OSDGB2

Lean Six Sigma

Shewhart’sShewhart’s Control Chart PhilosophyControl Chart Philosophy

98

99

100

101

102

103

104

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

Normal Distribution Run Chart

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96

97

98

99

100

101

102

103

104

105

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

X + 3s

X - 3s

Mean = X

_

_

_

Control Chart

Lean Six Sigma

Run ChartRun Chart

Shows how the process varies over time

Shifts, trends, intermittent problems and cyclic patternscan be detected

Vertical-axis is the unit of measure; horizontal-axis istime

UNCLASSIFIED

A baseline average or current average line can be usedas a point-of-reference to detect process changes

When the Run Chart p-values are greater than alpha (e.g..05), the characteristic of interest is not statisticallysignificant.

2

Lean Six Sigma

Run Chart ProcedureRun Chart Procedure

Gather data over time in sequence

Create a graph with a vertical line and a horizontal line The vertical line should cover the full range of measurements The horizontal line should cover the time period which the data was

collected

UNCLASSIFIED

collected Add a baseline (using prior data) or average (current data) line to

indicate process location (mean)

Plot the data on the graph connecting the points

Interpret the chart Look for trends, patterns and/or unusual data points

3

Lean Six Sigma

Run ChartRun Chart

Go to the Stat menu:

Go to Quality Tools

Select Run Chart

Alternate to Time Series Plots

TASK: Create Run Chart for CycleTimeSelect Cycle Time as Single column boxSet Subgroup Size to 1Click OK

UNCLASSIFIED4

Lean Six Sigma

Run ChartRun Chart

UNCLASSIFIED

To create a runchart in EXCEL,highlight thedata (sorted intime ordersequence) thenselect INSERT,Line Chart, 2lines 5

P-Values lessthan the α-level(.05) indicatestatisticalsignificance.

Lean Six Sigma

ExerciseExercise:: Run ChartRun Chart

Using the data from Round 1 - create a Run Chart of yoursimulation data cycle time

Results?

UNCLASSIFIED6

10 minutes

Lean Six Sigma

Two Types of VariationTwo Types of Variation

Two types of variation are visible in a Control Chart:

UNCLASSIFIED7

Common CauseAlways present to somedegree in the process

Special CauseSomething different happeningat a certain time and place

Lean Six Sigma

Control ChartsControl Charts

Region of Non-Random Variation UpperControlLimit

ProcessAverage

UNCLASSIFIED8

Region of Non-Random Variation

Data Over Time

Average

LowerControlLimit

Lean Six Sigma

Control ChartControl Chart

UCL= 14380

LCL= 3351

UNCLASSIFIED9

LCL= 3351

UCL= 6775

LCL= 0

Lean Six Sigma


Go back to the catapult data worksheet

Go to Stat menu > Control Charts > Variables Charts for Individuals > Individuals

Click inside the Variables dialog box > select T1-Distance

Definition: A Time Series plot that shows control limits at both +3σ

and -3σ from the mean

UNCLASSIFIED10

Lean Six Sigma


RESULTS:

170

160

150

UCL=167.20

I Chart of T1-Distance

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Observation

Ind

ivid

ua

lV

alu

e

191715131197531

150

140

130

120

110

100

_X=133.75

LCL=100.30

11

Lean Six Sigma


TASK: Remake plot with separate control limits for each team member:

On the toolbar click the icon “Bring up last dialog box” (#9) or use “Control-E”

Click on I Chart Options > Go to Stages tab

Click on the Define Stages box > select Team Member

UNCLASSIFIED

Click on the Define Stages box > select Team Member

Click OK twice

12

Lean Six Sigma


RESULTS:

200

180

UCL=189.6

1 2 3 4

I Chart of T1-Distance by TeamMember

UNCLASSIFIED

Observation

Ind

ivid

ua

lV

alu

e

191715131197531

160

140

120

100

_X=140.4

LCL=91.2

13

Lean Six Sigma


Control charts are simple run charts withstatistically generated limits!

102

103

104

105

UCL

Zone A

Zone B

Zone C

UNCLASSIFIED14

96

97

98

99

100

101

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

LCL

Center Line

Zone C

Zone B

Zone A

Lean Six Sigma

Out of Control Conditions: Extreme PointsOut of Control Conditions: Extreme Points

Out of control conditions are frequently detected bythe extreme point condition

UCL

Extreme Point (1 Point Beyond UCLor LCL)

A

B

UCL

2 Out of 3 Points on same sideof average in Zone A or Beyond

UNCLASSIFIED15

Note that the out of control point is always circled

CL

LCL

B

C

C

B

A

X

LCL

Lean Six Sigma

Out of Control Conditions: Extreme PointsOut of Control Conditions: Extreme Points

4 Out of 5 Points on the same side of the average inZone B or Beyond

A

B

UCL

UNCLASSIFIED16

B

C

C

B

A

X

LCL

Lean Six Sigma

Out of Control Conditions: Trends & ShiftsOut of Control Conditions: Trends & Shifts

Trend (6 Points in a RowSteadily Increasing or

Decreasing)

UCL UCL

Process Shift (9 Points in aRow on one side of the

average)

UNCLASSIFIED17

UCL

LCL

CL

UCL

LCL

CL

Lean Six Sigma

Out of Control Conditions: OscillationOut of Control Conditions: Oscillation

Oscillation(14 Successive PointsAlternating Up and Down)

UCL

15 Successive Points AlternatingUp and Down in Zone C (aboveand below the average)

A

B

C

UCL

UNCLASSIFIED18

LCL

CLC

C

B

A

X

LCL

Possible Cause(s): Overcontrol of the process, e.g., adjusting the machine after almostevery piece. Two different processes occurring simultaneously, two different machines,

two different operators, etc.

Lean Six Sigma


For Variable data, three basic pairs of charts exist:1. I,MR: Individual and Moving Range

2. Xbar,R: Average and Range

3. Xbar,S: Average and Standard Deviation

If the Range/Moving Range chart is in control, you can then use the Xbar chart.

UNCLASSIFIED

For Attributes data, four basic charts exist:1. nP: Number chart

2. P: Proportions chart

3. C: Count chart

4. U: Rate

19

Control Charts can beproduced in EXCEL usingControl Chart templates posted

to DEPMS.

Lean Six Sigma

Continuous Data Control ChartsContinuous Data Control Charts

Measurement(Continuous/Variable Data)

Subgroup Size of 1 Subgroup Size > 9Subgroup Size 3-9

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Xbar-R

20

I-MR Xbar-S

•Process with few data points•Sampling is very expensive•Sampling is by destructive testing•Building data to begin anotherchart type

•Monitors repetitiveprocesses•Practictioners frequentlychoose subgroups of 5

Similar to Xbar-R ChartLarger sample sizes

Stat > Control Charts > Variable Charts for SubgroupsXbar-R, Enter variableand subgroup size

Xbar-S , Enter variableand subgroup size

Stat > Control Charts > VariableCharts for Individuals > I-MR,Enter variable

Lean Six Sigma

What do you do first?What do you do first?

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Since Moving Range Chart is out of control, investigate these out of control pointsfirst to determine cause.

Lean Six Sigma

Attribute ControlAttribute Control ChartsCharts

Are the DataYes/No or count?

Is samplesize constant?

Is the areaof opportunityconstant from sampleto sample?

Yes/No Count

yes no yes no

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yes no yes no

50)1(5and

505chartorchart

Choose

pn

pnpnp

50)1(5and

505chart

Choose

pn

pnp

505or505chartorchart

Choose

un

cuc

505chart

Choose

unu

MINITAB: Stat > Control Charts > Attribute Charts > Select Type of ChartEnter variable of interest and subgroup size, Click OK

Lean Six Sigma

ExerciseExercise:: Control ChartControl Chart

What type of Control Chart should you use to assess theRound 1 simulation ?

Using the data from Round 1 - create a Control Chart ofyour simulation data cycle time

Results?

UNCLASSIFIED

Results?

23

10 minutes

Lean Six Sigma

TakeawaysTakeaways

When a process is “in control” This implies a stable, predictable amount of variation

(common cause variation)

This does not mean a “good” or desirable amount ofvariation

When a process is “out-of-control”

UNCLASSIFIED

When a process is “out-of-control” This implies an unstable, unpredictable amount of variation

It is subject to both common AND special causes ofvariation

A process can be in statistical control and notcapable of consistently producing good outputwithin specification limit.

24

Lean Six Sigma

Process CapabilityProcess Capability

Once a process is in statistical control, you want todetermine if it is Capable -- Is it meeting specificationlimits and producing “good” or satisfactory services ordeliverables? You can determine capability by computing the # ofDefects per Unit, Defects Per Opportunity and Defects

UNCLASSIFIED25

Defects per Unit, Defects Per Opportunity and DefectsPer Million Opportunities, and Rolled ThroughputYield. You can also determine capability by comparing thewidth of the Process Variation (Voice of the Process) withthe width of the specification limits (Voice of theCustomer).

Measure the # of standard deviations that fit between theProcess mean and the closest specification limit to derive thesigma level.

Lean Six Sigma

Exercise 1AExercise 1A

Purchase Requests Processed

Navy Army

Mon 89 91

Tue 70 102

Wed 100 103

What can wesay about theperformanceof these two

UNCLASSIFIED26

Wed 100 103

Thur 121 105

Fri 120 99

X

of these twoServices withrespect to theirmeans?

Lean Six Sigma

Exercise 1AExercise 1A


Navy Army

Mon 89 91

Tue 70 102

The Servicesare equal inperformance,

UNCLASSIFIED

Tue 70 102

Wed 100 103

Thur 121 105

Fri 120 99

X

27

but is theremore to thestory?

100 100

Lean Six Sigma

Exercise 1BExercise 1B

What can we sayabout theperformancevariationof these two


Navy Army

Mon 89 91

Tue 70 102

UNCLASSIFIED28

of these twoServices?

Tue 70 102

Wed 100 103

Thur 121 105

Fri 120 99

Lean Six Sigma

Exercise 1BExercise 1B


Navy Army

Mon 89 91

Tue 70 102

Navy is much morevaried. What arethe implications?

UNCLASSIFIED

Tue 70 102

Wed 100 103

Thur 121 105

Fri 120 99

29

21.6 5.5

Lean Six Sigma

Measures of PerformanceMeasures of Performance

If we know the process mean and the process sigma,then we can describe the performance of the process.

But:How do we know if the process performance is good or bad?

UNCLASSIFIED

How do we know if the process performance is good or bad?

Who should determine if performance is good enough?

30

?

Lean Six Sigma

Customer SpecificationsCustomer Specifications

Target USLLSL

• The specification limitsrepresent the parameters ofperformance desired by thecustomer.

• The Upper Spec Limit (USL)

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• The Upper Spec Limit (USL)& Lower Spec Limit (LSL)represent the level oftolerance around thisdesired target.

• Together, they representwhat the customer wants!Not what the process does.

Lean Six Sigma

Sigma LevelSigma Level

Sigma Level (or Z-value): the number of Sigma between theprocess mean and the nearest specification limit

Mean Target

If we know:

The Mean of the process +

The s of the process +

UNCLASSIFIED32

Mean1 2 3 4 5-3 -2 -1

Target The Specifications set by

the customer

Then: We can determine the Sigma

Level of the process

Lean Six Sigma

A 3A 3ss ProcessProcess

-6s -5s -4s -3s -2s -1s 1s 2s 3s 4s 5s 6sMean

UNCLASSIFIED33

MeanLSL USL

Lean Six Sigma

A 6A 6ss ProcessProcess


UNCLASSIFIED34

MeanLSL USL

Lean Six Sigma

Sigma Level ExampleSigma Level Example

1 2 3 4 5 6-3 -2 -1 7 8 9

What is the sigma level of this process?

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Mean USLLSL

Lean Six Sigma


1 2 3 4 5 6-3 -2 -1 7 8 9

UNCLASSIFIED36

Mean USLLSL

USL - Mean = 9

Lean Six Sigma


1 2 3 4 5 6-3 -2 -1 7 8 9

UNCLASSIFIED37

Mean USLLSL

Mean - LSL = 3

Lean Six Sigma


1 2 3 4 5 6-3 -2 -1 7 8 9

UNCLASSIFIED38

Mean USLLSL

• The “Process Sigma” is:• The lesser of (USL-Mean) & (Mean-LSL) stated in units of s

Lean Six Sigma

Sigma Level FormulaSigma Level Formula

The Sigma level of a process is the lesser of:

UNCLASSIFIED39

XUSL

LSLX

or

Lean Six Sigma


Recall the Army and Navyprocessing rates

Assume:

o LSL = 70 documents per day


Navy Army

Mon 89 91

Tue 70 102

UNCLASSIFIED

to keep up with incoming rate

o USL = 130 documents per day

To keep from “overfeeding” theprocessor which would result ina higher error rate

What are the sigma levels foreach of these?

What are the implications?

40

Tue 70 102

Wed 100 103

Thur 121 105

Fri 120 99

21.6 5.5

Lean Six Sigma


100130 XUSL

Upper Sigma Level:

100130 XUSL

Upper Sigma Level:

A R M YN A V Y

UNCLASSIFIED41

4.16.21

100130

XUSL

4.16.21

70100

LSLX

Lower Sigma Level:

Sigma Level: 1.4

5.55.5

100130

XUSL

5.55.5

70100

LSLX

Sigma Level: 5.5

Lower Sigma Level:

Lean Six Sigma

Which would you prefer?Which would you prefer?


The target is missedmore than 15% ofthe time

N A V Y

UNCLASSIFIED42

MeanLSL USL


MeanLSL USL

The target is usuallynever missed?

A R M Y

Lean Six Sigma

Different Sigma Process LevelsDifferent Sigma Process Levels

-6s-5s-4s-3s-2s-1s 1s 2s 3s 4s 5s 6s

3s Process

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MeanLSL USL-6s-5s-4s-3s-2s-1s 1s 2s 3s 4s 5s 6s

MeanLSL USL

6s Process

Lean Six Sigma

Importance of Reducing VariationImportance of Reducing Variation

Defects Defects

Too early Too late

Reducevariation

Too early Too late

• To increase a process sigma level, you have to decreasevariation.

UNCLASSIFIED44

Delivery Timevariation

Delivery Time

Spread of variationtoo wide compared

to specifications

Spread of variationnarrow compared to

specifications

• Less variation provides:

Greater reliability in the process

Less waste and rework, which lowers costs

Products and services that perform better and last longer

Happier customers

Lean Six Sigma

ImprovementImprovement--Focused ScaleFocused Scale

DPMO s

308,537 2

66,807 3

6,210 4

Increase inSigmarequiresexponentialdefectreduction

UNCLASSIFIED45

6,210 4

233 5

3.4 6

ProcessCapability

Defects perMillion

Opportunities

(distribution shifted ±1.5s)

reduction

“trim the fat”

Lean Six Sigma

Additional Metrics of Six SigmaAdditional Metrics of Six Sigma

In addition to Sigma Level, four other performancemetrics are of interest: Defects Per Unit (DPU)

Process Capability

Defects Per Million Opportunities (DPMO)

UNCLASSIFIED

Defects Per Million Opportunities (DPMO)

Rolled Throughput Yield

If you know one…you can determine the others

46

Suduko

Lean Six Sigma

Defectives & DefectsDefectives & Defects

A defective unit is that which fails tomeet customer requirements orstandards Late order, incorrect invoice, short-count,

etc.

UNCLASSIFIED

A defect is any reason for such afailure Not filed correctly, incorrect line item,

transposed numbers, etc.

A defective unit can have more thanone defect

47

Lean Six Sigma

Process CapabilityProcess Capability -- DPUDPU

Defects Per Unit (DPU) – the average number ofdefects, of all types, over the total number of unitsproduced

UNCLASSIFIED

Unit is the item being processed

o (order, invoice, form, plate, etc.)

48

DPU =Total Number Units

Processed

Total Number Defects

Lean Six Sigma

DPU ExampleDPU Example

In one month, 220 reports weresampled after being sent tocustomers

Among the 220 reports, 344line items were found incorrect

UNCLASSIFIED

line items were found incorrect(defects)

49

Unit = ReportDPU = 344 incorrect line items

/ 220 Reports= 1.56

Lean Six Sigma

Process CapabilityProcess Capability –– DPO, DPMO, SLDPO, DPMO, SL

If you were checking 4 fields oneach report, and each fieldrepresented an opportunity for adefect, then the Defects PerOpportunity (DPO) would be344 / (220 * 4) = 344/880= .39

DPO =Total Number Defects

Total Number Opportunities

for Defect

UNCLASSIFIED

Convert DPO to Defects perMillion Opportunities bymultiplying DPO by a million.

DPMO = 390,000

Convert DPMO to Sigma Level(SL) using chart or formula

Sigma Level = 1.78

DPMO = DPO * 1,000,000

50

SL = NORMSINV(1-(DPMO/1000000))+1.5

or

SL= NORMSINV(1 – DPO)+1.5

Lean Six Sigma

Process CapabilityProcess Capability -- RTYRTY

Rolled Throughput Yield(RTY) is the probability thata single unit can passthrough a series of processsteps free of defects.

Process A has 4 steps:

Step 1, 100 units enter, 10 arescrapped and 5 are reworked to get90. Yield = (100- (10+5)) / 100 = .85

Step 2, 90 units in from Step 1, 10scrapped and 7 are reworked to get80. (90-(10+7))/90 = .815 rework

UNCLASSIFIED

80. (90-(10+7))/90 = .81

Step 3, 80 units in from Step 2, 5scrapped and 3 reworked to get 75.(80-(5+3))/80 = .9

Step 4, 75 units in, 5 scrapped and10 reworked to get 70. (75-(5+10)/75= .8

RTY = .85 * .81 * .9 * .8 = .49572

= 50% yield

51

Step 1

Step 2

Step 3

Step 4

100

10

SCRAP

75

80

90

105

5

5 rework

7 rework

3 rework10 rework

70

Lean Six Sigma

266 data pointscollected between 11/1/04thru 11/30/04

Mean 29 days, St. Dev.2.9 days, CP is 1.16indicating process needscentering to the LSL of 10and USL of 30 days. Cpk

LSL Target USL

Potential (Within) C apability

C C pk 1.16

O v erall C apability

Pp 1.24

PPL 2.37

PPU 0.11

Ppk

C p

0.11

1.16

C PL 2.22

C PU 0.10

C pk 0.10Within

Overall

Process Capability of Delivery Time

Process CapabilityProcess Capability

-- ExampleExample --

UNCLASSIFIED52

and USL of 30 days. Cpkis .1 indicating that theprocess is exceeding theUSL.

