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PUTTINGLEAN SIXSIGMATO WORK
LEAN SIXSIGMA FROMSGS IMPROVESTHE QUALITYOF YOURPRODUCTSAND SERVICESANDCUTSCOSTS.
Lean Six Sigma from SGS is a tool that works.Used to leverage your investment in standards,such as ISO 9001:2000 or TS 16949:2002Lean Six Sigma turns your quality managementinvestment into a business-building tool.
WHAT IS LEAN SIX SIGMA?Lean Six Sigma from SGS is a comprehensive framework and methodology forcontinuous improvement based on the Six Sigma approach. It complements andimproves upon the well-recognized ISO 9001, ISO 9004, and TS 16949 standards.Lean Six Sigma quantifies the ‘Cost of Poor Quality’ and can provide a specific,quantifiable return on investment.
HOW IT WORKS?Lean Six Sigma from SGS makes your Quality Management System (QMS)more dynamic. It integrates a more rigorous method of addressing continuousimprovement and incorporating important financial factors directly linking QMSto business performance. A Lean Six Sigma-based continuous improvement programresults in a certification which imbeds the defined Lean Six Sigma continuousimprovement process within the existing third-party Quality Management Systemscertification framework to ensure it is maintained and driven forward.
SPECIFIC BENEFITS OF LEAN SIX SIGMA
INTERNAL
Ensures that critical customer requirements and the voice of the business aresimultaneously reviewed and met
Ensures business and process/product improvement are within the samedefined framework
Drives continuous improvement at every level of the company through the thirdparty certification scheme > 3rd party independent audits
Integrated with existing certification hence one audit covers both TS 16949 and/orISO 9001:2000 and Lean Six Sigma quality system
Links your Quality Management System directly to financial business performance
EXTERNAL
Enhances your ISO 9001 and TS 16949 certifications by differentiating you fromother certified companies
Gives credibility to your Quality Management System by continuously improvingproducts and processes
Signifies your ability to be able to deliver what you promise and to sustainthe benefits
A MANAGEMENT APPROACH
ORGANISATIONS THAT GET THE MOST FROM LEAN SIX SIGMA HAVE
Business managed around its core processes
Decisions based upon fact and data
Performance measured from the customer point of view
The gap between current performance & customer expectations clearly understoodand proactively managed
Quality integrated into daily work
Improvements made in a structured, methodical manner
Benefits of all improvement activities consistently delivered and realisedVV
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CREATE THE ENVIRONMENT FOR SUCCESS
SGS can help you assess to what degree your QMS accommodates the specificpractices and critical success factors required for successful Lean Six Sigma. Armedwith the analysis of the strengths and weaknesses of your QMS, you will have a clearview of how far you need to go and the obstacles that you need to overcome.
FOCUSING ON WHAT’S IMPORTANT
Balancing the priority between business-as-usual and strategic improvementoften creates internal tension and conflict that in turn can jeopardise the successof any quality improvement programme. Our project selection programme helpsyou identify and prioritise the opportunities that improve your day-to-day operationswhile simultaneously closing strategic gaps and providing a logical frameworkfor improvement.
PUTTINGLEAN SIXSIGMA TO WORK
BUSINESS DRIVERS
Improvement objectivesdefined with customerSpecific business targetsGlobal business strategy
SUPPORT TOOLS
ARMING PEOPLE TO MAKE IT HAPPEN - BLACK BELT TRAINING
Once you have identified projects to run, the next step is arming the right people,with the right tools to deliver against your improvement goals. That’s why training andsupport is indispensable. When it comes to making it happen, we offer stand-alonetraining from Lean Six Sigma awareness through to a full Black Belt syllabus. Or forthose of you looking for the total package, we offer a full deployment support thatcovers your entire organisation - from the CEO to the shop floor.
CERTIFICATION – RECOGNISING YOUR PROGRESS
Quality Management and Six Sigma is a powerful combination. Through certification inkey milestones, SGS can help you to get your progress recognised both internally andexternally. We can audit and certify the following areas:
Creating the environment - alignment of your Quality Management System withLean Six Sigma principles
Your Lean Six Sigma deployment - Project Selection, Resources & Capability,Programme Governance
Your Lean Six Sigma resultsVV
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TS 1
6949
requirem
ents
Core
tools
SPC, F
MEA
,
APQ
P, P
PAP
OEM
spec
ific
requirem
ents
ISO
900
1:20
00
CONTROL
IMPR
OVE
ANALYSE M
EASUREDEFIN
E
THE DMAIC METHODOLOGY DMAIC (Duh-May-Ick) is a data-driven quality strategy for improving processes, and isan integral part of Lean Six Sigma. Each step in the cyclical DMAIC Process is requiredto ensure the best possible results.
