Lean Six Sigma For All Sectors - pmiloc.starchapter.com · • Lean 8 Waste, VA, NVA,...
Transcript of Lean Six Sigma For All Sectors - pmiloc.starchapter.com · • Lean 8 Waste, VA, NVA,...
Charanjit Singh (CJ) BawaPMP, Black Belt & Change AgentLean Coach, QCDMS Consultants
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Lean Six Sigma For All Sectors
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IMPROVE QUALITY
INCREASE SAFETY
LOWER COSTS
REDUCE DELIVERY TIME
ENHANCE MORALE
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We support organizations to:
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1. SHOW RESPECT2. GO SEE & FIND
WASTE3. ASK WHY & ENGAGE
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Core Values of Lean Six Sigma
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DDefects
OOverproduction
WWaiting
NNon-utilized talent
TTransportation
IInventory
MMotion
EExtra processing
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Lean= Removal of 9 Wastes
Recently discovered 9th waste = Prioritization
Lean removes waste, redundancies, inefficiencies, roadblocks and bottlenecks out of your organization.
Example: A manufacturing plant reduced their product Lead time from 10 days to 30 minutes.
Six Sigma- Reduce Variation
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Six Sigma reduces variation and improves your process
capability.
Example: A medicine manufacturing company reduced variation in their
mixing process.
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Mix Ratio percentage
Histogram Before
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Mix Ratio percenage
Histogram After
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Training
Group Facilitation
Consulting
Coaching
Our Lean Six Sigma Services
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Training and coaching process
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Trainees work on company’s actual
processes & identify
opportunities
Handson practical Games to
engage trainees
Focused questions & group
discussions
Lego tactile exercises
Coaching your team on
company’s processes
Training throughmedia and
actual case studies
QCD
MS
Water Leak
Water Leak
Case Study 3 Your Problem
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1. Organization’s
Culture &
Leadership Skills
4. Process Improvement
3. Problem Solving
2. Daily Management
towards a Purpose
Lean Philosophy, Principles &
Tools
WHITE BELT YELLOW BELT GREEN BELT (5 Days)
COMPETENT
Process Improvements
PROFICIENT
Process Improvements + Problem Solving
EXPERT
Can Embed culture of Lean Six Sigma and coach teams on Process Improvement &
Problem Solving
½ to 1 Day 2 Days +3 Days for Yellow
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Lean Six Sigma Certifications
BENEFITS- Improved quality & efficiency, on-time delivery, reduced safety incidents,
enhanced customer and employee morale = INCREASED PROFITABILITY $$
PROCESS IMPROVEMENTS
PROCESS IMPROVEMENTS
COMPLEX PROBLEM SOLVERS +
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Lean Yellow Belt (2Days)
COMPLEX PROBLEM SOLVERS
PROCESS IMPROVEMENTS +
TRAINEES MUST ATTEND THESE 2 DAYS OF YELLOW BELT TRAINING BEFORE REGISTERING FOR GREEN BELT
Goal- Trainees will be able to improve their processes with the help of Lean Event
methodology and Six Sigma- DMAIC or Toyota- A3 Problem Solving thinking.
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Yellow Belt overview
TRAINEES MUST ATTEND THESE 2 DAYS OF YELLOW BELT TRAINING BEFORE REGISTERING FOR GREEN BELT
Goals and Objective
Goal- Train staff to improve their processes with the help of Lean Event methodology and Six Sigma- DMAIC or Toyota- A3 Problem Solving thinking.Duration- 2 DaysCourse Pre-work – Trainees bring a small to medium size Process and Problem to the trainingTraining overview-• Lego Simulation (Round 1 and 2)• Introduction to Lean • Lean Management and Philosophies• Basic Statistics (Measure of Central Tendency)• Lean or Kaizen Event Methodology applied on Trainee’s Processes 7 QC Tools Six Sigma (Define – Measure- Analyze- Improve- Control) or Toyota & Honda (A3
Thinking) Problem Solving applied on Trainees problems
Yellow Belt 1st day
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1st half day (before lunch) 2nd half day (after lunch)
Introduction to Lean
• History of Lean
• KPIs and 3 P’s of Lean (Purpose, People and Process)
• Show Respect, Go See and Ask Why
• Simulation (Round 1)
About Lean
• Lean 8 Waste, VA, NVA, Inefficiencies, Muda, Mura Muri
• Two Lean 8 Waste Exercises.
