Treinamento OPEX Champion Training_rev03.pptx

Champions Six Sigma
Training
Santo André
October, 2015

Agenda
# Item Time duration
1 Opening 15 min
2 Global OpEx overview 5 min
3 M2S overview 5 min
4 M2S CI overview 5 min
5 OpEx multifunctional Teams 1h
6 Improvement Model 30 min
7 Lean Six Sigma 1h

Maxion Wheels Confidential and Proprietary
Don Polk
President Americas
Tracey Nicholson
Director
Global Operational Excellence
Eduardo Borges
Regional OPEX
Manager
Americas
Carles Caparros
Regional OPEX
Manager – Europe
Steel
Mert Cetinel
Regional OPEX
Manager – Europe,
S. Africa – Alum.
Vijay Kari
Regional OPEX
Manager -Asia
Juan Lorenzo
President EAAP
Global OpEx Structure

Global OpEx Vision and Mission
Global OpEx Vision:
To become Maxion Wheels' leading support function providing
sustainable operational improvements to generate value for
the company.
Global OpEx Mission:
Support the Maxion wheel plants to exceed or to achieve the
performance targets by deploying Continuous Improvement
culture and engaging the employees through the use of OpEx
tools and methodologies.

Main Roles of OpEx Department to ensure the factory achieve
Best in Class performance.
1) Define methods and tools
2) Training of methodology and tools
3) Provide coaching on methodologies and tools
4) Ensure the right application of the concepts, methodology
and tools
5) Recognize the best OpEx teams and Natural Work Teams
Main OpEx Roles and Responsibilities

OpEx
M2S
Maxion Management System

Maxion Wheels Global Footprint
21 factories with different cultures

To become “One Global Company”
Maxion Wheels Global Footprint

Best Practices Sharing
How to identify the Best Practices?

Maxion Management System
The Maxion Management System is our set of global, integrated
business and operational process standards utilized throughout
the organization to produce value for our stakeholders.
The way to identify and deploy the Maxion Wheels Best
Practices.
M2S Definition

M2S Pillars Structure
Started with Production Management pillar – other potential pillars in the future:
People, Quality, Finance, IT,
Global Management Systems,
Product & Process Engineering, etc.
PRODUCTION
A. Standard Work
B. Communication
C. Visual Management
D. Workforce Planning
E. Maintenance
Systems
F. Production Planning
G. Continuous
Improvement
Different Pillars.
Standards within the pillar contain elements.
PILLARS STANDARDS ELEMENTS
14
PEOPLE
A. Organizational
Development
B. Workforce Planning
& Talent Acquisition
C. Leadership
Development
D. Performance
Management
E. Employee
Development
F. Employee Relations
G. Compensation &
Benefits

M2S Pillars Structure
Started with Production Management pillar – other potential pillars in the future:
Materials, People, Quality, Finance, IT,
Product & Process Engineering, Sales,
Legal, etc.
PRODUCTION
MANAGEMENT
A. Standard Work
B. Communication
C. Visual Management
D. Workforce Planning
E. Maintenance
Systems
F. Production Planning
G. Continuous
Improvement
7 Standards
PILLARS STANDARDS ELEMENTS
Elements
A. 5 E. 13
B. 5 F. 6
C. 10 G. 8
D. 6
Requirements
383

M2S Standards
M2S
Standard Work
Communication
Visual Management
Workforce Planning
Production Planning
Maintenance
Continuous Improvement
1
2
3
4
5
7
6

Plan - M2S Assessment
M2S Assessment Form example
ELEMENT DESCRIPTION
All Process Leaders know how their actual performance compares to the takt time; evidence of the
actual and takt times are readily available.
All Process Leaders understand the difference between takt time and cycle time.
Takt Time
Takt time is the rate at which the customer is buying our
wheels. Once we know the takt time, we know the rate at
which we must produce products throughout our processes;
it is rate at which parts need to leave a cell. It reflects the
customer demand and it can be used as a basis to allocate
work among employees and the efficient use of resources,
such as optimum staffing requirements, minimum work-in-
process (WIP) requirements and the number of machines
required to meet the customer demand. Takt time is
sometimes referred to as the Voice of the Customer inside
the process.
Process Leaders understand how to calculate the takt time. Takt times are updated for each
significant change and at a minimum of each quarter.
All Process Leaders know what the current takt time is.
REQUIREMENTS REF
Takt time is understood by Process Leaders.

Plan - M2S Assessment
M2S Scores Definition
1 – No evidence of use. Action Plan is required to go to required level.
2 – Limited evidence of use. Plant is aware of the requirement and is
currently executing plan to achieve Level 3.
3 – Full evidence of use. Plant meets all of the requirements of Maxion
Standard.
4 – Plant exceeds all requirements.

M2S – Continuous Improvement Cycle
Plan
•Execute the M2S Assessment
•Define the plant target
•Elaborate the action plan
Do
•Execute the Action Plan
Check
•M2S plant monthly review
•M2S quarterly report
Act
•If the actions are according
the planning-> OK!
•If it is not elaborate and
prioritize another actions

What are the focus of the Continuous Improvement standard?
M2S – Maxion Management System
Vision and Mission
OpEx Structure
Natural Work Teams
OpEx Multifunctional Teams
Improvement Suggestion Program
Cost Reduction Projects
5S Program
1
2
3
4
5
7
6
8

M2S
(Melhoria Contínua)
OpEx and Production
Departments
involved
Establish the Best Practices and standard format
regarding the CI initiatives around the world.
Main Objective

M2S
 Vision and Mission
 Continuous Improvement Structure
 Natural Work teams
 OPEX Teams
 Improvement Suggestion System
 Cost Reduction Process
 5S and Workplace Organization

