Lean Six Sigma for Service Black Belt Course Overview

Lean Six Sigma for Service Black Belt

Course Overview

Lean Six Sigma for Service


Introductions and LSS Course Overview 2

Lean Six Sigma for ServiceImprovement Process Road Map

• Identify Problem• Complete Charter• Develop SIPOC Map• Map Business Process• Map Value Stream• Gather Voice of the

Customer & Voice of the Business

• Develop CCR’s & CBR’s• Finalize Project Focus

• Propose Critical X’s• Prioritize Critical X’s• Conduct Root Cause

Analysis on Critical X’s• Validate Critical X’s• Estimate the Impact of

Each X on Y• Quantify the Opportunity• Prioritize Root Causes

• Develop Potential Solutions• Develop Evaluation Criteria &

Select Best Solutions• Evaluate Solution for Risk• Optimize Solution• Develop ‘To-Be’ Process Map(s)

and High-Level Implementation Plan

• Develop Pilot Plan & Pilot Solution

• Develop SOP’s, Training Plan & Process Control System

• Implement Process Changes and Controls

• Monitor & Stabilize Process• Transition Project to Process

Owner• Identify Project Replication

Opportunities• Calculate Financial Benefits

• Pareto Charts• Project Selection Tools• PIP Management Process• Value Stream Map• Various Financial Analysis• Charter Form• Stakeholder Analysis• Communication Plan• SIPOC Map• High-Level Process Map• Non-Value Added Analysis• VOC and Kano Analysis• RACI and Quad Charts

• SIPOC Map• Operational Definitions• Data Collection Plan• Statistical Sampling• Measurement System Analysis

(MSA), Gage R&R• Constraint Identification• Setup Reduction• Generic Pull• Kaizen• TPM• Control Charts• Process Capability, Cp & Cpk

• Pareto Charts• C&E Matrix• C&E/Fishbone Diagrams• Brainstorming• Detailed ‘As-Is’ Process Maps• Basic Statistical Tools• SupplyChainAccelerator

Analysis• Non Value-Added Analysis• Hypothesis Testing• FMEA• Box Plots• Interaction Plots• Simple & Multiple Regression• ANOVA

• Brainstorming• Benchmarking• Process Improvement

Techniques• Line Balancing• Process Flow Improvement• Replenishment Pull• Purchasing and Sales Strategy• Poka-Yoke• FMEA• Solution Selection Matrix• ‘To-Be’ Process Maps• Piloting and Simulation

• Control Charts• Standard Operating

Procedures (SOP’s)• Training Plan• Communication Plan• Implementation Plan• Visual Process Control• Process Control Plans• Project Commissioning• Project Replication• Plan-Do-Check-Act Cycle

• Identify Key Input, Process and Output Metrics

• Develop Operational Definitions• Develop Data Collection Plan• Validate Measurement System• Collect Baseline Data• Determine Process

Performance/Capability• Validate Business Opportunity

Tools

Activities

AnalyzeAnalyze ControlControlImproveImproveMeasureMeasureDefineDefine




How Do We Learn?

Presentation 5%

Reading 10%

Audio-Visual 20%

Demonstration 30%

Discussion Group 50%

Practice with Feedback 75%

Teach Others/Immediate Use 80%

RetentionRate

Time PressuredContent FocusedSpray and Pray

Learner FocusedInteractive

Time-Consuming

TeachingTechniques Characteristics




Prework

u Each week students have specific reading and exercises that are to be completed prior to class

uCourse Textbooksn The Six Sigma Handbook by Pyzdekn Basic Statistics by Kiemele, Schmidt, and Berndine

n Understanding Variation by Wheeler

uMinitab exercises and reading




Our Learning Environment

u Prework (reading and problem solving)

u Classroom concept lecture/discussion

u Classroom application – Instructor-led

u Classroom application – Team-led

u Classroom team teach back

u Homework assignments

u Homework debrief (for end-of-day assignments)

Note: Minitab statistical software and a laptop computer are required for this course




Our Learning Environment: Exercises

u Written case studies

u Hands-on business simulations

u Minitab software problem solving

u MS Excel problem solving

u Team and individual learning opportunities

u Exams

n Formal exams held at the end of each week

n Week 4 exam is comprehensive




Our Learning Focus – “Lean Six Sigma”

u “Six Sigma”n Term originally comes from statisticsn Statistics help us measure and understand both individual data points,

averages, and variation in a process or servicen Primary focus is achieving improvements in service quality and cost

u “Lean”n Focus is eliminating non-customer value added waste in a process or

servicen Result is reducing service cycle times, improving on-time delivery

performance, and reducing cost

u “Lean Six Sigma”n Combines the speed and power of both Lean and Six Sigman “Only a fast and responsive process is capable of achieving high quality,

and only a high quality process can sustain high velocity”




