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Lean Six Sigma Projects & Strategy Linkage
 

Lean Six Sigma Projects & Strategy Linkage

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How to integrate LSS – People, Processes, Systems, Methods, Roadmaps, Tools & Techniques?

How to integrate LSS – People, Processes, Systems, Methods, Roadmaps, Tools & Techniques?

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    Lean Six Sigma Projects & Strategy Linkage Lean Six Sigma Projects & Strategy Linkage Presentation Transcript

    • Integrating Lean Six Sigma Projects to Your Strategy
      How to integrate LSS – People, Processes, Systems, Methods, Roadmaps, Tools & Techniques?
      Anand Subramaniam
    • 2
      “Good teaching is one-fourth preparation and three-fourths theater.”
      - Gail Godwin
    • 3
      Highlights
      Vision – Centre of Excellence (CoE)
      • Linking Strategy to Lean & Six Sigma Projects Selection
      • Lean & Six Sigma
      • Lean & Six Sigma – From Project Selection to Benefit Realisation
      • Lean & Six Sigma – Roadmaps
      • DMAIC - High Level Overview
    • Vision – Centre of Excellence (CoE)
    • Process Maturity - where are you?
      5
      No process measurement or control
      Some breakthrough improvements
      Many incremental improvements
      Continuous Improvement Culture
      • Enhance Measurements
      • Drive and direct change
      • Kaizen Events, Lean Six Sigma Projects
      • Identify & remove waste within their own work
      • Culture focused on striving towards – perfection (continuous improvement)
      Lean & Six Sigma Projects
      • Focus on major value streams
      • Address root causes of process problems
      • Refine LSS metrics & support structures
      • Generate value!
      Pilot Program
      • Identify & map core value streams and processes
      • Select diverse portfolio of pilot projects
      • Launch LSS pilots
      • Measure & adapt LSS structure appropriately
      • Integrate LSS into organisational fabric
      Maturity
      Time
    • Customer Experience – do you measure it?
      6
      Enhance Customer Experience
      Innovation
      (Business Model, Products / Services and
      Processes)
      External Stakeholder (Political, Society)
      Improve-ments
      Employee
      Engagement (Safety, Morale)
      Revenue & Growth Improve-ments
      Cost &
      Productivity
      Process Improve-ments
      Build cross functional teams - capabilities & competencies
      Lean Six Sigma Projects
      Business Process Standardisation (BPM)
    • Process Excellence
      7
      Process
      Improvement
      Improve existing processes
      to ever increasing values
      Process
      Innovation
      Identify & create new products &
      Processes
      CoE
      (Centre of
      Excellence)
      Process
      Management
      Maintain standard
      processes, metrics &
      leverage of
      improvements
    • LSS & Process Maturity Level– where are you?
      8
      Lvl 5 - Optimised
      Low
      High
      Continuously Improve Process
      Lvl 4 – Quantitatively Managed
      Measured
      Predictable Process
      Lvl 3 - Defined
      Standard
      Productivity / Quality
      Risk
      Std Consistent Process
      Lvl 2 - Managed
      Planned & Tracked
      Maturity levels should not be skipped
      Disciplined Process
      Lvl 1 - Initial
      Performed
      Lvl 0 - Not performed
      High
      Low
    • Linking Your Strategy to Lean Six Sigma Projects Selection
    • Your Business Strategy & VOB / VOC
      10
      Voice of Business
      Voice of Customer
      Strategic
      Plan
      Plan
      CEO scorecard
      Business
      Objectives
      • Strategic
      • Customer
      • Financial
      • Operation
      • Processes
      • Employee
      Business unit scorecard
      Business
      Measures
      Project results
      • Cost
      • Timeliness
      • Quality
      • Customer impact
      Value stream
      Value Leavers
      Project selection
      Execute
      Methods & Tools
      Process Scorecard
      Strategic
      • Corporate-wide
      • Business unit
      • Design (DFSS)
      • Infrastructure
      • Cross-functional
      Tactical
      • Cost reduction
      • Defect reduction
      • Yield improvement
      • Cycle time reduction
      • Rework / scrap reduction
    • Customer Focused
      11
      Your performance compared to competitors
      Importance to Customers
      High
      Morale
      On time Deliivery
      Quality
      Safety
      Moderate-to-’Low’
      Price
      Process
      Service
      Complaints
      We’re Better
      They’re Better
    • Have you analysed your gaps?