M2S
Natural Work Teams
OpEx Multifunctional
Teams
Improvement
Suggestion Program 5S Program
Teams formed by people
from the same area /
lines with weekly
meetings
300 Natural Teams in
2014
System to capture, manage
and recognize the ideas
from the teams
Around of 4000
improvements
implemented in 2014
Monthly
assessments
Targets for 100% of
the teams
Semi–annual waves of
Green / Black belts
Projects
Kaizen events
Total of projects
concluded 180 in 2014

Overview

3.
NWT
4.
OpEx
Teams
5. Improvement
Suggestion
System
&
7. Cost
Reduction
Process
CI process overview according the M2S CI elements
8. Lean
tools
6. Six
Sigma
Tools
• 1. NWT
Vision
Plant
Vision
• 1. NWT
Mission
Plant
Mission
CI Process
Continuous Improvement Process
Input Process Output

In your opinion: “What is the OpEx Multifunctional Team
definition?”
“OpEx Multifunctional Teams is.....

What is the OpEx Multifunctional Team
definition?
OpEx Multifunctional Team is a group of people with different
functional expertise working toward a common goal. In Maxion
Wheels, these are teams whose mission is to solve complex
problems, characterized for having their knowledge multiplied in
different and diverse knowledge areas. These teams present a
beginning, middle and end, that is, a definite time frame for the
conclusion, according to the project schedule.

OpEx teams management system
Define the
project and
team members
Define the
methodology
Train the
projects
leaders
Develop the
projects
Perform the
coaching
sessions
Performance
the tollgates
review
Certify the
project leaders

Define the
project and
team members
Define the
methodology
Train the
projects
leaders
Develop the
projects
Perform the
coaching
sessions
Performance
the tollgates
review
Certify the
project
leaders

Source of Projects
Who is responsible
to define the
projects???
OpEx Committee:
• Lead by OpEx
• Participants are
Plant Manager
and the Staff
Managers

How to define Lean Six Sigma projects?
Total 5329 5221 42168
102611 30079 11946 8518 8462 7117 6983 5673
Percent 2,3 2,2 18,0
43,8 12,8 5,1 3,6 3,6 3,0 3,0 2,4
Cum % 79,8 82,0 100,0
43,8 56,7 61,8 65,4 69,0 72,1 75,1 77,5
C2
O
th
er
Testespara
conf fa
lh
a
G
ravação
Irregula
r
Vazam
ento
ST
Defe
ito
sST
D
efeito
s
de
Pintu
ra
Trinca
e
Rachado
Aros
Danificados
Suje
ira
sobre
Pintu
ra
O
scila
ção
Radial
Riscos e
Marcas
250000
200000
150000
100000
50000
0
100
80
60
40
20
0
Total
Percent
Principais defeitos PPM Interno (Jan-Ago/2014)
Projetos Seis Sigma: 0,35 0,35 0,30 1,00 0,40 0,20 0,40 1,00
Projeto: descrição
Proj.
Aprov.
(S/N)
Satisfação
de Clientes /
Corporação
Redução de
Custo
Impacto
Indicadores
Sistema de
Gestão
Total do
Benefício
Conflito com
iniciativas já
existentes
Prazo p/
conclusão
Probabilidade
de
Investimento
($$$)
Total do
Esforço
Pontuação
final
Produtividade MO Direta S 10 10 10 10,00 1 7 3 1,60 8,40
Energia Elétrica S 10 10 10 10,00 1 7 7 3,20 6,80
% de treinamentos x realizados
– Investimento em treinamento
S 1 5 10 5,10 1 7 1 0,80 4,30
Gestão de peças de Falha de
fornecedor
S 5 5 10 6,50 3 5 3 2,40 4,10
Tempo de desenvolvimento de
produto
S 10 1 10 6,85 5 5 3 3,20 3,65
Inventário do aço (peso de
corte)
S 1 5 5 3,60 1 7 1 0,80 2,80
Concentração do Boro S 10 1 7 5,95 3 7 5 3,20 2,75
Aumento do OEE das
blanqueadeiras
S 3 7 5 5,00 1 5 5 2,40 2,60
Aumento do OEE da Linha 04 -
Laminação
N 5 5 5 5,00 1 7 5 2,40 2,60
OEE da Montagem L02 N 5 1 7 4,20 1 7 5 2,40 1,80
Sujeira sobre pintura S 5 1 7 4,20 1 5 5 2,40 1,80
Custo de Prevenção (Custo da
qualidade)
N 1 1 5 2,20 1 10 1 0,80 1,40
OEE da Montagem L01 N 5 1 5 3,60 1 7 5 2,40 1,20
Esforço
Benefícios
Analyze the Factory KPI´s
Identify and prioritize projects
Define the team members

The main source of Lean Six Sigma projects are:
 VSM
 POR metrics
 PD metrics
 Deployment of cost
 Managers interview to define the VOC
How to define Lean Six Sigma projects?

The root cause is unknown
Process can be optimized to define the best performance
There is GAP between the current performance compared with
the request performance
Project is aligned with the company strategy
Project should increase the Customer satisfaction
Six Sigma projects characteristics

