El Llc Six Sigma June 2011

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El Llc Six Sigma June 2011

  1. 1. Six Sigma<br />Six Sigma: DMAIC; Y=f(x)<br />Is it a Goal, a Measure, a Process, a Tool or an expletive deleted?<br />
  2. 2. Operational Excellence Training<br />Objectives<br />Understand the Basics of the Six Sigma Program<br />Understand How Six Sigma Relates to Lean, TOC, TQM<br />(Theory Of Constraints; Total Quality Management)<br />Ability to Define a Strategy and Roadmap for Success<br />
  3. 3. Operational Excellence Training<br />Define<br />Is it a Goal, a Measure, a Process, a Tool or an expletive deleted?<br /><ul><li>Yes</li></li></ul><li>Operational Excellence Training<br />Define<br />Six Sigma<br />Is a management methodology<br /><ul><li>Customer focused
  4. 4. Data driven decisions
  5. 5. Breakthrough performance gains
  6. 6. Validated bottom line results</li></li></ul><li>Operational Excellence Training<br />Customer Focused<br />Our Performance Compared to Competitors<br /><ul><li>Complete
  7. 7. OTD
  8. 8. Quality</li></ul>High<br />Importance to Customers<br /><ul><li>Training</li></ul>Moderate-<br />to-’Low’<br /><ul><li>Price
  9. 9. Shared Goals
  10. 10. Complaints</li></ul>We’re Better<br />They’re Better<br />
  11. 11. Operational Excellence Training<br />f (X)<br />Y=<br />Data Driven Decisions<br /> To get results, should we focus our behavior on the Y or X ?<br /><ul><li>Y
  12. 12. Dependent
  13. 13. Output
  14. 14. Effect
  15. 15. Symptom
  16. 16. Monitor
  17. 17. Response
  18. 18. X1 . . . XN
  19. 19. Independent
  20. 20. Input-Process
  21. 21. Cause
  22. 22. Problem
  23. 23. Control
  24. 24. Factor</li></ul>Why should we test or inspect Y, if we know this relationship?<br />
  25. 25. Operational Excellence Training<br /><br />PPM<br />Breakthrough performance gains<br />(Distribution Shifted ± 1.5)<br />Process<br />Capability<br />Defects per Million Opportunities<br />Sigma is a statistical unit of measure which reflects process capability. The sigma scale of measure is perfectly correlated to such characteristics as defects-per-unit, parts-per million defective, and the probability of a failure/error.<br />
  26. 26. Operational Excellence Training<br />Validated bottom line results<br />Impact on Bottom Line<br />Assuming a 10% change in the factor<br />Factors<br />
  27. 27. Operational Excellence Training<br />Define<br />Methodology<br />Define<br />Measure<br />Analyze<br />Improve<br />Control<br />
  28. 28. Operational Excellence Training<br />Roadmap Example<br />Define<br />Customers, Value, Problem Statement<br />Scope, Timeline, Team<br />Primary/Secondary & OpEx Metrics<br />Current Value Stream Map<br />Voice Of Customer (QFD)<br />Measure<br />Assess specification / Demand<br />Measurement Capability (Gage R&R)<br />Correct the measurement system<br />Process map, Spaghetti, Time obs.<br />Measure OVs & IVs / Queues<br />Analyze (andfix the obvious)<br />Root Cause (Pareto, C&E, brainstorm)<br />Find all KPOVs & KPIVs<br />FMEA, DOE, critical Xs, VA/NVA<br />Graphical Analysis, ANOVA<br />Future Value Stream Map<br />Improve<br />Optimize KPOVs & test the KPIVs<br />Redesign process, set pacemaker<br />5S, Cell design, MRS<br />Visual controls<br />Value Stream Plan<br />Control<br />Document process (WIs, Std Work)<br />Mistake proof, TT sheet, CI List<br />Analyze change in metrics<br />Value Stream Review<br />Prepare final report<br />Validate Project $<br />Validate Project $<br />Validate Project $<br />Validate Project $<br />Next Project<br />Celebrate Project $<br />
  29. 29. Plan<br />Execute<br /><ul><li>Strategic Link to Business Plan defined in Project Selection Process
  30. 30. Defined Business Impact with Op Ex Champion support
  31. 31. Structured Brainstorming at all organizational levels
  32. 32. Cause and Effect Diagrams identifying critical factors
  33. 33. Primary and Secondary Metrics defined and charted
  34. 34. Multi-Level Pareto Charts to confirm project focus</li></ul>DEFINE<br />Identify<br />Problem<br /><ul><li>Develop a focused Problem Statement and Objective
  35. 35. Develop a Process Map and/or FMEA
  36. 36. Develop a Current State Map
  37. 37. Identify the response variable(s) and how to measure them
  38. 38. Analyze measurement system capability
  39. 39. Assess the specification (Is one in place? Is it the right one?)</li></ul>MEASURE<br />Practical Problem<br /><ul><li>Characterize the response, look at the raw data
  40. 40. Abnormal? Other Clues? Mean or Variance problem?