      12
      Analyse Gaps
      • Business alignment planning
      • Evaluate market position
      • Estimate breakthrough potential
      • Evaluate NPM readiness
      • Establish benchmarks
      • Executive ownership of findings
      • Identify barriers to implementation
      • Identify risks / opportunities
      Business
      Strategy
      Key Performance
      Indicators
      Market place
      Leadership Processes
      Core Business
      Processes
      Process Output
      Measures
      Critical To
      Satisfaction
      Gap
      Analysis
      Support Processes
    • How have you closed the gaps?
      13
      Focus on closing gaps
      Business Strategy
      Key Performance
      Indicators
      Market place
      Leadership Processes
      Core Business
      Processes
      Process Output
      Measures
      Critical To
      Satisfaction
      Deploy key improvement areas into potential projects
      Key Improvement Areas
      Gap
      Analysis
      Support Processes
      D
      B
      E
      C
      A
      Prioritise potential projects
      Potential
      Projects
      ________
      ________
      Potential
      Projects
      ________
      ________
      Potential
      Projects
      ________
      ________
      Potential
      Projects
      ________
      ________
      Potential
      Projects
      ________
      ________
      Select projects that will have the greatest impact on driving the businesses key performance indicators, strategy, & critical to customer (CTQ) requirements.
      Active Projects
    • Here is an example..showing linkage
      14
      Strategic Intent e.g.
      10% Return on Sales
      Financials
      STRATEGY
      Improve Revenue
      Improve EBIT
      TACTICS
      Reduce Operating
      Expenses
      Reduce Costs of
      Poor Quality
      Get more
      NEW customers
      Increase prices
      “share of wallet”
      Existing / New customers
      Processes
      EXECUTION
      Project C
      Project F
      Project B
      Project E
      Project A
      Project D
    • Lean Six Sigma (LSS)
    • Lean Six Sigma - Convergence
      16
      Commonality of both methodologies:
      • Focus on the customer - their needs / wants
      • Improve processes by eliminating waste & delivering value
      • Continuous effort to ensure improvements are sustained
    • What is your ROI from LSS roll out?
      17
      ROI
      Lean
      Six Sigma
      Customer Centricity
      Financial Results
      Management Engagement
      Resource Commitment
      Execution Infrastructure
      Employee involvement
      Infrastructure for Culture Change
    • What about your KPIs?
      18
      Minimum Cycle Time
      Right
      Delivery
      Robust Performance!
      Maximum
      Flexibility
      Lean Transformation
      Minimum
      Waste
      Lean Tools
      Reduced
      Inventories
      Improved Capacity
      Management
      Six Sigma Quality
      Six Sigma Tools
      Highest
      Quality
      Right
      Quality
      Best Process
      Reliability
      Predictable Results!