Projects priorization Matrix
Oportunidades de Projetos
Projetos Seis Sigma: 0,35 0,35 0,30 1,00 0,40 0,20 0,40 1,00
Nr Projeto: descrição
Proj.
Aprov.
(S/N)
Satisfação
de Clientes /
Corporação
Redução de
Custo
Impacto
Indicadores
Sistema de
Gestão
Total do
Benefício
Conflito com
iniciativas já
existentes
Prazo p/
conclusão
Probabilidade
de
Investimento
($$$)
Total do
Esforço
Pontuação
final
Clas
do
1 Produtividade MO Direta S 10 10 10 10,00 1 7 3 1,60 8,40
2 Energia Elétrica S 10 10 10 10,00 1 7 7 3,20 6,80
3
% de treinamentos x realizados
– Investimento em treinamento
S 1 5 10 5,10 1 7 1 0,80 4,30
4
Gestão de peças de Falha de
fornecedor
S 5 5 10 6,50 3 5 3 2,40 4,10
5
Tempo de desenvolvimento de
produto
S 10 1 10 6,85 5 5 3 3,20 3,65
6
Inventário do aço (peso de
corte)
S 1 5 5 3,60 1 7 1 0,80 2,80
7 Concentração do Boro S 10 1 7 5,95 3 7 5 3,20 2,75
8
Aumento do OEE das
blanqueadeiras
S 3 7 5 5,00 1 5 5 2,40 2,60
9
Aumento do OEE da Linha 04 -
Laminação
N 5 5 5 5,00 1 7 5 2,40 2,60
Esforço
Benefícios

OpEx Multifunctional Team Structure
Champion Team Members
Factory OpEx Black Belt

Main responsibilities:
 Support the project development
 Remove barriers during the project
execution
 Keep the team members motivated
Champion

Main responsibilities:
 Train the Belts candidates
 Follow up the projects
 Perform the coaching and
check points meetings
 Support the projects
execution related to
methodology and tools
Factory OpEx Black Belt

Main Responsibilities:
 Participate of the training
sessions
 Develop the projects
 Get help to remove barriers
during the project execution
Team Members

Green Belts behavior
GB should understand and question
why the things are as they are!!!!
Behaviors like:
That’s no way...
Should not be used by the GB!!!

They should present
 Initiative
 Enthusiasm
 Skills in communications
 Analytical skills
 Interpersonal relationship,
 Excellent knowledge of the project working area.
Some skills desirable for the team members

Define the
project and
team members
Define the
methodology
Train the
projects
leaders
Develop the
projects
Perform the
coaching
sessions
Performance
the tollgates
review
Certify the
project leaders

Define the
project and
team members
Define the
methodology
Train the team
members
Develop the
projects
Perform the
coaching
sessions
Performance
the tollgates
review
Certify the
project leaders

Maxion Wheels LSS Methodologies
Competence
NWT Facilitators
Yellow Belt
Green Belts
Green Belt
Black Belts
Black Belt
NWT Leaders
White Belt
Training

PHASES
NÍVEIS DO DMAIC
White Belt
(Facilitadores e líderes
times naturais)
Yellow Belt Green Belt Black Belt
DEFINE
Definition of problem, gap
and target
Trend Graph
Definition of problem, gap and
target
Trend Graph
Definition of problem, gap and target
Trend Graph
SIPOC
Definition of problem, gap and target
Trend Graph
Time Series
SIPOC
MEASURE
Stratification
data collection Plan
Check sheet
Pareto Analysis
data collection Plan
Pareto Analysis
Control Charts
Process Capability
Descriptive Statistics
data collection Plan, Check Sheet and
Pareto
M.S.A (Measuring System Analysis)
Control Charts
Process Capability
Sampling
M.S.A. (Measuring System Analysis)
ANALYZE
Brainstorming
Cause-and-Effect Diagram
5 Whys Test
AV and NAV Diagram
Writestorming
Affinity Diagram
FTA
Prioritization Matrix
Process Map, FTA
Hypotheses Test
Correlation Graph
Prioritization Matrix
Full Factorial DOE
Process Map, FMEA, FTA
Full and Fractioned Factorial DOE
EVOP
Response Surface
Regression Analysis
Variance Analysis
IMPROVE 5W2H
Impact Effort Diagram
5W2H
Impact Effort Diagram
5W2H
BASICO Matrix
5W2H
Decision Matrix
CONTROL
Trend Graph, Pareto
Operational instruction,
Poka Yoke
Verify the achievement of target
(Hypotheses Test, Trend Graph,
ets)
Poka yoke, Control Plan
Operational instruction
(Hypotheses Test, Trend Graph, ets)
(Hypotheses Test, Trend Graph, ets)
GB Training Tools

Lean Six Sigma projects Agenda
2015 Six Sigma Project Agenda
June July August Project Definition
S M T W T F S S M T W T F S S M T W T F S
1 2 3 4 5 6 1 2 3 4 1 Launch of Projects
7 8 9 10 11 12 13 5 6 7 8 9 10 11 2 3 4 5 6 7 8
14 15 16 17 18 19 20 12 13 14 15 16 17 18 9 10 11 12 13 14 15 Project Charter Validation
21 22 23 24 25 26 27 19 20 21 22 23 24 25 16 17 18 19 20 21 22
28 29 30 26 27 28 29 30 31 23 24 25 26 27 28 29 Project Coaching meeting
30 31
Green Belt Training
1st session - Introduction &
Define phase
2nd - Measure
3rd - Analyze
4th - Improve & Control
September October November
S M T W T F S S M T W T F S S M T W T F S
1 2 3 4 5 1 2 3 1 2 3 4 5 6 7
6 7 8 9 10 11 12 4 5 6 7 8 9 10 8 9 10 11 12 13 14
13 14 15 16 17 18 19 11 12 13 14 15 16 17 15 16 17 18 19 20 21
20 21 22 23 24 25 26 18 19 20 21 22 23 24 22 23 24 25 26 27 28 Check Point Meeting
27 28 29 30 25 26 27 28 29 30 31 29 30
Project Certification
December
S M T W T F S
1 2 3 4 5
6 7 8 9 10 11 12
13 14 15 16 17 18 19
20 21 22 23 24 25 26
27 28 29 30 31
Agenda Example

Define the
project and
project leader
Define the
methodology
Train the
projects
leaders
Develop the
project
Perform the
coaching
sessions
Performance
the tollgates
review
Certify the
project
leaders

GB meetings structure
We can
improve this
process
We can not
talk now!!!
We are very
busy!!!

