Your SlideShare is downloading. ×
Lean Six Sigma Projects & Strategy Linkage
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Lean Six Sigma Projects & Strategy Linkage

12,108
views

Published on

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

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

Published in: Business

2 Comments
28 Likes
Statistics
Notes
No Downloads
Views
Total Views
12,108
On Slideshare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
0
Comments
2
Likes
28
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Integrating Lean Six Sigma Projects to Your Strategy
    How to integrate LSS – People, Processes, Systems, Methods, Roadmaps, Tools & Techniques?
    Anand Subramaniam
  • 2. 2
    “Good teaching is one-fourth preparation and three-fourths theater.”
    - Gail Godwin
  • 3. 3
    Highlights
    Vision – Centre of Excellence (CoE)
    • Linking Strategy to Lean & Six Sigma Projects Selection
    • 4. Lean & Six Sigma
    • 5. Lean & Six Sigma – From Project Selection to Benefit Realisation
    • 6. Lean & Six Sigma – Roadmaps
    • 7. DMAIC - High Level Overview
  • Vision – Centre of Excellence (CoE)
  • 8. Process Maturity - where are you?
    5
    No process measurement or control
    Some breakthrough improvements
    Many incremental improvements
    Continuous Improvement Culture
    • Enhance Measurements
    • 9. Drive and direct change
    • 10. Kaizen Events, Lean Six Sigma Projects
    • 11. Identify & remove waste within their own work
    • 12. Culture focused on striving towards – perfection (continuous improvement)
    Lean & Six Sigma Projects
    • Focus on major value streams
    • 13. Address root causes of process problems
    • 14. Refine LSS metrics & support structures
    • 15. Generate value!
    Pilot Program
    • Identify & map core value streams and processes
    • 16. Select diverse portfolio of pilot projects
    • 17. Launch LSS pilots
    • 18. Measure & adapt LSS structure appropriately
    • 19. Integrate LSS into organisational fabric
    Maturity
    Time
  • 20. 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)
  • 21. 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
  • 22. 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
  • 23. Linking Your Strategy to Lean Six Sigma Projects Selection
  • 24. Your Business Strategy & VOB / VOC
    10
    Voice of Business
    Voice of Customer
    Strategic
    Plan
    Plan
    CEO scorecard
    Business
    Objectives
    Business unit scorecard
    Business
    Measures
    Project results
    Value stream
    Value Leavers
    Project selection
    Execute
    Methods & Tools
    Process Scorecard
    Strategic
    Tactical
    • Cost reduction
    • 37. Defect reduction
    • 38. Yield improvement
    • 39. Cycle time reduction
    • 40. 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
  • 41. Have you analysed your gaps?
    12
    Analyse Gaps
    • Business alignment planning
    • 42. Evaluate market position
    • 43. Estimate breakthrough potential
    • 44. Evaluate NPM readiness
    • 45. Establish benchmarks
    • 46. Executive ownership of findings
    • 47. Identify barriers to implementation
    • 48. 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
  • 49. 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
  • 50. 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
  • 51. Lean Six Sigma (LSS)
  • 52. Lean Six Sigma - Convergence
    16
    Commonality of both methodologies:
    • Focus on the customer - their needs / wants
    • 53. Improve processes by eliminating waste & delivering value
    • 54. 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
  • 55. 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
  • 56. 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
  • 57. Lean & Six Sigma - Comparison
    20
    Compliment each other
    Lean
    • Focus – Flow
    • 58. Approach- Qualitative
    • 59. Goal– Reduce waste and increase process speed
    • 60. Impact - Incremental
    • 61. Projects – Small
    • 62. Change- Transition
    • 63. Method– Kaizen Events, Value Stream Mapping, Process Balancing, Constraint Identification, Mistake proofing
    • 64. Enablers- Lean Speed enables Six Sigma Quality
    Six Sigma
    • Focus– Problem
    • 65. Approach- Quantitative
    • 66. Goal– Reduce variation, improve CTQ
    • 67. Impact – Larger impact
    • 68. Projects – Large
    • 69. Change - Transformation
