LSSG Black Belt Training

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LSSG Black Belt Training
Introduction to Lean Six Sigma
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Who is Responsible for LSS?
Defining Roles and Responsibilities
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Demings 14 PointsW. Edwards Deming (1900-1993)

• Create constancy of purpose for improvement
• Adopt a new philosophy
• Cease dependence on mass inspection
• Do not award business on price alone
• Work continually on the system of production and
  service
• Institute modern methods of training
• Institute modern methods of supervision of
  workers
• Drive out fear
• Break down barriers between departments
• Eliminate slogans, exhortations, targets for the
  work force
• Eliminate numerical quotas
• Remove barriers preventing pride of workmanship
• Institute a vigorous program of education and
  retraining
• Take action to accomplish the transformation

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What is Quality?

• Meeting Our Customers Requirements
• Doing Things Right the First Time Freedom from
  Failure (Defects)
• Consistency (Reduction in Variation)
• Continuous Improvement
• Quality in Everything We Do

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What is Six Sigma?
Proactive Management
Comprehensive Management Philosophy
Empowerment and Quality at the Source

• Structured Methodology (DMAIC)

Six Sigma
Genuine Focus on the Customer
Goal of 3.4 defects per million opportunities
(DPMO)
Culture for Quality and Change
Analytics Driven Management
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What is Six Sigma?

• Comprehensive Management Philosophy
• Proactive Management
• Empowerment and Quality at the Source
• Genuine Focus on the Customer
• Culture for Quality and Change
• Structured Methodology (DMAIC)
• Goal of 3.4 defects per million opportunities
  (DPMO)
• Analytics Driven Management

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Sigma (s) vs Sigma Level

• ? Standard Deviation
• a measure of variation around the average
• Sigma Level 1/2 the number of standard
  deviations (?) that will fit between the
  specification limits when the process is centered

Customer Specifications
ssssssss
8/2 4 ?
12/2 6 ?
Sigma level is also a measure of the number of
defects per opportunity produced by a process.
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The Voices of Six Sigma

• Voice of the Customer
• The most important voice
• Customer requirements/ specs/tolerances/satisfacti
  on
• Voice of the Employee
• Employee satisfaction
• Employee Empowerment/Self Measurement
• Voice of the Process/Voice of the Data
• Determine if process is predictable and capable
• Elimination of blame/fear

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Six Sigma Improvement Methods
Six Sigma accommodates both Improvement and
Reengineering
Define
Measure
DMADV
DMAIC
Analyze
Reengineering
Continuous Improvement
Design
Improve
Validate
Control
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Six Sigma Improvement - Role of Tollgates

• Ensure Sequence
• Obtain formal approval to move to the next DMAIC
  phase
• Prevent team from skipping steps
• Enable Communication
• Provide management with project updates at each
  level
• Allow Charter Updates
• Make modifications to project scope

Define
Measure
Analyze
Design
Improve
Verify
Control
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DMAIC Six Sigma - Define

• Objectives
• Identify Customers
• Complete Charter
• Understand Process

Tools Charter, VOC, VSM, CTQ SIPOC, Scorecards
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DMAIC Six Sigma - Measure

• Objectives
• Identify Inputs and Outputs
• Measure Process Capability
• Revise Charter

Tools Brainstorming, MSA, Walkthrough, CE, 5S,
KPOV, KPIVs, RTY, Benchmarking
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DMAIC Six Sigma - Analyze
Where are the key leverage points for driving
breakthrough performance?

• Objectives
• Determine Variation Sources
• Prioritize Key Outputs and Inputs
• Revise Project Benefits

Tools Fishbone Diagram, Pareto Chart, Process
Capability, Control Charts, Layout and Process
Flow Analysis FMEA, Statistical Analyses
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DMAIC Six Sigma - Improve
How do we get there?

• Objectives
• Develop Potential Solutions
• Develop Future State
• Evaluate and Mitigate Risk

Tools Kaizen Event, Contingency Planning, Pilot,
DOE, Optimization.
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DMAIC Six Sigma - Control

• Objectives
• Implement Controls
• Standardize
• Evaluate Benefit

Tools Standardization, Training, Visual Aids,
Mistake Proofing, Documenting Benefits
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DMAIC Six Sigma - Design
How do we create and implement a new process that
will delight the customer and provide outstanding
business results?

• Objectives
• Design Product/Process
• Evaluate Product/Process Structure
• Evaluate Risk/Benefit

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DMAIC Six Sigma - Verify
How do we determine if the new process is
successful?

• Objectives
• Beta test
• Plan Implementation
• Implement Solution

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What is Lean?
Continuous Flow
Lean

• Customer Pull

LEAN - Like water running downstream - more speed
with less effort!
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The Four Rules of the Toyota Production System
(TPS)

• All work shall be highly specified
• Direct customer-supplier connection
• Visual Management
• Use scientific method for improvement

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7 Sources of Waste
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The 5S Philosophy
Seiri (Sort)
Seiton (Straighten)
Seiso (Shine)
Shitsuke (Sustain)
Seiketsu (Standardize)

• Get rid of clutter
• Separate out what is needed for the operations
• Red tag unneeded items
• Discard unnecessary materials
• When in doubt, throw it out.

• Organize work area
• Draw current state map identify WIP
• Make it visible and self explanatory -
  simplify
• Label areas
• Map new locations for tools, materials, and
  documents
• A place for everything, and everything in its
  place.

• Clean the work area daily
• Make it shine
• Sweep the workspace
• Remove dust, dirt, spills, and trash
• Establish procedures
• The best cleaning is not to need any cleaning

• Implement best practices
• Empower employees to determine standards
• Create checklists and schedules to be followed
• Publish new locations and procedures
• Make the workplace talk to us

• Achieve self discipline
• Define new status
• Train all staff on new procedures
• Monitor performance
• Promote self-discipline on cleanliness and
  organization
• Celebrate
• The less self-discipline you need, the better

• Prerequisite for Lean
• Simplifies the workspace
• Eliminates non-value activity

• Quick Results Enhances Buy In
• Fast Standardization of work process

Benefits of the 5S Philosophy
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The Lean Six Sigma Approach
Define Scope / Opportunity
Current State ? Future State ? Gap
Process cleanup 5S and other Lean Tools
Yes
No
Known Solution
6 Sigma Project
Lean Project
Yes
New Design?
DMADV
No
DMAIC
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Successful Transformation Requires Balance!