With an overall PPM of371,895 defects permillion opportunity, thecurrent process has aSigma Quality Level of 1.8or a 62% yield

36322824201612

Process Data

Sample N 266

StDev (Within) 2.87033

StDev (O v erall) 2.69154

LSL 10

Target 20

USL 30

Sample Mean 29.1203

Ppk 0.11

C pm 0.35

O bserv ed Performance

PPM < LSL 0.00

PPM > USL 281954.89

PPM Total 281954.89

Exp. Within Performance

PPM < LSL 0.00

PPM > USL 379619.67

PPM Total 379619.67

Exp. O v erall Performance

PPM < LSL 0.00

PPM > USL 371895.18

PPM Total 371895.18

Required Deliverable

Lean Six Sigma

Class ExerciseClass Exercise

What measure(s) would you use to compute processcapability for the simulation?

How capable is Round 1 Simulation?

UNCLASSIFIED53

10 minutes

Lean Six Sigma

Process Map or FlowchartProcess Map or Flowchart

A Pictorial Representation of a Process Identifies Inputs (X) and Outputs (Y) Identifies Current Data Collection Points Categorizes Inputs (X)

Defines Process Boundaries Identifies customers and suppliers

UNCLASSIFIED

Identifies customers and suppliers

Points out discrepancies in the process

Points out inefficiencies in the process Determines Value-Added and Non-Value-Added Steps

Initiates standardization of procedures

54

Lean Six Sigma

Why Map the Current State?Why Map the Current State?

To show process simply and visually

To clarify organization’s understanding of how thecurrent process actually operates

To create baseline for future improvements to bemade and measured

UNCLASSIFIED

made and measured

55

A current state map is a pictorial view showing how materialand information currently flow.

Lean Six Sigma

Process MappingProcess Mapping -- BasicBasic StepsSteps

1: SIPOC

2: BOUNDARIES

3: VOICE OF THE CUSTOMER

4: GATHER APPROPIATE INFORMATION

See the

Process …

See the

Waste …

5: WALK THE PROCESS

6: CREATE CURRENT STATE MAP

7: SPAGHETTI MAP / CIRCLE DIAGRAM

UNCLASSIFIED56

Photo source: Raytheon

Waste …

Visualize the Perfect

State …


8: VALUE ANALYSIS

9: CREATE IDEAL STATE MAP

10: DEVELOP FUTURE STATE MAP

11: DEVELOP ACTION PLAN

12: IMPLEMENT THE PLAN

Lead the Way

toward it …

Lean Six Sigma

Process Map ProcedureProcess Map Procedure

Symbols to know:

ProcessStep

Start/End Decision Flow

UNCLASSIFIED

Determine the start and finish of the process you arecharting

Define how the process actually works, step by step, indetail

Use observation, recorders, etc.

Add inputs and outputs

57

Lean Six Sigma

Simple Process MapSimple Process Map

Start Step 1 Step 2Decision

• Describes the high-level steps followed day in and day out

UNCLASSIFIED58

Start Step 1

No

YesStep 2

End

Decision

Lean Six Sigma

Always Keep in Mind…Always Keep in Mind…

There are usually 3 versions of each Process Map

What you Believe it is... What it Actually is... What you Want it to be...

UNCLASSIFIED59

Lean Six Sigma

PPSS II OO CC

SIPOCSIPOC

SIPOC: The starting point for any process map

UNCLASSIFIED60

Suppliers Inputs Process Outputs Customers

ProcessMap

Lean Six Sigma

Walk the ProcessWalk the Process

Visualize yourself in the place of the product /information

Walk the process backwards (from last step tofirst) OR forwards (from first step to last)

Interview personnel who touch the process

UNCLASSIFIED

Interview personnel who touch the process(look for problems that may be occurring)

Measure people and/or product travel distances

Look for constraints in the system (sharedresources)

Look for 8 types of wastes

61

Lean Six Sigma

Creating a Useful Process MapCreating a Useful Process Map

Step 1: At an actionable level, define the boundaries of the process youneed to improve

Step 2: Identify all operations needed in the production of a product orservice. At each step include:

Cycle time

UNCLASSIFIED

Cycle time

Quality levels

Step 3: Identify each operation above as value-added or non-value-added. A value-added operation “transforms the product in a waymeaningful to the customer”

Step 4: List both internal and external Ys at each process step

62

(continued)

Lean Six Sigma


Step 5: List both internal and external Xs at each process step

Step 6: Classify all Xs as one or more of the following: Controllable (C): Inputs you can adjust or control while the process is running

o Examples: Speed, feed rate, temperature, pressure

Standard Operating Procedures (SOPs): Common sense things you always

UNCLASSIFIED

Standard Operating Procedures (SOPs): Common sense things you alwaysdo because they make sense

o Just because it is in a procedure --does not mean it is an SOPo Procedures can be used to specify set-points of controllable parameterso Examples: Cleaning, safety, loading components, setup

Noise (N): Things you cannot control or do not want to control (too expensiveor too difficult)

o Examples: Ambient temperature, humidity, operator

63

(continued)

Lean Six Sigma


Step 7: Document any known operating specification for each input andoutput

What are the operational requirements of the process?

Examples: Obligation Rate 8% per month

EOD (End of Day) +/- 1 day

UNCLASSIFIED

Recon Imagery Resolution +/- 1 meter

Step 8: Clearly identify all process data collection points

What are the DPUs of the various process steps?

What is the Rolled Throughput Yield (RTY) of the Process?

RTY = FPY Step 1 x FPY Step 2 x FPY Step 3 …. x FPY Step n

64

Lean Six Sigma

Mapping TipsMapping Tips

Use Post-it® notes on butcher paper.

Place top of process boxes just below the middleof the page.

Leave enough room between process boxes toshow inventory.

UNCLASSIFIED

show inventory.

Decide whether to count all parts or just a samplepart – make the assumptions up front.

Draw only one to three main suppliers/supplieditems.

Title and date map.65

Lean Six Sigma

Current StateCurrent State MapsMaps

Value Stream Map

Circle Diagram Spaghetti Diagram

UNCLASSIFIED66

StripTank

PaintBooth

Office

PC

NDI

51E

PAINTBOOTH

N OFFICE

D TOOLI ROOM

AWP/RMSSTRIPROOM

SAFETY

520

51D P.C.

W/C 51A/B

NDI

PC

Material

Technician

MainTech

C.O.

ISEA

SUPVPEOIWS2

STOCKPOINT

SNAPDEPTHEAD

SK

DAAS

BO1

CRANESUPPLY

DOCKSIDE

Circle Diagram Spaghetti Diagram

Lean Six Sigma

Data BlocksData Blocks

step number:

Demand: How many items the customer wants per ___

Trigger: What tells you to begin this step?

Done: What tells you the step is finished?

Flow Time Entire time it takes to complete step? (8 hours @ day & FLOW TIME)

Touch TIme: Meets all three Criteria for VA

People: Number of people required to complete the step?

Process Description:

Place a data block under each step in the process.

UNCLASSIFIED

People: Number of people required to complete the step?

Shifts: How many places this step is performed

No. Defects: Number of defects per unit time (% defective may also be accepted)

WIP: How many items have been started but not completed

WIQ: How many items waiting to start

Distance Traveled:

Use standard method for all data blocks. This could be Personnel

or Product travel.

Changeover: Time between last step of current job to first step of next job

Flow Stoppers: Problems that keep you from doing your job

67

Lean Six Sigma

ExerciseExercise

Draw a current process map based upon Round 1simulation.

Annotate data blocks

UNCLASSIFIED68

18 minutes

Lean Six Sigma

Measure Tollgate QuestionsMeasure Tollgate Questions

Has an overarching Value Stream Map been completed with data to betterunderstand the process and problem, and show where root causes might reside?

Has the team conducted a value-added and cycle time analysis, identifying areaswhere time and resources are devoted to tasks not critical to the customer?

Has the team identified specific input, process and output measures needing to becollected for both effectiveness and efficiency categories?

Has the team developed clear, unambiguous operational definitions for each

UNCLASSIFIED

measurement and tested them with others to ensure clarity and consistency?

Has a clear, reasonable choice been made between gathering new data or takingadvantage of existing data already collected by the organization?

Has an appropriate sample size and sampling frequency been established to ensurevalid representation of the process we are measuring?

Has the measurement system been checked for repeatability and reproducibility,potentially including training data collectors?

Has the team developed and tested data collection forms or check sheets?

Has baseline performance and process capability been established? How large isthe gap between current performance and customer requirements?

69

Lean Six Sigma

What We Have CoveredWhat We Have Covered

Data – types, collection plans

Data measures – mean, median, standard deviation

Minitab familiarization

Sampling – reasons, types, computing sample size

Measurement System Analysis - purpose,

UNCLASSIFIED

Measurement System Analysis - purpose,components

Normality of data

Run Charts

Control Charts

Process Capability

Process Mapping

70

Lean Six Sigma

Analyze

Define

Measure

Analyze

UNCLASSIFIED71

AnalyzeAnalyze

Improve

Control

Lean Six Sigma

Learning ObjectivesLearning Objectives

Learn and apply analytical and graphical techniques foridentifying the potential root causes of a problem

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Lean Six Sigma

Searching for XsSearching for Xs

The primary focus of the analyze phase is to separatethe Critical Few from the Trivial Many

In short: What is driving our deficiency or variation?

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All Possible Xs Probable Xs

Lean Six Sigma

Root CauseRoot Cause

Why find the root cause of a defect?

Eliminate the root cause, not the symptom

Problem doesn't show up again

Corrective action must:

Ensure that the error is physically prevented from occurring again

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Ensure that the error is physically prevented from occurring again

Prevents a defect loop

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Lean Six Sigma

Cause and Effect may be separated by Time, LogicalFlow and Location.

A Cause/Effect relationship is one-way.

The Effect is not the Cause!

RootRoot Cause AnalysisCause Analysis

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Time - Logical Flow - Location

Cause Effect

Lean Six Sigma

A single Cause can havemultiple Effects.

Root Cause AnalysisRoot Cause Analysis

EFFECT

EFFECT

EFFECT

CAUSE

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A single Effect can havemultiple Causes.

CAUSE

CAUSE

CAUSE

EFFECT

Lean Six Sigma

Tools for Root CauseTools for Root Cause

Process: Five Whys

Fishbone / Ishakawa / Cause and Effect Diagram

XY Matrix

Failure Modes and Effects Analysis (FMEA)

Graphical:

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Graphical: Pareto Charts

Scatter Diagram

Box Plots

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Lean Six Sigma

5 Whys5 Whys

Technique to get from symptom to root cause

Asking “Why?” as many as five times to get to root cause

By identifying root cause we can take action to prevent

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recurrence

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Lean Six Sigma

CAUSEEFFECT

Why?

Why?

Why?

Why?

RootCause

Root Cause AnalysisRoot Cause Analysis –– 5 Why’s5 Why’s

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CAUSEEFFECT

CAUSEEFFECT

CAUSEEFFECT

CAUSEEFFECT

Why?

Lean Six Sigma

Root CauseRoot Cause

Why?

Granite on the Jefferson Memorial is deteriorating.

Use of harsh chemicals

To clean pigeon droppingsWhy?

Why?

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Lots of spiders at monument

Lots of gnats to eat

Gnats are attracted to the light at dusk

Why?

Why?

Why?

iSixSigma.comSolution: Turn on the lights at alater time.

Lean Six Sigma

5 Whys:5 Whys: Late UFRsLate UFRs

Softwareproblem

Late BRCCharts

IncompleteUFRs

Late UFRs

HandlingDamage

Written withBug

WHY?

WHY?WHY?

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Did NotFollowDirections

Did NotReadDirections

Late Receiptfrom Field

Damage Bug

Not WrittenClearly Operational

MissionAmbitiousSchedule

PackagingError

Untestedprogram

Typo

WHY?WHY?WHY?

WHY?

WHY?

No Format

No OneAssigned toDevelop

WHY?

WHY?

Lean Six Sigma

FishboneFishbone DiagramDiagram ProcedureProcedure

Write the problem (effect or “Y”) in a box on the right side with anarrow entering from the left

Generate a list of causes that potentially create the problem

Organize the causes into categories

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Organize the causes into categories

Place causes on the fishbone by category

Breakdown the causes into smaller components by asking “Why?”

Add to fishbone

Examine for patterns, root causes, data needs

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Lean Six Sigma

Cause and Effect DiagramCause and Effect Diagram

Main Cause I

Main Cause II

Look for causesthat appearrepeatedly acrossmajor causecategories.

Suggested Causes:ManMethodMachineMaterialMeasurementMother Nature

Repeat for Each Main Cause

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Main Cause V Main Cause IV

Main Cause III

ProblemC

A

A

B

Mother Nature

Lean Six Sigma

Fishbone DiagramsFishbone Diagrams

Work one Main Cause I

Pick one main cause and ask “Why did cause Aoccur?” Results in causes A1, A2, A3, etc.

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Work onecategory ata time…please!

Main Cause I

Why did cause “A” occur?A

A1

A2

A3

Problem

Lean Six Sigma

Fishbone DiagramsFishbone Diagrams

Main Cause I

Pick one cause and ask “Why?” 5 times. End result is a probable cause

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Ask “Why?”5 times?

Why A2A1?AA2

Why A?

A2A1A1

A2A1

A2A

Why A2A?

A2A1A

Why A2A1A?

ProbableCauseProblem

Repeat Cycle of Questions for Each Main Cause

Lean Six Sigma

Identify Root CausesIdentify Root Causes

Main Cause IIMain Cause I

If one probablecause repeats…Root Cause

CB

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Main Cause VMain Cause IV

Main Cause III

AA

CB

Root Cause

Problem

Lean Six Sigma

ExerciseExercise –– Root Cause AnalysisRoot Cause Analysis

Using the simulation, determine what the effect ofinterest is then brainstorm causes using the 5 Whys

Create Cause and Effect Diagram that concentrateson reducing variation in the Simulation process

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10 minutes

Lean Six Sigma

XY MatrixXY Matrix

XY matrix is used to:

Identify and subjectively rank "sub-Ys"

Relate Xs to Ys

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Take the first crack at: Y = f(X)

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Lean Six Sigma

Why Do We Need an XY Matrix?Why Do We Need an XY Matrix?

To allow everyone involved with a process to agree onoutputs critical to the product and/or customer

Through numerical ranking, an XY matrix enables yourteam to assign a level of importance to each outputvariable

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variable

Through association, an XY matrix enables a team tonumerically assess the effect of each X on each Y

It provides the team its first stab at determining Y = f(X)

It leads the way to an area of focus on the process“Failure Modes and Effects Analysis” (FMEA)

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Lean Six Sigma

How to Create a Useful XY MatrixHow to Create a Useful XY Matrix

Step 1:Step 1: Use available information sources like processmaps and fishbones to aid you in your identification ofinputs and outputs.

Step 2:Step 2: List the output variables (Ys) along the top section

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Step 2:Step 2: List the output variables (Ys) along the top sectionof the matrix. These are outputs that the team and/orcustomer deem important. These may be a subset of thelist of Ys identified on the process map.

Step 3:Step 3: Rank each output numerically using an arbitraryscale (possibly 1 to 10). The most important outputreceives the highest number. Enter these rankings in theOutput Ranking row of the matrix.

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Lean Six Sigma

How to Create a Useful XY MatrixHow to Create a Useful XY Matrix

Step 4:Step 4: Identify all potential inputs or causes (Xs) that canimpact the various Ys and list these along the left side ofthe matrix.

Step 5:Step 5: Numerically rate the effect of each X on each Y

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Step 5:Step 5: Numerically rate the effect of each X on each Ywithin the body of the matrix.

Step 6:Step 6: Use the results page to analyze and prioritizewhere to focus your effort when creating the preliminaryFMEA. The XY matrix is a great team brainstorming tool. Itcan also facilitate future team activities.

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Lean Six Sigma

BRC Process MapBRC Process Map

VA

N-HHQ ScheduleN-HHQ Fiscal Guidance

Step 1 Use availableinformation sources likeprocess maps and Fishbones toaid you in your identification ofinputs and outputs.

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NVA

BVA

C- ScheduleC-Guidance

Lean Six Sigma

XY MatrixXY Matrix

XY MatrixProject:

Date:

1 2 3

Ou

tpu

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(Y's

)

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View Results

Delete

Instructions

DEMO

Step 2 List the importantoutput variables along the topsection of the matrix.

StepStep 33 Rank each outputnumerically using anarbitrary scale. A scale of 1to 10 is often used.

Step 4 Identify potential

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Ou

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Output Ranking 6 9 8Input Variables

(X's) Association Table Rank % Rank

1 Schedule 3 8 9 162 18.71%

2 Training 8 7 1 119 13.74%

3 SOP 7 7 1 113 13.05%

4

Resource

Guidance1 6 1

68 7.85%

5 Fiscal Code 1 5 1 59 6.81%

7 Security Class 6 1 1 53 6.12%

8 Manual Process 6 7 5 139 16.05%

93

Step 4 Identify potentialcauses (failed Xs) that canimpact various outputs, and listeach one along the left side ofthe matrix.

StepStep 55 Numerically rate theeffect of each X on each Ywithin the body of the matrix.

StepStep 66 Use the resulting ranks toanalyze and prioritize futureteam activities.

Lean Six Sigma

InIn--Class ExerciseClass Exercise

Break into your groups

Use your Simulation Round 1 Results

Use the 6-step methodology to create an XY matrix(XYMatrix.xls) for the process

Use the Xs and Ys from your process map as key information

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Use the Xs and Ys from your process map as key information

Be prepared to report your results

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10 minutes

Lean Six Sigma

FMEA DefinedFMEA Defined

Failure Modes and Effects Analysis (FMEA) is a detailed documentthat identifies ways a process or product can fail to meet criticalcustomer requirements (Ys) (failure modes)

A living document that lists all possible causes (Xs) of failure From this, list of items for the control plan can be generated

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A document that allows the team to track and prioritize the actionsrequired to improve the process

FMEA is used to reduce risk, and therefore unintendedconsequences, in the implementation.

In short, a FMEA will: Ultimately capture the entire process Identify ways the product or process failed because of these Xs Facilitate the documentation of a plan to prevent those failures

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Lean Six Sigma

When to Conduct a FMEAWhen to Conduct a FMEA

Early in the process design or improvement development.

When new systems, products, and processes are beingdesigned.

When existing designs or processes are being changed.

When carry-over designs are used in new applications.

After system, product, or process functions are defined, but

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After system, product, or process functions are defined, butbefore beginning detailed final design.

When the design concept has been decided.

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Lean Six Sigma

Types of FMEATypes of FMEA

System - Analyzes systems and subsystems in earlyconcept and design stages

Design – Analyzes new process, product or service designbefore rollout

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Process – Used to improve existing transactional andoperational processes

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Lean Six Sigma

FMEA FormFMEA Form

Process or

Product Name:Prepared by: Page ____ of ____

Responsible: FMEA Date (Orig) ______________ (Rev) _____________

Process

Step /

Input

Potential Failure

Mode

Potential Failure

EffectsPotential Causes Current Controls

Actions

RecommendedResp. Actions Taken S

E

O

C

C

D

E

T

S

E

O

C

C

D

E

T

ANALYZE PHASE IMPROVE PHASE

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What is the

process

step and

Input under

investiga-

tion?

