Page 1 Customized Lean /Six Sigma Victor Lixin Lei PH.D, MBA ASQ Certified Six Sigma Black Belt Master Black Belt ASQ Senior Member VLEI Institute Inc. Cell: 203-848-0595 Email: [email protected] Colorant-2 Colorant-1 18 15 12 9 6 Material-2 Material-1 0.12% Open-bag 18 15 12 9 6 25% 0% Colorant Mean of Means Material Pre-mold Moisture % Regrind Main Effects Plot for Sample Test-White Data Means TPM
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Page 1
Customized Lean /Six Sigma
Victor Lixin Lei
PH.D, MBAASQ Certified Six Sigma Black BeltMaster Black BeltASQ Senior Member
VLEI Institute Inc.Cell: 203-848-0595Email: [email protected]
Colorant-2Colorant-1
18
15
12
9
6
Material-2Material-1
0.12%Open-bag
18
15
12
9
6
25%0%
Colorant
Me
an
of
Me
an
s
Material
Pre-mold Moisture % Regrind
Main Effects Plot for Sample Test-WhiteData Means
TPM
Page 2
Lean Six Sigma Green Belt
Description:Complete Body of Knowledge for Lean Six Sigma Green Belts. Includes two weeks of DMAIC technical training spread out over a two month period. Students learn a broad base of basic and intermediate tools for each one of the five DMAIC phases (Define, Measure, Analyze, Improve, and Control). Essentially the same tool kit as Black Belts but not covered as deeply.
2 weeks
Audience:Associates must have the support of their supervisor and management. Students must have the drive and support to complete two projects within a two year period. Anyone who is involved in solving problems or improving processes
WELCOME TO LEAN/SIX SIGMA GREENBELT TRAINING WEEK 1
Victor Lei, Ph.D, MBAASQ Certified Six Sigma Black Belt
LEI Institute Inc.
Page 3
Product / Process DFSS -- 14 Steps
Type IError
a
Type IIError
b
(1-
DMADOV- DFSS Green Belt
--New Product/Process
Description:Complete Body of Knowledge for Lean Six Sigma Green Belts. Includes two
weeks of DMADOV technical training spread out over a two month period.
Students learn a broad base of basic and intermediate tools for each one of the
six DMADOV phases (Define, Measure, Analyze, Design, Optimize and Verify).
2 weeks
Audience:Associates must have the support of their supervisor and management. Students must have the drive and support to complete two projects within a two year period. Anyone who is involved in new product and process development .
LEI Institute Inc.
Victor Lei, Ph.D, MBAASQ Certified Six Sigma Black Belt
Design OptimizeMeasureDefine Analyze Verify
Page 4
Lean Six Sigma Black Belt
Description:Complete Body of Knowledge for Lean Six Sigma Black Belts. Includes one week of soft skills training (Team Accelerator) followed by four weeks of DMAIC technical training spread out over a four month period. Students learn a broad base of basic and intermediate tools for each one of the five DMAIC phases (Define, Measure, Analyze, Improve, and Control).
4 weeks
Audience:Associates must have the support of their supervisor and management. Students must have the drive and support to complete two projects within a two year period. Anyone who is involved in solving problems or improving processes.
WELCOME TO LEAN/SIX SIGMA BLACKBELT TRAINING WEEK 1
LEI Institute, Inc.Victor Lei, Ph.D, MBA
ASQ Certified Six Sigma Black Belt
Page 5
Lean Six Sigma Executive OverviewG
ree
n B
elt
Gre
en
Be
lt
Gre
en
Be
lt
Black Belt
Department Champion
Project Sponsor
Description:High level overview of what Lean Six Sigma is and what the
key roles are including Sponsors, Champions, Black Belts,
Green Belts, and Mentors. The class includes the kinds of
tools used in LSS, and what makes a good LSS project.
4 hours
Audience:Associates who have not had any other
formal LSS training. This class is
especially important for anyone in
Sponsor or Champion roles for LSS
projects. Associates who are new to
Management or Executive positions are
good candidates for this course.
Page 6
Quality Philosophy Review and Industrial Application
Description:
This training section reviews Quality philosphy of Philip Crosby, W. Edwards Deming, Armand V. Feigenbaum, Joseph M. Juran, Kaoru Ishikawa, Walter A. Shewhart, Noriaki Kano, etc. and their industrial impact. Audience will do hands-on exercise on real world industrial cases.
4 hours
Audience:
All level Engineers and
Management
Page 7
Build Quality in Engineering and Manufacturing
4 hours
Audience:Target audience includes: Design engineer/Manager, Manufacturing engineering/Manager, Quality engineering/Manager
Basic principles to address customer requirement on Engineering and Manufacturing stages. Including CTQs developing, Quality by design, product and process robust analysis, reliability testing, etc. Industrial cases will also be reviewed.
