Lean Six Sigma Training & Consulting_Vative


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Describes Vative's benchmark Lean Six Sigma training and consulting services. Vative is a key marketing partner of Motorola University. See how companies have transformed themselves and their employees into globally competitive players.

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  • Great powerpoint. Also maintenance training newsletters printed and distributed to all machine operators in the facility so they develop more ownership (Lean) while learning more about their equipment and maintenance. Very cost effective method to reduce downtime and increase productivity. For example see http://www.bin95.com/reliability_training.htm
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Lean Six Sigma Training & Consulting_Vative

  1. 1. Lean Six-Sigma Process Solutions Driven by Values, Powered by Intellect! Manufacturing Warehousing & Log. Mining Administration Finance & Services Health Care Communications Project Implementation Lean Process Solutions Government Funded Training Resource & Skills Development Six-Sigma Operational Forensics Operational & Business Improvement Australia New Zealand Asia Vative - Truly Innovative 1
  2. 2. Vative About Us Vative is a group of dynamic and creative individuals that take an analytical approach to process assessment and training. We develop innovative Lean Six-Sigma solutions according to our customer's specific needs. (Training/Projects/Coaching) Our skills are a unique combination of Academic and Trade backgrounds which will ensure that the solutions we offer are simple, effective, reliable and sustainable. With over 18 years of industry experience with multi-national companies such as Robert Bosch, Motorola and other successful Lean companies. 6 years as an established Lean Six-Sigma service provider and Partner with Motorola. Currently assisting 40+ businesses and servicing 8+ RTO’s across Australia & NZ Head Office in Melbourne with service centres covering all AU, NZ and Asia Vative - Truly Innovative 2
  3. 3. What is Lean Six-Sigma? The term “LEAN” is summarized as the effective elimination of “wastage” Wastage is the misuse or uncontrolled application of our resources, including time management Waste is anything that can not be seen as Value Adding by the customer Value Adding actions are ones which increase product or service value The focus of “Six-Sigma” is to minimise and centralise process variation, thus minimising the chance of “wastage” Vative - Truly Innovative 3
  4. 4. Who thought of Lean and Six-Sigma? In an attempt to eliminate wastes & become “Lean”, businesses must implement systems and tools that aid in measuring and removing wastes These tools have various names and is most commonly known as Lean Six-Sigma Systems Toyota were the initial innovators of some of these tools and developed a system called Toyota Production Systems or more commonly known as TPS Motorola also developed a set of tools called Six-Sigma All these tools and methods aim for the same result, to eliminate waste and develop a perfectly efficient process. These tools and techniques apply to all industries Vative - Truly Innovative 4
  5. 5. What is Six-Sigma? Vative - Truly Innovative 5
  6. 6. The Objectives of Six-Sigma Vative - Truly Innovative 6
  7. 7. Ultimate Goal to Eliminate Waste What does the customer pay for ? Waste Elimination Activities through which a product acquires a greater value. Activities that are V obviously Work unnecessary in with order to increase added value W product value. Work with evident waste Working Process Process more efficiently Work with instead of faster . concealed waste V Activities that do not bring an increase in W value but which are W required under given V circumstances. Vative - Truly Innovative 7
  8. 8. Vative LPS Tool Kit Sort (Seiri) Space/surface area Set In Order (Seiton) Shine (Seiso) Inventory Transport Standardise (Seiketsu) Sustain (Shitsuke) Scoreboarding Overproduction Andon Boards Motion Waiting times times Waste Elimination Transparent Labour Balancing Charts Defects & CIP Processes Heijunka Boards Value Stream Mapping Layout Planning Identifies improvements A defined location for Links between the info & Equipment material flow Process Flexibility Optimised flow Determines trigger points Orientation Improved planning and Change Over targets and strategic changes Determines process pace Improved workplace makers aesthetics and assists in 5S Pull Perfect Systems Quality Kanban & Pull Systems Standardization Firewall Minimising Work In Progress (WIP) Early Warning Systems Adequate material quantities Root Cause Analysis Reduce material handling effort Poka Yoke Eliminates material shortages 8D Improve Ergonomics 5 Whys Quick Change Over (SMED) Total Preventative Maintenance Standardizes & optimizes method Time Studies & Procedures Routine Maintenance Task Reduces downtime & improves OEE Standard Operating Procedures Reduce Break Down Frequency Assists in batch size reductions Assessment of capacity Set Major Maintenance Schedules Measures EPEI actual values Determine labour costs Regular Inspections Balance processes Vative - Truly Innovative Predict future process 8