 Our suggestion for each team is to
dedicate at least 10 hours per week to
execute their projects.
 The team meetings should be organized
and to have meetings objectives.
 Each meeting should have between 2 ~
3 hours maximum to be productive
 The team should dedicate time to meet
and go to the Gemba to develop their
projects.

Some actions can be divided by the team members and
they can work it out of the meetings.
During the tools application: all team members should be
participating of the meetings!

Define the
project and
project leader
Define the
methodology
Train the
projects
leaders
Develop the
projects
Perform the
coaching
sessions
Performance
the tollgates
review
Certify the
project
leaders

Follow up meetings
Frequency: Monthly meetings
Participants: team members, Champion and the Factory OpEx
Black Belt
Objective: follow-up and guidance as to the application of the
methodology, tools, project documentation and project
schedule.
Project Coaching meetings

Project Coaching meetings
Coaching
1
Coaching
2
Coaching
3
Coaching
4
Coaching
5
Coaching
6
Coaching
7
Coaching
8
Coaching
9
Coaching
10
Coaching
11
Coaching
12
Coaching
13
Coaching
14
Coaching
15
Team
information
Project
information
Items to be verified during the
coaching meetings:
1. Project timeline
2. Methodology and tools
3. Project documentation

Guide Mapping
Objective
 Register the sequence of the project documentation.
 Guide the team members since the Define phase until the
Control phase.
Main Benefits
 Help the team members the sequence of the problem solving
methodology.
 Provide to the company the project reach and Create a Learning
Organization.

Project Documentation
 During the project development, all the information and analysis done by the
Team must be recorded. One tool to do this is the Guide Mapping.

Define the
project and
project leader
Define the
methodology
Train the
projects
leaders
Develop the
projects
Perform the
coaching
sessions
Performance the
tollgates review
Certify the
project
leaders

Tollgate review
Frequency: Bimonthly meetings
Participants: team members, Champion, OpEx area, Plant Manager,
Managers and BU Operations Director, BU Quality/OPEX Director, Global
OPEX Director.
Objective: Follow-up of the results reached in the period, evidence of the
use of analysis and problem solution tools, evidence of improvements
implemented, necessary redirections of the project. These are results
focused meetings
Check Point meetings

Define the
project and
project leader
Define the
methodology
Train the
projects
leaders
Develop the
projects
Perform the
coaching
sessions
Performance
the tollgates
review
Certify the team
members

GB certification process
Criterias to be certified:
100% of participation in training
Participate of the project
Apply the correct methodology
Target met for 3 month and
standardized process

Fundamental Concept
Change Improvement
Not always
results in
Demands
≠

Improvement Concept
16
14
12
10
8
6
4
2
9
8
7
6
5
4
3
2
Semana
Tempo
(s)
Tempo de ciclo da laminadora
Change
Improvement
Improvement is a positive, relevant and lasting impact on the
Organization’s interest indicators.

Improvement Concept
Exercise: How to know whether a change is an improvement?
 A change was projected to reduce the
cycle time of an operation.
 The test planning established that the
change would be made between the
seventh and eighth week from the
beginning of the project.
 A cycle time measure was performed in
the fourth week and the result was 8
minutes.
 In the tenth week, a new measure was
performed and result was 3 minutes.
 The cycle time reduction from 8 to 3
minutes was considered very significant
to the process of interest.
 What is the degree of conviction that
the change is an improvement?
Measures of cycle time
Before and After
8
3
0
1
2
3
4
5
6
7
8
9
Before (week 4) After (week 11)
Cycle
Time
(min)

Consider the six scenarios below with cycle time measures every week during 14 weeks from
the beginning of the project. Analyze the cycle time trend graph for each of the scenarios.
For each scenario, what is the degree of conviction that the change is an improvement?
Week Scenario 1 Scenario 2 Scenario 3 Scenario 4 Scenario 5 Scenario 6
1 6 6 9 8 6 3
2 9 2 9 9 9 4
3 7 3 6 7 7 2
4 8 8 8 8 8 8
5 6 4 7 6 3 3
6 7 2 6 7 2 2
7 9 9 6 9 4 4
8 2 7 4 2 3 2
9 3 3 4 1 2 3
10 4 7 3 3 4 4
11 3 3 3 3 3 3
12 4 6 2 5 2 3
13 2 9 3 8 4 4
Improvement Concept

12
10
8
6
4
2
10
8
6
4
2
Semana
Cenário
1
12
10
8
6
4
2
10
8
6
4
2
Semana
Cenário
4
12
10
8
6
4
2
10
8
6
4
2
Semana
Cenário
2
12
10
8
6
4
2
10
8
6
4
2
Semana
Cenário
5
12
10
8
6
4
2
10
8
6
4
2
Semana
Cenário
3
12
10
8
6
4
2
10
8
6
4
2
Semana
Cenário
6
Tempo de Ciclo Tempo de Ciclo
Improvement Concept
Result
Result
Result
Result
Result
Result
Change
Change
Change
Change
Change
Change

Before After
Was the change an improvement?
Improvement Concept

Before A week later
A month later
Improvement Concept

Before A week later
A month later
Improvement Concept
A year later

Lean Six Sigma
What is the Lean Six Sigma
definition???

Lean Manufacturing
Before to understand what is
Lean Six Sigma we need to
understand what is Lean
Manufacturing and Six Sigma
separately...

Lean Manufacturing
1990
James Womack
MIT

Lean Manufacturing
After Second World War – 1960’s
Japan was destroyed!
Supply shortages.

Lean Manufacturing
Taiichi Ohno
Toyota
Toyota Production System:
 Elimination of wastes
 Standardization
 Respect of People
After Second World War – 1960’s

Lean Manufacturing
What does Lean Manufacturing mean?
Lean mentality is an operational philosophy to reach
eliminate wastes continuously where analyze and optimize
processes according added value and no added value to
the customer perspective.

