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Learn About Lean Six Sigma and Blended e-Learning and Earn ...
 

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    Learn About Lean Six Sigma and Blended e-Learning and Earn ... Learn About Lean Six Sigma and Blended e-Learning and Earn ... Presentation Transcript

    • 20th Anniversary Conference Sinclair Community College Dayton, OH Wednesday, October 1, 2008 Learn About Lean Six Sigma and Blended e-Learning and Earn Your “White Belt” Certification in One Easy Lesson! Diane Ritter Director of Business Excellence The Quality Group
    • Agenda PART I: Introduction to Lean Six Sigma – What is Lean Six Sigma? – How is Lean Six Sigma Different? – Lean Six Sigma Benefits – Concept of Process – Lean Six Sigma Methodology: DMAIC – Ensuring Success – White Belt Exam PART II: Introduction to Blended e-Learning – Blended Learning –Q&A
    • PART I: Introduction to Lean Six Sigma
    • Are You Achieving Your Organization’s Purpose? • What’s your organization’s purpose? • Who are your customers? • What do they want? • Are you delivering what they want? • If not, what is it costing your organization? • What can we do about it?
    • In Business Today • Technology edges last less than a year • Global competition exists in all markets • Quality is a given; the new advantage goes to the swiftest and the lowest cost producer • There are better ways of conducting business
    • Business Success
    • CI brings together L & SS Lean Six Sigma • Taiichi Ohno of Toyota • Motorola is credited was the primary with the popularization architect. of Six Sigma in 1987. • Developed to attack • Based on Shewhart the eight types of (20’s), Deming & Juran manufacturing waste. (50s), plus others • Tools and methods • General Electric put Six evolved by trial and Sigma into practice in error over 40 years the mid 1990s. This resulting in the Toyota was a turning point for Production System or Six Sigma. JIT. • Data analysis and statistical tools
    • What is Lean? Lean is a concept and methodology that focuses on _____________ _____ _________ that promotes efficiency by ___________ _____ and ___-_____ ______ __________. __________
    • Types of LSS Waste D O W N T I M E
    • The Many Facets of Six Sigma 6σ Philosophy Part of the Culture: “The way we work” Business Means to meet organizational goals Strategy Benchmark Compare to others: apples-to-apples Method Systematic Process: DMAIC & DMEDVI Tools Lean, Statistical, Team Decision Making Metric We calculate & measure it for any process Goal 3.4 Defects per Million Opportunities Value Program that delivers $
    • Lean & Six Sigma Goals Lean and Six Sigma have a different focus, but they share the same goals
    • Lean and Six Sigma – Process and Tools
    • Lean Six Sigma is NOT… • It’s not just STATISTICS • It is not ONLY a cost-reduction program, although cost-reduction is a benefit • It is not a rigid approach, but flexible to meet the specific needs and goals of an organization
    • How is Lean Six Sigma Different? • Management • Training • Measurements • Project Selection • Roadmap
    • How is Lean Six Sigma Different? • Management • Training • Measurements • Project Selection • Roadmap
    • How is Lean Six Sigma Different? • Management • Training • Measurements • Project Selection • Roadmap
    • How is Lean Six Sigma Different? • Management • Training • Measurements • Project Selection • Roadmap
    • How is Lean Six Sigma Different? • Management • Training • Measurements • Project Selection • Roadmap
    • Process Focused • A process is a sequence of events/steps which lead to a particular end product or service. Equipment People End End Product Product Materials Process Process Product Product or or ••• or Policies Step Step Service or Service Service Environment Service Inputs Value Add Output/Input Final Output
    • Process Concepts • 94% of problems are in the process; 6% are with the workers or due to special causes. • Teams can improve processes to solve problems. • Workers are responsible for doing the work within the system; Managers are responsible for improving the system. • Workers know where to find the problems and the solutions.
    • Why be so Good? 99% just isn’t good enough! 3.8 Sigma 6 Sigma (99% Good) (99.99966% Good) 2 short or long landings at 1 short or long landing most airports each day every 5 years 15 minutes of unsafe 1 minute of unsafe drinking water each day drinking water every 7 mo. 750 dropped babies in the 13 dropped babies a year US each week 200,000 wrong drug 68 wrong prescriptions per prescriptions each year year Another Example… Another Example…
    • Lean Six Sigma: From Apples & Oranges… • Provides a single measure that can be used to compare the performance of different operations. Process Performance Call Servicing 32+/-5 second average speed of answer Billing 98+/-1% accuracy Accounts Receivable 33+/-2 days average aging Customer Service 82% Rated 4 or 5 on responsiveness • Which Process is Performing Best?