1. Trainees watch video and finds 8 Waste and
2.Trainees list all the 8 waste that they see in work)
• Lean philosophy and principles
5 Principles of Lean
House of Toyota
JUST IN TIME- Lead Time, Takt Time, Cycle Time, FIFO, 1 Piece Flow,
Push Vs. Pull, Work Cell, Load Balancing and Level Scheduling
STANDARDIZATION- Visual Management, 5 S, Point of Use and Skills
Development
JIDOKA- Quality Control Vs. Quality Assurance Poka Yoke and Andon
• Process Mapping Tools - SIPOC, Swim Lane, Process Walk Template and
Value Stream Map
• Applying Lean Philosophies and Principles in Simulation (Round 2)
• Measures of Central Tendency – Min, Max, Range, Mean, Median, Mode and
80th Percentile
• Toyota’s 14 Management Principles
Lean or Kaizen Event Methodology
Background and basics of process improvement
Share one case study from Service sector
Trainees bring their processes and apply lessons
learned into their own processes
Teach Lean Event methodology (6 step process)-
1. Choose a process- Team Charter (Voice of
Customer, Objective, Milestones, Team formation and
more)
2. Data collection, Process Walks and creating Current
State Value Stream Map,
3. Lean or Kaizen events (1 to 3 days)
Review Charter and Objectives or KPIs,
Agree on Current State Map,
Finding Inefficiencies,
Clustering Inefficiencies & finding top priority
Themes,
Root Cause Analysis,
Creating Action Plan,
Work Breakdown Structure,
Drawing Future State Map,
Target Setting,
Report Out to Senior Leadership
TRAINEES MUST ATTEND THESE 2 DAYS OF YELLOW BELT TRAINING BEFORE REGISTERING FOR GREEN BELT
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2nd half day (before lunch) 2nd half day (after lunch)
Lean or Kaizen Event Methodology
4. Complete Action Items
5. Regular update meetings and monitor action
plan and KPIs
6. Check benefits, Control and Close out Project
• Share Lean Event report out template
7 QC Tools
Histogram, Scatter Diagram, Fishbone, Bar
Chart / Run Chart / Control , Pareto Analysis,
Check Sheet, Process Mapping
A3 Problem Solving methodology
Provide Introduction to Root Cause Analysis
Simple Root Cause Analysis by using simple tools like “5Why” and “5W 2H”
Share Honda’s , 11 steps “A3 Problem Solving” methodology for complex
problems
Share case study from Service sector
Trainees bring their problem and apply Problem solving in their own setting
Compare Honda’s A3 Problem solving with Six Sigma D-M-A-I-C approach
and Ford 8D
DEFINE – Team Charter that includes Problem Statement
(Specification or Target Vs. Actual), Team Formation, Project Charter
and Background of the problem
MEASURE - Understanding the Current state, Data Collection and
Temporary Solution
ANALYZE – Root Cause Analysis, Fishbone Diagram, Finding
probable root causes and Testing or Trials to find the right root cause
IMPROVE- Solutions, SMART Action Plan with WBS
CONTROL – Monitor, Check Effectiveness , Statistical Process
Control, Sustainment and Standardization
Share Problem Solving report out template
Yellow Belt 2nd day
TRAINEES MUST ATTEND THESE 2 DAYS OF YELLOW BELT TRAINING BEFORE REGISTERING FOR GREEN BELT
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Lean Green Belt (+3 Days)1. Organization’s
Culture &
Leadership Skills
4. Process Improvement
3. Problem Solving
2. Daily Management
towards a Purpose
Lean Philosophy, Principles &
Tools
Goal - Trainees will be able to embed Lean culture in their respective organization,
create a robust Communication Structure and will be able to coach staff on daily
problem solving and process improvements. They will also be able to lead complex
problem solving and large Lean or Kaizen events.
