Lss pharma presentation2-2006


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  • Selling your ideas is challenging. First, you must get your listeners to agree with you in principle. Then, you must move them to action. Use the Dale Carnegie Training® Evidence – Action – Benefit formula, and you will deliver a motivational, action-oriented presentation.
  • Open your presentation with an attention-getting incident. Choose an incident your audience relates to. The incidence is the evidence that supports the action and proves the benefit. Beginning with a motivational incident prepares your audience for the action step that follows.
  • Next, state the action step. Make your action step specific, clear and brief. Be sure you can visualize your audience taking the action. If you can’t, they can’t either. Be confident when you state the action step, and you will be more likely to motivate the audience to action.
  • Next, state the action step. Make your action step specific, clear and brief. Be sure you can visualize your audience taking the action. If you can’t, they can’t either. Be confident when you state the action step, and you will be more likely to motivate the audience to action.
  • To complete the Dale Carnegie Training® Evidence – Action – Benefit formula, follow the action step with the benefits to the audience. Consider their interests, needs, and preferences. Support the benefits with evidence; i.e., statistics, demonstrations, testimonials, incidents, analogies, and exhibits and you will build credibility.
  • To close, restate the action step followed by the benefits. Speak with conviction and confidence, and you will sell your ideas.
  • Lss pharma presentation2-2006

    1. 1. Strategic Lean Six Sigma: Receiving Results That Are Most Important To Your Business
    2. 2. Agenda <ul><li>Process not a Program </li></ul><ul><li>Lean Principles </li></ul><ul><li>Implementation process </li></ul>
    3. 3. Why do Lean? <ul><li>Reduce manufacturing and overhead costs by 20% </li></ul><ul><li>Deliver products/services in 50% to 80% less time </li></ul><ul><li>Free up capital through a 75% to 90% reduction in inventories </li></ul><ul><li>Reduce time to market by 50% </li></ul><ul><li>Achieve 40% to 50% improvement in labor productivity </li></ul>
    4. 4. Don’t Forget <ul><li>Motorola lost the opportunity to reduce $5 billion in cost by forgetting non-manufacturing activities </li></ul><ul><li>Bob Gavin </li></ul><ul><li>Former CEO of Motorola </li></ul>
    5. 5. Process Not A Program
    6. 6. Basis of Understanding <ul><li>Toyota’s 12 rules </li></ul><ul><li>D.I.K.A.R.(Data-Information-Knowledge-Action-Results) Model </li></ul><ul><li>Lean Principles </li></ul><ul><li>ISO-9004 </li></ul><ul><li>Moving to Green </li></ul>
    7. 7. Toyota’s 12 Rules <ul><li>Start with action </li></ul><ul><li>Learn by doing,training 2 nd </li></ul><ul><li>Start with value stream projects </li></ul><ul><li>Use value stream mapping to develop future state </li></ul><ul><li>Kaizen </li></ul><ul><li>Organize around value streams </li></ul>
    8. 8. Toyota’s 12 Rules <ul><li>7. Make it mandatory </li></ul><ul><li>Identify opportunities with big $ </li></ul><ul><li>impact </li></ul><ul><li>9. Re-align metrics with value stream </li></ul><ul><li>10. Develop your own way </li></ul><ul><li>11. Hire or develop Lean leaders </li></ul><ul><li>12. Use experts for teaching </li></ul>
    9. 9. Continuity of Leadership <ul><li>Start from the top </li></ul><ul><li>Involve from the bottom up </li></ul><ul><li>Middle managers-”Change Agents” </li></ul><ul><li>It takes time </li></ul><ul><li>Extremely difficult </li></ul>
    10. 10. D.I.K.A.R <ul><li>DATA </li></ul><ul><li>INFORMATION </li></ul><ul><li>KNOWLEDGE </li></ul><ul><li>ACTION </li></ul><ul><li>RESULTS </li></ul>
    11. 11. Typical Process <ul><li>Companies do a great job of gathering data </li></ul><ul><li>Make quick decisions with the data- thinking it will solve the problem-”instant gratification” </li></ul><ul><li>Usually the decision ends up being a short term solution or incorrect </li></ul>
    12. 12. The Process- Current State Data Information Knowledge Action Results Instant Gratification
