Introduction to Lean Six Sigma (LSS) - Training & Workshop

1. Introduction to
Lean Six Sigma –
Training &
Workshop - Session 4
OCTOBER 2, 2015
KITSAP PUBLIC HEALTH DISTRICT
TRAINER: MODINAT OGUN, ASQ CSSBB|CMQ /OE|LSSBB

2. Training & Workshop Agenda
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Activity Duration
Welcome 2 minutes
Summary of Session 3 20 minutes
Training/Workshop (continued):
Lean Six Sigma (LSS) = Define | Measure | Analyze | Improve | Control | Share (DMAICS)
Q&A After each phase
10 minutes
break after
each hour
Quiz 10 minutes
Q&A
Adjourn

3. Team Norms
Aka Team rules of engagement
 Open mind
 Share
 Fully participate
 Collaborative mindset
 Learn
 Have fun 
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4. Why Should This Matter?
RESOURCES: Ever dwindling and having to do more with less!
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Time
How do you spend 8-10 hour day?
Do you have effective & efficient
processes?
Funds
Do you have enough funding?
People
Do you have enough & the right
people to do the work?

5. Why Should This Matter?
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EH Staff: 39
County Population (2014 US Census data): 254,183
Ratio EH Staff to Population: 1 : 6517.5
County size: 566 square miles (Land = 395, Water =
171 (30%) )
Ratio EH Staff to County Size: 1 : 14.5 sq miles

6. Why Should This Matter?
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Need for a
◦ Mindful,
◦ Thoughtful,
◦ Standardized,
◦ Disciplined,
◦ SME infused approach (versus firefighting) to resource utilization, processes and systems management.
This is where QUALITY comes in…

7. Overview of Quality & Lean Six Sigma (cont)
In addition, all quality programs share 4 essential quality principles. Quality
Principles focus on:
1. Customer Requirements
2. Process Performance
3. Evidence based decision making
4. Continuous & Scientific approach
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8. Overview of Quality & Lean Six Sigma (cont)
Meaning of Lean Six Sigma (LSS) (belts, project duration)
 Lean = is the systematic approach to identifying and eliminating waste
through continuous improvement.
 Six Sigma = the reduction of defects, focus on problem solving
 Combination of 2 powerful methods
 Process improvement methodology
 Best way to determine root cause of problems, then fix efficiently &
effectively
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9. Training – Workshop Overview
Lean Six Sigma (LSS) = data-driven improvement cycle used for improving,
optimizing and stabilizing business processes and designs. Core tool used to
drive Lean Six Sigma projects.
◦ Define
◦ Measure
◦ Analyze = D-M-A-I-C-S
◦ Improve
◦ Control
◦ Share
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10. Training – Workshop Overview
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Lean Six Sigma Definition Chart
Define D The purpose is to define the problem, improvement activity, opportunity for improvement, project
goals, customer (internal & external) requirements.
Measure M The heart of what makes Lean Six Sigma work. Observe the process. Gather data. Map the process in
depth.
Analyze A Make sense of the information and data collected. Use data to confirm source of delays, waste, poor
quality, look for patterns.
Improve I Make recommendations for changes in a process that eliminate defects, waste, costs. Tests,
simulations, process mapping
Control C Ensure that improvements to the process are sustained. Documentation, Training of personnel, put
measures in place to prevent regressing
Share S Inform all stakeholders via email, meetings, newsletter, website , celebrate, share lessons learned

11. Measure phase
Definition: process performance.
Tools:
Discussed :
Voice of Customer
Trend Charts
Brainstorming
Hands On Workshop: Spaghetti Diagrams (flipchart exercise)
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12. Lean Concepts
8 Types of Waste
•WASTE: Activities that consume resources but add no value
• Visible waste e.g. scrap, rework, downtime, excess
• Invisible waste e.g. wait times of people and machines
Table follows…
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13. Lean Concepts
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WASTE DEFINITION EXAMPLES
Overproduction
Generating more information and products
than needed
Creating reports no one reads
Unnecessary meetings
Transportation
Movement of products and information that
does not add value
Retrieving or storing files
Carrying documents to and from shared equipment
Moving parts or assemblies to multiple staging
areas before installing
Motion
Movement of people that does not add value Searching for files
Clearing away files on the desk
Gathering information
Looking for tools, parts, and equipment to perform
a job