  9. 9. Lean Six-Sigma Enterprise Approach Lean/Six Sigma Thinking Senior Managers, Supervisors, Phase 1: 2-3 Day Simulation & Leadership Group Leaders 3 Day Lean/Six Sigma "in-house" Workshop at Client Lean/Six Sigma Thinking Foreman, Operators, Participants Premises by Vative 1 Day Simulation ENTERPRISE Internal Manager Roll out of detailed, formal training covering Lean/Six Sigma areas PHASE 2: Shop-floor Area #1 including: EXTERNAL Internal Manager COACHING/ •5S •CIP Teams PROJECT Shop-floor Area #2 IMPLEMENTATION •Kanban & Just In Time (JIT) •Lean Metrics & Score boarding INTERNAL •Quick Changeover CHANGE •Capacity Planning and OEE AGENTS Internal Manager (To be provided by •Time and Motion Studies Incoming Goods •Mistake Proofing GREEN & Vative as part of BLACK Cert III/IV training •Quality Tools and Root Cause Analysis •TPM BELTS program - cost Internal Manager neutral to client) •SOP’s •Six Sigma FG Warehouse •Labour Balancing Grad Cert/Dip/Six-Sigma Cert III – Problem solving focus in syllabus 12 - 24 mths Phase 2: 12 Months – Operators, Participants Cert III/IV Government Phase 3: Funded Training Cert IV – Entire Suite of Lean Leadership Tools Grad Certificate/Diploma/Six- provided by Vative Sigma Training provided by 12 Months – Foremen, T/Leaders, 5S Leaders (R&R) Vative Vative - Truly Innovative 9
  10. 10. Phase 1 – Lean Leadership/Practitioner Phase 1 – 3 day workshop including simulations Lean Master All Projects + 2 Projects Lean Expert VSM & 5S Lean Practitioner + 1 Project Lean Certification ladder Internationally Certified Motorola Program Vative - Truly Innovative 10
  11. 11. Phase 2 - Certificate Training Model Phase 2 – Certificate training and development model Lean Practitioners Lead and plan Managers change in the Diploma work environment Team Leaders Team Leaders Implement Cert IV Cert IV change in the work environment Operators Operators Operators Operators Cert III Cert III Cert III Cert III Participate in change in the work environment Operators Operators Operators Operators Cert III Cert III Cert III Cert III Vative - Truly Innovative 11
  12. 12. Phase 2 – Deployment Steps Establish VSM/VSD of a business value stream to highlight macro wastes Provides perspective and highlights opportunities specifically related to the value stream of main product or service Lean Business Health Check (Operational Forensic Assessment) Provides perspective for core functions within the business and highlights micro and system opportunities for improvement Culture/Morale Survey Identifies opportunities and barriers in people readiness to enable maximum improvement to the business Training and Implementation of 2 Lean Six-Sigma Projects 9 x 2hr sessions plus 6 hours support/session/group (Groups 10-15 max) Develop a strategic implementation and training plan. 5S is generally selected as the foundation of Lean! Quality Assessment & Other projects (3 x 8hr sessions) based on VSM and LBHC outcomes (18 Lean Toolkit options – refer to Vative Projects Summary) Training core qualification units (including OH&S and Communication) Vative - Truly Innovative 12
  13. 13. Value Stream Mapping What is it? Value Stream Mapping looks at the process flow for your highest volume/profit product or service from the supplier to the customer This tools helps identify macro wastes and provides direction towards business targets for reducing lead time, WIP and improving information flow The results of the VSM/VSD are used to identify the second target project to be implemented with the training program and other opportunities Vative - Truly Innovative 13
  14. 14. Value Stream Mapping VSM looks at the business as a whole (Macro Wastes) Vative - Truly Innovative 14
  15. 15. Business Health Check What is it? This is a detailed audit process which investigates the critical functions of the business in relation to the 7 lean pillars and identifies opportunities Areas assessed include any 4 of the following : Production Procurement Processing customer orders Internal Logistics External Logistics Associate Involvement This tool can be used to measure business improvement and plan resource focus. Vative - Truly Innovative 15
  16. 16. Lean Business Health Check Vative analyse different areas of the business against world class Lean benchmark organisations. The results give current business measures including suggested actions to make improvements. Overall Audit Results Current Process Orientation 100% Last Audit Associate Involvement 80% Pull System and Empowerment 60% 40% 20% Continuous 0% Perfect Quality Improvement Transparent Processes Flexibility Standardization Vative - Truly Innovative 16