PURPOSETo establish the improvement opportunity and the business case for addressing it
To develop a project charter
To define and map the business process to be improved
To identify the customer and their Critical Customer Requirements (CCR’s)
CRITICAL CHECKPOINTS Project charter completed and agreed with sponsor and key stakeholders
Preliminary estimate of the project prize established
Completed and validated high-level process map
Customers identified and segmented as appropriate. Data gathered tovalidate customer requirements
KEY QUESTIONS
QUESTIONS FOR DEFINE PHASE TOLLGATE REVIEW:
How does project link to organisational strategy? Is this the highest priority projectat this moment?
What are the project objectives? Are objectives SMART and related to bottom-lineperformance and/or customer satisfaction?
What key output measures will the project impact?
What is the estimated Cost of Poor Quality? (COPQ)
Is the scope appropriate to project objectives?
Do we have the right team resources? Have the key stakeholders been identified?
Are roles and responsibilities agreed?
Is there a high level project plan with key milestones and deliverables established?
Is the Project Charter confirmed and signed off?
Has a project launch been conducted?VV
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DEFIN E
DEFINE ELEMENT
PROJECT CHARTERING 5.4.1- Identify the business case • • - - Opportunity and goal statements • • • • 8.4, 8.5 (all) - Scoping improvement projects • - - Improvement resources, R&R • • • • 6.1 - Estimate COPQ • -
PROCESS MAPPING 0.2- Process definition • • • • 4.1a, 7.1b - Levels of process • • 4.1b- SIPOC model • • -
VOICE OF THE CUSTOMER 5.2- Identify types of customer • • • -- Understand customer needs • • • • 5.2, 7.2.1, 7.2.2 - Collecting customer input • • • • 7.2.3, 7.3.2 - Voice of the customer analysis • • • 8.2.1, 8.4a/b- Translation of VOC into CCR’s • 7.3.3- Prioritising customer requirements • • -
ISO
9001
REQ
UIRE
MEN
TIS
O 90
01 R
ELAT
ED
ISO
9001
BES
T PR
ACTI
CE
ISO
9001
+ LE
AN S
IX S
IGM
A
EXAM
PLES
OF
REFE
REN
CETO
ISO
9001
/ISO
9004
PURPOSE To establish the baseline performance for the current process
To develop the measures necessary to enable you to identify the root causes ofvariation to improve the performance of the process
To refine the improvement target for the project
CRITICAL CHECKPOINTS Agreement about what should be the project primary and secondary metrics andhow they are to be collected
Definition of critical customer requirements in terms of defects and defect opportunities
Preliminary identification of potential root causes, and definition of the datarequired to validate them
Baseline measures of process capability and performance
Revised estimate of Cost of Poor Quality
KEY QUESTIONS
QUESTIONS FOR MEASURE PHASE TOLLGATE REVIEW:
What is the project primary metric (Big Y)? What are the secondary metrics?
How do the project metrics link to Critical Customer Requirements and keybusiness metrics?
Has the current performance baseline for these metrics been determined?
What potential X’s have been identified? What data has been collected for analysis?
Are the operational definitions appropriate? Are your measurements accurate andrepresentative? What proportion of observed variation is due to your measurementsystem? How did you ensure measurement quality?
What is current process Sigma performance? What are definitions of defect, unitand opportunity in the calculation? What data distribution was used?
Are the process boundaries still appropriate (project scope)?
Are the project opportunity and objective still valid? Will it be necessary to refine them?What is your revised estimate of COPQ? How much of this should the project address?
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MEASU RE
MEASURE ELEMENT
MEASURMENT 4.1e
- Determining output measures * • • • 8.1a, 8.2.4, 8.4b- Determining process measures * • • • 8.2.3, 8.4c- Determining input measures * • • • 7.4, 8.4d**
DATA COLLECTION- Data collection planning • • • 8.4- Sampling • • • 8.1- Measurement systems analysis *** • • • 7.6***
UNDERSTANDING VARIATION- Identify common & special cause • -- Charting variation • -
BASELINE CAPABILITY- Assessing process capability • • 8.2.3, 8.4b (implied)- Calculating baseline Sigma • -- Lean metrics • -
* The ISO 9001 Standard refers to measurement for monitoring purposes but not for validating and baselining process performance
** The ISO 9001 Standard only refers to input measures relating to purchased goods and services
** The ISO 9001 Standard only requires control and calibration of monitoring and measuring devices
ISO
9001
REQ
UIRE
MEN
TIS
O 90
01 R
ELAT
ED
ISO
9001
BES
T PR
ACTI
CE
ISO
9001
+ LE
AN S
IX S
IGM
A
EXAM
PLES
OF
REFE
REN
CETO
ISO
9001
/ISO
9004
PURPOSE To identify and validate the key sources of variation
To quantify the improvement objective
CRITICAL CHECKPOINTS Identify and prioritise possible sources of variation in the process
Define the logical path that shows steps and tools used to narrow the list
Statistically validate the extent to which the identified root causes influencethe output
Develop a refined opportunity statement reflecting the increased understandingof the problem gained from the analysis
Validate the COPQ calculation (estimate the opportunity in financial terms)and finalise the project charter opportunity statement
KEY QUESTIONS
QUESTIONS FOR ANALYSE PHASE TOLLGATE REVIEW:
What factors drive variation in the process? How was data stratified?
