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Page 1: 01   overview of lean six sigma

Overview to Lean Six Sigma | LASSIB | http://www.lassib.org/Version: 1.0Release date: 8th Feb, 2011

Overview to Lean Six Sigma Part 01 of 09

Page 2: 01   overview of lean six sigma

Overview to Lean Six Sigma | LASSIB | http://www.lassib.org/Version: 1.0Release date: 8th Feb, 2011

This work is licensed under the Creative Commons Attribution-ShareAlike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to

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LASSIB Team

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Page 3: 01   overview of lean six sigma

Overview to Lean Six Sigma | LASSIB | http://www.lassib.org/Version: 1.0Release date: 8th Feb, 2011

Enterprise-wide View

History of continuous improvement•The origins of

continuous improvement and its impact on other improvement models.

Value and foundations of six sigma•The value of six

sigma, its philosophy, history, and goals.

Value and foundations of lean•The value of lean, its

philosophy, history, and goals.

Integration of lean and six sigma•The relationship

between lean and six sigma.

Business processes and systems•The relationship among

various business processes (design, production, purchasing, accounting, sales, etc.) and the impact these relationships can have on business systems.

Six sigma and lean applications•How these tools are

applied to processes in all types of enterprises: manufacturing, service, transactional, product and process design, innovation, etc.

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Overview to Lean Six Sigma | LASSIB | http://www.lassib.org/Version: 1.0Release date: 8th Feb, 2011

HISTORY OF CONTINUOUS IMPROVEMENT

The origins of continuous improvement and its impact on other improvement models

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Overview to Lean Six Sigma | LASSIB | http://www.lassib.org/Version: 1.0Release date: 8th Feb, 2011

History of continuous Improvement

WESTERN MODELS

• W Edwards Deming

• Joseph M Juran• Phil Crosby• Walter Shewhart• Value Engineering• IDEAL Model

EASTERN MODELS

• 7 QC Tools• New 7 Tools• Quality Circles• Kaizen• Poka Yoke• 5 S• TPM• Just-In Time

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Overview to Lean Six Sigma | LASSIB | http://www.lassib.org/Version: 1.0Release date: 8th Feb, 2011

W Edwards Deming – The Deming Wheel

Source: http://upload.wikimedia.org/wikipedia/commons/7/7c/PDCA-Cycle.png

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Source: http://www.aacc.org/SiteCollectionDocuments/hall_of_fame/Deming_W_Edwards_200.gif

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Overview to Lean Six Sigma | LASSIB | http://www.lassib.org/Version: 1.0Release date: 8th Feb, 2011

W Edwards Deming – Deming’s 14 principles

Deming offered fourteen key principles for management for transforming business effectiveness. Thepoints were first presented in his book Out of the Crisis.

1. Create constancy of purpose toward improvement of product and service, with the aim to becomecompetitive and stay in business, and to provide jobs.

2. Adopt the new philosophy. We are in a new economic age. Western management must awaken tothe challenge, must learn their responsibilities, and take on leadership for change.

3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a massbasis by building quality into the product in the first place.

4. End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Movetowards a single supplier for any one item, on a long-term relationship of loyalty and trust.

5. Improve constantly and forever the system of production and service, to improve quality andproductivity, and thus constantly decrease cost.

6. Institute training on the job.

7. Institute leadership. The aim of supervision should be to help people and machines and gadgets todo a better job. Supervision of management is in need of overhaul, as well as supervision ofproduction workers.

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Overview to Lean Six Sigma | LASSIB | http://www.lassib.org/Version: 1.0Release date: 8th Feb, 2011

W Edwards Deming – Deming’s 14 principles

8. Drive out fear, so that everyone may work effectively for the company.

9. Break down barriers between departments. People in research, design, sales, and production must workas a team, to foresee problems of production and in use that may be encountered with the product orservice.

10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels ofproductivity. Such exhortations only create adversarial relationships, as the bulk of the causes of lowquality and low productivity belong to the system and thus lie beyond the power of the work force.

11. Eliminate work standards (quotas) on the factory floor. Substitute leadership. Eliminate management byobjective. Eliminate management by numbers, numerical goals. Substitute workmanship.

12. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility ofsupervisors must be changed from sheer numbers to quality. Remove barriers that rob people inmanagement and in engineering of their right to pride of workmanship. This means, interalia, abolishment of the annual or merit rating and of management by objective.

13. Institute a vigorous program of education and self-improvement.

14. Put everyone in the company to work to accomplish the transformation. The transformation is everyone'swork. "Massive training is required to instill the courage to break with tradition. Every activity and everyjob is a part of the process."