      Rapid
      Response to
      Change
    • An example…to better your KPIs
      19
      Improvement Toolset
      Lean Environment
      Benefits
      Quality
      - Manufacture to target specifications
      - Ensure process capability/reliability
      - Standard operating procedures
      Minimum
      Cycle Time
      Six Sigma
      Maximum
      Flexibility
      Problems Identified and resolved
      - Rapid response to problems
      - Problems are solved immediately
      - Methods to eliminate root cause
      Minimum
      Waste
      Predictable Output
      - Minimal variation in the process
      - Predicable equipment/worker output
      - Material and information is available
      Reduced
      Inventories
      Value Add
      Lean
      Skills & Sustaining
      Improved
      Capacity
      Mgmt
      Elimination of Process Delay
      - Minimal Material movement
      - Small Lot production(EOQ =1)
      - Takt Time controlled
      - Continuous Flow
      Highest
      Quality
      Quality Management
      Systems
      Operational costs
      - Multi-skilled employees
      - Cellular manufacturing
      - Repeatable process performance
      - Optimised Facility Design
      Best
      Process
      Reliability
      Rapid Response
      to Change
      Sustaining Actions
      - Training
      - Leadership/Change Management
      - 1% Revenue savings
    • Lean & Six Sigma - Comparison
      20
      Compliment each other
      Lean
      • Focus – Flow
      • Approach- Qualitative
      • Goal– Reduce waste and increase process speed
      • Impact - Incremental
      • Projects – Small
      • Change- Transition
      • Method– Kaizen Events, Value Stream Mapping, Process Balancing, Constraint Identification, Mistake proofing
      • Enablers- Lean Speed enables Six Sigma Quality
      Six Sigma
      • Focus– Problem
      • Approach- Quantitative
      • Goal– Reduce variation, improve CTQ
      • Impact – Larger impact
      • Projects – Large
      • Change - Transformation
      • Method – Management engagement, 100% dedicated as Champions & Black Belts Use DMAIC with TQM tools to eliminate variation
      • Enablers- Six Sigma Quality enables Lean Speed
    • Lean & Six Sigma – Tool Comparison
      21
    • Lean Six Sigma Implementation - CSF
      22
      Customer Value
      Lean Six Sigma – Benefit Realisation
      Executive Commitment
      Lean Six Sigma Implementation
      Better
      Leadership Alignment
      Intellectual Capital
      Select the right problem
      Select the right people
      Top Line Growth
      Faster
      Train on the right tools
      Reward System
      Bottom Line Growth
      Financial Accountability
      Lower Cost
      Information System
      Cultural Change
      Sales & Marketing
    • Lean Six Sigma – Activities & Tools
      23
      Define
      Improve
      Control
      Measure
      Analyse
      Specify Value
      Perfection
      Understand Demand
      Level
      Flow
      Define
      Measure
      Analyse
      Improve
      Control
      Activities
      • Identify Problem
      • Project Charter
      • Develop SIPOC Map
      • Map Business Process
      • Map Value Stream
      • Gather Voice of the Customer & Voice of the Business
      • Develop CCR’s & CBR’s
      • Finalise Project Focus
      • Develop SOP’s, Training Plan & Process Control System
      • Implement Process Changes and Controls
      • Monitor & Stabilise Process
      • Transition Project to Process Owner
      • Identify Project Replication Opportunities
      • Calculate Financial Benefit
      • Propose Critical X’s
      • Prioritise Critical X’s
      • Conduct Root Cause Analysis on Critical X’s
      • Validate Critical X’s
      • Estimate the Impact of Each X on Y
      • Quantify the Opportunity
      • Prioritise Root Causes
      • Develop Potential Solutions
      • Develop Evaluation Criteria & Select Best Solutions
      • Evaluate Solution for Risk
      • Optimise Solution
      • Develop ‘To-Be’ Process Map(s) and High-Level Implementation Plan
      • Develop Pilot Plan & Pilot Solution
      • Identify Key Input, Process Output Metrics
      • Develop Operational Definitions
      • Develop Data Collection Plan
      • Validate Measurement System
      • Collect Baseline Data
      • Determine Process Performance/Capability
      • Validate Business Opportunity
      • Project Selection Tools
      • PIP Management Process
      • Value Stream Map
      • Various Financial Analysis
      • Project Charter
      • Stakeholder Analysis
      • Communication Plan
      • SIPOC Map
      • High-Level Process Map
      • Non-Value Added Analysis
      • VOC and Kano Analysis
      • RACI and Quad Charts
      • Multi-generation Plans
      • Control Charts
