The General Shift (G shift) employees at a refinery expressed dissatisfaction with their high workload and lack of time to complete work in a survey, unlike the A, B, C shift employees. An analysis found the main problem was a choked entry process at Gate 5 during the G shift due to a pile-up, delaying employees from starting work on time. Options to address this include rerouting employee entry, restricting contractor entry times, increasing security staff, and using exit lanes for entry to help disperse traffic.
The document summarizes a lean improvement simulation involving 11 students randomly assigned roles in a scaled-down production line. In the first round, the production line faced many issues like bottlenecks and missed deadlines. Later rounds incorporated process improvements like redesigning stations and quality control strategies. This led to higher productivity, less waste and inventory, and better customer satisfaction. The simulation demonstrated how lean concepts like continuous improvement, process design and efficiency can impact an organization's success.
As a specialized industrial contracting services company serving Petrochemicals, refining, chemicals, and other processing industries. A&L's core competencies range in an array of services for plant turnarounds, shutdowns, new construction, routine maintenance, and emergency support. Our innovative technologies, combined with skilled craft and supervision ensures successful delivery of projects, each and every time on budget with a world class safety record. *We help our customers reduce cost and down time. *We have a passion for innovative thinking
1) The document provides an overview of quality problem solving tools including the 8D (Eight Disciplines) problem solving method, 5 Whys process, and Ishikawa (fishbone) diagram.
2) The 8D method is an 8-step team-based problem solving approach that focuses on containing, correcting, and preventing recurrence of problems. The steps include establishing a team, describing the problem, implementing containment actions, identifying root causes, and validating corrective actions.
3) The 5 Whys process involves repeatedly asking "Why?" to get to the root cause of a problem. It helps identify not only why the defect occurred but also why it was not detected.
4) The Ish
Chaplin School of Hospitality and Tourism ManagementInternship Lea.docxcravennichole326
Chaplin School of Hospitality and Tourism ManagementInternship Lean 6σ Process Improvement Project
Improving the Speed, Accuracy, Reliability, Cost Effectiveness and Flow of the (Y) process.
A picture of you in front of your company here.
Executive Summary
Executive Summary
Please describe your project in this box. If it does not fit in the box, it is too long, and you must shorten it. Shoot for the 5W’s and the H, but be brief. (Who, what, when, where, why, how)
Please describe your project in this box. If it does not fit in the box, it is too long, and you must shorten it. Shoot for the 5W’s and the H, but be brief. (Who, what, when, where, why, how)
Table of Contents
i
Executive Summaryi
Message from the Professoriii
Why we are using this method in the advanced internship classiii
About Lean 6σiii
Criteria for the Projectiii
Define1
1.1Project Charter and Financial Estimate1
1.2 Current State Process Map2
Measure3
2.1 Data Collection Plan3
2.2 Collection Results4
Analyze5
3.1 Voice of the Customer5
3.2 Voice of the Business5
3.3 Voice of the Employee (WIFM)5
3.4 Waste Analysis – DOWNTIME6
4.1 Addressing gaps in VOC needs7
Improve
4.2Addressing gaps VOB needs7
4.3 Addressing VOE concerns/ Alternate WIFM7
4.4Reduction of Waste8
4.5 Summary of Recommended
Solution
s8
Control9
5.1 Modification to Procedures Manuals (Or Establishment of Internal Controls)9
Lessons Learned10
Supervisor’s Critique11
Message from the Professor
Why we are using this method in the advanced internship class
Our internship students are within a semester or two of entering the workforce as managers. FIU’s Hospitality and Tourism Management School has included a structured internship as part of the curriculum for over a decade to assist students with this transition into management. A substantial part of the course has always included a project where the students were to improve the host company’s operations in a meaningful and lasting way.About Lean 6σ
This project is a scaled down Lean 6σ ( six sigma) project designed to be completed within the term of the semester. Lean 6σ is a continuous process improvement method which has grown in use in U.S. and international corporations since the 1970’s. Employed to great success at companies like Motorola, this method aims to refine a company’s existing processes through data based analysis and evidence based decision making.
U.S.-based quality professionals who complete any Six Sigma training earn on average $12,642 more than those without it. 2011 QP Salary Survey*Criteria for the Project
· The project must be based on a real need in the company, and have the support of the student’s supervisor.
· Must be able to be completed to in 10 weeks or (40 hours)
This template is the intellectual property of Jason L. Stiles, Ph.D. All rights reserved.
2
Define
A description of the current process and proposed financial benefits
1.1 Project Charter and Financial Estimate
Project Charte ...
Overtime has become common at Orient Craft, disrupting workers' work-life balance. Analysis of data from the finishing department found that overtime efficiency was slightly better than normal hours, but productivity declined after 8 hours of work. Excessive overtime is unnecessary and reduces quality due to fatigue. Reducing overtime would improve workers' well-being without major loss of output or costs. Raising minimum wages by 10-30% could further reduce overtime needs by making normal hours more remunerative.
The document discusses lean manufacturing concepts like bottlenecks, 5S, and visual factory. It provides examples of how these were implemented at Radnik Exports factory. Specifically:
1) Bottleneck analysis was regularly conducted to identify slow operations on sewing lines and find solutions like adding workers or improving skills. This improved line throughput.
2) The 5S methodology was applied across departments to organize and clean workspaces, reducing defects, setup times and improving safety.
3) Visual controls like traffic light systems were introduced to identify defects early and control quality at sewing lines, significantly lowering the defect rate.
5 - Day Kaizen Event focusing on AR Changeover to:
- Lead time reduction
- Cycle time reduction
- Improve workflow
- WIP reduction
- Improve ergonomics, housekeeping & safety
- Clear SOPs & training materials
Achieved
- 81% Lead time reduction
- 37% Cycle time reduction
- 80% WIP reduction
The document discusses quality control (QC) circles and the seven-step problem solving approach. It begins by defining QC circles as small groups of frontline employees who work to continually improve quality. It then outlines the seven steps of the problem solving approach: 1) select topic, 2) understand situation and set targets, 3) plan activities, 4) analyze causes, 5) consider and implement countermeasures, 6) check results, and 7) standardize and establish control. The document provides examples and details for applying each step of the seven-step approach to problem solving.