  41. 41. Time Observation • Spaghetti Diagram • Takt Time
  42. 42. Future State Maps • Percent Loading
  43. 43. Standard Work Combination
  44. 44. Use Graphical Analysis, Multi-Vari, ANOVA and basicstatistical tools to identify the likely families of variability</li></ul>Operational Excellence Methodology<br />ANALYZE<br />Practical Solutions<br />Problem<br />Definition<br /><ul><li>Identify the likely X’s
  45. 45. 5S • Set Up Time Reduction (SMED)
  46. 46. Material Replenishment Systems
  47. 47. Level Loading / Line Leveling
  48. 48. Cell Design • Visual Controls
  49. 49. Use Design of Experiments to find the critical few X’s
  50. 50. Move the distribution; Shrink the spread; Confirm the results</li></ul>IMPROVE<br />Problem<br />Solution<br /><ul><li>Mistake Proof the process (Poka-Yoke)
  51. 51. Tolerance the process
  52. 52. Measure the final capability
  53. 53. Place appropriate process controls on the critical X’s
  54. 54. Document the effort and results
  55. 55. Standard Work • TPM </li></ul>Problem Solving<br />CONTROL<br />Problem Control<br /><ul><li>What do you want to know?
  56. 56. How do you want to see what it is that you needto know?
  57. 57. What type of tool will generate what it is that youneed to see?
  58. 58. What type of data is required of the selected tool?
  59. 59. Where can you get the required type of data?</li></ul>Execute<br />Plan<br />Based in part on Six Sigma Methodology developed by GE Medical Systems and Six Sigma Academy, Inc.<br />Crane Co. Op. Ex. Methodology Originated by MBBs; D. Braasch, J. Davis, R. Duggins, J. O’Callaghan, R. Underwood, I. Wilson<br />PERFECTION<br />
  60. 60. Operational Excellence Training<br />DefineKey Items<br />Customers, Value, Problem Statement <br />Scope, Timeline, Team<br />Primary/Secondary & OpEx Metrics<br />Current Value Stream Map<br />Voice Of Customer (QFD)<br />(Quality Function Deployment)<br />
  61. 61. Operational Excellence Training<br />Project SelectionImpact<br />Business Impact<br /><ul><li>Revenue Growth
  62. 62. Cost Reduction
  63. 63. Capital Reduction
  64. 64. Key Business Objectives
  65. 65. On Time Delivery
  66. 66. Lead Time
  67. 67. Quality
  68. 68. Customer Satisfaction</li></ul>Impact on Operational Excellence Metrics <br />
  69. 69. Operational Excellence Training<br />Evaluate and Rank SuggestionsEffort and Risk<br />Effort required<br /><ul><li>People Resources
  70. 70. Capital Resources
  71. 71. Duration of Project</li></ul>Probability of success<br /><ul><li>Technical Risk
  72. 72. Data available
  73. 73. Knowledge of process
  74. 74. Management Risk
  75. 75. Aligned with objectives
