This presentation took place June 4, 2009 at the Texas Municipal Human Resources Association mid year conference in San Antonio, Texas. The presentation was given by Waters Consulting, Inc. and Quality Minds, Inc. The presentation covers using lean six sigma to improve municipal government and the role of Human Resources in the lean six sigma initiatives within municipal governments
Lean Six Sigma is a methodology that combines the methods and concepts of Lean Manufacturing with those of Six Sigma. This presentation is a basic overview of the implementation of lean six sigma. Presentation by EMS Consulting Group, Inc. www.emsstrategies.com
Problem solving road map to guide anybody who must improve a process that is slow, defective, inflexible, unresponsive, costly and risky.
Do you have any like that in your organization?
Of special use for teams following Lean Six Sigma methods (green belt and black belt projects).
Follows DMAIC structure integrated with Lean thinking and tools.
ASSOCIATED KEYWORDS:
Shewhart, Deming, Ohno, Ishikawa, lean, toyota, tps, toyota kata, lean six sigma, project management, six sigma, green belt, black belt, champion, coach, master black belt, deliverables, road map, project management, project plan, DMAIC, LSS, Define, Measure, Analyze, Improve, Control, Sustain, project charter, business case, team, problem solving, milestone, tollgate, baseline, process map, SIPOC, gemba, 7 wastes, 8 wastes, gemba walk, waste walk, spaghetti chart, flow chart, RACI, swimlane, VSM, value stream map, quick wins, operational definition, gage r&r, basic quality tools, check sheet, run chart, histogram, data statification, first time yield, FTY, rolled throughput yield, RTY, COPQ, hidden factory, rework, SPC, Western Electric rules, pareto, prioritization, input, process, output, box plot, scatter plot, correlation, causation, system, 5 whys, cause effect, fishbone, FMEA, hypothesis testing, root causes, quick win, drive out fear, respect for worker, kaizen, 5S, poka yoke, brainstorm, TRIZ, roles, responsibilities, PDCA, PDSA, pilot, roll out, implementation, status, implementation plan, business process management, BPM, KPI, target, performance, response plan, control plan, SOP, inverted pyramid, organization, sustain, plan, budget, communication, training, change, management, adoption, business, capability, prosperity, value, realization, results, replicate, integrate
Talk delivered by Craig Smith at YOW! 2015 in Melbourne, Brisbane and Sydney on 4-10 December 2015.
With 73% of the world using Scrum as their predominant Agile method, this session will open up your eyes to the many other Agile and edgy Agile methods and movements in the world today For many, Agile is a toolbox of potential methods, practices and techniques, and like any good toolbox it is often more about using the right tool for the problem that will result in meaningful results.Take a rapid journey into the world of methods like Mikado, Nonban, Vanguard and movements like Holocracy,Drive and Stoos where we will uncover 40 methods and movements in 40 minutes to help strengthen your toolbox.
I've been asked to put together a basic (and therefore relatively quick) introduction to Lean Six Sigma & DMAIC. While it’s not yet finished, I thought I would put it out there for people to comment on. Since the presentation is supposed to be training material there’s more text on the slides than I would prefer, but there are a few exercises and games to get the trainees involved.
I've put the PowerPoint version on my blog:
http://alesandrab.wordpress.com/2013/06/07/introduction-to-lean-six-sigma-dmaic/
Lean Six Sigma is a methodology that combines the methods and concepts of Lean Manufacturing with those of Six Sigma. This presentation is a basic overview of the implementation of lean six sigma. Presentation by EMS Consulting Group, Inc. www.emsstrategies.com
Problem solving road map to guide anybody who must improve a process that is slow, defective, inflexible, unresponsive, costly and risky.
Do you have any like that in your organization?
Of special use for teams following Lean Six Sigma methods (green belt and black belt projects).
Follows DMAIC structure integrated with Lean thinking and tools.
ASSOCIATED KEYWORDS:
Shewhart, Deming, Ohno, Ishikawa, lean, toyota, tps, toyota kata, lean six sigma, project management, six sigma, green belt, black belt, champion, coach, master black belt, deliverables, road map, project management, project plan, DMAIC, LSS, Define, Measure, Analyze, Improve, Control, Sustain, project charter, business case, team, problem solving, milestone, tollgate, baseline, process map, SIPOC, gemba, 7 wastes, 8 wastes, gemba walk, waste walk, spaghetti chart, flow chart, RACI, swimlane, VSM, value stream map, quick wins, operational definition, gage r&r, basic quality tools, check sheet, run chart, histogram, data statification, first time yield, FTY, rolled throughput yield, RTY, COPQ, hidden factory, rework, SPC, Western Electric rules, pareto, prioritization, input, process, output, box plot, scatter plot, correlation, causation, system, 5 whys, cause effect, fishbone, FMEA, hypothesis testing, root causes, quick win, drive out fear, respect for worker, kaizen, 5S, poka yoke, brainstorm, TRIZ, roles, responsibilities, PDCA, PDSA, pilot, roll out, implementation, status, implementation plan, business process management, BPM, KPI, target, performance, response plan, control plan, SOP, inverted pyramid, organization, sustain, plan, budget, communication, training, change, management, adoption, business, capability, prosperity, value, realization, results, replicate, integrate
Talk delivered by Craig Smith at YOW! 2015 in Melbourne, Brisbane and Sydney on 4-10 December 2015.
