Lean Six Sigma Training Guide for Complete Beginners
•Download as PPTX, PDF•
4 likes•346 views
A free online introduction to Lean six sigma principles. Includes lean six sigma tools, philosophy, disciplines, history overview of lean six sigma, applying DMAIC for complex decision making, using Qualsys EQMS software for Lean Six Sigma.
Recommended
More Related Content
What's hot
What's hot (20)
Similar to Lean Six Sigma Training Guide for Complete Beginners
Similar to Lean Six Sigma Training Guide for Complete Beginners (20)
More from Qualsys Ltd
More from Qualsys Ltd (20)
Recently uploaded
Recently uploaded (20)
Lean Six Sigma Training Guide for Complete Beginners
- 1. Lean six sigma: Training guide For complete beginners
- 2. Only 32% of QHSE professionals say they are using Lean Six Sigma Qualsys survey November 2018: quality.eqms.co.uk/blog
- 3. However, you’re probably already implementing Lean Six Sigma tools…
- 4. What is Lean Six Sigma? A data-driven approach to remove waste and reduce variation
- 5. Principles of Lean Six Sigma 1. Focus on the customer 2. Identify and understand how work gets done (the value stream) 3. Manage, improve and smooth the process flow 4. Remove non-value- added steps and waste 5. Manage by fact and reduce variation 6. Involve and equip the people in the process 7. Undertake improvement activity in a systematic way
- 6. What is Lean Six Sigma? Change Improve Repair Levels of Lean Six Sigma: • Change = Operational excellence, cultural improvement • Improve = Optimise departments, core processes • Repair = Improve set processes
- 7. History of Lean Six Sigma 1.1924: Walter Shewhart invented statistical quality control and introduction of control charts 2.1986: Bill Smith introduced the concept of Six Sigma at Motorola 3.1995: Jack Welch made Six Sigma a central focus of his business strategy at General Electric
- 8. Benefits of Lean Six Sigma Structured technique which: 1.Enhances customer satisfaction 2.Reduces costs 3.Improves revenue 4.Increases productivity 5.Culture of quality and improvement
- 9. What about disadvantages? A balance is recommended, because Lean Six Sigma can be: 1.Too rigid, too process driven that it neglects human factors 2. Neglects transformation e.g. small wins are sure but could a software tool completely transform the business? https://www.ted.com/talks/mona_chalabi_3_ways_to_spot_a_bad_statis tic?language=en
- 10. Who and when should we use lean six sigma? Anyone in any business which has a problem to solve
- 11. What types of processes can be improved with Lean Six Sigma? Any process
- 12. How Lean Six Sigma can be applied Discipline Organisation Philosophy Continuous improvement Daily improvement Standup Standardised work Kaizen events Improvement projects A3 management DMAIC Low Time commitment, level of complexity & resources High
- 13. How Lean Six Sigma can be applied Discipline Organisation Philosophy Continuous improvement Daily improvement Standup Standardised work Kaizen events Improvement projects A3 management DMAIC Low Time commitment, level of complexity & resources High
- 14. What is DMAIC?
- 15. DMAIC map Recognise Define Measure Analyse Improve Control Realise Identify business related CTQs Define business issue. Refine the project, assess the current process. Evaluate the current process, FMEA Design, and execute the experiment Optimise and refine solution Understand and embrace solution Brainstorm potential project ideas Scope issue into the project idea Process maps and simplifications Identify sources of variation Define Y =f(x) Control X s and monitor Y Change management Identify project related CTQs Define project metrics and objective C&E for variable reduction Graphical analysis Recommend changes SPC charts displats Track project gains for 12 months Prioritise project opportunities Quantify financial impact Measurement capability Plan for DOE Document SOP and process Close and hand off project Assist in selection of new projects Assign team and launch project Data collection systems Future process map
- 17. Recognise • Owner: Champion at the quality council • Task: Identify the project: • Prioritise: Cause and effect • Scope: Complexity • Definition: Communicate metrics • Tools used: • Balanced scorecard • ABC activity based costing • Economic value adds • Theory of constraints • Voice of customer • Leadership edict Hint! If you’re using EQMS, raise as a suggestion within the Risk Manager module.
- 18. Step 2: Define
- 19. Define • Define and scope • Determine project scope • Develop a project charter • Roles and responsibilities
- 20. The belts: MBB Black belt Green belt Yellow belt Black belt trained with at least two years experience Full time project leader Focus on tools, DMAIC and lean principles application Lean Six Sigma awareness
- 21. Without standards, there can be no improvement - Taiichi Ohno
- 22. The Enemies of Lean: The 3 M’s Muda – Waste Mura - Muri Muri - Overburden
- 23. The 8 types of waste: Muda 1. Defects 2. Overproduction 3. Waiting 4. Not utilising talent 5. Transportation 6. Inventory excess 7. Motion waste 8. Excess processing
- 24. Step 3: Measure
- 25. Measure • Measure the current process • Collect data on current performance • Verify that data is reliable • Update the project Hint! If you’re using EQMS, use the Business Intelligence Dashboard to collect data and statistics about your processes.