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W Edwards Deming – Seven Deadly Diseases

The Seven Deadly Diseases (also known as the "Seven Wastes"):

1. Lack of constancy of purpose

2. Emphasis on short-term profits

3. Evaluation by performance, merit rating, or annual review of performance

4. Mobility of management

5. Running a company on visible figures alone

6. Excessive medical costs

7. Excessive costs of warranty, fueled by lawyers who work for contingency fees

A Lesser Category of Obstacles:

• Neglecting long-range planning

• Relying on technology to solve problems

• Seeking examples to follow rather than developing solutions

• Excuses, such as "Our problems are different”

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Overview to Lean Six Sigma | LASSIB | http://www.lassib.org/Version: 1.0Release date: 8th Feb, 2011

Joseph M Juran – The Pareto Principle

• It was in 1941 that Jurandiscovered the work ofVilfredo Pareto

• Juran expanded the Paretoprinciple applying it toquality issues (forexample, 80% of a problemis caused by 20% of thecauses)

• This is also known as "thevital few and the trivialmany". In later years Juranhas preferred "the vital fewand the useful many" tosignal that the remaining80% of the causes should notbe totally ignored

80% of time expended

80% of results

20% of time

20% of results

The Pareto principle of Time vs. Results

10

Source: http://img.freebase.com/api/trans/image_thumb/en/joseph_m_juran?pad=1&maxheight=110&mode=fillcropmid&maxwidth=110

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Overview to Lean Six Sigma | LASSIB | http://www.lassib.org/Version: 1.0Release date: 8th Feb, 2011

Joseph M Juran – The Management Thoery

• When Juran began his career in the 1920s the principal focus in quality management was on the quality ofthe end, or finished, product

• The tools then used were from the Bell system of acceptance sampling, inspection plans, and controlcharts. The ideas of Frederick Winslow Taylor dominated

• Juran is widely credited for adding the human dimension to quality management. He pushed for theeducation and training of managers

• For Juran, human relations problems were the ones to isolate. Resistance to change—or, in histerms, cultural resistance—was the root cause of quality issues. Juran credits Margaret Mead's bookCultural Patterns and Technical Change for illuminating the core problem in reforming business quality.He wrote Managerial Breakthrough, which was published in 1964, outlining the issue

• Juran's vision of quality management extended well outside the walls of the factory to encompass non-manufacturing processes, especially those that might be thought of as service related. For example, in aninterview published in 1997 he observed:

“The key issues facing managers in sales are no different than those faced by managers in otherdisciplines. Sales managers say they face problems such as "It takes us too long or we need to reducethe error rate." They want to know, "How do customers perceive us?" These issues are no differentthan those facing managers trying to improve in other fields. The systematic approaches toimprovement are identical…There should be no reason our familiar principles of quality and process engineering would not workin the sales process…”

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Overview to Lean Six Sigma | LASSIB | http://www.lassib.org/Version: 1.0Release date: 8th Feb, 2011

Joseph M Juran – The Quality Trilogy

0 Time

Cost

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Original zone of quality control

New zone of quality control

QUALITY PLANNING QUALITY CONTROL (DURING OPERATIONS)

Sporadic zone

20 -

40 -

QUALITY IMPROVEMENT

Chronic waste (an opportunity

for improvement)

Lessons learnt

Savi

ngs

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Overview to Lean Six Sigma | LASSIB | http://www.lassib.org/Version: 1.0Release date: 8th Feb, 2011

Philip Crosby

• Philip Crosby started the management consulting company Philip CrosbyAssociation, Inc

• This consulting group provided educational courses in qualitymanagement both at their headquarters in Winter Park, Florida, and ateight foreign locations. In 1979 Crosby published his first business book,Quality Is Free. This book became popular at the time because of the crisisin North American quality

• During the late 1970s and into the 1980s North American manufacturerswere losing market share to Japanese products largely due to thesuperiority of quality of the Japanese products.

• Crosby's response to the quality crisis was the principle of "doing it rightthe first time" (DIRFT). He would also include four major principles:

– the definition of quality is conformance to requirements– the system of quality is prevention– the performance standard is zero defects– the measurement of quality is the price of nonconformance

13

Source: http://www.wppl.org/wphistory/philipcrosby/PhilipCrosby.jpg

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Overview to Lean Six Sigma | LASSIB | http://www.lassib.org/Version: 1.0Release date: 8th Feb, 2011

Philip Crosby’s Quality Improvement Program

1. Management is Committed to Quality2. Create Quality Improvement Teams3. Measure processes to determine

current and potential quality issues4. Calculate Cost of (poor) Quality 5. Raise Quality Awareness of all

Employees6. Take Actions to Correct Quality

Issues7. Monitor progress of quality

improvement – establish a zero defects committee

8. Train supervisors in quality improvement

9. Hold zero defects days10. Encourage employees to create their

own quality improvement goals11. Encourage employee communication

with management about obstacles to quality (Error-Cause Removal)

12. Recognise participants’ effort 13. Create quality councils 14. Do it all over again – quality

improvement does not end

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Overview to Lean Six Sigma | LASSIB | http://www.lassib.org/Version: 1.0Release date: 8th Feb, 2011

Philip Crosby’s Stages

Uncertainty

• COPQ : 20%• Blame QD

Awakening

• COPQ : 18%• QM begins

Enlightenment

• COPQ : 12%• CA

Wisdom

• COPQ : 8%• DP is routine

Certainty

• COPQ : 2.5%• QI is normal

COPQ - Cost of Poor Quality

QD – Quality Deployment

QM –Quality Management

CA – Cost Acceptance

DP – Defect Prevention

QI – Quality Improvement

Crosby's name is best known in relation to concepts of “Do it Right, First time” and“Zero Defect”.