      • Standard Operating Procedures (SOP’s)
      • Training Plan
      • Communication Plan
      • Implementation Plan
      • Visual Process Control
      • Process Control Plans
      • Project Commissioning
      • Project Replication
      • Plan-Do-Check-Act Cycle
      • Pareto Charts
      • C&E Matrix
      • C&E/Fishbone Diagrams
      • Brainstorming
      • Detailed ‘As-Is’ Process Maps
      • Basic Statistical Tools
      • Non Value-Added Analysis
      • Hypothesis Testing
      • FMEA
      • Box /Interaction Plots
      • Simple & Multiple Regression
      • ANOVA
      • Brainstorming
      • Benchmarking
      • Process Improvement Techniques
      • Line Balancing
      • Process Flow Improvement
      • Replenishment Pull
      • Purchasing and Sales Strategy
      • Poka-Yoke & 5S
      • FMEA & TPM
      • Solution Selection Matrix
      • ‘To-Be’ Process Maps
      • Piloting and Simulation
      • Operational Definitions
      • Data Collection Plan
      • Histograms / Pareto chart
      • Statistical Sampling
      • Measurement System Analysis (MSA),
      • Gage R&R
      • Constraint Identification
      • Setup Reduction
      • Generic Pull
      • Control Charts
      • Process Capability, Cp & Cpk
      Tools
    • Lean Six Sigma – Common Tools
      24
      Six Sigma
      Statistical Methods
      Sigma Calculation
      Regression Analysis
      Analysis of Means
      Analysis of Variance
      Control Plans
      Design of Experiments
      Common
      Project Charter
      Process Base lining
      Poka-Yoke
      Workplace Organisation 5’S
      Procedure Documentation
      Control Charts
      Advanced SPC
      Visual Management
      Total Productive Maintenance
      Process Mapping
      Problem Solving Method
      Quality Tools and Techniques
      Lean
      Lean transformation
      Demand Flow Management
      Cycle Time Reduction
      Setup Reduction
      Material Replenishment Models
      Waste Identification
      Product Segmentation
      Takt Time/ Line Balancing
      Kaizen Blitz
      Value Tree
      Value Stream
    • Lean Six Sigma – From Project Selection to Benefit Realisation
    • How do you generate improvement ideas?
      26
      Best Practices
      Ideas from Other
      Projects
      Root Causes
      Generate
      Improvement
      Ideas
      Brainstorming
      Project Goals
      “Discoveries”
      During Analysis
      Performance
      Targets
      Benchmark
      Ideas
    • How is your project selection done?
      27
      Identify Value Levers
      Identify Project Opportunities
      Screen initial Opportunities
      Scope & Define Projects
      Prioritise Defined Projects
      • Identify value levers in the business
      • Strategic
      • Financial
      • Customer
      • Operational (Process)
      • Prioritise value levers
      • Translate Value Levers into Opportunity Areas
      • Translate Opportunity Areas into Project Ideas
      • Score each project as High / Med / Low for Benefit and Effort
      • Fill in Benefit / Effort Matrix
      • Review plotted results
      • Select highest priority opportunities for further analysis
      • Assign opportunities to project sponsors for project definition
      • Complete Draft Project Charters
      • Evaluate projects using Evaluation Criteria
      • Update Benefit / Effort Matrix
      • Review plotted results
      • Prioritise projects
      • Schedule project launches based on resource availability
    • How do you prioritise & select projects?
      28
      Customer Impact
      Process Impact
      CTC Impact:
      No Impact 1
      Low Impact 2
      Medium Impact 3
      High Impact 4
      Productivity Improvement:
      < 10%1
      10-25%2
      25-50% 3
      > 50% 4
      People Impact
      Work-load decrease:
      < 40 man hours1
      40 - 80 man hours 2
      80 - 120 man hours 3
      > 120 man hours 4
      Financial Impact
      Effort
      Annual $EBIT Impact:
      <10,000 1
      10,000-25,000 2
      25,000-75,000 3
      >75,000 4
      Business Effort:
      >240 man hours1
      160 – 240 man hours2
      80-160Man hours 3
      < 80 Man hours 4
      Strategy Alignment
      Quality of alignment
      No alignment1
      Low 2
      Medium 3
      High 4
    • How do you do, Go / No Go criteria?
      29
      This is not a preferred Action
      31%-50%
      Check before starting
      Ready to go!
      Traffic Light !
      0%-30%
      > 51%
    • Evaluate & Rank
      30
    • Do you undertake stage-gate reviews?
      31
      Stop
      Stop
      Tollgate Review
      Tollgate Review
      Stop
      Tollgate Review
      Stop
      Stop
      Tollgate Review
      Tollgate Review
    • How do you perform benefit tracking?
      32
    • What roles exist in your LSS roll out?
