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  • Beware!!!! New solutions come with new problems
  • Who are my customers? What is my product or service? What are my customer’s expectations and measures? Does my product or service meet their expectations? What is the process for providing my product or service? What action is required to improve the process? What are my customer’s moments of truth?
  • 16Improve.ppt

    1. 1. LSSG Black Belt Training Improve: How do we get there?
    2. 2. DMAIC Six Sigma - Improve <ul><li>Develop Potential Solutions </li></ul><ul><ul><li>Identify potential solutions through data analysis, brainstorming, benchmarking </li></ul></ul><ul><li>Create Future State </li></ul><ul><ul><li>Develop and implement future state process map and/or innovative solutions for the project </li></ul></ul><ul><li>Evaluate and Mitigate Risk </li></ul><ul><ul><li>Analyze the impact of the solution and error proof the process </li></ul></ul>Measure Control Analyze Improve Define
    3. 3. Agenda for Improve What is the Wizard doing? <ul><li>Optimize Solutions (6 Sigma) </li></ul><ul><li>Kaizen Events (Lean) </li></ul><ul><ul><li>- Develop and Simulate Future State </li></ul></ul><ul><li>Mistake-Proof New Process/Risk Management </li></ul><ul><li>Develop / Implement Pilot Plan </li></ul><ul><li>Service Recovery </li></ul>
    4. 4. Six Sigma Improve Activities <ul><li>Identify available relationships </li></ul><ul><li>Determine interactions </li></ul><ul><li>Reduce list of X’s to a critical few </li></ul><ul><li>Determine optimum settings for X’s </li></ul><ul><li>Tools: Multivariate Analysis, DOE, RSM/Optimization, and Simulation </li></ul><ul><li>Implement improvement </li></ul><ul><li>Verify benefits </li></ul><ul><li>Verify measuring system </li></ul>
    5. 5. Lean Improve Activities <ul><li>Plan for and conduct a week long Kaizen event </li></ul><ul><li>Learn by doing, and doing it again </li></ul><ul><ul><li>Repeat Kaizen’s for key processes </li></ul></ul>“ Each new improvement reveals new problems!” Freddy Ball é The Lean Transformation Fight Fires React Improve Processes time
    6. 6. Kaizen Events <ul><li>The “Improve” process for Lean , where obvious waste has been identified </li></ul><ul><li>A team-based, 3-5 day event with no down time </li></ul><ul><li>Cross-functional teams meet full-time (100% of their time!) to solve a specific problem with pre-specified scope, metrics and goals </li></ul><ul><li>Results presented to management at the end of the week, with project completion in 30 days </li></ul><ul><li>Assumption is made that the team will have all the support and resources needed from management </li></ul>
    7. 7. Kaizen Events <ul><li>Meet within 100 feet and “ walk” the process to identify opportunities that are not working right and do not require detailed data to justify change </li></ul><ul><li>Count the number of steps within and between tasks; estimate task and handoff times ; add improvement opportunities to Value Stream Map </li></ul><ul><li>Share “peak” experiences (“Appreciative Inquiry”) </li></ul><ul><li>Develop hypothesis and test immediately to see if it works </li></ul><ul><li>Make quick and not so elegant changes </li></ul><ul><li>Expect the unexpected! </li></ul>
    8. 8. Kaizen Event Team <ul><li>The team should include the following: </li></ul><ul><ul><li>6-8 people </li></ul></ul><ul><ul><li>People who work in the process and will have to live with the changes and at least one supervisor from this area </li></ul></ul><ul><ul><li>Representatives from upstream and downstream processes </li></ul></ul><ul><ul><li>Support personnel (IT, HR, etc.) </li></ul></ul><ul><ul><li>One neutral observer </li></ul></ul><ul><ul><li>Plus a neutral facilitator </li></ul></ul>
    9. 9. Kaizen Event - Day 1 <ul><li>Travel - am </li></ul><ul><li>Lean Classroom Training - pm </li></ul><ul><ul><li>All participants required to attend half-day Lean training (Intro, waste, VSM, takt time, etc.) </li></ul></ul><ul><ul><li>Review plan for the week </li></ul></ul><ul><ul><li>Clarify charter and scope; special needs; available data </li></ul></ul><ul><ul><li>Clarify roles/form sub-teams </li></ul></ul><ul><ul><li>Distribute materials/post white paper on walls </li></ul></ul>
