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Simplify Your BusinessSimplify Your Businesswith 5Swith 5S
SortSort Organizing, separating the needed Organizing, separating the needed from the unneededfrom the unneeded
Straighten Straighten A place for everything and A place for everything and everything in its place. everything in its place. Make it visual and selfMake it visual and self--explanatory.explanatory.
ShineShine Cleaning and looking for ways to Cleaning and looking for ways to keep it cleankeep it clean
StandardizeStandardize Maintain and monitor the first 3 S’sMaintain and monitor the first 3 S’sSustainSustain Discipline, stick to the rules / Discipline, stick to the rules /
continuous improvement of all continuous improvement of all principlesprinciples
Defects Defects -- The 4The 4--50 Rule50 RuleMyth: The wider you spread it, the greater the returnsMyth: The wider you spread it, the greater the returns
To increase returns, To increase returns, narrow your focusnarrow your focus44--50 rule 50 rule -- (20/80)(20/80)22
4% of business causes over 50% of waste and rework 4% of business causes over 50% of waste and rework
Focus (Define and Measure)Focus (Define and Measure)Focus your efforts in ways that achieve Focus your efforts in ways that achieve breakthrough improvements in speed, breakthrough improvements in speed, quality and cost.quality and cost.
Improve (Analyze and Improve)Improve (Analyze and Improve)Use data to identify and eliminate root causes Use data to identify and eliminate root causes of problems involving time, defects and cost. of problems involving time, defects and cost. 4% of your business causes 50% of the waste, 4% of your business causes 50% of the waste, rework and lost profit.rework and lost profit.
Initiate Root Cause TeamsInitiate Root Cause Teams
Identify subject experts to analyze the problemIdentify subject experts to analyze the problemSchedule half or one day root cause analysis Schedule half or one day root cause analysis sessions for each “big bar” of the pareto chart.sessions for each “big bar” of the pareto chart.Analyze the root causes, validate they really are Analyze the root causes, validate they really are the root causes, and identify solutions.the root causes, and identify solutions.Develop action plan to implement the solutionsDevelop action plan to implement the solutionsMeasure and validate the results as you Measure and validate the results as you implement solutionsimplement solutions
Sustain (Control)Sustain (Control)Statistical Process Control (SPC)Statistical Process Control (SPC)
ToolsToolsControl ChartsControl Charts ––Analyze your data to determine process Analyze your data to determine process stability. Is your process consistent and stability. Is your process consistent and predictable? Identify and research unstable predictable? Identify and research unstable points and conditions. points and conditions. HistogramsHistograms––Determine the distribution of measurable data Determine the distribution of measurable data and the capability of your process to meet and the capability of your process to meet customer requirements. customer requirements. FlowchartsFlowcharts ––Show the improved process including all Show the improved process including all activities, decisions and measurement points.activities, decisions and measurement points.
XBar Chart Title
UCL=0.819
CL=0.716
LCL=0.6130.61
0.66
0.71
0.76
0.81
0.86
6/8
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10am
12pm 2pm
6/9
8am
10am
12pm 2pm
6/10
8am
10am
12pm 2pm
6/11
8am
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12pm 2pm
6/12
8am
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12pm 2pm
6/15
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6/16
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Date/Time/Period/Number
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ber
XAverage
UCL
A
B
Average
B
A
LCL
Histogram
0
5
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-24 to -18 -18 to -12 -12 to -6 -6 to 0 0 to 6 6 to 12 12 to 18 18 to 24 24 to 30
Implementing Lean Six SigmaImplementing Lean Six Sigma
The Seven Deadly Mistakes:The Seven Deadly Mistakes:Committing to widespread implementationCommitting to widespread implementationFocus on training and teams, not resultsFocus on training and teams, not resultsWide focus, not laser focusWide focus, not laser focusTraining Black Belts to train everyone elseTraining Black Belts to train everyone elseClassroom training, not JIT trainingClassroom training, not JIT trainingImprovement teams, not SWAT teamsImprovement teams, not SWAT teamsLetting teams pick their own problemsLetting teams pick their own problems
Focus on “mission and profit critical” problemsSet BHAGs -Big Hairy Audacious Goals to reduce defects, delay, deviation or cost by 50% or more in six months or less.Simplify and Streamline: Focus on removing NVA—Non-value addedOptimize—Eliminate Defects and DeviationImplement solutions and verify resultsImplement solutions and verify results
To accelerate your speed…To accelerate your speed…Eliminate delay and movement (3Eliminate delay and movement (3--57 Rule)57 Rule)
To increase your returns…To increase your returns…Narrow your focus Narrow your focus (4(4--50 rule)50 rule)
To engage your people..To engage your people..Reduce the number of people involvedReduce the number of people involvedEngage informal not formal networkEngage informal not formal network
Free Resources and Contact InfoFree Resources and Contact Info
30 Day Eval Copy of the QI Macros: qimacros.com/free-resources Six Sigma Quick Reference Card: www.qimacros.com/JobAid.pdf
Lean Quick Reference Card: www.qimacros.com/pdf/leanaid.pdf SPC Quick Reference Card: www.qimacros.com/sustainaid.pdf Jay Arthur KnowWare® International, Inc. 2696 S. Colorado Blvd., Suite 555 Denver, CO 80222 (888) 468--1537 [email protected] www.qimacros.com