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Analysis Prioritisation Communication-Day Seven
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- 2. “No one hasenough time for everything. But change does not come by prioritizing everything else.” ~Kano Analysis
- 4. Planning Process INPUTS VISION Focus onquality GAP ANALYSIS RCA, 5 Whys PRIORITISATION Kano Analysis ANALYSIS & PLANNING PICK, Gemba, Poka Yoke MONITOR 5S
- 6. Zero defects Quality isconformance to requirements Defect prevention is preferable Standard of Quality is zero defects Quality is the measure on the basis of price
- 7. Is it enough tohave Zero defects? Satisfaction Importance
- 8. Strategies for Competitive Advantage • CostLeadership • Product Differentiation • Innovation & Uniqueness • Operational Effectivity • Customer-Oriented approach
- 9. Strategies for Competitive Advantage • CostLeadership • Product Differentiation • Innovation & Uniqueness • Operational Effectivity • Customer-Oriented approach Lean Six Sigma TQM BPR
- 10. A Six Sigmaprocess accepts a max 3.4 defective parts per million opportunities (DPMO) leading to an efficiency of 99.9997% Lower limits Upper limits 3.4 defects/million ±6 2,700 defects/million ±3 Mean 6
- 11. Solutions to ponder Interaction Preparedness Interaction Preparedness Our everyday solution Deliversolutions on an ongoing basis Delivery preparedness ahead and ongoing basis Waste & costs eliminated Process timelines Delivery timelines Process timelines Delivery timelines The agile solution
- 12. Benchmarking is asystematic procedure that measures a firm’s processes, services, and products against other metrics of measurement ⚫ Competitive benchmarking is based on comparisons with a direct competitor ⚫ Functional benchmarking compares areas with those of outstanding firms in any industry ⚫ Internal benchmarking compares an organizational unit with superior performance with other units Strategies for Process Benchmarking “ In God we trust, everyone else brings data. ”
- 13. Quality is whatthe customer says it is. Think of yourself as the customer. Customer satisfaction is impossible without employee satisfaction. Improve continuously to stay agile. Leadership and accountability make quality happen. Focusing on quality increases efficiency; focusing on efficiency often decreases quality. If you can’t measure it, you can’t manage it. Strategies for Process Improvement
- 14. Value Creation • Customeris willing to pay for it • Transforms a product or service • Helps eliminate wastage • Delivers correct the first time
- 15. Strategies for Process Implementation WHAT WHAT HOWHOW NOW FUTURE NOW FUTURE Current State Current Data Future State Future Data
- 16. Gap Analysis Customer’s expectations concerning a productor service Customer’s perceptions concerning the product or service Previous Experience Word of mouth communications Image of product or service Customer’s own specification of quality Management’s concept of the product or service organization’s specification of quality The actual product or serviceGap 1 Gap 2 Gap 3 Gap 4
- 17. 5 Whys Problem: Orders arelate going out the door.•Product not completed on time •Spend too much time hunting down tools •Tools are located in various places •Different people store tools in different places •No standard protocol for tool storage Why? Why? Why? Why? Why?
- 18. Poka-Yoke Poka-Yoke (Mistake-Proofing) Poka-yoke –an approach for mistake-proofing processes using automatic devices or methods to avoid simple human or machine error, such as forgetfulness, misunderstanding, errors in identification, lack of experience, absentmindedness, delays, or malfunctions.
- 19. Poka-Yoke Poka-Yoke 3 levelsDESIGN Design potential errors out of the product or process – Eliminates any possibility that the error or defect might occur. IDENTIFY Identify potential defects and stopping a process before the defect is produced – Requires time to stop a process and take corrective action. ELIMINATE Find defects that enter or leave a process – Eliminates wasted resources that would add value to nonconforming work, but clearly result in scrap or rework.
- 20. PICK Chart Possible Kill ImplementChallengeG1 G2 G3 G4 G5 High Importance High Dysfunction High Importance Low Dysfunction Low Importance High Dysfunction Low Importance Low Dysfunction K1 K2 K3 K4 K5 M 1 M 2 M 3 M 4 M 5 G1 G2 G3 G4 G5 S1 S2 S3 S4 S5 B1 B2 B3 B4 B5
- 21. Mandates Act Influence React Addressprocesses with customer touchpoints first Start with the end in mind See how far you can break down the tasks Keep the list of resources to understand impact New processes should generate data; gains should be measurable Check for the application of resources sequentially Keep eliminating mistakes – Poka Yoke
- 22. Team Mandates How manypeople on a team? Five people per team is best practice o Smaller teams may not have fully realized solutions o Larger teams may become bogged down in too many opinions Who should be on the team? Process Owner & Maker mandatory Helps ensure process sees ‘light of day’ A Process Expert or benefactor view Intimately understand the process or suggests usage Outsider Someone with ‘no skin in the game’ Outside perspectives can lead to unexpected solutions
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- 27. Process Tasks Time Outcome Whyis the goal Functional Flow How is the goal
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- 29. Process Flow Humans arethe weakest link in any process. Why?