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/
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!
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
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
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!
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
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
PROJECT STORYBOARD: Lean Six Sigma Helps Feed People In Need 45% FasterGoLeanSixSigma.com
Charitable organizations often have improvement opportunities, but typically don't have the resources of businesses. The BW Food Pantry was fortunate to have Darlene Grandison, who helped them improve their Food Box Process.
Charities often rely heavily on volunteers, and it is crucial to use this help wisely -- not wasting their time. The Food Box Process took 20 minutes to pack a box, limiting the capacity of the organization, and risking the loss of volunteers.
Darlene analyzed the process, and successfully applied many of the principles of Lean that she learned from GoLeanSixSigma. Food storage was reorganized to provide easy access and foster flow. The workspace layout was made more compact, reducing the walking distance and space requirements.
In less than a month she was able to cut cycle time to 9 minutes, reducing the walking time by 45%. While this greatly benefited the BW Food Pantry, the learning from this project can be directly applied to many other food pantries throughout the world!
Current & Future State Machining VSM (Value Stream Map)Julian Kalac P.Eng
Current and Future State Value Stream Map in Machining. Before: Batch process, high Final Inspection rejects, 32% scrap costs
Future: Continuous Flow, all operations start up and Run at the same time, each machine feeds back to each other in real time any issues. All issues are detected through in-process inspection and using Internal Customer (next machining centre) as the ultimate check and balance.
COST TO IMPLEMENT = ZERO $$
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.
Recorded webinar: http://bit.ly/1uVqMJC
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
These are slides from a webinar done with APICS Heartland on the topic of Value Stream Mapping.
This webinar covers:
• How to use value stream mapping as an organizational transformation & leadership alignment tool
• How to plan for a value stream mapping activity
• The mechanics of mapping, including key metrics
for office/service/knowledge work
• How to create an actionable Value Stream Transformation Plan
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 .
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
In this panel discussion, you will learn how Best-in-class companies leverage collaborative Supplier Management to mitigate supply chain risk and improve overall supplier performance. The session will examine proven techniques to become "Customer of Choice" even in the tightest of supply markets by building supplier management initiatives that provides transparency, fosters collaboration, and shared risks and incentives with key suppliers.
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!
PROJECT STORYBOARD: Call One Router Installation Process Improvement ProjectGoLeanSixSigma.com
Streamlining technology in our lives is a good thing! Find out how Anne Cesarone's project increased router order lead time by 11 days, decreased process time for programming routers by 70% and reduced incorrect router installations by 60% for Call One, Inc.
PROJECT STORYBOARD: Lean Six Sigma Helps Feed People In Need 45% FasterGoLeanSixSigma.com
Charitable organizations often have improvement opportunities, but typically don't have the resources of businesses. The BW Food Pantry was fortunate to have Darlene Grandison, who helped them improve their Food Box Process.
Charities often rely heavily on volunteers, and it is crucial to use this help wisely -- not wasting their time. The Food Box Process took 20 minutes to pack a box, limiting the capacity of the organization, and risking the loss of volunteers.
Darlene analyzed the process, and successfully applied many of the principles of Lean that she learned from GoLeanSixSigma. Food storage was reorganized to provide easy access and foster flow. The workspace layout was made more compact, reducing the walking distance and space requirements.
In less than a month she was able to cut cycle time to 9 minutes, reducing the walking time by 45%. While this greatly benefited the BW Food Pantry, the learning from this project can be directly applied to many other food pantries throughout the world!
Current & Future State Machining VSM (Value Stream Map)Julian Kalac P.Eng
Current and Future State Value Stream Map in Machining. Before: Batch process, high Final Inspection rejects, 32% scrap costs
Future: Continuous Flow, all operations start up and Run at the same time, each machine feeds back to each other in real time any issues. All issues are detected through in-process inspection and using Internal Customer (next machining centre) as the ultimate check and balance.
COST TO IMPLEMENT = ZERO $$
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.
Recorded webinar: http://bit.ly/1uVqMJC
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
These are slides from a webinar done with APICS Heartland on the topic of Value Stream Mapping.
This webinar covers:
• How to use value stream mapping as an organizational transformation & leadership alignment tool
• How to plan for a value stream mapping activity
• The mechanics of mapping, including key metrics
for office/service/knowledge work
• How to create an actionable Value Stream Transformation Plan
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 .
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
In this panel discussion, you will learn how Best-in-class companies leverage collaborative Supplier Management to mitigate supply chain risk and improve overall supplier performance. The session will examine proven techniques to become "Customer of Choice" even in the tightest of supply markets by building supplier management initiatives that provides transparency, fosters collaboration, and shared risks and incentives with key suppliers.