      33
      Ownership
      Execution
      Sustainability
      Master Black Belt
      • Delivers 6 Sigma training
      • Coach / Mentor / Facilitate
      • Lead s complex programs
      • Full-time
      Yellow Belts
      • Participates in GB / BB projects
      • Trained on selective tools
      • Analyses daily challenges
      • Part -time
      Top Management
      • Develops the BI strategy
      • Communicate BI Strategy
      • Manages BI stakeholders
      • Trained at YB Level
      Black Belt
      • Leads projects & teams
      • Lead s change program
      • Trained on 6 Sigma tools
      • Full-time
      White Belts
      • Participates in GB projects
      • Trained on selective tools
      • Analyses daily challenges
      • Part -time
      6 Sigma Proj. Sponsor
      • Leader / Process owner
      • Monitor projects
      • Sustain benefits
      • Trained at YB Level
      Green Belt
      • Leads projects
      • Participates in BB projects
      • Trained on selective tools
      • Part -time
      Manager
      • Dept / Section head
      • Project identification and selection
      • Trained at YB / GB Level
    • Team Plan
      34
    • Lean Six Sigma – Roadmaps
    • Kaizen Event - Roadmap
      36
      Lean / Kaizen Event
      Sustain & Control
      Diagnose
      Plan
      Project / Change Management
      Stakeholder Management
      Kaizen 1
      Diagnostics
      Continuous Improvement (CI)
      Kaizen 1 - Sustain
      Business Improvement
      Kaizen 1
      CI
      Kaizen 2 - Sustain
      Kaizen 1
      CI
      Kaizen 3 - Sustain
      Days
    • Lean Project - Roadmap
      37
      Planning Execution
      Monitor & Sustain
      Diagnostic
      Project & Change Management
      Regular Stakeholder Expectations Review Meetings
      • Charter
      • Y=F(X)
      • Scope
      • Timeline
      • Priorities
      • Videos
      • SOP
      • Waste
      • Baseline
      • Identify Process Owner / Super-visor
      • Roles & Respon-sibilities
      • Daily Reviews
      • Benefit Review
      • Vol / Capacity
      • Metrics / KPI
      • Videos
      • Visual Mngt
      • 5S & 8W
      • Future SOP
      • Train & Test
      • QA Program
      • Change Mngt
      • Sign Off
      • Lessons Learned
      • Report Out
      • Issue / Risk Closure
      • Future Opportunities
      • Follow up Plan
      • Quality Assurance Reviews
      • Further Training & Development
      Business Improvement
      7 Days
      3 Days
      10 Days
      Diagnostics - 5 Weeks
    • Lean Six Sigma - Roadmap
      38
      Project & Change Management
      Trained BB / GB
      Define (2 Wk)
      Stakeholder Management
      Measure (3 wk)
      Analyse (2 Wk)
      Business Improvement
      Improve (3.5 Wk)
      Control (1.5 wk)
      Weeks
    • DMAIC – Work Load Distribution
      39
    • DMAIC - High Level Overview
    • DMAIC – 100,000 feet overview
      41
    • Define Phase – Key Elements
      42
      2. Review Historical Data
      3. Create a Value Stream Map
      1. Develop the Charter
      SUPPLIER
      INPUTS
      PROCESS
      VALUE ADDED ACTIVITIES
      OUTPUTS
      CUSTOMER
      4. Develop a High-level Process Map
      Manpower
      Machinery
      Material
      Methods
      Information
      Environment
      Products
      Services
      Billing Process
      Order Process
      Inventory Process
      Shipping Process
      4. Create SIPOC
      5. As~Is Process Map
    • Define Phase (Contd)
      43
      Problem Statement:
      Delighters
      Goal:
      Business Case:
      More Is Better
      Scope:
      Cost Benefit Projection:
      Milestones:
      Must Be
      CUSTOMERS
      SUPPLIERS
      VOC
      Key Issue
      CTQ
      Outputs
      Inputs
      Process
      Yield: 60%
      Yield: 90%
      Yield: 45%
      Yield: 98%
      Voice of the Customer
      Business Case
      Project Charter
      Initial Process Mapping
    • Measure Phase – Key Elements
      44
      100
      %
      Identify key metrics
      Complete SIPOC
      3. Operational Definitions
      60
      Frequency
      55
      SUPPLIER
      INPUTS
      PROCESS
      VALUE ADDED ACTIVITIES
      OUTPUTS
      CUSTOMER
      50
      45
      40
      35
      30
      Manpower
      Machinery
      Material
      Methods
      Information
      Environment
      Products
      Services
      50
      %
      4. Data Collection
      25
      20
      15
      10
      5
      0
      Forgot to Schedule
      Crew on high priority
      Facility not ready
      Rainy Weather
      Materials not found
      Reasons
    • Measure Phase (Contd)
      45
      Display Data
      Identify Process Capability
      Identify the Metrics
      LSL
      USL
      Cp
      =
      0.4
      I
      P
      O
      s
      =
      2.7
      InputMeasures
      ProcessMeasures
      OutputMeasures
      Measure
      the
      process
      Validate Measurement
      Systems
      Data Collection Plan
      Prioritise the Metrics
      Data Collection Plan
      UCL
      Col
      #
      1
      2
      3
      4
      5
      6
      1000
      O1
      O2
      O3
      O4
      Inspector
      A
      B
      What questions do you want to answer?