The document summarizes a lean improvement simulation involving 11 students randomly assigned roles in a scaled-down production line. In the first round, the production line faced many issues like bottlenecks and missed deadlines. Later rounds incorporated process improvements like redesigning stations and quality control strategies. This led to higher productivity, less waste and inventory, and better customer satisfaction. The simulation demonstrated how lean concepts like continuous improvement, process design and efficiency can impact an organization's success.
As a specialized industrial contracting services company serving Petrochemicals, refining, chemicals, and other processing industries. A&L's core competencies range in an array of services for plant turnarounds, shutdowns, new construction, routine maintenance, and emergency support. Our innovative technologies, combined with skilled craft and supervision ensures successful delivery of projects, each and every time on budget with a world class safety record. *We help our customers reduce cost and down time. *We have a passion for innovative thinking
1) The document provides an overview of quality problem solving tools including the 8D (Eight Disciplines) problem solving method, 5 Whys process, and Ishikawa (fishbone) diagram.
2) The 8D method is an 8-step team-based problem solving approach that focuses on containing, correcting, and preventing recurrence of problems. The steps include establishing a team, describing the problem, implementing containment actions, identifying root causes, and validating corrective actions.
3) The 5 Whys process involves repeatedly asking "Why?" to get to the root cause of a problem. It helps identify not only why the defect occurred but also why it was not detected.
4) The Ish
Chaplin School of Hospitality and Tourism ManagementInternship Lea.docxcravennichole326
Chaplin School of Hospitality and Tourism ManagementInternship Lean 6σ Process Improvement Project
Improving the Speed, Accuracy, Reliability, Cost Effectiveness and Flow of the (Y) process.
A picture of you in front of your company here.
Executive Summary
Executive Summary
Please describe your project in this box. If it does not fit in the box, it is too long, and you must shorten it. Shoot for the 5W’s and the H, but be brief. (Who, what, when, where, why, how)
Please describe your project in this box. If it does not fit in the box, it is too long, and you must shorten it. Shoot for the 5W’s and the H, but be brief. (Who, what, when, where, why, how)
Table of Contents
i
Executive Summaryi
Message from the Professoriii
Why we are using this method in the advanced internship classiii
About Lean 6σiii
Criteria for the Projectiii
Define1
1.1Project Charter and Financial Estimate1
1.2 Current State Process Map2
Measure3
2.1 Data Collection Plan3
2.2 Collection Results4
Analyze5
3.1 Voice of the Customer5
3.2 Voice of the Business5
3.3 Voice of the Employee (WIFM)5
3.4 Waste Analysis – DOWNTIME6
4.1 Addressing gaps in VOC needs7
Improve
4.2Addressing gaps VOB needs7
4.3 Addressing VOE concerns/ Alternate WIFM7
4.4Reduction of Waste8
4.5 Summary of Recommended
Solution
s8
Control9
5.1 Modification to Procedures Manuals (Or Establishment of Internal Controls)9
Lessons Learned10
Supervisor’s Critique11
Message from the Professor
Why we are using this method in the advanced internship class
Our internship students are within a semester or two of entering the workforce as managers. FIU’s Hospitality and Tourism Management School has included a structured internship as part of the curriculum for over a decade to assist students with this transition into management. A substantial part of the course has always included a project where the students were to improve the host company’s operations in a meaningful and lasting way.About Lean 6σ
This project is a scaled down Lean 6σ ( six sigma) project designed to be completed within the term of the semester. Lean 6σ is a continuous process improvement method which has grown in use in U.S. and international corporations since the 1970’s. Employed to great success at companies like Motorola, this method aims to refine a company’s existing processes through data based analysis and evidence based decision making.
U.S.-based quality professionals who complete any Six Sigma training earn on average $12,642 more than those without it. 2011 QP Salary Survey*Criteria for the Project
· The project must be based on a real need in the company, and have the support of the student’s supervisor.
· Must be able to be completed to in 10 weeks or (40 hours)
This template is the intellectual property of Jason L. Stiles, Ph.D. All rights reserved.
2
Define
A description of the current process and proposed financial benefits
1.1 Project Charter and Financial Estimate
Project Charte ...
Overtime has become common at Orient Craft, disrupting workers' work-life balance. Analysis of data from the finishing department found that overtime efficiency was slightly better than normal hours, but productivity declined after 8 hours of work. Excessive overtime is unnecessary and reduces quality due to fatigue. Reducing overtime would improve workers' well-being without major loss of output or costs. Raising minimum wages by 10-30% could further reduce overtime needs by making normal hours more remunerative.
The document discusses lean manufacturing concepts like bottlenecks, 5S, and visual factory. It provides examples of how these were implemented at Radnik Exports factory. Specifically:
1) Bottleneck analysis was regularly conducted to identify slow operations on sewing lines and find solutions like adding workers or improving skills. This improved line throughput.
2) The 5S methodology was applied across departments to organize and clean workspaces, reducing defects, setup times and improving safety.
3) Visual controls like traffic light systems were introduced to identify defects early and control quality at sewing lines, significantly lowering the defect rate.
5 - Day Kaizen Event focusing on AR Changeover to:
- Lead time reduction
- Cycle time reduction
- Improve workflow
- WIP reduction
- Improve ergonomics, housekeeping & safety
- Clear SOPs & training materials
Achieved
- 81% Lead time reduction
- 37% Cycle time reduction
- 80% WIP reduction
The document discusses quality control (QC) circles and the seven-step problem solving approach. It begins by defining QC circles as small groups of frontline employees who work to continually improve quality. It then outlines the seven steps of the problem solving approach: 1) select topic, 2) understand situation and set targets, 3) plan activities, 4) analyze causes, 5) consider and implement countermeasures, 6) check results, and 7) standardize and establish control. The document provides examples and details for applying each step of the seven-step approach to problem solving.