With 73% of the world using Scrum as their predominant Agile method, this session will open up your eyes to the many other Agile and edgy Agile methods and movements in the world today For many, Agile is a toolbox of potential methods, practices and techniques, and like any good toolbox it is often more about using the right tool for the problem that will result in meaningful results.Take a rapid journey into the world of methods like Mikado, Nonban, Vanguard and movements like Holocracy,Drive and Stoos where we will uncover 40 methods and movements in 40 minutes to help strengthen your toolbox.
I've been asked to put together a basic (and therefore relatively quick) introduction to Lean Six Sigma & DMAIC. While it’s not yet finished, I thought I would put it out there for people to comment on. Since the presentation is supposed to be training material there’s more text on the slides than I would prefer, but there are a few exercises and games to get the trainees involved.
I've put the PowerPoint version on my blog:
http://alesandrab.wordpress.com/2013/06/07/introduction-to-lean-six-sigma-dmaic/
What are the Tools & Techniques in Agile Project Management?Tuan Yang
Organizations, teams and even project management software are increasingly responding to a demand for more adaptive and evolutionary processes. In a fast-changing business world that needs to respond to rapid market and technology shifts, Agile delivers. Agile project management provides numerous benefits to organizations, project teams, and products.
Learn more about:
» Set up an Agile project.
» Assign roles and responsibilities.
» Create a prioritized list of requirements.
» Define increments and timeboxes.
» Manage a Solution Development Team or Teams.
» Use Agile techniques such as Feature Driven Development.
» Present the benefits of Agile approaches to Senior Management.
Lean six sigma - Waste elimination (Yellow Belt)Abhay Yadav
Lean Six Sigma is a methodology that relies on a collaborative team effort to improve performance by systematically removing waste; combining lean manufacturing/lean enterprise and Six Sigma to eliminate the eight kinds of waste (muda): defects, overproduction, waiting, non-utilized talent, transportation, inventory, motion, extra-processing
Six sigma can be a methodology, a metric, a philosophy or a management system. Six Sigma – A philosophy that encourages transition from intuition (gut feel) towards inferential statistics in everything we do. It's a method of controlling the independent variables to ensure minimum or zero variability in the dependent variable (outcome).
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Explore the evolution of Kaizen, a transformative strategy originating in the 1980s that has revolutionized the success of renowned Japanese companies like Toyota. Beyond a conventional management concept, Kaizen is a dynamic and contemporary approach to achieving continuous improvement, fostering a culture that adapts to the demands of the modern business landscape.
Key Insights:
1. Adaptable Evolution: Kaizen has evolved into a dynamic strategy that remains a cornerstone for continuous improvement, adaptable to the fast-paced modern business world.
2. Inclusive Empowerment: Kaizen involves all levels of an organization, empowering everyone to contribute to the pursuit of perfection and fostering a culture of innovation.
3. Daily Improvement Culture: Beyond a management concept, Kaizen is a lifestyle that encourages a culture of perpetual improvement, seizing daily opportunities for organizational enhancement.
4. Collaborative Problem Solving: Kaizen excels in solving cross-functional challenges, fostering collaboration and innovation across departments.
5. Customer-Centric Excellence: Kaizen is inherently customer-driven, focusing on quality, cost, and scheduling to keep organizations competitive and responsive.
6. Process-Focused Thinking: Kaizen places a significant emphasis on process-oriented thinking, inspiring continuous improvement by delving into core organizational processes.
This Kaizen PPT training presentation is crafted for today's business leaders, managers, supervisors, facilitators, and continuous improvement steering committees. It serves as a comprehensive guide to kick-start and implement Kaizen activities in work areas, ensuring organizations can drive meaningful change and achieve enduring success in the contemporary business landscape.
LEARNING OBJECTIVES
1. Comprehend the fundamental concepts of Kaizen, including its principles and philosophy.
2. Acquire knowledge of Kaizen management practices, focusing on their application to enhance organizational performance.
3. Develop proficiency in implementing Kaizen activities to systematically eliminate waste and drive continuous improvement within the organization.
4. Learn problem-solving tools and techniques for effective Kaizen implementation, emphasizing the crucial role of management.
CONTENTS
1. Introduction to Kaizen
2. Kaizen Concepts
3. Kaizen Practices
4. Kaizen Management
5. Kaizen Approach to Problem Solving
6. Key Kaizen Problem Solving Tools
7. Kaizen Implementation
8. Key Factors for Kaizen Success
Try this example, Maintenance Planning RACI Chart for assigning roles and responsibilities. You can use this template for any function in your organization.
Lean, Six Sigma, ToC using DMAIC project managementSimon Misiewicz
This presentation guides you through the DMAIC methodology that encompasses Lean, Six Sigma and ToC initiatives. There are five key stages of DMAIC. D = Design, where do you want to be? Create and communicate your vision, mission and objectives. M = Measure. What is to be measured and how? A = Analyse, what business process is to be analysed. Which process if changed would reap the biggest benefit? I = Improve, where are the improvements going to be made, what are the ideas and how will they be evaluated against your key objectives? C = Control, how are you going to control your process and people within it to ensure that they stick to the new way of doing things, what error proofing techniques can be built? What project management controls will you use? This presentation will guide you. Please contact me should you have any questions on simon@optimise-gb.com. Many thanks Simon Misiewicz
Basic understanding of lean six sigma approach for improvementViral Jain
Before we start working on a project for process improvement.
