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Rapid Lean Six Sigma.Short Version For Web
 

Rapid Lean Six Sigma.Short Version For Web

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1st hour of Rapid Lean Six Sigma Workshop

1st hour of Rapid Lean Six Sigma Workshop

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    Rapid Lean Six Sigma.Short Version For Web Rapid Lean Six Sigma.Short Version For Web Presentation Transcript

    • Rapid - Lean Six Sigma: Kick-Starting Your Continuous Improvement Program Facilitated by: John Besaw, Ph.D. 1
    • “Success in war depends on the golden rules: speed, simplicity, and boldness.” 2
    • RapidLeanSixSigma Success depends on: speed, simplicity, and boldness. A common complaint of traditional Lean and Six Sigma is that they “take too long.” 3
    • “Simplicity” RapidLeanSixSigma promotes a culture that targets continuous improvement through the relentless elimination of waste. 4
    • A Systems Approach A “Systems Approach” that creates a culture in which everyone is continuously improving processes and eliminating waste. 5
    • Continuous Improvement … as a critical responsibility of everyone. It must involve all areas and requires a commitment to hard work and the uncompromising drive to seek out new and better ways of doing things. 6
    • RapidLeanSixSigma provides the tools and techniques for making decisions and solving problems - fast. An organization’s early success will be realized through engaged employees using an empowered approach for “rapid” process improvement. 7
    • eGenda 1. Introduction - Why RapidLeanSixSigma 2. Leading in a RapidLeanSixSigma environment 3. Integrating Lean concepts and Six Sigma problem solving methodology 4. RapidLeanSixSigma Tools and Techniques 5. RapidLeanSixSigma Roadmap 6. Transformation Planning 8
    • Workshop Description The RapidLeanSixSigma Workshop provides a hands-on, experiential approach to continuous improvement. The framework highlights RapidLeanSixSigma tools and techniques used by empowered teams. Fast, simple, practical methods are highlighted. 9
    • Workshop Objectives The objectives of the RapidLeanSixSigma workshop are for each participant to know basic tools and techniques and comprehend his/her role in a team approach to Continuous Improvement. Through an experiential approach, participants use a systematic approach to problem-solving and learn to use RapidLeanSixSigma tools and techniques. 10
    • Activity  What are we doing now that we shouldn’t be doing at all. 1) 2) 3) There may be too many To-Do lists. Consider A “Not-To-Do” List 11
    • Why?  Constantly improving products and services can help an organization remain competitive and keep a strong customer base. 12
    • “Journey” Never Ends RapidLeanSixSigma Current Lean 2004 Six Sigma 2000 TQM 1990’s American business rediscovers Deming 1970’s & 1980’s Japan emerges as a leader of Lean Transformation of Japanese economy Japanese adopt Deming’s principles 1950s Deming goes to Japan 1950 Deming in America 1940s 13
    • RapidLeanSixSigma Integrating Lean and Six Sigma Speed and Simplicity  Lean • Waste Reduction • Velocity  Six Sigma • Problem Solving Methodology 14
    • RapidLeanSixSigma Everyone On-Board Upfront Action Commitment Understanding Information 15
    • For Consideration  Efficient: “Do things right.”  Effective: “Do the right things.” 16
    • A Journey, not an end state Shared Vision Future Value Stream Where we are today Current Value Stream 17
    • For Reflection  Developing a Strategy is not easy; executing it is even more difficult; sustainment ???  Transformation is not just about a plan, it requires changing people’s mindsets and behaviors. Activity: Mindsets and Behaviors that need to be changed. 1. 2. 3. 4. 18
    • Orientation Fixing problems, Not - fixing blame. “We are in a new economic age. We can no longer live with commonly accepted levels of delays, mistakes, defective materials and defective workmanship.” Dr. W. Edwards Deming 19
    • Example: Deliverables Key Deliverables Increased Higher Levels Efficiency of Performance 20
    • Align, Focus, Synchronize, Synergize Leadership Culture RapidLeanSixSigma Leadership Culture RapidLeanSixSigma “Repeatability” 21
    • Activity: Name these people or programs 22
    • Alignment Clarity … Consistency … Commitment 23
    • Basics  Customer defines quality  Top management leadership  All employees responsible  A way of life (our culture)  Team problem solving  Tools  Training for all 24
    • RapidLeanSixSigma “Elevator Speech” A leadership philosophy dedicated to creating and keeping loyal customers through continuous improvement of all products, services, and processes. Requires the active and continual participation of all employees in an environment supportive of innovation and teamwork. 25