    13. 13. The Process- Desired State D.I.K.A.R. Data Information Knowledge Action Results
    14. 14. Data <ul><li>Linked to corporate objectives </li></ul><ul><li>Valid and complete </li></ul><ul><li>Significant </li></ul><ul><li>Real time </li></ul><ul><li>Organized and sorted </li></ul><ul><li>Communicated </li></ul>
    15. 15. Information <ul><li>Easily accessible to all </li></ul><ul><li>Organized for easy problem solving </li></ul><ul><li>Actionable </li></ul><ul><li>Organized and sorted </li></ul><ul><li>Communicated to all </li></ul>
    16. 16. Knowledge <ul><li>Expanded through brainstorming </li></ul><ul><li>Shared with all to identify improvement opportunities </li></ul><ul><li>Documented,accessible and communicated to all </li></ul>
    17. 17. Action <ul><li>Planned and coordinated (Moving to Green) </li></ul><ul><li>Performed in a timely manner </li></ul><ul><li>Supported </li></ul><ul><li>Communicated (Moving to Green) </li></ul>
    18. 18. Results <ul><li>Permanent </li></ul><ul><li>Maintained (Moving to Green) </li></ul><ul><li>Verified for effectiveness (ISO-9004) </li></ul><ul><li>Documented (Moving to Green) </li></ul><ul><li>Communicated </li></ul>
    19. 19. Lean Principles
    20. 20. What Lean Will Look Like <ul><li>Traditional </li></ul><ul><li>Read reports </li></ul><ul><li>Controller drives cost </li></ul><ul><li>My view </li></ul><ul><li>First answer </li></ul><ul><li>Quantity of info </li></ul><ul><li>4 M’s(Material,Machinery </li></ul><ul><li>Manpower,Methods) </li></ul><ul><li>Future </li></ul><ul><li>Walk floor </li></ul><ul><li>Waste drives cost </li></ul><ul><li>Common view </li></ul><ul><li>Dig past first answer </li></ul><ul><li>Quality of info </li></ul><ul><li>Activities,connections and flows </li></ul>
    21. 21. <ul><li>What is Lean? </li></ul><ul><li>“ A manufacturing philosophy that shortens the time line between the customer order and the shipment by eliminating waste” </li></ul><ul><ul><li>- John Shook </li></ul></ul><ul><li>It is a people centered system that focuses on continuously improving all aspects of the business. </li></ul><ul><ul><li>It strives to constantly expose and eliminate problems and sources of waste. </li></ul></ul><ul><ul><li>It seeks to simultaneously improve quality, reduce lead-time and reduce cost. </li></ul></ul><ul><li>It is NOT a system to eliminate people! </li></ul>
    22. 22. Flip the Triangle Reactive Preventive Predictive Predictive Preventive Reactive
    23. 23. Shrink the Triangle Predictive Predictive Preventive Preventive Reactive Reactive $
    24. 24. Traditional-vs-Lean Waste Not needed at all in completing work- adds no value Examples -Looking for tools -Walking to get parts Necessary non-value added work No value added but must be completed under present work conditions Examples -Reach for part -Pre-assemble part -Q.C. check Value added work Changes the form,fit or function of a part or assembly Examples -Drilling hole -Installing part Waste Waste Necessary non Valued added work Value added work
    25. 25. If I Have Six Sigma-why Lean? <ul><li>Additional tools for Six Sigma experts </li></ul><ul><li>Blending of Quality and Operations </li></ul><ul><li>Quality becomes part of the process </li></ul><ul><li>Kaizen projects linked to solving bottlenecks in Lean process </li></ul>
    26. 26. If I Have Lean-why Six Sigma? <ul><li>Additional problem solving techniques </li></ul><ul><li>Focus of Kaizen teams on bottlenecks </li></ul><ul><li>Black belts can be leaders of process </li></ul><ul><li>Maintain/Sustain the gain </li></ul>
    27. 27. Data Information Knowledge Action Results <ul><li>Six-Sigma </li></ul><ul><li>Define, Measure,Analyze,Improve and Control </li></ul><ul><li>Great Analytical tools to support Lean </li></ul><ul><li>Continuous Improvement to achieve high customer satisfaction </li></ul><ul><li>Usually project specific-Kaizen events </li></ul><ul><ul><li>Supports Lean by identifying and minimizing bottlenecks </li></ul></ul><ul><li>Lean </li></ul><ul><li>Continuous flow </li></ul><ul><li>Collaboration of many </li></ul><ul><li>Value stream maps- create continuous flow </li></ul><ul><li>Customer requirements drive takt time </li></ul>