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!
PROJECT STORYBOARD: Call One Router Installation Process Improvement ProjectGoLeanSixSigma.com
Streamlining technology in our lives is a good thing! Find out how Anne Cesarone's project increased router order lead time by 11 days, decreased process time for programming routers by 70% and reduced incorrect router installations by 60% for Call One, Inc.
People want to hear your story! But even those of us who can tell a good story often stumble when it comes to telling the story of our own work. Storyboards help others learn from you – they help leadership appreciate their problem-solving bench strength. This 1-hour introductory webinar will guide you to showcase your project in a way that others can understand and enjoy. Spread the good word with a good Storyboard!
https://goleansixsigma.com/webinar-build-powerful-project-storyboard/
WEBINAR: How to Avoid Process Improvement Bloopers & BlundersGoLeanSixSigma.com
During this 1-hour webinar, you’ll learn about some process improvement project bloopers and blunders and how we can learn from them.
You can find the rest of the webinar materials and questions from the webinar here: https://goleansixsigma.com/webinar-avoid-process-improvement-bloopers-blunders/
SUCCESS STORY: Reducing Cost Center Addition Lead Time by 40%GoLeanSixSigma.com
Setting up cost centers help organizations manage budgets and funding. Learn how this improvement team helped remove unnecessary steps and made the process more consistent overall! Watch this 30 minute Project Success Story to learn how Megan Rulien is helping to transform the Finance and Business Operations Division (FBOD).
Executive Briefing
Problem: An increase in the inventory level, caused by supply chain disruptions and demand shifts, decreased gross margin by 4.3% for Target versus the prior year.
Who are Impacted: Target/Its Partners (Supplier/Manufacture)
Why happening: Missing trust in the value chain and complicated demand forecasting contribute to the bullwhip effect.
How to Solve : Using technology to create transparency of demand data and trust among partners.
Solution: Advance Blockchain Technology in Multi-stage Supply Chain to reduce bullwhip effect.
For a company to continue business, the role of the Spare Parts department is very important. Whether or not the part activities are properly controlled, can greatly influence the company’s success.
The system control among other things is vitally important to the Spare Business Unit (SBU) control, for effective operation of actual SBU.
Purchase Request Process For Small to Medium Sized CompanyBill Kohnen
A Functional Purchase Request process that small to medium sized business can put in place at no cost that provides; Electronic Delivery and Routing,Approvals, Ability to Add Attachments, Time Stamp on Approvals,
Easy Electronic Storage For Audit, multi-site use
and easy implementation
SUCCESS STORY: Improving the Purchasing Process for SuppliesGoLeanSixSigma.com
Cape Cod Child Development is a trailblazer in applying Lean Six Sigma to the nonprofit world. View this 30 minute success story webinar to learn how Angie Grabiec provided budget relief by improving the supply purchasing process.
Procurement Management Template
Procurement Management Plan
(Project Name)
(Company Name)
(Street Address)
(City, State Zip Code)
(Date)
Here's YourProcurement Management Plan Template
This Procurement Management Plan template has been written to include instruction for creating the final document along with actual verbiage for each section. You are free to edit and use this template and its contents; however, we do ask that you don't distribute this template as a template on the web without explicit permission from us.
Revision History
Name
Date
Reason For Changes
Version
Table of Contents
2
1.0 Purpose
2
2.0 Procurement Roles and Responsibilities
3
3.0 Procurement Requirements
3
4.0 Vendor Identification and Selection
4
5.0 Vendor Management
4
6.0 Contract Requirements
4
7.0 Approvals1.0 Purpose
Many projects require items or services that cannot be provided from within the organization. In these cases it is necessary for the project team to procure the necessary items or services required to successfully complete the project. This section should provide a high-level explanation of purpose of the Procurement Management Plan. Generally, the purpose of the Procurement Management Plan is to define what items will be procured for the project and how vendors will be identified, selected, and managed. Additionally, the plan should outline roles and responsibilities relating to procurement as well as any contract requirements which must be met.
The purpose of the Procurement Management Plan is to define procurement parameters for the Software Upgrade Project in order to ensure its successful completion. Procurement is a deliberate process which involves many internal departments as well as external vendors. This Procurement Management Plan has been created to provide a framework in which all procurement actions will be managed across all of the organizations involved.
2.0 Procurement Roles and Responsibilities
This section describes the roles and responsibilities of all key project personnel as they relate to procurement actions. These roles must be clear to prevent any gaps or overlap in project procurement actions. Additionally, roles and responsibilities help establish accountability throughout the project’s lifecycle.
