Asq Auto Div Lean Six Sigma Webinar

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ASQ Automotive division free Webinar. Lean six Sigma in the auto industry.

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Asq Auto Div Lean Six Sigma Webinar

  1. 1. ASQ Automotive Division Ha Dao 1 Copyright 2010 RAM Q Universe, Inc.
  2. 2. ASQ Automotive Division ASQ Automotive Division is part of the American Society for Quality (ASQ), the world’s leading authority on quality issues since 1946. ASQ Automotive Division has more than 3400 members globally. Members include professionals from almost every discipline in the vehicle manufacturing and supplier business in the automotive, heavy-truck, off-highway, agricultural, industrial and construction equipment industries. ASQ Automotive Division Ha Dao 2 Copyright 2010 RAM Q Universe, Inc.
  3. 3. ASQ Auto Business Planning 2009-2010 ! VISION ! To be the worldwide leader on quality issues related to the automotive industry. ! MISSION ! To provide member value by identifying, communicating, and promoting automotive quality knowledge, professional development and networking opportunities. ! OBJECTIVES: ! Increase member value including members that do not attend conferences or receive e-mails ! Be a global provider of automotive quality knowledge and learning opportunities for advancing individual and organizational performance excellence. ! Engage, grow and retain members through new and improved communities and cutting-edge technologies. ! Develop and sustain a strong Council Leadership to support our members. ASQ Automotive Division Ha Dao 3 Copyright 2010 RAM Q Universe, Inc.
  4. 4. ASQ Auto Business Plan 2009-2010 Objectives A Activity Descriptions Measures Goal Owner/Status 1 Joint Meetings with ASQ/SAE/SME Sections Meetings Arranged 4 times a year Dao 2 Automotive Excellence Magazine Mail Dates 2 times per year Pratt Increase 3 ASQ Auto Annual Awards Event Event Dates 1 time a year Vize Member 4 IT Transformation Project (Website, Database) Project Report Complete by 12/31 Basava Value 5 International Members Outreach Website, E-Mails 4 times a year Hermenitt 6 Senior/Fellow Upgrade and Coaching Member Counts 4 times a year Munro B Activity Descriptions Measures Goal Owner/Status 7 Global Basic Quality Workshops (6) Event Dates 6 times a year Odom 8 Quality Webinars & Video Interviews (6) Event Dates 6 times a year Dao Provide 9 ASQ Auto Annual Paper Symposium Event Dates 1 time a year Shah Quality 10 Global Products and Services Number of products 2 times a year Dao Knowledge 11 ASQ Auto Discussion Board Number of posts 12 times a year Maxson 12 ASQ Auto Speakers/SME Database Database Updated 4 times a year Denlinger C Activity Descriptions Measures Goal Owner/Status 13 Meeting Minutes, Records, E-Mails, E-Zines Event Dates 12 times a year Katona Engage, 14 Marketing/Publicity/Promotion/Social Media Event Dates 12 times a year Oldeck Grow and 15 WCQI Annual Meeting/Exhibit Booth Event Dates 1 time a year Dao Retain 16 WCQI Hospitality Suite / Boat Cruise Event Dates 1 time a year Dao 17 VOC Surveys, Feedback & Analysis Event Dates 2 times per year Rall Members 18 Engage, Grow and Retain Members Member Counts 12 times a year Zhou D Activity Descriptions Measures Goal Owner/Status 19 Monthly Council Meetings/Networking Meetings Arranged 9 times a year Katona Develop 20 Council Members New Roles Training Training Arranged 1 time a year Shah Strong 21 Council Members Development & Mentoring Mentoring 2 times a year Dao Council 22 Council Members Succession Planning Succession Plan 2 times per year Shah 23 Christmas Dinner Mtg with Council Members Dinner Arranged 1 time a year Dao Leadership 24 Financial Plan, Reporting, Audit, Records Council Approval 2 times a year Bykaylo ASQ Automotive Division Ha Dao 4 Copyright 2010 RAM Q Universe, Inc.
  5. 5. First ASQ Auto Webinar March 2010 Lean Six Sigma in the Auto Industry Roderick A. Munro, Ph.D. ASQ Fellow - CQE, CQA, CMQ/OE; Fellow CQI; IRCA QMS Lead Auditor March 22, 2010 Northport, MI 5 Copyright 2010 RAM Q Universe, Inc.
  6. 6. www.asq.org/auto Webinar Event • Purpose – To Be Able to Speak Knowledgeably about Lean Six Sigma in an Automotive Setting and How to Evaluate It’s Effectiveness. • Objectives – Overview of LSS for Automotive – Discuss Concepts of Effectiveness – Learn at Least One New Fact – Have Some Fun 6 Copyright 2010 RAM Q Universe, Inc.
  7. 7. Lean Thinking & Six Sigma • 1900 Fredrick Taylor – • 1990 Automotive Rejected Scientific Management Motorola’s Six Sigma • 1910 Henry Ford • 1997 First Public Minitab Assembly Line – JIT Courses in Detroit • 1999 Ford Starts SSBB • 1950’s Taichii Ohno & Shigeo Shingo – TPS • 2000 GM Starts DFSS • 2001 Chrysler Starts DFSS • 1980’s World Class Manufacturing • Tier One Suppliers Encouraged to Use SS • 1990 James Womack "The • 2002 Economy Slowdown Machine That Changed • 2008 Automotive Turmoil The World" 7 Copyright 2010 RAM Q Universe, Inc.
