LSSG Black Belt Training

1. Intro to LSS 1 LSSG Black Belt Training

2. Intro to LSS 2 Who is Responsible for LSS?

3. Intro to LSS 3 Deming�s 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

4. Intro to LSS 4 What is Quality? Meeting Our Customer�s Requirements Doing Things Right the First Time; Freedom from Failure (Defects) Consistency (Reduction in Variation) Continuous Improvement Quality in Everything We Do

5. Intro to LSS 5 What is Six Sigma?

6. Intro to LSS 6 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

7. Intro to LSS 7 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

8. Intro to LSS 8 The �Voices� of Six Sigma Voice of the Customer The most important �voice� Customer requirements/ specs/tolerances/satisfaction 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

9. Intro to LSS 9 Six Sigma Improvement Methods Continuous Improvement ReengineeringContinuous Improvement Reengineering

10. Intro to LSS 10 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 Continuous Improvement ReengineeringContinuous Improvement Reengineering

11. Intro to LSS 11 DMAIC Six Sigma - Define Objectives Identify Customers Complete Charter Understand Process Objectives Identify Customers Customer requirements and expectations for product or service Complete Charter Identify problem to be solved; project boundaries, leadership and team goals Understand Process Map business process and identify all stakeholders of the process Objectives Identify Customers Customer requirements and expectations for product or service Complete Charter Identify problem to be solved; project boundaries, leadership and team goals Understand Process Map business process and identify all stakeholders of the process

12. Intro to LSS 12 DMAIC Six Sigma - Measure Objectives Identify Inputs and Outputs Measure Process Capability Revise Charter Objectives Identify Inputs and Outputs Determine key inputs and outputs for the process and measures to be analyzed Measure Process Capability Collect data and compare customer requirements to process variation Revise Charter Validate project opportunity and perform charter revision Objectives Identify Inputs and Outputs Determine key inputs and outputs for the process and measures to be analyzed Measure Process Capability Collect data and compare customer requirements to process variation Revise Charter Validate project opportunity and perform charter revision

13. Intro to LSS 13 DMAIC Six Sigma - Analyze Objectives Determine Variation Sources Prioritize Key Outputs and Inputs Revise Project Benefits Objectives Determine Variation Sources Identify internal and external factors and the effect of variability on output Prioritize Key Outputs and Inputs Find gaps between current and desired performance and select causes to analyze Revise Project Benefit Quantify the project benefit to customers and companyObjectives Determine Variation Sources Identify internal and external factors and the effect of variability on output Prioritize Key Outputs and Inputs Find gaps between current and desired performance and select causes to analyze Revise Project Benefit Quantify the project benefit to customers and company

14. Intro to LSS 14 DMAIC Six Sigma - Improve Objectives Develop Potential Solutions Develop Future State Evaluate and Mitigate Risk Objectives Develop Potential Solutions Identify potential solutions through data analysis, brainstorming, benchmarking Develop Future State Create 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 Objectives Develop Potential Solutions Identify potential solutions through data analysis, brainstorming, benchmarking Develop Future State Create 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

15. Intro to LSS 15 DMAIC Six Sigma - Control Objectives Implement Controls Standardize Evaluate Benefit Objectives Implement Controls Determine process capability, implement controls to ensure continuance; assign process ownership and manage organizational change Standardize Create standard operating procedures; create and implement training programs; document project Evaluate Benefit Calculate the profit of the project and identify opportunities for replication Objectives Implement Controls Determine process capability, implement controls to ensure continuance; assign process ownership and manage organizational change Standardize Create standard operating procedures; create and implement training programs; document project Evaluate Benefit Calculate the profit of the project and identify opportunities for replication

16. Intro to LSS 16 DMAIC Six Sigma - Design Objectives Design Product/Process Evaluate Product/Process Structure Evaluate Risk/Benefit Objectives Design Product/Process Both analytical and conceptual - find a better way to do business Evaluate Product/Process Structure Identify necessary elements and create procedures and controls Evaluate Risk/Benefit Analyze the impact of the solution of all stakeholders of the new product service and process Objectives Design Product/Process Both analytical and conceptual - find a better way to do business Evaluate Product/Process Structure Identify necessary elements and create procedures and controls Evaluate Risk/Benefit Analyze the impact of the solution of all stakeholders of the new product service and process