In what ways does

the Key Input go

wrong?

What is the impact

on the Key Output

Variables

(Customer

Requirements)?

What causes the

Key Input to go

wrong?

What are the existing

controls and

procedures (inspection

and test) that prevent

either the cause or the

Failure Mode?

What are the

actions for

reducing the

occurrence of the

cause, or

improving

detection?

What are the

completed

actions taken

with the

recalculated

RPN?

0 0

0 0

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Lean Six Sigma

Sample FMEA Rating ScaleSample FMEA Rating Scale

RATING DEGREE OF SEVERITY

LIKELIHOOD OF

OCCURRENCE ABILITY TO DETECT

1 Customer will not notice

the adverse effect or it is

insignificant

Likelihood of occurrence is

remote

Sure that the potential

failure will be found or

prevented before reaching

the next customer

2 Customer will probably

experience slight

annoyance

Low failure rate with

supporting documentation

Almost certain that the

potential failure will be

found or prevented before

reaching the next customer

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reaching the next customer

3 Customer will experience

annoyance due to the

slight degradation of

performance

Low failure rate without


Low likelihood that the

potential failure will reach

the next customer

undetected

4 Customer dissatisfaction

due to reduced

performance

Occasional failures Controls may detect or

prevent the potential

failure from reaching the

next customer

5 Customer is made

uncomfortable or their

productivity is reduced by

the continued degradation

of the effect

Relatively moderate failure

rate with supporting

documentation

Moderate likelihood that

the potential failure will

reach the next customer

Lean Six Sigma

Sample FMEA Rating ScaleSample FMEA Rating Scale –– ContCont

RATING DEGREE OF SEVERITY LIKELIHOOD OF OCCURRENCE ABILITY TO DETECT

6 Warranty repair or significant

manufacturing or assembly complaint

Moderate failure rate without


Controls are unlikely to detect or

prevent the potential failure

from reaching the next customer

7 High degree of customer

dissatisfaction due to component

failure without complete loss of

function. Productivity impacted by

high scrap or rework levels.

Relatively high failure rate with


Poor likelihood that the

potential failure will be detected

or prevented before reaching

the next customer

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high scrap or rework levels.

8 Very high degree of dissatisfaction

due to the loss of function without a

negative impact on safety or

governmental regulations

High failure rate without


Very poor likelihood that the

potential failure will be detected

or prevented before reaching

the next customer

9 Customer endangered due to the

adverse effect on safe system

performance with warning before

failure or violation of governmental

regulations

Failure is almost certain based

on warranty data or significant

DV testing

Current controls probably will

not even detect the potential

failure

10 Customer endangered due to the

adverse effect on safe system

performance without warning before

failure or violation of governmental

regulations

Assured of failure based on

warranty data or significant DV

testing

Absolute certainty that the

current controls will not detect

the potential failure

Lean Six Sigma

Example:Example: Budget Review FMEABudget Review FMEA

Process or

Product Name:

Budget Review

Committee UFR

process

Prepared by: Susan

Wheeler

Responsible: Susan Wheeler FMEA Date (Orig) ___1 Oct 2009______ (Rev) _____________

Process Step /

Input

Potential Failure

Mode

Potential Failure

EffectsPotential Causes Current Controls

What is the

process step

and Input

under

investiga-tion?

In what ways

does the Key

Input go wrong?

What is the impact

on the Key Output

Variables

(Customer

Requirements)?

What causes the

Key Input to go

wrong?

What are the existing

controls and

procedures

(inspection and test)

that prevent either

S

E

V

E

R

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T

O

C

C

U

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R

E

N

D

E

T

E

C

T

I

RPN

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investiga-tion? Requirements)? that prevent either

the cause or the

Failure Mode?

8Activity doesn’t

understand

instructions

5

Each activity is

assigned a budget

ombudsman to

assist activity

2 80

8Low Activity

priority to submit

quality UFR

7

Calendar and email

reminders;

template for UFRs6 336

Panel

Members not

present

UFR not

reviewed by

functional

expert

9Functional Expert

TDY or on leave4 Backup SME 6 216

T

Y

N

C

E

I

O

N

BRC Panels

convened

UFRs

incomplete

UFRs can't be

recommended

for funding

Lean Six Sigma

ExerciseExercise -- FMEAFMEA

Create a FMEA for one process step of the Simulation

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15 minutes

Lean Six Sigma

Graphical ToolsGraphical Tools

The primary graphical tools available to helpcharacterize and learn about the process are:

Pareto Charts

Histograms and Dot Plots

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Histograms and Dot Plots

Run Charts / Control Charts / Time Series Plots

Scatter Plots

Box Plots

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Lean Six Sigma

Pareto ChartPareto Chart

The Pareto Chart is a bar chart that displays the relativefrequency of factors or causes that contribute to theproblem.

The Pareto Chart is used to:

Separate the critical few areas from the trivial many

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Separate the critical few areas from the trivial many

Focus and refine the problem statement

Pareto Effect: 80% of the problem is due to 20% of thepotential causes

104

TIP: Data collected over a short time period, especially from an unstableprocess, can lead to incorrect conclusions. Examine the data forstratification or changes over time. Ensure that categories (X axis) aremeaningful.

Lean Six Sigma

Pareto ChartPareto Chart

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LQA – Living Quarters AllowanceTQSA – Temporary Quarters Subsistence AllowanceMEA – Miscellaneous Expense Allowance

PD - Per DiemAoP - Advice of PaymentPA - Per Annum

Lean Six Sigma

Pareto ChartsPareto Charts

TASK: Create a Pareto Chart using the Defect and Frequency data

Go to Stat menu > Quality Tools > Pareto Chart

Click inside the “Chart defects table:” selection box and enter Defects inLabels and Frequency in Frequency boxes

Click OK

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Lean Six Sigma

Pareto ChartsPareto Charts

RESULTS:To create a Pareto Chartin EXCEL, summarize thecount of Defects by type,sort the sums in order offrequency, highlight thedata and click Insert Chart,Column. You can create

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Column. You can createthe percent/cumulativepercent chart separatelyand affix underneath theColumn charts.

Lean Six Sigma

CorrelationCorrelation

Identify dependencyrelationships between two ormore variables (Xs and Y).

It is customary to call X the

X

x1

x

Y

y1

y

(Response) (Factor)

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It is customary to call X theinput variable (independent)and Y the output variable(dependent).

108

x2

x3

x4

x5

x_nth

y2

y3

y4

y5

y_nth

Lean Six Sigma

Scatter DiagramScatter Diagram

Good for finding and/or confirming relationships betweenmeasures

Will not prove that a cause-and-effect relationshipexists

Can assist in identifying which process inputs impact the

UNCLASSIFIED

Can assist in identifying which process inputs impact theprocess output

Add evidence to opinion regarding cause and effect

Can identify clues for improvement

Enables teams to test hunches between two factors

Examples:

Ice Cream Sales as they relate to outside temperature

Demand for gasoline as it relates to the price at the pump

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Lean Six Sigma

Scatter DiagramScatter Diagram

Scatter Diagram for Cycle Time vs Number of Inv.

Skids

10.0

12.0

Ho

urs

toP

erf

orm

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0.0

2.0

4.0

6.0

8.0

0 1000 2000 3000 4000

Number of Inventory Skids

Ho

urs

toP

erf

orm

Inven

tory

Lean Six Sigma

Scatter Diagrams PatternsScatter Diagrams Patterns

X and Y appear to be unrelatedY (D

ep

en

de

ntV

aria

ble

)Y is more variable as X increases

Y (De

pe

nd

entV

aria

ble

)

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X (Independent Variable)

Y Increases as X Increases(positive linear trend)


Y (De

pe

nd

entV

aria

ble

)

Y Decreases as X Increases(negative linear trend)


Y (De

pe

nd

entV

aria

ble

)


Lean Six Sigma

Examples of Variable RelationshipsExamples of Variable Relationships

60

50

40

Strong Linear55

54

53

52

51

50

49

48

47

46

No Relationship

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807060

X

53.552.551.550.549.548.547.546.5

46

45

X1

55545352515049484746

55

54

53

52

51

50

49

48

47

46

45

Moderate Linear

0 10 20 30 40 50 60 70 80 90 100

4.5

5.0

5.5

6.0Strong Non-Linear

Lean Six Sigma

Abuse & Misuse of CorrelationAbuse & Misuse of Correlation

If we establish a correlation between X1 and Y, that does NOTnecessarily mean variation in X1 caused variation in Y

A third variable that is associated with both X1 and Y may be“lurking.”

Relationship could be coincidental

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Relationship could be coincidental

To conclude that there is a relationship between two variablesdoes NOT mean that there is a cause and effect relationship.

113

Correlation Does NOT Determine Causation!

A study conducted in New York indicated there was a proportionalrise in ice cream sales and murder rates during summer months.

Correlation or coincidence?Correlation or coincidence?

Lean Six Sigma

Scatter PlotsScatter Plots

To create scatter plots we need torelated numerical variables. Thereforewe need to add the Variation data forTeams 2 and 3:

Definition: Shows relationships between numerical variables

(NOT non-numeric variables!)

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Teams 2 and 3:

Go to the worksheet and click on thefirst cell of column C8 (T2-Variation)

Input the data as shown in the pictureto the right

Do the same for column C11(T3-Variation)

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Lean Six Sigma


TASK: Create a graph showing the relationship between the Distance and the Variationfor Statapult Teams 2 and 3:

• Go to Graph menu > Scatterplot

• Select Simple

• Select X and Y variables

• Click on Multiple Graphs

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Lean Six Sigma


Select Overlaid on the samegraph

(Cont...)

6

5

4

T2-Variation * T2-Distance

T3-Variation * T3-Distance

Variable

Scatterplot of T2-Variationvs T2-Distance, T3-Variationvs T3-Distanc

RESULTS:

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X-Data

Y-D

ata

1101009080706050403020

4

3

2

1

0

Lean Six Sigma


To create the Scatter Plot in EXCEL, highlight the X then Yvariables for the first team and click Insert Chart, Scatter Plot.Repeat for the second team. Adjust the X and Y matrix scales tomatch the larger dimensions.

7.00

T-3 Variation7.00

T2-Variation

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0.00

1.00

2.00

3.00

4.00

5.00

6.00

0 50 100 150

T-3 Variation

0.00

1.00

2.00

3.00

4.00

5.00

6.00

-10 10 30 50 70 90 110 130 150

T2-Variation

Lean Six Sigma

BoxplotBoxplot DistributionDistribution

75th Percentile

Maximum Length

Middle

Interquartile Range

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50th Percentile (Median)

25th Percentile

Outliers

Middle50% ofData

Lean Six Sigma

BoxplotsBoxplots

50

Outliers

Top wisker (76 - 100%)40

*

*

Definition: Box plots summarize data in percentages (%) using the

Median (not the Mean!)

Top whisker (76-100%)

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40

Top box (51 - 75%)30

20 Bottom box (26 - 50%)

10Bottom whisker (0 - 25%)

0

Series

Median

First quartile

Third quartile

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Lean Six Sigma

BoxplotsBoxplots

TASK: Make Box Plots of T1-Distance, T2-Distance, T3-Distance,T4-Distance, and T5-Distance:

Go to Graph menu > Boxplot

Select Multiple Ys Simple > Click OK

Click in the Variables box and select T1-Distance, T2-Distance,T3-Distance, T4-Distance, and T5-Distance

UNCLASSIFIED

Click OK twice

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Lean Six Sigma

BoxplotsBoxplots

RESULTS:

EXCEL does not have aBoxplot template – but itcan be created, althoughthe process is far morecumbersome. Instructionsand a sample are provided

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and a sample are providedin the OSD LSSToolssection of the DEPMSSandbox work tree.

Lean Six Sigma

Discrete Ys with Continuous XsDiscrete Ys with Continuous Xs

If you have a discrete process output (i.e. pass or fail) and more thanone continuous input variable, you can apply many of the graphs thathave been discussed here by switching the axes on graphspecification.

Graphs especially suitable for this application are boxplots and jitteredscatter plots (note: input is on vertical axes below).

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0 1

115

125

135

145

Tem

p

0.0 0.5 1.0

115

125

135

145

Tem

p

Lean Six Sigma

BoxplotsBoxplots

TASK: Display difference between the pass (P) and fail (F) for Cycle Time

by Team Lean and Team Six Sigma

Go to Graph menu > Boxplot

Select One Y with Groups

Click in the Variables box and select Cycle Time

Click inside Categorical variables for grouping > select Team PassFail

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Click inside Categorical variables for grouping > select Team PassFail

Click OK

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Lean Six Sigma

BoxplotsBoxplots

RESULTS:

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Lean Six Sigma

BoxplotsBoxplots

TASK: Display the mean symbol on

the boxplots

Go to the Add List selector in theGraph Editing Toolbar

Select Data Display

Check the Mean Symbol box

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Check the Mean Symbol box

Click OK

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Lean Six Sigma

Exercise:Exercise: SimulationSimulation PerformancePerformance

What graphical tools would you use for thesimulation?

Why?

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Why?

Create three charts based upon Simulation data.

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10 minutes

Lean Six Sigma

Analyze StoryboardAnalyze Storyboard

Define

MeasureAnalyze

SigmaPerformance Level of

1.3BUS CASE: Be #2 Fin Service Provider

GOAL: Reduce Loan/Lease CT from9.2 to 8.0 days by July 1

FIN IMPACT: $2.7M per year

Project Charter1.2 DayCCR Gap


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Officer Work & Turnover, Waiting, & AutomationAffect CT; Job Aids affect Variation in CT

Optional Deliverable

Lean Six Sigma

Analyze Review QuestionsAnalyze Review Questions

Based on your analyses, should you refine the project definition?

If so, address why and communicate to the team

Do you have an idea of what Xs may be critical to your Y?

Are those Xs controllable?

What Xs can be changed or addressed based on the data you currently

UNCLASSIFIED

What Xs can be changed or addressed based on the data you currentlyhave?

Which will require further investigation?

Have you communicated your findings?

What issues and barriers exist?

Have you documented these on the action item list?

Are there any action items from Measure still not complete?

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Lean Six Sigma

Analyze Tollgate QuestionsAnalyze Tollgate Questions

Has the team examined the process and identified potential timetraps/bottlenecks, disconnects, and redundancies that could contribute to theproblem statement?

Has the team analyzed data about the process and its performance to helpstratify the problem, understand reasons for variation in the process, andgenerate hypothesis as to the root causes of the current process performance?

Have the root causes been identified and validated?

UNCLASSIFIED

Does the team understand why the problem is being seen?

Has the team been able to identify and complete any additional “Quick Wins”?

Have findings to date required modification of the Project Charter? If so, havethese changes been approved by the Project Sponsor and the KeyStakeholders?

Have any new risks to project success been identified, added to the RiskMitigation Plan, and a mitigation strategy put in place?

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Lean Six Sigma

What we have coveredWhat we have covered

Brainstorming captures potential root causes through open-endeddiscussion

Fishbone Diagram organizes potential root causes by source orcategory

XY Matrix prioritizes root causes via their relationship to the output

UNCLASSIFIED

XY Matrix prioritizes root causes via their relationship to the output

FMEA prioritizes root causes analytically by investigating all potentialfailure mechanisms; forms basis for control plan

Pareto Charts show the relative magnitude of a problem

Scatter Diagrams identify or confirm relationships between measures

130

Lean Six Sigma

Improve

Define

Measure

Analyze

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ImproveAnalyze

Improve

Control

Lean Six Sigma


At the end of this training, you will: Be aware of lean techniques for implementing lead time and on-time delivery improvements in a processBe able to define process flow and process flow improvementApply process flow improvement techniques to a case studyBe aware of statistical techniques for finding the likely places to

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improve performance

Lean Six Sigma

ImproveImprove

Recap: Define

You have defined the problem

Measure

You have determined the size of the problem

Analyze

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Analyze

You have analyzed the data to determine the root causes where theimprovement opportunities are

Improve

Now it’s time to take action in order to CHANGE the processand improve performance

Just DO IT!

133

Lean Six Sigma

Areas of FocusAreas of Focus

Lean the process: Cycle time Redundancy Streamline Consolidate Sources of Consternation

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Reduce the variation: Attack sources of variation Attack sources of error Attack sources of rework

Together these will: Reduce effort Increase consistency Makes resources available for other needs

134

Lean Six Sigma

ImprovementImprovement TargetsTargets

Reducing cycle time

Reducing inventory

Cost reduction

Increasing available

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Increasing availablecapacity

Decreasing the areafootprint

Reducing order lead time

135

Lean Six Sigma

5 Lean Principles5 Lean Principles

1. Specify what creates value from the customers

perspective

Value Add Analysis (Measure Phase for current process)

2. Identify all the steps along the process chain

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2. Identify all the steps along the process chain

Value Stream Map (VSM) (Measure Phase for current process)

3. Make those processes flow

4. Make only what is pulled by the customer

5. Strive for perfection by continually removing wastes

136

Lean Six Sigma

5S5S

5S is a process and method for creating andmaintaining an organized, clean, and high-performance workplace.

5S enables anyone to distinguish between normaland abnormal conditions at a glance.

UNCLASSIFIED

and abnormal conditions at a glance.

5S is the foundation for continuous improvement,zero defects, cost reduction, and a more productivework space.

5S is a systematic way to improve the workplace, ourprocesses and our products through employeeinvolvement.

137

Lean Six Sigma

5S Workplace Organization5S Workplace Organization

Sort Clearly distinguish needed items fromunneeded items and eliminate the latter.

Set in Order Keep needed items in the correct place toallow for easy and immediate retrieval.

Shine Keep the workplace orderly and clean.

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Standardize Standardize cleanup. This is the conditionwe support when we maintain the first 3S’s.

Sustain Discipline, stick to the rules / continuousimprovement of all principle.

138

Lean Six Sigma

1S: Sort1S: Sort

• Establish criteria for what is/isn’t needed:• Usefulness, frequency of use, quantity needed

• Sort through and remove clutter

• Red tag unneeded items

• Move red tagged items to a holding area

• Evaluate red tagged items

• Dispose or relocate red tagged items

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Benefits

• Process delays

• Run time delays

• Supply expense

• Recordable accidents

• Speed

• Make-ready time

• Reduce cycle time; clear/label

workspace

• Discover hidden supplies/tools

• Reveal and remove hazards

• Remove damaged or worn parts

Metrics

Lean Six Sigma

Demo Red TagDemo Red Tag

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Admit your addiction, or it’ll be an ‘intervention’…

Lean Six Sigma

2S: Set in Order2S: Set in Order

• Review workplace flow

• Decide where and how to keep things

• Consider principles of motion waste

• Work at the proper ergonomic height: 37”- 44”

• Arrange items in neat and organized patterns

• Use label, home addresses, visuals

• Make it obvious where things belong

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Benefits

• Process delays

• Run time delays


• Make-ready time

• Make it obvious where things belong

• Reduced movement through

labeling

• Cycle time reduction

• Reduce potential hazards

• Design in ergonomics

compliance requirements

Metrics

Lean Six Sigma

BordersBorders, Labels, Addresses, Labels, Addresses

A lined border around an itemto identify its area /boundaries.