To facilitate effective procurement management, the following roles and responsibilities have been established for all procurement actions for the Software Upgrade Program:
Role
Responsibilities
Project Sponsor
Approve Procurement Management Plan
Approve vendor selection
Approve all contracts prior to award
Approve any procurement action in excess of $50,000
Project manager
Provide oversight for all procurement actions
Approve procurement actions under $50,000
Develop procurement requirements
Manage vendor selection process
Measure vendor performance
Closing out vendor contracts
Contracting Department Director
Assist procurement actions by submitting requests for proposal (RFPs) to i.
Part of the induction course for students undertaking diploma and degree in environmental lab science, public health, Analytical Chemistry, Applied Biology, Medical Lab Sciences and Food Technology.
ERP Solution for MSMEs by Sumeet Mayor.pdfSumeet Mayor
Inefficient manufacturing processes can lead to various pain points and challenges that hinder productivity and profitability. A comprehensive manufacturing ERP solution addresses these challenges, providing effective solutions to overcome them. The manufacturing ERP solution is designed to address the pain points and challenges faced by small and medium manufacturers, empowering them to optimize operations and achieve greater efficiency. With a comprehensive set of features and functionalities, our solution provides effective solutions to overcome these challenges.
Many organizations are comfortable using a Time and Materials approach to buying consulting services. This presentation describes Fixed Fee as a procurement option.
The Accounts Payment Cycle represents the sequence of all essential steps that must be followed by the production, purchasing/procurement, and accounting departments to complete all activities required for the procurement of goods and services comprising three major phases.
Running head PURCHASING ORGANIZATION METRICS REPORT .docxtodd581
Running head: PURCHASING ORGANIZATION METRICS REPORT 1
PURCHASING ORGANIZATION METRICS REPORT 3
Purchasing Organization Metrics Report
Zachary T. Trigger
UMCG
Purchasing Management
Professor James Swaim
February 23, 2020
To obtain suppliers for the muscles from turkey legs, heart of pigs, alligator claws, corn leaves and Kelp from the Chesapeake Bay, the company would need to consider the various legal ramifications of purchasing. There is need for the company to routinely sign purchase orders and contracts which commit them to the specific terms and conditions of purchase orders and contracts. There are several essential elements of a purchase order and they include:
I. The two parties, both the company and the suppliers, must be capable of delivering
II. The subject of the matter must be legal and valid
III. There must be mutual consideration
IV. The parties must reach an agreement by offer and acceptance.
All four elements have to be present for the contract to be legal. If any of the elements is missing it makes the agreement unenforceable before a court of law.
The details of the purchase contract need to be well defined and it should not be carried out in a hasty manner. This is because, once the contract has been approved, there are no changes which can be accepted. In addition to the purchase contract, a purchase requisition should be made available as it specifies the required parts. This is important because the five items which are required by the company are part of a whole and hence the need for the purchase requisition. These contracts are aimed at binding the supplier and the company together and to provide security to the company for a source of their raw materials. Whenever the company requires the raw materials to be supplied, a purchase order has to be created. This provides a records of the details of the raw material to be supplied by the suppliers.
Several elements need to be clarified in the contract to ensure that there are no misunderstandings between the supplier and the company. The first is the quality of the raw materials that the suppliers will supply and this ensures consistency and surety of products the company receives. The second component highlights the cost of the raw materials, that is the price which the suppliers will supply the raw materials per unit. The duration before the raw materials are supplied should also be specified to allow the company to calculate the lead time and avoid running out of raw materials. Finally, the duration of payment should also be outlined in the contract to stipulate the time taken before payment is made.
REQUEST FOR PROPOSAL
Company name
Introduction
The company requests for proposals from qualified supplying firms to supply the raw materials required in the manufacture of products used in laboratory testing. For the production of the end product, different qua.
Running head PURCHASING ORGANIZATION METRICS REPORT .docxjeanettehully
Running head: PURCHASING ORGANIZATION METRICS REPORT 1
PURCHASING ORGANIZATION METRICS REPORT 3
Purchasing Organization Metrics Report
Zachary T. Trigger
UMCG
Purchasing Management
Professor James Swaim
February 23, 2020
To obtain suppliers for the muscles from turkey legs, heart of pigs, alligator claws, corn leaves and Kelp from the Chesapeake Bay, the company would need to consider the various legal ramifications of purchasing. There is need for the company to routinely sign purchase orders and contracts which commit them to the specific terms and conditions of purchase orders and contracts. There are several essential elements of a purchase order and they include:
I. The two parties, both the company and the suppliers, must be capable of delivering
II. The subject of the matter must be legal and valid
III. There must be mutual consideration
IV. The parties must reach an agreement by offer and acceptance.
All four elements have to be present for the contract to be legal. If any of the elements is missing it makes the agreement unenforceable before a court of law.