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Goals and Objective Goal - Trainees will be able to embed Lean culture in the organization , create a robust Communication Structure and will be able to coach staff daily on leading complex problem solving and large Lean or Kaizen events.Duration- 2 Days Yellow + 3 days Course Pre-work – Complete pre-work, choose a complex problem or a large process.Training overview-Lean Six Sigma Yellow Belt +• 3 Complex Lego Simulations • Creating a culture where people feel valued• Hoshin Kanri or Strategic Alignment• Daily Management towards a Purpose• Embedding culture of Lean Six Sigma and how to engage staff• Other Green Belt skills• Theory of Constraint• Measure of Dispersion• Define Stage • Data, type and Measure Stage • Analyze Stage• Complex Lean Tools and Improve Stage• Control Stage• Report Out presentation template and share Lean Six Sigma Tools library• Benefit calculation for Lean Six Sigma projects and benefits across organization
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Green Belt overview
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Day 3 (Lego Simulation 1)
Organization Culture
• SWOT Analysis
• Culture and Continuous Improvement
• Recipes of a Great Culture
Hoshin Kanri or Strategic Alignment
• Overview of 9 Steps of Strategy Deployment to align organizational purpose to daily work
Daily Management
• Huddle Meetings and Boards around Business and Process Key Performance Indicators
• Leader Standard Work
Embedding culture of Lean Six Sigma
• Embedding Lean Six Sigma GANTT Chart for complete organization
• Roles and responsibilities of Lean Six Sigma Belts
• Lean Planning Sheet for a department
• Project Selection, Prioritization and Impact Effort Analysis
• How staff are engaged in Lean Six Sigma organizations
Six Sigma & Statistics Basic
• Measure of Dispersion, Histogram, Normal Distribution, Variance, Standard Deviation, Process Capability (CP and Cpk),
• Six Sigma, Sigma levels, DPU, DPM, DPO and DPMO
• Types of Variation (Common or Special)
Green Belt Day 3 Agenda
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Day 4 (Lego Simulation 2)
Green Belt Skills
• Project management basics
• Change management basics
• Management tools and types
• Group facilitation skills and types
• Lean Leadership Attributes
Define stage
• Complex Project Charter and GANTT Chart
• Voice of Customer- Kano Model
• Critical to Quality , Cost and Delivery
• Customer Surveys and Types
• Benchmarking
Data
• Type of data and sampling
• Time and Motion Study
• Capacity Study
Measure stage
• Data collection plan
• y=f(x), y= Output, x=Inputs and SIPOC
• Finding sources of variation in SIPOC,
• Create Complex Value Stream Map by hand
• Measurement Systems Analysis and Gauge R&R
Analyze stage
• Analyze Complex data, Large data base analysis in Microsoft Excel (Reports and Pivots)
• Create a detailed Fish Bone Diagram by using x’s from y=f(x), Process Walks and Team Brainstorming
• Creating detailed Test Plans to Analyze all available probable root causes
Green Belt Day 4 Agenda
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Day 5 (Lego Simulation 3)
Complex Lean Tools and Philosophies
• SMED or Quick Change Over
• Kan Ban, Heijunka
• Overall Equipment Effectiveness
• TPM
• Layout Improvement
• JUST IN TIME Exercise
Improve stage
• SMART Action Plan and WBS
• FMEA (Failure Mode Effects and Analysis)
• Mistake Proofing
Control Stage
• Control Plan
• Statistical Process Control and Control Charts
• Standardization - Standard Operating Procedures
• Visual Management- Monitoring graphs and Kan Ban Boards
• Skills Development Plan
Report Out and Close Out
• Benefits-Financial, Tangible and Non tangible
• Report Out Templates for a Problem and Process
• Share Lean Six Sigma tools folder
Green Belt Day 5 Agenda
Our trainees came from:
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MANUFACTURING SERVICE
PUBLIC SERVICE HEALTHCARE
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Pictures from our events
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Open Training Coaching on Lean Event Public speaking
Organizational Training Coaching at client side Group FacilitationPublic Service
Public Service
Team Building- Service
OACETT chapter dinner PMI Open Lean Six Sigma
Yellow Belt Training
1 piece flow - Manufacturing
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About CJ (Lean Six Sigma Coach)
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• Passionate, Results-Driven Professional and Public Speaker
• PMP, Black Belt, Change Agent and Mechanical Engineer• 24 Years of Lean six sigma , Change Management &
project management experience • Trained 6300 professionals, coached more than 160
Improvement project teams , from 50 organizations, across all sectors
• Coached 50 leadership teams• Industries served – Automotive (OEM- Daewoo &
Honda), Auto Parts Manufacturing, Service, Healthcare & Public service
• He can be contacted at [email protected] or call him at 416 571 8770
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