It is very important to create awareness.
I made this presentation to provide basic understanding of Lean and six sigma.
Usually audience used to be SME, process owner and Higher management people.
After this training ,audience gets a roadmap/ strategy for improvement and how I will help them to improve.
I take their inputs after training and than we start with VOC, VOB and identification of problems and this is how I prefer to start.
Webinar held on July 15, 2009
Lean Fundamentals Overview
Presented by: Michael E. Parker
Description:
Utilizing my one-on-one training by lean experts from Toyota Motor Corporation (TMC) in Japan's Toyota City, you'll receive an overview on the main fundamentals that drive the lean management philosophy and learn how you can begin implementing these philosophies in your business. Whether you are a small business owner, entrepreneur, mid-level to senior-level manager or director, you will gain valuable insight on the critical business issues you are facing today and how to utilize lean management principles to recognize areas to reduce costs, add value and change your processes for the better.
We will discuss these key fundamentals of lean management:
o Cost Reduction Principle
o Lead-Time Reduction
o 7 Forms of Waste
o Just-In-Time
o Built-in-Quality (Jidoka)
o Level Scheduling (Heijunka)
o Pull Systems (Kanban)
o Kaizen
Lean Six Sigma and the Three "Rs" of Customer Servicecathylums
This Green Belt presentation shows the valuable role that Lean Six Sigma can play within Marketing to make data-driven decisions that lead to increased revenue, ROI, and stronger relationships.
What are the Tools & Techniques in Agile Project Management?Tuan Yang
Organizations, teams and even project management software are increasingly responding to a demand for more adaptive and evolutionary processes. In a fast-changing business world that needs to respond to rapid market and technology shifts, Agile delivers. Agile project management provides numerous benefits to organizations, project teams, and products.
Learn more about:
» Set up an Agile project.
» Assign roles and responsibilities.
» Create a prioritized list of requirements.
» Define increments and timeboxes.
» Manage a Solution Development Team or Teams.
» Use Agile techniques such as Feature Driven Development.
» Present the benefits of Agile approaches to Senior Management.
Lean six sigma - Waste elimination (Yellow Belt)Abhay Yadav
Lean Six Sigma is a methodology that relies on a collaborative team effort to improve performance by systematically removing waste; combining lean manufacturing/lean enterprise and Six Sigma to eliminate the eight kinds of waste (muda): defects, overproduction, waiting, non-utilized talent, transportation, inventory, motion, extra-processing
Six sigma can be a methodology, a metric, a philosophy or a management system. Six Sigma – A philosophy that encourages transition from intuition (gut feel) towards inferential statistics in everything we do. It's a method of controlling the independent variables to ensure minimum or zero variability in the dependent variable (outcome).
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Explore the evolution of Kaizen, a transformative strategy originating in the 1980s that has revolutionized the success of renowned Japanese companies like Toyota. Beyond a conventional management concept, Kaizen is a dynamic and contemporary approach to achieving continuous improvement, fostering a culture that adapts to the demands of the modern business landscape.
Key Insights:
1. Adaptable Evolution: Kaizen has evolved into a dynamic strategy that remains a cornerstone for continuous improvement, adaptable to the fast-paced modern business world.
2. Inclusive Empowerment: Kaizen involves all levels of an organization, empowering everyone to contribute to the pursuit of perfection and fostering a culture of innovation.
3. Daily Improvement Culture: Beyond a management concept, Kaizen is a lifestyle that encourages a culture of perpetual improvement, seizing daily opportunities for organizational enhancement.
4. Collaborative Problem Solving: Kaizen excels in solving cross-functional challenges, fostering collaboration and innovation across departments.
5. Customer-Centric Excellence: Kaizen is inherently customer-driven, focusing on quality, cost, and scheduling to keep organizations competitive and responsive.
6. Process-Focused Thinking: Kaizen places a significant emphasis on process-oriented thinking, inspiring continuous improvement by delving into core organizational processes.
This Kaizen PPT training presentation is crafted for today's business leaders, managers, supervisors, facilitators, and continuous improvement steering committees. It serves as a comprehensive guide to kick-start and implement Kaizen activities in work areas, ensuring organizations can drive meaningful change and achieve enduring success in the contemporary business landscape.
LEARNING OBJECTIVES
1. Comprehend the fundamental concepts of Kaizen, including its principles and philosophy.
2. Acquire knowledge of Kaizen management practices, focusing on their application to enhance organizational performance.
3. Develop proficiency in implementing Kaizen activities to systematically eliminate waste and drive continuous improvement within the organization.
4. Learn problem-solving tools and techniques for effective Kaizen implementation, emphasizing the crucial role of management.