  76. 76. Support by value stream manager</li></ul>Impact vs. Risk vs. Effort<br /><ul><li>Assess ROI (Return On Investment)
  77. 77. Assign priorities to projects </li></li></ul><li>Operational Excellence Training<br />Evaluate and Rank Suggestions<br />Example tool to rank projects<br />0106-01 Project Rating.xls<br />
  78. 78. Example chart to rank projects 0106-01 Project Rating.xls<br />
  79. 79. Operational Excellence Training<br />Measure<br />Establish measurement capability<br /><ul><li>Validate the database (transactional)
  80. 80. Gage R&R (Repeatability & Reproducibility)
  81. 81. Calibration is not enough
  82. 82. Many (or most) measurement systems are not capable
  83. 83. How good is the data you are using to make decisions?</li></ul>Fix the measurement system<br /><ul><li>Enables calculation of process capability
  84. 84. Enables calculation of alpha & beta risks
  85. 85. This step is often skipped</li></li></ul><li>Operational Excellence Training<br />Analyze(and fix the obvious)<br />Find all KPOVs & KPIVs<br />(Key Process Output Variables; Key Process Input Variables)<br />FMEA, DOE, critical Xs, VA/NVA<br />(Failure Modes Effects Analysis; Design Of Experiment)<br />Graphical Analysis, ANOVA<br />(Analysis Of Variance)<br />Future Value Stream Map<br />
  86. 86. Operational Excellence Training<br />Improve<br />Optimize KPOVs & test the KPIVs<br />(Key Process Output Variables; Key Process Input Variables)<br />Redesign process, set pacemaker<br />5S, Cell design, MRS<br />(Material Replenishment System)<br />Visual controls<br />Value Stream Plan<br />
  87. 87. Operational Excellence Training<br />Control<br />Management of Change<br /><ul><li>Owned by project champion and value stream manager
  88. 88. Critical to long term success of project
  89. 89. Physical and cultural changes</li></ul>Measurement controls<br /><ul><li>On-going metrics</li></ul>Visual Controls<br /><ul><li>Enable workers to self-manage the process</li></li></ul><li>Operational Excellence Training<br />Basic ImplementationRoadmap<br />Identify Customer Requirements<br />Identify Customer Requirements<br />Understand and Define<br />Entire Value Streams<br />Vision (Strategic Business Plan)<br />Deploy Key Business Objectives<br />- Measure and target (metrics)<br />- Align and involve all employees<br />- Develop and motivate<br />Continuous Improvement (DMAIC)<br />Define, Measure, Analyze, Improve<br />Identify root causes, prioritize, eliminate waste,<br />make things flow and pulled by customers<br />Control<br />-Sustain Improvement<br />-Drive Towards Perfection<br />
  90. 90. Operational Excellence Training<br />Hoshin<br />
  91. 91.
