 6 Sigma
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Lean Basics
External
entity that buys
the product or
service ( pays the
invoice )
Internal
support functions within
your own organisation
Regulatory
Bodies you have
to report to /
comply with
VA
NNVA
NVA
Six Sigma Basics
Y = f (Xi)
To control Output Y
All critical inputs must be identified
& Controlled
Only then will we have ”control” of the
Variation in and performance of a process
The problem with Averages
20, 30, 50, 70, 80.
Standard Deviation
1, 2, 3, 4, 5, 6, 7, 8, 9
Standard Deviation
1, 2, 3, 4, 5, 6, 7
-3, -2, -1, 0, +1, +2, +3
Standard Deviation
Averages – Find the best route to work every day
You record the travel time
over a 2 week period
Route A has an average
Of 20 mins
Route B has an average
Of 19 mins
Which Route do you pick ?
Averages – Find the best route to work every day
Lower Sigma
Lower Variation
And that number is 99.9997%
DMAIC Basics
Project Methodologies
PMI’s PMBOK
Prince 2
Agile & Scrum
Lean / DMAIC
DMADV / DFSS
Project Selection
• Project Selection
Must align to strategy of the business
Must bring potential benefits
Must have a clear sponsor / champion
Timebound (> 5Mins < Infinity ) 1 to 6M
Potential Projects
Potential Projects
T
E
C
D
R
Q
Potential Projects
• Project Selection
Document Basics
• Project Selection
• Project Charter
• SIPOC
• Stakeholder Management Plan
• VOC, VOP, CTQ Inputs established
• Process Focus – Process Map
• Team & Change Management Plan / RACI
• SIPOC
A high level map which helps to visualise the “voice of
the customer” and begin to see the relationship between
Inputs & Outputs
Value Stream Mapping - Measurements
• Process Time PT Timeline
• Waiting Time WT Timeline
• Leadtime LT Timeline
• Time Metric % Activity Ratio ( PT / LT )
• Quality Metric % RTY Rolled Throughput
yield
Activity Ratio :
Considers total Lead time of a process as a
combination of
Process time ( useful ) & Waiting Time ( waste )
LT = PT + WT
A:R = PT / LT
PCE = Process Cycle Efficiency
Considers the Leadtime of a process as being a
combination of Value Add ( VA ) + Non-Value-Add
( NVA ) + Necessary-Non-Value-Add ( NNVA ).
PCE examines the relationship between VA and LT.
LT = VA+NVA+NNVA
PCE = VA/LT
Gate Reviews
Benefits of the Gate Review
• Provides high-impact coaching opportunity
• Helps establish key deliverables
• Relates to Milestones in the project plan
• Prevents project rework
• Prevents false starts
• Generates buy-in
• Provides formal status reporting
• Highlights risks, issues, resource needs
• Shares Best Practices
• Manages EHS impact
Structure of a Gate Review
•Project Charter – highlight any changes
•Project benefit update
•Follows the DMAIC roadmap
•Expect to spend 30-60 minutes per phase
•1/3 project presentation
•2/3 questions and discussion
Gate Review Attendance
Initially, face-to-face meetings or a conference
call/teleconference is recommended.
Black Belt/Green Belt…………………….Required
Project Sponsor…………………………..Required
Process Owner …………………………..Required (if
not = Project Sponsor)
Project Team ……………………………..Required
Stakeholders ……………………………Suggested
CI Director or CI Champion ……..Recommended
Value Chain Partners …………………….Optional
DEFINE:
Charter
SIPOC
Stakeholder Mgmt
Team selection
RACI
Current State Map
Voice of Customer
MEASURE:
Data Types
MSA
DPMO
FTY
RTY
OEE
Activity Ratio
PCE
TAKT Time
Process Maps
Cp / Cpk
ANALYSE:
Hypothesis Test
AD Test
ANOVA
MultiVary Study
T-TEST
Pareto
Run Charts
Control Charts
Isikawa
5 W’s
5 Whys
FMEA
PICK Chart
DOE
Measures Central T
Mean / Mode /
Median
Range
Quartiles
IQR
IMPROVE:
Kaizen
5-S
SMED
KanBan
Poka Yoke
Visual management
ANDON
GEMBA
TPM
CONTROLS:
Standard Work
Future State Map
Audits
KPI’s
Control Charts
Quality Plan
Response Plan
Reward & Recognize
KanBan
Kaizen
KAIZEN Event
A3 Basics
A3 & PDCA Cycle
Describe the Current state
What are we trying to solve.
( PLAN )
Background & Support Data
( PLAN )
Set Goals and Targets.
Define what success looks like
( PLAN )
Implement the Countermeasures
( DO )
Follow UP ( Check )
Perform Root Cause Analysis
( PLAN )
Design Counter Measures
( PLAN )
Follow UP ( Act )
Plan
DO
Project Leadtime
Do Check Act
Project Leadtime
▰ A common Format
▰ A single sheet
▰ 7 Blocks
▰ Based on PDCA Cycle
▰ Focus on understanding
▰ Advantage of planning
What is A3
Foundations
Behaviours
Artefacts