Page 8
Lean/Six Sigma Marketing
Description
Introduce case studies on how to use Lean/Six Sigma principles and skills to investigate potential new market/product opportunities in different industries..
4 hours
Audience
Marketing/Engineering/Manufacturing/Quality managers (senior/middle level).
Page 9
Basic Quality Tools and Application
Description:Introduce Basic quality tools and application
1 day
Audience:Appropriate for all levels. For any associate who may be involved in any aspect of process improvement.
Page 10
Cost of Poor Quality
Description:A high level overview of Lean/Six Sigma principles and how they apply to identify Cost of Poor Quality. Develop road map to reduce cost of poor quality and increase bottom line of business.
4 hours
Audience:Appropriate for all levels, especially those associates involved in operation, transactional or service related processes.
Page 11
Lean/Six Sigma application on Quality Improvement
Description:In this intensive and hands-on course, practitioners will learn the various industry cases of Lean/Six Sigma application on quality improvement.
4 hours
Audience:All level associates on Engineering, Manufacturing and Quality. 1.0241.0221.0201.0181.0161.0141.012
LSL Target USL
LSL 1.011
Target 1.016
USL 1.021
Sample Mean 1.01997
Sample N 40
StDev (Within) 0
StDev (O v erall) 0.00162493
Process Data
C p *
C PL *
C PU *
C pk *
Pp 1.03
PPL 1.84
PPU 0.21
Ppk 0.21
C pm 0.38
O v erall C apability
Potential (Within) C apability
PPM < LSL 0.00
PPM > USL 125000.00
PPM Total 125000.00
O bserv ed Performance
PPM < LSL *
PPM > USL *
PPM Total *
Exp. Within Performance
PPM < LSL 0.02
PPM > USL 264086.32
PPM Total 264086.34
Exp. O v erall Performance
Within
Overall
Process Capability of Cover width-inner
Page 12
Quality Is Free
Description:
The cost of implementing a quality program is offset by the cost savings of preventing defects and reducing customer complaints. This program reviews the principle of “Quality Is Free” and some real life industrial cases.
4 hours
Audience: All levels Engineers andManagement
Page 13
Root Cause Analysis
Description:Students will learn the difference between cause & effect and when things are correlated. Show with facts & data whether or not somethingis related to another. Statistical analysis methods taught in thiscourse include hypothesis testing, Analysis of Variance (ANOVA), andRegression. This class utilizes Minitab statistical analysis software.
1 day
Audience:Target audience includes Quality Engineers, Quality Technicians, Planners, Supplier Quality Assurance specialists, and Analysis specialists. Problem Solving and DMAIC, and the Basic Statistics courses are prerequisites.
Page 14
Problem Solving and DMAIC
Description:How to solve problems using the Six Sigma DMAIC (Define, Measure, Analyze, Improve, and Control) methodology. Basic tools are taught that can be used in each one of the phases such as Pareto Charts, Check sheets, Histograms, Scatter Plots, and Control Charts. Different cases are explained to understand industry application. This class utilizes Minitab statistical analysis software or Excell.
1 day
Audience:Appropriate for all levels. For any associate who may be involved in any aspect of problem solving and process improvement.
CIAMD
Page 15
Voice of customer
Description: Review the principle and application of QFD, Kano model and business develop cases.
4 hr
Audience:Appropriate for all levels. For any associate who may be involved in Marketing, Quality and Engineering.
Product FunctionC
us
tom
er
Sa
tis
fac
tio
n
Page 16
Basic Statistics
Description:The basics of how to sample and evaluate data using the concepts of Statistical Process Control (SPC). Topics include normal distributions, Control Charts, and Capability Analysis. This class utilizes Minitab statistical analysis software.4 hours
Audience:For associates looking for tools to assist with immediate problem solving. Appropriate for Quality Engineers, Quality Technicians, Quality Managers, Supplier Quality Assurance specialists, Process Planners, and Production Supervisors. Problem Solving and DMAIC course is a prerequisite.
Page 17
Measurement Systems Analysis
Description:Evaluating the error and variation in data that is from the measurement system itself. Tools learned include Gage R&R (repeatability and reproducibility) and attribute gage evaluation (kappa studies). This class utilizes Minitab statistical analysis software.
1 day
Audience:Target audience includes Quality Engineers, Quality Technicians, Planners, Supplier Quality Assurance specialists, and Analysis specialists. Problem Solving and DMAIC, and the Basic Statistics courses are prerequisites.
Page 18
Quality by Design (QbD)
Description:This training section introduces the principle of QbD, explains how it improves on conventional processes and reviews some industrial product design improvement cases . After finishing the training, you should possess the information to help you better decide how and when to implement QbD in your operation.
