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Lean Six Sigma Awareness Handouts

Nov 28, 2014

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  • 1. Lean Six Sigma Helpful Handouts
  • 2. Lean Thinking Philosophy Current State Future State Solve Problems Expose Problems Identify and eliminate all activities that are waste (Muda). Focuses on optimal flow throughout the process. Customer focused. True North Value Added Time = Lead Time Full of Waste, Variation, and Constraints
  • 3. Lean Six Sigma Roles
      • Provide data and voice of customer
      • inputs to VSA, RIE, and Projects
      • Apply concepts to their own jobs
      • and work areas
    Owns vision, direction, business results Leads change Allocates Resources Runs Steering Committee Owns Value Streams Owns financial results Removes Barriers Coordinates with Steering Committee & LSS Deployment Lead Leads larger projects Coaches Green Belts & Junior BBs Full-time or Part-time position Conducts LSS Training Develops LSS strategic plans Lead projects SME on process area Part time role Team or Project specific support Part time Internal Deployment Leader Owns Deployment Plan Captures and Reports Metrics LSS Deployment Lead Brian Groarke Value Stream Champion Team Members Executive Champion Celia Metz Green Belts Master Black Belt Duke Sorensen Process Owners Sponsors LSS projects Responsible for execution Provides resources for project Reports ROI Removes Roadblocks All Employees Trains Black Belts / Green Belts Leads Complex Projects Full-time position Black Belts
  • 4. Future Notional View of SSC SD LSS Hierarchical Structure SSC-SD MBB/BBs Division Black Belt Division Black Belt Division Black Belt Division Black Belt Division Black Belt Department Sr. Black Belt Branch Green Belt Branch Green Belt Branch Green Belt
  • 5. LSS Green Belt Certification Requirements
    • Nominated and selected as a Green Belt Candidate in accordance with the GB selection criteria
    • Attend 1 week Green Belt Training
    • Pass Green Belt written test
    • Complete two GB DMAIC/DFLSS projects or 4 RIEs within 2 years of training
    • Present project completion brief to Black Belt and archive project artifacts in the LSS database
  • 6. LSS Black Belt Certification Requirements
    • Nominated and selected as a Black Belt Candidate in accordance with the BB selection criteria
    • Attend 1 week Green Belt Training
    • Attend 3 weeks Black Belt Training
    • Attend leadership training (e.g. HPO)
    • Pass Black Belt written test
    • Complete two DMAIC/DFLSS projects and 1 RIE
    • Mentor 2 Green Belts through 1 project each or 3 RIEs each
    • Present a minimum of 10 hours of formal LSS training course instruction
    • Present project briefing to the certification board
      • Requirements must be completed within 2 years of BB training
  • 7. DMAIC Model DEFINE IMPROVE CONTROL
    • Define the Problem
      • Define Scope / Boundaries
      • Define the Case for Action
      • Define the Sponsor
      • Commit Resources
    • Define Customer Value
    • Define Expected Benefit
    • Define the Vision
    • Observe As Is Baseline
      • Describe the Situation
    • Measure Actual
      • Obtain Process Xs
      • Obtain Process Ys
      • Determine Process Capability
    • Develop Process Map
    • Determine Cause and
    • Effect Relationships
    • Understand
      • ID Potential Causes
      • ID Solutions for Improvement
      • Summarize & Prioritize Solutions
      • Plan the Improvements
    • Reduce Waste
    • Reduce Complexity
    • Reduce Variability
    • Conduct Pilots
      • Run Pilots, Gather Data
      • Design Controls
      • Plan Implementation
      • Deploy Improvements
    • Implement Controls
    • Assess and Adjust
    • Train personnel
      • Update Priorities
    • Plan Next Steps
      • Identify Potential Follow-on Projects
    • Publicize & Recognize
    • Knowledge Sharing
    Tollgates prior to proceeding to Next Phases MEASURE ANALYZE
  • 8. Step 1: DEFINE
    • Goal
      • Define the projects purpose and scope and get background on the process and customer
    • Output
      • A clear statement of the intended improvement and how it is to be measured
      • A high level map of the process
      • A list of what is important to the customer
    IMPROVE Project Charter VOC SIPOC
  • 9. Step 2: MEASURE
    • Goal
      • Focus the improvement effort by gathering information on the current situation
    • Output
      • Baseline data on current process performance
      • Data that pinpoints problem location or occurrence
      • A more focused problem statement
    IMPROVE Determine Measures based on CTQs Measure As-Is Patterns
  • 10. Step 3: ANALYZE
    • Goal
      • Identify root causes and confirm them with data
    • Output
      • A theory that has been tested and confirmed
    Data Analysis IMPROVE Analyze waste and variation Identify root causes Process Analysis
  • 11. Step 4: IMPROVE
    • Goal
      • Develop, try out, and implement solutions that address root causes
    • Output
      • Planned, tested actions that should eliminate or reduce the impact of the identified root causes
    Solutions FMEA Pilot Implemen - tation IMPROVE
  • 12. Step 5: CONTROL
    • Goal
      • Use data to evaluate both the solutions and the plans
      • Validate that all changes adhere to all operating company change control, and compliance requirements
      • Maintain the gains by standardizing processes
      • Outline next steps for on-going improvement including opportunities for replication
    • Output
      • Before and After analysis
      • Monitoring system
      • Completed documentation of results, learnings, and recommendations
    Control Standardize Document Monitor Evaluate Closure IMPROVE
  • 13. Design Identify Optimize Verify Define 1-Description/ Problem Refined 2-Business Case Approved (StartIt Page and Assumptions in Briefing) 3-Schedule Established 4-Quad 1- Customers Identified 2-Customer Needs Gathered (VOC) 3-CTQs Specified (In Measurable Terms) 4-Stakeholder Analysis 5-Risks Quantified (Initial Mitigation Approach Identified) 1-Design Concepts Developed (Functional Analysis, High Level Requirements, Mapping of these to CTQs) 2-Alternative Concepts Evaluated (Trades) and Optimum Solution Selected (with rationale presented) 3-High Level Design Developed (e.g., architecture, next level process steps, etc.) 4-High Level Design Evaluated Against CTQs/ Requirements 1-Detailed Design Developed (Design captured How, Process Work Instruction Steps Developed, etc.) 2-End Product* implemented then piloted or simulated (De
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