RPA gives us amazing capabilities to automate how things get done. However, automating a broken or inefficient process will result in disappointment. We talk about "Intelligent Automation", but should that also include that we apply some intelligence BEFORE we automate the process?
What makes successful Solution Architects and RPA Developers stand out is there ability to not just automate, but also find ways to improve the process they are automating.
In this event you will learn ways to assess how well a process performs, and ways to make improvements prior to automating.
👩🏻💼👨🏻💼Target audience: Solution Architects, Business Analysts, RPA Developers, Automation Team leads, Solution Architects, Managers.
📕 Agenda:
Introducing the speaker and event hosts
Introduction : Why process redesign should be in the RPA delivery roadmap
Process performance: Learn to see what is wrong in the process
Process Analysis: What is the real problem?
Process Improvement: Tools to make improvements, Fast!!
Process Redesign in Practice: Interactive session, engaging with the audience
Menti Quiz: 5 mins
Q&A/Discussion
👨🏼💻 Speakers:
Erik Gillet, Founder @Boundaryless Group
Graham Byars, UiPath Community Scotland Central Belt Chapter Leader, Director of Client Solutions @VKY Intelligent Automation
This session streamed live on March 15, 2023, 17:30 PM GMT.
Check out our upcoming events at: community.uipath.com
Contact us at: community@uipath.com
The document summarizes Toyota's Production System (TPS) and the seven types of "muda" or waste. It defines muda as any activity that does not add value from the customer's perspective. The seven types of muda are overproduction, waiting, transportation, processing itself, inventory, unnecessary motion, and defects. The document provides examples and causes of each type of muda, and explains how eliminating muda can help reduce costs and increase profits through just-in-time production and continuous improvement. The overall goal of TPS is to minimize lead time and eliminate all sources of muda.
'How To Apply Lean Test Management' by Bob van de BurgtTEST Huddle
Cost reductions and the quest for more efficiency are more evident in today’s business world. It also follows that our testing processes will ultimately be affected. When test techniques and methods for structured testing are introduced, this results in improvements in the production of more consistent and predictable results.
Introducing a risk based approach to testing makes it easier for the business to determine to what extent testing is necessary and most efficient. The resulting Go/No- Go decision process may not be sufficient for all companies so other creative methods need to be investigated. Many management theories speak about “Lean” as being one of the solutions. One of the key steps in using “Lean” is the identification of which steps add value to the customer and which do not. This track will give you information to start using “Lean” within testing and more specifically within test management.
The presenter will also look at Lean Six Sigma as being one of the more popular theories that introduces the concept of “Lean” in combination with obtaining higher quality products. This subject will also be explained in combination with testing and test management. This track will focus on applying Lean Six Sigma techniques to test management processes using practical examples from customer cases. The audience can take home a practical “Lean Test Management” overview which they can apply in their own companies.
This track is especially of interest to business managers, IT managers, QA managers and test managers that are involved in improving the quality of test management processes.
Six Sigma Green Belt Project_GautamSinghGautam Singh
• Applied DMAIC technique to support staffing team of Tesla motors, by reducing time to hire contingent workers
• Root cause analysis was done to identify the worker shortage in production team and later improvements methods were applied, which led to efficiency in hiring from 44.85-71.77%
• Tools used: Design: Charter, Pareto, CTQ; Measure: SIPOC, Fish bone/Ishikawa, Statistics, XY-diagram; Analyse: Root cause analysis, FEMA, Hypothesis; Improve: 5 Why’s, VSM; Control: SPC or control chart
Civil Construction management : time and motion study Yash Shah
The document discusses time and motion study techniques used to improve construction planning and control. It describes how time studies involve carefully measuring tasks, adjusting for variances, and setting standard times. Motion studies analyze jobs to select the most efficient methods by questioning each step and modifying unnecessary steps. Process charts, flow charts, and operation charts are common tools to analyze jobs and identify improvements. The goal is to maximize efficiency while considering human factors like fatigue. Allowances are added to set standard times to account for personal needs, delays, and recovery periods.
SUCCESS STORY: How UC San Diego Saved 2,000 Hours a Year in the Employee Onbo...GoLeanSixSigma.com
The document summarizes how UC San Diego improved their employee onboarding process through a Lean Six Sigma project.
[1] The project team streamlined the onboarding form, reducing fields by 36% and simplifying the process.
[2] They also created training and reference materials for hiring managers.
[3] As a result, the improvements are estimated to save over 2,000 hours of staff time annually, equivalent to $58,000 in cost savings.
The document discusses lean manufacturing, which aims to eliminate waste and improve efficiency. It describes key lean techniques like 5S, single minute exchange of dies (SMED), kanban, and cellular manufacturing. The benefits of lean include increased productivity and quality while reducing costs, space, lead times, and inventory. People are an important part of lean success through continuous learning and commitment. Customers also benefit from lean through faster, more reliable delivery of the exact products they want.
Lean Concepts "8 Forms of Waste Cause & Effect : How to Eliminate / Reduce Wa...SN Panigrahi, PMP
Lean Concepts "8 Forms of Waste Cause & Effect : How to Eliminate / Reduce Wastes" By SN Panigrahi
Lean Principles
Lean is a business philosophy, not just a tool set or method for improvement. This business philosophy was derived from Toyota experiences and in particular from its Toyota Production System (TPS).
The focus is on reducing waste in all business processes. The result is reduction of cost and lead-time as well as an increase in quality.
The seven wastes originated in Japan, where waste is known as “Muda."
"The seven wastes" is a tool to further categorize “Muda” and was originally developed by Toyota’s Chief Engineer Taiichi Ohno as the core of the Toyota Production System (TPS), also known as Lean Manufacturing.
Lean implementation focuses on Reducing the Seven (now expanded to 8 wastes) types of Waste (or Muda, which is the Japanese word for waste).
