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    Click here to view this Lean Six Sigma Project Selection ... Click here to view this Lean Six Sigma Project Selection ... Presentation Transcript

    • Project Selection Rachel Humphrey Master Blackbelt General Cable
    • Your guide to a successful project selection process
      • In this session you will learn how to identify, prioritize and approve projects in your Lean Six Sigma programs:
      • • Top tips to selecting the right project
      • • How to match projects with ‘belts’ and select candidates
      • • Kaizen, Greenbelt or Blackbelt Project – which program to choose?
      • • How to improve your recognition and project management process
      • Rachel Humphrey, Global Master Black Belt, GENERAL CABLE
      • 40 mins
    • The Lean Sigma Program at General Cable Tiered training program, each level is a pre-requisite for the next Lean 1 1 day; Overview of Lean Basics Lean Technician 5 days; intermediate Lean tools; 1 Kaizen Event or Lean project Greenbelt 2 weeks; intermediate LS tools; 1 LeanSigma project Blackbelt 3 weeks; advanced LS tools; 1 LeanSigma project Master Blackbelt Teaching BB; $1MM savings, ≥ 5 projects Champion 1 day; Overview of DMAIC, LS program & Coaching etc Lean Facilitator 3 days; Develop Facilitators to roll out Lean 1 Intro to 6σ 1 day; Overview of Six Sigma Basics DFSS 5 days, DMADV process
    • The Structure
      • Master Blackbelts (4)
        • In-house training activities
        • Support Business Teams
        • Support Blackbelts and Greenbelts
      • Blackbelts (67)
        • Dedicated and non-dedicated resources at plant / group
        • Focused on improvement projects
        • Leading improvement teams
      • Greenbelts (197)
        • Support Blackbelts; key improvement team members
        • Some will lead improvement teams
      • Lean Technicians (114)
        • Facilitate Kaizen events
        • Support improvement projects and cultural changes
    • LeanSigma Councils
      • Attendees
        • Facility Staff and Blackbelts
        • Functional Leadership, Business Leaders, and Blackbelts
      • Purpose
        • Candidate selection
        • Align projects with business priorities
        • Set team goals and provide resources for projects
        • Monitor progress of candidates; align resources and break down barriers
        • Assure smooth handoff of projects
        • Ensure use of DMAIC
      LeanSigma Councils manage the process locally
    • Council Format
      • The councils meet once or twice a month
      • Standing agenda includes these items:
        • Current candidate and project review
        • Training needs
        • Project selection and assignment
        • Review of Control phase of completed projects
        • Mentor assignment
      • Include HR and Finance in the meeting
      Lean Sigma Councils drive progress in the facilities
    • Why is Project Selection so Important?
      • Selecting the right projects- and scoping and chartering them well- can mean the difference between a flourishing, successful Lean Sigma Culture and flailing training program
      • Project successes are needed to nurture the LeanSigma culture
      Failures Successes Lean Sigma Culture
    • Pit Falls of Poorly Selected Projects
      • Projects take too long
        • Leads to the perception that DMAIC takes to long- “I don’t have time to do a Lean Sigma project, just fix the problem!”
      • Candidates are trying to Lean Sigma and a new process at the same time
        • Important concepts and tools are often missed
      • Candidates already “know the answer” and get the perception that they can skip important parts of DMAIC
      • Projects are not completed, giving the perception that Lean Sigma “doesn’t work”
    • Critical Elements of a Well Selected Project
      • Related to a key business issue
      • The “ answer ” is not already known
      • Appropriate scope
      • The skills of the project leader can be matched to the project
    • Why a Key Business Issue?
      • Lean Sigma projects will draw time and resources
      • There is also a cost associated with the training and ongoing management of these resources (non value-add activities)
      • In order to maintain focus and support, the project must be something important to the key stakeholders
      6/21/06
    • Key Business Issues
      • The definition of a key business issue will vary depending on your location and sphere of influence
      • However, project selection should always be driven by the metrics you are measured by
      • In Manufacturing, the common metrics are:
        • Scrap $
        • DPMU
        • Material Usage
        • Work Order Delivery
        • Safety metrics
        • Inventory
      • Projects can also be driven by other key areas:
        • Customer Issues
          • Complaints, returns
        • Business Priorities
          • Lead times
          • Impact on competitiveness
    • The Answer is Not Already Known
      • DMAIC is a problem solving methodology which by definition implies the solution is not know at the beginning
      • DMAIC does not suit all types of projects, in some cases more traditional project management skills are needed:
        • Installing new equipment
        • Rolling out new Information systems, telephone systems
        • Implementation of a tried and tested Best Practice
      • Having suspicions about the solution drives people to skip or rush through the Analyze phase, which in turn often means missed root causes and problems that keep re-occuring
    • Look Carefully at the Problem Statement!