    28. 28. Principle #1 Structure every activity <ul><li>Can and are those doing the activity performing as indicated </li></ul><ul><ul><li>Sequence </li></ul></ul><ul><ul><li>Following work instructions </li></ul></ul><ul><ul><li>Following control plans SS </li></ul></ul><ul><li>Is the activity capable of producing the desired results SS </li></ul>
    29. 29. Principle #2 Clearly connect every customer/supplier <ul><li>Every relationship is a customer- supplier link </li></ul><ul><ul><li>Think of what can be done in a step to reduce errors or make it easier person downstream to complete the task without errors (Errorproofing SS ) </li></ul></ul>
    30. 30. Principle #3 Specify and simplify every flow path <ul><li>Make every flow path as simple as possible </li></ul><ul><ul><li>Should be easy to do the right thing and more difficult to do it the other way (Errorproofing SS ) </li></ul></ul>
    31. 31. Principle #4 Improve through experimentation <ul><li>Observe results as they match up against the ideal state </li></ul><ul><li>Determine if changes made are sustainable- Effectiveness (ISO-9004) </li></ul><ul><li>Benchmark process and create a future state map </li></ul>
    32. 32. 5 Building Blocks <ul><li>Directly observe work as activities, interactions and flows </li></ul><ul><li>Systematic waste elimination </li></ul><ul><li>Systematic problem solving </li></ul><ul><li>Establish one common approach of what and how </li></ul><ul><li>Create a learning organization </li></ul>
    33. 33. Directly observe work as activities, interactions and flow <ul><li>Definition: </li></ul><ul><li>Deeply understand the current reality at the source </li></ul><ul><li>of the process, not the results of the process. </li></ul><ul><li>Observe how activities are performed, customers </li></ul><ul><li>and suppliers are connected and the information, </li></ul><ul><li>Material and people flow. </li></ul>
    34. 34. Directly observe work as activities, interactions and flow <ul><li>What it means to me: </li></ul><ul><li>Where is waste </li></ul><ul><li>Why is it what I’m doing/ What is being done that is not ideal </li></ul><ul><li>Where are problems </li></ul><ul><li>How will change improve things being done </li></ul><ul><li>How does change compare to current state </li></ul>
    35. 35. Directly observe work as activities, interactions and flow <ul><li>Tools to observe: </li></ul><ul><li>Value stream map </li></ul><ul><li>Activity maps </li></ul><ul><li>Product process flow </li></ul><ul><li>Video tape process </li></ul><ul><li>“ Go See” problem solving </li></ul>
    36. 36. Directly observe work as activities, interactions and flow <ul><li>Value stream map </li></ul><ul><li>Current state </li></ul><ul><li>Takt time </li></ul><ul><li>Future state </li></ul>
    37. 37. Systematic waste elimination <ul><li>Definition: </li></ul><ul><li>Waste is anything beyond the absolute </li></ul><ul><li>minimum amount of materials, manpower </li></ul><ul><li>and machinery needed to add value to a </li></ul><ul><li>product or service </li></ul>
    38. 38. Systematic waste elimination <ul><li>Value added activities: </li></ul><ul><li>Must be something the customer recognizes as being important and is willing to pay for </li></ul><ul><li>Must alter the process output; the product must change </li></ul><ul><li>Must be done right the first time </li></ul><ul><li>All ‘3’ criteria must be met </li></ul>
    39. 39. Systematic waste elimination <ul><li>7 Wastes: </li></ul><ul><li>T Transportation </li></ul><ul><li>I Inventory </li></ul><ul><li>M Motion </li></ul><ul><li>W Waiting </li></ul><ul><li>O Over processing </li></ul><ul><li>O Over production </li></ul><ul><li>D Defects </li></ul>
    40. 40. Waste-Transportation <ul><li>Manufacturing/Operations </li></ul><ul><li>- Double handling of parts between processes </li></ul><ul><li>- Unnecessary long routes to deliver parts </li></ul><ul><li>-Automated storage and retrieval systems </li></ul><ul><li>Administrative </li></ul><ul><li>- Double handling of data between processes </li></ul><ul><li>-Moving 15 people to another bldg. To meet with 1 person </li></ul><ul><li>-Sending mail via regular mail vs. e-mail </li></ul>