The details of the purchase contract need to be well defined and it should not be carried out in a hasty manner. This is because, once the contract has been approved, there are no changes which can be accepted. In addition to the purchase contract, a purchase requisition should be made available as it specifies the required parts. This is important because the five items which are required by the company are part of a whole and hence the need for the purchase requisition. These contracts are aimed at binding the supplier and the company together and to provide security to the company for a source of their raw materials. Whenever the company requires the raw materials to be supplied, a purchase order has to be created. This provides a records of the details of the raw material to be supplied by the suppliers.
Several elements need to be clarified in the contract to ensure that there are no misunderstandings between the supplier and the company. The first is the quality of the raw materials that the suppliers will supply and this ensures consistency and surety of products the company receives. The second component highlights the cost of the raw materials, that is the price which the suppliers will supply the raw materials per unit. The duration before the raw materials are supplied should also be specified to allow the company to calculate the lead time and avoid running out of raw materials. Finally, the duration of payment should also be outlined in the contract to stipulate the time taken before payment is made.
REQUEST FOR PROPOSAL
Company name
Introduction
The company requests for proposals from qualified supplying firms to supply the raw materials required in the manufacture of products used in laboratory testing. For the production of the end product, different qua ...
Similar to PROJECT STORYBOARD: Reducing Purchase Order Lead Time by 33% Using Lean Six Sigma (20)
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:
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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)
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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?
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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:
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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?
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Our guest panelists have offered to share their recent experiences with navigating the new normal:
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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?
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PROJECT STORYBOARD: Reducing Purchase Order Lead Time by 33% Using Lean Six Sigma
1. Purchase Order Cycle Time
Project Storyboard
by George Wong
XYZ Company
July 07, 2017
2. Executive Summary
Business Case
Root Cause Analysis
What are the critical findings/root causes that were discovered?
Solutions Implemented
Data showed the purchase order approving process requires too many levels
of approvers, a long time to check request codes, lots of time needed in
entering an order, not having the supplier listed in the PO system, and not an
easy way to re-order a specific item a previous order,
Graphical Display of Improvement
Insert a chart, graph or visual demonstrating process improvement
List key solutions that were implemented to address root causes
1. Created a new approval flow process that only two signatures are required.
2. Created a new form for ordering new item or services.
3. Created a new from for PO requester to efficiently collect necessary
information from a new supplier.
4. Re-designed the order form to allow a requester to select item(s) from
previous order.
Project Results
What is the importance of doing this project? (State in lost dollars,
productivity loss, customer dissatisfaction, cost avoidance, risk, etc.)
What are the measureable process improvements/wins?
Purchase order lead time has decreased from 3 days to 2 days. Order
entry time has decreased from an average of 5 hour to 4 hours or less.
Requesters have shown a higher level of confidence to inform requesters
that PO will be issued within 2 days. 10 more suppliers have become a
"preferred vendor" and offered 5% discounts on each purchase of value
>$500.
Reducing purchase order lead time will help our suppliers appreciate the
efficiencies of our PO process and allow them to deliver items to the
manufacturing plant in a timely manner. This can enhance the relationship
with suppliers and allows for negotiating better price for ordering material
items and services.
0
5
10
15
20
25
30
4 8 12 16 20 24 28 32 36 40 44 48
Frequency
Hours
Improved PurchaseOrder Lead Time
(Original LT= 72 hours)
3. Key Words
(Specific to XYZ Company)
• Purchase Order (PO) Lead Time: Total cycle time from the
moment the supplier provides the quotation to the moment they
receive the corresponding purchase order.
• Suppliers: Companies that provide specific parts and service to
XYZ Company
• Preferred vendor: A supplier qualified by the purchasing
department to be the primary source for ordering certain parts and
service. A vendor is considered preferred when it offers at least 5%
discount to stock items in each order.
• Stock item: An item that is readily available for shipment from the
supplier to XYZ company
• Purchase Order Approver: A person beside the purchase order
requestor to approve the issuance of a purchase order
4. Phase Planned Actual
Define: June 10th June 10th
Measure: Jun 15th June 17th
Analyze: July 10th July 12th
Improve: July 15th July 14th
Control: Aug 1st Aug 10th
Process Start: Position Person
Process End: Team Lead Production Manager 25%
In: Sponsor Plant Supervisor 15%
Team Member Finance Manager 15%
Out: Team Member Stock Rm Manager 10%
Team Member PO Entry Admin 10%
Deliver Purchase Order to supplier (via fax or email)
Parts required for manufacturing each product, process
steps, length of time for entering quotation into system
Replace existing electronic PO system, hiring more data
entry persons, order larger quantities in each order.