    • Lean Six Sigma: …to Apples to Apples • Now which process is the best? Six Sigma Six Sigma translation! translation! Process Sigma Performance Call Servicing 3.1 Sigma Billing 3.8 Sigma Accounts Receivable 4.2 Sigma Customer Service 2.6 Sigma • Now, where would you invest?
    • Radio Station WIIFM • Participate in decision making • Work as a team to improve your processes • Increase pride and satisfaction in job performance • Create a more interesting and challenging job • Apply practical education directly to the job • Expand potential for career WIIFM opportunities and advancement.
    • Lean Six Sigma Success What are the driving and restraining forces to implementing Six Sigma at your organization? Lean Six Lean Six Sigma Sigma Success Success
    • DMAIC Principles • D______ opportunities • M_______ current performance • A_______ root cause of problems • I_______ the process • C_______ process performance to ensure process quality
    • DMAIC: The Medi-Lift Helicopter Co. • Manufacturer of single and twin-engine helicopters, known for: – reduced maintenance – higher safety – lower noise • Their customers provide search & rescue services • Company commitment to offering the best-quality, best-value helicopters with state-of-the-art technology
    • DEFINE Deliverables: Tools: – Problem Statement – Project/Team Charters – Verified Project – SIPOC – Initial Financial – VOC Validation – ID CTQ’s/Y’s – Initial Team Meeting – Pareto Chart – Process Map/Value Stream Map (current)
    • Measure Deliverables: Tools: – Detailed process – Identify Process description Paramters/X’s – Process – Pareto Chart performance – Run Chart – Process baseline – Histogram capability – Baseline Capability – Cost of Poor Quality – Measurement System Analysis
    • DMAIC Simulation: Paper Helicopters Using paper helicopter #1 (longer rotors ) collect 5 data points. Fold
    • Analyze Deliverables: Tools: – Understand data – Y=f(X) relationships – Scatter Diagram/Correlation – Validate input and Analysis output process – Cause & Effect Diagram/ variables Matrix – Prioritize input – Histogram variables as sources – FMEA of variation – Box Plot – Multi-vari Charts – Validate Root Cause – Basic Statistics – Hypothesis Testing – Analysis of Variance (ANOVA) – Update Process Map/Value Stream Map (Future)
    • Improve Deliverables: Tools: – Confirmed – Solution Design Matrix correlations – DOE – Kaizen Event between process – Standard Work input and output – Visual Management variables – Error Proofing – Defined process – Changeover Reduction improvement and – TPM capability – Workplace Design & Layout – Plan for – Flow & Pull Systems improvement – Gantt Chart implementation – Force Field Analysis
    • DMAIC Simulation: Paper Helicopters Using paper helicopter #2 (shorter rotors ) collect 5 data points. Fold
    • Control Deliverables: Tools: – Formal Control Plan – Control Plan – Detailed – Control Chart documentation of – Training process improvements – Work Standards – Confirm new (SOPs) process capability – Leverage ideas – Communication of results – Final financial review of results – Final project report
    • Active Lean Six Sigma Programs: Manufacturing Conglomerates Financial/Services • AlliedSignal/ • AT&T • American Express Honeywell • GE • Bank of America • Motorola • TRW • Citibank • Black & Decker • Whirlpool • ABB (Asea Brown • GE Asset Mgmt. • Bombardier Bovari) • GE Capitol Services • Seagate Pharmaceuticals • GE Global Property • Texas Instruments • Johnson & Johnson & Casualty • Raytheon • Wyeth Ayerst Labs • J.P. Morgan Chase • Ford Motor Co. & Co. • Owens Corning E-Commerce • Amazon • Mellen Bank • Caterpillar • Merrill Lynch • Toshiba Retail • American Red • Lockheed Martin • Circuit City • Sun Microsystems Cross • Home Depot • United Airlines • Nokia • And many others Healthcare Hospitality • Mount Carmel • Starwood Hotels Health Systems • Ritz Carlton • Virtua Health
    • The Benefits of Lean Six Sigma • Improved bottom line for the business • Factually driven solution, rather than emotion and “gut feel” • Supports implementation of the strategic business plan • Systematic elimination of waste and poor quality issues • Helps develop leaders • Increased customer satisfaction
    • Key Actions for Success in Lean Six Sigma Management commitment and staff support Greatest impact when linked to effective, cyclical strategic planning Identify high impact, revenue generating projects that align with strategic plans Invest in training for key roles Design and implement a metric system for tracking progress Consistently conduct business reviews to maintain focus and direct activities
    • Final Exercise • 26 questions/answers • 1 sheet of paper
    • Lean Six Sigma - Summary • • • • • • • • © 2008 The Quality Group LEAN SIX SIGMA OVERVIEW - 39
    • Notes © 2008 The Quality Group LEAN SIX SIGMA OVERVIEW - 40