  92. 92. Operational Excellence Training<br />Does it work?.<br />The top companies in Customer Satisfaction grow MVA at<br />nearly twice the rate of their poor-performing counterparts.<br />In Billions $<br />1999<br />73 companies<br /> Ralston Purina<br />Quaker Oats<br />Hilton Hotels<br />Coca-Cola<br />Unilever<br />etc.<br />Source: American Customer Satisfaction Index, U Michigan, HBR, 2001<br />
  93. 93. Operational Excellence Training<br />What about Lean, TOC, TQM<br />Six Sigma<br /><ul><li>Remove defects, minimize variance</li></ul>Lean<br /><ul><li>Remove waste, shorten the flow</li></ul>TOC<br /><ul><li>Remove and manage constraints</li></ul>TQM<br /><ul><li>Continuous Improvement</li></li></ul><li>Value Stream Map - Current State<br />90/60/30 day<br />Forecasts<br />Production<br />Control<br />6 WEEK<br />Forecast<br />Customer<br />MRP<br />Order Entry<br />Weekly<br />Fax<br />Suppliers<br />Demand = 45 per day<br />2 shifts<br />Orders/day<br />= 36<br />Queue <br />= 1.5 Days<br />Takt Time<br />= 18.2 Minutes<br />Lead Time - 34 Days<br />WEEKLY SCHEDULE<br />Competitive Lead Time <br />= 3 Days<br />1X<br />Daily<br />I<br />Coils<br />S. Weld # 1<br /> Stamping<br /> Shipping<br />Assembly<br />Test<br />I<br />5 days<br />I<br />I<br />I<br />342<br />I<br />81<br />122<br />90<br />202<br />CT=1sec<br />CT=3 min<br />CT= 15 min<br />CT= 67 min<br />CT= 4 min<br />Lead Time =23.6 days<br /> Co= 23 min<br /> Co=0<br /> Co=1 hr.<br /> Co=10 min.<br /> Co=0 min.<br />Uptime=85%<br />Uptime=70%<br />Uptime=100%<br />FTY = 67%<br />Uptime=100%<br />Touch Time = 89 min<br />2 shifts<br />2 shifts<br />1 shift<br />2 shifts<br />1 shift<br />5 days<br />7.6 days<br />1.8 days<br />2.7 days<br />4.5 days<br />2 days<br />1 sec<br />3 min<br />15 min<br />67 min<br />4 min<br />
  94. 94. Customer DataOn-Time Delivery<br />90/60/30 day<br />Forecasts<br />Production<br />Control<br />6 WEEK<br />Forecast<br />Customer<br />MRP<br />Order Entry<br />Weekly<br />Fax<br />Suppliers<br />Demand = 45 per day<br />2 shifts<br />Orders/day<br />= 36<br />Queue <br />= 1.5 Days<br />Takt Time<br />= 18.2 Minutes<br />Lead Time - 34 Days<br />WEEKLY SCHEDULE<br />Competitive Lead Time <br />= 3 Days<br />1X<br />Daily<br />I<br />Coils<br />S. Weld # 1<br /> Stamping<br /> Shipping<br />Assembly<br />Test<br />I<br />5 days<br />I<br />I<br />I<br />342<br />I<br />81<br />122<br />90<br />202<br />CT=1sec<br />CT=3 min<br />CT= 15 min<br />CT= 67 min<br />CT= 4 min<br />Lead Time =23.6 days<br /> Co= 23 min<br /> Co=0<br /> Co=1 hr.<br /> Co=10 min.<br /> Co=0 min.<br />Uptime=85%<br />Uptime=70%<br />Uptime=100%<br />FTY = 67%<br />Uptime=100%<br />Touch Time = 89 min<br />2 shifts<br />2 shifts<br />1 shift<br />2 shifts<br />1 shift<br />5 days<br />7.6 days<br />1.8 days<br />2.7 days<br />4.5 days<br />2 days<br />1 sec<br />3 min<br />15 min<br />67 min<br />4 min<br /> Demand = 45/day<br /> Takt Time = 18.2 min<br />Competitive LT = 3 days<br />
