Overview of
Lean Six Sigma Simplified
Jay Arthur (888) 468-1537
[email protected] © 2006 Jay Arthur (888) 468-1537
Overview
SIX SIGMA - Eliminate Defects Focus Improve Sustain Honor
LEAN - Eliminate Delay and Waste
Non-value added Types of Waste The Five S’s Pull Systems
[email protected] © 2006 Jay Arthur (888) 468-1537
Jargon Map
PDCA • Plan
DMAIC • Define • Measure
FISH • Focus
• Check • Act
• Control • Sustain • Honor
• Do • Analyze • Improve
• Improve
TQM Six Sigma Six Sigma Simplified
[email protected] © 2006 Jay Arthur (888) 468-1537
Focus (Define and Measure) Focus your efforts in ways that achieve breakthrough improvements in speed, quality and cost.
Tools Voice of the Customer Matrix – to
summarize what the customer wants in their own words.
Balanced Scorecard or Tree Diagram that links and aligns key measures to improvement efforts.
[email protected] © 2006 Jay Arthur (888) 468-1537
Improve (Analyze and Improve) Use data to identify and eliminate root causes of problems involving time, defects and cost. 4% of your business causes 50% of the waste and rework. (the 80/20 rule squared).
Tools Line Graph – Show errors and defects over
time. Pareto Chart – Look at errors by various
categories to identify the 20% of errors that cause 80% of the delay, defects and cost.
Ishikawa or Fishbone Diagram – Systematically analyze the root causes of problems. Ask why? Why? Why?
[email protected] © 2006 Jay Arthur (888) 468-1537
Sustain (Control) Use the tools of Statistical Process Control (SPC) to evaluate the ability of any business process to predictably and consistently meet customer requirements.
Tools Control Charts – Analyze your data to
determine process stability. Is your process consistent and predictable? Identify and research unstable points and conditions.
Histograms– Determine the distribution of measurable data and the capability of your process to meet customer requirements.
Flowcharts – Show the improved process including all activities, decisions and measurement points.
XBar Chart Title
UCL=0.819
CL=0.716
LCL=0.613
0.61
0.66
0.71
0.76
0.81
0.86
6/8
8am
10am
12pm 2pm
6/9
8am
10am
12pm 2pm
6/10
8am
10am
12pm 2pm
6/11
8am
10am
12pm 2pm
6/12
8am
10am
12pm 2pm
6/15
8am
10am
12pm 2pm
6/16
8am
Date/Time/Period/Number
Num
ber
XAverage
UCL
A
B
Average
B
A
LCL
Histogram
0
5
10
15
20
25
-24 to -18 -18 to -12 -12 to -6 -6 to 0 0 to 6 6 to 12 12 to 18 18 to 24 24 to 30
Values
Nu
mb
er
n= 4 8LSL= - 2 4
USL= 2 4
Cp( sigm a) = 1 .0
Cpk( sigm a) = 1 .0
Cp( Rd2 ) = 1 .2
Cpk( Rd2 ) = 1 .2
Pp= 1 .0
Ppk= 1 .0
Sigm a= 8 .0
Mean= 0
Median= 0
[email protected] © 2006 Jay Arthur (888) 468-1537
Design for Six Sigma (DFSS) To design products and services to be delivered, from the start, with Six Sigma Quality.
Tools
QFD House of Quality – Translate customer needs into your product and production process.
Failure Modes and Effects Analysis (FMEA)– Identity and Prevent Disaster.
Design of Experiments (DOE) – Fine tune your production process.
[email protected] © 2006 Jay Arthur (888) 468-1537
Lean Most Six Sigma efforts are incorporating the principles of Lean Manufacturing or the Toyota Production System. Therefore Six Sigma is now called Lean Six Sigma.
Determine and Create Value – value added flow analysis Use “pull” instead of “push” systems One Piece Flow – smaller batches Eliminate Waste Using the Five S’s
Sort, Straighten, Shine, Standardize and Sustain Types of Waste Include: Over Production, Excess Inventory,
Waiting, Unnecessary Movement of Work Products and Employees, Unnecessary or Incorrect Processing and Defects
[email protected] © 2006 Jay Arthur (888) 468-1537
Lean and Six Sigma Work Together
Value
Added
Defects TYPICAL
COMPANY
SIX SIGMA
LEAD TIME
LEAN and
SIX SIGMA NVA
TIME
Delay
Non-Value Added
Value
Added
Defects
Delay Non-Value Added
Value
Added
[email protected] © 2006 Jay Arthur (888) 468-1537
Implementing Lean Six Sigma The Seven Deadly Mistakes:
Committing to widespread implementation
Focus on training and teams, not results
Wide focus, not laser focus
Training Black Belts to train everyone else
Classroom training, not JIT training
Improvement teams, not SWAT teams
Letting teams pick their own problems
[email protected] © 2006 Jay Arthur (888) 468-1537
QI Macros SPC Software
The QI Macros is a series of Microsoft ® Excel add-ins and templates. It has three parts:
20 Macros to Create Charts – Just select your data and then select the chart from the QI Macros pull down menu on your Excel toolbar. Charts include pareto, scatter and control charts, histograms and box and whisker charts.
60 + Fill In the Blank Templates – In addition to templates for most of the above charts, there are templates to help you document your improvement stories including Voice of the Customer, Balanced Scorecard, Flowcharts, Ishikawa/ fishbone diagrams and much more.
Anova and Analysis Tools – An easy to use front end into Excel’s data analysis toolpak.
[email protected] © 2006 Jay Arthur (888) 468-1537
Free Resources and Contact Info
Jay Arthur KnowWare® International 2696 S. Colorado Blvd., Suite 555Denver, CO 80222 (888) 468-1537 [email protected] www.qimacros.com
30 Day Eval Copy of the QI Macros: www.qimacros.com/trial/30-day/ Six Sigma Quick Reference Card: qimacros.com/JobAid.pdf Lean Quick Reference Card - qimacros.com/pdf/leanaid.pdf SPC Quick Reference Card - qimacros.com/sustainaid.pdf