  17. 17. Cultural Morale Vative measure morale prior to rolling out any programs It develops a report & suggested action plans for improvement Work Culture Survey (ple ase tick) Pre-training Post-training Please do not provide your name as this is a non personal survey Company Department Date This survey has been developed to capture some of your thoughts and opinions about your company. For this survey, morale is defined as a state of mind regarding one’s work life. Morale includes satisfaction, commitment, loyalty and a sense of common purpose. The information you provide is confidential & only used to help make improvements. Your opinion and thoughts are appreciated! (please com ple te each s tatem ent by circling ONE digit only) 1. Company Communication Never Ra rely Sometimes Often Always 1.1 I feel the company is open and honest about information 1 2 3 4 5 1.2 The company promotes the importance of communication 1 2 3 4 5 1.3 Good communication occurs between each department 1 2 3 4 5 1.4 The company provides information about the vision and goals of the business 1 2 3 4 5 Comments or suggestions: 2. Team Communication Never Ra rely Sometimes Often Always 2.1 I feel disputes are resolved effectively 1 2 3 4 5 2.2 When I make suggestions I receive feedback 1 2 3 4 5 2.3 We have regular team meetings and I am encouraged to contribute 1 2 3 4 5 2.4 My supervisor/team leader provides clear goals and directions to my team 1 2 3 4 5 Comments or suggestions: 3. Involveme nt Never Ra rely Sometimes Often Always 3.1 I work within groups or teams 1 2 3 4 5 3.2 Supervisors and managers ask for my suggestions 1 2 3 4 5 3.3 I am involved when changes occur in my area/department 1 2 3 4 5 3.4 When working on projects I feel my manager helps achieve the goal 1 2 3 4 5 Comments or suggestions: 4. Empowerment Never Ra rely Sometimes Often Always 4.1 My team works effectively 1 2 3 4 5 4.2 I make important decisions about my process 1 2 3 4 5 4.3 The organisation provides what I need to make improvements 1 2 3 4 5 4.4 I find what I need when I need it because everything is in its place and clean 1 2 3 4 5 Comments or suggestions: 5. Rewards/Recognition Never Ra rely Sometimes Often Always 5.1 I get feedback on my performance 1 2 3 4 5 5.2 I believe I am fairly rewarded for my extra efforts 1 2 3 4 5 5.3 I feel that I am valued for my efforts and contributions 1 2 3 4 5 5.4 I feel that if I do well at work I can progress in my career 1 2 3 4 5 Comments or suggestions: 6. Satisfaction Never Ra rely Sometimes Often Always 6.1 My work involves variety 1 2 3 4 5 6.2 I am happy coming in to work 1 2 3 4 5 6.3 I feel respected and safe in my workplace 1 2 3 4 5 6.4 My employer deals with discrimination fairly 1 2 3 4 5 Comments or suggestions: 7. Occupational Health & Safe ty Never Ra rely Sometimes Often Always 7.1 I feel safe & protected in my workplace 1 2 3 4 5 7.2 I have the correct lifting aids and equipment to allow me to work safely 1 2 3 4 5 Objective Survey Pre-training results Vative - Truly Innovative 17
  18. 18. Cascading Lean Objectives Our training and development model Managers Lead and plan Diploma change in the work environment Team Leaders Team Leaders Implement Cert IV Cert IV change in the work environment Operators Operators Operators Operators Cert III Cert III Cert III Cert III Participate and support in change in the Operators Operators Operators Operators work environment Cert III Cert III Cert III Cert III Vative - Truly Innovative 18
  19. 19. Occupational Health & Safety Vative train your staff to be proactive about OHS in the workplace Identify & report hazards Conduct Risk Assessments Emergency Evacuation Plans Employer & Employee Responsibilities PPE Vative - Truly Innovative 19
  20. 20. Effective Communication The Power of Meetings Vative - Truly Innovative 20
  21. 21. 5S – S1 Sort Conduct tagging of unnecessary items around the workplace Vative - Truly Innovative 21
  22. 22. 5S – S1 Sort Establish White tag holding areas to place the tagged items Vative - Truly Innovative 22
  23. 23. 5S – S2 Set In Order Organise areas so the tools and equipment can be controlled at a glance Vative - Truly Innovative 23
  24. 24. 5S – S2 Set In Order ‘A place for everything and everything in its place’ Vative - Truly Innovative 24
  25. 25. 5S – S2 Set In Order ‘Visual min/max levels on materials and consumables’ Vative - Truly Innovative 25
  26. 26. 5S – S3 Shine Develop cleaning rosters Cleaning equipment required Vative - Truly Innovative 26
  27. 27. 5S – S4 Standardise 5S Audits to measure progress 5 mins 5S - Daily checklist 5S results displayed to promote Vative - Truly Innovative competition between departments 27
  28. 28. 5S – S4 Standardise Develop Standard Operating Procedures (SOPs) Vative - Truly Innovative 28
  29. 29. 5S – S5 Sustain Sustaining the changes – making habit of 5S activities, building discipline and continuous improvement into the culture Vative Auditing tools and process can help Sustain the change! Vative - Truly Innovative 29
  30. 30. 2nd Project Options All Six-Sigma Belt training and project services Lean Metrics Kaizen - Continuous Improvement Quick Change Over (QCO) Mistake-proofing (Poka Yoke) Kanban and Just In Time (JIT) systems Measuring Overall Equipment Effectiveness (OEE) Standardised Work & SOPs Total Productive Maintenance (TPM) Time studies & Labour balancing Layout planning Quality firewalls and Early Warning Systems Vative - Truly Innovative 30
  31. 31. Where To Find Us! Lean Six-Sigma Process Solutions & Training Office: Suite 1.22, 202 Jells Rd Wheelers Hill 3150 VIC Australia Phone: (03) 9560 5515 www.vative.com.au or www.six-sigma.com.au Vative - Truly Innovative 31