  95. 95. Inventory<br />90/60/30 day<br />Forecasts<br />Production<br />Control<br />6 WEEK<br />Forecast<br />Customer<br />MRP<br />Order Entry<br />Weekly<br />Fax<br />Suppliers<br />Demand = 45 per day<br />2 shifts<br />Orders/day<br />= 36<br />Queue <br />= 1.5 Days<br />Takt Time<br />= 18.2 Minutes<br />Lead Time - 34 Days<br />WEEKLY SCHEDULE<br />Competitive Lead Time <br />= 3 Days<br />1X<br />Daily<br />I<br />Coils<br />S. Weld # 1<br /> Stamping<br /> Shipping<br />Assembly<br />Test<br />I<br />5 days<br />I<br />I<br />I<br />342<br />I<br />81<br />122<br />90<br />202<br />CT=1sec<br />CT=3 min<br />CT= 15 min<br />CT= 67 min<br />CT= 4 min<br />Lead Time =23.6 days<br /> Co= 23 min<br /> Co=0<br /> Co=1 hr.<br /> Co=10 min.<br /> Co=0 min.<br />Uptime=85%<br />Uptime=70%<br />Uptime=100%<br />FTY = 67%<br />Uptime=100%<br />Touch Time = 89 min<br />2 shifts<br />2 shifts<br />1 shift<br />2 shifts<br />1 shift<br />5 days<br />7.6 days<br />1.8 days<br />2.7 days<br />4.5 days<br />2 days<br />1 sec<br />3 min<br />15 min<br />67 min<br />4 min<br />Raw = 5 days<br />WIP = 12.1 days<br />FG = 6.5 days<br />
  96. 96. Flow of ValueLead Time<br />90/60/30 day<br />Forecasts<br />Production<br />Control<br />6 WEEK<br />Forecast<br />Customer<br />MRP<br />Order Entry<br />Weekly<br />Fax<br />Suppliers<br />Demand = 45 per day<br />2 shifts<br />Orders/day<br />= 36<br />Queue <br />= 1.5 Days<br />Takt Time<br />= 18.2 Minutes<br />Lead Time - 34 Days<br />WEEKLY SCHEDULE<br />Competitive Lead Time <br />= 3 Days<br />1X<br />Daily<br />I<br />Coils<br />S. Weld # 1<br /> Stamping<br /> Shipping<br />Assembly<br />Test<br />I<br />5 days<br />I<br />I<br />I<br />342<br />I<br />81<br />122<br />90<br />202<br />CT=1sec<br />CT=3 min<br />CT= 15 min<br />CT= 67 min<br />CT= 4 min<br />Lead Time =23.6 days<br /> Co= 23 min<br /> Co=0<br /> Co=1 hr.<br /> Co=10 min.<br /> Co=0 min.<br />Uptime=85%<br />Uptime=70%<br />Uptime=100%<br />FTY = 67%<br />Uptime=100%<br />Touch Time = 89 min<br />2 shifts<br />2 shifts<br />1 shift<br />2 shifts<br />1 shift<br />5 days<br />7.6 days<br />1.8 days<br />2.7 days<br />4.5 days<br />2 days<br />1 sec<br />3 min<br />15 min<br />67 min<br />4 min<br />Lead Time = 23.6 days<br />Touch Time = 89 min<br />
  97. 97. ConstraintsOTD, Lead Time<br />90/60/30 day<br />Forecasts<br />Production<br />Control<br />6 WEEK<br />Forecast<br />Customer<br />MRP<br />Order Entry<br />Weekly<br />Fax<br />Suppliers<br />Demand = 45 per day<br />2 shifts<br />Orders/day<br />= 36<br />Queue <br />= 1.5 Days<br />Takt Time<br />= 18.2 Minutes<br />Lead Time - 34 Days<br />WEEKLY SCHEDULE<br />Competitive Lead Time <br />= 3 Days<br />1X<br />Daily<br />I<br />Coils<br />S. Weld # 1<br /> Stamping<br /> Shipping<br />Assembly<br />Test<br />I<br />5 days<br />I<br />I<br />I<br />342<br />I<br />81<br />122<br />90<br />202<br />CT=1sec<br />CT=3 min<br />CT= 15 min<br />CT= 67 min<br />CT= 4 min<br />Lead Time =23.6 days<br /> Co= 23 min<br /> Co=0<br /> Co=1 hr.<br /> Co=10 min.<br /> Co=0 min.<br />Uptime=85%<br />Uptime=70%<br />Uptime=100%<br />FTY = 67%<br />Uptime=100%<br />Touch Time = 89 min<br />2 shifts<br />2 shifts<br />1 shift<br />2 shifts<br />1 shift<br />5 days<br />7.6 days<br />1.8 days<br />2.7 days<br />4.5 days<br />2 days<br />1 sec<br />3 min<br />15 min<br />67 min<br />4 min<br />Max Wip = 7.6 days<br />CT (67) > Takt Time (18)<br />