• Traffic lanes

• Stationary items

A Label or Tab at the item’shome.

• It should include:

Item name

Location address

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• Stationary items

• Mobile items

• Walkways

• Surface items

Location address

Picture/silhouette of item(opt.)

Lean Six Sigma

How to ‘Set in OrderHow to ‘Set in Order’’ -- TheThe 5S Map5S Map

Draw a 5S map showing the best location for files,office equipment, and materials based onfrequency of use and ergonomics.

Store items together if they are used together and store them

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Store items together if they are used together and store themin the sequence they are used.

Store infrequently used items away from the point of use.

Lean Six Sigma

3S: Shine3S: Shine

• Create a cleanup work plan - top to bottom

• Thoroughly clean entire area, including

equipment

• Identify potential safety hazards

• Identify potential mechanical problems

- Defining Final Solution

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Benefits


• Delays

• Make-ready time

• Remove debris / increase safety

• Minimize fire and spill hazards

• Preventative maintenance

Metrics

Create and maintain a neat and clean environment.Make it a habit!

Lean Six Sigma

4S: Standardize4S: Standardize

• Establish guidelines for 5S conditions

• Establish cleanliness housekeeping standards

• Use SOPs, Checklists, Audits

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Benefits

• Throughput

• Latent capacity

• Cleanliness

• Standards for new hires

• Daily rules

• SOP for training

Metrics

Lean Six Sigma

5S: Sustain5S: Sustain

• Make 5S part of daily routine

• Establish discipline

• Maintain consistency with standards

• Make it part of the culture

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Benefits

• Throughput

• Latent capacity

• Sustained improvements in

work environment

Metrics

Lean Six Sigma

Keys to Success for 5SKeys to Success for 5S

1. Get everyone involved

2. Get commitment and authorization

3. Set expectations

4. Establish standards

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4. Establish standards

5. Establish daily routines

6. Keep it simple

7. Ensure resources are made available

147

Lean Six Sigma

Overall benefits of 5SOverall benefits of 5S

Energizes the workforce

Improves safety (could be 6S)

Improves efficiency

Improves quality

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Improves quality

Establishes workplace control

Lays the foundation for autonomous maintenance

148

Lean Six Sigma

Five Levels of ExcellenceFive Levels of Excellence

Sort SimplifySystematicCleaning Standardize Sustain

Level 5Focus onPrevention

Level 4Focus onConsistency

Employees arecontinually seekingimprovementopportunities.

A dependable,documented method hasbeen developed to providecontinual evaluation, and aprocess is in place toimplement improvements

A dependable,documented method hasbeen established torecognize in a visualsweep if items are out of

A dependable,documented method hasbeen established to keepthe work area free ofunnecessary items.

Area employees havedevised a dependable,documented method ofpreventive cleaning andmaintenance.

Everyone is continuallyseeking the elimination ofwaste with changesdocumented andinformation shared.

There is a generalappearance of aconfidentunderstanding of, andadherence to the 5Sprinciples.

5S agreements areunderstood and practicedcontinually.

Substantial processdocumentation is availableand followed.

Follow-through with 5Sagreements and safetypractices is evident.

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Level 3Make itvisual

Level 2Focus onBasics

Level 1JustBeginning

place or exceed quantitylimits.

unnecessary items.

Unnecessary items havebeen removed from theworkplace.

Necessary andunnecessary items areseparated.

Needed and not neededitems are mixed throughoutthe work place.

Designated locations aremarked to makeorganization more visible.

A designated location hasbeen established for items.

Items are randomly locatedthroughout the workplace.

Work and break areas andmachinery are cleaned ona daily basis. Visualcontrols have beenestablished and marked.

Working environmentchanges are beingdocumented. Visual controlagreements for labelingand quantity levels havebeen established.

5S agreements andsafety practices havebeen developed andare utilized.

Work and break areas arecleaned on a regular,scheduled basis. Key itemsto check have beenidentified.

Work place areas are dirty,disorganized and key itemsnot marked or identified.

Methods are beingimproved but changeshaven’t been documented.

A recognizable efforthas been made toimprove the conditionof the workplace.

Work place methods arenot consistently followedand are undocumented.

Work place checks arerandomly performedand there is no visualmeasurement of 5Sperformance.

5S Scorecard5S Scorecard

150

Lean Six Sigma

Visual WorkplaceVisual Workplace

A visual technique for process management aids in sustaininggains

Types of Visual Management Systems:

White Boards

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Postings of daily activities

Indicator lights

Posted process flow chart with post-its to indicate position of key jobs

Posted control charts and check sheets

151

Lean Six Sigma

The Visual WorkplaceThe Visual Workplace

The first steps of the visual workplace are the 5S standards.

Next, the team should ask, Can we readily identify:

Downtime issues?

Scrap issues?

Setup problems?

Line balancing opportunities?

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Line balancing opportunities?

Excessive inventory levels?

Extraneous tools and supplies?

If you CANNOT readily identify these opportunities through a VISUALglance of the area, the team should establish a means of immediateidentification.

152

Lean Six Sigma

Visual ControlsVisual Controls

Visual Controls are communication devicesused in the work environment that tell us ata glance how work should be done

Communicate information quickly and clearly

Locate things and places

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Locate things and places

Highlight defects, over-production and/or under-production

Provide instruction

Spotlight abnormal conditions

Communicate status to all

153

Lean Six Sigma

Examples of Visual ControlsExamples of Visual Controls

Red Tags - identify items to be scrapped

Signs/labels - to position tools, inventory, etc.

White Lines - mark pathways, inventory locations

Alarm Lights - alert team members / supervisors

Kanbans - “pull production”, limit WIP

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Kanbans - “pull production”, limit WIP

Production boards - show required/actual output

White Board – similar to production board

Standardized Work Charts - process maps

Defective Item Displays - display defects, informationon defect cause and solution

154

Lean Six Sigma


UNCLASSIFIED155

Can you distinguish between normal and abnormalconditions in the above photos? Abnormal conditions

should be visually obvious in 5 seconds or less!

Lean Six Sigma


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5 seconds or less – which kithas all its parts?

Lean Six Sigma

Effective VisualsEffective Visuals

Create a work environment that is…

Self – explaining

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Self – ordering

Self – regulating

Self - improving

157

Lean Six Sigma

Types of VisualsTypes of Visuals

Signals – Grabyour attention!

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Display – Broadcast data

Controls –Limitbehavior

Guarantees –Allows for correctresponse

Lean Six Sigma

Other ExamplesOther Examples

UNCLASSIFIED159

Strike ZonesShadowing

Color SchemesStriping Production ControlBoards

Foot Printing

Lean Six Sigma

Production Control BoardsProduction Control Boards

Tell how many people are needed

Tell who does what

Makes problems visual

Ahead or behind takt time

Quality issues

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Quality issues

Missing parts, materials, information,people

Down time

Triggers the problem solving process

160

Lean Six Sigma

Production Control BoardsProduction Control Boards

Low maintenance

Easy to understand

Information visible at a glance

Priorities are readily apparent

Bottlenecks and WIP levels are

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Bottlenecks and WIP levels areobvious

Actual status of production vs.plan is evident

Production Control Board

Lean Six Sigma

ProductionProduction ControlControl BoardBoard

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Daily board for low volume / high cycle time process

Lean Six Sigma

Daily Board WalkDaily Board Walk

Managers review as employeesupdate

Issues are identified, addressed, andcorrective actions established

Exceptions can be identified clearly(priorities)

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(priorities)

Targets must be clearly defined

Weekly Meetings– A venue for the cell to discuss general operational issues and

continuous improvement

Agendas– Keeps a meeting focused on its purpose

– Allows participants to prepare

Lean Six Sigma

REVIEW: 12REVIEW: 12--Step ProcessStep Process

1: SIPOC

2: BOUNDARIES

3: VOICE OF THE CUSTOMER

4: GATHER APPROPIATE INFORMATION

See theProcess…

See theProcess…

See theSee the5: WALK THE PROCESS

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See theWaste…

See theWaste…

Visualize the PerfectState…

Visualize the PerfectState…

6: CREATE CURRENT STATE MAP


8: VALUE ANALYSIS

9: CREATE IDEAL STATE MAP

10: DEVELOP FUTURE STATE MAP

11: DEVELOP ACTION PLAN

12: IMPLEMENT THE PLAN

Lead the Waytoward it…

Lead the Waytoward it…

Lean Six Sigma

Create an Ideal State VSMCreate an Ideal State VSM

Start with a clean sheet

Picture your value

stream with no waste

Create flowchart using

UNCLASSIFIED

Create flowchart usingonly the VA steps

No stops, piles, backups,wait time, parallelpaths… (assume thatanything is possible)

165

Lean Six Sigma

What is a Future State Map ?What is a Future State Map ?

Visual of improved material and information flow

Unites Performance Improvement concepts andtechniques

Used to drive detailed implementation plans

What type of improvements are needed and why?

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What type of improvements are needed and why?

166

Lean Six Sigma

Process StreamliningProcess Streamlining: “: “To Be”To Be”

What

Where

Eliminate

Combine Places

ASK ACT IMPACT

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WhereWhenWho

How

CombineRearrange

Simplify

PlacesSequencesPersons

Lean Six Sigma

Future State Map Flow Layout ToolsFuture State Map Flow Layout Tools

Future State Spaghetti Diagrams

Future State Circle Diagrams

Future State Physical Layout

UNCLASSIFIED168

StripTank

PaintBooth

Office

PC

NDI

51E

PAINTBOOTH

N OFFICE

D TOOLI ROOM

AWP/RMSSTRIPROOM

SAFETY

520

51D P.C.

W/C 51A/B

NDI

PC

Material

Technician

MainTech

C.O.

ISEA

SUPVPEOIWS2

STOCKPOINT

SNAPDEPTHEAD

SK

DAAS

BO1

CRANESUPPLY

DOCKSIDE

Lean Six Sigma

Spaghetti DiagramSpaghetti Diagram

UNCLASSIFIED169

Lean Six Sigma

“As Is” Process

““As IsAs Is”” vs.vs. ““To BeTo Be”” Process MapProcess Map

To Be Process


UNCLASSIFIED170

To Be Process


Lean Six Sigma

Lean the ProcessLean the Process

Wasted Space / Cycle Time

Where is wasted space?

Where are long cycle times?

Rework or Poor Timing

Are there activities that are done more than once?

What percent of the desk-space is allocated to rework?

UNCLASSIFIED171

What percent of the desk-space is allocated to rework?

Done More Than Once?

Where are similar tasks done by more than one function?

Distances

Can distances be reduced?

Decision Points

Due to incomplete or erroneous work / information in previous steps?

Can they be eliminated?

Lean Six Sigma

Lean the ProcessLean the Process

Add cycle times to Process Map. Include: Run Time – time to actually perform the step

Wait Time – time unit sits waiting for movement to next step

Queue Time – time unit sits waiting for processing

Changeover Time – time to change from one unit to next unit

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Changeover Time – time to change from one unit to next unit

Look for opportunities to reduce cycle time by: Eliminating steps

Changing the sequence of steps

Eliminating/minimizing movement between steps

Etc.

172

Lean Six Sigma

Lean PrinciplesLean Principles -- FlowFlow

Starts at receipt of customer request

Ends at delivery to customer

Flow utilizes the fewest number of steps

The continuous, progressive adding of Value in theeyes of the customer

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Flow utilizes the fewest number of stepswith no interruptions

Eliminates waste

173

People always working on the productand the product always being worked on

Lean Six Sigma

Typical FlowTypical Flow –– Before ImprovementsBefore Improvements

ORDERPART

REMOVE

INSTALLINSPECT

INSPECT

• Batchoperations

• Isolated

INDUCTWorkplace Layout

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TEST

TEST SOLDERSIGN-OFF

• Isolatedprocesses

• Unknownstatus

Lean Six Sigma

Typical FlowTypical Flow –– After ImprovementsAfter Improvements

ORDERPART

• Single-piece flow

• Visual status

REMOVE TEST INDUCT

INSTALL

Workplace Layout

UNCLASSIFIED175

• Visual status

• Reduced travel

INSPECT TEST SIGN-OFFINSPECT

SOLDER

Lean Six Sigma

Work Cell or Office Space?Work Cell or Office Space?

RawMaterials

Andon signalsneed for help

Admin support to keepthe value-added workerson task and undistracted!

UNCLASSIFIED176

Materials

FinishedGoods

Cross-trained employees to flexwith changing demand!

Workplace Layout

Lean Six Sigma

The Ideal State:

Produce and move one piece at a time

One orderenters system

Route partto customer

Route tocorrect person

Order part

One Piece Flow vs. BatchingOne Piece Flow vs. Batching

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File

enters system to customercorrect person

Segregate excess WIP away from the improved process;develop a plan to eliminate it.

Lean Six Sigma

One Piece Flow vs. BatchingOne Piece Flow vs. Batching

If One-Piece Flow is best – thenwhy do we batch?

One reason isSET-UP TIME

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SET-UP TIME

The amount of time taken to change over from the

completion of the previous process to the beginning

of the next process … ”clock time” not labor time.

Lean Six Sigma

SetSet--Up ReductionUp Reduction

UNCLASSIFIED179

You drive a car/truckYour vehicle needs:

1) Four new tires2) Full tank of gasoline, and3) You need a drink of Gatorade

QUESTION:How long will it take you to accomplish these three tasks?

Lean Six Sigma

SetSet--Up Reduction ResultsUp Reduction Results

UNCLASSIFIED180

Lean Six Sigma

SetSet--Up Times and Lot Sizes InteractUp Times and Lot Sizes Interact

Lot sizes are made large because set-ups takea long time.

Attempt to increase total throughput

Ignores underlying issues

Set-ups take a long time because they are not

UNCLASSIFIED

Set-ups take a long time because they are notdone often.

The cycle repeats endlessly.

It’s best to improve set-ups first.

Set-up reduction “feels” contradictory and so it isoften ignored; spend effort improving NVA to improveVA.

181

Lean Six Sigma

Why Address SetWhy Address Set--Ups?Ups?

Improve flow by reducing cycle times

Allows smaller lots

Resources are spent on VA activities

Resource flexibility

Increases ability to change products or servicesin a timely manner

UNCLASSIFIED

in a timely manner

Cost

Reduces WIP and carrying costs

182

Lean Six Sigma

Ways to Streamline SetWays to Streamline Set--UpUp

Change tasks: Eliminate, combine, re-sequence, put inparallel

Fix settings, eliminate adjustment

Eliminate threads

Unit tool changes

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Unit tool changes

Reduce hand tools

Focus storage

Plan and stage

Use casters & rollers

Standardize

183

Lean Six Sigma

SetSet--Up Time Lessons LearnedUp Time Lessons Learned

Increasing lot sizes above an optimal value will increasecycle time (Little’s Law) and increase material carryingcosts with zero impact on exit rate.

Sometimes WIP is necessary. In these cases, alwaysdetermine optimal WIP and maintain WIP control.

UNCLASSIFIED

Even when WIP helps, it remains NON VALUE ADDED!Where there is WIP (or NVA of any kind), ask “why?” todetermine root cause. In this case, root cause is set-uptime. Use Kaizen / Rapid Improvement Events to reduceset-up time and drive down WIP for HUGE cycle timereductions!

184

Lean Six Sigma


Remember: Use set-up time reduction to reduce WIP, notto increase process “up” time. Set-up time reduction aloneresults in only modest gains. But reduce set-up time by50% and optimal WIP is cut in half. Reduce WIP by 50%and cut cycle time by 50% while still maximizing exit rate(in this case, 10 seconds).

UNCLASSIFIED

(in this case, 10 seconds).

If takt requires a higher exit rate than process constraintsallow, WIP cannot fix the problem. Only constraintmanagement can do that! Use Lean and Six Sigma tools atthe constraint to improve exit rate.

185

Lean Six Sigma


Often the best way to reduce cycle time is to reduce set-uptime. The REAL constraint is often set-up time, NOT any ofthe individual process steps.

To answer the question “what is the optimum lot size” youhave to balance the cost of adding one more to the lot

UNCLASSIFIED

have to balance the cost of adding one more to the lotagainst time saved by adding it to the lot. Cost BenefitAnalysis is often required, but CBA can only be appliedaccurately if you first understand takt, set-up time, properlot sizing, and the process constraint!

This is not always easy! Ask your Black Belts for help!

186

Lean Six Sigma

BreakthroughBreakthrough StrategiesStrategies

Just-in-time (JIT) The necessary components of production arrive in the necessary quantity at the

necessary time Eliminates inventory

Pull production systems Component supply triggered by signal (e.g. Kanban card) Replaces central planning (push system) Essential mechanism for JIT

UNCLASSIFIED

Essential mechanism for JIT

Production smoothing Mix of units produced based on sales proportions Production sequence based on unit cycle times Goal: “production at the velocity of sales”

General purpose, flexible machines Specialized tools instead of specialized machines Enables production smoothing and quick response to variation in sales

187

Lean Six Sigma

PushPush vsvs PullPull

Push:Work is pushed into the system or processbased on forecasts or schedules.

Pull:

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Pull:A customer-driven system that produces and movesa product/service only when the customer needs it.

Lean Six Sigma

What is Pull?What is Pull?

No one upstreamproduces a productor service until thedownstreamcustomer asks for it.

Activity

Activity

Upstream

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Activity

Activity

Downstream

Information FlowsUpstream

Material/Service FlowsDownstream

Lean Six Sigma

Pull SystemsPull SystemsPull SystemsPull Systems

PullPull

Elements– Upstream Supplier

UNCLASSIFIED190

– Upstream Supplier

– Downstream Customer

– Visual Trigger (Kanban)

Sequenced– Use FIFO lanes

Replenished– Create supermarkets

Lean Six Sigma

Pull System AdvantagesPull System Advantages

UNCLASSIFIED

Increases speed to your customer

Reduces inventories without creating parts shortages

Decreases floor space

New thought process: replaces “Ready or not here Icome” with “OK, Now I’m ready”

191

Lean Six Sigma

Types of Pull Signals (Types of Pull Signals (KanbansKanbans))

Square on Floor Containers (Kits)

UNCLASSIFIED192

Lights

Out of parts!!

Low on parts!

