A sample of slides from our Quality Clinic training, which teaches the foundational elements of Lean Six Sigma DMAIC, with a dash of A3 and Constraints Management.
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Transcript
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1. To introduce the foundational concepts of
Lean Six Sigma - Plus
2. To change the way you perceive the work around you,
as well the opportunities for improvement
3. To introduce specific tools that are used to analyze
and address common business problems
4. Provide a step-by-step guide for problem-solving
5. To help you solve problems more effectively
Objectives
Quality Clinic
The goal: Inform, equip and empower
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Your customers.
Customers
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Who sets the standards for your performance?
• Business exists to meet the needs of the customer.
• We exist because they do.
• Fail to meet their needs and they will go elsewhere
Quality matters because your customers matter
The decision has been made
At a high level, Lean Six Sigma is the decision that you’re going to judge or measure your performance, and compare it to something meaningful, objective and far-reaching.
Then comes the question – what to compare to?
At this point, you realize that: • Your customers define your existence. • They define what Quality means. • Your Quality should vary as little as possible in their eyes,
and objectively; and • You should measure Quality the same way they do.
And so ultimately, Lean Six Sigma is the decision to define and measure Quality the same ways your customers do.
Lean Six Sigma, therefore, is not just a methodology, or a toolset, or a statistical measure … it is a decision.
The Decision
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The marriage of two complementary improvement methods:
Quality process = quality product
1. Lean • Reduces waste
• Increases value-added nature of the work
• Improves flow / pull
• Visual tools
2. Six Sigma • Reduces variation / defects
• Strives for perfection
• Statistical / analytical tools
• Builds quality / value into the process
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Where it came from
VARIATION
DEFECTS
WASTE
Waste is any type of work that adds no value to a product or service. (non-value-added, or NVA)
How can you tell if something you’re doing is “NVA?”
Ask yourself these 2 questions:
What do you mean, “waste?”
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1. Would your customer be willing to pay for you to do it?
If either answer is “no,” this might be considered non-value-added work, or waste
2. Does the work change the product or material in a way your customer would find valuable?
Waste is the flip-side of value
Variation
• The way work is done tends to vary (person-to-person, day-to-day, etc.).
• This leads to variation in outcomes and Quality. (“Results may vary.”)
• To minimize defects, waste and errors, variation must be controlled.
• The goal of Lean Six Sigma is to reduce variation so that performance always meets customers’ requirements.
Variation is what we notice
Variation
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Where do defects come from?
Sigma (s) = Greek letter
used to represent variation
in set of numbers
• Goal: Minimal variation, consistent results
• Always meeting customer CTQ’s
• Low defect rate (3.4 DPMO)
• High Sigma level –-Process compared to customer specs
• High satisfaction
Goal
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Lean Six Sigma goes way beyond the average
DPMO σ
690,000 1
308,000 2
66,800 3
6,210 4
230 5
3.4 6
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OSSS LSS Green Belt v9.0 - Introduction
the business opportunity. What is the customer’s expectation of the process? What is the process that needs to be examined?
DMAIC starts and ends with the customer
Define
Measure
Analyze
Improve
Control
DMAIC
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the process current state. What are the key metrics for this process?
the data to determine root causes. How is this process currently performing? When, where, and why do defects occur?
the process by reducing variation and eliminating waste. What are the root causes? How can we fix the process?
and sustain the improvements. Are the customer needs met? How can we keep the process fixed?
Project Charter Define
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Random, non-repeatable = no process at all
How do you see your work?
• As a random series of events that you respond to as quickly as you can?
• As keeping your boss happy? • As making it up as you go? • Out of control? • Undefined? • Checking tasks off of a list?
Work is a Process
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• Process: A series of ordered steps designed to accomplish a specific goal or purpose
Lean Six Sigma focuses on the process
All work is – or should be – a process
Step A Start Finish Step B Step C Step D
Work is a Process
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Measure
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1. Continuous – Can be infinitely divided into smaller and smaller parts
– Time – Year/month/day/hour/minute/second/etc.
– Temperature – A matter of degrees
– (Tape) Measurement – Kilo/deci/centi/milli/etc.
2. Discrete – Cannot be broken down; refers to characteristics or qualities
– True/False
– Good/Bad
– Pass/Fail
– Early/On-Time/Late
Data Collection Plan – What type of data?
Y = f(x) Analyze
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The output of a process is a function of the inputs