CONTENTS
1. Introduction to Kaizen
2. Kaizen Concepts
3. Kaizen Practices
4. Kaizen Management
5. Kaizen Approach to Problem Solving
6. Key Kaizen Problem Solving Tools
7. Kaizen Implementation
8. Key Factors for Kaizen Success
Try this example, Maintenance Planning RACI Chart for assigning roles and responsibilities. You can use this template for any function in your organization.
Lean, Six Sigma, ToC using DMAIC project managementSimon Misiewicz
This presentation guides you through the DMAIC methodology that encompasses Lean, Six Sigma and ToC initiatives. There are five key stages of DMAIC. D = Design, where do you want to be? Create and communicate your vision, mission and objectives. M = Measure. What is to be measured and how? A = Analyse, what business process is to be analysed. Which process if changed would reap the biggest benefit? I = Improve, where are the improvements going to be made, what are the ideas and how will they be evaluated against your key objectives? C = Control, how are you going to control your process and people within it to ensure that they stick to the new way of doing things, what error proofing techniques can be built? What project management controls will you use? This presentation will guide you. Please contact me should you have any questions on simon@optimise-gb.com. Many thanks Simon Misiewicz
Basic understanding of lean six sigma approach for improvementViral Jain
Before we start working on a project for process improvement.
It is very important to create awareness.
I made this presentation to provide basic understanding of Lean and six sigma.
Usually audience used to be SME, process owner and Higher management people.
After this training ,audience gets a roadmap/ strategy for improvement and how I will help them to improve.
I take their inputs after training and than we start with VOC, VOB and identification of problems and this is how I prefer to start.
Webinar held on July 15, 2009
Lean Fundamentals Overview
Presented by: Michael E. Parker
Description:
Utilizing my one-on-one training by lean experts from Toyota Motor Corporation (TMC) in Japan's Toyota City, you'll receive an overview on the main fundamentals that drive the lean management philosophy and learn how you can begin implementing these philosophies in your business. Whether you are a small business owner, entrepreneur, mid-level to senior-level manager or director, you will gain valuable insight on the critical business issues you are facing today and how to utilize lean management principles to recognize areas to reduce costs, add value and change your processes for the better.
We will discuss these key fundamentals of lean management:
o Cost Reduction Principle
o Lead-Time Reduction
o 7 Forms of Waste
o Just-In-Time
o Built-in-Quality (Jidoka)
o Level Scheduling (Heijunka)
o Pull Systems (Kanban)
o Kaizen
Lean Six Sigma and the Three "Rs" of Customer Servicecathylums
This Green Belt presentation shows the valuable role that Lean Six Sigma can play within Marketing to make data-driven decisions that lead to increased revenue, ROI, and stronger relationships.
This presentation provides a practical view into call centre quality assurance procedures.
It suggest certain actions to be undertaken to ensure a effiecient implementation of the practices
It’s a well known fact: More companies focus on customer service effectiveness during a downturn than when sales are buoyant and the economy is on the boil. The approach is right. Customer retention becomes a key focus area during a downturn, as it is 10 times more expensive to create a totally new customer than selling some more of your existing product portfolio to existing customers. Most companies lose some 20-25% of their customer base annually for a variety of reasons. An effective retention strategy will in fact be able to squeeze growth out of arresting attrition! Many companies will also take the approach that the existing customer base is an asset worth protecting and what better way to keep customers than by providing exceptional customer service!
Lean-Six Sigma may conjure up visions of a complex production / logistics based initiatives designed to improve industrial processes and drive costs out. Little is in fact known about lean-Six Sigma applied to the customer service environment. In this paper we will explore some approaches and find some pretty good arguments why lean-six sigma based programs are particularly effective in the customer service environment.
This presentation covers the entire aspects of 6 sigma quality methodology. You can have this presentation as a reference to anything related to 6 sigma. This is one of the best material to be refereed before the implementation of 6 sigma in your organization, whether it is in service sector or in manufacturing..
Lecture notes for An Introduction to Operations Management (taught by Prof. Christian Terwiesch / University of Pennsylvania / online course at www.coursera.org).
