2008 Nov Lessons Learned Lean Six Sigma Balanced Scorecard
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This document discusses lessons learned from deploying Lean Six Sigma in services organizations. It provides an overview of key differences between manufacturing and services and discusses challenges in applying Lean Six Sigma tools. The document also discusses approaches to strategic project selection using Balanced Scorecard and Theory of Constraints and outlines lessons learned around deployment criteria, roles, training, and measurement. Current trends indicate Lean Six Sigma is moving towards a more integrated approach and being applied in smaller organizations and healthcare.
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Lean Six Sigma is a methodology that combines Lean (focused on eliminating waste) and Six Sigma (focused on reducing variation and defects). It uses the DMAIC process - Define, Measure, Analyze, Improve, Control. Projects follow this 5 step process and are led by Black Belts and Green Belts trained in statistical quality tools. The goal is to reduce costs and improve processes, products and services by removing sources of defects and minimizing variability.
Overview Six sigma by D&H Engineers
Six Sigma is a data-driven methodology for reducing defects and variation in processes. It aims for no more than 3.4 defects per million opportunities. Six Sigma uses two sub-methodologies: DMAIC for improving existing processes and DMADV for developing new processes. Both involve Green Belts, Black Belts, and Master Black Belts. DMAIC stands for Define, Measure, Analyze, Improve, Control and is used for incremental process improvement. DMADV stands for Define, Measure, Analyze, Design, Verify and is used for developing new processes or products.
Learning Six Sigma
This slide deck will help you appreciate the application of statistics (and now data science) in the field of Quality Management and Process Improvement. And why is there a need to produce a consistent "in spec" product at 99.9997% of the time.
Lean Six Sigma- Internal Training Slides-2.pptx
This document provides an overview of a Lean Six Sigma Green Belt training course. It covers quality approaches over the years including quality circles, statistical process control, ISO 9000, reengineering, benchmarking, balanced scorecard, and Lean Manufacturing. It defines Six Sigma as a philosophy, set of tools, methodology, and metrics focused on reducing process variation. The training covers voice of the customer methods, project selection, the DMAIC problem-solving approach, and phase deliverables/tools.
Applicability of CMMI for Small to Medium Enterprises
There are many reasons why CMMI is difficult to implement in small organizations and small projects -- the fixed costs of establishing the necessary infrastructure; the large number of roles which must be filled by a limited number of people; the quantity of information that must be absorbed to properly interpret the model. Similar problems are experienced when applying the CMMI to short duration projects.
This tutorial will outline the challenges in applying CMMI in small settings, and present practical strategies for overcoming them. Specific techniques for infrastructure, adoption, and appraisals will be presented. In addition, a guide for interpreting each CMMI practice in small settings will be provided.
Quality management and quality planning
The document discusses quality management and planning. It describes the Plan-Do-Study-Act cycle for continuous improvement. The seven tools of quality control are explained, including cause-and-effect diagrams, flowcharts, control charts, scatter diagrams, Pareto analysis, and histograms. Quality Function Deployment is discussed as a tool to translate customer requirements into technical specifications. The concepts of reliability, process management, ISO standards, and reasons for TQM failures are summarized. Statistical sampling, standard deviation, Six Sigma methodology, and how Six Sigma differs from traditional quality control approaches are briefly outlined.
Process improvement for General Counsel and Law Firms
Process improvement for General Counsel and Law Firms by George Dunn, President CRE8 Independent Consultants. A Follow Up To the 26th Annual General Counsel Conference. A white paper discussion of how law firms should approach process improvement using: Continuous process improvement; Business Process Management; Re-engineering; Lean and Six Sigma process improvement methods.
5 tools in dmai...
The document discusses the DMAIC methodology for process improvement. DMAIC stands for Define-Measure-Analyze-Improve-Control and provides a structured approach with five phases. Each phase is linked logically to the previous and next phases. The document focuses on using DMAIC for improving service processes and describes tools and considerations for each phase, including project charters, stakeholder analysis, SIPOC maps, voice of the customer, affinity diagrams, Kano models, CTQ trees, prioritization matrices, process cycle efficiency, time value analysis, Pareto charts, control charts, run charts, and FMEAs.
Service Strategy Service Offering Slideshare
The document discusses service strategy and how it can help organizations pursue innovation and improve service management. It defines service strategy as focusing on delivering value to customers through new or improved services. The benefits mentioned include enhancing decision making, improving speed of change, and increasing value capture. Booz Allen's approach includes creating an innovation pipeline and portfolio management to evaluate new service ideas. Their offerings apply analytical techniques across the service lifecycle to optimize resources and improve financial management.
Six Sigma
Six Sigma was invented by Motorola in 1986 as a metric for measuring defects and improving quality. It has since evolved into a robust methodology focusing on customer requirements, process alignment, analytical rigor, and timely execution. Key aspects of Six Sigma include defining critical quality attributes, measuring performance standards, identifying sources of process variation, developing solutions to address them, implementing solutions, and establishing process controls. The document provides an overview of these aspects and outlines a case study applying Six Sigma to improve a call center's customer satisfaction and reduce support costs.
Workharderand Harder
The document discusses different business process improvement methodologies including Kaizen, Lean, Six Sigma, Lean Six Sigma, and Design for Six Sigma. It provides definitions and comparisons of each methodology. The key points are:
- Kaizen focuses on continuous incremental improvements through standardizing processes. Lean aims to eliminate waste and non-value added activities to increase process speed. Six Sigma uses data to reduce defects and variability.