Goal Statement Timeline
Reduce the cycle time to deliver a purchase order to supplier from an
average of 3 days to 2 days or less. Reduce the time to enter quotation
information into the PO system from an average of 5 hours to 4 hours or
less by July 15th
Scope Team Members
Official quotation arrives from the supplier Time Commitment
Project Charter
Project Name: XYZ Company Purchase Order Cycle Time
Problem Statement Business Case & Benefits
In the last 3 months we have been receiving complaints from the parts suppliers
about how long it takes for them to receive a purchase order after sending us the
quotations. Current cycle time average is 3 days. If this continues we may not
have enough parts to manufacture our products and lose 5% discounts from our
preferred vendors. We could also lose revenue as some batches will not be
manufactured on time for our customers.
Purchase Order Cycle Time improvement would result in a faster response of
our suppliers to deliver parts to our manufacturing plant. Purchase Order time
reduction could also translate into monetary benefits because suppliers will
be willing to offer discounts for being qualified as a "preferred" vendor.
5. VOC Translation Matrix
Key Take Away: Project needs to address Purchase Order Lead time which
will impact on delivery times as well as suppliers relationship.
Customer Comment
(What Are They Saying?)
Gathering More Understanding
(Why Are They Saying it?)
Customer Requirement
(What Do They Want?)
Frequently we were asked to send out the
supplies before receiving an official
purchase order.
Person from the Purchase department
does not want to follow the established
procedures.
A purchase order has to be received by the
supplier 100% of the time before any item
will be shipped.
We love to do business with you, but the
need to provide a quotation for the same
item each time for the same item is counter-
productive.
The supplier has spend a lot of time to
provide the company an official quotation.
A repeat order of the same item within the
same month does not require the supplier
to provide a quotation.
Sometimes the purchase order does not
include the correct item numbers listed in
the quotation
Some purchase orders have not been
entered correctly.
Each item number has to match the one
listed in the quotation to avoid mistakes
and re-work.
Ishouldn't have to wait over three days to
receive a purchase order after providing
you a quotation, especially if the quotation
has not changed from the last order.
The supplier wants to start processing the
order and start billing the company as soon
as possible.
Purchase orders need to be received by
the suppliers in 2 days or less after the
quotation.
Don't ignore our email follow up
Questions on the purchase order are not
being addressed promptly.
Reply to supplier's questions on purchase
order within 24 hours.
6. Key Take Away: The scope of this project goes from the point of receiving
the quotation to the point at which the purchase order is sent to supplier
S I P O C
Suppliers Inputs Process Outputs Customers
Parts vendor
Customer Requirements
On-Time
(Delivery of Purchase Order within 2 days after
receiving quotation)
Accurate
(Items number in PO match quotation)
Fast resolution
(Provide response to supplier's questions within 24
hours)
Requirement for delivery
(PO has to be issued before supplier will ship)
Print out
Purchase
Order
Email PO to
supplier
(or pickup)
SIPOC: Quotation received to Purchase Order issued
Supplier issues
quotation
Sent out
Purchase Order
Approved
budget
Enter
the quotation in
PO systemFinance budget
Manufacturing
Parts Supplier
Production
manager
approval
Official
quotation
Production
order and
requirement
Route request
to resp. dept
Send to
approver(s)
7. “As Is” Swimlane Map
Key Take Away: Requirement for multiple levels of approvals and checks
leads to a lot of hand-offs and overall cycle time
Purchase Order Cycle Time
Requestor
Purchase Dept
Production
Finance
Operations
Receive
supplier
quotation
Finance
Supervisor
approval
Check
approved
budget
Re-check
production
requirement
Enter item
codes and
quantities
Purchasing
Supervisor
approval
Inquire and
Create new
item code &
info as needed
Production
Supervisor
approval
Department
VP
approval
Fax or email
PO to
supplier
8. Data Collection Plan
Key Take Away: Data collection was spread out among different groups
covered a 6-week period – most data can be retrieved by a query.
Measure
Data
Type
Operational Definition
Stratification
Factors
Sampling Notes Who and How
PO Entry Lead
Time
Minutes -
Continuous
The time the supplier quotation arrives at
Requestor's desk to the time the Purchasing
personnel starts to enters into system (not
when the quotation was delivered to
Purchasing).
By Item type
(receivable vs service)
By requestor
Sample every 2nd receivable
and every 3rd service
quotation.
Purchasing entry personnel
will calculate the time
based on time stamp
requestor puts on quotation.