What do detailed process maps indicate? What are key leverage points?Which are non-value added steps? How long does the process take?
How was cause and effect analysis conducted? How were key factors identified?How were potential causes validated?
What key learnings have been extracted from the data?
How much of the observed output variation can you now explain?
How much non-value added activity exists? What is the financial opportunity ofaddressing it?
What is the total Cost of Poor Quality?
Have targets for critical customer requirement metrics been established?
Is it necessary to refine the project objective and/or scope?VV
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ANALYSE
ANALYSE ELEMENT
IDENTIFY AND FORMULATEROOT CAUSES- Potential root cause identification ISO 9004 • • 8.1, 8.4 (ISO 9004)- Stratification and segmentation ISO 9004 • • 8.4 (ISO 9004)- Root cause analysis tools ISO 9004 • • 8.1, 8.4 (ISO 9004)
QUANTIFY AND VERIFY ROOT CAUSES 0.2
- Statistical validation of root causes ISO 9004 • • 8.4, 8.5.2 (ISO 9004)
FINANCIALLY QUANTIFYTHE OPPORTUNITY- Finalise the COPQ • -
ISO
9001
REQ
UIRE
MEN
T
ISO
9001
REL
ATED
ISO
9001
BES
T PR
ACTI
CE
ISO
9001
+ LE
AN S
IX S
IGM
A
EXAM
PLES
OF
REFE
REN
CETO
ISO
9001
/ISO
9004
PURPOSE To generate, develop and test potential solutions
To select the most appropriate solution(s) to meet the project objectives
To identify and develop the implementation plan for the solutions
CRITICAL CHECKPOINTS Root causes of variation to be addressed/clarified
Long list of potential solutions developed
List of solutions narrowed and screened against selection criteria
Potential solution developed and validated
Solution piloted on a small scale
Full implementation plan developed including project, change management andcommunications planning
Contingency plans developed
KEY QUESTIONS (PRE-PILOT)
QUESTIONS FOR IMPROVE PHASE TOLLGATE REVIEW
What is the future state design for the process?
How were critical customer requirements considered in developing high-level design,targets, and specification limits?
How were solution ideas generated and selected?
How does the new design address the root causes identified in Analyse?
Has appropriate technology been identified and incorporated into newhigh-level design?
How were customers, key managers and staff stakeholders involved in designevaluation? How broad is buy-in for the design?
What assumptions have been made in the cost-benefit analysis?When will results be seen?
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IM
PRO VEKEY QUESTIONS (POST-PILOT)
QUESTIONS FOR IMPROVE PHASE TOLLGATE REVIEW
Has a high-level implementation plan been developed for the solutions?Who owns the implementation?
Has piloting been conducted? How was the pilot evaluated and how representativewas it?
What potential problems are envisaged with the implementation plan?What contingency plans exist?
Do you have the correct resources for implementation to meet the target date?
What are the costs of the implementation (one off and ongoing)?
How will cultural change be managed? Commitment mobilised? OrganisationStructure? Measurements? Communication? etc.
What impact will the solution have on non-value added activity and COPQ?
When will the benefits of the improvement be realised?VV
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IMPROVE ELEMENT
GENERATE SOLUTIONS 4.1c
- Generate multiple potential solutions • • • 8.5.1, 8.5.2, 8.5.3
SELECT SOLUTIONS- Screen solutions against key criteria • • -- Validate solutions prior to implementing • • *- Cost benefit analysis • • -
IMPLEMENT SOLUTIONS 4.1f
- Implementation planning • • • 8.5.1- Change management • • -- Potential problem analysis • • • 8.5.3
* The ISO 9001 Standard refers validating corrective and preventative actions post-implementation
ISO
9001
REQ
UIRE
MEN
TIS
O 90
01 R
ELAT
ED
ISO
9001
BES
T PR
ACTI
CE
ISO
9001
+ LE
AN S
IX S
IGM
A
EXAM
PLES
OF
REFE
REN
CETO
ISO
9001
/ISO
9004
PURPOSE To standardise the process and ensure that the improvement gainsare realised, maintained and replicated
CRITICAL CHECKPOINTS The new process is documented and integrated into standard qualityoperating procedures
The process is standardised; variation between individuals and operating units is removed
An ongoing process monitoring plan has been developed, documentedand implemented
The impact of the implemented solution has been measured and compared againstthe baseline measurements
The project benefits have been independently validated
Opportunities for replication across the organisation or with the group havebeen identified
KEY QUESTIONS
QUESTIONS FOR CONTROL PHASE TOLLGATE REVIEW:
What control plans have been implemented?Have operational procedures been developed?
