LSSG Green Belt Training

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LSSG Green Belt Training
Improve How do we get there?
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DMAIC Six Sigma - Improve

• Develop Potential Solutions
• Identify potential solutions through data
  analysis, brainstorming, benchmarking
• Create Future State
• Develop and implement future state process map
  and/or innovative solutions for the project
• Evaluate and Mitigate Risk
• Analyze the impact of the solution and error
  proof the process

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Agenda for Improve

• Optimize Solutions (6 Sigma)
• Kaizen Events (Lean)
• - Develop and Simulate Future State
• Mistake-Proof New Process/Risk Management
• Develop / Implement Pilot Plan
• Service Recovery

What is the Wizard doing?
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Six Sigma Improve Activities

• Identify available relationships
• Determine interactions
• Reduce list of Xs to a critical few
• Determine optimum settings for Xs
• Tools Multivariate Analysis, DOE,
  RSM/Optimization, and Simulation
• Implement improvement
• Verify benefits
• Verify measuring system

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Lean Improve Activities

• Plan for and conduct a week long Kaizen event
• Learn by doing, and doing it again
• Repeat Kaizens for key processes

Each new improvement reveals new
problems! Freddy Ballé
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Kaizen Events

• The Improve process for Lean, where obvious
  waste has been identified
• A team-based, 3-5 day event with no down time
• Cross-functional teams meet full-time (100 of
  their time!) to solve a specific problem with
  pre-specified scope, metrics and goals
• Results presented to management at the end of the
  week, with project completion in 30 days
• Assumption is made that the team will have all
  the support and resources needed from management

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Kaizen Events

• Meet within 100 feet and walk the process to
  identify opportunities that are not working right
  and do not require detailed data to justify
  change
• Count the number of steps within and between
  tasks estimate task and handoff times add
  improvement opportunities to Value Stream Map
• Share peak experiences (Appreciative Inquiry)
• Develop hypothesis and test immediately to see if
  it works
• Make quick and not so elegant changes
• Expect the unexpected!

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Kaizen Event Team

• The team should include the following
• 6-8 people
• People who work in the process and will have to
  live with the changes and at least one supervisor
  from this area
• Representatives from upstream and downstream
  processes
• Support personnel (IT, HR, etc.)
• One neutral observer
• Plus a neutral facilitator

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Kaizen Event - Day 1

• Travel - am
• Lean Classroom Training - pm
• All participants required to attend half-day Lean
  training (Intro, waste, VSM, takt time, etc.)
• Review plan for the week
• Clarify charter and scope special needs
  available data
• Clarify roles/form sub-teams
• Distribute materials/post white paper on walls

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Kaizen Event - Day 2

• Current State Mapping - am
• Sub-teams create current process map using large
  yellow post-its
• Label with key data identify missing data
• Identify major opportunities for improvement
• Adjust project scope if required
• Interview Employees/ Collect Data - pm
• Sub-teams time a sample of existing sub-processes
  (with stop-watches)
• Key personnel interviewed for knowledge of
  problems, suggestions for improvement, and
  reasons why sample data collection may not be
  normal
• May be preceded by a tour of the entire process

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Kaizen Event - Day 3

• Complete Current State - am
• Report-outs of key learnings
• Addition of collected data
• Identify key opportunities
• Experiments to test viability
• Management progress review

• Create Future State - pm
• Perform experiments
• brainstorm improvement opportunities and
  potential benefits
• Create high level future state (desired state)

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Kaizen Event - Day 4

• Complete Future State Map - am
• Include full value stream linked to customer
• Return to plant to test proposed final
  recommended changes
• Fine tune improvements
• Create high-level documentation of new standard
  procedures
• Create presentation - pm

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Kaizen Event - Day 5

• Practice Presentation - am
• Noon - Lunch
• Presentation to management
• Debrief Discuss obstacles to success
• Next Steps/Responsibilities/Kaizen Newspaper
• Create new standard procedures
• Write report /Send to stakeholders
• Celebrate!!!

Goal_________
Date__________ Implementation Team______________
Action steps to achieve goal Responsibility Due Date Date Completed Complete


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Poka-Yokes Product and Service Failsafing

• Keeping a mistake from becoming a defect
• Prevention
• Determine potential problems
• Develop fault-proof designs
• Create prevention plans
• A proactive approach
• Detection
• Develop signaling system/identification
• Plan for quick response at operator level
• Do root cause analysis use 5 Whys
• Eliminate special causes
• An extension of FMEA

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Prevention vs. Detection
New
Order
Order
Call Center
Prevention
Detection
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Process for Mistake Proofing
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Service Recovery

• A real-time response to a service failure
• Involves training front-line workers to
  immediately respond to customer problems
• Involves identification of potential incidents
  and determination of optimum response

Process Improvement can take too long. What do we
do in the meantime?
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Service Recovery - How it Works

• Empowerment can only take place when every
  associate can personally assure customer
  satisfaction every time!
• Gary K. Johnson