The 8th waste added is non-used employee talent (N), so that the 8 wastes can be easily remembered via the mnemonic “DOWN TIME” (Defective Production,Overproduction, Waiting, Non-used Employee Talent (the 8th form), Transportation, Inventory, Motion, and Excessive (Over) Processing)
This document outlines techniques for process analysis and improvement. It defines key process terminology and describes how to create a process flow diagram. The document provides an example of analyzing a scooter assembly process, including calculating activity times, capacity, cycle time, and worker utilization. It demonstrates how line balancing can increase process capacity and efficiency by reallocating tasks between workers.
This document summarizes a waste reduction workshop held by Trust Technologies in Mentor, Ohio from September 8-10, 2009. The workshop was led by Exercise Lean and focused on applying lean manufacturing principles to reduce waste in a production cell over three days. Areas of waste identified included excessive travel distance, downtime, and quality defects. Through applying tools like value stream mapping and 5S, a new cell layout was developed that reduced travel distance by over 300 yards and aims to produce a part every 60 minutes. As a result of these efforts, the company has increased production from 30 to 100 units per week while achieving a 20% profit margin.
How to Implement & Leverage Workforce Analytics and Drive Labor Costs DownEPAY Systems
Workforce analytics can help identify and resolve costly issues such as time theft, payroll correcting, and low workforce productivity at various levels within your operations.
Join EPAY Systems and Workforce Analytics expert, Anthony Lackey, to learn how analytics can help your business:
- Time Collection Issues: Symptoms, Causes, and Consequences
- The ROI of Improving Time Collection Issues
- How to Achieve Real-Time Labor Control
- Preview of EPAY Analytics
Trust Tech F119 Rapid Assessment & Hoshin Workshop Report OutExerciseLeanLLC
This letter summarizes the results of implementing lean manufacturing techniques recommended by Exercise Lean at the Kilroy Company. Key points:
- The original work cell was unprofitable, losing $50 per part shipped. Exercise Lean implemented techniques like 5S, visual management boards, and a new cell layout.
- The new processes significantly reduced travel times within the cell from 3 football fields to under 100 feet.
- Results include increased production from 30 to 100 units per week, achieving a 20% profit margin goal. Employee absenteeism also dropped 11%.
- The author highly recommends Exercise Lean for their expertise in implementing lean techniques that improved productivity, quality, and employee satisfaction at the Kilroy Company.
Repeatable, effective maintenance procedures are seen as “not required” however this couldn’t from the truth. Over my career I have seen thousands of examples of human variation creating equipment failure at the wrong time. We as humans are built to produce variation in almost everything we do. Most people deny this human variation exist however when I ask a manager if they ever could not find their car keys they look at me sheepishly and say “yes, great point”.
Many companies honestly believe there maintenance staff are paid to “know how to do it” without a procedure with specifications, step by step instructions, etc. What if a maintenance employee does “know how to do it” every-time? One must take into consideration their skill level, current state mind, and current working condition, in order to mitigate human error. In addition, what would happen if new information presents itself based on failure data? The only way to insure this new information is used effectively would be to write or change a procedure.
Well-designed maintenance procedures will mitigate human induced failures and allow for continuous improvement to occur naturally.
Educational presentation for medical laboratory technologists on how to create a lean culture in their workplace to improve the healthcare service by minimizing waste and enhancing work effeciency. An example in this presentation is about minimizing patient's wait time in the laboratory reception area.
The document provides an overview of various Six Sigma tools and methodologies including:
1. The 8 wastes (defects, overproduction, etc.) that Six Sigma aims to eliminate.
2. Voice of the Customer and Critical to Quality tools used to understand customer requirements.
3. Common cause and effect diagrams that help identify sources of variation.
4. Additional quality improvement methods like 5S, 7S, 80/20 rule, ABC analysis, poka-yoke, zero defects, PDCA cycle, and standard operating procedures.
5. Problem solving tools like 5 whys, 5W1H, process mapping, value stream mapping, and single minute exchange of die
This document provides an overview of Lean Manufacturing and how it can help businesses. It discusses three common problems in business - wasted effort and resources, using wrong business processes, and wide process variation. Lean Manufacturing tools can address these problems by eliminating waste, standardizing processes, and reducing variation. The document then explains several Lean concepts and tools, such as value stream mapping, just-in-time production, standard work, and visual management systems. The overall goal of Lean is to optimize efficiency and effectiveness in business operations.
The document describes a lean manufacturing simulation workshop conducted by ALFRA Consulting. The simulation involved participants managing a toy manufacturing plant over multiple production runs: [1] operating traditionally, [2] with some improvements, [3] introducing initial lean approaches, and [4] a full lean system. Participants experienced issues like delays and quality problems traditionally but achieved on-time delivery running lean. The workshop aimed to demonstrate lean principles in action and their benefits over traditional systems.
This document provides an introduction and overview of Six Sigma. It begins with a brief history of Six Sigma, noting its origins at Motorola in 1981 in response to Japanese competition. It then discusses some key Six Sigma concepts, including that it is a highly disciplined process to develop near-perfect products and services, it aims for 3.4 defects per million opportunities, and that it is a philosophy, statistical measurement, business strategy, and project management framework. The document then covers some differences between Six Sigma and traditional business excellence approaches. It also provides definitions of some common Six Sigma terms. Finally, it discusses the Define, Measure, Analyze, Improve, and Control project framework and causes and effects analysis tools used in Six Sigma
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
RPA gives us amazing capabilities to automate how things get done. However, automating a broken or inefficient process will result in disappointment. We talk about "Intelligent Automation", but should that also include that we apply some intelligence BEFORE we automate the process?
What makes successful Solution Architects and RPA Developers stand out is there ability to not just automate, but also find ways to improve the process they are automating.
In this event you will learn ways to assess how well a process performs, and ways to make improvements prior to automating.
👩🏻💼👨🏻💼Target audience: Solution Architects, Business Analysts, RPA Developers, Automation Team leads, Solution Architects, Managers.