Purchasing
Approval Time
Minutes -
Continuous
The clock time that the PO was sent to the
approver to the time it was approved. The time
will be captured automatically by the PO
system.
By Approver Name
By the time PO was
sent for approval
(AM/PM)
Sample every purchase order
request for the next 6 weeks.
Purchasing entry personnel
perform a query on PO
system.
Production
Approval Time
Minutes -
Continuous
The clock time that the PO was sent to the
approver to the time it was approved. The time
will be captured automatically by the PO
system.
By Approver Name
By the time PO was
sent for approval
(AM/PM)
Sample every purchase order
request for the next 6 weeks.
Production personnel
perform a query on PO
system.
Finance
Approval Time
Minutes -
Continuous
The clock time that the PO was sent to the
approver to the time it was approved. The time
will be captured automatically by the PO
system.
By Approver Name
By the time PO was
sent for approval
(AM/PM)
Sample every purchase order
request for the next 6 weeks.
Finance personnel perform
a query on PO system.
Total PO Entry
time
Minutes -
Continuous
The total amount of time to complete entering
items from quotation to the time a PO is sent to
the first level approver
By Item Type
By category whether
the quotation items
were ordered before
(Yes/No)
Sample every 2nd receivable
and every 3rd service quotation
for six weeks.
Production personnel
perform a query on PO
system
Overall PO
Lead Time
Minutes -
Continuous
The amount of time (in hrs and minutes) it
takes from the moment the quotation received
to the purchase order r is delivered.
By Item type
(receivable vs service)
By requestor
Sample every 2nd receivable
and every 3rd service quotation
for six weeks.
Purchasing personnel
perform a query on PO
system.
Data Collection Plan
9. Baseline Data – PO Lead Time
Key Take Away: The baseline shows that for purchase orders, the Lead Times
for both receivable items and service were above the 48 hr requirement.
PO Lead Time (Receivable)
PO Lead Time (Service Order)
0
5
10
15
20
25
30
24 30 36 42 48 54 60 66 72 78 84 90
Frequency
Hours
Purchase Order Lead Time
(Receivable Items)
0
5
10
15
20
25
30
18 24 30 36 42 48 54 60 66 72 78 84Frequency
Hours
Purchase Order Lead Time
(Services)
Average: 53.70 h (2 days 5.70 h)
Standard Deviation: 13.08 h
Minimum: 24 h
Median: 54 h
Maximum: 90 h
Average: 48.42 h (2 days 0.42 h)
Standard Deviation: 12.16 h
Minimum: 18 h
Median: 48 h
Maximum: 84 h
10. Fishbone Diagram
Key Take Away: Initial brainstorming indicates that excessive approval
signature requirement and PO entry times might be potential root causes
Fishbone Diagram
The current software only has limited
licenses for adding more approvers
Systems
The systemrequires routine back-ups
and becomes available at night
Order Type
Receivable items take
longer time than Service
An item is not
Some items need clarifications
fromrequestor
Too many
approval levels
No easy template
for new item
Stepw ise only - instead
of concurrent tasks if
Approver did not see
notice to review PO
Out of office
Not able to
delegate authority
Process Approver
Purchase
Orders Take
Too Long to
provide to
Suppliers
A new item requires extra
time to repeat basic entry
information
Too many hand-off to allow
supervisors to approve
Approver did not send notice to
Finance after approval
Does not consider approval
as priority
11. 5 Whys
Key Take Away: Root Cause Analysis will focus on verifying hand-off to
approver in each department impacting Purchase Order Lead Time
Why? Because Why? Because Why? Because Why? Because Why? Because
Why do
Purchase
Orders take
so long to
deliver to the
supplier?
Because it
requires
approval
from many
departments
Why does it
require
approval for
Purchasing,
Production
and
Finance?
Because
each
department
needs to
verify
accuracy
and purpose
of each PO
request
Why does
the PO
accuracy
verification
take time?
Because
each PO
needs the
department
supervisor to
approve
Why do a
PO needs a
supervisor to
approve
Because the
plant
manager
agree to the
approval
requirement
Why does
the plant
manager
agree to the
plan?
Because it
was agreed
in a meeting
five years
ago.