Lean Manufacturing
What does add value
mean??
Which one day added
value, can not add more
value today...

Lean Manufacturing
It is not possible to eliminate no added value activities
in the first moment ...
... Due to it Lean Manufacturing is a continuous
improvement philosophy to reduce and eliminate wastes.

Lean Manufacturing
Main Lean Manufacturing principles...

Six Sigma history
1980’s
In this period, Motorola spent 5 to 10% of their investments to correct
defects. It means almost US$ 900 millions per year.

1980’s
In one the Motorola factory, a Japanese group took the lead and with
the same workforce and the same machines, they got results reducing
defects in 80%.The way of Management got better results!!!
Six Sigma history

1980’s
Bill Smith, senior engineer and scientist at Motorola's Communications
Division, introduced the concept of Six Sigma as a response to rising
warranty claims on complaints from the sales sector. This was a
method to standardize the way of counting defects, and Six Sigma a
level close to perfect
Six Sigma history

Six Sigma
What does 6 Sigma mean???

Six Sigma
It aims to reduce the variability of critical processes to the
business, thereby minimizing the number of defects present in
them.
Interpreting Sigma Capability
LSL USL

What is the objective of Six Sigma?
Variability of Process
Low Process Capability
Variability of Process
High Process Capability
Improvement
LSL USL
LSL USL
Sigma Capability measures process easiness at meeting
Customers’ requests!!!!
If process shows low Sigma Capability, it is necessary to
Reduce the process variability (Reduce car size!!!)

Six Sigma
The day of a man
The day of a woman

Six Sigma
= Process variation measurement

Brasmotor
General Eletric
AlliedSignal
Asea Brown
Boveri - ABB
Motorola
1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000
Savings of US$ 2,2 billion between the end of the 1980s and thet early 1990s
Savings of US$ 898 million / year in the first 2 years
Savings until 1998: US$ 1,2
billion
Savings in 1999:
US$ 1,5 billion
Savings of more than
US$ 10 million in 1999
Six Sigma beginning
Six Sigma background
Six Sigma

Six Sigma
*% the company’s revenue
What is Six Sigma Level?
So, there is a direct link between the Sigma level and defects
occurrence ! ! !
Parts per million (ppm)
Sigma Level
308.537
2
66.807
3
6.210
4
233
5
6 3,4
Non quality costs*
Not applicable
25 a 40%
15 a 25%
5 a 15%
< 1%

Comparison between the Six Sigma Performance and
Standard Performance
4 Sigma (99,38% ok) 6 Sigma (99,99966% ok)
7 hours of Electricity lack per month 1 hour of Electricity lack per each 34
years.
5.000 incorrect surgeries per week 1,7 incorrect surgeries per week
6 200 customer complaints for each
1.000.000 produced parts
3,4 customer complaints for each
1.000.000 produced parts
15 minutes of water lack per day 1 minute of water lack for each 7 months
Six Sigma

Lean and Six Sigma
 Aims the variability
reduction;
 Applies statiscal tools to
data analysis and problems
solving;
 In general projects lasts
between 4 until 6 months.
 Aims the lead time
reduction and wastes
reduction in the process;
 Applies simple techniques
to analyze data;
 In general projects lasts
between 1 until 4 weeks.
Six Sigma Lean Manufacturing

How do the Lean and Six Sigma
complement each other?
Lean and Six Sigma
Identifies problems in
the flow
Improves the capability of add
value operations.
Six Sigma
Lean

Lean Six Sigma
What is the method applied in
the Lean Six Sigma?

Método DMAIC
DEFINE
Define the scope and target of
the project.
MEASURE
Define the focus of the
problem.
ANALYZE
Define the root causes of
the focused problem.
IMPROVE
Proposal, evaluation and
implementation of the
problems solutions.
CONTROL
Assure the improvements in
the results a long term.

Overview of DMAIC Phases - DEFINE
DEFINE
Define accurately the project scope
Define the Problem
Get Records about the problem, define gap
and target (Trend Graph, Pictures)
Build the team in charge of the project
Define schedule
Elaborate Project Charter
Financial Survey
Show Current Loss and Feasible Gains

DEFINE
Define the Problem

To improve a process...
... the first step is to know about it!
Define Phase
Define and understand the problem

Team needs understand why the project was defined and
align the knowledge level regarding the problem among
the team members.
Define Phase
Define and understand the problem

DEFINE
Define the Problem

A trend graph is a diagram of individual values of the results
of a process as a function of time.
When interpreting a trend graph, we observe if there are
special settings in points along time or if there are points
which are too far fro the others.
Times Series Plot
Define Phase

Times Series Plot
Define Phase
Questions that can be answered using a trend graph :
 What has the indicator performance been the along the two
last years?
 Does it have an increasing or decreasing trend? Or is it stable?
 Does the indicator have a uniform performance along time or
does it show peaks?
 What values is the indicator placed between? Does it show any
cyclic or seasonal characteristic?
 What is the lowest indicator value ever obtained? What about
the highest one? At what moment did it occur?
 Observing the historical performance, does the general target
seem realistic? Is it challenging? Has it ever been achieved in
the past?

Times Series Plot
Define Phase
The Times Series Plot shall be used for monitoring the
evolution of ongoing work and of results achieved.
 It may be enhanced by adding :
 An arrow indicating the direction for the best result.
 The best result achieved by another line, another unit
or a competitor.
 A line indicating the value of the target to be
achieved.