📕 Agenda:
Introducing the speaker and event hosts
Introduction : Why process redesign should be in the RPA delivery roadmap
Process performance: Learn to see what is wrong in the process
Process Analysis: What is the real problem?
Process Improvement: Tools to make improvements, Fast!!
Process Redesign in Practice: Interactive session, engaging with the audience
Menti Quiz: 5 mins
Q&A/Discussion
👨🏼💻 Speakers:
Erik Gillet, Founder @Boundaryless Group
Graham Byars, UiPath Community Scotland Central Belt Chapter Leader, Director of Client Solutions @VKY Intelligent Automation
This session streamed live on March 15, 2023, 17:30 PM GMT.
Check out our upcoming events at: community.uipath.com
Contact us at: community@uipath.com
The document summarizes Toyota's Production System (TPS) and the seven types of "muda" or waste. It defines muda as any activity that does not add value from the customer's perspective. The seven types of muda are overproduction, waiting, transportation, processing itself, inventory, unnecessary motion, and defects. The document provides examples and causes of each type of muda, and explains how eliminating muda can help reduce costs and increase profits through just-in-time production and continuous improvement. The overall goal of TPS is to minimize lead time and eliminate all sources of muda.
'How To Apply Lean Test Management' by Bob van de BurgtTEST Huddle
Cost reductions and the quest for more efficiency are more evident in today’s business world. It also follows that our testing processes will ultimately be affected. When test techniques and methods for structured testing are introduced, this results in improvements in the production of more consistent and predictable results.
Introducing a risk based approach to testing makes it easier for the business to determine to what extent testing is necessary and most efficient. The resulting Go/No- Go decision process may not be sufficient for all companies so other creative methods need to be investigated. Many management theories speak about “Lean” as being one of the solutions. One of the key steps in using “Lean” is the identification of which steps add value to the customer and which do not. This track will give you information to start using “Lean” within testing and more specifically within test management.
The presenter will also look at Lean Six Sigma as being one of the more popular theories that introduces the concept of “Lean” in combination with obtaining higher quality products. This subject will also be explained in combination with testing and test management. This track will focus on applying Lean Six Sigma techniques to test management processes using practical examples from customer cases. The audience can take home a practical “Lean Test Management” overview which they can apply in their own companies.
This track is especially of interest to business managers, IT managers, QA managers and test managers that are involved in improving the quality of test management processes.
Six Sigma Green Belt Project_GautamSinghGautam Singh
• Applied DMAIC technique to support staffing team of Tesla motors, by reducing time to hire contingent workers
• Root cause analysis was done to identify the worker shortage in production team and later improvements methods were applied, which led to efficiency in hiring from 44.85-71.77%
• Tools used: Design: Charter, Pareto, CTQ; Measure: SIPOC, Fish bone/Ishikawa, Statistics, XY-diagram; Analyse: Root cause analysis, FEMA, Hypothesis; Improve: 5 Why’s, VSM; Control: SPC or control chart
Civil Construction management : time and motion study Yash Shah
The document discusses time and motion study techniques used to improve construction planning and control. It describes how time studies involve carefully measuring tasks, adjusting for variances, and setting standard times. Motion studies analyze jobs to select the most efficient methods by questioning each step and modifying unnecessary steps. Process charts, flow charts, and operation charts are common tools to analyze jobs and identify improvements. The goal is to maximize efficiency while considering human factors like fatigue. Allowances are added to set standard times to account for personal needs, delays, and recovery periods.
SUCCESS STORY: How UC San Diego Saved 2,000 Hours a Year in the Employee Onbo...GoLeanSixSigma.com
The document summarizes how UC San Diego improved their employee onboarding process through a Lean Six Sigma project.
[1] The project team streamlined the onboarding form, reducing fields by 36% and simplifying the process.
[2] They also created training and reference materials for hiring managers.
[3] As a result, the improvements are estimated to save over 2,000 hours of staff time annually, equivalent to $58,000 in cost savings.
The document discusses lean manufacturing, which aims to eliminate waste and improve efficiency. It describes key lean techniques like 5S, single minute exchange of dies (SMED), kanban, and cellular manufacturing. The benefits of lean include increased productivity and quality while reducing costs, space, lead times, and inventory. People are an important part of lean success through continuous learning and commitment. Customers also benefit from lean through faster, more reliable delivery of the exact products they want.
Lean Concepts "8 Forms of Waste Cause & Effect : How to Eliminate / Reduce Wa...SN Panigrahi, PMP
Lean Concepts "8 Forms of Waste Cause & Effect : How to Eliminate / Reduce Wastes" By SN Panigrahi
Lean Principles
Lean is a business philosophy, not just a tool set or method for improvement. This business philosophy was derived from Toyota experiences and in particular from its Toyota Production System (TPS).
The focus is on reducing waste in all business processes. The result is reduction of cost and lead-time as well as an increase in quality.
The seven wastes originated in Japan, where waste is known as “Muda."
"The seven wastes" is a tool to further categorize “Muda” and was originally developed by Toyota’s Chief Engineer Taiichi Ohno as the core of the Toyota Production System (TPS), also known as Lean Manufacturing.
Lean implementation focuses on Reducing the Seven (now expanded to 8 wastes) types of Waste (or Muda, which is the Japanese word for waste).
The 8th waste added is non-used employee talent (N), so that the 8 wastes can be easily remembered via the mnemonic “DOWN TIME” (Defective Production,Overproduction, Waiting, Non-used Employee Talent (the 8th form), Transportation, Inventory, Motion, and Excessive (Over) Processing)
This document outlines techniques for process analysis and improvement. It defines key process terminology and describes how to create a process flow diagram. The document provides an example of analyzing a scooter assembly process, including calculating activity times, capacity, cycle time, and worker utilization. It demonstrates how line balancing can increase process capacity and efficiency by reallocating tasks between workers.