Have parts

Lean Six Sigma

KanbanKanban RulesRules

Never move defective items

The customer withdraws only what is needed

Produce only the quantity withdrawn by the customer

UNCLASSIFIED

Produce only the quantity withdrawn by the customer

Level production

Use Kanban to fine-tune production

Stabilize and strengthen the process193

Lean Six Sigma

LeanLean PrinciplesPrinciples –– 8 Wastes8 Wastes

The goal of Lean is to compress the process time period

This is achieved by attacking the “8 areas of Waste”:

1. Overproduction

2. Wasted Capital

UNCLASSIFIED

3. Poor Quality

4. Wasted Motion

5. Idle Time

6. Processing

7. Transportation

8. Inventory

194

The first step towardwaste elimination iswaste identification!

Lean Six Sigma

Rework/CorrectionRework/Correction

Correcting or repairing a defect in materials or parts addsunnecessary costs because of additional equipment and laborexpenses

Example:

The labor costs associated with scheduling employees to work

UNCLASSIFIED

The labor costs associated with scheduling employees to workovertime to re-work defects

195

Lean Six Sigma

OverproductionOverproduction

Two types of overproduction:

Producing more products than are necessary

Producing products at a rate faster than is required

Example:

UNCLASSIFIED

DIA Bi-Weekly Metrics

196

Lean Six Sigma

ProcessingProcessing

Processing work that is unnecessary because it has noconnection with advancing the process or improving thequality of the deliverable

Examples: Printing a document to be faxed which could be forwarded as e-mail

UNCLASSIFIED

Printing a document to be faxed which could be forwarded as e-mail

Review steps without decision authority

197

I need to seethat first!

Why? You don’thave approvalauthority

Lean Six Sigma

Conveyance/TransportationConveyance/Transportation

Conveyance does not directly contribute added value to aproduct. It is an incidental required action.

It is vital to avoid conveyance unless it is supplying itemswhen and where they are needed (JIT)

UNCLASSIFIED

Example:

Stove pipes between collection and analysis (collectors – analysts-warfighters)

198

Lean Six Sigma

InventoryInventory

Inventory is a drain on an organization’s overhead. Thegreater the inventory, the higher the overhead costsbecome.

If quality issues arise and inventory is not minimized,defective material is hidden in finished goods.

UNCLASSIFIED

defective material is hidden in finished goods.

To remain flexible to customer requirements and toensure control of product variation, we MUST minimizeinventory.

Excess inventory covers up unacceptable setup times,excessive downtime, operator inefficiency, and lack oforganizational sense of urgency to produce product.

199

Lean Six Sigma

MotionMotion

Movement of people or machinery that does NOTcontribute added value to the product

Examples: Centralized printer/fax locations

UNCLASSIFIED

Centralized printer/fax locations

Excessive walking distance between operations

Key office personnel scattered around various locations

200

Lean Six Sigma

WaitingWaiting

Idle time between operations or events

Examples: An operator waiting for a machine to finish cycling

A machine waiting for an operator to load new parts

Dead time in the engineering development cycle

UNCLASSIFIED

Dead time in the engineering development cycle

LSAs waiting for trouble tickets to come in

201

Lean Six Sigma

Unnecessary Capital InvestmentUnnecessary Capital Investment

Investment in plant, equipment, and systems withoutjustification of need or ability to deliver

Examples:

Building a warehouse to store extra inventory

UNCLASSIFIED

Developing computer applications for dysfunctional manualprocesses without fixing it first

202

Lean Six Sigma

EverydayEveryday MistakeMistake--ProofingProofing

Home

Automated shutoffs on electriccoffee pots

Ground fault circuit breakers forbathroom inside or outsideelectric circuits

Pilotless gas ranges and hot

Office

Spell check in word processingsoftware

A “Do you want to delete?”message after you press the“Delete” button on yourcomputer

UNCLASSIFIED

Pilotless gas ranges and hotwater heaters

Child-proof caps on medications

Butane lighters with a safetybutton

Factory

Dual palm buttons and otherguards on machinery

Automobile

Seat belts

Air bags

Car engine warning lights

Retail

Tamper-proof packaging

203

Lean Six Sigma

MistakeMistake--ProofingProofing

Forgetfulness (not concentrating)

Errors due to misunderstanding (jumping to conclusions)

Errors in identification (viewing incorrectly- too far away)

Errors made by untrained workers

Willful errors (ignoring rules)

Inadvertent errors (distraction, fatigue)

UNCLASSIFIED

Inadvertent errors (distraction, fatigue)

Errors due to slowness (delay in judgment)

Errors due to lack of standards (written and visual)

Surprise errors (equipment malfunctions)

Intentional errors (sabotage- least common)

Errors due to fatigue

204

Poor Communicationis the #1 cause ofmistakes

Lean Six Sigma

MistakeMistake--Proofing MethodsProofing Methods

Performance Step Techniques Require “monitoring” the process to insure the proper steps are

followed, and triggering an outcome if the step is not performedcorrectly.

Examples:

UNCLASSIFIED

o eZHR Appraisal System

o Online expense reporting systems

205

Lean Six Sigma


“Make it easy to do it right” True process mistake-proofing techniques are hard to put in place

due to cost or effort associated

In such cases, mistake-proofing “aids” can be used to “make it easyto do it right”

These techniques are not truly 100% mistake-proofing but they can

UNCLASSIFIED

prevent mistakes from occurring

Examples include:

o Color coding

Tire wear stripe

o Shapes

Different shaped electrical plugs for different voltages

Tool shapes on a tool board

o Operator-initiated “auto-detection” systems

Sheet scanners for density and/or register with triggers

Control charts for inputs and outputs206

Lean Six Sigma

MistakeMistake--ProofingProofing

What kinds of mistake-proofing do you see here?

UNCLASSIFIED207

Lean Six Sigma

Transactional MistakeTransactional Mistake--ProofingProofing

Other Tools Checklists

Forms

Posted SOPs and/or schematics

Simplified workflow

UNCLASSIFIED

Keep them simple and short (1 page) or they will not beused

Simplified workflow is always a more desired state

A picture is worth a thousand words

208

Lean Six Sigma

Regulatory FunctionRegulatory Function

RegulatoryFunction

Description

Warnings Signals mistake but allows process to continue.

GaggingSystem shuts down.

Some resetting action required to correct the mistake.

Co

ntr

olM

eth

od

s

UNCLASSIFIED

Non-responseAction leads to no response.

The process does not crash nor does it proceed.

Self-correctProcess stops.

System proposes correction to mistake.

Let’s talk about itProcess seeks information about what was reallyintended.

Teach meProcess associates correct outcomes with incorrectactions.

Co

ntr

olM

eth

od

s

Lean Six Sigma

PokaPoka Yoke: Preventing ErrorsYoke: Preventing Errors

“Hard” mistake-proofing:Designing processesand tasks to ensureerror-free execution Anticipating errors to make

processes “fail-safe”

Allows for preventive actions to

UNCLASSIFIED

Allows for preventive actions tobe part of process design

Initiating individualaccountability to ensure qualitywork before handing off toanother step in the process

“Soft” mistake-proofing:Creating alarm signalsto catch defects as theyoccur and warn people

Lean Six Sigma

Fail SafeFail Safe

Level 0 (No Control): Acceptance, Inspection

Level 1 (Mitigation): Minimize Damage

Build into Inspection: for example

o Double signals (sound and visual)

o Cross footing in financial forms

Level 2 (Detection): Feedback and Control

Feedback shouldbe immediate!

UNCLASSIFIED

Build into Process

o Checks etc.

o Posting Sequence

Level 3 (Avoidance):

– Build into Design

Wrong part or orientation, No fit

Forms design

Level 4 (Replacement):

– Automation or Elimination

Lean Six Sigma

MistakeMistake--Proofing AgendaProofing Agenda

The relationship between errors and defects

Types of errors

Mistake-proofing: using knowledge and ingenuityto create devices that allow you to do your job100% defect/error free 100% of the time

UNCLASSIFIED

Types of errors

The arguments for mistake-proofing

Mistake-proofing versus inspection

Mistake-proofing concepts

Mistake-proofing techniques or devices

Exercise

212

Lean Six Sigma


There are an infinite number of methods to mistake-proof a processincluding:

Performance Step Techniques

Fixed-value Techniques

“Make it easy to do it right” Techniques

UNCLASSIFIED

Be creative and imaginative!

213

Lean Six Sigma


Fixed-value Techniques Involve setting conditions for a process step (input) and counting to

that value

Triggers can occur when the count is not achieved (over or under) orthe trigger can’t occur unless or until the count is achieved

UNCLASSIFIED

Examples:

o Paying for a fixed amount of gasoline before pumping

o Debit cards

214

Lean Six Sigma

Mistake Proofing (Poke Yoke) ToolsMistake Proofing (Poke Yoke) Tools


UNCLASSIFIED

Solution: Make use of existing bar codes on shipping paperwork to mistakeproof receiving function.

Validate with suppliers (shipping company) that all shipping containers will havebarcode label ($0)

Purchase RF (wireless) bar coding equipment and software ($100/gun * 20 guns)

Train all longshoreman on use and care of equipment ($50/hr * 20 hrs)

Install error metrics for error tracking ($100)

215 Optional Deliverable

Lean Six Sigma

The Goal VideoThe Goal Video

“The Goal” Video

The Lean concepts of Flow and Pull workclosely with the 5 Focusing steps of TOC

UNCLASSIFIED216

45 minutes

Lean Six Sigma

From the video, how did they identify theconstraint?

Knowledge CheckKnowledge Check

UNCLASSIFIED

Lean Six Sigma

From the video, how did they subordinateto the constraint?

Knowledge CheckKnowledge Check

UNCLASSIFIED

Lean Six Sigma

SubordinateSubordinate the Constraintthe Constraint

Standard work

Workplace (inside the constraint) layout Spaghetti diagrams

Subordinate the Constraint with Lean Tools:

UNCLASSIFIED

Circle diagrams

Just in Time

Heijunka – Workload balancing

Kanban – Signals to move work

219

We can execute these changes throughProjects and/or RIEs!

Lean Six Sigma

Terms and DefinitionsTerms and Definitions

• Cycle Time: The time it takes a product to move (cycle)

through a step or a process, including queue and

move times.

Common synonyms (often used interchangeably):

Flow Time (primarily a Lean term) Cycle timefor step P3:

UNCLASSIFIED220

Throughput Time

Example:

for step P3:5 seconds

P110 seconds

P210 seconds

P35 seconds

P48 seconds

Cycle time for the process = 10 + 10 + 5 + 8 = 33 secs

Lean Six Sigma


Cycle time for a process may be approximated usingLittle’s Law:

Exit Rate

Work in Process (WIP)PCT =

UNCLASSIFIED221

WIP is the “number of things in process” at any giventime

EXIT RATE is the amount of work completed over agiven period of time, which should also equal customerdemand (“completions per hour”).

Lean Six Sigma


• …and then think about them in July…

Cycle Time =

Cycle Time =

WIP

Exit Rate=

5 people

1 person/minute

5 minutes

Think about the lines at Busch Gardens in March…

UNCLASSIFIED222

• …and then think about them in July…

Cycle Time =

Cycle Time =

WIP

Exit Rate=

13 minutes

…Conclusion: Fixed Capacity (Exit Rate) + IncreasedPeople (WIP) = Slower Cycle Times!

13 people

1 person/min.

Lean Six Sigma


Takt Time: The rate at which a product or service needs tobe provided to meet customer demand

Time available for work in the given time period

Customer demand for a given time period

UNCLASSIFIED

Process Sequence: The steps necessary to produce aproduct or service, with some process steps beingdependent upon other steps being performed first

Lead Time: The total time from customer order to deliveryof the desired product or service

Pitch: Customer configured delivery requirement based onTakt Time (Takt time x batch quantity)

223

Lean Six Sigma

TOC AnalogiesTOC Analogies

TOC experts see processes and systems as chains. Thestrength of the chain is dependent upon the strength of theweakest link

UNCLASSIFIED224

Lean Six Sigma

Theory of ConstraintsTheory of Constraints

TOC takes the chain analogy and applies

the concept to the flow of work through asystem…

UNCLASSIFIED225

“The slowest vehicle in a convoy setsthe pace”

Every system has a constraint

Constraints limit the flow of work

Lean Six Sigma

What is a ConstraintWhat is a Constraint??

Every process has a constraint – a step in theprocess that takes longer to do than other steps

Constraint mitigation is necessary when youcan not meet customer demand

UNCLASSIFIED

can not meet customer demand

226

Lean Six Sigma

The 5 Focusing StepsThe 5 Focusing Steps

1. Identify the constraint

2. Exploit the constraint

3. Subordinate to the constraint

4. Elevate the constraint

5. Re-evaluate, go back to step 1

UNCLASSIFIED


227

What phase of DMAIC has us do step 1?What tools do we use for step 1?

How do we use Lean tools to make the constraint as efficient aspossible with little money spent?

Your efforts at steps 2 & 3 may not require you to do step 4

If the process doesn’t meet customer demand after Step 2, how do we subordinateto the constraint?

Lean Six Sigma

WhenWhen we don’twe don’t SubordinateSubordinate

1 2 3 41 2 3 4 5

Picture your value stream as an assembly line.

UNCLASSIFIED228

Lucy Video

Lean Six Sigma

The 5 Focusing StepsThe 5 Focusing Steps

1. Identify the constraint

2. Exploit the constraint

3. Subordinate to the constraint

4. Elevate the constraint


After doing steps 2 & 3,check to see if we movedthe constraint. If so, goback to step 1

UNCLASSIFIED


229

Elevating the constraint usually requires time and resources.This is primarily Black Belt territory

Lean Six Sigma

DrumDrum--BufferBuffer--RopeRope

Drum – The pace at which the system is operating

Buffer – A way to protect the constraint from being“starved”, to ensure the constraint always has work

UNCLASSIFIED

Rope – the signaling system that allows work to be put intothe system at the appropriate time to support efficient useof the constraint

230

The aim is to protect the constraint, and therefore thesystem as a whole, against process variation.

Lean Six Sigma

JustJust--inin--TimeTime

Don’t produce something unless the customer hasordered it.

Level demand so that work may proceed smoothlythroughout the workspace.

UNCLASSIFIED

throughout the workspace.

Link all processes to customer demand throughsimple visual tools (Kanbans).

Maximize resource flexibility.

231

Lean Six Sigma

Elements of a JIT SystemElements of a JIT System

Heijunka – Workload balancing

Kanban – system of visual tools thatsynchronize and provide instruction tosuppliers and customers

UNCLASSIFIED

suppliers and customers

232

Both Heijunka and Kanban in turn depend on: Quick changeovers Visual Management Capable processes, including methods, workers, and

machines

Lean Six Sigma

HeijunkaHeijunka (Hi(Hi--junkjunk--a)a)

Even distribution of work to meet takt time,especially for different products from the sameprocess Determine pitch for each product

Create a production sequence

UNCLASSIFIED

Create a production sequence table

A heijunka box is the schedule of work thatincludes what things arrive when and whenthey should be done

233

Lean Six Sigma

Workload BalancingWorkload Balancing -- TaktTakt ChartChart

70 sec

45 sec

30 sec 30 sec 35 sec

Takt Time = 65 Seconds

CycleTime

Chart existing operator cycle times

UNCLASSIFIED234

B

30 sec

CA

30 sec

D

35 sec

EOperator

Time

Can we reduce the cycle time of Operator Aas well as reduce manning?

Lean Six Sigma


Total time of all tasks for all operatorsMinimumStaffing

=Takt Time

UNCLASSIFIED235

* If the numerator or denominator changes, staffingmust be adjusted and work assignments rebalanced.

This equation is to be used to identify potentialareas for improvement and not a justification for

manpower reduction efforts

Lean Six Sigma


Balance Work between operators

Where’s operator E?

57 sec 57 sec39 sec

57 sec


CycleTime

UNCLASSIFIED236

B

Where’s operator E?

Available forredeployment!

A C D

By workload balancing we can free up personnel

Lean Six Sigma

TaktTakt ChartsCharts

A tool to see how the process is performing againstthe customer expectations

Data for takt charts are drawn from the data blocksof the Value Stream Map, and from customer

UNCLASSIFIED

of the Value Stream Map, and from customerdemand

Plot the steps on the horizontal axis using time asyour vertical axis

237

Lean Six Sigma

TaktTakt ChartsCharts


CycleTime

UNCLASSIFIED238

“Operator A” is a constraint because they cannot meetthe Takt Time.

B CA D EOperators

Lean Six Sigma

Constraint ExerciseConstraint Exercise

Consider the following set of processes:

A customer needs 25 units in 15 minutes (900 seconds)

Order entry takes 20 seconds

Delivery takes 10 minutes (600 seconds)

P110 seconds

P210 seconds

P35 seconds

P48 seconds

OrderEntry

20 seconds

Delivery600 seconds

UNCLASSIFIED239

10 seconds 10 seconds 5 seconds 8 seconds

Available time = ________________________________Customer demand = __________TAKT Time = _______________________________Cycle Time = ________________________What is our average exit time? _________Lead Time = ________________________________Where is the constraint? ______________

20 seconds600 seconds

Lean Six Sigma

IT’S A LIE!IT’S A LIE!

Variation happens!

P110 ± 1

seconds

P210 ± 3

seconds

P35 ± 2

seconds

P48 ± 6

seconds

5 min

UNCLASSIFIED240

Cycle Time = _________________

Where is the constraint? _________

Average Exit Time = ________________________

seconds seconds seconds

Lean Six Sigma

Lean &Lean & TOC Compliment EachTOC Compliment Each OtherOther

Although their goals are different: Lean - Reduces Waste TOC - Mitigates Constraints

They have the same effect: Both use a pull system Both seek to reduce WIP

UNCLASSIFIED

Both seek to reduce WIP Both seek to improve Exit Rate/Throughput

Which decreases Process Cycle Time in accordancewith Little’s Law:

241

Exit Rate

Work in Process (WIP)PCT =

Lean Six Sigma

Lean Tools to Exploit the ConstraintLean Tools to Exploit the Constraint

5S

Standard work

Workplace (inside the constraint) layout

Cell layout

Spaghetti diagrams

UNCLASSIFIED

Spaghetti diagrams

Circle diagrams

Work setup reduction

242

We execute these changes throughRapid Improvement Events!

Lean Six Sigma

MoreMore PerformancePerformance StrategiesStrategies

Process layout for shortened lead times (cellmanufacturing) Sequential processing machines laid out in a “multi-process

holding line” - often U-shaped Multi-function workers process units through multiple operations

(v. multiple single function “departments”)Tends to increase productivity, decreases WIP, balances

UNCLASSIFIED

Tends to increase productivity, decreases WIP, balancesproduction, reduces conveyance

Autonomous defects control Machines stop automatically when process is out of spec Prevents mass production of defects

243

Source: Toyota Production System, Yasuhiro Monden, Engineering and Management Press, 1998

Lean Six Sigma


Applying the TOC five focusing steps to improvingprocess flow

Understanding how the Lean thinking concepts of flowand pull work within the framework of TOC

Demonstrating, using the appropriate tools and

UNCLASSIFIED

Demonstrating, using the appropriate tools andtechniques, how to improve process flow.