14. Lean Concepts
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WASTE DEFINITION EXAMPLES
Waiting
Idle time created when material, information,
people or equipment is not ready
Waiting for approvals
Waiting for the system to come back up
Waiting for inspection
Waiting for paint or seal to dry
Copy machine
A handed-off file to come back
Over processing
Doing more than what the customer requires Creating reports
Removing packaging from parts
Breaking down and reassembling equipment
Use of inappropriate software
Inventory
More information and/or material on hand than
the end-user needs right now
Files waiting to be worked on
Open projects
Just-in-case inventory anticipated
E-mails waiting to be read
Unused records in the database
Defects/Rework
Work that contains errors, rework, mistakes or
lacks something necessary
Missing information
Product carried to the next work station due to late
parts
Lost records
Under-utilization of
staff
Losing time, ideas, skills, improvements, and
learning opportunities by not engaging or
listening to your employees
Professional staff doing administrative work
Busy work
Not using staff to their fullest potential

15. Q & A
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16. Analyze phase
Definition: Make sense of the information and data collected. Use data to confirm source of
delays, waste, poor quality, look for patterns.
Tools:
Discuss:
• Root Cause Analysis aka Fishbone Diagram aka Cause and Effect Diagram (maybe
Jessica can teach in detail in Council meeting)
• 5 Whys – briefly discuss w. example (can learn by using in Council meeting for training)
(slide)
• Process Map Review (slide)
Hands On Workshop: Pareto Charts | Force Field Analysis (handouts & flipchart execersise)
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17. Analyze phase
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Because the battery is dead
The alternator is not functioning
The alternator belt is broken
Useful service life of belt exceeded
Belt was never inspected/serviced
WHY?
WHY?
WHY?
WHY?
WHY?
My car will not start
Problem/Issue:
STEP 1
STEP 2
ROOT CAUSE

18. Process Mapping
What is It?
• Graphic/Visual representation of the ACTUAL flow of people, information, materials
• Illustrated on a floor map diagram
• Finished map looks like “spaghetti”
• Can be used in Define, Measure, Analyze phase
• Purpose:
• Expose inefficient process layouts
• Unnecessary travel distance between process steps
• Overall process waste
• Hands-on exercise (call for volunteers)
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19. Process Mapping
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20. Analyze phase
Tools:
Hands On Workshop: Pareto Charts | Force Field Analysis (handouts & flipchart exercise)
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21. Q & A
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22. Improve phase
Definition: Make recommendations for changes in a process that eliminate defects, waste,
costs. Tests, simulations, process mapping.
Tools:
Discuss:
Mistake Proofing -discuss
Standard Work – discuss philosophy
Kanban – how this could apply to government?
Hands On Workshop: Value Stream Mapping (handout review)
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23. Improve phase
Tools: Discuss:
Mistake Proofing = aka error proofing – implementation of fail-safe mechanisms to prevent a process from
producing defects.
Standard Work = discuss philosophy –
• one of the most powerful lean tools.
• Document current best practice - forms the baseline for continuous improvement.
• As the standard is improved, the new standard becomes the baseline for further improvements, and
so on.
Improving standardized work is a never-ending process!
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24. Improve phase
Tools: Discuss:
Kanban = how this could apply to government?
•Japanese term for one of the primary tools of a just-in-time system.
•Maintains an orderly and efficient flow of materials throughout the entire manufacturing
process.
•It is usually a printed card that contains specific information such as part name, description
and quantity.
•In organizations, kanban board can be visual management systems of projects (on hold, in
process, done)
Hands On Workshop: Value Stream Mapping (handout review)
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25. Control phase
Definition: Ensure that improvements to the process are sustained. Documentation,
Training of personnel, put measures in place to prevent regressing
Tools:
• Training
• Documentation (Operations/Desk Manuals, New Hire Orientation, Protocols)
• Control Plan
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26. Control phase
Tools:
• Training & Documentation (Operations/Desk Manuals, New Hire Orientation,
Protocols)
• Control Plan = Written descriptions of the systems for controlling process quality by
addressing the key characteristics such as customer requirements
• Action Plan = a way to ensure that vision is made concrete.
• Standard Operating Procedures = manuals, protocols, procedures, instructions, WAC
codes
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27. Control phase
Tools:
• Control Plan – centralized document to keep track of the status of ALL
significant process characteristics.
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Control Plan – Project Title - Date
Process Feature Action Owner Status
(open/closed)
Date Comments/Notes
Performance
Measures
Identify
Data/Measurement
source
John Open 9/29/2015 Database is being
developed

