Project Storyboard: Reducing Cycle Time for Bid Tab Creationby 33%GoLeanSixSigma.com
Think it's impossible to make a significant change in government? Well, it's not easy, but GoLeanSixSigmna.com Black Belt Pamela Kuehling made a real difference from the inside. She overturned countless "honest wrong beliefs" with facts and data by modeling the Lean Six Sigma approach in her work and won over the doubters.
Initially the overall procurement process was the focus, but when that proved to be too big, she scoped it down to a more manageable project that can now be the basis for an expanded improvement. Her improvement was meaningful, but a bigger victory was in bringing critical and logical thinking into an environment often impacted by less scientific influences!
This is Six Sigma Project sample for manufacturing company. This is helpful for green belt & black belt level projects. for more information, visit www.niqcgroup.com or www.niqcsixsigmatraining.com
Service revamp lean six sigma black belt projectSumit K Jha
Project- Service revamp
Type- Lean Six Sigma Black Belt Project
Outline- To improve the entire process of getting purchase orders, purchasing, manufacturing, warehousing and installation
Tools/Framework- Six Sigma concepts such as SIPOC, fish bone analysis, control charts and hypothesis testing; statistical tools, Microsoft Dynamic AX
Role- Project manager
Outcome- The successful completion of the project yielded in cost savings of INR 1.61 crores
It was really excited to run my First Lean Six Sigma Black Belt Project in my factory . And during the project im really great full to my honorable management . Now im posting this project for the audience of this site .
Project Storyboard: Reducing Cycle Time for Bid Tab Creationby 33%GoLeanSixSigma.com
Think it's impossible to make a significant change in government? Well, it's not easy, but GoLeanSixSigmna.com Black Belt Pamela Kuehling made a real difference from the inside. She overturned countless "honest wrong beliefs" with facts and data by modeling the Lean Six Sigma approach in her work and won over the doubters.
Initially the overall procurement process was the focus, but when that proved to be too big, she scoped it down to a more manageable project that can now be the basis for an expanded improvement. Her improvement was meaningful, but a bigger victory was in bringing critical and logical thinking into an environment often impacted by less scientific influences!
This is Six Sigma Project sample for manufacturing company. This is helpful for green belt & black belt level projects. for more information, visit www.niqcgroup.com or www.niqcsixsigmatraining.com
Service revamp lean six sigma black belt projectSumit K Jha
Project- Service revamp
Type- Lean Six Sigma Black Belt Project
Outline- To improve the entire process of getting purchase orders, purchasing, manufacturing, warehousing and installation
Tools/Framework- Six Sigma concepts such as SIPOC, fish bone analysis, control charts and hypothesis testing; statistical tools, Microsoft Dynamic AX
Role- Project manager
Outcome- The successful completion of the project yielded in cost savings of INR 1.61 crores
It was really excited to run my First Lean Six Sigma Black Belt Project in my factory . And during the project im really great full to my honorable management . Now im posting this project for the audience of this site .
PROJECT STORYBOARD: Reducing Purchase Order Lead Time by 33% Using Lean Six S...GoLeanSixSigma.com
Green Belt Project Storyboard: Reducing Purchase Order Lead Time by 33% Using Lean Six Sigma
George Wong's Green Belt Project Storyboard involved a cycle time reduction process dealing with purchase order creation. The goal was to reduce the time to create and deliver a purchase order to a supplier from 3 days to 2 days, while also reducing the time to enter quotation information from 5 hours to 4 hours. These goals were successfully met in less than two months.
Process analysis revealed substantial non-value-added activities, especially for approvals. There were six potential root causes identified, two of which were confirmed by data, while the other were refuted. These validated root causes led to elimination of two approvals and revision of the process to allow multiple parallel inputs, improving overall flow.
A monitoring plan was established to track cycle times and respond if they become excessive. The improvements in this process can potentially be applied to other locations throughout the world.
https://goleansixsigma.com/reducing-purchase-order-lead-time-33-using-lean-six-sigma/
Achieving Built-in-Quality: Actions and ImplementationApril Bright
Built-In-Quality is achieved through the use and implementation of lean manufacturing principles. Dr. Joseph M. Juran, a pioneer in modern quality management principles, created the Juran Trilogy. The Juran Trilogy focuses on long-term quality improvement through quality planning, quality control and continuous improvement. This presentation will focus on how effectively applying the Juran Trilogy can help an organization achieve the objective of Built-In-Quality.
PROJECT STORYBOARD: Reducing Cycle Time for Natural Disaster Response by 50%GoLeanSixSigma.com
The Federal Emergency Management Agency (FEMA) came under considerable criticism after hurricane Katrina for its slow response. GoLeanSixSigma.com Green Belt Charles White really dug into FEMA's processes and identified opportunities to make significant improvement with some common sense changes to material handling and loading.
At the time of publication FEMA has been responding to the aftermath of hurricane Florence, so the results are not in, but Charles' work looks very promising. We look forward to updating this after the Florence data has been processed.
six sigma DMAIC approach for reducing quality defects of camshaft binding pro...Niranjana B
Data collection for 11 months revealed that 26% of the defects are due to improper camshaft binding. The six sigma approach involves DMAIC approach with statistical tools involved in each stage. The main root are identified and improvements are implemented. The quality is improved by reducing the number of defects
Lean, Six Sigma, ToC using DMAIC - Measure phase Simon Misiewicz
This presentation guides you through the DMAIC methodology that encompasses Lean, Six Sigma and ToC initiatives. The Measure phase guides you through the detailed process mapping of the SIPOC diagram to Swim Lanes, spaghetti diagrams that focus on time, cost and quality. The presentation guides you though the statistics element of data sampling and to understand the theory of constraints. The presentation also discusses the use of Pareto charts to identify the key issues within a process. – Optimise-GB (Creating Operational Efficiencies)
The Lean Kanban Systems Training Module v2.0 includes:
1. MS PowerPoint Presentation including 83 slides covering an Introduction to Lean Management, Benefits of Lean Kanban Systems, Kanban Size Calculations, Three Types of Kanban Systems - Single Card Kanban - Dual or Machine Card Kanban - In-Process Kanban, and a Step-by-Step Kanban Implementation Process.
Value Stream Mapping: From Tool to Management PracticeTKMG, Inc.
Recorded webinar: http://slidesha.re/1sKe9P7
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/VSMbk
Too many organizations today suffer from silo-centric behavior and intra-organizational conflict. Yet most don’t understand what’s holding them back from achieving outstanding performance.
Value Stream Mapping (VSM), popularized in Mike Rother and John Shook’s landmark book Learning to See, is a highly effective method for improving performance across an organization. However, VSM is commonly misunderstood, misapplied and under-utilized. Properly executed, value stream mapping is much more than an operations design tool. It also results in a more engaged and knowledgeable leadership team; surfaces hidden cultural and organizational issues; and aligns values, resources, goals and priorities.
In this webinar, you’ll learn how to
* Use value stream mapping as an organizational transformation tool
* Properly scope and plan for a value stream mapping activity
* Obtain leadership consensus about the future state design
* Create and execute a highly effective Value Stream Transformation Plan
What is Value Stream Mapping?
History:
What is Value?
What is a Value Stream?
Different things flow through the Stream:
Reason for Mapping & Analysis :
Objectives:
Team Members and Roles in VSM Study Project:
How to create a Value Stream Mapping?:
Value Stream Mapping Process with example
Step 1 - Gather Data and Information:
Step 2 - Create a Current State Map
VSM Study Symbols:
Collecting Data and Time Studies in VSM Study:
Examples of data required in this study:
Process Steps in VSM Study:
Analysis of the Current State Map:
Step 3 – Future State Map & Action Plans:
Creating an Ideal and Future State
Analysis of Future State Map:
Step 4 – Execute the Plan:
Step 5 – Align & Analysis of Current and Future State:
Keys Points for Successful VSM Study:
Mouhcine NAHAL
Recorded webinar: http://slidesha.re/1iJ2ZWu
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/VSMbk
This webinar presents case studies for several client engagements that involved value stream mapping. For each case, you'll learn:
• What the driver was for value stream improvement.
• What the planning process consisted of.
• The discoveries and challenges that surfaced—and the shifts that occurred—during the 3-day activity.
• Transformation results.
During the webinar, Karen also answers participant questions about facilitation, transformation plan ownership, team composition, going to the Gemba, and collecting data that's not easily measured.
PROJECT STORYBOARD: Reducing Purchase Order Lead Time by 33% Using Lean Six S...GoLeanSixSigma.com
Green Belt Project Storyboard: Reducing Purchase Order Lead Time by 33% Using Lean Six Sigma
George Wong's Green Belt Project Storyboard involved a cycle time reduction process dealing with purchase order creation. The goal was to reduce the time to create and deliver a purchase order to a supplier from 3 days to 2 days, while also reducing the time to enter quotation information from 5 hours to 4 hours. These goals were successfully met in less than two months.
Process analysis revealed substantial non-value-added activities, especially for approvals. There were six potential root causes identified, two of which were confirmed by data, while the other were refuted. These validated root causes led to elimination of two approvals and revision of the process to allow multiple parallel inputs, improving overall flow.
