“Using Lean Six Sigma To Improve a Risk Management Process”
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“Using Lean Six Sigma To Improve a Risk Management Process” ASQ Temecula; June 17, 2010 http://www.asq-temecula.org/?page_id=308 Kim Niles , ASQ Fellow, MSQA, CSSMBB, CSSBB, CQE www.KimNiles.com ; [email protected] 1. Proposed Agenda. How do we narrow in on something meaningful?

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Proposed agenda

“Using Lean Six Sigma To Improve a Risk Management Process”ASQ Temecula; June 17, 2010http://www.asq-temecula.org/?page_id=308Kim Niles, ASQ Fellow, MSQA, CSSMBB, CSSBB, CQE www.KimNiles.com ; [email protected]

1


Proposed agenda

Proposed Agenda

  • How do we narrow in on something meaningful?

  • Define what we mean by LSS and RM Process

    • Lean (L), Six Sigma (SS), LSS, DFSS

    • Risk Management

  • Define the scope of our project

    • Efficacy, efficiency, accuracy, consistency

    • Evolutionary vs. revolutionary

  • Simulate a project

    • Typical steps, tasks, and reports

  • Lessons Learned

    • + / -

  • Short Exercises:

    NGT Survey – 3 min

    NGT Multi-vote Project – 2min

    Open disc.; Simulation – 30min

    Lessons Learned Disc. – 5min

    2


    Proposed agenda

    Nominal Group Techniques (NGT)

    • Affinity Diagrams, Multi-voting, Tree diagrams, Mind mapping, Un-inhibited group discuss, Café/town hall mtgs, Unusual settings, etc.

    3

    3


    Ngt brainstorming sticky notes

    NGT Brainstorming – Sticky Notes

    1=5

    2=9

    3=1

    4=10

    Rate 1 low to 10 high:

    Your dislike/pain for Six Sigma

    Your dislike/pain for Risk Management

    Rate your RM experience level (relative to?)

    Years as a Quality Professional

    4


    What do we mean by lean six sigma

    What do we mean by “Lean Six Sigma”?

    Collections of best known methods: Models, methods, and tools

    Visibility

    Velocity

    Value

    TOC

    The 3V’s and the 3M’s

    Process Improvement

    Project

    Management

    Variation

    Management

    Change

    Management

    5


    What do we mean by risk management project

    What do we mean by “Risk Management Project”?

    • Definition: A formal program used to assess, avoid/mitigate, and control all reasonable forms of business / safety risks

      • Contains elements listed above in some way, plus teams, measurements (subjective), action triggers / specifications

      • Lifespan oriented: making, using, maintaining, & obsolescing

      • Prioritized cost to benefit efforts (RPN based)

      • Typically concerned with safety & efficacy

    http://msdn.microsoft.com/en-us/library/cc500392.aspx


    Scope of rm application

    Scope of RM Application

    • The project can cover concept (market), customer needs, design, intermediate use (i.e. labs, Drs., nurse), end user, mfg. process, equip., services, suppliers, project risks, etc.

    • IVD Example from ISO14971:


    Http www fda gov regulatoryinformation guidances ucm128050 htm iii

    http://www.fda.gov/RegulatoryInformation/Guidances/ucm128050.htm#III

    • ICH / FDA guidance from 2006


    Proposed agenda

    • ISPE GAMP5

    • Computerized systems


    Kim s draft grand risk model

    Kim’s DRAFT Grand RISK Model

    • The Acronym RISK can help us remember

    • Missing:

      • SAE AS9100

      • AIAG PPAP

    Tools


    Kn model 4 ways to improve any process

    KN Model: 4 Ways to ImproveAny Process

    What is the scope of the project?

    Effectiveness

    Consistency

    Accuracy

    Efficiency

    • Political bias > program fail

    Design For

    Lean Six Sigma (DFLSS); Revolutionary Change

    • Delta customer centered RM story

    • QPFMEA criteria bias story

    • List muda, mura, muri; 17 signature story

    Lean Six Sigma (LSS)

    Evolutionary Change

    Discuss each area relative to a target & a RM project

    11


    Ngt brainstorming multi vote likelihood 3 votes

    NGT Brainstorming- Multi-vote likelihood (3 votes)

    What is a more reasonable improvement project?

    Evolutionary RM program efficiency (cost / benefit)?

    Revolutionary RM program efficiency (cost / benefit)?

    Evolutionary team accuracy (criteria or process)?

    Revolutionary team accuracy (criteria or process)?

    Evolutionary team consistently (following procedures)?

    Revolutionary team consistently (following procedures)?

    Evolutionary program effectiveness (end result)

    Revolutionary program effectiveness (end result)

    12


    Proposed agenda

    Simulated Case Study

    Basic Steps:

    Project pick lists

    Team selection

    Project kickoff

    Defining activities

    Measuring activities

    Analyzing activities

    Improving activities

    Controlling activities

    Phase gate reviews and celebratory closing meeting


    Spaghetti map

    Spaghetti Map


    Run charts

    Run Charts


    Value stream map

    Value Stream Map


    C e cascade

    C&E Cascade


    Proposed agenda

    CpK


    Design space optimization doe reports here

    Design Space OptimizationDOE Reports Here

    Air Academy DARPA 2006


    Three c s to inspire creativity

    Three C’s to Inspire Creativity

    Conflict

    Comparison

    Consequence

    Component of DFSS

    Someone somewhere has already solved your problem- Dr. Ellen Domb

    20


    Control plan purpose use

    Control Plan Purpose / Use

    File: FTA_ControlPlan_v1_KN_061510 June 15, 2010 KN x 1209


    Proposed agenda

    Risk Mgmt.

    Enablers

    • Jan 2010

    • 230 comps:

      • 40 life sci.

      • 23% lg.

    • Little s/w use


    Quality progress poll may 2010

    Quality Progress Poll May 2010


    Risk control measures

    Risk Control Measures

    • ISO14971 suggests forming of a list of risk control measures

    • Also see the annex solutions

    • Reliasoft software contains a related database


    Hazards per iso14971

    Hazards per ISO14971


    Proposed agenda

    Summary of Tips and Tricks

    • Risk management depends upon people

      • Focus on having fun

        • Minimizing the pain (no long meetings)

          • Pre-prioritize (i.e. by area risks)

        • Maximizing the value-add usingNGT

          • To pre-prioritize & to select criteria

        • Inspire creativity using the 3C’s model

    • Develop a control plan centric program

      • Many complimentary tools (i.e. FTA, Process maps with threats, FMEA)

    • Remember all the components using RISK


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