28. Share phase
Definition: Inform all stakeholders via email, meetings, newsletter, website , celebrate, share
lessons learned. Road show for new tools, processes, procedures, promote training & education.
Tools:
• All Staff / Town Hall Meetings
• Newsletter
• Social Media
• Website
• All Staff Emails
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29. Share phase
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30. Q & A
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31. Final Thoughts
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Personal Motto: “Quality is Why, What, Where, Who and How You Do!”
Collaboration & Cooperation – all hands on deck – problems solving involves collaboration: cool video to help
that illustrates this… https://www.youtube.com/watch?v=lNaI8j0f7qY
What does this mean?
When Always have a “Quality” mindset
What How are you utilizing your resources?
Who Who is your customer? Internal, External, All Stakeholders, Voice of Customer
How Utilize a mindful, thoughtful, disciplined, standardized approach
Why Ask WHY are we doing this? Why this way? Is there another way? Share & Learn!

32. Why Should This Matter?
RESOURCES: Ever dwindling and having to do more with less!
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Time
How do you spend 8-10 hour day?
Do you have effective & efficient
processes?
Funds
Do you have enough funding?
People
Do you have enough & the right
people to do the work?

33. Why Should This Matter?
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EH Staff: 39
County Population (2014 US Census data): 254,183
Ratio EH Staff to Population: 1 : 6517.5
County size: 566 square miles (Land = 395, Water =
171 (30%) )
Ratio EH Staff to County Size: 1 : 14.5 sq miles

34. Q & A
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35. ClickTEST YOUR KNOWLEDGE
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Statement: Waste = Activities that consume resources but add no
value!
True or False?
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36. ClickTEST YOUR KNOWLEDGE
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What is Lean?
What is Six Sigma?
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37. ClickTEST YOUR KNOWLEDGE
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Lean Six Sigma is a…
a) Mindset for solving problems
b) Method for solving problems
c) Toolkit for solving problems
d) All of the above
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38. ClickTEST YOUR KNOWLEDGE
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Name the 8 Types of Waste 
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39. ClickTEST YOUR KNOWLEDGE
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Lean Six Sigma can help you solve problems with…
a) Delays
b) Errors
c) Variation
d) All of the above
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40. Q & A
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41. Resources
PHCE Contact:
Cindan Gizzi, MPH
Community Assessment Manager
253-798-7695
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CSSBB Primer, Quality Council of Indiana, 2012
Bialek, R., Duffy, G.L., Moran, J.W., (2009). The Public Health Quality
Improvement Handbook. ASQ Quality Press
iSixSigma: Six Sigma Resources for Six Sigma Quality - Web site:
www.isixsigma.com
Kubiak, T., & Benbow, D. (2009). The certified six sigma black belt
handbook (2nd ed.). Milwaukee, Wis.: ASQ Quality Press.
Public Health Performance Management Centers for Excellence Web site:
www.doh.wa.gov/PHIP/perfmgtcenters
Certified Quality Manager Handbook
ASQ – www.asq.org
Wikipedia - http://www.wikipedia.org/
Moresteam: https://www.moresteam.com/new-to-lean-six-sigma.cfm
SixSigma Training: www.sixsigmatraining.org
Lean Six Sigma Trainer Contact:
Modinat Ogun, ASQ CSSBB,
CMQ|OE, CQIA, LSSBB
Quality Management Consultant
253-344-3655