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Lean Six Sigma Training Technology Applications Center (TAC) J.C. Brinker Associate Director ODU Business Gateway. Introduction. Who Are WE? Technology Applications Center (TAC) - an enterprise center of Old Dominion University Business Gateway

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slide1

Lean Six Sigma Training

Technology Applications Center

(TAC)

J.C. Brinker

Associate Director

ODU Business Gateway

introduction
Introduction

Who Are WE?

  • Technology Applications Center (TAC) - an enterprise center of Old Dominion University Business Gateway
  • ODU Business Gateway (TAC) is a partner of GENEDGE ALLIANCE - affiliated with the Manufacturing Extension Partnership (MEP) program – implemented by the National Institute of Standards and Technology (NIST), an agency of the U.S. Department of Commerce
slide3

Introduction

Our Goal:

Help Virginia based businesses and organizations become more competitive by building a long term empowered culture focused on realizing true value for their organizations and the customers they serve.

slide4

We Provide

  • Continuous Improvement Training/Implementation
    • Lean Six Sigma Principles
    • Specific “Lean Six Sigma Tools” Training
      • VSM, 5S, Set-up Reduction, 6 Sigma DMAIC, Kanban, Cellular flow, TPM, etc….
  • Professional Development Training-Continuing Ed
    • Project Management Certificate, PE Exam Prep
    • Lean Six Sigma Yellow Belt/Green Belt Certificate
    • Lean Practitioner Certificate
  • Project Implementation & Mentoring
  • Quality Management Systems
    • ISO 9001: 2008 implementation & certification
    • ISO 9001: 2008 auditor training and services
origins of lean six sigma
Origins of Lean Six Sigma
  • Lean and Six Sigma have been around a long time:
    • Concept of flow and shorter production cycles, pioneered by Ford in early 1900’s (high volumes but zero flexibility!)
    • Modified/perfected by Toyota post WWII (multiple models/colors/options, rapid setups, Kanban, mistake-proofing, lower volumes / maximum flexibility!)
  • Outwardly focused on being flexible to meet customer demand, inwardly focused on reducing/eliminating the waste, variation and cost in all processes
  • Evolution to other businesses!
    • Whenever flexibility, quality and speed are key: banks, technology firms, healthcare providers and other customer service organizations are the most recent to adopt Lean Six Sigma practices.
lean six sigma culture change
Traditional

Functional Silos

Benchmark to justify not improving: “just as good”

Blame people

Rewards: Individual

Supplier is the enemy

Guard information

Volume lowers cost

Internally focused

Lean Six Sigma

Interdisciplinary teams

Seek ultimate performance, the absence of waste

Root cause analysis

Rewards: Group Sharing

Supplier is an ally

Share information

Removing waste lowers cost

Externally focused (customer)

Lean Six Sigma = Culture Change
implementation strategy
Train people in Lean Six Sigma concepts/tools

Establish an implementation team with a Champion

Identify a key value stream and map it

Identify non value added tasks or wastes in the current state map

Idealize what a future state could look like

Develop an action plan and apply appropriate Lean/Continuous Improvement tools

Do it again!

Implementation Strategy
slide8

Define

Control

Measure

Improve

Analyze

Celebrate Success

Document

Reality

Confirm results

and Standardize

Visualize the

Ideal

Check

Effectiveness

Plan

Strategy

Make Changes

Reality

Check/Gain Buy-in

Verify Change

Implementation Tactics !

Lean/VSM

Training

Do It

Again ???

Make Changes

vsm the heart of lean six sigma

Batch Reduction

Six

Sigma

POUS

Teams

Visual

5S

Plant Layout

Pull/Kanban

Quality @ the Source

TPM

VSM – the Heart of Lean Six Sigma

Quick Changeover

Cellular Flow

VALUE STREAM MAPPING

Standardized Work

slide10

Benefits of a Lean Six Sigma Enterprise

  • Improved ratio of value added activities
  • Improved quality/accuracy
  • Empowered employees
  • Faster turn around time
  • Lower costs
  • Increased capacity
  • Better utilization of space and other resources
  • Improved profitability
  • Happy Customers!
slide11

Lean Six Sigma = Growth

  • Lean is a growth strategy
  • Frees up capacity
  • Improves flexibility
  • Frees up cash to fund growth
  • Improves competitive capabilities
slide12

Who Have We Helped? (partial list)

  • Va. Beach Schools
  • Newport News Schools
  • Liebherr Mining
  • Northrop Grumman
  • Steel America/Colonna’s
  • Seacoast Electric
  • US Gypsum
  • Wagner Retina
  • LifeNet Health
  • Optima Health Ins
  • Sentara HealthCare
  • Kitco Fiber Optics
  • Norfolk Southern
  • Electric Motor Corp
  • Bauer Compressors
  • Jo-Kell
  • Ciba Specialty Chemical
  • Sumitomo
  • BAE Systems
  • L-3, Unidyne
  • SAIC
  • Hampton Machine
odubg client reported impact fy 2010 annualized 14 clients
ODUBG Client Reported ImpactFY2010Annualized (14 Clients)
  • Increased sales/capacity $ 58,000,000
  • Retained Sales $ 52,700,000
  • Cost Savings $ 26,600,000
  • New Jobs Created 56
  • Retained Jobs 243
  • Avoid Investments $ 4,200,000