Times Series Plot
Define Phase
Example of Time Series
0
1
2
3
4
5
6
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Months
Scrap
Percentage
Target
Best
result
Average

Define Phase
Exercise
Suppose that Ronaldo Santana, “Selit Corporation’s” Brazilian
subsidiary sales vice-president has just received a report
containing the quarter sales report in the last five years in the
regions in his charge. Dissatisfied with the results, he
immediately called his secretary: “Márcia, tell the regional
managers that I need to talk to them tomorrow afternoon. All of
them must be present.”

Define Phase
Exercise
Márcia had been Ronaldo’s secretary for over tem years. She knew
that by his tone of voice that he meant “we must do business” and
then she contacted the regional managers to schedule the
unexpected meeting for 2 o’clock p.m. the next day.
On the next day, it was five minutes to two o’clock and all the
managers were already in the meeting room. When they were called
for meetings, the reason was always the same: Ronaldo was
dissatisfied with something.

Define Phase
Exercise
Ronaldo went straight to the point: “I have just received the sales
report for this quarter. Sales were fantastic. Silas, you not only
increased sales in 17.6%, but also increased sales in 20.6%
comparing to last year! I don’t know how you do that!” Silas
smiled. His philosophy of finishing the year with a “bang”, making
customers increase inventory worked once again. Ronaldo had
not realized how Silas’ sales in the first quarter were always low.

Define Phase
Exercise
Ronaldo went on: “Teresa, sales in the southeast region were
also phenomenal! You managed an increase of 11.7% in the last
quarter and an increase of 11.8% comparing to last year!” Teresa
also smiled. She did not know why she had done so well, but she
was sure that she would not change anything.
“João, sales in the southeast have grown 17.2%, but dropped
8.2% comparing to last year”, said Ronaldo. “You have to find out
what you did before for your sales to increase so much. Still, your
performance in the last quarter was good.”

Define Phase
Exercise
João tried to hide his surprise. Although he had received a large order in
November, it the only “large” one in a long time. In a general basis, sales
in the Southeast region were decreasing.
Then, Ronaldo was ready to deal with the region which presented
problems. “Lúcia, sales in the West-Central region have decreased 5.5%
in the last quarter, but increased 4.7% comparing to last year. I do not
understand how your sales can vary so much! Do you need more
incentive? She looked down. She had been working hard in the last five
years and had gotten several new accounts. She had even gotten a
bonus for having captured most of the new accounts in 2003.

Define Phase
Exercise
“Kátia, sales in the North region have decreased 3.2% in the last
quarter and 2.6% comparing to last year. I am very disappointed
with your performance. You have already been responsible for
the highest increase in our sales! I had great expectations about
you. Now, I can only hope you show some sign of life in this
quarter.” Kátia felt her face blush. She knew that she had sold
more units in 2005 than in 2004. “After all, what does Ronaldo
actually know about sales?”, she thought.

Define Phase
Exercise
Ronaldo turned to Daniel, who felt an discharge of adrenaline.
“Daniel, sales in the Northeast have the worst f all! There has
been a drop of 19.7% in the last quarter and a drop of 22.3%
comparing to last year. How can you explain that? Do you prize
your job? I want to see a significant improvement this quarter,
otherwise...” Daniel felt paralyzed. This is hard region, full of
competitors. It is true that some accounts have been lost along
the years, but they have been substituted by new ones. How
could it be going so badly?

Define Phase
Exercise
Let’s read the analysis made by Ronaldo Santana and answer
the questions below:
a) Do you agree with the statements made by the vice-president
to his sales team? Justify your answer using statistic reasoning.
b) Which factors which were not mentioned should the vice-
president have taken into account to make the correct conclusion
about his sales staff?

Define Phase
INCREASING TREND
0
20
40
60
80
100
120
140
160
1 2 3 4 5 6 7 8 9 10 11 12
DECREASING TREND
0
20
40
60
80
100
120
140
160
1 2 3 4 5 6 7 8 9 10 11 12
PEAKS
0
20
40
60
80
100
120
140
160
180
1 2 3 4 5 6 7 8 9 10 11 12
SEASONALITY
0
20
40
60
80
100
120
140
160
0 5 10 15 20 25
SPECIAL CAUSE
0
20
40
60
80
100
120
140
160
180

Exercise
It was presented in the last edition of “Good Player” magazine , the
data about some goalkeeper in the last season. The data regarding
the Corinthians ‘s goalkeeper are presented bellow:
2011 2012 2013 2014
39 goals
conceded
52 goals
conceded
60 goals
conceded
45 goals
conceded

Absolut metrics: They are independents metric,
without link with other data.
Example: amount of goals conceded.
Metrics calculation

Absolut metric:
2014
2013
2012
2011
80
70
60
50
40
30
20
Ano
Qtd
Gols
45
60
52
39
Quantidade de gols sofridos
Goleiro - Corinthians
Metrics calculation

Exercise
After the data presentation in the magazine, it was possible to see
the performance variation along the years. From this, the team
coach questioned about the number of games that the goalkeeper
had performed in each year, because he knew that he had have a
contusion in 2011 and 2014.
2011 2012 2013 2014
39 goals
conceded
52 goals
conceded
60 goals
conceded
45 goals
conceded
51 games 75 games 99 games 67 games

Relative metrics: They are metrics that demonstrate the
relation between the data and some parameter.
Example: Amount of goals conceded by games performed.
Metrics calculation

Indicadores Relativos:
2014
2013
2012
2011
0,76
0,74
0,72
0,70
0,68
0,66
0,64
0,62
0,60
Ano
Gols
/
jogo
0,67
0,61
0,69
0,76
Gols sofridos por jogos
Formas dos dados

Absolut X Relative
2014
2013
2012
2011
0,76
0,74
0,72
0,70
0,68
0,66
0,64
0,62
0,60
Ano
Gols
/
jogo
0,67
0,61
0,69
0,76
Gols sofridos por jogos
2014
2013
2012
2011
80
70
60
50
40
30
20
Ano
Qtd
Gols
45
60
52
39
Quantidade de gols sofridos