A monitoring plan was established to track cycle times and respond if they become excessive. The improvements in this process can potentially be applied to other locations throughout the world.
https://goleansixsigma.com/reducing-purchase-order-lead-time-33-using-lean-six-sigma/
Achieving Built-in-Quality: Actions and ImplementationApril Bright
Built-In-Quality is achieved through the use and implementation of lean manufacturing principles. Dr. Joseph M. Juran, a pioneer in modern quality management principles, created the Juran Trilogy. The Juran Trilogy focuses on long-term quality improvement through quality planning, quality control and continuous improvement. This presentation will focus on how effectively applying the Juran Trilogy can help an organization achieve the objective of Built-In-Quality.
PROJECT STORYBOARD: Reducing Cycle Time for Natural Disaster Response by 50%GoLeanSixSigma.com
The Federal Emergency Management Agency (FEMA) came under considerable criticism after hurricane Katrina for its slow response. GoLeanSixSigma.com Green Belt Charles White really dug into FEMA's processes and identified opportunities to make significant improvement with some common sense changes to material handling and loading.
At the time of publication FEMA has been responding to the aftermath of hurricane Florence, so the results are not in, but Charles' work looks very promising. We look forward to updating this after the Florence data has been processed.
six sigma DMAIC approach for reducing quality defects of camshaft binding pro...Niranjana B
Data collection for 11 months revealed that 26% of the defects are due to improper camshaft binding. The six sigma approach involves DMAIC approach with statistical tools involved in each stage. The main root are identified and improvements are implemented. The quality is improved by reducing the number of defects
Lean, Six Sigma, ToC using DMAIC - Measure phase Simon Misiewicz
This presentation guides you through the DMAIC methodology that encompasses Lean, Six Sigma and ToC initiatives. The Measure phase guides you through the detailed process mapping of the SIPOC diagram to Swim Lanes, spaghetti diagrams that focus on time, cost and quality. The presentation guides you though the statistics element of data sampling and to understand the theory of constraints. The presentation also discusses the use of Pareto charts to identify the key issues within a process. – Optimise-GB (Creating Operational Efficiencies)
The Lean Kanban Systems Training Module v2.0 includes:
1. MS PowerPoint Presentation including 83 slides covering an Introduction to Lean Management, Benefits of Lean Kanban Systems, Kanban Size Calculations, Three Types of Kanban Systems - Single Card Kanban - Dual or Machine Card Kanban - In-Process Kanban, and a Step-by-Step Kanban Implementation Process.
Value Stream Mapping: From Tool to Management PracticeTKMG, Inc.
Recorded webinar: http://slidesha.re/1sKe9P7
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/VSMbk
Too many organizations today suffer from silo-centric behavior and intra-organizational conflict. Yet most don’t understand what’s holding them back from achieving outstanding performance.
Value Stream Mapping (VSM), popularized in Mike Rother and John Shook’s landmark book Learning to See, is a highly effective method for improving performance across an organization. However, VSM is commonly misunderstood, misapplied and under-utilized. Properly executed, value stream mapping is much more than an operations design tool. It also results in a more engaged and knowledgeable leadership team; surfaces hidden cultural and organizational issues; and aligns values, resources, goals and priorities.
In this webinar, you’ll learn how to
* Use value stream mapping as an organizational transformation tool
* Properly scope and plan for a value stream mapping activity
* Obtain leadership consensus about the future state design
* Create and execute a highly effective Value Stream Transformation Plan
What is Value Stream Mapping?
History:
What is Value?
What is a Value Stream?
Different things flow through the Stream:
Reason for Mapping & Analysis :
Objectives:
Team Members and Roles in VSM Study Project:
How to create a Value Stream Mapping?:
Value Stream Mapping Process with example
Step 1 - Gather Data and Information:
Step 2 - Create a Current State Map
VSM Study Symbols:
Collecting Data and Time Studies in VSM Study:
Examples of data required in this study:
Process Steps in VSM Study:
Analysis of the Current State Map:
Step 3 – Future State Map & Action Plans:
Creating an Ideal and Future State
Analysis of Future State Map:
Step 4 – Execute the Plan:
Step 5 – Align & Analysis of Current and Future State:
Keys Points for Successful VSM Study:
Mouhcine NAHAL
Recorded webinar: http://slidesha.re/1iJ2ZWu
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/VSMbk
This webinar presents case studies for several client engagements that involved value stream mapping. For each case, you'll learn:
• What the driver was for value stream improvement.
• What the planning process consisted of.
• The discoveries and challenges that surfaced—and the shifts that occurred—during the 3-day activity.
• Transformation results.
During the webinar, Karen also answers participant questions about facilitation, transformation plan ownership, team composition, going to the Gemba, and collecting data that's not easily measured.
How The City of San Antonio Increased Payments For Street Maintenance Using L...GoLeanSixSigma.com
Lean Six Sigma helps improve both the private and the public sector. In this real-world application of Lean Six Sigma, Jessica Shirley- Saenz, Project Control Manager for the City of San Antonio (TX) increases payments for street maintenance using the DMAIC methodology.
Quick reference guide for Six Sigma Green belts doing their first projects.
Clears some confusión about which tool to use and when.
Guides along the Six Sigma way of thinking for discovery and sustainability.
SUCCESS STORY: Streamlining the Architectural, Engineering and Professional (...GoLeanSixSigma.com
King County successfully creates internal partnerships to streamline procurement processes between agencies. Watch this 30 minute project presentation webinar featuring Kara Cuzzetto, a Continuous Improvement Manager. She talks about a successful project and how Wastewater Treatment Division and the Financial Business Operations Division helped to reduce lead time in Procurement efforts.
Find more Lean Six Sigma Success Stories at goleansixsigma.com/success.
Happy Improving!
SUCCESS STORY: King County Walks The Talk With Chris FrancoGoLeanSixSigma.com
Chris Franco shares how he and his team at King County (State of Washington) improved a process by reducing its cycle time from 22 hours (9 steps) to just 8 hours (4 steps) by conducting a process walk.
Find more Lean Six Sigma Success Stories at goleansixsigma.com/success.
Happy Improving!
In this 1-hour webinar you’ll learn how to select the right improvement project which will help you set yourself up for success. We’ll cover best practices, challenges you may face and a walk-through of how to use a Project Selection Tool.
Download the slides and more at: https://goleansixsigma.com/webinar-select-right-improvement-project/
Start your free Yellow Belt Training at: http://www.goleansixsigma.com/free-lean-six-sigma-training/
Watch our 1-hour foundational webinar below and you’ll learn how to begin applying Lean right away. You’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts can improve and transform your operation.
You can find the rest of the webinar materials and questions from the webinar here:
https://goleansixsigma.com/webinar-introduction-to-lean/
Harnessing The Power of 5S and Visual Management with GoLeanSixSigma.comGoLeanSixSigma.com
Watch this free 1-hour webinar, and you’ll learn how to use powerful visual management tools to promote positive change in your organization.
You can find the rest of the webinar materials and questions from the webinar here: https://goleansixsigma.com/webinar-harness-power-5s-visual-management/
In this presentation we answer the question, "Why do we need hypothesis tests in process improvement?" Then we walk you through a real, live hypothesis test direct from the Bahama Bistro!
You can find the rest of the webinar materials and questions from the webinar here:
https://goleansixsigma.com/webinar-set-run-hypothesis-tests/
How To Facilitate a Process Improvement Team to Success with GoLeanSixSigma.comGoLeanSixSigma.com
During this free 1-hour webinar, you’ll learn how to lead and facilitate Lean Six Sigma teams towards success.
Get more from this webinar including expert answers and tools referenced here: https://goleansixsigma.com/webinar-facilitate-process-improvement-team-success/
In this presentation you will find out what it takes to rollout process improvement in your own organization and how to get it right the first time.
You can find the rest of the webinar materials and questions from the webinar here: https://goleansixsigma.com/webinar-rollout-lean-six-sigma-training/
How to Create a Strategic Plan for a Lean Six Sigma Program OfficeGoLeanSixSigma.com
In this presentation you will find out how a Lean Six Sigma Program Office can develop a solid plan for next year's success and beyond.
You can find the rest of the webinar materials and questions from the webinar here: https://goleansixsigma.com/webinar-rollout-lean-six-sigma-training/
During this 1-hour webinar recording, you will receive a basic introduction to what Lean Six Sigma is, why organizations implement it and how to get started.
You can find the rest of the webinar materials and questions from the webinar here: https://goleansixsigma.com/webinar-introduction-lean-six-sigma/
5S is a workplace organization technique composed for five primary phases: Sort, Set In Order, Shine, Standardize, and Sustain.
Sort – Keep only necessary items in the workplace.
Set In Order – Arrange items to promote efficient work flow.
Shine – Clean the work area so it is neat and tidy.
Standardize – Set standards for a consistently organized workplace.
Sustain – Maintain and review standards.
https://goleansixsigma.com/5s-infographic/
SUCCESS STORY: Improving Position Eligibility by Identifying & Eliminating Wa...GoLeanSixSigma.com
King County Retirement & Benefit Services is paving the way for process improvement in Government. Watch this 30 minute Project Presentation Webinar to learn how Kimberly Fleming is identifying and eliminating waste in a process to deliver more value – faster!
Find more Lean Six Sigma Success Stories at goleansixsigma.com/success.
Happy Improving!