    • 70. Method – Management engagement, 100% dedicated as Champions & Black Belts Use DMAIC with TQM tools to eliminate variation
    • 71. Enablers- Six Sigma Quality enables Lean Speed
  • Lean & Six Sigma – Tool Comparison
    21
  • 72. 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
  • 73. 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
    • 74. Project Charter
    • 75. Develop SIPOC Map
    • 76. Map Business Process
    • 77. Map Value Stream
    • 78. Gather Voice of the Customer & Voice of the Business
    • 79. Develop CCR’s & CBR’s
    • 80. Finalise Project Focus
    • 81. Develop SOP’s, Training Plan & Process Control System
    • 82. Implement Process Changes and Controls
    • 83. Monitor & Stabilise Process
    • 84. Transition Project to Process Owner
    • 85. Identify Project Replication Opportunities
    • 86. Calculate Financial Benefit
    • 87. Propose Critical X’s
    • 88. Prioritise Critical X’s
    • 89. Conduct Root Cause Analysis on Critical X’s
    • 90. Validate Critical X’s
    • 91. Estimate the Impact of Each X on Y
    • 92. Quantify the Opportunity
    • 93. Prioritise Root Causes
    • 94. Develop Potential Solutions
    • 95. Develop Evaluation Criteria & Select Best Solutions
    • 96. Evaluate Solution for Risk
    • 97. Optimise Solution
    • 98. Develop ‘To-Be’ Process Map(s) and High-Level Implementation Plan
    • 99. Develop Pilot Plan & Pilot Solution
    • 100. Identify Key Input, Process Output Metrics
    • 101. Develop Operational Definitions
    • 102. Develop Data Collection Plan
    • 103. Validate Measurement System
    • 104. Collect Baseline Data
    • 105. Determine Process Performance/Capability
    • 106. Validate Business Opportunity
    • 107. Project Selection Tools
    • 108. PIP Management Process
    • 109. Value Stream Map
    • 110. Various Financial Analysis
    • 111. Project Charter
    • 112. Stakeholder Analysis
    • 113. Communication Plan
    • 114. SIPOC Map
    • 115. High-Level Process Map
    • 116. Non-Value Added Analysis
    • 117. VOC and Kano Analysis
    • 118. RACI and Quad Charts
    • 119. Multi-generation Plans
    • 120. Control Charts
    • 121. Standard Operating Procedures (SOP’s)
    • 122. Training Plan
    • 123. Communication Plan
    • 124. Implementation Plan
    • 125. Visual Process Control
    • 126. Process Control Plans
    • 127. Project Commissioning
    • 128. Project Replication
    • 129. Plan-Do-Check-Act Cycle
    • 130. Pareto Charts
    • 131. C&E Matrix
    • 132. C&E/Fishbone Diagrams
    • 133. Brainstorming
    • 134. Detailed ‘As-Is’ Process Maps
    • 135. Basic Statistical Tools
    • 136. Non Value-Added Analysis
    • 137. Hypothesis Testing
    • 138. FMEA
    • 139. Box /Interaction Plots
    • 140. Simple & Multiple Regression
    • 141. ANOVA
    • 142. Brainstorming
    • 143. Benchmarking
    • 144. Process Improvement Techniques
    • 145. Line Balancing
    • 146. Process Flow Improvement
    • 147. Replenishment Pull
    • 148. Purchasing and Sales Strategy
    • 149. Poka-Yoke & 5S
    • 150. FMEA & TPM
    • 151. Solution Selection Matrix
    • 152. ‘To-Be’ Process Maps
    • 153. Piloting and Simulation
    • 154. Operational Definitions
    • 155. Data Collection Plan
    • 156. Histograms / Pareto chart
    • 157. Statistical Sampling
    • 158. Measurement System Analysis (MSA),
    • 159. Gage R&R
    • 160. Constraint Identification
    • 161. Setup Reduction
    • 162. Generic Pull
    • 163. Control Charts
    • 164. Process Capability, Cp & Cpk
    Tools
  • 165. 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
  • 166. Lean Six Sigma – From Project Selection to Benefit Realisation
  • 167. 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
  • 168. 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
    • 169. Strategic
    • 170. Financial
    • 171. Customer
    • 172. Operational (Process)
    • 173. Prioritise value levers
    • 174. Translate Value Levers into Opportunity Areas
    • 175. Translate Opportunity Areas into Project Ideas
    • 176. Score each project as High / Med / Low for Benefit and Effort
    • 177. Fill in Benefit / Effort Matrix
    • 178. Review plotted results
    • 179. Select highest priority opportunities for further analysis
    • 180. Assign opportunities to project sponsors for project definition
    • 181. Complete Draft Project Charters