Introduction to lean six sigma 2 day seminarMarysmith401
MSys Training helps professionals to develop required skills to succeed in today’s digital world. In this digital world, where trends and technologies are changing every day and the demand for certified candidates increased significantly; we offer various online certification training courses for professionals. We partner with individuals, teams, and companies to understand their needs and provide customized training and coaching that helps them to achieve their career objectives
Simple Quality Improvement Techniques For South Carolina Businesses And Organ...Stephen Deas
Find links and research for simple quality improvement techniques for South Carolina businesses and organizations covering Charleston, Florence , Greenville, Columbia, the Lowcountry, the Midlands, and the Upstate. To remain competitive and to stand firm in trying times, South Carolina businesses and organizations must continuously improve the quality of products and services. This presentation outlines simple techniques for improving quality. The techniques include trend chart, pareto diagram, PDCA cycle of improvement, taking improvement action, Paynter chart, and quality team improvement boards. The presentation is from Quality Minds Inc, a human capital development and process improvement firm located in Charleston, SC. Stephen Deas is the President of Quality Minds Inc He is a Certified Six Sigma Black Belt with twenty plus years experience in production, engineering, purchasing, and quality. Stephen Deas was certified as a Quality Engineer in 1991 and has a Bachelors of Industrial Engineering (Georgia Tech) and a Masters of Industrial Statistics (University of South Carolina)
Five Steps For Continuous Improvement of a South Carolina Business ProcessStephen Deas
Find links and research for continuous improvement of a South Carolina business process: Charleston, Florence , Greenville, Columbia, the Lowcountry, the Midlands, and the Upstate. Stephen Deas gives five steps for continuous improvement of a wide range of South Carolina processes: manufacturing, hospitality, healthcare, education, and municipal government. Stephen Deas is the President of Quality Minds Inc based out of Charleston, SC He is a Certified Six Sigma Black Belt with twenty plus years experience in production, engineering, purchasing, and quality. Stephen Deas was certified as a Quality Engineer in 1991 and has a Bachelors of Industrial Engineering (Georgia Tech) and a Masters of Industrial Statistics (University of South Carolina)
Five Steps For Improving Municipal Government Work ProcessesStephen Deas
This presentation describes five steps for improving municipal government work processes. It is given within the context of zero overhead growth (ZOG) which is a concept recently outlined on the international city/county management association's website (www.icma.org)
This presentation gives a thorough overview of the certified quality auditor (CQA) exam offered by the American Society for Quality (ASQ). The overview covers content of the exam, hints for passing the exam, tips for exam preparation, and a resource for exam preparation.
A good overview of the ASQ Certified Quality Engineer (CQE) exam including subjects covered, subjects requiring special instruction, tips for test preparation, and resources for training.
Overview Of Job Hazard Analysis for South Carolina Hospitality IndustryStephen Deas
Many South Carolina resorts and hotels have extensive maintenance departments. It is imperative that workers perform maintenance tasks using robust processes designed to prevent accidents and safety incidents. Job Hazards Analysis is a tool for assessing work place risks and implementing countemeasures to reduce risks.
Conducting Process Audits For Municipal GovernmentStephen Deas
This presentation details how to conduct a process audit of local and municipal governments. A process audit is a strong, proactive tool for improving process outputs. Many local governments are adopting a zero overhead growth strategy(ZOG) which is dependent on key continuous improvement tools. Process audting is a wonderful continuous improvement tool.
This presentation gives simple but effective techniques for mapping a business process. Process Mapping is a strong initial step in continuous improvement of any business process.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
2. A Brief Overview:
The Waters Consulting Group, Inc.
Since 1976, the firm has provided consulting services in the area of human
resources consulting with a primary focus in the disciplines of compensation,
strategic management, performance and executive recruitment. services
nationwide to a variety of organizations in the public and private sectors
including:
•Educational institutions (school districts and higher education)
•Healthcare
•Cities, counties, other local government agencies
•Utility and transit authorities
•Government-related retirement systems THE WATERS
CONSULTING
•Professional associations GROUP, INC.
2
3. A Brief Overview:
Quality Minds, Inc.
Human capital development and process
improvement firm located in Charleston,
SC. Areas of specialty include:
•Process and Quality Improvement
•Lean Tools and Techniques
•Lean Six Sigma
•Safety Improvement
•ASQ Certifications
•Process Mapping
•Statistical Process Control
3
4. Session Outline
• What is Six Sigma?
• What is Lean Six Sigma?
• How is Six Sigma used to improve local government?
• What can Human Resource leaders do to champion or contribute to
Six Sigma initiatives in the organization?
4
5. A Short History Lesson
• Industry:
– Started in mid 1980’s at Motorola
• Documented over $16 billion in savings because of six sigma projects
• Government:
– Google “municipal governments using six sigma” or “cities using six
sigma” and find on the front page:
• Fort Wayne, Indiana (2000): Mayor introduced six sigma as the sole
process for improving government administrative and civic services
– Google “Fort Wayne government six sigma” and you get 23,300 hits
• Buffalo, New York (2008): Municipal Housing Authority used six sigma
to improve the 72 step process for reserving a park shelter (46/72
steps were identified as waste)
• Hattiesburg, Mississippi (2008): One project involved simplifying the
cost it takes to tear down a building
5
7. Philosophies of Six Sigma and Lean
Philosophy Six Sigma Lean
Customer Focused Top project priority is with Give the customer what he
customers wants, when he wants it
Organization Development Six Sigma can change work Organization is more aware of
cultures wasteful activity
Human Capital Development Internal employees are Workers see jobs differently,
thoroughly trained to lead workers respect work
projects environment more
Results Oriented Projects have quick completion Waste is eliminated from
times and, as much as business processes, work
possible, are measured using becomes quicker and more
financial criteria efficient
7
8. Lean Six Sigma Visualized
Waste Lean
Customer Complaints Six Sigma
Incapable processes
Excessive costs D Improv
Efficiency ed bus
IC M improvement proces iness
Poor quality of service ses
A
W imin
el
as at
te ed
Six Sigma is a mechanism for becoming lean
8
9. Customer “Wants” Vs. Production
The Six Sigma methodology systematically improves work processes to reliably meet the
customer’s requirements.
