Lean Six Sigma Lean Thinking ... Lean Six Sigma Lean Thinking Pأ،draig McCabe Facilitator @

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  • 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

  • • •

  • • • •

  • 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