      Sample #
      1st Trial
      2nd Trial
      Diff
      1st Trial
      2nd Trial
      Diff
      X
      I1
      0
      1
      2.0
      1.0
      1.0
      1.5
      1.5
      0.0
      Operational Definition and Procedures
      Data
      FMEA
      2
      2.0
      3.0
      1.0
      2.5
      2.5
      0.0
      I2
      What
      LCL
      3
      1.5
      1.0
      0.5
      2.0
      1.5
      0.5
      Measure type/
      How
      Related
      Sampling
      How/
      -1000
      I3
      4
      3.0
      3.0
      0.0
      2.0
      2.5
      0.5
      Data type
      measured
      conditions
      notes
      where
      5
      2.0
      1.5
      0.5
      1.5
      0.5
      1.0
      I4
      Totals
      10.5
      9.5
      3.0
      9.5
      8.5
      2.0
      10
      20
      30
      Averages
      2.1
      1.9
      0.6
      1.9
      1.7
      0.4
      Sum
      Sum
      3.6
      4.0
      R
      R
      Other
      D
      B
      F
      A
      C
      E
      1.8
      A
      B
      A
      2.0
      B
      X
      X
      How will you ensure
      What is your plan for
      consistency and stability?
      starting data collection?
      How will the data be displayed?
    • Analyse Phase – Key Elements
      46
      1. Develop Detailed “As-Is” Process Map
      3. Identify Root Causes
      2. Conclusion on existing process:
      • Hub does not invoice the good until 30 days of receipt of goods to the loading dock
      • Misys does not invoice Cache’ key until installed Depot does not invoice for the goods delivered until 50 days from shipment date
      • Inter-state travel take 10+ days as compared to air freight
    • Analyse Phase (Contd)
      47
      VA
      NVA
      22
      O
      O
      21
      O
      20
      O
      O
      n
      n
      19
      O
      O
      n
      n
      18
      X
      O
      X
      n
      X
      17
      n
      n
      O
      X
      16
      X
      O
      n
      15
      X
      X
      n
      14
      X
      n
      13
      X
      12
      1
      2
      3
      4
      5
      6
      7
      8
      9
      10
      Chi-Square
      t-test
      c
      ²
      ANOVA
      Y
      Regression
      X
      1
      Process Door
      Data Door
      Cause & Effect
      .
      Hypothesis-Testing
      Regression Analysis
      Design of Experiments
    • Improve Phase – Key Elements
      48
      Reduced from 45 to 5 days
      1. SMEs accelerate parallel tasks
      3. Executed Pilot
      • Use new process for before and after shipment
      • Upon shipment check that the customer is invoiced immediately
      • Recorded hours spent
      • Recorded time stamp when PO received
      • Recorded time stamp when goods are shipped
      4. Reviewed Pilot
      • Black Belt and process owner review the results
      • Process owner decided to continue with Pilot for all new process changes
      2. Improve new process and check data
      • Shipped data
      • Customer receipt of goods (time & correct delivery location
      • Evaluate the correct routines are followed
    • Improve Phase (Contd)
      49
      Plan Implementation
      Generate Solutions
      A
      4
      B
      1
      C
      3
      D
      2
      2
      4
      8
      6
      10
      1
      3
      5
      7
      9
      A
      B
      C
      D
      G
      E
      F
      G
      I
      H
      J
      Perform Cost-Benefit Analysis
      Run Pilot
      Full scale
      Test
      Original
      Assess Risks
      Select the Solution
      FMEA
    • Control Phase – Key Elements
      50
      1. Standardise the Process
      Process Change
      • New process documented and performed training
      • Team stored the new process in the Quality Library
      Process Change
      2. Institute Control Metrics
      • Measure Cycle Time from receipt of order to shipment
      • Measure total hours expended
    • Control Phase (Contd)
      51
      4. Validate measurement system
      3. Measure the process
      • Widgets Shipped
      • Collect date entered into spreadsheet
      • Validate against Avnet tracking email
      • PO Received
    • Control Phase (Contd)