This document summarizes a waste reduction workshop held by Trust Technologies in Mentor, Ohio from September 8-10, 2009. The workshop was led by Exercise Lean and focused on applying lean manufacturing principles to reduce waste in a production cell over three days. Areas of waste identified included excessive travel distance, downtime, and quality defects. Through applying tools like value stream mapping and 5S, a new cell layout was developed that reduced travel distance by over 300 yards and aims to produce a part every 60 minutes. As a result of these efforts, the company has increased production from 30 to 100 units per week while achieving a 20% profit margin.
How to Implement & Leverage Workforce Analytics and Drive Labor Costs DownEPAY Systems
Workforce analytics can help identify and resolve costly issues such as time theft, payroll correcting, and low workforce productivity at various levels within your operations.
Join EPAY Systems and Workforce Analytics expert, Anthony Lackey, to learn how analytics can help your business:
- Time Collection Issues: Symptoms, Causes, and Consequences
- The ROI of Improving Time Collection Issues
- How to Achieve Real-Time Labor Control
- Preview of EPAY Analytics
Trust Tech F119 Rapid Assessment & Hoshin Workshop Report OutExerciseLeanLLC
This letter summarizes the results of implementing lean manufacturing techniques recommended by Exercise Lean at the Kilroy Company. Key points:
- The original work cell was unprofitable, losing $50 per part shipped. Exercise Lean implemented techniques like 5S, visual management boards, and a new cell layout.
- The new processes significantly reduced travel times within the cell from 3 football fields to under 100 feet.
- Results include increased production from 30 to 100 units per week, achieving a 20% profit margin goal. Employee absenteeism also dropped 11%.
- The author highly recommends Exercise Lean for their expertise in implementing lean techniques that improved productivity, quality, and employee satisfaction at the Kilroy Company.
Repeatable, effective maintenance procedures are seen as “not required” however this couldn’t from the truth. Over my career I have seen thousands of examples of human variation creating equipment failure at the wrong time. We as humans are built to produce variation in almost everything we do. Most people deny this human variation exist however when I ask a manager if they ever could not find their car keys they look at me sheepishly and say “yes, great point”.
Many companies honestly believe there maintenance staff are paid to “know how to do it” without a procedure with specifications, step by step instructions, etc. What if a maintenance employee does “know how to do it” every-time? One must take into consideration their skill level, current state mind, and current working condition, in order to mitigate human error. In addition, what would happen if new information presents itself based on failure data? The only way to insure this new information is used effectively would be to write or change a procedure.
Well-designed maintenance procedures will mitigate human induced failures and allow for continuous improvement to occur naturally.
Educational presentation for medical laboratory technologists on how to create a lean culture in their workplace to improve the healthcare service by minimizing waste and enhancing work effeciency. An example in this presentation is about minimizing patient's wait time in the laboratory reception area.
The document provides an overview of various Six Sigma tools and methodologies including:
1. The 8 wastes (defects, overproduction, etc.) that Six Sigma aims to eliminate.
2. Voice of the Customer and Critical to Quality tools used to understand customer requirements.
3. Common cause and effect diagrams that help identify sources of variation.
4. Additional quality improvement methods like 5S, 7S, 80/20 rule, ABC analysis, poka-yoke, zero defects, PDCA cycle, and standard operating procedures.
5. Problem solving tools like 5 whys, 5W1H, process mapping, value stream mapping, and single minute exchange of die
This document provides an overview of Lean Manufacturing and how it can help businesses. It discusses three common problems in business - wasted effort and resources, using wrong business processes, and wide process variation. Lean Manufacturing tools can address these problems by eliminating waste, standardizing processes, and reducing variation. The document then explains several Lean concepts and tools, such as value stream mapping, just-in-time production, standard work, and visual management systems. The overall goal of Lean is to optimize efficiency and effectiveness in business operations.
The document describes a lean manufacturing simulation workshop conducted by ALFRA Consulting. The simulation involved participants managing a toy manufacturing plant over multiple production runs: [1] operating traditionally, [2] with some improvements, [3] introducing initial lean approaches, and [4] a full lean system. Participants experienced issues like delays and quality problems traditionally but achieved on-time delivery running lean. The workshop aimed to demonstrate lean principles in action and their benefits over traditional systems.
This document provides an introduction and overview of Six Sigma. It begins with a brief history of Six Sigma, noting its origins at Motorola in 1981 in response to Japanese competition. It then discusses some key Six Sigma concepts, including that it is a highly disciplined process to develop near-perfect products and services, it aims for 3.4 defects per million opportunities, and that it is a philosophy, statistical measurement, business strategy, and project management framework. The document then covers some differences between Six Sigma and traditional business excellence approaches. It also provides definitions of some common Six Sigma terms. Finally, it discusses the Define, Measure, Analyze, Improve, and Control project framework and causes and effects analysis tools used in Six Sigma
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Disaster management;
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2. 2
Context: In the recently conducted Employee Engagement
survey at a refinery, the scores from the General Shift were
considerably lower than those given by A,B,C shift employees.
Multiple employees expressed their displeasure with the
current work load. Some said, “We do not get enough time to
wrap up our work”. The same employees rated the company’s
facilities & administration low as well. It was also observed that
many of these employees were working lesser than 8 and a
half shift hours and constantly regularizing their attendance.
Uniquely employees working in A,B or C shift did not complain
about these issues.