What is the new process Sigma? Does this meet target? Is it sustainable?
Are there metrics now being used to manage the business?Are they embedded in reporting structures?
How will changes in customer requirements be identified?
Is the improved process stable?
How are control charts being used? Is there a control plan when out of control?
Is accountability for maintaining and improving process performance established?
Are there opportunities to share best practices or to replicate the solutions?
What went well/could have gone better? (Project pluses/deltas)VV
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CONTR OL
CONTROL ELEMENT
MONITORING/RESPONSE PLAN 4.1e
- Determining what to measure • • • • 8.1, 8.2.3, 8.2.4- Standard definitions for control metrics • • -- Statistical process control • • -- Process control plan • • • 8.5.2, 8.5.3- Contingency planning • • -
STANDARDISING/DOCUMENTING 4.1d
- Documentation/written procedures • • • • 4.2- Training • • • • 6.2- Mistake proofing • • • • 8.5.3
BENEFITS VALIDATION 4.1e, 5.6
- Verification of quality improvement • • • • 8.5.2f, 8.5.3f, 8.5.1- Verification of financial impact • • -
PROJECT CLOSURE- Identification of replication
opportunities • • -- Knowledge capture • • -- Project evaluation • • • 8.5.1, 8.5.2f, 8.5.3f- Celebrate success • • -
ISO
9001
REQ
UIRE
MEN
TIS
O 90
01 R
ELAT
ED
ISO
9001
BES
T PR
ACTI
CE
ISO
9001
+ LE
AN S
IX S
IGM
A
EXAM
PLES
OF
REFE
REN
CETO
ISO
9001
/ISO
9004
A LEAN SIX SIGMA-BASED CONTINUOUSIMPROVEMENTPROGRAM RESULTSIN A CERTIFICATIONWHICH IMBEDSTHE IMPROVEMENTPROCESS WITHINTHE CERTIFICATIONFRAMEWORK TOENSURE IT ISMAINTAINED ANDDRIVEN FORWARD.
SGS LEAN SIX SIGMA FOR ISO 9001 AND TS 16949
Continuous organisational improvementfor competitive advantage
Customerand market
requirements
Managerialstrategy
Organisationalcapability
Customersatisfactionand marketpenetration
Strategydelivery
Organisationalefficiency andeffectiveness
Identify keyrequirements
Product/servicedelivery
Measureand understand
variation torequirements
Product/servicerealisationprocesses
Capability enhanced
Benef
its re
alise
d,
valid
ated
and re
plicat
edSelect and
executeimprovementprojects that
addressvariation to
requirements
SGS Lean Six Sigma is a defined set of requirements which incorporate ISO 9001and TS 16949 and which contain a complete framework for business continuousimprovement. Lean Six Sigma is a proactive approach and it integrates the Voiceof the Business (VOB) and the Voice of the Customer (VOC) in the center of theimprovement target.
Global businessstrategy
Performancetargets
Improvementgoals
Potentialimprovementprojects
SGS LEAN SIX SIGMA IMPROVEMENT APPROACH
Performance gapsExternal quality
Potentialprojects
Businesscase & Cost ofPoorQuality
Efficiency gapsExternal quality
SIGsGlobal strategy
Businecase&COPQ
Projectselection
Selectmethods
Run LSSproject
Integratewith ISO 9001 &TS 16949 QMS
CertificationLean SixSigma training& projects
METHODSDMAICDFSSJust Do ItLeanKaizen
Prioritisedprojects
Lean Six Sigma continuous improvement which addresses the Critical CustomerRequirements and the link between continuous improvement and the businessprocesses, builds upon the present QMS and leverages the investment made inestablishing the present system and in the audit and certification process. Themethod ensures that organisations strategy and the gaps in quality performance andefficiency defines the priority in selecting the right continuous improvement projects.Certification of results is done within the existing QMS certification framework.
ess
TO FIND OUT MORE VISIT WWW.LEANSIXSIGMA.SGS.COM
WWW.LEANSIXSIGMA.SGS.COM