    • 182. Evaluate projects using Evaluation Criteria
    • 183. Update Benefit / Effort Matrix
    • 184. Review plotted results
    • 185. Prioritise projects
    • 186. 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
  • 187. 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%
  • 188. Evaluate & Rank
    30
  • 189. Do you undertake stage-gate reviews?
    31
    Stop
    Stop
    Tollgate Review
    Tollgate Review
    Stop
    Tollgate Review
    Stop
    Stop
    Tollgate Review
    Tollgate Review
  • 190. How do you perform benefit tracking?
    32
  • 191. What roles exist in your LSS roll out?
    33
    Ownership
    Execution
    Sustainability
    Master Black Belt
    • Delivers 6 Sigma training
    • 192. Coach / Mentor / Facilitate
    • 193. Lead s complex programs
    • 194. Full-time
    Yellow Belts
    • Participates in GB / BB projects
    • 195. Trained on selective tools
    • 196. Analyses daily challenges
    • 197. Part -time
    Top Management
    • Develops the BI strategy
    • 198. Communicate BI Strategy
    • 199. Manages BI stakeholders
    • 200. Trained at YB Level
    Black Belt
    • Leads projects & teams
    • 201. Lead s change program
    • 202. Trained on 6 Sigma tools
    • 203. Full-time
    White Belts
    • Participates in GB projects
    • 204. Trained on selective tools
    • 205. Analyses daily challenges
    • 206. Part -time
    6 Sigma Proj. Sponsor
    • Leader / Process owner
    • 207. Monitor projects
    • 208. Sustain benefits
    • 209. Trained at YB Level
    Green Belt
    • Leads projects
    • 210. Participates in BB projects
    • 211. Trained on selective tools
    • 212. Part -time
    Manager
    • Dept / Section head
    • 213. Project identification and selection
    • 214. Trained at YB / GB Level
  • Team Plan
    34
  • 215. Lean Six Sigma – Roadmaps
  • 216. 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
  • 217. Lean Project - Roadmap
    37
    Planning Execution
    Monitor & Sustain
    Diagnostic
    Project & Change Management
    Regular Stakeholder Expectations Review Meetings
    Business Improvement
    7 Days
    3 Days
    10 Days
    Diagnostics - 5 Weeks
  • 247. 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
  • 248. DMAIC – Work Load Distribution
    39
  • 249. DMAIC - High Level Overview
  • 250. DMAIC – 100,000 feet overview
    41
  • 251. 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
  • 252. 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
  • 253. 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
  • 254. 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?
  • 255. 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
    • 256. Misys does not invoice Cache’ key until installed Depot does not invoice for the goods delivered until 50 days from shipment date
    • 257. 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
  • 258. 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
    • 259. Upon shipment check that the customer is invoiced immediately
    • 260. Recorded hours spent
    • 261. Recorded time stamp when PO received
    • 262. Recorded time stamp when goods are shipped
    4. Reviewed Pilot
    • Black Belt and process owner review the results
    • 263. Process owner decided to continue with Pilot for all new process changes
    2. Improve new process and check data
    • Shipped data
    • 264. Customer receipt of goods (time & correct delivery location
    • 265. 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
  • 266. Control Phase – Key Elements
    50
    1. Standardise the Process
    Process Change
    • New process documented and performed training
    • 267. Team stored the new process in the Quality Library
    Process Change
    2. Institute Control Metrics
    • Measure Cycle Time from receipt of order to shipment
    • 268. Measure total hours expended
  • Control Phase (Contd)
    51
    4. Validate measurement system
    3. Measure the process
    • Widgets Shipped
    • 269. Collect date entered into spreadsheet
    • 270. Validate against Avnet tracking email
    • 271. 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.
  • 272. 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
    .
  • 273. 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
  • 274. 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
  • 275. 56
    “quote.”
    - a
  • 276. 57
    Good Luck
    http://www.linkedin.com/in/anandsubramaniam