- Lean Six Sigma combines the approaches of both Lean and Six Sigma. Design for Six Sigma aims to design new processes and products to meet customer expectations from the start.
- There is no single "best" methodology as it depends on an organization's needs and current state. A combination of methodologies
Work Harder and Harder
The document discusses different business process improvement methodologies including Kaizen, Lean, Six Sigma, Lean Six Sigma, and Design for Six Sigma. It provides definitions and comparisons of each methodology. The key points are:
- Kaizen focuses on continuous incremental improvements through standardizing processes. Lean aims to eliminate waste and non-value added activities to increase process speed. Six Sigma uses data to reduce defects and variability.
- Lean Six Sigma combines the approaches of both Lean and Six Sigma. Design for Six Sigma ensures new products and processes meet customer expectations from the start.
- There is no single "best" methodology as it depends on an organization's needs. A combination of approaches may be most effective. Process mapping
PMO Managed Service Introduction
The document discusses the challenges organizations face in consistently applying project management and methodology. It proposes a managed service approach using experienced project managers and a single project management methodology and toolset. This approach provides rapid benefits through quick consolidation of existing project data and integration of industry processes. Key benefits include faster time to benefit, focus on core missions, improved planning and management, and ultimately improved project success rates.
Product and Services Design & Development
This PPT is about product design and development and it's the significance, advantages and disadvantages and its impacts on sales and performance of the product or services of the company.
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The document discusses key topics in operations management including Six Sigma, acceptance sampling, Taguchi loss function, House of Quality, and robustness. It provides details on Six Sigma such as its goal of reducing defects to 3.4 per million and the DMAIC methodology. Acceptance sampling uses statistical sampling to determine if production lots meet standards. The Taguchi loss function quantifies the costs of deviations from a target value. House of Quality is a tool that integrates customer needs into product development. Finally, robust design aims to create products that maintain performance over a wide range of conditions.
Six Sigma Sample Project
The document summarizes a Six Sigma project to redesign the order fulfillment process of a professional services company. The project aimed to increase revenue by meeting fill rate targets of 75-80% through improving the fulfillment process. Key findings were a lack of process standardization and visibility. Improvement highlights included separating order fulfillment into two processes, reducing steps, implementing a process dashboard for accountability, and standardizing processes with SOPs and artifacts. Results showed a fill rate increase from 58% to 66% and a 28% reduction in cycle time.
Total quality parameters - new ventures
Six Sigma is a methodology for process improvement that aims to reduce defects to 3.4 defects per million opportunities. It is driven by close understanding of customer needs and uses statistical analysis to improve processes. The Six Sigma methodology involves defining problems, measuring key aspects, analyzing causes of defects, improving processes, and controlling improvements. The goal is to achieve a high level of quality that creates value for customers through eliminating waste and defects.
Similar to 2008 Nov Lessons Learned Lean Six Sigma Balanced Scorecard (20)
00 Vital Links Lean Six Sigma Change Acceleration 38 Pgs
00 Vital Links Lean Six Sigma Change Acceleration 38 Pgs
Applicability of CMMI for Small to Medium Enterprises
Applicability of CMMI for Small to Medium Enterprises
Process improvement for General Counsel and Law Firms
Process improvement for General Counsel and Law Firms
2008 Nov Lessons Learned Lean Six Sigma Balanced Scorecard
- 1. Lessons Learned: Lean Six Sigma and Balanced Scorecard November 2008 Hans Froehling, DBA/CMBB, Senior Consultant
- 3. Lean Six Sigma and Value of Services
- 7. Strategic Deployment of Lean Six Sigma x Service Aspect Lean Six Sigma for Value Creation Timeliness Effectiveness Responsiveness x Lean Aspect Quality Aspect
- 8. Key Drivers of Value Satisfaction in the Outreach Lab Industry Timely Report/Bill Accurate Report/ Bill Quick Problem Resolution Satisfaction With Value Loyalty Responsiveness Findings Based on Large-Scale Study in the Outreach Business Timeliness Effectiveness
- 9. Key Drivers of Value Satisfaction in the Hospital Lab Industry Findings based on voice of customer Interviews in 14 hospitals Report in Chart When Physician Sees Patient All Test Results in One Chart and Accurate Quick Access to Lab Effective Patient Care Satisfaction With Value Responsiveness Timeliness Effectiveness
- 10. Lean Six Sigma and Services/Organizational Size
- 18. Using Balanced Scorecard and Theory of Constraints to Identify Strategically Lean Six Sigma Projects
- 20. Approach to Project Selection: Overview (2) Strategic Plan (External/Internal Voice of Customer Financial Performance Process Performance Value Design/Redesign Projects Lean Projects Error Reduction (Quality) Projects
- 28. Theory of Constraints and Lean Six Sigma: Example (cont.) What we learned : The duplicate orders are cancelled between midnight 4 PM. 3 FTEs are involved with investigating the duplicate orders at night. This creates inefficient allocation of resources and instability in the input throughput output process and unpredictable turnaround times.
- 29. Lessons Learned About Key Elements of a Successful Lean Six Sigma Deployment
- 38. Current Trends (3) Functional Approach Marketing Strategy Operations Value-added Approach Value Marketing Strategy Operations Excellence