Case Study
Actions to be taken:
Look at the time data for few of the
defaulters
Talk in detail with a defaulter
3. Arriving at the problem statement
3
ID Name Entry Time Exit Time Entry Point
10001945 Akshay Jain 08:25 Gate 3
10019234 Rakesh Sharma 09:10 Gate 4
10035621 Lakshman Singh 08:25 Gate 1
10000231 Brahmdev Gupta 09:05 Gate 4
10012345 Sunil Joshi 08:25 Gate 2
10019425 Ajay Rajput 08:25 Gate 1
10000033 Abhishek Sharma 09:20 Gate 4
10653729 Deepak Singh 08:25 Gate 2
10004252 Rahul Vaidya 08:30 Gate 3
4. Arriving at the problem statement
4
Issue: In the XXX Refinery, a majority of
the G shift employees dissatisfied with
their work load
They are not efficient
individuals
They do not get the best
facilities and resources
They do not get enough
time to complete their work
Guess why?:
5. Arriving at the problem statement
5
Issue: In the XXX Refinery, a majority of
the G shift employees dissatisfied with
their work load
They are not efficient
individuals
They do not get the best
facilities and resources
They do not get enough
time to complete their work
Guess why?:
6. Arriving at the problem statement
6
Issue: In the XXX Refinery, a majority of
the G shift employees dissatisfied with
their work load
They are not efficient
individuals
They do not get the best
facilities and resources
They do not get enough
time to complete their work
Guess why?:
7. Arriving at the problem statement
7
Issue: In the XXX Refinery, a majority of
the G shift employees dissatisfied with
their work load
The workload is too high
They leave from work early
They start their shift late
daily
Guess why?:
They do not
get enough
time to
complete their
work
8. Arriving at the problem statement
8
Issue: In the XXX Refinery, a majority of
the G shift employees dissatisfied with
their work load
The workload is too high
They leave from work early
They start their shift late
daily
Guess why?:
They do not
get enough
time to
complete their
work
9. Arriving at the problem statement
9
Issue: In the XXX Refinery, a majority of
the G shift employees dissatisfied with
their work load
The workload is too high
They leave from work early
They start their shift late
daily
Guess why?:
They do not
get enough
time to
complete their
work
10. Arriving at the problem statement
10
Issue: In the XXX Refinery, a majority of
the G shift employees dissatisfied with
their work load
The workload is too high
They leave from work early
They start their shift late
daily
Guess why?:
They do not
get enough
time to
complete their
work
11. Arriving at the problem statement
11
Issue: In the XXX Refinery, a majority of
the G shift employees dissatisfied with
their work load
Most employees go to have
breakfast after entry, before
they punch-in at the plant
They leave from work early
They are getting stuck at the
entry gate 5 due to a daily pile
up
Guess why?:
They do not
get enough
time to
complete their
work
They start
their shift late
daily
12. Let us practice this!
12
Why
They start
their shift
late
almost
daily
Why
They do
not enter
the
premises
on time
Why
They are
getting
delayed
at entry
gate 5
Why
There is a
pile-up at
entry
gate 5
during G
shift
Why
Issue: In the XXX Refinery, a majority of
the G shift employees dissatisfied with
their work load
Real Problem: Choked entry
process during ‘G' shift entry at
gate 5
13. Let us practice this!
13
The
employees
do not get
enough time
to complete
their work
Why
They start
their shift
late
almost
daily
Why
They do
not enter
the
premises
on time
Why
They are
getting
delayed
at entry
gate 5
Why
There is a
pile-up at
entry
gate 5
during G
shift
Why
Issue: In the XXX Refinery, a majority of
the G shift employees dissatisfied with
their work load
Real Problem: Choked entry
process during ‘G' shift entry at
gate 5
14. Let us practice this!
14
The
employees
do not get
enough time
to complete
their work
Why
They start
their shift
late
almost
daily
Why
They do
not enter
the
premises
on time
Why
They are
getting
delayed
at entry
gate 5
Why
There is a
pile-up at
entry
gate 5
during G
shift
Why
Issue: In the XXX Refinery, a majority of
the G shift employees dissatisfied with
their work load
Real Problem: Choked entry
process during ‘G' shift entry at
gate 5
15. 15
This was a real-life problem at one of our plants
LACK OF SYSTEMATIC SECURITY CLEARANCE DURING 'G’
SHIFT ENTRY AT GATE 5
Problem
16. A deeper look into the problem
CATEGORY
TIME
(Secs)
4 -
WHEELERS
Employee driven 30
Driver driven 45
Cont staff 85
2-
WHEELERS
Employees 15
Cont staff w/o tiffin : M/C 25
Cont staff with tiffin : M/C 30
Cont staff w/o tiffin : Scooter 35
Cont staff with tiffin : Scooter 45
CYCLES With tiffin 60
W/o tiffin 50
ON FOOT With tiffin 75
W/o tiffin 39
16
0 0 0
65
0 0 5
90
1 4 17
97
10 28
120
61
78
182
329
42
465
605
465
204
0
100
200
300
400
500
600
700
0800-0815 0815-0830 0830-0845 0845-0900
Categories of persons entering per 15 Minutes
Employees 4 Wheel Employees 2 Wheel Contract 4 Wheel
Contract 2 Wheel Cyclists On Foot
Our Problem: LACK OF SYSTEMATIC SECURITY CLEARANCE DURING 'G’ SHIFT ENTRY AT GATE 5
17. What process do you usually follow to identify the root cause of a problem?
Option 1: I use some management framework
Option 2: I do it intuitively
17
Question for You
18. 18
Step 2: Identify Root Causes (Ishikawa approach)
Originating with lean manufacturing and the Toyota
Production System, the 5 M framework believes that
problem can occur in the following 5 major areas,
which make the branches of the fishbone:
• Man / mind power (physical or knowledge)
• Machine (equipment, technology)
• Material (includes raw material and information)
• Method (process)
• Measurement / medium (inspection, environment)
However, you can add further parameters to
increase the no. of branches in your
Fishbone Diagram
19. Practicing Fishbone (Ishikawa) Framework
19
Choked entry process
during ‘G' shift entry at
gate 5
Methods Man
Facilities
Environment
Limited Space
Limited
Automation
Number of
Vehicles
Number of
Employees Entering
Non-Prioritized
Vehicles
Attrition
among Guards
Underutilized Guards at
Exit Gate
Skill of
persons
Different
categories
Scrap vehicles
Garbage lifting
vehicles
More cars in a
limited area
Material carrying
vehicles
New guard’s
limited
understanding
of process
Professional
competence
Limited entry
lanes
Lots of paperwork
Manual frisking is
effort intensive
Security risk of
missing details
Our Problem: Choked entry process during ‘G' shift entry at gate 5
Rotation of
persons
Different
duties at material
gates
personnel gates
Series of
security checks
Inconsistent
Security Checks
Manual System Time Spent
Frisking
Subjectivity
Physical Fatigue
Errors
Note-taking
Peak time for
labour entry
Lack of
adequate no.