What the Customer Wants
Fails to meet Exceeds what
minimum
requirement
What we Produce customer
wants
σ
Sigma is a measure of variation
Here, the variation in our product or service is
such that we fail to meet what the customer
actually wants
9
11. The Role of Systems and Processes
System (A series of processes that work together for a definite purpose)
Municipal Government (Human Resources)
Human Resource Processes
P1 P2 P3 P4 P5 P6 P7 P8
(Hiring)
Inputs Outputs
P3 Step 1 P3 Step 2 P3 Step 3 P3 Step 4
11
12. The Hiring Process as an Example
Supplier Inputs Process Output Customer
Who supplies each What does this What are the steps What is the output of Who are the internal
input? process need in that are followed to the process? and external
order to produce hire someone? customers of this
good output? A new employee process?
Job requirement
Job description
Resumes
Interviewers
Interview process
Candidates
In short, six sigma methodology identifies the key inputs that
drive success of outputs. Once identified, actions are taken to
improve the inputs in order to improve the outputs.
12
13. Some Potential HR Projects & Processes
Process Project
Hiring/Recruitment Recruitment; on-boarding, etc.
Safety Reducing injuries at work
Performance management Implementation; timeliness; consistency;
introduction of technology to drive the system
Performance reviews Implementation; timeliness; consistency;
introduction of technology to drive the system
Retention Absenteeism reduction; employee
engagement; the grievance process; exit
interview process; etc.
Compensation and benefits Annual market review; classification analysis;
introduction to technology to drive the system;
appeals process; etc.
13
15. Leadership’s Role in Deployment
Leadership Support makes the Difference:
• Deming’s 85/15 Rule: 85% of problems in any organization are within the
system and are the responsibility of leadership while only 15% lie with the
worker
• Systems are made of processes. Processes are used by workers to produce
products and/or services. If the system is bad, the processes are bad and
consequently service and/or product will be bad.
• Specific Support Needed for Six Sigma Success:
• Careful planning and implementation
• Proper resources allocated
• Commitment beyond low hanging fruit
15
16. Traditional Six Sigma Leadership Structure
Select projects, knock
For Example: City Manager, Executive down barriers, be the
City Council, Mayor leadership representative
Sponsors for project team
For Example: Department
Heads, Quality Overseer of Six Process Owners
Enhancement Director Sigma Program
(BB) Black belts manage projects.
BB BB This is typically a full time
job/responsibility.
(GB) Green belts are black belts in
GB GB training. Green belts are usually not
full time positions
16
17. Linking Projects to Goals and
Organizational Performance
Sources for Projects
Customer complaints-should
always be priority #1
Internal issues Strategic Level City Manager, City
Cost drivers
Employee surveys
(project selection is the Council, Mayor
responsibility of leadership)
Performance reviews
Leadership must consistently
review department level
Department indicators and create the “project Department
hopper”
Level Level
Human
Project
Hopper Resources
Division Level Division Level
Compensation Benefits Projects should come
from the “hopper”
17
19. HR Leadership in Six Sigma
S I P O C
Supplier Input Process Output Customer
Human Recruitment of The Six Sigma Successful Internal
Resources skilled people Process within projects with customers
your organization wonderful results
Human Management of Highly trained Public
Resources culture change people
Human Rewards and Effective teams
Resources Recognition
Human Training for team A different culture
Resources effectiveness
Retention
Human strategies for
Resources keeping talent
19
20. A Focus on Continuous Improvement
Recruitment and Retention Training for Team Rewards and Champion and Manage
of Skilled Talent Effectiveness Recognition Culture Change
• Find the right people.
• Build a competency model.
• Create job descriptions.
• Help project teams work
• Develop a retention together more
strategy. Automate the effectively.
process with technology.
• Training and/or
coaching in team
effectiveness skills. • Determine whether and how
• Act as a resource for to make appropriate
Black Belts. Become a adjustments in level and • Help reduce any uncertainty
Black Belt. compensation. and anxiety about Six Sigma.
• Create a strategic • Draft a change management
compensation plan that will communications plan that
better support Six Sigma. addresses the people side of
the Six Sigma rollout .
• Help create a quot;case for change“.
• Counsel Six Sigma Leaders.
20
21. Strengthening HR’s Leadership in Six Sigma
Acquire basic
knowledge of the
DMAIC method,
supporting tools, roles,
jargon, and even
simple statistical
methods
Meet with senior
leaders to discuss their Take the lead and
business goals and apply Six Sigma
identify where Human successfully within
Resources can provide the Human
very specific and Resource function
measurable help.
Gather data that
supports the people
side of Six Sigma.
21
22. The Six Sigma Process
Define
Measure
Analyze
Improve
Control
23. Two Levels of Six Sigma
• Basic
– Most projects can be successful using basic tools in
each of the five steps
• Advanced
– Some projects will need to use advanced tools.
(Puts heavy emphasis on Black Belt.)
23
24. Define Phase
S I P O C
Supplier Inputs Process Output Customer
Team Members Project Scope Develop a A project Measure phase
Team Members Project Goals definition of the charter
Team Members Due Dates improvement
opportunity
Black Belt Tools
Team Members Ideas
Team Members Observations
Leadership Mentor
Team Members Process
Importance
It is important to develop a clear and thorough definition of the opportunity for improvement.
24
25. Identifying Project Stakeholders
• What are Stakeholders?