  98. 98. Setup TimesOP Margin, Lead Time<br />90/60/30 day<br />Forecasts<br />Production<br />Control<br />6 WEEK<br />Forecast<br />Customer<br />MRP<br />Order Entry<br />Weekly<br />Fax<br />Suppliers<br />Demand = 45 per day<br />2 shifts<br />Orders/day<br />= 36<br />Queue <br />= 1.5 Days<br />Takt Time<br />= 18.2 Minutes<br />Lead Time - 34 Days<br />WEEKLY SCHEDULE<br />Competitive Lead Time <br />= 3 Days<br />1X<br />Daily<br />I<br />Coils<br />S. Weld # 1<br /> Stamping<br /> Shipping<br />Assembly<br />Test<br />I<br />5 days<br />I<br />I<br />I<br />342<br />I<br />81<br />122<br />90<br />202<br />CT=1sec<br />CT=3 min<br />CT= 15 min<br />CT= 67 min<br />CT= 4 min<br />Lead Time =23.6 days<br /> Co= 23 min<br /> Co=0<br /> Co=1 hr.<br /> Co=10 min.<br /> Co=0 min.<br />Uptime=85%<br />Uptime=70%<br />Uptime=100%<br />FTY = 67%<br />Uptime=100%<br />Touch Time = 89 min<br />2 shifts<br />2 shifts<br />1 shift<br />2 shifts<br />1 shift<br />5 days<br />7.6 days<br />1.8 days<br />2.7 days<br />4.5 days<br />2 days<br />1 sec<br />3 min<br />15 min<br />67 min<br />4 min<br />CO = 1 hour<br />CO = 23 min<br />CO = Changeover<br />
  99. 99. MaintenanceOTD, Lead Time<br />90/60/30 day<br />Forecasts<br />Production<br />Control<br />6 WEEK<br />Forecast<br />Customer<br />MRP<br />Order Entry<br />Weekly<br />Fax<br />Suppliers<br />Demand = 45 per day<br />2 shifts<br />Orders/day<br />= 36<br />Queue <br />= 1.5 Days<br />Takt Time<br />= 18.2 Minutes<br />Lead Time - 34 Days<br />WEEKLY SCHEDULE<br />Competitive Lead Time <br />= 3 Days<br />1X<br />Daily<br />I<br />Coils<br />S. Weld # 1<br /> Stamping<br /> Shipping<br />Assembly<br />Test<br />I<br />5 days<br />I<br />I<br />I<br />342<br />I<br />81<br />122<br />90<br />202<br />CT=1sec<br />CT=3 min<br />CT= 15 min<br />CT= 67 min<br />CT= 4 min<br />Lead Time =23.6 days<br /> Co= 23 min<br /> Co=0<br /> Co=1 hr.<br /> Co=10 min.<br /> Co=0 min.<br />Uptime=85%<br />Uptime=70%<br />Uptime=100%<br />FTY = 67%<br />Uptime=100%<br />Touch Time = 89 min<br />2 shifts<br />2 shifts<br />1 shift<br />2 shifts<br />1 shift<br />5 days<br />7.6 days<br />1.8 days<br />2.7 days<br />4.5 days<br />2 days<br />1 sec<br />3 min<br />15 min<br />67 min<br />4 min<br />Uptime = 70%<br />