Provides an introduction to Lean Management and its application along with video links. The slide also details the improvement cycle with Value added, non-value added and waste in any activity or process. This slide focuses on the time and motion study and how to observe the process. This helps identify process time and determine if the process is value-added. Helps anyone who wants an idea on starting process analysis and continuous improvement in office and factory environments to reduce waste and get cost-effectiveness. Provides an overview of the lean tools and some videos to expand the basic knowledge. Provides a link for the file download for direct observation.
Links for the video & Files
https://www.youtube.com/watch?v=wfsRAZUnonI
https://www.youtube.com/watch?v=yZvsqm4Jok8
https://files.fm/f/2uhf7y8er
https://www.youtube.com/watch?v=PHOppLiEG0o
https://www.youtube.com/watch?v=jmTOuHxc4nE
https://www.youtube.com/watch?v=yOLfe37gq4g
Value Stream Mapping is a key component of Value Stream Management – the process by which Lean concepts and tools are utilized to minimize waste and promote one piece flow pulled by customer demand through the entire operation.
Anoushiravan Ghamsari, known as Anoush Ghamsari is a brilliant architect, the way he uses his creativity to create phenomenal concepts is beyond this world.
Webinar: Process Improvement in Government Using Lean Six SigmaGoLeanSixSigma.com
Have you struggled to bring Continuous Improvement into the public sector? Lean Six Sigma projects are strategic financial assets, but we don’t often talk about them that way in government. Completing a steady stream of high-impact Lean Six Sigma projects helps government organizations create a steady stream of savings benefiting everyone. Join us for a 1-hour webinar as we walk you through the steps of creating a “Money Machine” within your organization.
Learning Objectives:
At the end of this webinar, participants will be able to:
- Identify current challenges to successful Continuous Improvement within government
- Describe how to drive continuous savings
- Explain how the Lean Six Sigma Project approach—Money Machine—addresses the current challenges
- List the elements needed to maintain a Lean Six Sigma project approach to continuous savings
- Outline how to build a Money Machine in a government organization
Agenda:
- The Challenge: Accelerating quality and savings
- The Current Situation: Challenges of Lean Six Sigma in government vs business
- A Solution: Lean Six Sigma Project Approach—Projects as strategic financial assets
- Implementation: Building continuous savings—Money Machine
- How to Get Started
- Questions and Answers
Webinar: How to Create Predictable Cash Flow With Lean Six Sigma ProjectsGoLeanSixSigma.com
How do you describe the value of Lean Six Sigma projects? They are more tangible than receivables so clarifying their worth helps organizations plan for growth.
This webinar will discuss a proven strategy to create predictable cash flow from Lean Six Sigma projects. It will demonstrate how to build a project pipeline and engage a team of Black Belts to harness the full power of Lean Six Sigma.
Webinar: How Soldiers Receive 100% Funding for Lean Six Sigma CertificationGoLeanSixSigma.com
Are you an active member of the US Army? Do you want to learn a proven methodology for solving complex problems? Do you want to be equipped for life after the military? Our Lean Six Sigma courses will teach you practical problem-solving skills that will benefit you both in and out of the Army.
You’ll also become more attractive to future employers since Green Belt and Black Belt Training & Certification is a highly desired certification in both the public and private sector! In this webinar, we’ll review the benefits of Lean Six Sigma for members of the Army and how to utilize your Army Credentialing Assistance to receive 100% funding for your courses.
Webinar: 10 Tips for a Standout Lean Six Sigma Green Belt ProjectGoLeanSixSigma.com
Do you ever run into trouble with your Green Belt project? Do you wish someone had given you a heads up? After training and certifying hundreds of Lean Six Sigma Green Belts, retired UC San Diego and San Diego State instructor Jerry M. Wright, PE, MBA has seen what works and what doesn’t.
There is a clear distinction between successful projects and those that are lacking and Jerry has seen the trend repeat for decades. To help you avoid these traps, Jerry will cover the 10 most important tips to achieving a “right-first-time” Green Belt project. He will highlight crucial advice throughout each phase of the DMAIC method (Define, Measure, Analyze, Improve, Control). Come join us as Jerry lets us in on how to avoid the pesky pitfalls that can derail a project.
Webinar: How Army Soldiers Can Advance Their Careers With Green Belt Training...GoLeanSixSigma.com
If you’re in the Army, getting your Lean Six Sigma Green Belt Certification is the perfect way to advance your career.
Join our live webinar and you’ll get to connect with Active Duty Military Members, Veterans and Lean Six Sigma Experts to learn:
- What Lean Six Sigma is and why employers are searching for this skill
- How Lean Six Sigma gives you skills to advance your career
- How to get 100% funding for your Green Belt + Black Belt
Webinar: Going Remote - How Process Improvement Teams Collaborate VirtuallyGoLeanSixSigma.com
Ever since the outbreak of COVID-19, those of us in Continuous Improvement roles have had to rethink how we can continue on our improvement journey. For many of us, team collaboration in the same physical space has proven to be a very effective way to engage employees, surface problems, collaborate on the design of countermeasures, and drive buy-in. But in this new environment of physical distancing and remote workers, gathering all the parties in the same room is not an option for many organizations.
In this webinar, you’ll learn—and see examples of—how teams have effectively used Zoom in conjunction with Miro (a collaborative, virtual, workspace app) to drive participant engagement in activities such as Hoshin Kanri and Rapid Improvement (Kaizen) Events.
Attend this webinar and you’ll learn:
- What are the different types of team events & how they differ from each other (Kaizen / Rapid Improvement Events; Rapid Planning Events; Value Stream Mapping; Hoshin Kanri)
- What adjustments have been made in planning and facilitating these events during the pandemic
- How to use online collaborative tools to facilitate events with remote teams
- What are the benefits of online collaborative tools
- Q&A
Webinar: Remote Learning - How to Successfully Switch Lean Six Sigma Training...GoLeanSixSigma.com
Did the pandemic force you to re-think your Lean Six Sigma training approach? Are you interested in adapting to a virtual approach without losing effectiveness? Do you want to increase your rate of real-world application and get better process improvement results?
Then this webinar is for you! We’ll provide insights on how to successfully transition to a “Remote Learning” model by incorporating independent study, instructor-led training sessions and maximizing engagement.
Webinar: How Tax Preparers & Accountants Can Increase Their Profitability Usi...GoLeanSixSigma.com
Tax return preparation is increasingly becoming a commodity. Automation can help reduce the level of manual work required for return preparation, but if you automate a “bad process” you still won’t see an increase in profitability or improved client service.
Tax practices should apply Lean Six Sigma (LSS) before automating their tax workflows to optimize processes and automation, while still remaining in compliance with professional standards.
Attend this webinar and you’ll learn how to:
- Apply Lean Six Sigma to tax workflow
- Combine tax automation with value pricing
- Increase your practice’s profitability
Webinar: Remote Learning - How to Brainstorm Lean Six Sigma Improvement IdeasGoLeanSixSigma.com
Group Brainstorming has been debunked by countless studies, but including others in problem solving is essential. How do we address this paradox?
The science supports a completely different, and much better approach to coming up with solutions. Join us for this 1-hour webinar where we walk you through a new way to get more ideas, better solutions and essential group engagement in a remote world.
Webinar: How to Facilitate Successful Virtual Kaizen EventsGoLeanSixSigma.com
Given the challenge of the pandemic, organizations are seeking guidance on how to successfully conduct virtual Lean Six Sigma Kaizen Events. Social distancing can coexist with Continuous Improvement. We’re already doing it!
Our guest panelists have offered to share their recent experiences with navigating the new normal:
- Antonio Nava, UC San Diego
- Jaime Parker, Process Plus Results
- Jared Thatcher, Port of Seattle
Join us for this one-hour webinar to learn the best practices and avoid the pitfalls for conducting virtual Kaizen (Rapid Improvement) Events.
Webinar: Online Green Belt Workshop Information SessionGoLeanSixSigma.com
Want to enroll in our Online Green Belt Workshop, but still have questions? Ask the instructors! Join our Chief Innovation Officer, Tracy O’Rourke, and our Chief Learning Experience Officer, Elisabeth Swan, for a live 1-hour session and get the answers you need. Come and talk to our Master Black Belts about the Online Green Belt Workshop kicking off June 30th.
Want to get your Green Belt, but still have questions? Ask our CEO, Karlo Tanjuakio, and Chief Innovation Officer, Tracy O’Rourke, in a live 1-hour session and get the answers you need!
Agenda:
- What is Lean Six Sigma?
- What do Green Belts do and why are they so valuable?
- What should you look for in a training & certification provider?
Webinar: Going Virtual - How to Coach Problem Solvers on A3sGoLeanSixSigma.com
The A3 is a critical leadership tool to develop the analytical thinking and problem-solving muscles of employees. If leaders turn A3s into a critical part of the remote development process, problem solvers will follow suit.
Using A3s provides essential structure during virtual coaching sessions to build the employees' ability to properly think through process issues. Join us for this 1-hour webinar to learn how A3s can help leaders build armies of problem solvers.
Webinar: How to Manage Your Project to Completion Using the Project BuilderGoLeanSixSigma.com
Improving a process takes time and organization, but what if your project path was laid out for you? What if all the templates and examples were at your fingertips so you could focus your efforts on collecting data and digging to root cause?