      • The Problem or Purpose statement is worded as a solution or a tool
        • “Implement RF scanning for all pick locations”
        • SMED for two color changeovers at CV
      • Problems with this:
        • How do you measure success of the project?
        • Blinkers the team to other possible solutions
        • If you truly know the answer, just do it
    • Project Scoping
      • Appropriate scoping allows a project to be completed in a timely manner while also reaching Root Cause and eliminating problems for good
      “ An inch wide and a mile deep” Finding out a lot about few things Superficial Depth of Analysis Very Deep Few Number of problems investigated Many “ An inch deep and a mile wide” Finding out little about many things
    • Project Scope can (and should) be adjusted
      • When a project is first launched, it is not always possible to know what an appropriate scope is
      • Current measurement systems do not always capture enough data to pareto or stratify to find biggest contributors to problems, or stratify to develop several better scoped projects
      • The Measure phase should help develop project scope by understanding the Problem better
      • If the scope is the same at the end of the Measure phase as it was at the start of the project, you have likely not learned anything else about your problem, and your scope is probably too large
    • Identifying Project Leaders
      • Is this a good certification project?
        • Allows the use of tools
        • Depth of problem and corresponding tool use
        • DMAIC can be followed
      • Appropriate expertise
        • Highly technical projects need technical leaders
        • Projects involving diverse team members need leaders with good interpersonal skills
      • Other commitments?
        • Can the team leader complete the project in a timely manner given their current work load?
    • How to Match Projects with ‘Belts’
      • Project leaders should be matched to projects- not the other way around
      • As the needs for projects arise, use your list of trained experts and potential candidates to determine who should lead
      • Avoid the trap of “finding a project for a candidate”
        • Leads to poor project selection
        • Is often driven by a quota system of counting certifications
        • Does not support the quality improvement culture
    • Other key characteristics of a well selected project:
      • LeanSigma projects will likely have greater success if…
      • The problem is linked to a clearly defined process (you can identify the starting and ending points)
        • If you cannot see the process you likely cannot not improve it
      • You can identify the customers who use or receive the output from this process
        • Output can be a product or service /piece of information
        • We need to be able to understand “quality” in the eyes of the customer
      • You can clearly identify what a defect is and count its occurrence
        • Without understanding what the defect is we cannot measure the success of the project
        • We will not know if we are attacking the right issues
    • Prioritizing Projects
      • There are several ways to prioritize projects, but the most common are:
    • LeanSigma Projects
      • What’s the difference between a Lean Tech, a Greenbelt and a Blackbelt Project?
      • Lean Techs tackle small basic Lean problems that can be solved quickly and simply (Kaizen)
        • Usually only need a few basic Lean tools
      • Greenbelt projects are more complex and need a variety of Lean and Six Sigma tools
      • Blackbelt projects are the biggest problems and may need an array of LeanSigma tools to complete
    • Kaizen, Greenbelt or Blackbelt Project – which to choose?
      • Initially we spent much time trying to differentiate between Lean and Six Sigma, Greenbelt and Blackbelt
      • Generally speaking don’t worry about it too much
      • Let the scope of the project drive the decision
      • With the best scoping in the world, occasionally a simple project will need a tool that requires Blackbelt or Master Blackbelt level tools or experience
      • That’s why all Greenbelts and Lean Technicians have mentors
    • Recognition
      • Recognition usually falls into two categories:
        • Financial
        • Non Financial
      • Although sometimes the line is blurry
      • The challenge we have found with the Financial Recognition is how to make it “fair”
        • Are all Blackbelts created equal?
        • Does a Greenbelt deserve the same as a Blackbelt?
        • Should project size have a bearing on the reward?
        • Should ongoing contribution affect the reward?
      • Often a negative message can be sent unwittingly
    • Ideas for Recognition
      • Symposium
      • Community of BBs
      • Project Competition
      • Internal Audit Completion (opportunity to visit other facilities)
      • Temporary Assignments
    • Questions?