    41. 41. Waste- Inventory <ul><li>Manufacturing/Operations </li></ul><ul><li>- Large quantities of parts/products to be shipped </li></ul><ul><li>- Just-in case buffers </li></ul><ul><li>-Excessively large stores/parts cribs </li></ul><ul><li>Administrative </li></ul><ul><li>- Storing office supplies both at desk and supply crib </li></ul><ul><li>-Keeping excessive books/files for obsolete activities </li></ul><ul><li>-Excessive amounts of office furniture in storage </li></ul>
    42. 42. Waste- Motion <ul><li>Manufacturing/Operations </li></ul><ul><li>- Excessive walking from one material container to another </li></ul><ul><li>- Excessive reaching for parts </li></ul><ul><li>-Unnecessary movements of automated equipment </li></ul><ul><li>Administrative </li></ul><ul><li>-Hand delivery of hard copy reports </li></ul><ul><li>-Office set-up requiring walking between phone,computer,etc </li></ul><ul><li>-Walking to get high use files in a remote location </li></ul>
    43. 43. Waste- Waiting <ul><li>Manufacturing/Operations </li></ul><ul><li>- Waiting for machine to cycle </li></ul><ul><li>- Waiting for material to arrive </li></ul><ul><li>-One assembly team waiting for another team to finish </li></ul><ul><li>Administrative </li></ul><ul><li>- Delays in data handoffs </li></ul><ul><li>-Waiting for approvals </li></ul><ul><li>-Waiting for meeting to start </li></ul>
    44. 44. Waste- Over processing <ul><li>Manufacturing/Operations </li></ul><ul><li>- Making a part to excessively tight tolerances </li></ul><ul><li>- Inspecting incoming material that was inspected at supplier </li></ul><ul><li>-Extra welds, fasteners, adhesives, etc. </li></ul><ul><li>Administrative </li></ul><ul><li>- Re-keying data </li></ul><ul><li>-Extra signatures for approval </li></ul><ul><li>-Training for a skill set that won’t be used </li></ul>
    45. 45. Waste- Over production <ul><li>Manufacturing/Operations </li></ul><ul><li>- Over-speed in a production line </li></ul><ul><li>- Purchasing excess capacity on piece of equipment </li></ul><ul><li>-Transporting a 50 lb. box on a cargo truck </li></ul><ul><li>Administrative </li></ul><ul><li>- Generating unused reports </li></ul><ul><li>-Writing 15 page report when a verbal update would suffice </li></ul><ul><li>-Installing a phone for all employees when average use is 15 minutes </li></ul>
    46. 46. Waste- Defects <ul><li>Manufacturing/Operations </li></ul><ul><li>- Reworking/repairing parts </li></ul><ul><li>- Scrapping parts </li></ul><ul><li>-Shipping wrong parts </li></ul><ul><li>Administrative </li></ul><ul><li>- Rewriting a project presentation </li></ul><ul><li>-Books/forms/brochures with typos </li></ul><ul><li>-Billing errors </li></ul>
    47. 47. Systematic problem solving Contain Root Cause Countermeasure Verify Identify
    48. 48. Systematic problem solving D efine M easure A nalyze I mprove C ontrol D ata I nformation K nowledge A ction R esult
    49. 49. Systematic problem solving <ul><li>Problem Solving Tools: </li></ul><ul><ul><li>Value Steam Map </li></ul></ul><ul><ul><li>Pareto Chart </li></ul></ul><ul><ul><li>Fish bone diagram </li></ul></ul><ul><ul><li>Statistical analysis </li></ul></ul><ul><ul><li>Histograms </li></ul></ul>Six Sigma tools
    50. 50. Establish one common approach of what and how <ul><li>Details of ‘What, How’ </li></ul>Where there is no standard….. There can be no corrective action Standardize Do Check Act
    51. 51. Establish one common approach of what and how <ul><li>High Agreement Tools: </li></ul><ul><ul><li>Standard Work Instructions </li></ul></ul><ul><ul><li>5S’s </li></ul></ul><ul><ul><li>Error Proof </li></ul></ul><ul><ul><li>Visual Control / Visual Display (Moving to Green) </li></ul></ul><ul><ul><li>Control Point Audits (Moving to Green) </li></ul></ul><ul><ul><li>Master Planning (Moving to Green) </li></ul></ul>
    52. 52. 5S Sort Sustain Set in Order Standardize Shine
    53. 53. Sort <ul><li>Definition: Involves sorting through the contents of your area and removing unnecessary items </li></ul><ul><li>Guiding principle: When in doubt, move it out </li></ul>