4 hours
Audiences:
All level Engineers and Management
on Quality, Manufacturing and
Engineering
Page 19
Design of Experiments
Description:Full and fractional factorial Design of Experiments (DOE), graphical, and analytical analysis of DOE data, and the application of methods using a model catapult exercise. This class utilizes Minitab statistical analysis software. Cases are taught and real problems from customer are exercised.
1 day
Audience:Associates with a strong technical background will get the most out of this class and may include Quality Engineers, Quality Technicians, Quality Managers, Supplier Quality Assurance specialists, Process Planners, and Production Supervisors. Problem Solving and DMAIC, and the Basic Statistics courses are prerequisites. Root Cause Analysis is recommended.
Colorant-2Colorant-1
18
15
12
9
6
Material-2Material-1
0.12%Open-bag
18
15
12
9
6
25%0%
Colorant
Me
an
of
Me
an
s
Material
Pre-mold Moisture % Regrind
Main Effects Plot for Sample Test-WhiteData Means
Page 20
FMEA (Design and Process)
Description:Failure Mode and Effects Analysis. How to properly execute an FMEA. Demonstration of an FMEA using a pen (assembly) simulation. Second day is a workshop constructing an FMEA for an actual plant process.
4 hours
Audience:For Supplier Quality Assurance specialists, Planners, Maintenance specialists or anyone interested in risk analysis and reduction. Problem Solving and DMAIC course is a prerequisite.
Potential O D Action Results
LineItem
Potential Potential S Cause(s)/ c Current e R.
Recommend
ed Responsibility
No.and
Failure Effect(s) of e Mechanism(s) c Design t P. Action(s) & Target Actions SOD
R
.
FunctionMode Failure v of Failure u Controls e N. Completion Date Taken e c e
P
.
r c v c t
N
.
GFCI ST-AMECHANICAL
1
2
ELECTRICAL
1RV4141/FM2141/C
L4141
Bad contact-broken
lead, too much glue,
no charge on C6, no
SCR3/pin 7 out put, unit
will go end of life
material
handling, solder
not good, carier
wire broken
test TP2 ###
test TP2,
carrier
inspection production line
Bad solder-cold solder
joint, intermittent
operation
open contact, no signal expansoin from
heat and
contraction
from cold
na ###
soldering
process
control
soldering spec and
inspection
2 Carieer
wire open
no signal to RV4141,
missing signal on TP2,
fire SCR and go EOL
too tight
because of too
much tention;
vibration--crack
the wire
component
check-
contituity and
impendency
ohms
### 1) check ohm;
2)check
magnatic
core;
3)winding
process
control
incoming, spec and
production line test
wire shorted
low signal out-put
between 1 and 2 of
RV4141, at TP2, U2 will
fire both SCRs and go
EOL
poor insulation
because of the
poor controlled
winding,
continuity,
impendency
ohm
### 1) winding
process
control; 2)
magnetic core
inspection
incoming, spec and
production line test
Bad solder joint in the
pins (6)
no signal to RV4141,
fire SCR and go EOL.
won't seen the
test pauses, at
TP2, go end of
life
na
### check
impendency
between
RV4141 pin 1,
2, 3,spec and production
line tests; sampling
3 C6 Open/crack
no capacitor valure,
siginal will be low, pick it
up at TP2 and go end o
flife.
bad
components,
poor quality
na
### sampling
QA incoming and
supplier
4 D2 open
lose signal at TP2, go
EOL
bad
component/sold
er
na ###
sampling
QA incoming and
supplier
5
R6 and Z2 (TP3
monitor main
power, Z2 and R6,
check the frequency
above or below 40,
mornitor stops at
TP3, prevent faule
tripping)
open
no reset/no signal on
TP3, 0 volts at TP3, go
end of life (every 3 cycle
see the pause),
bad
components,
bad solder joint
na ###
component
testing
QA incoming and
supplier
z2 short
high voltage at TP2, can
not reset
bad component na ###
component
testing
QA incoming and
supplier
Page 21
Value Stream Mapping - Manufacturing
Description:How to create a Value Stream Map including current state and future state mapping. Support tools include flow charts, SIPOC diagrams, and how to apply the Lean principles to create the future state map. This important tool can be applied to any process. Special focus is given to manufacturing processes.
4 hours
Audience:Appropriate for all levels. For any associate who may be involved in any aspect of process improvement.
Page 22
Value Stream Mapping – Transactional
Description:How to create a Value Stream Map including current state and future state mapping. Support tools include flow charts, SIPOC diagrams, and how to apply the VPS principles to create the future state map. This important tool can be applied to any process. Special focus is given to transactional (service and support) processes in this version of the course.
4 hours
Audience:Appropriate for all levels. For any associate who may be involved in any aspect of process improvement.
Page 23
Lean Expert
Description:Four weeks of lean training spread out over a four month period. Students learn a broad base of basic and intermediate tools through interactive sessions followed by shop floor exercises. Key topics include Waste Analysis, Value Stream Mapping, 5S, Kanban, Visual Management, TPM, SMED, Problem Solving Basics, and others.