of guards
20. 20
Let’s Generate Some Options
Variety of Traffic
Overcrowding
Limited Entry Lanes
Lack of enough guards
Under-utilisation of guards at Exit Gate
Complex Process
Re-route entry of employees to other gates
Restrict Entry time for contract staff
Provide free meals inside the plant
Increase the no. of security staff
Reduce the no. of steps in security check
Use of exit lanes for entry
Root Causes Possible Options
1000
21. 21
Step 3: Evaluate Option
Criteria
Description
Weight out of 100
Minimum Desired Score (/10)
1
2
Options Matrix Tool
Other commonly used methods: Decision Tree Trade Off Analysis
Pareto Analysis
22. 22
Lets try the Options Matrix Tool to our Problem at Gate 5
Criteria
Description
Weight out of 100
Minimum Desired Score (/10)
1
2
3
4
5
6
? ? ?
Re-route entry of employees to other gates
Restrict Entry time for contract staff
Provide free meals inside the plant
Increase the no. of security staff
Reduce the no. of steps in security check
Assuming these are the options you are considering. On what parameters will you prioritise them?
Use of exit lanes for entry
23. 23
A possible Option Matrix
Criteria Final
Score
Description Cost
Ease of
Implementation
Security
Weight out of 100 30 30 40
Minimum Desired Score (/10) 7 7 10
1 9 8 10 9.1
2 7 7 10 8.2
3 5 5 10 7
4 7 9 10 8.8
5 10 10 8 9.2
6 10 9 10 9.7
Re-route entry of employees to other gates
Restrict Entry time for contract staff
Provide free meals inside the plant
Increase the no. of security staff
Reduce the no. of steps in security check
Use of exit lanes for entry
24. Step 4: Implement and Evaluate
24
Detail the
Solution
Mitigate Risks
& Resistance
Run Pilot,
Measure
Results and
Modify
Run at Scale,
Monitor &
Report
25. What was actually done for our problem?
25
WHAT:
• Even dispersion of vehicular traffic into four lanes.
• Better security checks by staggering of mix volume of personnel & vehicles on double the area.
• Faster security clearance.
• Effective use of security guards at exit gates.
• Better traffic management.
• Reduction of one contract guard.
HOW:
• Use of half portion of ‘EXIT’ Gate’ for entry of employee driven four wheelers & all two wheelers.
• Provisioning of two lanes for on foot personnel in place of one lane.
• Provisioning of two lanes for cyclists in place of one lane.
• Driver driven employees four wheelers & contractor four wheelers entry in two lanes through ‘IN’ gate
• Separate tiffin checking guard for cyclists at the starting point of ‘cyclists lanes’.
• Separate tiffin checking guard for ‘on foot personnel’ at the starting point of on ‘foot lanes’.
• Removal of traffic guard by use of ‘traffic guidance boards’.
26. What were the Risks and Resistance planned for?
26
Counter Measures
Probable Resistance
Sr. No. Action Plan
01 Preparation of boards indicating type of lane for different categories of personnel / vehicles
02 Training of contract guards about changed entry system.
03 Briefing scrap vendors to bring their vehicles on issuance of sale order.
• Communication of changed entry pattern to users.
• Change over from long established entry system to a new system.
• Adaptability of security personnel to shuffle contract guards from one lane to another as per changed work-
load.
27. 27
6 7 7
10
12 11
0
2
5
0
2
0
0
10
20
30
40
50
60
70
E4W EDW C4W E2WL C2M+T C2M-T C2S+T C2S-T Cy+T Cy-T F+T F-T
30/20
45/35
85/60
15/13
25/18
30/23
45/30 35/29
60/40
50/25
75/35
39/25
Entry
Time
(Seconds)
Lane
Criss-
Cross
(Numbers)
ABBREVIATIONS
E : Employees
C : Contractor
D : Driver
T : Tiffin
W : Wheeler
M : Motor-Cycle
S : Scooter
Cy : Cycle
F : Foot
+ : With
- : Without
Here are the results of the Pilot Conducted?
• The time taken to process employees entering on foot and cycle with tiffin was reduced
to more half. Without tiffin, saw 33% decrease.
• All other categories saw significant decrease in processing time.
28. 28
Final Question for You
The case discussed was an award winning
intervention applied at one of RIL plants.
Can you guess the location?
29. 29
Critical Thinking Tips for Leaders
Manage ambiguity
you need to get
comfortable with
operating in an
environment where
change is constant and
rapid decisions are
required.
Be aware of your
biases
Awareness of your biases
can help you avoid error
in judgement and help
you remain objective
Question
Assumptions
Do not assume. Look to
find the what and
the why behind every
proposition
Adopt different
perspectives
Look at scenarios from
different lenses.
Leverage diversity in
your team for different
insights
See potential
see opportunities where
others see obstacles. Be
creative in your problem
solving approach.
The difference between 5-why and Fishbone analysis is that 5 Why helps you zoom in on the an issue to identify the underlying problem while Fishbone Analysis allows you to zoom out and look at all factors causing that problem.
Pareto analysis is used to record and analyse the data relating to a problem and highlighting the most significant areas, inputs or issues
Pareto principle helps to focus on the 20% of things that matter and produce 80% of the results
https://scholarship.sha.cornell.edu/cgi/viewcontent.cgi?article=1023&context=chrtools#:~:text=The%20options%20matrix%20tool%20(OMT)%20is%20a%20spreadsheet%2Dbased,of%20alternatives%20or%20strategic%20options.&text=The%20most%20desirable%20option%20is,an%20evaluation%20of%20each%20option.
20% of the employees contribute to 80% of the problems
20% of costumers/ products generate 80% of the revenues
20% of the population holds 80% of the wealth
20% of the clothes in our closet are worn 80% of the time