    54. 54. Set in Order <ul><li>Definition: Involves arranging necessary items for easy and efficient access and keeping them that way </li></ul><ul><li>Guiding principle: A place for everything, and everything in its place </li></ul>
    55. 55. Shine <ul><li>Definition: Involves cleaning everything, keeping it clean and using cleaning as a way that your area is maintained </li></ul><ul><li>Guiding principle: This area is your area, and you are responsible for it because you work there </li></ul>
    56. 56. Standardize <ul><li>Definition: Involves creating guidelines for keeping the area organized, orderly and clean, and making the standards visual and obvious </li></ul><ul><li>Guiding principle: State when Sort, Set in Order and Shine are fully maintained </li></ul>
    57. 57. Sustain <ul><li>Definition: Involves education and communication to ensure that everyone follows the 5S standards </li></ul><ul><li>Guiding principle: Everyone/ Every Day </li></ul>
    58. 58. Create a learning organization Organization Team P D C A Individual Individual Traditional Lean P D C A P D C A P D C A
    59. 59. Implementation Process
    60. 60. Moving to Green
    61. 61. PEP ISO9001 Compliance Audits CAR Management System IPPAP FMEA Control Plan Work Instructions QE Process Audit CSA Best Practices Benchmarking Other H-D Facilities KC PDC Tomahawk Etc. Upper Leadership SPC Effectiveness Audits CAR Quality Plan PAR MOVING 2 GREEN Concerns Tracking CI HD Corporate
    62. 62. Performance Criteria
    63. 63. Scorecard
    64. 64. Checklist-Focused Factory
    65. 65. Checklist- Prepare the Workforce
    66. 66. Checklist-5S
    67. 67. 5 Year Business Plan
    68. 68. Action <ul><li>Answer the question: Is Lean the thing to do? </li></ul><ul><li>If Lean is right for you, “I recommend the following”: </li></ul><ul><ul><li>Define Lean criteria for your company (Future State) D </li></ul></ul><ul><ul><li>Develop baseline (Current State) </li></ul></ul><ul><ul><li>Identify gaps I </li></ul></ul><ul><ul><li>Develop assessment worksheets (Moving to Green) </li></ul></ul><ul><ul><li>Develop scorecard K </li></ul></ul><ul><ul><li>Develop 5 year business plan, which will drive corrective action A </li></ul></ul><ul><ul><li>Develop review process to measure results R </li></ul></ul>
    69. 69. Action <ul><li>Everyone/ Every Day </li></ul><ul><ul><li>Engagement of all </li></ul></ul>
    70. 70. Benefits of Lean <ul><li>Reduce manufacturing and overhead costs by 20% </li></ul><ul><li>Deliver products/services in 50% to 80% less time </li></ul><ul><li>Free up capital through a 75% to 90% reduction in inventories </li></ul><ul><li>Reduce time to market by 50% </li></ul><ul><li>Achieve 40% to 50% improvement in labor productivity </li></ul>
    71. 71. Benefits of Process <ul><li> </li></ul><ul><ul><li>Benefit #1 </li></ul></ul><ul><ul><ul><li>DIKAR model easy to understand and a tool to gain support. Answers the question why we want to do it. </li></ul></ul></ul><ul><ul><li>Benefit #2 </li></ul></ul><ul><ul><ul><li>Moving to Green allows: </li></ul></ul></ul><ul><ul><ul><ul><li>Setting baseline </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Identify Lean criteria and the gaps in the system. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Setting corrective actions necessary to eliminate gaps. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Scorecard to measure progress </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Actionable/measurable items for performance measurement. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Assessment process </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Ability to create a real 5 year Business Plan. </li></ul></ul></ul></ul><ul><ul><li>Benefit #3 </li></ul></ul><ul><ul><ul><li>Lean methodology that is part of the process not just a program </li></ul></ul></ul>
    72. 72. Close <ul><li>Brain-vs- Braun </li></ul><ul><li>Collaboration-vs-Conflict </li></ul><ul><li>Many-vs-Few </li></ul><ul><li>Process-vs-Program </li></ul><ul><li>Sustainability-vs-Temporary </li></ul>
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