  8. 8. Performance Improvement on the Shop Floor - LSS • What is Lean Six Sigma? • What Should the Plant be Doing? • Getting Started – Baseline Data – Process Mapping • Things to Work On 8 Copyright 2010 RAM Q Universe, Inc.
  9. 9. What is Lean Six Sigma - LSS • Lean Six Sigma has • SPC evolved from a • TQM/CQI number of processes • Process Improvement (PI) designed to help an • Q101/Targets/Pentastar organization • Q1 – Supplier Quality operator better and • ISO 9001/QS/TS to provide higher • Malcolm Baldrige • Lean - JIT customer satisfaction • DMAIC – DFSS and increase profits. Copyright 2010 RAM Q Universe, Inc. • G8D – 7 Step – 5 Step 9
  10. 10. What Should the Plant Be Doing • Identify That Improvement Is Possible • Change Management / Change Agents • Team Building Dynamics • Map Current Processes • Establish Benchmark Measures for Processes • SDCA / PDSA – standardize/do/check/act • Learn About and How To Use Process Improvement Tools 10 Copyright 2010 RAM Q Universe, Inc.
  11. 11. Getting the Team Started – Follow the LSS Road Map 1. Develop A Flowchart (or Similar Tool) of a Current Significant Process - “As Is” – in Your Plant/Office. 2. Recognize That Variation Exists in Everything You Do - Standardize the Process Throughout the Organization. 3. Develop/Refine Measures of Work for Customer Satisfaction in the Process. 4. Identify What The Customer Wants And Needs - Reduce Variation Around This Target. 5. Develop A “Should Be” or “Preferred State” Process Flow Map. 11 Copyright 2010 RAM Q Universe, Inc.
  12. 12. Follow the LSS Road Map 6. Use A Problem-solving Methodology to Plan Improvements. 7. Follow The PDSA Model to Deploy the Improvement. 8. Monitor The Process Using Run Charts or Process Behavior Charts. 9. Incorporate New Technology Where Appropriate. 10. Update Standard Operating Procedures or Policies and Lessons Learned. 11. Celebrate Successes. 12. Repeat The Road Map for Continual Improvement - PDSA/SDCA. 12 Copyright 2010 RAM Q Universe, Inc.
  13. 13. PI Flow Chart Look For Get Select Create Opportunities Organization Issue Flowchart For Concurrence Improvement Update System Update Ask Key Future And Train Flowchart Questions Improvements Personnel 13 Copyright 2010 RAM Q Universe, Inc.
  14. 14. LSS Model for PI QMS / EMS 14 Copyright 2010 RAM Q Universe, Inc.
  15. 15. Things to Work On • Elimination of Waste in the Organization • Standardized Work • Check Sheets – Run Charts • Variation Reduction • Error Reductions • Customer Satisfaction (Internal & External) • Use All Improvement Tools in Your System 15 Copyright 2010 RAM Q Universe, Inc.
  16. 16. Venn Diagram for PI http://www.asq.org/quality-press/display-item/index.html?item=H1361 16 Copyright 2010 RAM Q Universe, Inc.
  17. 17. Potential Waste 7+ & 5S • Stock/Inventories Beyond the • Sort Absolute Minimum • Motion of Employees • Set-in-Order • Waiting • Shine • Overuse of Services • Standardize Underuse of Services • Sustain • Processing and Complexity • Transportation or Movement • Defects / Correction of Problems • Underutilization of People 17 Copyright 2010 RAM Q Universe, Inc.
  18. 18. Performance Improvement on the Shop Floor - Evaluation • What is the History/Evolution of Six Sigma, Lean Manufacturing and/or Lean Six Sigma Within Your Organization. • What is the Fundamental Premise for the Program? • What Gains Have Been Documented? • Where Does Management Want the Program to Go? 18 Copyright 2010 RAM Q Universe, Inc.
  19. 19. JOSEPH M. JURAN CHANGES CREEP UP ON US WEEK BY WEEK, A LITTLE BIT AT A TIME. OVER A YEAR OR TWO, THERE ARE 50 OR 100 OF THESE BITS, WHICH AMOUNTS TO QUITE A BIT. THE SKILLS OF THE MEN HAVE NOT NECESSARILY KEPT PACE, AND WE WAKE UP TO THE EXISTENCE OF A WIDE GAP. Managerial Breakthrough 1964 page 343 19 Copyright 2010 RAM Q Universe, Inc.
  20. 20. TS 16949:2009 6.2.2.2 Training The organization shall establish and maintain documented procedures for identifying training needs and achieving competence of all personnel performing activities affecting (product quality) conformity to product requirements. Personnel performing specific assigned tasks shall be qualified, as required, with particular attention to the satisfaction of customer requirements. NOTE 1 This applies to all employees having an effect on quality at all levels of the organization. NOTE 2 An example of the customer-specific requirements is the application of digitized mathematically based data. 20 Copyright 2010 RAM Q Universe, Inc.