Week 1 – Define and Measure

Defineu Introduction to Lean Six Sigma and DMAIC process

u Identify and/or validate customer requirements, project goal, and project scope

u Prepare team and organization for project launch

Measure

u Define critical metrics necessary to measure customer service or product performance

u Highlight potential opportunity areas by mapping the process

u Develop a methodology to effectively collect data to measure performance

u Determine baseline service or product performance




Agenda – Week 1u Introductions and Lean Six Sigma

Course Overview

u DMAIC Philosophy and Lean Six Sigma Strategy

u DMAIC Simulation – Round 1

u Introduction to Define

u Multi-Generation Project Planning

u Identifying Financial Benefits

u Validate Business Opportunity –The Project Charter

u Project Management

u Document and Analyze the Process

u Value of Cycle Time

u Transactional Cycle Time Simulation

u Defining Process Requirements

u Gate Review Process and Define Gate Review

u Introduction to Measure

u Determine What to Measure and Data Collection

u Minitab Overview

u Introduction to Process Measurement

u Teachback

u Week 1 Exam

u Next Steps




Week 2 – Measure

Measureu Learn tools for implementing “quick win” break through process

improvements

Analyzeu Learn analytical and statistical techniques for identifying the

potential root causes of a problem




Agenda – Week 2

u Expectations and Review


u Introduction to Quick Improvement

u Quick Improvement – 5S

u Quick Improvement – Work Control Systems (Generic Pull)

u Quick Improvement – Generic Pull Simulation

u Quick Improvement – Setup Reduction

u Control Charts

u Measure System Analysis (MSA)

u Process Capability

u Measure Gate Review

u Introduction to Analyze

u Basic Tools

u Cause and Effect Matrix

u FMEA

u Confidence Interval, Hypothesis Tests, and Power

u Simple Linear Regression

u Teachback

u Week 2 Exam

u Next Steps




Week 3 – Improve

Improveu Learn Lean techniques for implementing cycle time and on-time

delivery improvements in a process




Agenda – Week 3u Expectations and Review


u Multiple Regression

u ANOVA One and Two Way

u Impact of Process Complexity

u Process Complexity Case Study

u Queuing Theory

u Analyze Gate Review

u Introduction to Improve

u Solution Development

u Replenishment Pull Systems

u 2-Bin Replenishment Pull Case Study

u Process Flow Improvement Overview

u Process Constraint Identification

u Process Balancing

u Process Balancing Case Study

u Process Flow Improvement

u Value Add Time Reduction

u Process Flow Case Study

u Teachback

u Week 3 Exam

u Next Steps




Week 4 – Improve and Control

Improveu Learn statistical techniques for finding the “sweet spot” to

improve performance and optimize performance gains

Controlu Learn the importance of “mistake-proof” in a process to prevent

future defects from ever occurring

u Learn how to build a process control plan and put in place ongoing metrics to “sustain the gains” achieved by the project

u Transfer ownership of the project back to the sponsoring organization making the new process “a way of life”




Agenda – Week 4u Expectations and Review


u Strategic and Tactical Purchasing

u Sales and Operations Planning

u Introduction to DOE

u Commercial Profit DOE Simulation

u Pilot the Solution

u Risk Assessment

u Improve Gate Review

u Introduction to Control

u Process Control Chart Review

u Process Control and Implementation Plans

u Mistake Proofing

u Mistake Proofing Exercise

u Visual Process Control Tools

u Takt Board Exercise

u Control Gate Review

u Project Closeout

u Teachback

u Week 4 Final Exam

u Course Closeout

Project Presentations




Project Presentations – Overview

u Each Black Belt candidate is expected to give a short visual and oral presentation on their project each week.n At the beginning of the week, Black Belts will post their project

presentations on a prominent section of the classroom wall.n The presentation should be short, concise, and well practiced.n Each presentation will be followed by a short question-and-answer period.

u The presentations are designed to help Black Belts:n Receive critique on Lean Six Sigma problem solving methodology,n Develop their public speaking skills,n Receive critique on presentation style, andn Learn about other Black Belt projects in process.

u The presentations may be interspersed throughout the week for short changes of pace.




Project Presentations – Week 1

u For Week 1, each Black Belt should post their Project Charter on a prominent section of the classroom wall.

u Each Black Belt candidate should introduce their:n Project name and descriptionn Project goal, scope, objectives n Current and expected impact on customersn Connection to Corporate or Business Unit strategyn Anticipated financial benefitn Sponsoring organization and team members

u The time allocated for each presentation will be three minutes.




Project Presentations – Weeks 2, 3, & 4

u At the beginning of each week, Black Belts should post their Project “Storyboards” on a prominent section of the classroom wall.

u Each Storyboard should:n Show the current project status

n Support the oral presentation and “tell a story”

n Follow the DMAIC process to structure and organize the tools used

n Be readable; summarize and condense exhibits where necessary

n Use arrows, call out boxes, and balloons to highlight questions, key leanings, risks & issues, etc.

n Display data supporting findings and conclusions

u Each presentation should last a maximum of 5 minutes, followed by a 2-3-minute Q & A period.




Project “Storyboard” – Example Define

MeasureAnalyze

Sigma Performance Level of 1.3

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

ImprovePilot Plan

BUS 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 Day CCR Gap

Loan or Lease

Screen EntryColor Printouts

Rewards & Recog

Flex Time

“Officer performs both” & “Officers

changed”, eliminated as

contributors to high cycle time.

Control




Course Deliverables

u Binder containing course materials (one for each week)

u Virtual Coach software (includes all course materials, glossary,references, and exercises)

u Textbooks:

n The Six Sigma Handbook

nBasic Statistics

nUnderstanding Variation

u Continental breakfast and lunch daily, plus snacks and drinks

u Certificate stating that the participant has completed the BB Course

n A 2nd certificate is issued upon completion of two (2) black belt level projects

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The contents hereof contain proprietary trade secrets that are the private and confidential property of George Group. Unauthorized use, disclosure, or

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Lean Six Sigma for Service Black Belt Course Overview

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