4. IDENTIFY POTENTIAL INFLUENCE FACTORS - Brainstorm sessions - Expert interviews - BOB vs. WOW and autopsies - FMEA - Process inefficiencies in value stream map - Process matrix Ishikawa diagram with 6Ms Exploratory data analysis FMEA Man Machine Material Method Measurement Mother nature Total time 15 14 13 12 11 10 9 8 7 6 A B C * Failure mode Failure 1 Failure 2 O 3 8 S 2 5 D 4 9 RPN 24 360 10 8 6 4 2 0 1 2 3 BOB vs. WOW study and autopsies Brainstorming session Lean Six Sigma DEFINE MEASURE ANALYZE IMPROVE CONTROL BENEFITS • Process improvement and redesign (manufacturing, construction, financial services, healthcare, public sector, high-tech industry) • Resulting in superior quality and efficiency levels • Structural financial impact STRATEGIC VALUE • Superior cost structure • Competitive advantages based on customer satisfaction • Competence development in operations management, project management and continuous improvement METHOD • Professional and scientific problem solving • Working with precise and quantitative problem descriptions • Starting with a data-based diagnosis • Designing evidence-based improvement actions ORGANIZATION • Improvement projects are led by Green and Black Belts, who are familiar with the process and Lean Six Sigma • Improvement projects follow the DMAIC approach • Lean Six Sigma program management coordinates projects by strategically choosing projects and making sure that benefits are realized - Project charter - SIPOC and process flow chart - Benefit analysis - Organization (time and review board) - Stakeholder analysis S P O I C 0. DEFINE THE PROJECT Stakeholder analysis Legend: 0: Current situation Strongly against Moderately against Lets initiative happen Helps initiative Makes initiative happen Stakeholder Stake Person 1 Person 2 Person 3 Person 4 X: Preferred situation Influence Stakeholder analysis SIPOC Project charter - Process behavior over time - Process capability analysis - Value stream map - Redefine project objectives 3. DIAGNOSE THE CURRENT PROCESS 6 6 6 6 6 5 6 6 6 1 6 6 6 6 6 6 6 5 1 6 6 5 6 5 6 6 6 6 6 5 6 6 6 1 6 6 6 6 6 6 6 5 1 6 6 5 6 5 Control chart Process statistics and histogram Value stream map Descriptive Statistics: Total time Variable Total time Variable Total time N 521 N* 0 Mean 9.422 SE Mean 0.555 StDev 2.661 Maximum 59.800 - Process description and operating procedures - Control plan and control loops (feedback and feedforward) - Roles and responsibilities - Logs, dashboards and quarterly reports - Mistake proofing (poka-yoke) 7. IMPROVE PROCESS CONTROL Control pyramid Control loops Poka-yoke Senior management Line management Line personnel Automatic controls Supplier Process Output Input Customer Intervention (OCAP) Compare with the norm Inspection 5S and visual management - Benefit realization - Implementation plan - Project documentation - Follow-ups 8. CLOSE THE PROJECT Benefit tracking Plan Initiate Implement Monitor Close Technical Organizational Political Project documentation Implementation roadmap Discharge form 2. VALIDATE THE MEASUREMENT PROCEDURES - Validity of the measurements: before, during and after data collection - Precision: gage R&R or agreement study (kappa) - Pilot measurement - Start measuring Check definitions and calculations Face validity - CTQ flowdown - Operational definitions - Measurement plan and forms 1. DEFINE THE CTQS Revenue CTQ flowdown Operational cost Customer satisfaction Personnel cost Data collection form Throughput time Man hours First time right Waiting times Internal iterations External iterations Processing time Throughput time Processing time (min) Start data End date Archivation 1 Account manager Archivation 2 Credit dept. Pareto analysis 200 150 100 50 0 100 80 60 40 20 0 Problem 49 Problem 12 Problem 25 Problem 15 Problem 19 Problem 5 Problem 33 Problem 16 Problem 1 Problem 4 Problem 19 Problem 7 Problem 44 Problem 22 Other Pareto Chart of Problems 6. DESIGN IMPROVEMENT ACTIONS - Improvement actions - Operations management - Description of the new process - Impact on the CTQs Average workload Workload Time Capacity vs. workload Rationalizing, routing, streamlining and line balancing LIFO FIFO FINO Rush jobs 5. ESTABLISH THE EFFECT OF INFLUENCE FACTORS Process matrix Statistical data analysis - Select the most important influence factors - Determine impact and changeability of influence factors - Summarize evidence Control variables DMAIC 4: possible influence factors DMAIC 5: effect Influence factor Sales person Using a sales script Coaching Incentives sales persons Incentives advisors Timing of the call Product knowledge Department Call duration Courteousness CTQ1 X X X X X X X X X CTQ2 X X X X X Impact + + ++ ++ ++ – – + – – Changeability – ++ + ++ ++ ++ ++ – – + 15 14 13 12 11 10 9 8 7 Y 5.0 5.5 6.0 6.5 X 7.0 7.5 8.0 © 2016 Institute for Business and Industrial Statistics of the University of Amsterdam www.ibisuva.nl - Third party LSS_IBIS_poster_UK2016.indd 1 06/11/16 22:36