Define Phase
Example 1
Problem: At the Itatiba Plant, the Diversão Cookie net weight is a
chronic problem in this year’s Deployment of Targets, representing
80% of factory’s cost of non quality. The high net weight is set by the
excess of product delivered to consumer above the net weight shown
on the package or also by the individual weight of cookies higher than
specified. The data on chart 1 show the records of the months of
Jan/11 to Dec/11.
Table 1: Monthly percentage of net weight of Diversão cookie – Jan/11 to Dez/11
Months
Overweight % in
cookies
Jan 0.53
Feb 0.63
Mar 0.47
Apr 0.50
May 0.59
Jun 0.58
Months
Overweight % in
cookies
Jul 0,46
Aug 0,51
Sep 0,56
Oct 0,69
Nov 0,68
Dec 0,51

Define Phase
 The overweight percentage of diversão cookie is high, ranging from
0.46 to 0.69, with an average of 0.56 in 2011.
dez
nov
out
set
ago
jul
jun
mai
abr
mar
fev
jan
0,70
0,65
0,60
0,55
0,50
0,45
mês 2011
%
sobrepeso
Média = 0,56
Gráfico de Tendência do % sobrepeso do biscoito Diversão

Define Phase
Definition of Target
 Defining the target value is evaluating the gap, or better,
“where I am at” and “where I want to get to”.
Dialog between Alice and the Master Cat
Alice: - Which way shall I follow?
Master Cat: - Where do you want to go?
Alice: - I don’t know!
Master Cat: - Then, Any way will work!
Lewis Carroll – Alice in Wonderland

Define Phase
 Target: result to be achieved
 We think:
“Defining targets is easy!”
Do we really know how to define targets?
Definition of Target
To define a target, we need to calculate the gap.

Define Phase
 Gap = Current Situation (Average) - Benchmark
Definition of Gap
 Benchmark = Is a world-reference value of the best result
ever achieved for an indicator

Define Phase
Researching Benchmark
Internal
Internal
comparison
between different
lines, areas, plants,
etc.
Competitive
Comparison with
competitors
Functional
Comparison
between the same
functions in different
ambiences
Types of Benchmark:

Define Phase
 If the direction of the indicator is to “Increase”
 Target Value = Current Situation (Average) + (% of reduction x Gap)
 If the direction of the indicator is to “Decrease”
 Target Value = Current Situation (Average) - (% of reduction x Gap)
Definition of Target Value
 Target Value = Current Situation ± (% of Reduction x Gap)
Target = Management Goal + Value + Deadline

Define Phase
Check if target is well defined
Only the last one is a target. Why?
Target = Management Goal + Value + Deadline
There is no management without targets
Consider the following situations:
 Increase OEE of Assembly line 5.
 Lower technical stops wheel rolling lines 1 and 2 in 25%.
 Increase productivity of Cutting lines until the end of this year.
 Lower Scrap for Scratches and Marks PPM from 850 to 330 starting at
03/12/2011.

Define Phase
Definition of Target Value
 Defining the target value is evaluating the gap, or better,
“where I am at” and “where I want to get to”.
 A graph analysis is very effective to evaluate the current
situation. Only after such analysis it is indicated proposing
challenging and tangible targets.
Definition of Deadline
 Deadline must be compliable with the complexity of the
problem.

Define Phase
Always remember the SMART concept
 Specfic – clear and concise statement of must be done/ achieved;
 Measurable – concrete and observable measure;
 Achievable – feasible in terms of costs, challenge and time;
 Relevant – specifically related to process goals;
 Time-boxed (deadline) – includes a specific schedule for achieving.

Define Phase
dez
nov
out
set
ago
jul
jun
mai
abr
mar
fev
jan
0,70
0,65
0,60
0,55
0,50
0,45
mês 2011
%
sobrepeso
Média = 0,56
Meta = 0,5
Benchmarking = 0,46
Gráfico de Tendência do % sobrepeso do biscoito Diversão
Target is a % of gap to be achieved (a challenge).
Ex.: Lower in 10.7% the diversão cookie overweight rate from 0.56 (2008 average) to 0.50
lowering 60% of gap starting in may/09.
Target = 0.56 – (0.10*0.60)  Target: 0.50% /month (reduction of 10.7% of current
average)
Gap:
(Current Average – Benchmark)
0.56 – 0.46 = 0.10
Last year’s average loss: 0,56%
Benchmark (best result):
0.46%/month
Trend Graph of % overweight for Diversão
cookie

Define Phase
DEFINE
Define the Problem
Financial Survey

Lean Six Sigma
The main sucess factor are
the people...

Teamwork
Why do we have so difficult to establish
good relationship??
Because the people are different!!!!

How do you classify the personality of these people??
 He was an inventor, business men in
the informatics sector.
 He was co-founder, president and
executive director of Apple
 He was an executive director of Pixar
company and majority actionist of The
Walt Disney Company.
Teamwork

He is the most Brazilian important Formula 1 pilot.
Ayrton Senna da Silva was born in Sao Paulo, Brazil
and when he was four years old his father Milton
bought him a go-kart, and by age eight Ayrton was
regularly competing in karting events. Over the
next ten years he won the World Championship
three times and engaged in some controversial
racing with France's Alain Prost and England's Nigel
Mansell. Ayrton Senna was killed on 1 May 1994 in
a race at the San Marino Grand Prix.
Teamwork

Main titles:
Barcelona:
UEFA Champions League: 2005–06, 2008–09,
2010–11
UEFA Super Cup: 2009, 2011
Fifa Clubs World Cup: 2009 and 2011
Argentina:
Olympic games: Gold in 2008
Individuals awards:
Gold Ball from FIFA: 2010, 2011, 2012
Gold Ball – World Cup: 2014
Teamwork