      52
      5. Hand over process monitoring to the Process Owner
      6. Did we meet our goals?
      Reduced cycle time by 30-60 days
      Reduce the cycle time.
    • Control Phase (Contd)
      53
      Work
      Charac-
      Control
      Immediate
      Permanent
      Instructions
      Limits
      teristics
      Fix
      Fix
      Results
      Learning's



      Recommendations
      next
      Date of Issue:
      Issued by:
      Approved by:
      Revision Date
      Signature
      Reason
      Product Name
      Process Name
      Process Code #
      Control/Check Points
      Response to Abnormality
      Notes
      Flowchart
      Code #
      Method
      Who
      Who
      1
      2
      12
      Training
      Operating
      Curriculum
      Procedures
      Manual
      Training
      Manual
      s
      = 2.7
      Fill to here
      Cp
      = 0.4
      UCL
      LSL
      USL
      After
      Before
      }
      Improvement
      s
      =
      3.7
      LCL
      Cp
      =
      1.4
      A2
      A1
      A3
      A4
      A1
      A2
      A3
      A4
      Before
      After
      Good
      }
      Improvement
      }
      Remaining Gap
      Step 4 changes
      Target
      implemented
      Key Learning
      Closure
      Document & Standardise
      QC Process Chart
      Process
      Owner
      Evaluate Project Results
      .
      Ownership & Monitoring
      Process Change
      Management
      .
    • Dashboard – Linkage to Strategy
      54
      Process Capability of C2
      USL
      Process Data
      Within
      LSL
      *
      Overall
      Target
      *
      Potential (Within) Capability
      USL
      9
      Cp
      *
      Sample Mean
      6.21762
      CPL
      *
      Sample N
      100
      CPU
      0.41
      StDev(Within)
      2.25841
      Cpk
      0.41
      StDev(Overall)
      2.39212
      Overall Capability
      Pp
      *
      PPL
      *
      PPU
      0.39
      Ppk
      0.39
      Cpm
      *
      12
      10
      8
      6
      4
      2
      Observed Performance
      Exp. Within Performance
      Exp. Overall Performance
      PPM < LSL
      *
      PPM < LSL
      *
      PPM < LSL
      *
      PPM > USL
      130000.00
      PPM > USL
      108973.12
      PPM > USL
      122385.02
      PPM Total
      130000.00
      PPM Total
      108973.12
      PPM Total
      122385.02
      Cost
      Quality
      Machine Uptime
      Cost Per Widget
      Actual
      $51.25
      Actual
      2.0%
      Target
      $32.50
      Target
      3.5%
      Cost Per Employee
      Service Metrics
      Actual
      $91.50
      Actual
      4.5
      Target
      $78.39
      Target
      9.0
      Speed
      Customer Satisfaction
      Mean Time to Repair
      Overall
      Actual
      4.5 hrs
      Actual
      4.8
      Target
      6 hrs
      Target
      > 4 of 5
      Response Time
      On Time Delivery
      Actual
      4.5
      Actual
      1 hr
      4.5
      Target
      Target
      2 hrs
    • Sustain Improvements
      The goal of this process improvement step is to make sure that your team’s implemented changes or improvements did indeed fix the problem, that it did not break anything else, and that the problem stays fixed.
      Watch Out !!!! The tendency is for people to go back to doing things they way they’ve always done them.
      55
    • 56
      “quote.”
      - a
    • 57
      Good Luck
      http://www.linkedin.com/in/anandsubramaniam