Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
Riding Six Sigma to Implement  Lean Juan Amador Lean Sigma MBB
History and Background Medtronic Mission
History and Background The need for Lean Sigma Solutions TM Speed and Quality,  Design For Six Sigma  Learning culture Pro...
History and Background History Founded in 1949 as a medical equipment service company
History and Background History <ul><li>First external wearable pacemaker </li></ul><ul><li>Expanded into implantable techn...
Medtronic Today Breadth of Our Business
Medtronic Today Steady Growth
Medtronic Today Committed to Innovation - Research and Development Two-thirds of our revenues are from products introduced...
Medtronic Today Committed to Innovation
Medtronic Today Leveraging Technology <ul><li>Leveraging experience in electrical </li></ul><ul><li>stimulation for … </li...
<ul><li>30,000 Employees </li></ul><ul><li>120 Countries </li></ul>Medtronic Today Global Reach
Medtronic Today Every 6 Seconds... 6 seconds
Process Science Pursue variation and waste Completes a Belt’s toolbox Both implemented via DMAIC Ride the culture change –...
Both implemented via DMAIC
A 3   process because 3 standard deviations  fit between target and spec Target Customer Specification 1  2  3  Before...
DMAIC  is the methodology Lean   makes a science of process flow Both implemented via DMAIC
Lean Thinking steps: SPECIFY VALUE  –  define  process in terms of customer value MAP THE VALUE STREAM  – with customer fo...
Completes a Belt’s toolbox
Completes a Belt’s toolbox
Source  DF  Seq SS  Adj SS  Adj MS  F  P SBU  3  9233.5  1861.5  620.5  2.37  0.131 Category  2  2402.4  2269.0  1134.5  4...
Pursue variation and waste
Lean =  Balanced  Flows 6  =   Reduced   Variation Process  Process  Step 1  Step 1  Process  Process  Step 2  Step 2  Pr...
Pursue variation and waste   Before After Printing, packing operation
Process Science
<ul><ul><li>In Six Sigma: </li></ul></ul><ul><ul><li>Y = f(x 1 , x 2 …?)   the challenge is to find the  trivial   many  X...
Process Science Analog adjustment, reprogram timer Kanban, 5S, (Inbox signals, simplify/sort the work station) Methods to ...
Process Science
TOTALS Lead Time formulas are calculated with large spreadsheets Many Xs Y Process Science TRANSFER LOT SIZE PROCESS LOT S...
Process Science
Process Science Before After
Process Science Distribution center label print and ship
Ride the culture change – examples
Before After (4Q ‘ 04) Cycle time and regulatory improvements Inventory,  20 FTEs, 2 Floors, 11 days Example: Japan distri...
75% Inventory reduction Example: Discrepancy report processing   Inventory
<ul><ul><li>Sample binning system – client FIFO drop off bins </li></ul></ul><ul><ul><li>Heijunka flow control </li></ul><...
From 1 hr 11 mins to < 5 mins <ul><ul><li>Before </li></ul></ul><ul><ul><li>After </li></ul></ul>Example: Lot card issuanc...
Example: Auto Allowance   Process time cut in half
<ul><li>Lean and Six Sigma go together – both make a science out of the process </li></ul><ul><li>Ride the global Six Sigm...
Culture Time Benefits Lean Sigma Strategy Vision:  Unlocking the potential in Medtronic’s people and processes Curiosity P...
Thank You
Upcoming SlideShare
Loading in …5
×