Why 1 Why 2 Why 3 Why 4 Why 5
The current sof tw are only has limited
licenses f or adding more approvers
Systems
The system requires routine back-ups
and becomes available at night
Receivable item
longer time tha
An item is not
Some
f rom r
Too many
approval levels
No easy template
f or new item
Stepw ise only - instead
of concurrent tasks if
No
del
Process
A new item requires extra
time to repeat basic entry
inf ormation
Too many hand-of f to allow
supervisors to approve
12. Process Analysis
Key Take Away: Many steps are non- value adding or non-value-adding but
required – lots of opportunity to remove “waste” including approval times
13. Hypothesis Confirmations (I)
Key Take Away: Data shows that Production supervisor takes 7 hours to approve a PO, while PO delivery
takes <2hous. i.e approving time is an issue, not PO delivery time
Histogram of Production Approval Time Histogram of PO DeliveryTime
0
5
10
15
20
25
30
1 2 3 4 5 6 7 8 9 10 11 12
Frequency
Hours
Hypothesis 3 (TRUE): Production
Approval Time – (Before Change)
0
10
20
30
40
50
0.25 0.5 0.75 1 1.25 1.5 1.75 2
Frequency
Hours
Hypothesis 6 (FALSE): PO Delivery
Time (Before Change)
Sample size: 100
Average: 6.49 h
Standard
Deviation: 2.10 h
Sample size: 100
Average: 0.79 h
Standard
Deviation: 0.29
Hypothesis # Possible Root Cause (x) Root Cause Hypothesis Result
1 PO data entry time
It takes a very long time for Purchasing to enter items from Quotation into PO
system
FALSE (1.69h)
2 Purchasing approver time The Purchasing supervisor has taken a lot of time to approve PO. TRUE (6.46h)
3 Production approver time The Production supervisor has taken a lot of time to approve PO. TRUE (6.49h)
4 Finance approver time The Finance supervisor has taken a lot of time to approve PO. FALSE (0.85h)
5 Operations approver time The Operations supervisor has taken a lot of time to approve PO. FALSE (2.00h)
6 PO delivery time to supplier The final approved PO was not sent to supplier immediately. FALSE (0.79h)
14. Hypothesis Confirmations (II)
Histogram of Data Entry Time Histogram of Purchasing Approval Time
Histogram of Finance Approval Time Histogram of Operations Approval Time
0
10
20
30
40
50
0.25 0.5 0.75 1 1.25 1.5 1.75 2
Frequency
Hours
Hypothesis 4 (FALSE): Finance Approval
Time (Before Change)
0
10
20
30
40
50
0.5 1 1.5 2 2.5 3 3.5 4
Frequency
Hours
Hypothesis 5 (FALSE): Operations
Approval Time (Before Change)
0
5
10
15
20
25
30
1 2 3 4 5 6 7 8 9 10 11 12
Frequency
Hours
Hypothesis 2 (TRUE): Purchasing Approval
Time (Before Change)
Sample size: 100
Average: 6.46 h
Standard Deviation: 2.11 h
Sample size: 100
Average: 0.85 h
Standard Deviation: 0.30
Sample size: 100
Average: 2.00 h
Standard Deviation: 0.59 h
0
10
20
30
40
50
4 4.5 5 5.5 6 6.5 7 7.5
Frequency
Hours
Hypothesis 1 (FALSE): Data Entry Time
(Before Change)
Sample size: 100
Average: 5.19 h
Standard Deviation: 0.56 h
15. Impact Effort Matrix
Key Take Away: The team decided not to send out approval notices to Purchasing and Production, eliminated two
approval requirements and designed a new item PO information form.
Objective:
Sponsor:
Stakeholder:
Hard Easy
Eliminate approval requirements for
Purchasing and Production
Supervisors in System
Do not send out approval
requirement email to Purchasing
and Production
Design a form for Requestor to
provide necessary information for
new order item
Use only fax to send out PO to
supplier
Send out approved PO to supplier
within 30 minutes
Low Impact
Do not require final VP approval
Reduce Purchase Order Lead Time from 3 to 2 days
Production Manager
Department VP
High Impact
16. Risk Management
Key Take Away: Calling the supplier to confirm delivery dates would lead to
lower risk of running out of parts for production
May 1st (Rev.): May 6th
Process
Step/Input
Potential
Failure Mode
Potential Failure
Effects
Potential
Causes
Current
Controls
Action
Recommended
Resp.
Actions
Taken
Ordering
from a new
supplier
May not
deliver
ordered
items on
time
Run out of parts in
Production
10
Not carrying
proper
quantities 8
Inventory
check in
stock room 10 800
Give vendor a
30-day trial
Production
Manager
Provided
notice to
stock room
on May 5th
10 6 10 600
0 Have vendor
call to confirm
delivery date
Production
Manager
Instituted on
May 5th
10 4 1 40
0 Impose
penalties for
missed items
Production
Manager
Instituted on
May 6
10 6 10 600
Responsible: Manager FMEA Date (Orig.):
FMEA Form
Process/Product Name: Items delivered to Production On time Prepared By: Team Lead
DETECTION(1-10)
RPN
What is the
process step
or feature
under
investigation?