That's the secret of the Project Builder. All the key tools and templates combined into one along with a progress tracker. It's a great guide and good way to share your hard work with colleagues and leadership. It's the ultimate all-in-one answer to Continuous Improvement!
https://goleansixsigma.com/webinar-how-to-manage-your-project-to-completion-using-the-project-builder/
Webinar: DMAIC: Common Challenges & How to Overcome ThemGoLeanSixSigma.com
Did you hit a few DMAIC speed bumps on your first test-drive? Did the journey sound easier than it turned out to be? We learn best from our mistakes, but sometimes it helps to get a little roadside assistance. Join us for an hour-long reflection on what can go wrong and how to avoid it on your next DMAIC road trip.
https://goleansixsigma.com/what-is-lean-six-sigma/
https://goleansixsigma.com/lean-six-sigma-online-training-certification-pricing/
https://goleansixsigma.com/
WEBINAR: How to Deploy Lean Six Sigma in Your OrganizationGoLeanSixSigma.com
Are your Lean Six Sigma efforts stale? Is your organization finally pulling the trigger on Continuous Improvement implementation? Learn how to jumpstart your Lean Six Sigma efforts and get your organization on the right foot by joining our 1-hour Leadership webinar on deploying Continuous Improvement with Lean Six Sigma!
https://goleansixsigma.com/online-lean-six-sigma-green-belt-training/
https://goleansixsigma.com/ggm/
Improving processes is a just a piece of Process Management. Process Management is strategic work to help organizations identify value streams and core processes, align them to strategic goals and objectives, and measure what customers care about and prioritize improvement work to make the organization better. This 1-hour Introductory Webinar will help you understand what is involved in Process Management, besides process improvement, and how it can help organizations deliver better products and services.
Learning Objectives:
- Explain Process Management
- Describe some of the benefits of Process Management
- Outline the key components of Process Management
Agenda:
In this 1-hour Introductory Webinar we will cover:
- What Process Management is
- Why Process Management is important
- How it helps organizations deliver better products and services
- A basic understanding of the components of Process Management
The Fishbone (aka Cause & Effect or Ishikawa) Diagram is a seemingly simple method of conducting structured brainstorming around the root cause of a process problem. So why is it so hard to get it right? In this 1-hour Introductory Webinar we'll walk through some classic ways to build a Fishbone Diagram, we'll show you some of the common missteps and we'll provide examples of what they look like when they're properly executed. Join us for a guided tour of the Fishbone!
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How A Single Black Belt Project Jump Starts a Successful Lean Six Sigma Effort
1. Executive Summary
Project Wins
• Improved Bent/Scratched/Damaged Scrap $$$ from average
of $5850/month to $1362/month in Material Handling
Department from August 2015 to December 2015 – over
76% Scrap Reduction – goal was 50%.
• Designed more efficient racks, improved employee cross-
training, established Control Charts/Monitoring Plan to
sustain improvements
• Improved outdated Standard Work Instructions with Visual
Management and identified/implemented simple changes
(spacer/arm covers/shavings/tiedowns) to the process.
• Created new storage area that eliminated 1,527 feet of
wasted Motion/Transportation due to Process Bottleneck.
DMAIC Approach
• Gathered Internal Customer Feedback using Affinity
Analysis
• Identified Root Causes with a Fishbone Diagram
(Ishikawa)
• Used a Process Walk to identify the 8 Wastes
• Used LCS for Rack Design Change/Pilot
• Put Controls in place for sustainment of improvements
Context
• The flawed process was on pace for a 300% increase in
BSD Scrap. Identifying these root causes not only
allowed us to improve the process – but also identify Best
Practices to implement throughout our other facilities
across the U.S. and Canada.
Project Start: 9/7/2015 Project End: 1/27/2016
$4,622.06
$8,114.10
$4,877.85
$4,942.94
$5,653.64
$3,854.11
$6,412.27
$8,327.46
$6,177.00
$4,541.79
$2,252.09
$1,362.02
$0.00
$1,000.00
$2,000.00
$3,000.00
$4,000.00
$5,000.00
$6,000.00
$7,000.00
$8,000.00
$9,000.00
Jan-15 Feb-15 Mar-15 Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15
2015 - B/S/D - MATERIAL HANDLING
SCRAP $$
2. Operational Definitions
• Anodizing (ANO) – chemical coating process that converts metal stock
lengths into a decorative, durable, corrosion-resistant finish
• B/S/D = Bent/Scratched/Damaged Material
• Bent Material – Material bowed in excess of 1/32” for every 4.5” in width
(Max width is 9”)
• Damaged Material – Any combination of Bent/Scratched metal in addition
to any damage that occurs during transit
• Extrusion (EXT) – process where metal logs are pushed through a die to
create objects/shapes of a fixed profile
• Paint (PNT) – process of pre-treating and adding full coats of primer and
desired paint color along conveyor
• Scratched Material – Any length scratch appearing in an exposed area of
metal and/or scratch in excess of 3” in unexposed area of metal
• Exposed Area – Any area of the metal that is on the exterior of the building
or visible through a lite of glass
• Unexposed Area – Any area of the metal that is not visible upon installation
3. Define
• Weighted Criteria Matrix
• Project Charter
• Collect VOC/Internal Customer Feedback (Affinity Analysis)
• VOC Translation Matrix
• High Level Map (SIPOC)
• Process Walk Planning Checklist
• Detailed Process Map (Swimlane)
• Stakeholder Analysis
• Relationship Map
• Communication Plan
• Pose and Answer
5. Project CharterSubtitle
Scrap $$$ for the Material Handling Dept. has risen to
$5850/month in 2015 (January-August) for material
marked as Bent/Scratched/Damaged. The Scrap $$$ in
2014 for the same category was just $2141/month.
While the costs obviously hurt the bottom line, the
inability to push a good quality product in a timely
manner impacts delivery to our Assembly/Glazing
Plants and eventually; runs the risk of missing Customer
Due Dates.
My organization's Strategy for 2015 was
to create a culture of (1) Problem Solving
and (2) Continuous Improvement. With
B/S/D Scrap $$$ projected to jump
almost 300% from 2014 to 2015, this
cross-departmental project is our best
opportunity to reduce scrap costs across
the board while aligning our efforts with
the Organizational Strategy. This project
Problem Statement
Goal Statement
Business Case & Benefits
The goal is to reduce Bent/Scratched/Damaged Scrap
$$$ by 50% from $5850/month to $2925/month by the
end of 4Q/2015.
Timeline
Preliminary Plan:
Timeline Planned
Actual Define
9/28/15 9/27/15
Measure 10/26/15
10/27/15 Analyze
11/16/15 11/19/15
Improve 12/14/15
12/24/15 Control
Scope In/Out
Process : Material Handling Department handles the flow
of all Metal traveling from (1) Extrusion Presses, (2)
Anodizing Lines, (3) Paint Department, (4)
Packing/Shipping. They are the only department that
touches all four areas of our Metal Processing Plant.
Team Members
Team Lead: Jeff (Quality Engineer/Green
Belt) - 25% Team Member 1: Michael
(Process Owner) - 20% Team
Member 2: Dexter M. (Mat.
Handler/Driver) - 15% Team Member
3: Vincent L. (Maintenance) - 15%
Team Member 4: Jaxson P. (Material
Handler) - 15% Team Member 5:
Kevin Y. (Fabrication) - 5%
6. VOC – AFFINITY ANALYSIS
Customers of this Process-driven project are all internal departments
(Extrusion, Anodizing, Paint). The feedback focused on three important factors:
7. VOC Translation Matrix
Customer Comment Gathering More Understanding Customer Requirement
Skipping Visual Checks - bad material being
ignored
Customers want material reviewed at each process
step
Each Dept. (EXT/ANO/PAINT) along with Material
Handling to initial traveler showing QC check
performed
Poorly conditioned (decaying/nails) racks
scratching parts
Customers want better racks to protect parts
(consider re-design)
Remove all decaying/defective racks from
circulation - replace with new
Material arriving out of order, items left waiting, not
rushing jobs that should be
Customers want to receive parts as needed and
have a more organized scheduling system
Daily schedule for flow of Material/Orders - sync
across EXT/ANO/PNT
Parts being stacked on exposed surfaces Customers want parts properly stacked to avoid
scratches and double-handling
All employees to receive training - signoff on
process of stacking parts
Metal spacers in circulation with no (or torn) sleeve
covers
Customers want spacers properly covered to
prevent scratches to material
Metal spacers to have kevlar sleeves
replaced/stapled prior to loading parts
Employees not aware if material can be reworked -
assumed scrap
Customer can prevent serious scrap $$$ by
reworking material
Relocate potential rework to MRB area so Dept
Managers can sign-off/scrap
Voice Of the Customer Translation Matrix
8. SIPOC
S I P O C
Supplier Input Process Output Customer
Extrusion Logs Extrusion Press Metal Stock Lengths Anodizing (Internal)
Anodizing Anoding Tanks
Metal Stock Lengths
anodized (chemical
coating)
Anodized Coating Paint (Internal)
Paint Paintline
Primers - Full Coats of
Paint Applied
Painted Metal Shipping (Internal)
Packing/Shipping Load Trucks
Match Material to
Orders
Finished Goods
General Contractors -
Construction Firms
(6) Relocate potential Rework to MRB area so Dept Managers can sign-off/scrap
Training: (5) All employees to receive training - signoff on process of stacking parts
SIPOC
Extruded thru Dies
(shapes)
Customer Requirements:
Quality: (1) Each Dept (EXT/ANO/PNT) and MH to initial traveler showing QC check
(2) Remove all decaying/defective racks from circulation - replace with new
(3) Metal Spacers have kevlar sleeves replaced/stapled prior to use
OTIF: (4) Daily Schedule for flow of Material/Orders - sync across EXT/ANO/PAINT
9. Process Walk Planning
Activity
Completed
(Yes or No)
Develop a high level map of the process to be “walked” (SIPOC, Spaghetti) Yes
Create a list of all Process Walkers/Interviewers (Jeff, Michael) Yes
Create a list of all Interviewees (Dexter M., Jaxson P., Steven R.) Yes
Create a list of Stakeholders to be invited to the Stakeholder Presentation (Tim J., Paul K., Klay
M., Wes B.)