- 26. Step 4: Analyse
- 27. Analyse • Examine the process and data collected • Display the data, investigate and confirm the issue • Continue updating the project as required Image: A Wadley Map – Values to define position and movement for strategic play to find different techniques and methods in project management.
- 28. Step 5: Improve
- 29. Improve • Improve process • Decide on solutions to fix issues and create process maps for the new solutions • Take steps to implement the new fixes and continue to measure improvement Example GDPR process map
- 30. Step 6: Control
- 31. Control • Refine the new process • Continue monitoring • Use findings elsewhere in the business
- 32. Quality Management Software for DMAIC • EQMS by Qualsys, includes the necessary tools to: • Document who, what, when, why and how • Assign roles and responsibilities • Control processes, policies and documentation • Manage employee training records • Apply DMAIC approach & more • Audit trails • Workflows • Electronic signatures • Manage compliance to regulations and Standards • EQMS by Qualsys: www.qualsys.co.uk
- 33. Lean Six Sigma: Definitions Tollgate .Term Definitions Tollgate review A meeting that enables members of the Six Sigma team to determine the level of effectiveness related to a given step within the DMAIC process and whether or not the stated goals were accomplished. Data lake Retains all data – structured, semi-structured and unstructured. Data warehouse Stores data in an organised manner with everything archived and ordered in a defined way. Wardley map A Wardley map is a map of the structure of a business or service, mapping the components needed to serve the customer or user.
- 34. Get in touch • See how Qualsys can help you manage Lean Six Sigma using our software: • www.qualsys.co.uk
- 35. Aizlewood’s Mill, Nursery Street, Sheffield S3 8GG +44 114 282 3338 info@qualsys.co.uk Get in touch
Editor's Notes
- Years of experience have shown us that an organisation can pursue three levels of ambition when it comes to process improvement. The highest level, ‘Change’, is often called Operational Excellence. Organisations like General Electric (GE) and Toyota are companies that operate at this level. Process Improvement according to the Lean Six Sigma methodology is embedded in the DNA of these organisations. They make no secret of the fact that Lean Six Sigma played a pivotal role in becoming industry leaders. Another level of ambition is the ‘Improve’ approach. This level of ambition is characterised by selective improvement within the organisation. They make the decision to optimise a number of departments, core processes or units using Lean Six Sigma. Often initiated by the departments themselves, without senior management actively getting involved. The third level of ambition is called ‘Repair’. At this point, Lean Six Sigma is brought in to improve a number of processes. Consultants are hired or certain staff members are trained to improve a limited number of processes. Determining your level of ambition strongly depends on your available resources and your needs. Every level of ambition has its own implementation path. This path is also strongly dependent on the type of organisation. That is why there is no blueprint for implementing Lean Six Sigma. However, The Lean Six Sigma Company can, with your cooperation, definitely give thought to the right approach and route to success
- Although Lean Six Sigma is best known as a project-based improvement structure, it is much broader than that. Lean Six Sigma is an established philosophy, an organisational and improvement structure as well as a set of tools. Using this perspective, Lean Six Sigma addresses organisational issues with respect to competitiveness, cost reduction and customer satisfaction. Depending on your ambition, Lean Six Sigma can be implemented in phases. Every organisation is unique, without a common blueprint that universally applies. Together with you, The Lean Six Sigma Company will develop a plan of action tailored to your organisation.
- Although Lean Six Sigma is best known as a project-based improvement structure, it is much broader than that. Lean Six Sigma is an established philosophy, an organisational and improvement structure as well as a set of tools. Using this perspective, Lean Six Sigma addresses organisational issues with respect to competitiveness, cost reduction and customer satisfaction. Depending on your ambition, Lean Six Sigma can be implemented in phases. Every organisation is unique, without a common blueprint that universally applies. Together with you, The Lean Six Sigma Company will develop a plan of action tailored to your organisation.
- -
- In Risk Manager, record the: Business opportunities Rank cycle times against each opportunity List the project opportunities Estimate financial and non-financial benefits Identify appropriate resources Define scoring criteria Score opportunities against cycle time Calculate priority numbers Assign resource Repeat! Work by the champion at the business quality council Project identification: Project prioritisation using cause and effect matrix Project scoping to understand the level of complexity Project definition to communicate the metrics necessary