Process Improvement Workshop

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  • Process Improvement Workshop

    1. 1. Process Improvement Workshop Scott Miller [email_address] 937-781-1068 Dan Dupree [email_address] 937-781-1061 Learn. Perform. Succeed.
    2. 2. Workshop Objectives <ul><li>Philosophies </li></ul><ul><li>Tools </li></ul><ul><li>Applications </li></ul><ul><li>Soft Skills </li></ul>
    3. 3. Process Improvement <ul><li>Many complementary philosophies. </li></ul><ul><li>Lean emphasizes minimizing waste and adding value for the customer </li></ul><ul><li>Six Sigma emphasizes minimizing variation and eliminating defects </li></ul><ul><li>Theory of Constraints emphasizes identifying and removing bottlenecks </li></ul>
    4. 4. Keys to Successful Implementation <ul><li>Journey Mindset </li></ul><ul><li>Visible Leadership Support </li></ul><ul><li>Mutual Trust </li></ul><ul><li>Aligned Reward System </li></ul>This is a Culture Change
    5. 5. Process Defined <ul><li>Any activity that takes inputs, performs actions on the inputs, and results in outputs </li></ul>Process Action <ul><li>Inputs </li></ul><ul><li>Materials </li></ul><ul><li>People </li></ul><ul><li>Equipment </li></ul><ul><li>Data </li></ul><ul><li>Outputs </li></ul><ul><li>Product </li></ul><ul><li>Service </li></ul>
    6. 6. Three Views of a Process <ul><li>Policy (documented) </li></ul><ul><li>Leadership View as applied </li></ul><ul><li>What is really happening </li></ul>
    7. 7. Value Stream Analysis (a useful tool)
    8. 8. Define the Boundaries <ul><li>What is the process? </li></ul><ul><ul><li>Where does it start? </li></ul></ul><ul><ul><li>Where does it end? </li></ul></ul><ul><li>What do you control? </li></ul><ul><li>What can you influence? </li></ul><ul><li>What do you need to adapt to? </li></ul>Depends on your perspective
    9. 9. Value Stream Mapping <ul><li>Define the boundaries </li></ul><ul><li>“ Walk” the process </li></ul><ul><ul><li>Identify tasks and flows of material and information between them </li></ul></ul><ul><li>Gather data </li></ul><ul><ul><li>Identify resources for each task and flow </li></ul></ul><ul><li>Create the “Current State” map </li></ul>
    10. 10. Analyze Current Conditions <ul><li>Identify value added </li></ul><ul><li>Identify waste </li></ul>
    11. 11. Voice of the Customer <ul><li>What does the customer want? </li></ul><ul><li>What will the customer trade resources to get? </li></ul><ul><ul><li>Money </li></ul></ul><ul><ul><li>Time </li></ul></ul><ul><ul><li>People </li></ul></ul><ul><li>Not what we say we can deliver because of our current approach </li></ul>
    12. 12. Value Defined <ul><li>Value-Added Activities </li></ul><ul><li>Transforms or shapes material or information </li></ul><ul><li>Customer wants it </li></ul><ul><li>Done right the first time </li></ul><ul><li>Non-Value Added But Required </li></ul><ul><li>No value created but required by current technology </li></ul><ul><li>No value created but required by current thinking </li></ul><ul><li>No value created but required by process limitations </li></ul><ul><li>Waste </li></ul><ul><li>Consume resources but create no value for the customer </li></ul><ul><li>Pure waste </li></ul>
    13. 13. Eliminate Waste <ul><li>Types of Waste </li></ul><ul><li>Defects </li></ul><ul><li>Over Production </li></ul><ul><li>Transportation </li></ul><ul><li>Movement </li></ul><ul><li>Waiting </li></ul><ul><li>Inventory </li></ul><ul><li>Over Processing </li></ul><ul><li>Lost Creativity </li></ul>
    14. 14. Lean Emphases Resource distribution Opportunity for improvement by reducing waste and creating additional value Value Waste Initial Process Value Waste General Process Reduction Reduce all processes by 25% Waste and Value Both Decrease Waste Only Reduction Value Waste Target & Reduce Waste Maintain Value Value Maintained Resources Decrease Value Creation Value Waste Apply Resources to Create More Value Value Increased Resources Focused
    15. 15. Visualize “Ideal State” <ul><li>What if there were no restrictions? </li></ul>
    16. 16. <ul><li>Doing what you’ve always done and expecting different results </li></ul>INSANITY
