Improving Service Quality With Lean Process Tools 1
Improving Service Quality With Lean Process Tools!1
Topics: Day 1: Historical and Definition of Enterprise Quality Managing Service Level Agreements (SLAs) Final Project's activity: Project Ideation activity Day 2: Lean Process T&T (Tools and Techniques) Final Project's activity: Presentation of proposed Final Term Project Charter Day 3: Six Sigma DMAIC for process improvement Final Project's activity: Weekly update and consultation Day 4: Design For Six Sigma (DFSS - DMADV) for process/product innovation Final Project's activity: Weekly update and consultation
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Topics: Day 5: Six Sigma Program Best Practices and Success Factors Final Project's activity: Presentation of draft version Cause Analysis or System Requirements Day 6: Process Performance Measurement and Balanced Scorecard System Final Project's activity: Weekly update and consultation Day 7: Business Process Management (BPM) Final Project's activity: Weekly update and consultation Day 8: Optimizing Process with Business Process Automation (BPA) Tools Final Project's activity: Updates on the implementation plan or experiment plan Day 9: Review and Consultation on Term Project Paper (1st review) *includes estimated impact Day 10: Final Revalida of Term Project Case Study (Final review)
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Value Stream MappingA Popular Lean Process Tool
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Value Stream Mapping
• Also called as VSM
• Tool for identifying process wastes and bottle necks
• Uses process data for identifying how to improve value stream performance
• ie. Leadtime or Turn Around Time, WIP, Quality and Productivity
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Value Stream Mapping
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VSM Commonly Used Symbols
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Available also in Microsoft Visio
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Can you interpret this VSM?
Value Stream Mapping Method
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Define the Value Stream
Draw the Current State
Draw the Future State
Create Improvement Plan
Implement the plan
Identify the gaps
Monitor & Control results
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Whose perspective do we capture in VSM?
Lean Process Improvement Techniques
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"Design for Six Sigma + Lean Toolset", Stephen Lunau et al, Springer Publishing, 2009
lean Process Improvement Techniques
Workplace 5S
7 Process Wastes
Floor Layout Analysis
Capacity and Queueing
Process Mapping
VA/NVA Analysis
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Workplace 5S
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• Sort
• Systematize
• Sweep
• Standardize
• Self-Discipline
7 Process Wastes (TIMWOOD)
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7 Process Wastes (TIMWOOD)
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Value Add Non-Value Add
Typically 95% of the total processing time is non-value add
Floor Layout Analysis (Spaghetti Diagram)
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Capacity and Queuing
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Capacity and Queuing
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Capacity and Queuing
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Process Map & Processing Time Value Analysis
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Updates on the Term Project Paper
Due next week May 11, 2013
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Final Term Project's Charter
• Business Case
• Problem Statement, Historical Trend
• Goal or Objective
• Timeline
• Methodology
• Members and Stakeholders
• Scope
• Risks
• Budget
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