    • Anticipate Possible Problems  Outdated Management Philosophies  Organizational Culture  Lack of Knowledge  In-bred Complexity 26
    • “Emotional Rollercoaster” Vision To Be Phase 1 Phase 2 Phase 3 Growth Awareness As Is 27
    • Two “Sides” The “HARD” Side: The “SOFT” Side:  is about  is about • processes • buy-in • measurement • commitment • tools • attitude • structures • overcoming • procedures resistance to change • self-leadership 28
    • For Discussion  “… more organizations fail from a lack of creating the right culture and infrastructure than from using the wrong tools!”  “… the key lesson is not to get lost in the statistical weeds or the improvement tools. Important as these are, the source of power is first and foremost in the culture.” 29
    • Culture Traditional RapidLeanSixSigma • Authoritarian • Participative • No risk-taking • Encourage change • Fear of job loss • Job security • Status quo • Continuous improvement • Systems policies • Policies that inspire people to want continuous improvement • “Beat on” supplier • Work with supplier • Distant from customers • Close to customers • Few people trained in basic tools • Everyone trained in basic tools 30
    • Transformation Curve Cynics Goal: Shift the Curve 31
    • 20-60-20 Rule  20% of the people in the organization will be “Transformation Friendly”  60% will sit on the fence  20% will resist 32
    • RapidLeanSixSigma Goals and Benefits Achieve total customer satisfaction and improved operational effectiveness and efficiency Improve communication and teamwork through a common set of tools and techniques (a disciplined, repeatable methodology) 33
    • RapidLeanSixSigma Relentless pursuit of elimination of waste: • Over-production • Excessive Inventory • Unnecessary Motion • Waiting • Defects Requiring Rework or Scrap • Extra Processing • (Workforce Productivity) 34
    • Barriers to Improvement If we all know we need to improve, the question becomes: why don’t we? 35
    • Resistance to Change Asking people to work differently often meets with stiff resistance. Overcoming resistance to change can be the hardest part of our job. It is against human nature to want to change the way things are done unless there is a compelling reason to do so. continued 36
    • The biggest reason for RapidLeanSixSigma implementation is its astonishing success at dramatically improving a company’s bottom-line profitability - fast. 37
    • Short Break 38
    • Parking Lot 39
    • Resources 40
    • Temperament Internet Resources http://en.wikipedia.org/wiki/Myers-Briggs_Type_Indicator http://www.keirsey.com/ http://www.typelogic.com/enfj.html 41
    • http://www.lean.org/ Website for the Lean Enterprise Institute… books, workbooks, and case studies that help companies transform themselves based on the principles of the Toyota Business System. 42
    • Online Resource  http://www.12manage.com/methods_value_stream_mapping.html#userforum 43
    • Nalicheri, N., Baily, C., & Cade, S. The lean, green service machine. http://www.strategy-business.com/ Poppendick, M. (2002). Principles of lean thinking. http://www.poppendieck.com/papers/Le anThinking.pdf 44
    • For Discussion http://www.thefreedictionary.com/kick-starting  Lean Six Sigma: Lean Six Sigma is a business improvement methodology which combines (as the name implies) tools from both Lean Manufacturing and Six Sigma. Lean manufacturing focuses on speed and traditional Six Sigma focuses on quality. By combining the two, the result is better quality faster.  Rapid (adjective): acting or moving quickly  Kick-Starting (verb): to do something bold or drastic in order to begin or improve the performance of something. 45
    • http://www.infor.com/leanessentials/ This comprehensive Web site developed by Infor is filled with information to help you improve your productivity, profitability and customer satisfaction. 46
    • http://www.lean.org/WhatsLean/CommonLeanQuestions.cfm Common Lean Questions 47
    • Activity Role of a RapidLeanSixSigma “Master” 48
    • Characteristics of a RapidLeanSixSigma Master  Highly effective Team Facilitator  Highly Respected by Superiors, Peers and Subordinates  Inspires Others to Excel  Possesses a Creative, Critical, Out-of-the-Box Intellect  Accepts Responsibility for identifying choices  Encourages Commitment, Dedication and Teamwork  Solicits Diverse Ideas and Viewpoints  Acts Decisively Under Pressure  Effective in Consulting, Mentoring and Coaching others  Team Engagement 49
    • Activity RapidLeanSixSigma Coaching 50
    • Example Coaching – Annual JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Sample Text To edit the timeline, select the timeline object, and then click Sample Text Ungroup on the Draw menu. Sample Text Sample Text On time! 51