244

Commission insmaller blocks so

Lock Down & BurnIn will occur earlier

Move Lock Downearlier after SIPS

is complete

DedicatedAccreditation team

(ITA, DIA) toprevent TMI slip

Reduce Burn Intime below 30calendar days

Start MovesEarlier in the dayto prevent delay

Add additionalresources to meet

demands

OK, now the team has identified thecritical Xs. Now what???

Next Step: Get the team together andbrainstorm ideas to address those Xs.Think creatively! Have everyone comeup with multiple ideas to address eachof the critical Xs.

Remember at this point it is all aboutquantity rather than quality. We want tocome up with lots of ideas – do not

Critical XsAccreditation all classificationAccreditation ManpowerDeliver Audio/VisualTest data tenantSpace not Ready

Yet another idea

Enforceconstruction

completion datesby penalizing for

late dates

is complete

Blah, blah, blah

Requireaccreditation

documents earlierin the processfrom tenants

calendar days demands

Some other idea

Yadda yaddayadda

come up with lots of ideas – do notjudge the ideas at this point – justcollect them and post them on thewhite board.

Once the team has finished postingtheir ideas – read through them and seeif they cause the team to come up withadditional ideas or if the team canfurther build on what was alreadylisted.

Lean Six Sigma

Next, Plot each Proposed Solution on the matrix to show itsrelative ease of implementation and impact on the goals.

Proposed Solutions Payoff MatrixProposed Solutions Payoff MatrixE

ase

of

Imp

lem

en

tatio

nE

asy



Move Lock Downearlier after SIPS is

complete



Start Moves Earlierin the day toprevent delay


Next, determine whichideas to implement. Ofcourse you don’t wantto do anything that fallsin the bottom leftquadrant because it ishard to do and will havelittle impact. Anythingthat falls in the top rightquadrant should be

UNCLASSIFIED

Low High

Hard

Goal Impact

Ea

se

of

Imp

lem

en

tatio

n

Do It!Consider

Ignore

Reduce Burn Intime below 30calendar days

Add additionalresources to meet

demands

Yet another idea

Enforceconstruction

completion dates bypenalizing for late

dates

Blah, blah, blah

accreditationdocuments earlier in

the process fromtenants

Some other idea

Yadda yadda yadda

quadrant should bedone because it is easyand will have a bigimpact. The ideas thatfall into other 2quadrants (considerquadrants) – decidewhich ones make senseto implement and whichdon’t.

Lean Six Sigma

Critical Xs to FixCritical Xs to Fix YsYs

Solutions →Critical Xs↓Accreditation allclassification X X X



Move Lock Downearlier after SIPS

is complete




documents earlierin the processfrom tenants

Start MovesEarlier in the dayto prevent delay

Next, use the matrix to determine which critical Xs the proposed solutions will“fix” by marking them with an “X”. Ensure that the critical Xs will be fixed by thesolutions that you selected.

UNCLASSIFIED

classification X X X

AccreditationManpower X X X

DeliverAudio/Visual X

Test data tenant X X

Space notReady X

Lean Six Sigma

SolutionSolution EvaluationEvaluation MatrixMatrix


UNCLASSIFIED248

A Solution Selection Matrix is a RequiredDeliverable

Lean Six Sigma

Solution Selection MatrixSolution Selection Matrix

R

oo

t C

au

ses (X

s)▼

Tim

eto

Issu

eIn

vo

ice

Co

mp

lete

Accu

racy

Pre

sen

tatio

n

Per

Co

mm

erc

ialT

erm

s

Levelo

fE

ffo

rt

Root Cause Significance Rating

► 10 9 8 7 6 5

Overa

llIm

pactR

atin

g

Ris

kR

atin

g

Co

stT

oIm

ple

men

tR

atin

g

Rank

A Solution SelectionMatrix is a RequiredDeliverable

UNCLASSIFIED249

Potential Improvements ▼ Impact Rating Overall Rank

Offshore Costs 7 1 5 8 1 10 231 8 6 11,088 1

Commercial Terms 8 4 2 5 10 7 262 7 5 9,170 2

Quantity of Source Data 8 5 7 7 1 10 286 6 4 6,864 3

Reconciliation 10 10 10 1 10 10 387 6 2 4,644 4

Quality of Source Data 7 7 7 7 7 7 315 7 2 4,410 5

Training 8 7 10 5 8 10 356 6 2 4,272 6

Client (eg RCTI) 6 2 2 10 8 8 252 5 3 3,780 7

Payroll Close Date 8 10 1 1 1 8 231 8 2 3,696 8

Job Setup 10 4 10 6 10 10 368 5 2 3,680 9

Pre-Billing 10 8 6 8 2 10 338 5 2 3,380 10

Client Reporting Requirements 7 9 4 10 10 10 363 4 2 2,904 11

Delivery Method 9 1 1 5 5 7 207 9 1 1,863 12

Job Completion 7 10 1 7 5 10 297 3 2 1,782 13

Job Manager Requirements 9 7 5 4 8 9 314 2 1 628 14O

vera

llIm

pactR

atin

g

Ris

kR

atin

g

Co

stT

oIm

ple

men

tR

atin

g

Lean Six Sigma

Pugh MatrixPugh Matrix

Enter customer CTQs for criteria. You can alsoinclude business criteria such as time to market,complexity, ability to patent, etc.

Criteria rating should be between 1 and 10. Use this toweight the criteria in terms of importance.

Rate each alternative concept as better (+), worse (-),or the same (S) as the baseline concept. Enter +,- or sin each cell for which a criteria and rating have been

An alternative ranking tool

CriteriaRating

(1-10)1 2 n

Criteria 1 8 - + +

Criteria 2 5 - + +

Criteria n 3 - - +

Sum of 0 2 3

UNCLASSIFIED250

in each cell for which a criteria and rating have beenlisted.

Note on entering + and - signs:Type in a + or - and then hit the Enter key.If you use an arrow key, or move to another cell andclick the mouse, Excel thinks you are entering aformula. If this happens, simple hit Enter and thenreturn to the cell and delete. Re-enter + or - and hit theEnter key.

Sum of 0 2 3

Sum of

Negatives3 1 0

Sum of Sames 0 0 0

Weighted Sum

of Positives0 13 16

Weighted Sum

of Negatives16 3 0

A Solution Selection Matrix is a RequiredDeliverable

OPERATION RATING RATING % Change

ID Process Step Potential Failure Mode Potential Failure Effect Potential Causes

SE

V

O

CC

DE

TRPN Current Controls to Monitor Recommendations/ Mitigation

Responsible

(Target Date)Action Taken

SE

V

O

CC

DE

TRPN

% Change

Decrease After

Mitigation

3 Fill out timecardEntered incorrect amount

of LEAPIncorrect count of LEAP for OPM

Employee unaware

of how LEAP Policy10 9 10 900 Supervisor Review

4 Fill out timecard Entered no LEAP Loss of LEAP

Employee didn't work

it or overlooked

column on timecard

10 6 10 600 Supervisor Review

10 Review Timecard Missed Errors Incorrect PayUnclear on LEAP

Policy10 6 10 600 none

9 Review Timecard Missed Errors Incorrect PayNo Workschedule to

validate against10 5 10 500 none

16 Enter data in DCPSNight Differential is

Incorrect PayTimecard reflect

10 7 5 350 none

TimecardCHARACTERISTICS OF FAILURE

Project Name Green BeltMs Shelley Verdejo

DateSponsor

What can the team do tomitigate the risk that wasidentified? (Your solutionsthat you identified shouldhelp mitigate risk)

Who is responsible for thisaction and when is itscheduled to becompleted? If possible, tryto not to have YOUR namefor everything – your teamis there to help!

Once the action iscompleted you candocument what wasdone here.

You should havecompleted the left half in

the Analyze Phase

FMEA


incorrectIncorrect Pay

Timecard reflect

properly10 7 5 350 none

6 Fill out timecard

Entered overtime that was

not approved per PFPA

regualtion

Timecard returned to employee for

corrections

Overtime work

schedule was not

properly filled out


11 Review Timecard Missed Errors Incorrect PayUnclear on Overtime

Policy5 5 10 250 none


incorrectIncorrect Pay

Timekeeper didn't

enter10 5 5 250 none

2 Fill out timecardEntered wrong pay period

#Data entered for wrong pay period

Employee not pay

attention10 2 10 200 Supervisor Review

1 Fill out timecardList wrong

directoriate/Divisionnone

Employee not aware

directoriate name

has changed


Will the solution(recommendation) decrease theseverity? Enter new severityhere. HINT: This one rarelychanges from before.Severity (SEV): How significantis the impact of the Effect to thecustomer (Internal or External)1= Least significant10= Most Significant

Will the solution(recommendation)decrease the likelihood ofthe problem occurring?Enter new OCC here.Occurrence (OCC): Howlikely is “Potential FailureMode” to occur because ofthis “Potential cause”?1=Not Likely; 10= VeryLikely

Will the solution(recommendation)increase the likelihood ofdetecting the problem?Enter new DET here.Detection (DET): Howlikely are you to detectthe “Potential FailureMode” if it occurs?1=Likely to Detect10=Not Likely to Detect

Remember - DONOT TYPE IN RPN

COLUMN! Youshould notice thatthe RPN decreasedfrom the previous

RPN.

DO NOT TYPE IN %CHANGE COLUMN!This will tell you the

anticipated %change decrease

after mitigation, i.e.after you put in the

solution.

Lean Six Sigma

Failure Mode EffectsFailure Mode Effects AnalysisAnalysis

Process Step /

Input

Potential Failure

Mode (X)

Potential Failure

Effects (Y)

Potential Root

CausesCurrent Controls

Actions

RecommendedResp. Actions Taken

What is theprocess step

and Inputunder

investigation?

In what ways doesthe Key Input go

wrong?

What is the impacton the Key Output

Variables (CustomerRequirements)?

What causes the KeyInput to go wrong?

What are the existingcontrols and procedures(inspection and test) thatprevent either the cause

or the Failure Mode?

What are theactions for reducingthe occurrence of

the cause, orimprovingdetection?

What are thecompleted actions

taken with therecalculated

RPN?

UpdatingTollgates

Ineffectivetemplates

Ineffective reviews 5Discrepancies: POI vs

Templates4 None 5 100

Adjust templates tomatch POI

PMO 5 2 2 20

Users and leadersdon't buy-in to LSS

Slide purposes notclear

4 None 4 80Adjust slide titles

and notesPMO 1 2 10

Redundant and NVAslides

3 None 4 60Eliminate NVA

slidesPMO 1 2 10

Incomplete SOP or Develop "read me"

S

EVER

ITY

OC

CURR

ENC

E

DETE

CTI

ON

RPN

S

EVER

ITY

OC

CURR

ENC

E

DETE

CTI

ON

R

PN


UNCLASSIFIED252

Incomplete SOP or"Help" within PS

3 None 5 75Develop "read me"

slidesPMO 1 2 10

UpdatingTollgates

Too many steps tobuild/update

Inefficient updating 3 NVA steps 5 None 4 60Link templates to

PS PhasePMO 3 3 2 18

Users get frustratedand delay projects

Too many choicesbetween templates

4 None 4 48Eliminate NVA;group in folders

PMO 2 2 12

Inconsistent filenames and locations

3 None 4 36Simple names;group in folders

PMO 1 2 6

LSS ToolAccess

Not all LSS tools &refs in PS

User cannot findtools & references

4Not all tools available

in PS5 None 4 80

Revise list of toolsand joggers

PMO 4 2 2 16

Project completion isdelayed

Poor explanation insome references

3 None 3 36Develop directaccess pdf file

PMO 2 2 16

LSS ToolAccess

Too many steps toretrieve tools

Inefficient retrieval ofLSS tools/refs

2Multiple means for

accessing tools3 None 5 30

"Read me" file; onefolder

PMO 2 2 2 8

NVA steps 3 None 5 30Eliminate NVA

stepsPMO 2 2 8


Lean Six Sigma

Simulation Round 2Simulation Round 2

Run Round 2 of the Simulation You may make 2 changes to the process

Spend 15 minutes deciding what two changes you want to make

Coordinate with Instructor - Instructor rules what equals a change

You cannot move the Customer or change the Customer’s roles inRound 2

UNCLASSIFIED

Round 2

Update the metrics for your simulation based upon Round 2

Create Takt charts for your process

253

60 minutes

Lean Six Sigma

Implementation PlanImplementation Plan

An organizational tool that allows a Black/Green Beltto lay out their thoughts, leading to an efficient flowof action

Compiling initial concept questions leads to both paralleland serial activities

UNCLASSIFIED

and serial activities

Include all necessary action items that can aid in thesuccess of the project

Graphically represent your approach in a manner thatothers can follow

254

Lean Six Sigma


Changes cannot be made until there is a plan(We do not plan to fail, we fail to plan, which often results in Failure)

Implementation plans - Includes timing, responsibility, involvement of key stakeholders,

and key milestones

UNCLASSIFIED

Large tasks are divided into subtasks and outcomes defined foreach subtask

Includes regular status reviews of the plan

Entire implementation team involved in creating the plan

Tools include: Action Item Register

255

Lean Six Sigma


Responsibility, involvement, and key stakeholders

R = Responsible

o Change agent

o Drives process improvement via Lean Six Sigma

A = Approver

UNCLASSIFIED

A = Approver

Process owner

o Responsible for area impacted by project

C = Contributor

o Who should be consulted regarding changes in the process

I = Informed

o Who needs to be informed regarding process changes

256

Lean Six Sigma


TaskWhich groups or individuals should be…

Responsible Approver Contributor Informed

Identifying solutions

Selecting Solutions

Organize your implementation plan to ensure the correct peopleare assigned to the right tasks

UNCLASSIFIED

Planning theimplementation

Handling potentialproblems

Implementing thesolution

Monitoring results

257

Lean Six Sigma


PROJECT NAME DIVISION GREEN BELT DATE

PROJECT SPONSOR SERVICE AREA / FUNCTION / SERVICE BLACK BELT

Implementation

NumberSolution

Control Action

NumberImprovement Action

Responsible

Individual/ Issues/Barriers Risk MitigationTarget/ Actual

Complete DateCurrent Status/ Comments

UNCLASSIFIED258 Required Deliverable

NumberSolution

NumberImprovement Action Individual/

Solution Owner

Issues/Barriers Risk MitigationComplete Date

Current Status/ Comments

12345678

Lean Six Sigma

Implementation Plan ProceduresImplementation Plan Procedures

Identify what you want to accomplish

Identify the actions needed

Estimate the time and resources required For each action

For people, equipment, supplies, money

UNCLASSIFIED

For people, equipment, supplies, money

Identify measures of progress Is the plan working?

Are we getting the desired results?

Identify potential problems and how to deal with them

Create a document that captures the plan

259

Lean Six Sigma

Action Item Register (AIR)Action Item Register (AIR)

An action plan to help us link:

ProblemAnalysisof Problem

Root Causeof Problem

CorrectiveAction

Evidence ofImprovement

Control

Helps prioritize and track problems and issues

Ties to Pareto Charts (especially 2nd level) on reports

UNCLASSIFIED260

Ties to Pareto Charts (especially 2nd level) on reports

Basis for Customer Scorecard, Action Plans, and ForecastedImprovements

Helps define resource requirements

Identifies responsible person(s)

Lean Six Sigma

AIR Problem TypeAIR Problem Type

Type 1 Problem within the immediate control of the ProcessSupervisor and Team

Type 2 Problem not within the immediate control of the ProcessSupervisor and Team but can be resolved with help fromresources inside the division

UNCLASSIFIED261

resources inside the division

Type 3 Problem for which Team or internal resources cannotidentify the true root cause or permanently fix• 6 Sigma Green Belt projects• Involve outside suppliers/equipment vendors

Lean Six Sigma

AIR ExampleAIR Example

Date Task

CompleteTask

Action

DateDue Date Week Day

+/-

0

Team

Member(s)

Check

CompleteNotes

08/24/06 Update Action Register and post on group share08/24/06 Email notification to CS3 Team informing them of Action Register update:08/24/06 Outlook:\\Public Folders\All Public Folders\DIA\CS-3\CS-3 Contacts

08/29/06 Enough seats to accommodate 60 people at DIAC08/29/06 Ensure room has JWICS and NIPERNET connectivity08/26/06 Ensure room has laptop connectivity08/29/06 Ensure Room Access Code

Schedule out for next 12 months (see attached schedule for course dates)Determine agenda (GB Briefers, GB Learning Session, Group Dialogue)Confirm invitee list

A1 08/24/06 Update Action Register Wed

08/23/06 08/23/06A2 Room Reservation Wed 21 Rollins

21 Rollins08/23/06 08/23/06

Johnson

UNCLASSIFIED

Confirm briefers (2 per MBB suggestion)Confirm facilitator for learning session

09/05/06 Contact briefers and associated MBBs via telephone or in person09/05/06 Email GB Calibration notice (date, time, place, and briefing template attachment):09/05/06 Outlook:\\Public Folders\All Public Folders\DIA\CS-3\CS-3 Contacts

ActonCantwellDeLaroderie

A3 Invite Green Belts

A4 GB Brief Prep

14Wed

Fri 13 Work with briefers in preparation for GB Calibration meeting09/08/06

08/30/0608/30/06

08/31/06

Johnson

Rollins

262

Lean Six Sigma

Implementation DetailsImplementation Details

Be careful in adjusting lot sizes. Run pilot trials.

Monitor set-up times and idle times closely.

Don’t let large transportation lots throw away the benefits ofsmaller process lots.

Ensure work release is not the driving factor.

UNCLASSIFIED

Ensure work release is not the driving factor. Develop a good work release plan.

Monitor interactions with lot sizing.