4 weeks
Audience:Associates must have the support of their supervisor and management. Students must have the drive and support to complete required project work. Anyone who is regularly involved in continuous improvement activities.
Page 24
Supply Chain Management
Description:Review cases involving product delivery from Manufacturer, Distributor, Wholesaler, Retailer and Customer. Basic supply chain management principles are taught.
4 hours
Audience:Appropriate for all levels. For any associate who may be involved in any aspect of process improvement, especially those involved in supply chain management.
Manufacturer
Customer
FMEA
Page 25
Lean introduction
Description:A presentation of TPS(Toyota Production System) and Lean principles for beginners which is taught in the context of a simulation where participants assemble pens. A high level overview of how Lean can impact a production environment.
4 hours
Audience:Appropriate for all levels. For any associate who may be involved in any aspect of process improvement.
Page 26
Adjustment
A B
Last Good
Product
Run A
First Good
Product
Run B
Tool/Jig Change
Adjustment
Normal Speed Normal Speed
Preparation
SMED (Single Minute Exchange of Dies)
Description:
Reduce change over timeStreamline process6S
3 days
Audience:Appropriate for all levels. For any associate who may be involved in any aspect of process improvement.
Page 27
TPM
Operator
PM
Maintenance
PMFocused
Improvement
Poor
QualityLow
Productivity
Late
Delivery
High
Cost
Lost
Customers
Low
Morale
Description:
Reduce down timeImprove OEEImprove quality6S
3 days
Audience:Appropriate for all levels. For any associate who may be involved in any aspect of process improvement.
Page 28
A3 Report
THEME: What are we trying to do?
Background
• Background of the problem• Context required for full understanding• Importance of the problem
Current Condition
• Diagram of current situation (or process)• Highlight problem(s) with storm bursts• What about the system is not IDEAL• Extent of the problem(s), I.e., measure
Root Cause Analysis
• List the main problems• Ask appropriate “why” questions until you reach the root cause. • Most likely direct(or root) cause
Target Condition
• Diagram of proposed new process• Countermeasures noted as fluffy clouds• Measureable targets(quantity, time)
Implementation Plan
What ? Who ? When ? Where?
Actions to
be taken
Responsible
person
Times,
Date
Cost:
Follow-Up
Plan Action Results
• How will you check the
effects?
• When will be check and
Who?
• Results, compare to
predicted
• Date of actual follow-
up
TO: ________BY: _______Date:______
Description: The A3 Process helps people engage in collaborative, in-depth problem-solving. It drives problem-solvers to address the root causes of problems which surface in day-to-day work routines. The A3 Process can be used for almost any situation.
2 hours
Audience: All associates work on process improvement, new products implementation, etc.
Page 29
Description:In this intensive, hands-on course practitioners will learn the three JIT principles of one piece flow, Take time and pull system; design manufacturing process with built in go/no go gages and mistake proof devices (poka yoke); to assure quality is built into the design and production process.
1 day
Audience:Appropriate for all levels. For any associate who may be involved in any aspect of process improvement.
Production Preparation Process
Page 30
Kaizen Facilitator
Description:Participants learn how to facilitate continuous improvement workshops. The training provides a basis for facilitator certification which includes participating in, and leading, several workshops in the presence of a master facilitator.
2 days
Audience:For associates who are leaders and who are regularly involved with continuous improvement and problem solving. Also for Lean Six Sigma Black Belts.
Page 31
Business Strategy
• Business Strategy• Employee Engagement• Organization Health Diagnosis• Hoshin Kanri
Description:
4 hours
Audience:Middle or senior level management
Page 32
Description:6S is a process and method for creating and maintaining an organized, clean, and high performance workplace - Sort, Set in Order, Shine, Standardize, Sustain, and Safety. 6S is a keystone Lean tool around which many others are built.
4 hours
Audience:Appropriate for all levels. For any associate who may be involved in any aspect of process improvement.
6S
Page 33
Time to re-invent
This 2 hr presentation will review business and personal re-invent strategy and case studies.
2 hr
Audience:All level employees
Page 34
Progress in recent two years
• Trained people to pursue ASQ Green Belt certificate. • Delivered customized Lean/Six Sigma training to nearly 400 middle and senior level managers for several global manufacturing companies. • Conducted “Lean/Six Sigma application on Quality Improvement” training for MBA students in Business Schools.• Presented in meetings organized by ASQ New Haven Section on different Lean/Six Sigma subjects. • Trained about 50 small business owners on Customized Lean/Six Sigma program. • Launched Green belt training at Hubbell Incorporated. • Implemented Lean/Six Sigma at Stanley Works, Hubbell, Serta Simmons, etc.
Page 35
Thanks
and
Questions?
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