4. IDENTIFY POTENTIAL INFLUENCE FACTORS

- Brainstorm sessions- Expert interviews - BOB vs. WOW and autopsies- FMEA- Process inefficiencies in value stream map- Process matrix

Ishikawa diagramwith 6Ms

Exploratory data analysis

FMEA

Man Machine Material

Method Measurement Mother nature

Total time

151413121110

9876

A B C

*

Failure modeFailure 1Failure 2

O38

S25

D49

RPN24360

10

8

6

4

2

0

1 2 3

BOB vs. WOW study and autopsies

Brainstorming session

Lean Six SigmaD

EFIN

EM

EASU

RE

AN

ALY

ZEIM

PRO

VE

CON

TRO

L

BENEFITS• Process improvement and

redesign (manufacturing, construction, financial services, healthcare, public sector, high-tech industry)

• Resulting in superior quality and efficiency levels

• Structural financial impact

STRATEGIC VALUE• Superior cost structure• Competitive advantages based

on customer satisfaction• Competence development in

operations management, project management and continuous improvement

METHOD• Professional and scientific

problem solving• Working with precise and

quantitative problem descriptions• Starting with a data-based

diagnosis• Designing evidence-based

improvement actions

ORGANIZATION• Improvement projects are led by Green

and Black Belts, who are familiar with the process and Lean Six Sigma

• Improvement projects follow the DMAIC approach

• Lean Six Sigma program management coordinates projects by strategically choosing projects and making sure that benefits are realized

- Project charter- SIPOC and process flow chart- Benefit analysis- Organization (time and review board)- Stakeholder analysis

S P OI C

0. DEFINE THE PROJECTStakeholder analysis

Legend:0: Current situation Strongly against

Moderately against

Lets initiative happen

Helps initiative

Makes initiative

happen

Stakeholder StakePerson 1Person 2Person 3Person 4

X: Preferred situation

Influence

Stakeholder analysis

SIPOC

Project charter

- Process behavior over time- Process capability analysis- Value stream map- Redefine project objectives

3. DIAGNOSE THE CURRENT PROCESS

6

6

6

6

6

5666

1

6

6

6

6

6

66

5

1

66

5

6

5

6

6

6

6

6

5666

1

6

6

6

6

6

66

5

1

66

5

6

5

Control chartProcess statistics and histogram

Value stream map

Descriptive Statistics: Total time

VariableTotal time

VariableTotal time

N521

N*0

Mean9.422

SE Mean0.555

StDev2.661

Maximum59.800

- Process description and operating procedures- Control plan and control loops (feedback and feedforward)- Roles and responsibilities- Logs, dashboards and quarterly reports- Mistake proofing (poka-yoke)

7. IMPROVE PROCESS CONTROL

Control pyramid Control loops Poka-yoke

Senior management

Line management

Line personnel

Automatic controls

Supplier Process OutputInput Customer

Intervention(OCAP)

Compare with the norm

Inspection

5S andvisual management

- Benefit realization- Implementation plan- Project documentation- Follow-ups

8. CLOSE THE PROJECT

Benefittracking

PlanInitiateImplementMonitorClose

Technical Organizational Political

Projectdocumentation

Implementation roadmap

Discharge form

2. VALIDATE THE MEASUREMENTPROCEDURES

- Validity of the measurements: before, during and after data collection

- Precision: gage R&R or agreement study (kappa)- Pilot measurement- Start measuring

Check definitionsand calculations

Face validity

- CTQ flowdown- Operational definitions- Measurement plan and forms

1. DEFINE THE CTQSRevenue

CTQ flowdown

Operationalcost

Customersatisfaction

Personnel cost

Data collection form

Throughput time Man hoursFirst time right

Waitingtimes

Internaliterations

Externaliterations

Processingtime

Throughput time Processing time (min)

Star

t dat

a

End

date

Arch

ivat

ion

1

Acco

unt m

anag

er

Arch

ivat

ion

2

Cre

dit d

ept.

Pareto analysis

200

150

100

50

0

100

80

60

40

20

0

Problem 49

Problem 12

Problem 25

Problem 15

Problem 19

Problem 5

Problem 33

Problem 16

Problem 1

Problem 4

Problem 19

Problem 7

Problem 44

Problem 22Other

Pareto Chart of Problems

6. DESIGN IMPROVEMENT ACTIONS

- Improvement actions - Operations management- Description of the new process- Impact on the CTQs

Average workload

Workload

Time

Capacity vs. workload

Rationalizing, routing,streamlining and line balancing

LIFO

FIFO

FINO

Rush jobs

5. ESTABLISH THE EFFECT OF INFLUENCE FACTORS

Process matrix

Statistical dataanalysis

- Select the most important influence factors- Determine impact and changeability of

influence factors- Summarize evidence

Control variablesDMAIC 4: possible influence factors DMAIC 5: effect

Influence factor

Sales personUsing a sales scriptCoachingIncentives sales personsIncentives advisorsTiming of the callProduct knowledgeDepartmentCall durationCourteousness

CTQ1

XXXX

XXXXX

CTQ2

X

X

XX

X

Impact

++

++++++––+––

Changeability

–+++

++++++++––+

15

14

13

12

11

10

9

8

7

Y

5.0 5.5 6.0 6.5

X

7.0 7.5 8.0

© 2016 Institute for Business and Industrial Statistics of the University of Amsterdam

www.ibisuva.nl

-

Third party

LSS_IBIS_poster_UK2016.indd 1 06/11/16 22:36