    17. 17. The MindShift Model Extracted from The 7 Levels of Change by Rolf Smith1997 Do Different Mindshift Different Results Think Different Mindshift Think About Thinking Mindshift
    18. 18. Create “Future State” Map <ul><li>Change the process </li></ul><ul><li>Eliminate waste </li></ul><ul><li>Maximize value </li></ul>
    19. 19. Change <ul><li>Up ‘Til Now…. </li></ul><ul><li>From Now On…. </li></ul>
    20. 20. Value Stream Mapping <ul><li>Define the boundaries </li></ul><ul><li>“ Walk” the process </li></ul><ul><ul><li>Identify tasks and flows of material and information between them </li></ul></ul><ul><li>Gather data </li></ul><ul><ul><li>Identify resources for each task and flow </li></ul></ul><ul><li>Create the “Current State” map </li></ul><ul><li>Define the value </li></ul><ul><li>Analyze current conditions </li></ul><ul><ul><li>Identify value added </li></ul></ul><ul><ul><li>Identify waste </li></ul></ul><ul><li>Visualize “Ideal State” </li></ul><ul><li>Create the “Future State” map </li></ul><ul><ul><li>Change process to eliminate waste and maximize value </li></ul></ul><ul><li>Develop action plans and tracking </li></ul>
    21. 21. <ul><li>ositive </li></ul><ul><li>nteresting </li></ul><ul><li>hallenges </li></ul>P I C
    22. 22. LEVELS OF CHANGE <ul><li>LEVEL 7: Breakthrough-Doing things that can’t be done </li></ul><ul><li>LEVEL 6: Different-Doing things not done before </li></ul><ul><li>LEVEL 5: Adapting-Doing things other people are doing </li></ul><ul><li>LEVEL 4: Cutting-Doing away with things </li></ul><ul><li>LEVEL 3: Improving-Doing things better </li></ul><ul><li>LEVEL 2: Efficiency-Doing things right </li></ul><ul><li>LEVEL 1: Effectiveness-Doing the right things </li></ul>Extracted from The 7 Levels of Change by Rolf Smith1997
    23. 23. Lean and Six Sigma <ul><li>Lean and Six Sigma are complementary process improvement philosophies. </li></ul><ul><ul><li>Lean emphasizes minimizing waste and adding value for the customer </li></ul></ul><ul><ul><li>Six Sigma emphasizes minimizing variation and eliminating defects </li></ul></ul>
    24. 24. Statistically Speaking… <ul><li>Variation is the difference between the actual value and what that value was expected (or desired) to be. </li></ul><ul><li>The Standard Deviation (Sigma (  )) is a quantitative measure of the variation of individual data items about the mean (expected value) of those items. </li></ul><ul><li>People notice variation. </li></ul>
    25. 25. 1 part per billion falls outside limits 1,350,000 parts per billion fall outside limits In this example, the same number of occurrences are measured. The top curve represents a 6  process, the lower curve represents a 3  process The lower curve (red) represents a process with a standard deviation of 8 units. The specification limits for this represent a 3  process The upper curve (blue) represents a process with a standard deviation of 4 units. Since variation is reduced compared to the lower curve, within the same specification limits, this is a 6  process Specification limits (the values defining the range of acceptable quality)  = 4 -24 +24  = 8 2  1  3  4  5  6  -5  -6  -4  -3  -2  -1  2  1  3  4  5  6  -5  -6  -4  -3  -2  -1  -24 +24 Mean
    26. 26. 5S Overview <ul><li>Simplify </li></ul><ul><li>Shine </li></ul><ul><li>Sort </li></ul><ul><li>Standardize </li></ul><ul><li>Sustain </li></ul><ul><li>Safety </li></ul>
    27. 27. DAU Continuous Learning Center <ul><li>https://learn.dau.mil/html/clc/Clc.jsp </li></ul><ul><li>select the &quot;Course Information & Access&quot; link. </li></ul><ul><li>CLE 004, Introduction to Lean Enterprise Concepts </li></ul><ul><li>CLE 008, Six Sigma: Concepts and Process </li></ul><ul><li>CLE 007, Lean-Six Sigma </li></ul><ul><li>CLE 001, Value Engineering. </li></ul><ul><li>CLE 015, Continuous Process Improvement Familiarization. </li></ul>
    28. 28. Thank you for Participating Scott Miller [email_address] 937-781-1068 Dan Dupree [email_address] 937-781-1061 Learn. Perform. Succeed.

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