263

Lean Six Sigma

Pilot PlanningPilot Planning

What – Needs to be piloted

Where – Will the pilots be run

Who – Will be involved

When – (How long) will thepilots run

UNCLASSIFIED

pilots run

How – Will the pilots beconducted

264

Lean Six Sigma

Purpose of the PilotPurpose of the Pilot

A pilot allows us to: Test run the solution in a small part of the organization

See where possible failure points exist

Validate and refine cost and benefit estimates

Evaluate the process measures for the improvement

Increase organizational buy-in

Improve the proposed solution

UNCLASSIFIED

Improve the proposed solution

Modify the implementation plan

265

Overall benefit is a better solution with fewer surprises

Source: ASQ LSS Training Material

Lean Six Sigma

Pilot PlanPilot Plan

Hand-Chek/Hot-ChekInterfaceTest

• Sample Check-in Data Sets to be entered in Hand-Chekdevice

• Sample Data Sets Transmitted to Hot-Chek System –All Hotel Floors, All Hotel Rooms

• Confirmation Data Received from Hot-Chek to Hand-Chek Device – All Hotel Floors, All Hotel Rooms

• Data Set Entry Accuracy< 3.4 DPMO

• Data Set Entry Time < 6Seconds

• Data Set Transmission/Reception Accuracy < 3.4DPMO

BR, KM, plusHot-Chektech rep

Start 3/1Complete 3/3

• Sample Guest Data Entered in Hot-Chek System(variety of room requirements)


BR, KM, + 6Check-in Staff


ScheduleScheduleTest TeamTest TeamSuccess CriteriaSuccess CriteriaDescriptionDescriptionPilot TestPilot Test


UNCLASSIFIED266

Check-inVerificationTest

(variety of room requirements)

• “Guests” (Hotel Employees) Walked Through Check-inProcess (90% Pre-Registered, 10% Non-Pre-Registered)

• Volume Stress Test – Simulated Arrival 20 Guests in a“Tour Bus”

• Process Measurements recorded via Observer (seeDesign Scorecard); “Guest” Observations Recorded.

< 3.4 DPMO• Data Set Entry Time < 6

Seconds• Data Set Transmission/

Reception Accuracy < 3.4DPMO

• Design Scorecard CCRs

Check-in Staff Complete 3/7

Check-inValidationTest

• 25 Guests invited to experience new hotel check-in p• Guests “pre-registered” with their room requirements in

Hot-Chek system.• Guests Walked Through Check-in Process (90% Pre-

Registered, 10% Non-Pre-Registered)• Process Measurements recorded via Observer (see

Design Scorecard)• Guests Debriefed Following Experience.


• Data Set Entry Time < 6Seconds

• Data Set Transmission/Reception Accuracy < 3.4DPMO

• Design Scorecard CCRs

BR, KM, + 6Check-in Staff



Lean Six Sigma

Piloting Helpful HintsPiloting Helpful Hints

Go to the Gemba to observe all activities, effects, andinteractions during the pilot and continue if achieving desiredresults

Set the tone of the pilot (most pilots are not 100% perfect andprepare for set backs) Customers

UNCLASSIFIED

Management

Staff

Refine pilot from lesson learned Often the pilot will show a few opportunities for improvement.

267

Lean Six Sigma

Pilot ResultsPilot Results

Data Collected:

MeasurePilot

sPlan

Target x

PLT

Data Accuracy

1 minute

< 3.4 DPMO

0.5 min.

100 DPMO

0.05 min.

Comments

Improved PLT

Decreased DPMO

PCE < 15 %< 10 % Improved PCE


UNCLASSIFIED268

Pilot Observations: 1) Data Entry sequence was confusing

GAP Analysis/Root Causes: 1) SOP wasn’t clear; need to lay it out better

before implementation

2) Order of questions needs to be reevaluated

Follow-up Actions: 1) Revise SOP on order of questions asked

and flow, and run pilot again

PCE < 15 %< 10 % Improved PCE


Lean Six Sigma

“New” Process Capability“As Is” Process Capability

USLUSL

P ro cess C apab ility A nalys is fo r C ontro l

ST

LT

USLUSL

Process Capability Analysis for Cholesterol

ST

LT

DescriptiveDescriptive StatsStats--ProcessProcess CapabilityCapability


UNCLASSIFIED269 Required Deliverable

240220200180160140260240220200180160140

StDev (LT)

StDev (ST)

Sample N

Mean

LSL

Target

USL

16.3662

20.4206

30

184.967

*

*

220.000

Process Data

StDev (LT)

StDev (ST)

Sample N

Mean

LSL

Target

USL

22.4931

26.0455

30

193.133

*

*

220.000

Process Data

Lean Six Sigma

Lessons LearnedLessons Learned

At the completion of the pilot, capture what workedand what needed improvement.

Include lessons learned in the full roll out of the newprocess: Compile lessons learned

Categorize by type; by defect type, key analysis used, key

UNCLASSIFIED

Categorize by type; by defect type, key analysis used, keywords, problem / opportunity statement, root causes, etc.

Communicate lessons learned to others

270

Source: ASQ LSS Training Material

Lean Six Sigma

Control ChartControl Chart

0.10

ion

P Chart for Total Defectives

3.0SL=0.08162

Feb/Mar Data Confirms Process HasRemained In Control


UNCLASSIFIED271

150100500

0.05

0.00

Sample Number

Pro

po

rti

P=0.03817

-3.0SL=0.00E+00


Lean Six Sigma

Related Project ConsiderationRelated Project Consideration

Multi-Generation Project Plan (MGPP)Generation 1

(Date)Generation 2

(Date)Generation 3

(Date)

Vision

UNCLASSIFIED272

ProcessGeneration

Platforms /

Technology


Lean Six Sigma

Improve Phase Review QuestionsImprove Phase Review Questions

Do your improvements address the root causes of theproblem?

Have you mistake-proofed your improvements?

UNCLASSIFIED

Do you need to run a pilot?

Did your team contribute to the improvements?

What is the implementation plan?

273

Lean Six Sigma

Summary of Lean Six SigmaSummary of Lean Six Sigma

A relentless process of identifying and eliminating waste

An environmental framework that aids in sustaining gains

It is comprised of 5 building concepts

Kaizen: Philosophy of Continuous Improvement

5S: A systematic method to organize, order, clean, and standardize a

UNCLASSIFIED

5S: A systematic method to organize, order, clean, and standardize a

workplace… and keep it that way

Visual Workplace: A visual technique for real-time process management

Standardize: Use of documented, standardized work procedures to reduce

variation

Breakthrough manufacturing strategies: application of relevant learning from

other organizations to eliminate waste

274

Lean Six Sigma

Improve Tollgate QuestionsImprove Tollgate Questions

What techniques were used to generate ideas for potential solutions?

What narrowing and screening techniques were used to further develop and qualifypotential solutions?

What evaluation criteria were used to select a recommended solution?

Do the proposed solutions address all/most critical identified root causes?

Were the solutions verified with the Project Sponsor and Stakeholders? Has anapproval been received to implement?

UNCLASSIFIED

approval been received to implement?

Was a pilot run to test the solution? What was learned? What was modified?

Has the team seen evidence that the root causes of the initial problems have beenaddressed during the pilot? What are the expected benefits?

Has the team considered potential problems and unintended consequences (FMEA)of the solution and developed preventive and contingency actions to address them?

Has the proposed solution been documented, including participants, job descriptions,and if applicable, their estimated time commitment to support the process?

Has the team developed an implementation plan? What is the status?

Have any new risks to project success been identified and added to the RiskMitigation Plan?

275

Lean Six Sigma


Develop a plan for implementing the improved process.

Apply the concepts required and steps needed toconduct a successful pilot / simulation.

Implement the improved process and monitor results.

UNCLASSIFIED276

Lean Six Sigma

Control

Define

Measure

Analyze

UNCLASSIFIED277

ControlAnalyze

Improve

Control

Lean Six Sigma


After this training, you will: Understand the importance of mistake-proofing in a process to

prevent future defects from ever occurring

Be able to develop control plans to transition process improvementsto process owner

Be aware of tools that can be used to implement project follow-up

UNCLASSIFIED

and ensure long-term sustainability of improvements

Understand and apply financial metrics to project benefits

278

Lean Six Sigma

Definition of SustainmentDefinition of Sustainment

The old way is gone, the new way is the way

Human nature resists change and reverts to old habits

PerformanceHistorical

Consistently adhere to process improvements,

ensuring all benefits are fully realized.

UNCLASSIFIED279

Baseline

PerformancewithSustainment

PerformancewithoutSustainment

HistoricalMomentum

RIE #1 RIE #2 RIE #3 RIE #4

Lean Six Sigma

How to Sustain the GainsHow to Sustain the Gains

Change Remember Albert? Don’t Be Insane

Change is uncomfortable for most people

Change takes time to take hold and become routine

New Instructions

UNCLASSIFIED

New Instructions Ensure there are clear SOPs where accountability has been assigned

Ensure there are clear work instructions

Identify Measures Measures must now be converted to Metrics and monitored

Ensure you have a response process should performance dip

Training Ensure everyone is informed and trained on the changes

280

Lean Six Sigma

Standardized WorkStandardized Work

Types of documentation

Policies: give general guidance in how to handle given situations

SOPs / Standard Practices: more specific and focus on a given process,event, or activity. These documents provide the “How to”

Training Documentation: operation method sheets and job aids withinstructions structured for effective training

UNCLASSIFIED

instructions structured for effective training

281

Policies

Procedures

Standard Practices

Records

Lean Six Sigma

Prerequisites for Standardized WorkPrerequisites for Standardized Work

Availability of required tools (5S): Operators cannot be expected to maintain standard work if they are required to

locate needed tools.

Consistent flow of raw material: Operators cannot be expected to maintain standard work if they are hunting

down needed parts.

Visual alert of variation in the process (visual workplace):

UNCLASSIFIED

Visual alert of variation in the process (visual workplace): Operators and material handlers need visual signals to keep “standard work” a

standard. If they can identify new lots of material or other variation, they canidentify potential changes in the process. This visual check will assist in defectidentification and reduction.

Identified and labeled in-process stock (5S): As inventory levels of in-process stock decrease, a visual signal should be sent

to the material handlers to replenish this stock. Operators cannot maintainstandard work without this.

282

Lean Six Sigma

Standard WorkStandard Work -- ExamplesExamples

Parts-Production CapacityWorktableStandard Work Sheet

UNCLASSIFIED283

Work Methods Chart

Lean Six Sigma

SOPsSOPs and Training Plansand Training Plans

SOPs Requiring Revision Responsible Status

FY09 SOP Update

1 Oct 08 – 28 Feb 09

Lead: Branch Chief,

AO: Team Lead

Completed

Next SOP Update schedule

1 Sep 09 – 30 Sep 10

Lead: TSC Chief,

AO: Team Lead

Complete before FY10 NSPSCycle

Next SOP Update schedule Lead: TSC Chief, Complete before FY11 NSPS

SOPs Requiring Revision-- ExampleExample --

UNCLASSIFIED284


1 Sep 09 – 30 Sep 10

Lead: TSC Chief,

AO: Team Lead


Required Training Responsible Status

Office ProfessionalDevelopment

Each Team Members areencouraged to provide OPD

OPD Training Schedule plan isasked to be updated to teammembers.

Individual ProfessionalDevelopment Plan

Branch Chief and Teammembers

Susp Date: Branch Chief andTeam member discuss andfinalize by 1 May 09

Required Training


Lean Six Sigma

Building on Lean Six SigmaBuilding on Lean Six Sigma

Once techniques for sustaining the gains areselected … it’s time to prepare forimplementation.

The control plan assists with theimplementation of:

UNCLASSIFIED285

implementation of:

• Documentation• Communication• Control methods• Confirmation of compliance

Lean Six Sigma

What Is a Control Plan?What Is a Control Plan?

Control plans provide a written summary description of the systems used inminimizing variation in the improved process.

Control plans do not replace information contained in detailed instructions(SOPs).

The control plan describes the actions that are required at each phase ofthe process to assure that all process outputs will be in a state of control.

UNCLASSIFIED

Ultimately, the control plan is a living document reflecting current methodsof control and measurement systems used.

Control plans answer the following questions:

What is the process that is being controlled?

What are the process outputs that are being monitored/controlled?

What are the inputs that are being monitored/controlled in order to keep the output at itstarget level?

How are the inputs and outputs being measured, monitored, and controlled?

How does someone react when the inputs or outputs are not in control?

286

Lean Six Sigma

Control PlansControl Plans

Define the Solution

Document the Standard Practice

Who, What, When, Where, Why, How

Established Data Collection Process

Determine Control Tools

Create Training Documentation

Communication & Training Plan

UNCLASSIFIED287

Communication & Training Plan

Communicate & Train

Who, What, When, Where, Why, How

Audit Procedures

Corrective Action Reports

Project Documentation

Translation of Learning (s)

Lean Six Sigma

Monitoring the Process OutputMonitoring the Process Output

A critical piece of a control plan is the process of monitoringthe process output

Control Charts are ideally suited for data monitoringbecause they tell us:

UNCLASSIFIED

because they tell us: If a process is stable

The level of variability from data-point to data-point, over time,relative to the central limit theorem

About process trends

Special Cause occurrence

288

Lean Six Sigma

Control Plan TipsControl Plan Tips

Establish controls to detect failure modes if the failure cannotbe prevented

Use illustrations

Use flow diagrams

Use work instructions that really work

UNCLASSIFIED

Use work instructions that really work

Use reaction plans that really work

Focus on the quality of documentation, not the quantity

Use workers to help with the instruction

Clearly lay out authorities, roles, and responsibilities

289

Lean Six Sigma

Control Plan Tips (Cont.)Control Plan Tips (Cont.)

Focus on the identification of nonconforming services.

Ensure segregation by identification or location to preventinadvertent use.

Address the need for recall or previously provided service.

Ensure the benefit of rework versus loss.

Ensure that rework actually produces first quality service.

UNCLASSIFIED

Ensure that rework actually produces first quality service.

Ensure that corrective actions are initiated whenevernonconforming services are provided.

290

There is nothing wrong with including the Cause and EffectDiagram that helped build the Control Plan as a reference.

Lean Six Sigma

AIR ExampleAIR Example

Root Cause AnalysisWhat Action

Who (Name)

Mis ship pallets -

outbound skids left in

rack

2500 1

Physical inspection of

warehouse,Que detail

report, Inventory Error

messages

scanning pallets

before loading, 8125

or postage issues,

could not find pallets

Frank gives

counseling on

individual basis,

discuss topics in pre

shift meetings

3/12/2002 3/20/2002

Number of Mis-

shipped pallet

sreduced by 15%

PRESHIFT MEETING ON

THE IMPORTANCE OF

SCANNING PRODUCT AS

YOU LOAD THE TRUCK.

ControlPlan

Action

End

Date

FMEA

ResultsType Improve

AnalyzeDefineThe Problem

MeasureAction

Start

Date

Your AIR will serve as the foundation of your Control Plan

UNCLASSIFIED291

shift meetings

Improper scanning - not

watching screen of

scanner- incorrect

manual input - manual

keying

1892 1excessive error

messages

drive by scanning,

skids not in active

inventory

Supervisor (Greg)

discussed porper

ways of scanning in

daily Pre-shift

meeting

3/21/2002 3/21/2002

Improper

scanning and

manual input

decreased

supervisor is monitoring to

make sure employees are

not scanning inventory on

forklifts, unless they are in

the cage scanning the

upper levels

Not following

procedures - product in

rack not scanned - Lack

of training

1620 1

inventory not scanned

report/Inventory error

messages, manual

keying

Lack of

training/Improper

checking of product

Sal will conduct pre-

shift meeting on the

importance of

scanning anything

that is moved out of

location

4/1/2002 4/17/2002

SOP helped new

emoployees

identify the

process

preshift meeting on the

proper way to put away

product, manual keying

prohibited.

Lean Six Sigma

Utilize ANY and ALL communication vehicles: Memo

E-Mail

Town Hall Meetings

Small Group Meetings

Newsletter

Control Plans: Communicate & TrainControl Plans: Communicate & Train

UNCLASSIFIED

Flyer

Video/DVD

Web Page

292

Lean Six Sigma

Control Plans: AuditControl Plans: Audit

Effective audits must be a function used by management

The purpose for the audit should be well defined

Auditors must be qualified to perform their tasks

Auditing is a process for evaluating compliance to written requirementsand the effectiveness of those requirements in meeting basicmanagement controls. The evaluation compares reality to requirements.

UNCLASSIFIED

Auditors must be qualified to perform their tasks

Confirm auditor can perform audit without bias

Auditor must understand importance of Performance Improvement andStandardization

Measure against a defined standard

Audit is to be performed against written standard operating procedure

Contain conclusions based on fact

Utilization of an effective checklist assures scope and content of audit

Provide reports that focus on the control system

The audit should confirm or refute the control systems work293

Lean Six Sigma

Control Plans: Corrective ActionControl Plans: Corrective Action

Objectives:

Document significant non-conformities

Identify a problem and isolate the underlying cause

Find a solution for the cause of the problem and develop a plan toimplement the solution

UNCLASSIFIED

Document the Corrective Action Plan

Establish a schedule of when actions are

to be initiated and completed

294

Lean Six Sigma

Control Plans: Corrective ActionControl Plans: Corrective Action

Implement immediate containment solution

Create an intervention step as a short term solution: Allows problem to be managed during investigation

Appropriate steps may be inspection and/or increased supervisorinvolvement

UNCLASSIFIED

involvement

Stop-gap measures ensure the problem does not reoccur

295

An effective Corrective Action is:1. Timely2. Effective3. Prevents the recurrence of a problem!

Lean Six Sigma

Control Plans: Translate & DocumentControl Plans: Translate & Document

Next, Transfer ownership of the project to the ProcessOwner

Ensure Division Director is aware of the transfer data

Ensure the Process Owner: is aware of the transfer data

UNCLASSIFIED

is aware of the transfer data

has been fully trained on all aspects of the control plan

is completely aware of his/her responsibility to maintain thecontrol plan going forward

is aware of the reporting responsibilities going forward

296

Leave NO question in ANYONE’S mindthat project and process ownership have changed!

Lean Six Sigma

Ex: Project ControlEx: Project Control Plan DocumentPlan Document

Control Plan #

Date (Original): Prepared by:

Black Belt Key Contact

Control Plan for: Date (Revised): Process Manager

Champion Approval:

Division: Audit Frequency By Supervision By Dept Manager By CIM By Corp CIM Stakeholder Approval:

Audit Details

SIX SIGMA CONTROL PLAN

Equipment / Process

Creative applications of tools used in other ways during the process

UNCLASSIFIED

Division: Audit Frequency By Supervision By Dept Manager By CIM By Corp CIM Stakeholder Approval:

Date of First Audit CI Manager Approval:

Division Director Approval:

Process Process Step Required Action

Process Specif ication (LSL,

USL, Target)

Measurement

Technique Sample Size

Sample

Frequency Control Method Reaction Plan

Sample AuditProcess Measurement

297

Lean Six Sigma

Ex: Process ControlEx: Process Control Plan DocumentPlan Document

Process Control # (

Issued #)

Target

Specificatio

Division Director Approval:

Department Manager Approval:

Date Revised

Hand Off Date:CI Approval/Date: BlackBelt and or CI Mgr.

Original Date:

May 21, 2003

Process Name: Metric Review Process Owner: Director of Continuous

Improvement

MBB Approval - Jesse Johnson

Process Control ItemsReference of Process Item

Action Item Control

UNCLASSIFIED298

Process

Step

Specificatio

n - UCL/LCL,

Target etc.

Operational

Measure

Control

Chart

Audit

Frequency

Audit Date

SOP # SOP DISC Metric Size Freq.

