This Thing Called Lean Six Sigma November 17, 2006

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This Thing Called Lean Six SigmaNovember 17, 2006
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Some World is Flat QuotesThomas Friedman and
Michael Hammer

• There are two ways to flatten the worlduse your
  imagination to bring everyone up or to bring
  everyone down, to the same level
• There is one thingthat can never be
  commoditized-and that is imagination
• One thing tells me that an organization is in
  trouble is when they tell me how good they were
  in the past (Hammer)

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Small Steps and Continuous Improvement

• The hallmark of a truly successful organization
  is its willingness to abandon what made it
  successful and to start fresh (Hammer)
• Change for Children and Six Sigma
• Empowering innovation
• Routine vs. Process

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Process Improvement This is just like déjà vu all
over again.--Yogi Berra
The People At Toyota, we get brilliant results
from average people managing a brilliant process,
others get average results from brilliant people
managing broken processes. - Toyota

• Lean Improves Efficiency
• Six Sigma Improves Effectiveness
• Victory has a thousand fathers, but defeat is an
  orphan.--John F. Kennedy

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Why is Six Sigma accuracy important?

• Because at 99 accuracy (4 Sigma)
• Two short or long landings at major airports
  each day
• 5,000 incorrect surgical procedures every week
• 20,000 lost articles of mail per hour
• No electricity for almost 7 hours each month
• At least 200,000 wrong drug prescriptions
  each year
• 50 dropped newborn babies each day

Source American Society for Quality
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Lean Six Sigma Two Complementary Approaches

• Six Sigma
• Emphasizes need to recognize opportunities and
  eliminate defects
• Recognizes that variation hinders ability to
  reliably deliver high-quality services
• Requires data-driven decisions and incorporates
  a comprehensive set of standard tools for
  effective problem solving
• Provides a highly prescriptive cultural
  infrastructure effective in obtaining sustainable
  results (continuous improvement through an
  empowered workforce)

• Lean
• Focuses on maximizing process velocity
• Provides tools for analyzing process flow and
  delay times at each activity in process
• Removes non-value added steps in process
• Provides a means for quantifying and eliminating
  the cost of complexity

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Lean Six Sigma
Teamwork
Customers
Processes
Speed (Velocity) Quality (Key Attributes)
Process Flow (Define the Steps) Variation
Defects (Eliminate Opportunities)
Data and Facts
1. Customers are important2. Speed, Agility,
Quality and low cost are linked3. Eliminate
variation and defects, focus on process flow to
deliver quality, speed and low cost4. Data is
critical to making sound technical decisions5.
People have to work together to make improvements
that customers will notice
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D-M-A-I-C - Toolbox
DEFINE
Measure
Analyze
Improve
Control
1. Project Selection Tools 2. Value Stream
Map 3. Financial Analysis 4. Project Charter 5.
Stakeholder Analysis 6. Communication Plan 7.
SIPOC Map 8. High Level Process Map 9. Non-Value
Added Analysis 10. VOC Kano Analysis 11.
QFD 12. RACI Quad Charts 13. Multi-Generational
Plan
1. Operational Definitions 2. Data Collection
Plan 3. Pareto Chart 4. Histogram 5. Box Plot 6.
Statistical Sampling 7. Measurement System
Analysis 8. Control Charts 9. Process Cycle
Efficiency 10. Process Sizing 11. Process
Capability
1. Pareto Charts 2. Fishbone Diagrams 3. CE
matrix 4. Brainstorming 5. Detailed As-Is
process maps 6. Basic statistical tools 7.
Constraint identification 8. Time Trap
analysis 9. Non-Value Added analysis 10.
Hypothesis testing 11. Confidence intervals 12.
FMEA 13. Regression Analysis 14. ANOVA 15.
Queuing Theory 16. Analytical Batch Sizing
1. Brainstorming 2. Benchmarking 3. TPM 4. 5S 5.
Line Balancing 6. Process Flow Improvement 7.
Replenishment Pull 8. Sales operations
planning 9. Set up reduction 10. Poka-Yoke 11.
FMEA 12. Hypothesis Testing 13. Solution
Selection Matrix 14. To Be Process maps 15.
Piloting and simulation
1. Control Charts 2. SOPs 3. Training Plan 4.
Communication Plan 5. Implementation Plan 6.
Visual Process Control 7. Mistake-proofing 8.
Process Control Plans 9. Project
Commissioning 10. Project Replication 11.
Plan-Do-Check-Act Cycle
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Questions

• Getting Started 10 step roadmap
• http//www.eits.uga.edu
• IT Planning and Decision Support
• About Process Improvement Teams
• Six Sigma 10 Steps
• Contact Info Greg Topp, Director,
• IT Planning and Decision Support
• University of Georgia
• Phone [phone]
• Email gtopp_at_uga.edu