 He is considered the best soccer player
from Argentina in the history
Champion and Vice champion in the
World cup in 1986 and 1990
respectively
Teamwork

People totally different...
But all them reached the SUCCESS!!!
Teamwork

Negative people also help the
team!!!
Teamwork

Our team are formed by different people...
We need to lear how to use the talent of each one to
reach the TEAM SUCCESS!!!
Teamwork

And how about your team???
The sponsor must manage the team
conflicts
Sponsor responsability

DEFINE
Define the Problem
Financial Survey
Define schedule

Tips for Schedule Elaboration:
 Elaborate a schedule considering all the activities of each phase
of DMAIC method;
 This schedule shall be used in each Phase;
 When planning, assess possible absences in a unit;
 Take into consideration the time dedicated and the possible
need of data colleting;
 The schedule must be planned in compliance with the project’s
deadline;
 Remember that in case of delay, the deadline is not changed.

Activities E/A S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11 S12 S13
D
E
F
I
N
E
1.1 Definition of Problem Expected
Achieved
1.2 Survey of problem History,
definition of gap and target
Expected
Achieved
1.3 Financial Survey Expected
Achieved
1.4 Definition of Project Team Expected
Achieved
1.5 Definition of Work Schedule Expected
Achieved
....
C
O
N
T
R
O
L
5.3 Transfer of New Standards to All
Involved
Expected
Achieved
5.4 Implement Performance
Monitoring Plan
Expected
Achieved
5.5 Summarize work Expected
Achieved
Example of Schedule
Planned (Blue)
Late (Red)
In Development (Yellow)
Completed in time (Green)

Tips for Schedule Elaboration – DMAIC Project
Phases Green Belt
D 15 days
M 45 days (including data
collection)
A 70 days
I 50 days
Subtotal 180 days
C 90 days
Total 270 dias
After 6 months results
start to be achieved

DEFINE
Define the Problem
Financial Survey
Define schedule
Elaborate Project Charter

Project Charter
 Purpose: document which represents the contract signed by
team in charge of project implementation, Sponsor and
Facilitator.
 Shows clearly what is expected from the team
 Keeps the team aligned with company’s primary goals
 Keeps the team within the scope defined for the project

The Measure phase
consists in identifying
the focus that will
lead all the project!!
Measure

Measure
Try to solve all the
problems will not
work...
Why is important to prioritize the project
problems?

Measure
MEASURE
Determine the location or source of the
problem
Collect new
data
Analyze the Measuring System (M.S.A.)
Are there reliable data to focus on the
problem?
NO YES
Use existing
records
Is the problem on focus?
NO
1
YES
identify stratification criteria
Identify priority problems
(Sampling Tree & Pareto Chart)
1
1
Study the variation of priority Problems
(Control Chart and Capability Rates)
Establish specific targets for each priority
problem
Go to Analyze Phase
Evaluate impact vs effort in the priority
problems

The main goal of the Analyze phase is to identify the
root cause of the problem prioritized at the Measure
phase...
Analyze

Analyze
The GB roles is to discover why the priority problems
happened...
... The Team will receive a lot of answers and ideas
but they should be proved using statistical tools...
But remember if they ideas really are true the
problems had already been solved before!!!

Analyze
The analyze phase is how to connect the pieces of a
puzzle...
Everything starts with the hypothsis, but just applying
statistical tools the team can confirm or not them and
find the root cause!!!!

Analyze
ANALYZE
Define the causes of each priority problem
Analyze priority problem and root cause data
(Trend Graph, Histogram, boxplot, Scatter Plot)
Prioritize potential causes of priority problem
(Cause & Effect Matrix)
Quantify the importance of potential causes
(Control Chart, Regression Analysis, Hypotheses
Tests, ANOVA)
Go to Improve Phase
Analyze the root cause of the problem (Process
Map, FTA, VSM)

The objective of the Improve phase is to prioritize and
implement actions
In this phase the Champion has very important roles to
help the team members get resource and money to
implement the actions!!!!
Improve

IMPROVE
Propose, analyze and implement
solutions for each priority problem
Improve
Create ideas of potential solutions for
the elimination of the most impacting
causes of priority problems
Test the selected solutions in small
scale (pilot test)
Identify and implement the
improvements or adjustments for the
selected solutions if necessary
Go to Control Phase
Prioritize the solutions for the priority
problems (BASICO Matrix)
Elaborate action plan (5W e 2H)
disclose action plan (5W e 2H)
Implement action plan

Control
The Control phase is the last but not the less important.
The objective of this phase is to ensure that the
achievement of target is kept for long term.

Control
The main deliveries of the Control phase are:
 Results
 Standard
 Knowledge

Target Achieved?
Innovate or return to M
phase or implement
DFSS
NO
CONTROL
Ensure that the achievement of target is kept for
long term
Analyze the achievement of target (Before and
After)
Forward the new standards to all
employees involved
Implement a performance control plan
(Control Chart and Capability Rate)
YES
Reflect on the lessons learned and
recomend to future works
Standardize the changes
(create new standard or update existing
standard)
In case there is the possibility of
Horizontal Replication, expand the
improvement implementation to the
other lines
Define and implement a corrective
action plan (OCAP)
Calculate project’s actual payback
Control

Champion responsability
As the Champion of the project you need to
assure that the team will follow the steps of
methodology…

For the project success it is necessary…
METHODOLOGY TEAMWORK SUPPORT

… And for this, you need to be the
example…

Treinamento OPEX Champion Training_rev03.pptx

Recommended

Recommended

More Related Content

Similar to Treinamento OPEX Champion Training_rev03.pptx

Similar to Treinamento OPEX Champion Training_rev03.pptx (20)

Recently uploaded

Recently uploaded (20)

Treinamento OPEX Champion Training_rev03.pptx