    10. 10. Kaizen Event - Day 2 <ul><li>Current State Mapping - am </li></ul><ul><ul><li>Sub-teams create current process map using large yellow post-its </li></ul></ul><ul><ul><li>Label with key data; identify missing data </li></ul></ul><ul><ul><li>Identify major opportunities for improvement </li></ul></ul><ul><ul><li>Adjust project scope if required </li></ul></ul><ul><li>Interview Employees/ Collect Data - pm </li></ul><ul><ul><li>Sub-teams time a sample of existing sub-processes (with stop-watches) </li></ul></ul><ul><ul><li>Key personnel interviewed for knowledge of problems, suggestions for improvement, and reasons why sample data collection may not be “normal” </li></ul></ul><ul><ul><li>May be preceded by a tour of the entire process </li></ul></ul>
    11. 11. Kaizen Event - Day 3 <ul><li>Complete Current State - am </li></ul><ul><ul><li>Report-outs of key learnings </li></ul></ul><ul><ul><li>Addition of collected data </li></ul></ul><ul><ul><li>Identify key opportunities </li></ul></ul><ul><ul><li>Experiments to test viability </li></ul></ul><ul><ul><li>Management progress review </li></ul></ul><ul><li>Create Future State - pm </li></ul><ul><ul><li>Perform experiments </li></ul></ul><ul><ul><li>brainstorm improvement opportunities and potential benefits </li></ul></ul><ul><ul><li>Create high level future state (“desired” state) </li></ul></ul>
    12. 12. Kaizen Event - Day 4 <ul><li>Complete Future State Map - am </li></ul><ul><ul><li>Include full value stream linked to customer </li></ul></ul><ul><ul><li>Return to plant to test proposed final recommended changes </li></ul></ul><ul><ul><li>Fine tune improvements </li></ul></ul><ul><ul><li>Create high-level documentation of new standard procedures </li></ul></ul><ul><li>Create presentation - pm </li></ul>
    13. 13. Kaizen Event - Day 5 <ul><li>Practice Presentation - am </li></ul><ul><li>Noon - Lunch </li></ul><ul><li>Presentation to management </li></ul><ul><li>Debrief ; Discuss obstacles to success </li></ul><ul><li>Next Steps/Responsibilities/Kaizen “Newspaper” </li></ul><ul><li>Create new standard procedures </li></ul><ul><li>Write report /Send to stakeholders </li></ul><ul><li>Celebrate!!! </li></ul>Goal_________ Date__________ Implementation Team______________ % Complete Date Completed Due Date Responsibility Action steps to achieve goal #
    14. 14. Poka-Yokes: Product and Service Failsafing <ul><li>Keeping a mistake from becoming a defect </li></ul><ul><ul><li>Prevention </li></ul></ul><ul><ul><ul><li>Determine potential problems </li></ul></ul></ul><ul><ul><ul><li>Develop fault-proof designs </li></ul></ul></ul><ul><ul><ul><li>Create prevention plans </li></ul></ul></ul><ul><li>A proactive approach </li></ul><ul><ul><li>Detection </li></ul></ul><ul><ul><ul><li>Develop signaling system/identification </li></ul></ul></ul><ul><ul><ul><li>Plan for quick response at operator level </li></ul></ul></ul><ul><ul><ul><li>Do root cause analysis; use “5 Whys” </li></ul></ul></ul><ul><ul><ul><li>Eliminate special causes </li></ul></ul></ul><ul><li>An extension of FMEA </li></ul>
    15. 15. Prevention vs. Detection Order New Order Call Center Prevention Detection Sales Department Order Placed Order Placed Data Entry Data Entry Order Processed Order Processed Order Sent Order Sent Order Charged Order Charged Order Paid Order Paid Order Placed Order Placed Data Entry Data Entry Order Processed Order Processed Order Sent Order Sent Order Charged Order Charged Order Paid Order Paid Duplicate Payment New
    16. 16. Process for Mistake Proofing Describe Defect and Defect Rate Determine Defect Location Study the Process Flow Observe the Process Identify Errors and Determine Cause Determine Prevention Method Test/Re-test in Extreme Conditions
    17. 17. Service Recovery <ul><li>A real-time response to a service failure </li></ul><ul><li>Involves training front-line workers to immediately respond to customer problems </li></ul><ul><li>Involves identification of potential “incidents” and determination of optimum response </li></ul>Process Improvement can take too long. What do we do in the meantime?
    18. 18. Service Recovery - How it Works “ Empowerment can only take place when every associate can personally assure customer satisfaction every time!” G ary K. Johnson Process Identification Incidents Remedies Cost of Incident Measurement of Frequency Customer Identification Mission Statement Cost of Poor Quality