Yes
Develop a Communication Plan for the event Yes
Create a high level agenda for the Process Walk Yes
Set a tentative date/time for Process Walk Orientation Yes
List tentative dates/times and location for the Process Walk and the Stakeholder Update Yes
List tentative dates/times and location for the Stakeholder Update (last day) Yes
Process Walk Planning Checklist
Notes: *Orientation/Walk/Interviews scheduled for 9/22-9/23/15
11. Stakeholder Analysis
Stakeholder/
Stakeholder
Group
Impact Level Level of Support
Reason for
Resistance or Support
Action(s) to Address
This Stakeholder
Group
Contact
VP-
MANUFACTURING
DECISION AUTHORITY SUPPORTIVE
FINANCIAL BACKING - WILL
HELP CLEAR BARRIERS
UPDATE/NOTIFYIF ANY
PURCHASES OR MATERIAL
NEEDED
TIMJ.
METAL PROC.
MANAGER
IMPACTS NEUTRAL
AWARE OF PROBLEMBUT
UNSURE EMPLOYEES CAN
HANDLE CHANGES
CREATE WORK
INSTRUCTIONS/TRAINING
OPPORTUNITIES EARLYIN THE
PROCESS
KLAYM.
PLANT MGR AFFECTED RESISTANT
AFRAID CHANGES COULD
LEAD TO NON-VALUE ADDED
TIME TO CURRENT PROCESS
USE DATATO SHOW
EXPECTED COST SAVINGS
AND POTENTIAL LOSSES IF
NOT ADDRESSED
WES B.
QUALITYTEAM DECISION AUTHORITY SUPPORTIVE
ANXIOUS TO SHOW PROCESS
IMPROVEMENT TEAMS CAN
ADD VALUE TO THE
ORGANIZATION
CREATE USEFUL
TEMPLATES/DOCUMENT
STRATEGIES - IDENTIFY
GOOD/BAD LESSONS
LEARNED
PAUL K.
Stakeholder Analysis (Advanced) - DEFINE
12. Relationship Map
Project:
Relationship Map
BSD Scrap Reduction Project
Decision Authority
- Tim J. (VP-
Manufacturing)
Impacts Outcome -
Klay M. (Metal
Processing Mgr)
Will Be Affected -
Wes B. (Plant Mgr)
Project
Paul K. (Quality
Dir)
13. Communication Plan
Stakeholder Group Objectives/Actions Desired Message
Delivery
Method/Venue
Timing
Communication Plan
VP - Manufacturing
Metal Processing Mgr
Plant Manager
Quality Team
Communicate any financial
limitations or restrictions -
Support the Project
Have leads/supervisors give
full access to employees and
help with training needs
Enforce countermeasures and
action plans put in place once
root causes identified
Support team members and
encourage other departments
to research future projects
Potential changes to the racks/sleeves
need to be explored for $$$
Email Bi-Weekly
Allow time for Process
Walks/Interviews to allow team to build
knowledge of the current state
1-on-1/Email Weekly (Tues/Thurs)
Assist Process Improvement Activities
in focused areas and review data ($$)
that backs up need for project
Weekly Dept. Meetings Weekly (Tues/Thurs)
Document Activities/Progression
showing value of a culture change
1-on-1 Weekly
14. Pose and Answer
Pose & Answer - Influence Strategy
Questions Answers
What is important about this project? It is a broken/flawed process that impacts all departments of our plant.
Why is this project important to do right now? The Scrap $$$ for BSD is in a freefall and on pace to triple our scrap from 2014 (thru 8 months).
Why is this project more important than other
pressing projects?
Other projects can be handled in a 3-5 day Kaizen blitz - more of a quick fix. This project hits the bottom line more
than others and has cross-functional impacts and best practices that can be gained.
What problems will this project solve? It will identify the root causes for a plant-wide issue - for which currently there are none.
How will this project help your colleagues? It will help specify process improvement activities in focused areas.
How will the project help your manager?
It gives my manager the ammunition (proof) that our Process Improvement Teams can work hand-in-hand with all
departments and add value to the organization.
In what ways does the business gain from this
project?
We will gather the lessons learned to fix the problem and put metrics together to prevent it from getting out of control.
Draft Business Case
What are some positive side effects of doing
this project?
The ultimate value will be the Best Practices created that can be crossed over and implemented throughout our other
facilities across the United States and Canada.
Other?
My goal is to communicate (with proven results) to the shop employees, department managers, and upper level
management that the Lean-Based Culture is something we need to completely adopt.
15. Measure
• Data Collection Planning
• Bent Material (Visual Management)
• Scratched Material (Visual Management)
• Damaged Material (Visual Management)
• Checksheets
• Calculate Sampling Plan
• Measurement Systems Analysis (MSA)
• Baseline Measure Chart
• Process Capability
16. Data Collection Planning
Measure Data Type Operational Definition Stratification Factors Sampling Notes Who and How
BENT MATERIAL DISCRETE
MATERIAL BOWED IN
EXCESS OF 1/32" FOR
EVERY 4.5" IN WIDTH
(MAX WIDTH IS 9")
(1) LOCATION
(EXT/ANO/PAINT)
(2) SHIFT (1st/2nd)
SAMPLE EVERY 10TH
RACK OF FG1101M (25
PIECES PER RACK/3
RACKS MAX) PER SHIFT
EACH DAY FOR 5 DAYS
(10/19-10/23) - 750 TOTAL
PIECES SIMULTANEOUS
FOR BENT, SCRATCHED,
AND DAMAGED
MATERIAL HANDLING
TEAM - 1 RACK EACH AT
EXT/ANO/PAINT - VISUAL
INSPECTION - USE
CHECKSHEET - FOLLOW
MARKED RACKS FROM
EXT TO ANO TO PAINT
SCRATCHED MATERIAL DISCRETE
ANY LENGTH SCRATCH
APPEARING IN AN
EXPOSED AREA OF
METAL AND/OR
SCRATCH IN EXCESS OF
3" IN UNEXPOSED AREA
OF METAL
(1) LOCATION
(EXT/ANO/PAINT)
(2) SHIFT (1st/2nd)
SAMPLE EVERY 10TH
RACK OF FG1101M (25
PIECES PER RACK/3
RACKS MAX) PER SHIFT
EACH DAY FOR 5 DAYS
(10/19-10/23) - 750 TOTAL
PIECES SIMULTANEOUS
FOR BENT, SCRATCHED,
AND DAMAGED
MATERIAL HANDLING
TEAM - 1 RACK EACH AT
EXT/ANO/PAINT - VISUAL
INSPECTION - USE
CHECKSHEET - FOLLOW
MARKED RACKS FROM
EXT TO ANO TO PAINT
DAMAGED MATERIAL DISCRETE
ANY COMBINATION OF
BENT AND SCRATCHED
METAL IN ADDITION TO
ANY DAMAGE THAT
OCCURS DURING
TRANSIT OF MATERIAL
(1) LOCATION
(EXT/ANO/PAINT)
(2) SHIFT (1st/2nd)
SAMPLE EVERY 10TH
RACK OF FG1101M (25
PIECES PER RACK/3
RACKS MAX) PER SHIFT
EACH DAY FOR 5 DAYS
(10/19-10/23) - 750 TOTAL
PIECES SIMULTANEOUS
FOR BENT, SCRATCHED,
AND DAMAGED
MATERIAL HANDLING
TEAM - 1 RACK EACH AT
EXT/ANO/PAINT - VISUAL
INSPECTION - USE
CHECKSHEET - FOLLOW
MARKED RACKS FROM
EXT TO ANO TO PAINT
Data Collection Planning
20. Checksheets
B/S/D METAL CHECK DATE: B/S/D METAL CHECK DATE:
TEAM: PART# TEAM: PART#
SHIFT: LENGTH SHIFT: LENGTH
LOCATION: PIECES: LOCATION: PIECES:
TYPE COUNT QTY/RW COUNT TOTAL TYPE COUNT QTY/RW COUNT TOTAL
Bent Bent
Scratched Scratched
Damage/Transit Damage/Transit
B/S/D METAL CHECK DATE: B/S/D METAL CHECK DATE:
TEAM: PART# TEAM: PART#
SHIFT: LENGTH SHIFT: LENGTH
LOCATION: PIECES: LOCATION: PIECES:
TYPE COUNT QTY/RW COUNT TOTAL TYPE COUNT QTY/RW COUNT TOTAL
Bent Bent
Scratched Scratched
Damage/Transit Damage/Transit
B/S/D METAL CHECK DATE: B/S/D METAL CHECK DATE:
TEAM: PART# TEAM: PART#
SHIFT: LENGTH SHIFT: LENGTH
LOCATION: PIECES: LOCATION: PIECES:
TYPE COUNT QTY/RW COUNT TOTAL TYPE COUNT QTY/RW COUNT TOTAL
Bent Bent
Scratched Scratched
Damage/Transit Damage/Transit
B/S/D METAL CHECK DATE: B/S/D METAL CHECK DATE:
TEAM: PART# TEAM: PART#
SHIFT: LENGTH SHIFT: LENGTH
LOCATION: PIECES: LOCATION: PIECES:
TYPE COUNT QTY/RW COUNT TOTAL TYPE COUNT QTY/RW COUNT TOTAL
Bent Bent
Scratched Scratched
Damage/Transit Damage/Transit
*Mark any impacted piece with a (B) Bent, (S) Scratch, or (D) Damaged in unexposed area of metal
21. Calculate Sampling Plan
• Process Sampling (Live)
• Stratified/Systematic
• Ongoing – every 10th rack
• 50% Estimate of Prop (worst case)
• Stratification Factors
1. Location
2. Shift
Sampling Calculation (Discrete) for Racks of BSD Material - MINITAB
Parameter Proportion
Distribution Binomial
Proportion 0.5
Confidence level 95%
Confidence interval Two-sided
Results
Margin Sample
of Error Size
0.04 623
With a Metal Processing Plant and an unlimited amount of samples at my disposal – I
chose to use the 50% Estimate of Proportion for a Worst-Case Scenario. This gives me
a minimum sampling size of 623 pieces.