  21. 21. History – QS-9000: 1998 Training – Element 4.18 The supplier shall establish and maintain documented procedures for identifying training needs and provide for the training of all personnel performing activities affecting quality. Personnel performing specific assigned tasks shall be qualified on the basis of appropriate education, training and/or experience, as required. Appropriate records of training shall be maintained (see 4.16). Training effectiveness shall be periodically reviewed. NOTE: Training effectives may be practically reviewed by various methods, such as pre- and post-testing and audits/appraisals of performance. 21 Copyright 2010 RAM Q Universe, Inc.
  22. 22. Training Effectiveness • Types of Evaluation: Confirmative – Summative – Formative • Kirkpatrick: Four (4) Levels – Reaction – Learning – Behavior – Results • Rice & Munro Evaluation Model (RMEM) 22 Copyright 2010 RAM Q Universe, Inc.
  23. 23. Rice & Munro Evaluation Model (RMEM) • Follow Kirkpatrick Levels 1 & 2 • Management Reviews Kirkpatrick Levels 3 & 4 for Intent • Internal Audit Manager Incorporates Information From Above Into Internal Audit • QMS and/or EMS Audit Teams • Audit Reports Used by Training Manager to Evaluation the Training & LSS Process 23 Copyright 2010 RAM Q Universe, Inc.
  24. 24. Effectiveness http://en.wikipedia.org/wiki/Effectiveness Effectiveness means the capability of producing an effect. In heat transfer, effectiveness is a measure of the performance of a heat exchanger … In medicine, effectiveness relates to how well a treatment works in practice... In management, effectiveness relates to getting the right things done. Peter Drucker reminds us that effectiveness is an important discipline which “can be learned and must be earned.” In human–computer interaction, effectiveness is defined as “the accuracy and completeness of users’ tasks while using a system”. 24 Copyright 2010 RAM Q Universe, Inc.
  25. 25. Lean Six Sigma Effectiveness • Identify all completed projects in the past six (6) to eighteen (18) months. P • What was the task of each project and who was involved in each project? • What was accomplished by each project? D • Develop questions for the internal audit. S • Collect answers to questions and analysis the organization’s program effectiveness. A • Review the effectiveness of the Improvement Program and make adjustments as needed. 25 Copyright 2010 RAM Q Universe, Inc.
  26. 26. W. EDWARDS DEMING A SYSTEM OF PROFOUND KNOWLEDGE – APPRECIATION FOR A SYSTEM – KNOWLEDGE ABOUT VARIATION – THEORY OF KNOWLEDGE – PSYCHOLOGY 26 Copyright 2010 RAM Q Universe, Inc.
  27. 27. http://www.crmlearning.com/time-the-next-dimension-of-quality Time – The Next Dimension of Quality Before Process Improvement After Process Improvement Ineffective Waste Waste Work d time aste ocess ke w e pr Ta f th o Value Add out Value Add Necessary Productive Productive Work Work Work Available Work Time Available Work Time 27 Copyright 2010 RAM Q Universe, Inc.
  28. 28. Summary • What is Lean Six Sigma? • What Should Your Organization Be Doing? • Getting Started – Baseline Data – Process Mapping • Things to Work On 28 Copyright 2010 RAM Q Universe, Inc.
  29. 29. What questions do you have? www.asq.org/auto 29 Copyright 2010 RAM Q Universe, Inc.
  30. 30. RAM Q Universe, Inc. For the ASQ Automotive Division Lean Six Sigma in the Auto Industry Thank You for Your Participation www.ramquniverse.com www.rentablackbelt.com www.coachquality.com www.coachleansixsigma.com 30 Copyright 2010 RAM Q Universe, Inc.
  31. 31. 31 Copyright 2010 RAM Q Universe, Inc.
  32. 32. ASQ Automotive Division LinkedIn ASQ Automotive Division group on LinkedIn Twitter Twitter.com/asqautomotive Facebook ASQ Automotive Division fan page on Facebook Internet www.asq.org/auto 32 Copyright 2010 RAM Q Universe, Inc.
  33. 33. ASQ Automotive Division Win a free Six Sigma Book from ASQ Auto 2 different ways to win. 1 book will be given away on Twitter and 1 book will be given away on Facebook. 1. Follow @ASQautomotive 2. Post a comment about the Webinar. Must include @ASQautomotive and #freebook. A random person will be chosen from the entries. 1. Become a fan of the ASQ Automotive Facebook page. 2. Post a comment about the Webinar on the wall. A random person will be chosen from the entries. Winners will be chosen on March 29th. 33 Copyright 2010 RAM Q Universe, Inc.
  34. 34. ASQ Automotive Division verification of attendance – ASQ RU • ASQ Automotive Division’s first Webinar – March 22, 2010 • Title: Lean Six Sigma in the Auto Industry • Presenter: Roderick A. Munro • Electronic Division Meeting: one hour • RU = 0.3 / rewarded under Section E: Meetings 34 Copyright 2010 RAM Q Universe, Inc.

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