Any Special Tools

required or needed

Specific to

Item

ISO

Format

Explanation

of ISO #

Key Variation

of product

Spec of Item

being controlled

Specifics for data

measurement # #

Type of

Control

Chart used

Specify the Audit

Freq of each line

item

Date of last

Audit

Obtain Strategic Plan

from COO

Strat Plan

Review

CW-122-

2ID CTB

Objectives BU Specific .05 % of Target EBIT 4

1per

QTR I-MRQTRLY Report

1st week of

each new

QTR

Metric Review

Establish

metrics SW-567

Tie CTB

Objectives to

KPIs BU Specific 0.05% EBIT 4

per

QTR I-MRMonthly Report

2nd week of

each new

QTR

Actual Item of Control

(WHAT)

Reference of Process Item(Exhibit, Work Instruction, SOP,

Etc.)SampleProcess, Machine,

Equipment

Machine Number or

Equipment I.D.

Catelog Retail

Business Unit

Catelog Retail

Business Unit

Lean Six Sigma

Ex:Ex: ProcessProcess ControlControl Plan DocumentPlan Document

TargetMachine,

Device,

Tools

Responsibility:

Name/Phone

Specificatio

n MeasurementControl

Method

Responsibility:

Name/Phone

Date

Action Item Action Item Control

Process Name/

Operation

Reference of Process Item

(Exhibit, Work Instruction, SOP, Etc.) Sample

Approved By - Jesse Johnson Black Belt:Name/Phone

Rob Wenning Ext. 3844

Champion: Name/Phone

Gail Millward Ext. 3850

Other Approval/Date: As needed, Example DD, HR, ENG.

Control Plan Number: ISO format

CP-029-30-001A

Core Team Members: Reference for future of Team know ledge

& Involvement Dario Cruz, Skeeter Dominguez, Dar -

CI Approval/Date: BlackBelt and or CI Mgr.

Rob Wenning 1.30.2001

Meredith, Dennis Lancaster, Troy Valentine Department Mgr. Approval/Date: Ultimately responsible person for completion/compliance

Gail Millward 1.30.2001

Control Plan Product Name:

Plant Damage

Process Owner:Name/Phone Person assigned by Dept. Mgr. Responsible for

overseeing plan .Gail Millward Ext. 3850

Date: Original

1.30.2001

Date:Revised

UNCLASSIFIED299

Tools

For Mfg.Name/Phone

n MeasurementMethod Name/Phone

No. Product Process Size Freq.

Specific to

Item

ISO

Format

Explanation

of ISO #

Key Variation

of product

Accountable

person

assigned

Spec of Item

being controlled

Specifics for data

measurement # #

Specifics for data

Control

Accountable

person

assigned

Clamp

truck

01,02,03,

04,05 WI-029-30-..

Damage

Prevention

Monica Campbell

Ext. 3894

Every Hoist

Operator

Receipt of Train-

ing document

Sign form before

leaving class

Rob Wenning

Ext. 3844 1.26.01

Clamp

truck

01,02,03,

04,05 WI-029-30-..

Damage

Prevention

Rob Wenning

3844

Written & Visual

criteria

Check-Off

List

Allan Fairchild

Ext. 3738 2.9.01

Clamp

truck 01, 03 WI-029-30-..

Transport Roll

TD Inspection

Allan Fairchild

Ext. 3737

Written & Visual

criteria

Check-Off

List

Allan Fairchild

Ext. 3739 2.16.01

Clamp

truck

AU-001

,2,3,,4,5Audit WI-029-

30-001,2,3,4,5 Audit Form

Dar Meredith

Ext. 3952

Leads,

Coordinator

& Receiver

Check-Off

List Pass / Fail

Allan Fairchild

Ext. 3738 2.23.01

Clamp

truckAudit WI-029-

30-001,2,3,4,5 Audit Form

Materials Dept.

Leads

Every Hoist

Operator

Check-Off

List Pass / Fail

Allan Fairchild

Ext. 3738 2.28.01

Clamp

truck 01, 03 WI-029-30-..

Transport Roll

TD InspectionAllan Fairchild days

Leads nights

Check-Off

List Pass / Fail

Allan Fairchild

Ext. 3739 3.12.01

5) Hoist Operator

Audit

6) DLS Driver

Audit

Actual Item of Control

1) Train Operators

on SOP'S2) Leads &

Coordinator

Create Audit Text

4) Leads

Audit

3) Text created

for DLS Audit

Operation

Description

(Exhibit, Work Instruction, SOP, Etc.) Sample

Lean Six Sigma

ExerciseExercise –– ControlControl PlanPlan

Brainstorm 3 control measuressuitable for use in a control plan

for the Simulation.

UNCLASSIFIED

for the Simulation.

300

5 minutes

Lean Six Sigma

SummarySummary

Control plans can be likened to sustainment in 5S

SPC is not successful without religious use of control plans

Control Plans are living documents. If processes changeand a new variation cause develops, add it to the ControlPlan

UNCLASSIFIED

Plan

Control plans must identify: What we are measuring

How we monitor

What we do when the process

is out of control

301

“I have been impressed with theurgency of doing.Knowing is not enough; we must apply.Being willing is not enough; we mustdo.”

Leonardo da Vinci

Lean Six Sigma

Bringing the Event to CompletionBringing the Event to Completion

All feasible process improvement ideas have been implemented

The project sponsor/process owner and personnel from theaffected work area have been adequately trained on the processchanges

Project objectives have been met or exceeded (Validate)

1. Ensure that:

UNCLASSIFIED

Project objectives have been met or exceeded (Validate)

Processes are updated

Needed controls are instituted in the process

302

2. Quantify event benefits (ROI)

Lean Six Sigma

RedeploymentRedeployment

Redeployment: Redeployment is the movement of peoplefrom a process that has been improved either throughattrition or by reassigning them to another PerformanceImprovement event or to other critical work.

Ultimately, the key objective of a Performance Improvement

UNCLASSIFIED303

Ultimately, the key objective of a Performance ImprovementThinking organization is to reduce the amount of humaneffort required per unit of output, in other words increaseproductivity and capacity.

Lean Six Sigma

RedeploymentRedeployment

1. Take Attrition (reduce end strength)

2. Reassign people to full-time Performance Improvementwork or other critical work (may require retraining ofindividuals)

3. Eliminate or reduce overtime

UNCLASSIFIED304

3. Eliminate or reduce overtime

4. Reduce contractor support

5. Reduce work backlog

Lean Six Sigma

FollowFollow--up Beyond the Projectup Beyond the Project

Green Belt

Ensure standard work is implemented

Foster success – market results

UNCLASSIFIED305

Foster success – market results

Complete and submit documentation on project

Clean handoff to Process Owner at completion ofproject

Lean Six Sigma

FollowFollow--UpUp BeyondBeyond the Projectthe Project

Event Sponsor / Process Owner

Monitor (control charts, control plans, Gemba)

Drive completion of any outstanding action items Visit the area frequently for several weeks after the project

Address stakeholder issues and concerns

Recognize participants of project and celebrate success

UNCLASSIFIED

Recognize participants of project and celebrate success

Is Takt Time being achieved?

Keep up the pressure completing outstanding action items

306

Lean Six Sigma

Event DocumentationEvent Documentation

Clearly captures the results of the event

Should include:

Charter information

Tools utilized

Improvements made

UNCLASSIFIED

Improvements made

Evidence of data driven decision making

Before / After process flows and metrics

ROI calculations

Other improvement opportunities

307

Create a package that sums up everything

Sustainment

FollowFollow--Up Beyond the ProjectUp Beyond the Project

308

Daily Board Walk

Critical element of post-project follow up

33--Week FollowWeek Follow--Up ChecklistUp Checklist

309

Lean Six Sigma

Lessons LearnedLessons Learned

Every improvement effort offers a lesson.

It is what we do with these lessons that matters.

For successful projects, we want to document our effortsand conclusions to repeat the success.

If not successful, we want to document what went wrong toprevent repeating the same mistakes.

UNCLASSIFIED

prevent repeating the same mistakes.

The availability of this type of information can greatlyaccelerate future efforts.

310

Lean Six Sigma

SOPs andSOPs and Training PlansTraining Plans

SOPs Requiring Revision Responsible Status

FY09 SOP Update

1 Oct 08 – 28 Feb 09

Lead: Branch Chief,

AO: Team Lead

Completed


1 Sep 09 – 30 Sep 10

Lead: TSC Chief,

AO: Team Lead


Next SOP Update schedule Lead: TSC Chief, Complete before FY11 NSPS

SOPs Requiring Revision-- ExampleExample --

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1 Sep 09 – 30 Sep 10

Lead: TSC Chief,

AO: Team Lead


Required Training Responsible Status

Office ProfessionalDevelopment

Each Team Members areencouraged to provide OPD

OPD Training Schedule plan isasked to be updated to teammembers.

Individual ProfessionalDevelopment Plan

Branch Chief and Teammembers

Susp Date: Branch Chief andTeam member discuss andfinalize by 1 May 09

Required Training


Lean Six Sigma

Visual Process Control ToolsVisual Process Control Tools

• SOP is posted computer desktop for easy reference access.• Mistake proofing system in place - copy of DD214 w/checklist isposted on the counselor’s desk


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Sample DD 214w/ checklist


Lean Six Sigma

Updated Benefits EstimateUpdated Benefits Estimate

-- ExampleExample --Metric Baseline Objective Achieved

Cycle Time 30 days 7 days 5 days

Cost Savings $1.054M $850k $830k

Defect Rate

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Additional Benefits/Comments:

The solution was approved 15 May 09 and began fullimplementation on 22 May 09. It is presently beingexecuted by the Process owner with no major issues ordegradation of service to our customers.

Morale has improved significantly with the new layout ofthe office, as indicated by the recent office survey.


Lean Six Sigma

Future Projects IdentifiedFuture Projects Identified

• Based on the outcome of this project, the following is a list of“possible areas of concern” and will result in LSS Projects.

PQDR Process

QAR Surveillance Process


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QAR Surveillance Process

QAR Training Process

MRB Corrective Action Process

NDT Process


Lean Six Sigma

ReplicationReplication OpportunitiesOpportunities

Identify key learnings and data from this project that maybe useful in other areas of the business, or for otherprojects:

Data about upstream process (Input) measures

Data on problem areas outside your team’s scope, butimportant to the business

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Reduction of waste and non-value added activities

Better utilization of resources

Benchmarking information

Customer requirements

315

Lean Six Sigma

Project ReplicationProject Replication

Replication Project/Best Practice Candidate: This completed project is beingsubmitted as a candidate for replication. This project has achieved benefits andcontains the appropriate level of documentation to enable another practitioner inanother DoD organization to replicate part or all of the project with a minimal amountof effort vs. benefit, which will provide an additional return on investment to DoD.

Required documentation & benefits before submitting as a replicationcandidate:

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Project Charter

High level Process Map or SIPOC

FMEA or Fishbone Diagram

Implementation Plan

Control Plan and Training Plan

Demonstrated Quality, Cost, or Speed improvements (i.e., SQL, ROI/Savings, PLT,PCE….)

This project may have replication potential within these DoDorganizations: Organization 1

Organization 2…Required Deliverable

EXSUMEXSUM

Process: State process name.Problem: Describe what the problem is that you are trying to fix(e.g., PLT for the process is too long; there are too many defects,too much variation, and too much NVA; PCE, SQL, and Cpk are toolow, etc.).Scope: Clearly define what’s “in” and “out” of scope.Goal: Communicate what you are trying to achieve (e.g., to reducePLT, defects, manhours, costs; to improve accuracy, PCE, SQL, andCpk, etc. (try to address cost, quality, and speed)).Start and end date of project: Self explanatory.

Problem/Goal Statement Key Metrics & Analysis

Primary Metrics: Summarize project/analysis statistics

(may insert charts/graphs).

Additional Project Data: Identify or insert key data from the

project. Possibly address identified root cause(s).

ORG erAAUAO)F

&E

&EASMNaf

fAAceP )R)ASDAAM

)L)

300

250

200

150

100

50

0

100

80

60

40

20

0

QTYNEEDED

Percent

Pareto Chart of ORG

Required Deliverable for Replication Candidates

317317

Results/SummaryTeam

Role/Name Organization Contact Ph/EmailProject Champion NAVSEA 703-696-4343/[email protected]

CDR John Smith

Proj Sponsor/Process Owner Air Force 703-455-8888/[email protected]

Ms. April Cox

GB/BB/Project Leader DFAS 202-555-42323/[email protected]

Mr. Mike More

Master Black Belt/Advisor Army-AMC 703-697-5678/[email protected]

Ms. Taylor Swift

Financial impact of project: Savings, Cost Avoidance, RevenueGeneration

Operational impact of project: Reduced PLT; Improved PCE, Cpk,SQL, DPMO; Improved morale, process flow, etc.

Issues: List issues, concerns or observations leadership needto know about this project. List any caveats (e.g., more data isneeded or financial savings were already taken).

Where This is Replicable: Indicate which organizations couldpotentially use this project for replication.

QTY NEEDED 10 10 10 10 7 6 6 5 5 540 5 5 4 4 3 3 2835 20 20 15 15 15 15

Percent 3 3 3 3 2 2 2 2 2 213 2 2 1 1 1 1 912 7 7 5 5 5 5

Cum % 61 65 68 71 74 76 78 79 81 8313 84 86 87 89 90 9110025 32 38 43 48 53 58

ORG

Other

DIA

DCAA

DAU

DARP

A

USD

(Comptro

ller/CFO

)

USA

F

PA&

E

DOT&

EBT

AW

HS

DA&M

DON

JointS ta

ff

DIS

A

DCMA

ASD

(NII/C

IO),

Fro

ntOffice

USD

(P)

USD

(P&R)

USA

DF A

SMDA

DLA

LAPT

OP(L

SSPO

CLA

SSRO

OM)

USD

(AT&

L)0 0

*Note: Only 1 slide should be used for the EXSUM

Lean Six Sigma

Completed Project “StoryboardCompleted Project “Storyboard””

Define

MeasureAnalyze

SigmaPerformance Level of

1.3BUS CASE: Be #2 Fin Service Provider

GOAL: Reduce Loan/Lease CT from9.2 to 8.0 days by July 1

FIN IMPACT: $2.7M per year

Project Charter1.2 DayCCR Gap


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Officer Work & Turnover, Waiting, & AutomationAffect CT; Job Aids affect Variation in CT

ImprovePilot Plan

Loan orLease

ScreenEntry

ColorPrintouts

Rewards& Recog

“Officer performsboth” & “Officers

changed”,eliminated as

contributors to highcycle time.

Control


Lean Six Sigma

The Six Sigma Tollgate ToolThe Six Sigma Tollgate Tool

Project Charter Problem Statement Defect Definition Goal Statement Project Scope Business Impact/Case

Value Stream Map/ Detailed ProcessMap

Potential Xs Fishbone Diagram

“To Be” Process Map /ValueStream Map

Process Control Plan

Cross Functional Team Team Selection/Launch

Data Collection Plan Measure Systems Analysis Data Collected

Critical Xs Cause & Effect

Matrix XY Matrix

Improvement Strategy Improvement Model “X” Improvement Target

Replication Opportunities

Measurable Y Voice of

Customer (VOC) Customer Specs Voice of

Business (VOB)

Baseline Data (as-is processperformance)

Run Chart; Histogram;Mean/Stand. Dev

Process Capability (CT) Process Lead Time (CT)

FMEA

Risk Analysis Risk Mitigation Plan

Mistake Proofing Project Documentation ofrevised policies, SOP’s,procedures, and training(Optional)

Define Measure Analyze Improve Control

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Business (VOB) Process Lead Time (CT) Process Cycle Efficiency (CT) Sigma Level

Project Plan/Timeline Statistical Analysis (Optional): Time Series Plots;

Control Charts; BoxPlots

Statistical Analysis(recommended):

Hypothesis Testing (ANOVA,2 Sample T); Pareto Analysis;Takt Rate/Time Analysis, etc.

FMEA Risk Analysis Risk Mitigation

Plan

Visual Process Control Tools(Optional)

SIPOC High Level

Process Map

Control Charts Required for BB Recommended for GB

Optional: Required for BB Recommended for

GB

Control Charts Required for BB Recommended

for GB

Optional: Required for BB Recommended for

GB

I accept the DefineTollgate. Signed:

I accept the MeasureTollgate. Signed:

I accept the AnalyzeTollgate. Signed:

I accept the ImproveTollgate. Signed:

I accept the ControlTollgate. Signed:

(Sponsor) (Sponsor) (Sponsor) (Sponsor) (Sponsor)

(Process Owner) (Process Owner) (Process Owner) (Process Owner) (Process Owner)

(MBB) (MBB) (MBB) (MBB) (MBB)

(Finance Owner) (Finance Owner) (Finance Owner)Required Deliverable

Lean Six Sigma

Control Tollgate QuestionsControl Tollgate Questions

Has the team prepared all the essential documentation for the improved process,including revised/new SOPs, training plan and a process control system/report?

Has the necessary training for process owners/operators been performed?

Have the right metrics (Xs/Ys) been selected and documented as part of the ProcessControl System to monitor performance of the process and the continuedeffectiveness of the solution? Has the metrics briefing plan/schedule beendocumented? Who owns the measures? Has the Process Owner’s job descriptionbeen updated to reflect the new responsibilities? What happens if minimum

UNCLASSIFIED

been updated to reflect the new responsibilities? What happens if minimumperformance is not achieved?

Has the solution been effectively implemented? Do results data confirm that thesolution has achieved the goals defined in the Project Charter?

Has the Financial Benefit Summary been completed and validated?

Has the process been transitioned to the Process Owner, to take over responsibilityfor managing continuing operations? Do they concur with the control plan?

Have other opportunities which weren’t able to be addressed given to management?

Have lessons learned been captured?

Have replication opportunities been identified and communicated to other agencies?

Has the hard work and successful efforts of our team been celebrated?320

Lean Six Sigma


Identifying the appropriate controls and develop a sustainment planto validate and monitor the continued success of implementedprocess improvements.

Developing an appropriate training plan for affected individuals toensure continued support of the improved process.

Identifying the expected future benefits resulting from the improvedprocess.

Demonstrating the ability to communicate to the project sponsor

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Demonstrating the ability to communicate to the project sponsoradditional improvement and replication opportunities identified in thecurrent project.

Identifying and document the lessons learned and ensure that thoselessons and process successes are disseminated to participants infuture process improvement opportunities.

Recognizing the importance of rewarding/recognizing team membersand celebrating their success.

Explaining the process of formally documenting and handing off theproject to the process owner.

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Lean Six Sigma

QuestionsQuestions

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OSDGB2

Business

public foldersdiacs

sigmalearning

ice cream

sigmaworkload

upper spec

sigmascatter

sigmacontrol

sigmaprocess