22. MSA – Gage R&R (Discrete)
1. Standard/Reference – BSD Material referenced in Data Collection Planning
Operational Definitions (Pg 16)
2. Appraisers/Operators – Dexter M. (1st Shift)/Jaxson P. (2nd shift)
3. Parts – WW400 – 20 total (14 good/6bad) – blind and unbiased (highlights)
4. Trials – Twice for each operator
5. Measurement/Response – 0=Defect, 1=Good
GOOD
DEFECT
23. MSA - ContinuedAttribute Agreement Analysis for ASSESSED RESULT
Date of study: 10/12/2015
Reported by: Jeff Owens
Name of product: WW400
Misc: BB Project - Discrete MSA Analysis
Within Appraisers
Assessment Agreement
Fleiss’ Kappa Statistics
Appraiser Response Kappa SE Kappa Z P(vs > 0)
A 0 0.856631 0.223607 3.83097 0.0001
1 0.856631 0.223607 3.83097 0.0001
B 0 0.687500 0.223607 3.07459 0.0011
1 0.687500 0.223607 3.07459 0.0011
Each Appraiser vs Standard
Assessment Agreement
Fleiss’ Kappa Statistics
Appraiser Response Kappa SE Kappa Z P(vs > 0)
A 0 0.803971 0.158114 5.08476 0.0000
1 0.803971 0.158114 5.08476 0.0000
B 0 0.722250 0.158114 4.56791 0.0000
1 0.722250 0.158114 4.56791 0.0000
Between Appraisers
Assessment Agreement
Fleiss’ Kappa Statistics
Response Kappa SE Kappa Z P(vs > 0)
0 0.825708 0.0912871 9.04518 0.0000
1 0.825708 0.0912871 9.04518 0.0000
All Appraisers vs Standard
Assessment Agreement
Fleiss’ Kappa Statistics
Response Kappa SE Kappa Z P(vs > 0)
0 0.763111 0.111803 6.82547 0.0000
1 0.763111 0.111803 6.82547 0.0000
In regards to the Appraisers vs. Standard – Fleiss’ Kappa
readings remained marginal (between 0.70-0.90)
BA
100
95
90
85
80
75
70
65
Appraiser
Percent
95.0% CI
Percent
BA
100
95
90
85
80
75
70
65
Appraiser
Percent
95.0% CI
Percent
Date of study: 10/12/2015
Reported by: Jeff Owens
Name of product: WW400
Misc: BB Project - Discrete MSA Analysis
Assessment Agreement
Within Appraisers Appraiser vs Standard
24. Baseline Measure Chart
After running the baseline data – projections showed we had
still made no progress towards our goal of reducing scrap to
$2925/month
$2,141.04
$5886.83
$5427.23
$0.00
$1,000.00
$2,000.00
$3,000.00
$4,000.00
$5,000.00
$6,000.00
$7,000.00
2014 Jan-Sept 2015 10/15 Baseline
BSD Monthly Scrap - Material Handling
25. Process Capability
• DPU = # Defects/# Units = 422/750 = 0.56
• DPMO = 422/3000 x 1,000,000 = 140,667 (4 Opportunities)
• Sigma Level = 2.5 (rounded down), 84.1% Yield (158,655)
• Final Yield (Y Final) = # Good Units/# Total Units = 639/750 = 85.2%
• First Pass Yield (YFP) = 750-422 = 328, 328/750 = 44%
• Rolled Throughput Yield (YRTP) – EXT (61%), ANO (88%), PNT (93%)
– .61 x .88 x .93 = 50%
26. Analyze
• 8 Wastes Checksheet
• Fishbone Diagram
• Data for Statistical Testing
• Hypothesis Statement – One Proportion
• Hypothesis Statement – Two Proportion
• Hypothesis Statement – Chi-Square
• Hypothesis Testing Plan Results
27. 8 Wastes Checksheet
Date: 9/23/2015
Waste Definition Examples
Type "High",
"Medium", "Low"
Description of Issues
- Inaccurate applications
- Broken parts
- Missed deadlines
- Extra copies of reports
- Redundant storage (hard & soft)
- "Reply All" on emails
- Waiting for approvals
- Waiting for equipment
- Waiting for large batches
- Employees unable to make decisions
- Employees not fully trained
- Skilled employees doing unskilled tasks
- Hand-offs between functions
- Multiple reviews
- Sending, resending emails
- Stockpiling supplies
- Information piling up for data entry
- Keeping data longer than necessary
- Repetitive key strokes
- Walking between equipment
- Switching applications
- Extra formatting, extra fields
- Extra features, excess detail
- Extra report information
The 8 Wastes Checksheet
M Motion
Any movement by people
that is not of value to the
customer
Material between Extrusion and Anodizing is kept
across street as in Transportation - badly need
storage in these areas
Poor Layout makes Inventory seem worse than it
actually is
Transportation
Unnecessary movement of
materials, information or
equipment
I Inventory
Accumulation of parts,
information, applications,
etc. beyond what is required
by the customer
Only source of storage is across the street and
the racks transporting material are in terrible
shape - too much double-handling
Material Handling throughout EXT/ANO/PNTProcess Area:
D Defects
Information, products and
services that are incomplete
or innacurate
O Overproduction
Making more of something -
making it earlier or faster-
than it's needed
W Waiting
Waiting for information,
equipment, materials, parts
or people
There are a few Value-Enabling steps but overall
not a significant issue
E
Extra-
Processing
Any steps that do not add
value in the eyes of the
customer
Low
High
Low
High
N
Non-Utilized
Talent
Not properly utilizing
people's experience, skills,
knowledge or creativity
T
Defects occurring at every stop (EXT/ANO/PNT)
due to inability to follow work instructions,
inspections, and safely/securely handle material
transfer
Not currently a problem - waiting seems to be as
a result of the bottleneck in the Extrusion Ovens
Mentioned above, cycle time for Extrusion is
higher than Anodize and Paint combined. Work
schedules would be better off altered.
Lack of standard work and cross-training stands
out - changing this could perhaps build more
ownership among the employees
High
Low
High
Medium
30. Hypothesis Statement – One
Proportion Test
According to past performance (2014), BSD Defect Rates were at 7%
for Extrusion/Anodizing/Paint. The team suspects it’s getting worse
due to the conditions of the wooden racks, which typically rot out within
3 years. Recent data has been collected and we want to know if BSD
Defect Rates have risen. Note that current racks in circulation were
built in early 2013. (X) = Time Period.
NULL: Ho P = .07 (7%)
ALTERNATE: Ha P ≠ .07 (7%) or P › .07 (7%)
Test: One Proportion (Proportion compared to standard). In this case,
we are determining if there is a difference between a historical level of
defects and current defect levels.
31. One Proportion Test Analysis
Conclusion: BSD Defect Rates have truly gotten worse, jumping from
7% in 2014 to 11% in 2015. The P Value (0.000) is low (less than 0.05)
so the Null must be rejected. The result of this test is True.
Test and CI for One Proportion (MINITAB)
Test of p = 0.07 vs p ≠ 0.07
Sample X N Sample p 95% CI Z-Value P-Value
1 69 630 0.109524 (0.085138, 0.133910) 3.89 0.000
Using the normal approximation.
