Road to cpi #2


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Road to cpi #2

  1. 1. Dennis Bonny  Director  THE ROAD TO  Jim Hudson CONTINUOUS PROCESS  Maintenance Coordinator IMPROVEMENT (CPI) Jim Varney  Work Control WORKSHOP Supervisor1254 South Florida Ave Rockledge, Florida 32955 By Robert J. Wiebel Project Administration Specialist II
  2. 2. Plant Operations and Maintenance Business TransformationQuestion:Does your plant operations and maintenanceorganization have the processes, discipline,and organizational mindset to providemeaningful organizational innovative servicesfor your customers on a continuous basis?
  3. 3. Lean Six Sigma Lean six Sigma in Education is a Continuous Process Improvement (CPI) strategic approach for developing a school facilities culture of continuous improvement in the areas of HVAC systems reliability, work order process cycle times, work order costs in terms of less total resource consumption, and maintenance and repair quality, and productivity.
  4. 4. Lean Six Sigma LEAN SIX SIGMALean Six Sigma is a business improvement methodology that maximizes value by achieving thefastest rate of improvement in customer satisfaction, cost, quality, process speed, and investedcapital. The fusion of Lean and Six Sigma improvement methods is required because1:•Lean cannot bring a process under statistical control.•Six Sigma alone cannot dramatically improve process speed or reduce invested capital.•Both enable the reduction of the cost of complexity. 1. U.S. Army Business Transformation Office Definition
  5. 5. Lean Six Sigma LEAN  SIX SIGMA  Reduce cost through Meeting customer and/or 1. Goal: Increased process optimization stakeholder requirements and/or service not just cost- expectations and improving cutting. quality by measuring and 2. Aim: Effectiveness not eliminating defects. just efficiency. LEAN ANALYZE PLAN FOCUS DELIVER IMPROVE OPPORTUNITY IMPROVEMENT IMPROVEMENT PERFORMANCE PERFORMANCESIX SIGMA DEFINE MEASURE ANALYZE IMPROVE CONTROL OPPORTUNITY PERFORMANCE OPPORTUNITY PERFORMANCE PERFORMANCE 1. IBM Global Business Services – Driving operational Innovation Using Lean Six Sigma
  6. 6. Manufacturing Lean Six Sigma Wastes1. Transportation: Moving materials and output unnecessarily.2. Inventory: Overproduction resulting in too much stock.3. Motion: Inappropriate sitting of teams or equipment.4. Waiting: Equipment failure, for example, which causes delays.5. Over-Processing: Performing unnecessary processing steps.6. Over-Production: Producing more stock or producing it earlier than needed.7. Defects: Dealing with rework.
  7. 7. Plant Operations Lean Six Sigma Wastes1. Transportation:...................2. Inventory:........................3. Motion:...........................4. Waiting:..........................5. Over-Processing:..................6. Over-Production:..................7. Defects:..........................
  8. 8. Lean Flow Putting Lean Flow to work1 Implementing a Lean Flow requires having the right data and knowing how to use it. There are anumber of different approaches taken by organizations, but fundamentally, Lean Flow is achievedby: • Analyzing the steps of a process and determining which steps add value and which do not. • Calculating the costs associated with removing non-value-added steps and comparing thosecosts versus expected benefits. • Determining the resources required to support value-added steps while eliminating non-value-added steps. • Taking action. 1. XEROX Lean Six Sigma in Higher Education.
  9. 9. The Deming Wheel
  10. 10. The Deming Wheel When to Use Plan–Do–Check–Act 1. As a model for continuous Improvement. 2. When starting a new improvement project. 3. When developing a new or improved design of a process, product or service. 4. When defining a repetitive work process. 5. When planning data collection and analysis in order to verify and prioritize problems or root causes. 6. When implementing any change
  11. 11. The Deming Wheel Plan–Do–Check–Act Procedure 1. Plan: Identifying and analyzing the problem. 2. Do: Developing and testing a potential solution. 3. Check: Measuring how effective the test solution was, and analyzing whether it could be improved in any way. 4. Act: Implementing the improved solution fully.
  12. 12. How to Use The ToolThe PDCA Cycle encourages you to be methodical in your approach to problem solving and implementing solutions. Follow thesteps below every time to ensure you get the highest quality solution possible.Step 1: PlanFirst, identify exactly what your problem is. You may find it useful to use tools like Drill Down, Cause and Effect Diagrams, andthe 5 Whys to help you really get to the root of it. Once youve done this, it may be appropriate for you to map the process that isat the root of the problemNext, draw together any other information you need that will help you start sketching out solutions.Step 2: DoThis phase involves several activities:Generate possible solutions.Select the best of these solutions, perhaps using techniques like Impact Analysis to scrutinize them.Implement a pilot project on a small scale basis, with a small group, or in a limited geographical area, or using some other trialdesign appropriate to the nature of your problem, product or initiative.Our section on Practical Creativity includes several tools that can help you generate ideas and solutions. Our section on DecisionMaking includes a number of tools that will help you to choose in a scientific and dispassionate way between the various potentialsolutions you generate.Note:The phrase "Plan Do Check Act" or PDCA is easy to remember, but its important you are quite clear exactly what "Do" means.""Do" means "Try" or "Test". It does not mean "Implement fully." Full implementation happens in the "Act" phase.
  13. 13. How to Use The Tool Step 3: CheckIn this phase, you measure how effective the pilot solution has been, and gather together anylearning from it that could make it even better. Depending on the success of the pilot, the number of areas for improvement you haveidentified, and the scope of the whole initiative, you may decide to repeat the "Do" and"Check" phases, incorporating your additional improvements.Once you are finally satisfied that the costs would outweigh the benefits of repeating the Do-Check sub-cycle any more, you can move on to the final phase.Step 4: ActNow you implement your solution fully. However, your use of the PDCA Cycle doesntnecessarily stop there. If you are using the PDCA or Deming Wheel as part of a continuousimprovement initiative, you need to loop back to the Plan Phase (Step 1), and seek out furtherareas for improvement.