• Those who could be impacted by the results of the project
• Those that must support any change proposed in the project
• Who Could Stakeholders be?
• Managers of the process
• People working in the process
• Internal and External Customers of the process
• Suppliers to the process
• Finance support of the process
25
26. Example: The Project’s Stakeholders
• Operations Feedback
– Quality Technician • In general, the overall perception of scrap as a plant
– Receiving issue is the same between levels of the
organization. We did see evidence of differences
– Product Technician within levels of the organization.
Project: – Process Engineers • Actual measured scrap performance is not fully
Improve the – Tool Setters understood between levels of the organization and
process for within levels of the organization
handling, • A percent scrap goal is set for the plant but not for
• Operations Management each department
recording – Team Leader • There are diverse opinions and ideas on what
and – Superintendents causes scrap and how to prevent scrap
analyzing – Purchasing • Based on the answers to the questions, the process
scrapped – Accounting/Controller for handling, reporting, reviewing, and fixing scrap is
not well defined and understood. (what to do, who
material in does it, when is it done, how is it done) For
the plant • Plant Management example, there were different answers on who
enters scrap into the system.
– Plant Manager • Incoming material is not verified
– Engineering Manager
• The accounting of scrap must improve and provide
– Quality Manager more detail
– Production Manager • The feedback suggests that more emphasis should
be placed at catching problems at the source.
26
27. The Project Charter
• A written document that defines the project team, team leader, project
mission, process scope, business case for project, goals for projects, and
time frames for project.
• Charters can be created by top management or teams can create their own
charter
27
28. Measure Phase
S I P O C
Supplier Inputs Process Output Customer
Black Belt Tools Measure the A map of the Analyze phase
Team Members Data process’ process
Team Leader Video Recorder performance
Black Belt Software A current state
Define Phase Project Charter of
performance
Black Belt Stop Watch
Team Members Ideas and
opinions
Once you identify the process to be improved, study and document the process to
understand its current state of performance
28
29. Outside
Tank
Supplier Floralife Receive
Order liquid Store liquid
ships liquid receives liquid customer
dextrose dextrose
dextrose dextrose order
Inside Tank Based on
Measure Fill tank to 80% Add 150g water
Put 5140 lbs of customer
chemicals of capacity with to tank
dextrose in order, create a
water
tank with water production job
Turn blender on No Make
for 5 minutes Add chemicals Mix chemicals Is PH adjustments
before adding to tank and dextrose in ok?
chemicals tank for 1 hour
Yes
Fill containers
Move to Label Cap containers
finished goods containers
A Process Map: “What We Do”
Store in Ship from
finished goods finished goods
29
30. Analyze Phase
S I P O C
Supplier Inputs Process Output Customer
Black Belt Tools Analyze the A root cause Improve phase
Black Belt Forms process to statement
Black Belt Software determine root
causes
Measure phase Current state of
process
performance
Once you measure the process, analyze the results of the measurement to
establish tangible opportunities for improvement.
30
31. Examples: Tools for the Analyze Phase
Machine Workplace Production
Organization
Ne e d P M sy ste m
L i n e sy ste m (h o se s)
Im p ro v e e ffi ci e n cy o f l a b e l e r
Ne e d fi l l sta ti o n th a t ca n fi l l d i ffe re n t si ze s Re d u ce fl o o r sp a ce n e e d e d
On ti m e d e l i v e ry <1 0 0 %
Ha v e o wn a i r p re ssu re sy ste m
Use d i ffe re n t ro o m to sto re ch e m i ca l s a n d l a b e l s
Im p ro v e e q u i p m e n t re l i a b i l i ty
Ne e d co n v e y o r sy ste m a n d p a l l e ti ze r
Mo re v i su a l m a n a g e m e n t
Ne e d b e tte r sy ste m fo r cl e a n i n g d e xtro se l i n e s C re a te sch e d u l e co m p l i a n ce m e a su re s
Wo rk a re a to o cl u tte re d
Ge t n e w fi l l m a ch i n e
Mo d i fy ta b l e a t e n d to m a k e l o a d i n g co n ta i n e rs
e a si e r Ne e d b e tte r a i r co n d i ti o n e r
Di re ct fi l l v e rsu s d ru m
Ma k e e v e ry i te m e v e ry sh i ft
T a p e m a ch i n e fo r b o xe s P u t fi n i sh e d p ro d u ct cl o se r to ta b l e
S to p p i n s a t ca p p i n g sta ti o n
P a rt b i n fo r ca p s
In cl i n e co n v e y o r fo r h e a t se a l /l a b e l e r
Improving
Liquid
Two p e o p l e p a ck i n g
De fi n e ro l e s o f o p e ra to rs
Ge t p re -p ri n te d ju g s
Use i n cl i n e d fe e d ta b l e fo r l o a d i n g co n ta i n e rs
S e p a ra te re p o rts b y l i q u i d a n d p o wd e r
Im p ro v e e rg o n o m i cs
Ne e d a u to m a ti c fo l d i n g b o xe s
Ge t a n a ccu m a to r sy ste m fo r g a l l o n s
C o n v e rt ca p p i n g to a n e xte rn a l ta sk
Methods O ther Material
Fishbone Diagram:
A simple but powerful tool for summarizing the results of a brainstorming session.