0%
2%
4%
6%
8%
10%
12%
2014 2015
BSD DEFECT RATES – EXT/ANO/PNT
BSD DEFECT RATES
32. Hypothesis Statement – Two
Proportion Test
The team suspects that inadequate training to 2nd shift employees has
resulted in more defects being allowed to pass on 2nd shift than 1st
shift. This test will help us determine if there is a difference between
the two. (X) = Work Shifts. P1 = 2nd shift, P2 = 1st shift.
NULL: Ho P1 - P2 = 0
ALTERNATE: Ha P1 - P2 ≠ 0
Test: Two Proportion (Proportion of a data set against another) to see if
one area is underperforming. Each shift will review the same sample
size lot of 630 pieces in the Extrusion Area.
33. Two Proportion Test Analysis
Conclusion:BSD Defect Rates are significantly differentbetween the two shifts with 2nd shift
allowing 14% ofdefects compared to 9% for 1st shift while reviewing the same lot of material.The
P Value (0.006) is low (less than 0.05) so the Null must be rejected. The resultof this test is True.
Test and CI for Two Proportions: 2nd Shift, 1st Shift (MINITAB)
Event = Good
Variable X N Sample p
2nd Shift 542 630 0.860317
1st Shift 573 630 0.909524
Difference = p (2nd Shift) - p (1st Shift)
Estimate for difference: -0.0492063
95% CI for difference: (-0.0843421, -0.0140706)
Test for difference = 0 (vs ≠ 0): Z = -2.74 P-Value = 0.006
Fisher’s exact test: P-Value = 0.008
0% 2% 4% 6% 8% 10% 12% 14%
2nd Shift
1st Shift
BSD DEFECT RATES
BSD DEFECT RATES
34. Hypothesis Statement – Chi-
Square
The team suspects that better inspection is being done in the Paint
Department compared to the Extrusion and Anodizing Departments.
We will test Defect Rates in each department to see if there is truly a
difference in the three. (X) = Departments. P1 = Paint, P2 = Extrusion,
P3 = Anodizing.
NULL: Ho P1 = P2 = P3
ALTERNATE: Ha P1 ≠ P2 ≠ P3
Test: Chi-Square (2 or more Proportions against each other). In this
case, we are determining if there is a difference between defect rates in
different departments (EXT/ANO/PNT) in order to find Best Practices
for Inspection.
35. Chi-Square Test Analysis
Chi-Square Test – MINITAB
Rows: Worksheet rows Columns: Worksheet columns
EXTRUSION ANODIZE
PAINT SUMM SUMM SUMM All
1 566 555 558 1679
559.67 559.67 559.67
0.07167 0.03891 0.00496
2 64 75 72 211
70.33 70.33 70.33
0.57030 0.30964 0.03949
All 630 630 630 1890
Cell Contents: Count
Expected count
Contribution to Chi-square
Pearson Chi-Square = 1.035, DF = 2, P-Value = 0.596
Likelihood Ratio Chi-Square = 1.046, DF = 2, P-Value = 0.593
Conclusion: BSD Defect Rates showed variation but are not statistically different
between the three departments. The P Value (0.596) is high (more than 0.05) so
we fail to reject the Null. The result of this test is False.
7%
8%
9%
10%
11%
12%
13%
14%
15%
16%
PAINT EXTRUSION ANODIZING
BSD DEFECT RATES
BSD DEFECT RATES
36. Hypothesis Testing Plan Results
Possible X Root Cause Hypothesis Hypothesis Test Results
Time Period
BSD Defect rates were lower in the past when newer racks
were being used to transport material
One Proportion TRUE
Work Shifts
2nd Shift Material Handlers are responsible for allowing more
defects than the 1st Shift
Two Proportion TRUE
Departments
Material Handlers in the Paint Department are doing a better
job of inspecting material than the Extrusion and Anodizing
Departments
Chi-Square FALSE
Hypothesis Testing Plan
37. Improve
• Root Causes to Address (Fishbone)
• Rack Design Change
• Poor Lighting
• Poor Layout
• New Storage Area
• Spacers
• Dolly/Rack Covers
• Shavings
• Tie-Down Material
• Cross-Training Matrix
• Updated Communication Plan
• Updated Stakeholder Analysis
• Implementation Plan
38. Root Causes to Address
The Team referenced our Fishbone Diagram to brainstorm solutions that address our root
causes. The highlighted root causes (aside from the Racks) above allowed for the most impact
with the least amount of effort. Anew Rack Design is our featured change.
39. Rack Design Change
Based on our Hypothesis for a One Proportion Test in the Analyze Phase, we were able to
show an increase in Defect Rates from 7% in 2014 to 11% in 2015 due to the poor
conditions of wooden racks used to transport material. The pictures below give you an idea
of the battle our Material Handling Department has of not damaging material in transit.
Within 2-3 years, the wooden racks begin to rot and expose nails that results in Scratched
Material. In addition, the wood eventually loses its structure and will bottom out on other
material, making it susceptible to scratches and bowed metal (Bent Material).
40. Rack Design Change
With a game-changing issue such as Rack Design, we decided to add a few team members and used another
DMAIC tool (LCS) to get ideas from other departments upstream and downstream that also have to deal with
the racks. This allowed us to overhaul the Racks using metal that was originally scrapped with the help of our
Brake Metal and Welding Shop. Our newest team members helped suggest a preset lifting length that could be
setup for all forklifts and therefore be used throughout the entire campus. The new design would also carry
enough strength/stability for our longest material lengths (28 feet) while maintaining features mandated by our
Safety Department (weighing under 75 lbs so two team members can move).
41. Rack Design Change Pilot
Armed with a new design and taking advantage of material that had been left for scrap – we had 15 racks
built and deployed five each to Extrusion, Anodizing, and Paint to gain feedback of potential improvements
to the Material Handling Process. After carefully assessing the risk of process changes, we would heavily
use them in circulation for the next two weeksbefore making any large scale plans. The supportive
feedback was unanimouson both shiftsand we made it known to our Stakeholders that we wanted to fully
replace our 800+ wooden racks already in circulation. Since the previous process involved purchasing the
wood and building from within, the changed process of using already scrapped metal and welding on-site
was an actual push in termsof Return on Investment ($$$).
42. Poor Lighting
One root cause that was easily identified as a “Quick Fix” or simply just needing
implementation was the poor lighting in the Inspection Areas near the Anodizing
Lines. We found this to be a routine problem throughout the plant and added
Maintenance to our list of Stakeholders to help ensure this doesn’t re-occur.
43. Poor Layout
The layout of our plant remains the biggest challenge we cross every day. With our final
step of the Metal Processing lifecycle (Paint) and our Warehouse being located across
the street, it leaves our Material Handling Department open to multiple risks in transit –
not to mention a horrible violation of the 8 Wastes (Motion/Transportation).
46. Spacers
Our process walk during the Define Phase shed the light on a problem that we’ve been familiar with but
simply was not being implemented in the Extrusion area. All metal spacers should have stapled kevlar
covers on them. Uncovered spacers lead to Scratched Material. It’s already in the Work Instructions but
was not being followed. After being told they were not getting much life out of the old style kevlar – we
got the Purchasing Dept. involved to make sure we could get a better product with a longer life
expectancy.
Scratched
Material
47. Dolly/Rack Covers
Along the lines of the Spacer Covers was an issue with the arms of the dollies/racks
rubbing up against material and causing scratches. Our Purchasing Dept. was able to
use the same company from the Spacer Covers for these kevlar-coated Rack Covers.
48. Shavings
Shavings left on extruded metal can only result in one thing – Scratched Material. This is
another implementation item that is called out in all Work Instructions but not being
followed by all employees despite air guns at the Extrusion Presses. We had all
department supervisors reiterate in their pre-shift meetings the importance of this and will
also make it more visual in the Work Instructions.
49. Tie-Down Material
As you’ve seen with the Spaghetti Map, material travels quite a distance from our Anodizing
Department and across the street to Paint and the warehouse for storage. If a batch of material is
not properly tied down, it will shift while in transit and lead to Damaged Material. This has also led
to the need to upgrade the road conditions for the material transfer. This will be an added Training
feature and part of the updated Work Instructions.
Properly Tied
50. Cross-Training Matrix
In our Two Proportion Hypothesis Test, we were able to show a statistically significant
difference in the defect rates between 1st and 2nd shift due to inadequate training. We
created a Cross-Training Skills Matrix to ensure both shifts would be equally trained.