17. Intro to LSS 17 DMAIC Six Sigma - Verify Objectives Beta test Plan Implementation Implement Solution Objectives Beta test Design pilot program and beta test Plan Implementation Create standard operating procedures; enable adoption, document project Implement Solution Implement scorecards and control plans, employee training and create buy-in Objectives Beta test Design pilot program and beta test Plan Implementation Create standard operating procedures; enable adoption, document project Implement Solution Implement scorecards and control plans, employee training and create buy-in

18. Intro to LSS 18 What is Lean? The elimination of all types of waste in a production process E.g., non-value added work, delays Opportunity is 40-60% in services and 25-40% in manufacturing �Just in Time� Delivery Precise timing of production resources Requires notification systems (Kanbans) and frequent deliveries by suppliers and for internal suppliers obtain limited quantities of materials and parts only when needed; utilizes MRPII systems (�backflush�) Customer Pull Production/service based on �pull� from the customer In small lot sizes, rather than �push� (or �make to stock�) based on forecasts Reduce inventories expose problems and bottlenecks, requiring better management Increase Product/Service Offering Increase number of change-over�s Reduced set-up times �Visual Management� Focuses on what can be seen and understood The methodology is easy to comprehend and implement Kaizen 5-day events Address process improvement opportunities, where known/observed problems and their solutions are addressed in proximity to the problem location Group (also called �Cellular�) Technology and Focused Factory Networks Creating factories within factories to reduce wasted motion and time Specialized plants produce a smaller range of products Lean tools, methods, and measures 5S, value stream maps, line balancing, U-shaped work areas, and takt time Culture for Lean! Respect and encouragement for people Reliance and trust in workers to suggest and execute change The elimination of all types of waste in a production process E.g., non-value added work, delays Opportunity is 40-60% in services and 25-40% in manufacturing �Just in Time� Delivery Precise timing of production resources Requires notification systems (Kanbans) and frequent deliveries by suppliers and for internal suppliers obtain limited quantities of materials and parts only when needed; utilizes MRPII systems (�backflush�) Customer Pull Production/service based on �pull� from the customer In small lot sizes, rather than �push� (or �make to stock�) based on forecasts Reduce inventories expose problems and bottlenecks, requiring better management Increase Product/Service Offering Increase number of change-over�s Reduced set-up times �Visual Management� Focuses on what can be seen and understood The methodology is easy to comprehend and implement Kaizen 5-day events Address process improvement opportunities, where known/observed problems and their solutions are addressed in proximity to the problem location Group (also called �Cellular�) Technology and Focused Factory Networks Creating factories within factories to reduce wasted motion and time Specialized plants produce a smaller range of products Lean tools, methods, and measures 5S, value stream maps, line balancing, U-shaped work areas, and takt time Culture for Lean! Respect and encouragement for people Reliance and trust in workers to suggest and execute change

19. Intro to LSS 19 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 All work shall be highly specified as to content, sequence, timing, and outcome Every customer-supplier connection must be direct, and there must be an unambiguous yes-or-no way to send requests and receive responses The pathway for every product and service must be simple and direct Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organization All work shall be highly specified as to content, sequence, timing, and outcome Every customer-supplier connection must be direct, and there must be an unambiguous yes-or-no way to send requests and receive responses The pathway for every product and service must be simple and direct Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organization

20. Intro to LSS 20 7 Sources of Waste

21. Intro to LSS 21 The 5S Philosophy Many companies are only doing 5S and thinking that they are doing Lean However, 5S by itself may not provide a positive return by itself In fact, the purpose for 5S is to begin the Lean process, make the process easier to �see� and improve, and introduce workers to the concept of standard workMany companies are only doing 5S and thinking that they are doing Lean However, 5S by itself may not provide a positive return by itself In fact, the purpose for 5S is to begin the Lean process, make the process easier to �see� and improve, and introduce workers to the concept of standard work

22. Intro to LSS 22 The Lean Six Sigma Approach

23. Intro to LSS 23 Successful Transformation Requires Balance!