  100. 100. Quality<br />90/60/30 day<br />Forecasts<br />Production<br />Control<br />6 WEEK<br />Forecast<br />Customer<br />MRP<br />Order Entry<br />Weekly<br />Fax<br />Suppliers<br />Demand = 45 per day<br />2 shifts<br />Orders/day<br />= 36<br />Queue <br />= 1.5 Days<br />Takt Time<br />= 18.2 Minutes<br />Lead Time - 34 Days<br />WEEKLY SCHEDULE<br />Competitive Lead Time <br />= 3 Days<br />1X<br />Daily<br />I<br />Coils<br />S. Weld # 1<br /> Stamping<br /> Shipping<br />Assembly<br />Test<br />I<br />5 days<br />I<br />I<br />I<br />342<br />I<br />81<br />122<br />90<br />202<br />CT=1sec<br />CT=3 min<br />CT= 15 min<br />CT= 67 min<br />CT= 4 min<br />Lead Time =23.6 days<br /> Co= 23 min<br /> Co=0<br /> Co=1 hr.<br /> Co=10 min.<br /> Co=0 min.<br />Uptime=85%<br />Uptime=70%<br />Uptime=100%<br />FTY = 67%<br />Uptime=100%<br />Touch Time = 89 min<br />2 shifts<br />2 shifts<br />1 shift<br />2 shifts<br />1 shift<br />5 days<br />7.6 days<br />1.8 days<br />2.7 days<br />4.5 days<br />2 days<br />1 sec<br />3 min<br />15 min<br />67 min<br />4 min<br />FTY = 67%<br />
  101. 101. Flow of ValueOTD, Lead Time<br />90/60/30 day<br />Forecasts<br />Production<br />Control<br />6 WEEK<br />Forecast<br />Customer<br />MRP<br />Order Entry<br />Weekly<br />Fax<br />Suppliers<br />Demand = 45 per day<br />2 shifts<br />Orders/day<br />= 36<br />Queue <br />= 1.5 Days<br />Takt Time<br />= 18.2 Minutes<br />Lead Time - 34 Days<br />WEEKLY SCHEDULE<br />Competitive Lead Time <br />= 3 Days<br />1X<br />Daily<br />I<br />Coils<br />S. Weld # 1<br /> Stamping<br /> Shipping<br />Assembly<br />Test<br />I<br />5 days<br />I<br />I<br />I<br />342<br />I<br />81<br />122<br />90<br />202<br />CT=1sec<br />CT=3 min<br />CT= 15 min<br />CT= 67 min<br />CT= 4 min<br />Lead Time =23.6 days<br /> Co= 23 min<br /> Co=0<br /> Co=1 hr.<br /> Co=10 min.<br /> Co=0 min.<br />Uptime=85%<br />Uptime=70%<br />Uptime=100%<br />FTY = 67%<br />Uptime=100%<br />Touch Time = 89 min<br />2 shifts<br />2 shifts<br />1 shift<br />2 shifts<br />1 shift<br />5 days<br />7.6 days<br />1.8 days<br />2.7 days<br />4.5 days<br />2 days<br />1 sec<br />3 min<br />15 min<br />67 min<br />4 min<br />Who is setting the pace?<br />What is the pitch time?<br />
  102. 102. Operational Excellence Training<br />Making it happen<br />Three major roles<br />Implementer<br /><ul><li>Learns the tools
  103. 103. Works the process
  104. 104. Solves day to day problems</li></ul>Manager<br /><ul><li>Learns the methodology
  105. 105. Manages a value stream
  106. 106. Reviews project teams</li></ul>Leader<br /><ul><li>Establishes the vision for the future
  107. 107. Sets priorities
  108. 108. Encourages</li></ul>Where do you need to focus?<br />
  109. 109. Operational Excellence Training<br />What Is a Sigma?<br />A metric that indicates how well a process is performing.<br /><ul><li>Higher is better
  110. 110. Measures the capability of the process to perform defect-free work
  111. 111. Also known as “z”, it is based on standard deviation for continuous data
  112. 112. For discrete data it is calculated from DPMO</li></li></ul><li>Operational Excellence Training<br />Units of Measure<br />Performance<br />Limit<br />Probability<br />of a Defect<br />Area of Yield<br />Units of Measure<br />Units of Measure<br /><br />Units of Measure<br />The Normal Curve and Capability<br />Low Sigma<br />High Sigma<br />

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