Riding Six Sigma to Implement Lean

677 views

Published on

  • Be the first to comment

Riding Six Sigma to Implement Lean

  1. 1. Riding Six Sigma to Implement Lean Juan Amador Lean Sigma MBB
  2. 2. History and Background Medtronic Mission
  3. 3. History and Background The need for Lean Sigma Solutions TM Speed and Quality, Design For Six Sigma Learning culture Process excellence Internal cost, turns, etc. Life tools and development Process compliance excellence Corporate Mission <ul><ul><li>To contribute to human welfare by application of biomedical engineering in the research, design, manufacture, and sale of instruments or appliances that alleviate pain, restore health, and extend life. </li></ul></ul><ul><ul><li>To direct our growth in the areas of biomedical engineering where we display maximum strength and ability; to gather people and facilities that tend to augment these areas; to continuously build on these areas through education and knowledge assimilation; to avoid participation in areas where we cannot make unique and worthy contributions. </li></ul></ul><ul><ul><li>To strive without reserve for the greatest possible reliability and quality in our products; to be the unsurpassed standard of comparison and to be recognized as a company of dedication, honesty, integrity, and service. </li></ul></ul><ul><ul><li>To make a fair profit on current operations to meet our obligations, sustain our growth, and reach our goals. </li></ul></ul><ul><ul><li>To recognize the personal worth of employees by providing an employment framework that allows personal satisfaction in work accomplished, security, advancement opportunity, and means to share in the company's success. </li></ul></ul><ul><ul><li>To maintain good citizenship as a company . </li></ul></ul>
  4. 4. History and Background History Founded in 1949 as a medical equipment service company
  5. 5. History and Background History <ul><li>First external wearable pacemaker </li></ul><ul><li>Expanded into implantable technology, other devices </li></ul>
  6. 6. Medtronic Today Breadth of Our Business
  7. 7. Medtronic Today Steady Growth
  8. 8. Medtronic Today Committed to Innovation - Research and Development Two-thirds of our revenues are from products introduced in the last two years
  9. 9. Medtronic Today Committed to Innovation
  10. 10. Medtronic Today Leveraging Technology <ul><li>Leveraging experience in electrical </li></ul><ul><li>stimulation for … </li></ul><ul><li>Heart conditions </li></ul><ul><li>Parkinson’s disease </li></ul><ul><li>Pain </li></ul><ul><li>Digestive disorders </li></ul><ul><li>Bladder control problems </li></ul>                        
  11. 11. <ul><li>30,000 Employees </li></ul><ul><li>120 Countries </li></ul>Medtronic Today Global Reach
  12. 12. Medtronic Today Every 6 Seconds... 6 seconds
  13. 13. Process Science Pursue variation and waste Completes a Belt’s toolbox Both implemented via DMAIC Ride the culture change – examples
  14. 14. Both implemented via DMAIC
  15. 15. A 3  process because 3 standard deviations fit between target and spec Target Customer Specification 1  2  3  Before Target Customer Specification After 2  6  6  No Defects! 1  3  4  5  3  DMAIC Is the methodology Six Sigma makes a science of process capability Both implemented via DMAIC
  16. 16. DMAIC is the methodology Lean makes a science of process flow Both implemented via DMAIC
  17. 17. Lean Thinking steps: SPECIFY VALUE – define process in terms of customer value MAP THE VALUE STREAM – with customer focused measure ments MAKE THE VALUE FLOW – analyze for waste elimination PULL – improve flow via customer pull SEEK PERFECTION – continuous improvements and control s Both implemented via DMAIC
  18. 18. Completes a Belt’s toolbox
  19. 19. Completes a Belt’s toolbox
  20. 20. Source DF Seq SS Adj SS Adj MS F P SBU 3 9233.5 1861.5 620.5 2.37 0.131 Category 2 2402.4 2269.0 1134.5 4.34 0.044 Class 2 38.1 252.6 126.3 0.48 0.631 Type 5 5484.4 5484.4 1096.9 4.20 0.026 Error 10 2613.5 2613.5 261.4 Total 22 19771.8 S = 16.1664 R-Sq = 86.78% R-Sq(adj) = 70.92% Pursue variation and waste Using statistics to find biggest source of time variation
  21. 21. Pursue variation and waste
  22. 22. Lean = Balanced Flows 6  = Reduced Variation Process Process Step 1 Step 1 Process Process Step 2 Step 2 Process Process Step 3 Step 3 Process Process Step 4 Step 4 Variation Before Variation After Pursue variation and waste
  23. 23. Pursue variation and waste Before After Printing, packing operation
  24. 24. Process Science
  25. 25. <ul><ul><li>In Six Sigma: </li></ul></ul><ul><ul><li>Y = f(x 1 , x 2 …?) the challenge is to find the trivial many X’s, then identify the vital few X’s </li></ul></ul>Process Science <ul><ul><li>In Lean: </li></ul></ul><ul><ul><li>Y = f(x 1 , x 2 …x 18 ) the challenge is to identify the vital few X’s </li></ul></ul>
  26. 26. Process Science Analog adjustment, reprogram timer Kanban, 5S, (Inbox signals, simplify/sort the work station) Methods to improve and control Voltage, time Labor time, move time (review the account, walk to the mail drop) Xs Weld Strength Lead Time (time to process expense accounts) Y Six Sigma Lean Examples of Ys, Xs and Methods in both Lean and Six Sigma
  27. 27. Process Science
  28. 28. TOTALS Lead Time formulas are calculated with large spreadsheets Many Xs Y Process Science TRANSFER LOT SIZE PROCESS LOT SIZE OPTIONS REWORK DOWNTIME EXTERNAL SET UP INTERNAL SET UP ATTENDED MACHINE UNATTENDED MACHINE MOVE LABOR
  29. 29. Process Science
  30. 30. Process Science Before After
  31. 31. Process Science Distribution center label print and ship
  32. 32. Ride the culture change – examples
  33. 33. Before After (4Q ‘ 04) Cycle time and regulatory improvements Inventory, 20 FTEs, 2 Floors, 11 days Example: Japan distribution center
  34. 34. 75% Inventory reduction Example: Discrepancy report processing Inventory
  35. 35. <ul><ul><li>Sample binning system – client FIFO drop off bins </li></ul></ul><ul><ul><li>Heijunka flow control </li></ul></ul>From 40% on time to 96% Example: Chem. lab scheduling
  36. 36. From 1 hr 11 mins to < 5 mins <ul><ul><li>Before </li></ul></ul><ul><ul><li>After </li></ul></ul>Example: Lot card issuance
  37. 37. Example: Auto Allowance Process time cut in half
  38. 38. <ul><li>Lean and Six Sigma go together – both make a science out of the process </li></ul><ul><li>Ride the global Six Sigma passion, employees and infrastructure to implement Lean </li></ul><ul><li>Enhances belt career development </li></ul>Ride the culture change – Summary Medtronic does not do “lean or six sigma,” we do Lean Sigma Solutions TM everywhere.
  39. 39. Culture Time Benefits Lean Sigma Strategy Vision: Unlocking the potential in Medtronic’s people and processes Curiosity Project Wow Leadership Standard <ul><li>Next Level Enablers : </li></ul><ul><li>Deploymeter Tool </li></ul><ul><li>Values based award </li></ul><ul><li>Add to champ guide </li></ul><ul><li>Top belts into top jobs </li></ul><ul><li>MDT Wide Value Usage </li></ul><ul><li>Values in Belt training </li></ul><ul><li>Custom Comp questions FY06 </li></ul><ul><li>Emerging Leaders Projects </li></ul><ul><li>Big Y focus roles </li></ul><ul><li>Org Plans/data mining/BU </li></ul>Strategic effort to date Lean Sigma and Leadership
  40. 40. Thank You

×