In w hat w ays
could the step
or feature go
w rong?
What is the impact on
the customer if this
failure is not
prevented or
corrected?
What causes the
step or feature to
go w rong? (how
could it occur?)
What controls
exist that either
prevent or
detect the
failure?
What are the
recommended
actions for
reducing the
occurrence of the
cause or
improving
detection?
Who is
responsible
for making
sure the
actions are
completed?
What actions
w ere
completed (and
w hen) w ith
respect to the
RPN?
SEVERITY(1-10)
OCCURRENCE(1-10)
DETECTION(1-10)
RPN
SEVERITY(1-10)
OCCURRENCE(1-10)
17. To Be Swimland Map
Key Take Away: New process flow reduces two approvals and allows
for concurrent inputs in multiple departments.
Purchase Order Cycle Time
Requestor
Purchase Dept
Production
Finance
Operations
Receive
supplier
quotation
Finance
Supervisor
approval
Check
approved
budget
Re-check
production
requirement
Enter item
codes and
quantities
Inquire and
Create new
item code &
info as needed
Department
VP
approval
Fax or email
PO to
supplier
18. Before & After Time Data
Key Take Away: Implemented solutions significantly decreased the
PO Lead time
Purchase Order Lead Time – Before and After (including Receivable and
Services)
0
5
10
15
20
25
30
18 24 30 36 42 48 54 60 66 72 78 84 90
Frequency
Hours
Purchase Order Lead Time
(Before Change)
0
5
10
15
20
25
30
4 8 12 16 20 24 28 32 36 40 44 48
Frequency
Hours
Purchase Order Lead Time
(After Change)
Sample size: 100
Average: 23.64 h (1 day)
Standard Deviation: 8.72 h
Minimum: 4 h
Median: 24 h
Maximum: 48 h
Sample size: 200
Average: 50.97 h (2 days 2.97 h)
Standard Deviation: 12.98 h
Minimum: 18 h
Median: 54 h
Maximum: 90 h
19. Monitoring & Response Plan
Key Take Away: The monitoring plan factors in both the times for data entry
into PO and Finance approval, along with the overall PO Lead Time
Monitoring Plan Response Plan
Name of the Measure
Input,
Process or
Output?
What is the
Target?
Method of Data
Capture
Checking
Frequency
Person
Responsible
Upper/Lower
Trigger Measure
Who Will
Respond?
Reaction Plan
Items in supplier's
quotation entered into
PO
Process less than 4 hours
Time lapse between
first item entry to
completion of all
entries into PO
Every other
quotation
Purchasing
manager
No longer than 4.0
hours
(Upper Control
Limit)
Purchasing
Manager
Check if entry person has difficulty because of a new item.
- Retrain entry person in entering new items
Finance Dept Approval
Time
Process 6 hours or less
Time stamp on notice
email to Finance
Approver to time
stamp when PO is
approved by Finance
Every other
PO
Purchasing
analyst
No longer than 6.5
hours (Upper
Control Limit)
Purchasing
Manager
Inform Finance supervisor that the approval time is longer
than 6.5 hours
- Request Finance supervisor to assign a backup person to
approve PO if he/she anticipates to need more time to
approve
Total Purchase Order
Lead Time
Output
Less than 40
hours
Time stamp on
quotation received to
time stamp when PO
is sent to supplier by
Finance
Every PO Finance analyst
No longer than 48
hours
Upper Control Limit
Finance
Manager
Determine if there is a specific cause for the delay. Make the
corrections.
- Are the checks still being performed on simultaneously by
Purchasing and Production? Is there a problem in the
approver notification system?
20. Innovation Transfer
Opportunities
Key Take Away: Most of the improvements can be transferred to non-US
XYZ manufacturing sites for reducing PO lead time
Process
Innovation/Addition/Change/Removal
(Describe the solution)
Process Benefits
(Describe measurable plus intangible
benefits of the change)
Area/Department/Business Unit
(Indicate the area that could
benefit from innovation transfer)
Utilize the revised template for
new order item
Faster time to enter item into PO Non-US XYZ locations
Reduce required approval
signatures to two
Eliminate non-value added approval
time
Non-US XYZ locations
Perform checking tasks in
Purchasing and Production
simultaneously
Reduce non-value added hand-off
time
Non-US XYZ locations
Use another form to efficiently
collect necessary information
from a new supplier
Faster time to enter new supplier
info to PO
Non-US XYZ locations
Use the new form to efficiently
order items from previous PO
Faster entry times for repeated
orders
Non-US XYZ locations
Innovation Transfer Opportunities