NAME
NOT TRAINED
IN TRAINING - OPERATES UNDER SUPERVISION
CAPABLE WITH MINIMAL SUPERVISION
OPERATES INDEPENDENTLY TO STANDARDS
FULLY COMPETENT - CAN TRAIN OTHERS
TEAM LEADER OR CAN FILL IN FOR TEAM LEADER
MATERIAL HANDLING CROSS-TRAINING SKILLS MATRIX
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51. Updated Communication Plan
Stakeholder Group Objectives/Actions Desired Message
Delivery
Method/Venue
Timing
Communication Plan
VP - Manufacturing
Metal Processing Mgr
Plant Manager
Quality Team
Inform of project findings and
report back potential
costs/expected savings
Inform of project findings,
foster buy-in and ownership,
participate in roll-out
Inform of project findings,
foster buy-in and ownership,
participate in roll-out
Document Project Timeline for
Best Practices
Translate ROI for racks and costs of
sleeves after discussions with
Purchasing - inform of pilot results
Email Within 1 week
Inform of pilot results, work instruction
overhaul, training and implementation
plan
Schedule meeting
along with Plant
Manager
Within 2 weeks
Inform of pilot results and
implementation plan
Maintenance
Purchasing
Safety
(1) lighting at inspection areas (2)
road conditions for material transit
(3) preventive maintenance as
identified
Purchase sleeves (covers) for
spacers and dolly/rack arms
Review new Rack design
Schedule meeting
along with MP Manager
Within 2 weeks
Use project results to help
identify/teach other departments about
the importance of a Lean Culture
Email
After Project Storyboard
is Complete
Need areas of the plant setup
immediately - order safety stock
Email Today
Research/compare suppliers Email Today
Inform of any challenges due to added
weight of new rack design - apply in
next month's safety training topics
1-on-1 This week - prior to pilot
52. Updated Stakeholder Analysis
Stakeholder/
Stakeholder
Group
Impact Level Level of Support
Reason for
Resistance or Support
Action(s) to Address
This Stakeholder
Group
Contact
VP-
MANUFACTURING
DECISION AUTHORITY SUPPORTIVE
FINANCIAL BACKING - WILL
HELP CLEAR BARRIERS
UPDATE/NOTIFY IF ANY
PURCHASES OR MATERIAL
NEEDED
TIM J.
METAL PROC.
MANAGER
IMPACTS NEUTRAL
AWARE OF PROBLEM BUT
UNSURE EMPLOYEES CAN
HANDLE CHANGES
CREATE WORK
INSTRUCTIONS/TRAINING
OPPORTUNITIES EARLY IN THE
PROCESS
KLAY M.
PLANT MGR AFFECTED RESISTANT
AFRAID CHANGES COULD
LEAD TO NON-VALUE ADDED
TIME TO CURRENT PROCESS
USE DATA TO SHOW
EXPECTED COST SAVINGS
AND POTENTIAL LOSSES IF
NOT ADDRESSED
WES B.
QUALITY TEAM DECISION AUTHORITY SUPPORTIVE
ANXIOUS TO SHOW PROCESS
IMPROVEMENT TEAMS CAN
ADD VALUE TO THE
ORGANIZATION
CREATE USEFUL
TEMPLATES/DOCUMENT
STRATEGIES - IDENTIFY
GOOD/BAD LESSONS
LEARNED
PAUL K.
MAINTENANCE IMPACTS SUPPORTIVE
WANT TO PREVENT ANY TYPE
OF DOWNTIME AND LOST
PRODUCTIVITY
PROVIDE LINE ITEMS OF
NECESSARY IMPROVEMENTS
AND KEEP SAFETY STOCK
VINCENT L.
PURCHASING IMPACTS SUPPORTIVE
POTENTIAL NEW SUPPLIERS
COULD BENEFIT OTHER
AREAS OF OUR ORGANIZATION
RESEARCH/STOCK COVERS
USED FOR SPACERS AND
DOLLY/RACK ARMS
DEREK J.
Stakeholder Analysis (Advanced) - IMPROVE
53. Implementation Plan
Action Item
(List steps required to implement solutions)
Responsible
(List person(s) responsible
for action steps)
Due Date
(Indicate when action items
must be completed)
Outline Pilot Strategy (Timeframe/Dept/Adjustments) Jeff/Daniel/Kevin 12/8/2015
Order supply of spacer/arm covers with enough safety stock - apply immediately Michael/Purchasing 12/11/2015
Update Work Instructions with Process Changes Jeff/Dexter 12/23/2015
Adjust/Replace Lighting in Inspection Areas Vincent 12/11/2015
Create cross-training matrix and setup training for 2nd shift Jeff/Michael 12/22/2015
Create P-Chart to show Improvement over Baseline Jeff 1/6/2016
Set-up Safety Topic to discuss changes and potential lifting hazards (heavier/wider racks) Jake 12/3/2015
Implementation Plan
54. Control
• Improvements from Baseline (P-Charts)
• Data compared to Goal
• Monitoring Plan
• Response Plan
• Visual Management
• Innovation Transfer
• Lessons Learned
56. P-Chart Revisited
28252219161310741
0.4
0.3
0.2
0.1
0.0
Sample
Proportion
_
P= 0.1347
UCL= 0.3395
LCL= 0
P Chart of DEFECTS
Tests are performed with unequal sample sizes.
The improvement from our baseline back in October was dramatic, dropping our Proportion Defective
for Bent, Scratched, and Damaged Material from 0.5627 to 0.1347, shown in the Minitab P-Chart
below. This translated to only 101 defects over a lot of 750 pieces, compared to 422 defects during
our baseline measure of 750 pieces. I chose the P-Chart due to our racks of material having unequal
sample sizes, ranging from 20-30 pieces per rack.
57. Shattering the Goal
Our goal was to reduce Bent/Scratched/Damaged Scrap $$ by 50% from an average of
$5850/month (thru August) to $2925/month by the end of the year. We blew that away
with savings of over 76% by reducing it to just $1362.02 by the end of 2015. The graph
below shows the dramatic decline.
$4,622.06
$8,114.10
$4,877.85
$4,942.94
$5,653.64
$3,854.11
$6,412.27
$8,327.46
$6,177.00
$4,541.79
$2,252.09
$1,362.02
$0.00
$1,000.00
$2,000.00
$3,000.00
$4,000.00
$5,000.00
$6,000.00
$7,000.00
$8,000.00
$9,000.00
Jan-15 Feb-15 Mar-15 Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15
2015 - B/S/D - MATERIAL HANDLING
SCRAP $$
58. Monitoring Plan
Measure Control Limits/Specs Checking Item Checking Frequency Who
Bent, Scratched,
and Damaged
Material
(Defects)
No greater than
0.3395 Proportion
Defective - Upper
Control Limit
Checksheets created
in Data Collection
Plan
Each rack of material
(ranges from 20-30
pieces) in Extrusion,
Anodizing, and Paint
Material Handling
Team
Monitoring Plan
We want the communication to be open so this Monitoring Plan will be a standard slide used in the MDI (Managing
Daily Improvement) walks performed each week for all levels of Plantleadership along with Pre-ShiftMeeting
documentation for all operators. The expectations are that with the attention this has received and the pride of the
employees taking ownership – sustainmentofthese improvements will come easy.
59. Response Plan
Damage Control Process Adjustment Effectiveness Assessment Continuous Improvement
Confirm all Employees Trained on
Operational Definitions (and Visuals)
of Bent, Scratched, Damaged
Material
Process Owner to Audit Material on
Each shift with employees
No greater than 0.3395 Proportion
Defective per rack - UCL setup in the
Monitoring Plan
Offset employee turnover with
continued Cross-Training and pair
new employees with seasoned
veterans to ensure proper training
habits
Check to see if Racks need repairs or
if spacers/arms are properly covered
Gather a safety stock for all
maintenance items used for racks
Replace rack if defective and store
two months of safety stock (kevlar
covers) at point-of-use
Create weekly Preventive
Maintenance schedule for Material
Handling Teams to sign-off on
Response Plan (If Proportion Defective dips above 0.3395)
60. Visual Management
Pictures identifying definitions like Bent,
Scratched, Damaged Material along with
Checksheets to use for Data Collection
(Pages 17-20 of this PowerPoint) have been
added to the Standard Work Instructions.
We’ve also included pictures of the
spacer/arm covers, shavings, tiedowns for a
visual explanation within the Work
Instructions. The next step is to have the
Control Charts/Monitoring Plans posted in
each department for everyone to see.
61. Innovation Transfer
Process Innovation/Addition/Change/Removal
(Describe the implemented solution)
Process Benefits
(Describe the both measurable and intangible benefits
of the change)
Area/Department/Business Unit
(Indicate the process area that could
benefit from innovation transfer)
New Rack Design/Spacer Covers/Arm
Covers
Eliminates B/S/D Opportunities
All Metal Processing Facilities in
U.S. and Canada
Cross-Training Matrix
Creates Employee Ownership and Strengthens
workforce depth
All Departments
Control Charts/Monitoring Plans
Identifies Trigger Measures (UCL/LCL) that lead
to variation
All Departments
Visual Aids added to Work Instructions
Quicker training method and immediate
understanding of Operational Definitions like
Bent, Scratched, and Damaged Material
All Metal Processing Facilities in
U.S. and Canada
New Checksheets for Data Collection
An easy-to-use sheet that tracks each rack of
material against our goal of Proportion Defective
All Metal Processing Facilities in
U.S. and Canada
Innovation Transfer Opportunities
62. Lessons Learned
• Important to drive inspection earlier in the process where Rework is
an Option. The more VA to the Metal – the harder it is to Rework –
and the less $$ you get for defective material in a scrapyard
• Too many blind handoffs – wanted to create opportunities where
items (Checksheets) had to be initialed to create more ownership
• Newspaper Items
– Dig deeper into Scrap Reporting Efficiency
– Use Project to show value of adding a 2nd Age Oven in
Extrusion to serve as Workload Balancing and eliminate the
obvious bottleneck.
– Sell Lean Culture benefits at the Management Level for ultimate
buy-in on Process Improvements
– Identify more KPIs/Metrics for Tracking (Rework/FPY)