31
32. Examples: Tools for the Analyze Phase
1 2 3 4 5 T
Put
finished
2 1 1 2 2 8
product
closer to
table
Inclined
feed
5 4 5 5 5 24
table to
load
Modify 3 3 2 1 3 12
table at
end
Direct fill
vs drum
1 2 3 3 1 10
Part bin
for caps
4 5 4 4 4 21
Nominal Group Technique:
A simple but powerful tool for prioritizing ideas generated in a brainstorming session.
32
33. Improve
S I P O C
Supplier Inputs Process Output Customer
Team Members Ideas Improve the An improved Control phase
Team Leader Focus process by process or a
Team Members Patience attacking the solved
root cause(s) problem
Leadership Time
Analyze Phase Root cause (Plan-Do-Check-Act)
statement
Black Belt Tools
Take actions on the tangible improvement opportunities from the Analyze Phase.
33
34. PDCA Cycle of Improvement
Plan
To improve processes, first find out what
areas need improvement. Based on what
you learn, plan a change or test.
Now you must decide
what actions to take as
a result of your check.
The options typically
include:
•Adopt the change Act Do Once you have a plan,
•Abandon it and go
carry out the change or test
back to the drawing
on a small scale
board
•Run it through the
cycle again using a
different area, running a
larger scale trial, or
making the trial more
complex.
Check
After completing the Do phase, check to see if the changes or
tests are working (What did you learn? What went right? What
went wrong? What does the data mean?)
34
35. Control
S I P O C
Supplier Inputs Process Output Customer
Black Belt Tools Control the A stable and Internal and/or
Team Members Ideas improved predictable external
Leadership Follow up process to process customers of
sustain the the improved
Improve phase Improved improvement process
process
Implement controls to sustain the process improvement.
If you do not, the process may revert back to previous performance levels.
35
36. Using Six Sigma to Increase
Performance in City Government:
Fort Wayne, Indiana – Six Sigma Introduced in 2000
37. Fort Wayne’s Six Sigma Structure
Executive
Mayor Council
(Deployment Team)
Quality Master
Side Note: Enhancement Black Belt
Director
The mayor was first
elected in 2000. A
significant theme in his
campaign was “reforming
government”. Six Sigma
was his mechanism.
10 black belts were trained and
each had to complete a City-
approved project each year.
37
38. From City Leadership
• City Challenges More Services, Fewer Employees
– More people, more territory 1999 2006 % Change
– Revenue down
– Demands for service up
– State and federal mandates Population 190,000 252,000 33%
up
– Tornadoes, terrorism, floods
Non-public 936 950 2%
safety
• Questions Posed employees
– Who is your customer?
– Is your service improving? Miles of 850 1200 41%
– How do you measure roads
improvement?
– Show me the data Square 79 109 39%
miles
38
39. Other Fort Wayne Projects & Results
Project Results Comment
Reduce amount of late garbage Reduced amount of late garbage Also improved relationship
pickups pickups by 50% between city and contractor
Reduce time to repair potholes Reduced average pothole repair Improved communication and
time from 2 days to 3 hours increased repair capacity
Improve business permit accuracy Approval time reduced by 300% More business was attracted to
and approval time Fort Wayne
Improve efficiency of waste water Efficiency improved 300% beyond
treatment processes goal, city avoided $1.7 million
purchase of new equipment
Improve process for managing Process improved such that Reduced street light inventories to
street light inventory $500,000 was saved and freed for optimal levels by establishing
other areas proper tracking and control
practices
Other Notable Results:
1. 2005 City Budget ($229,539,522): 5% savings due to projects ($11,476,976)
2. From 2000-2005, 60 projects completed by city workers
39
40. Typical Benefits of Lean Six Sigma
• Internal Benefits
– Reduced claims filed
– Overtime reduction
– More positive public image
– Higher morale
– Positive change in culture and effectiveness
• External Benefits
– Safer organizational initiatives
– Improved customer service
– Improved relations with neighborhood associations
– Overall better local, regional and even national image
40
41. A Quick Workshop
• On the next page, describe a work process for your city, town,
department, or division that needs to be improved
• Write the general steps to the process in the P column
• Write the critical output of the process in the O column
• Write the internal and external customers of the process in the C
column
• Write the critical inputs to the process in the I column
• Write the suppliers for each input in the S column
Congratulations!
You just mapped a process and are on your way to process improvement using
the basic techniques of Six Sigma.
41
42. Process Mapping
Name:
Process:
___________________________________________
___________________________________________
Organization Name:
___________________________________________ General Description of Opportunity for Improvement:
Email: ____________________________________________
___________________________________________
S I P O C
Supplier Input Process Output Customer
42
43. Six Sigma and Lean Six Sigma
for Municipal Government
TMHRA Mid-Year Conference 2009
June 4, 2009
Presented by:
Presented by:
Stacy Waters
Stephen Deas
Principal and
Founder and President for:
Executive Vice President for:
THE WATERS
CONSULTING
GROUP, INC.
For more information about this presentation or related services,
contact us at 800.899.1669 or via email at swaters@watersconsulting.com