Quality is defined as conformance to requirements,

not as “goodness” or “elegance”.

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Overview to Lean Six Sigma | LASSIB | http://www.lassib.org/Version: 1.0Release date: 8th Feb, 2011

Walter Shewhart

• Statistical Process Control (SPC) is aneffective method of monitoring a processthrough the use of control charts.

• Control charts enable the use of objectivecriteria for distinguishing backgroundvariation from events of significance basedon statistical techniques. Much of its powerlies in the ability to monitor both processcenter and its variation about that center.

• By collecting data from samples at variouspoints within the process, variations in theprocess that may affect the quality of the endproduct or service can be detected andcorrected, thus reducing waste as well as thelikelihood that problems will be passed on tothe customer.

• Because of its emphasis on early detectionand prevention of problems, SPC has adistinct advantage over qualitymethods, such as inspection, that applyresources to detecting and correctingproblems in the end product or service.

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Source: http://www.firstmetre.co.uk/image.php?w=250&h=334&f=/UserFiles/Image/October+Images/Shewhart-c1926.jpg

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Overview to Lean Six Sigma | LASSIB | http://www.lassib.org/Version: 1.0Release date: 8th Feb, 2011

Walter Shewhart – Father of Statistical Process Control

Statistical Process Control is the application of statistical techniques in the Control of processes

Define Problem

Define Process

List Possible Reasons

Collect Data

Analyze Data

Implement Solution

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Overview to Lean Six Sigma | LASSIB | http://www.lassib.org/Version: 1.0Release date: 8th Feb, 2011

Value EngineeringValue Engineering objective:

To develop the best solution to meet the project objective

Step 1: Information gatheringDefine project objective

Develop terms of referenceIdentify assumptions and facts

Gather information (physical parameters, cost, schedule)

Step 2:Function analysisAnalyze functions required to deliver project objectives

Describe each identified functionsClassify functions: Basic functions

Step 3:Value analysisCreatively identify options and alternatives to perform functions

Research optionsIdentify cost and cost benefits

Identify risks (barriers and uncertainties)

Step 4:Option evaluationEvaluate idea roots developed in Step 3 and identify those for further analysis

Compare solutions and screen out unfeasible / least valuable alternativesIdentify solutions for further analysis (iterate)

Step 5:JudgmentUse judgment to identify the best value solution

Alternative solutions to perform functions

Idea roots identified for further analysis

Screen out unsuitable options

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Overview to Lean Six Sigma | LASSIB | http://www.lassib.org/Version: 1.0Release date: 8th Feb, 2011

IDEAL Model

Build sponsorship

Set Content

Stimulus for change

Analyze and validate

Propose future actions

Charter infrastructure

Characterize desired & current

state

Develop recommendations

Set priorities

Develop approach

Plan actions

Create solutions

Pilot / test solution

Refine solution

Implement solution

Initiation

Diagnosis

Establishing

Acting

Learning

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Overview to Lean Six Sigma | LASSIB | http://www.lassib.org/Version: 1.0Release date: 8th Feb, 2011

Seven QC toolsCheck sheets

Pareto diagram

Fish bone diagram

Scatter diagramsHistograms

Graphs

Process behavior / Control charts

Source: http://farm3.static.flickr.com/2671/4235318918_15e2a8feaf.jpgSource: http://upload.wikimedia.org/wikipedia/commons/c/c7/Histograma_pisuaktom.JPG

Source: http://media.texample.net/tikz/examples/PNG/pie-chart.png

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New Seven QC ToolsAffinity Diagrams

Relationship Diagrams

Tree Diagrams

Process decision program chartMatrix data analysis

Matrix diagrams

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Overview to Lean Six Sigma | LASSIB | http://www.lassib.org/Version: 1.0Release date: 8th Feb, 2011

Quality Circle Concept

S.No. Particulars What they mean?

1 Concept The main objective of Quality Circles is “self” and mutualdevelopment, cohesive team work and to be engaged in continuousimprovement activities, thus improving their quality of work life

2 Identification of problem QC Members with the help of Round Robin Method, try to identifytheir own day to day work related problems

3 Problem selection Identified problems are segregated into three categories based ondifficulty of their solution

4 Meetings QCs have periodic meetings to discuss, analyze and find solutions tothe problems on a pre-fixed schedule

5 Various problem solving steps QCs follow a 12 step methodology, starting from identification ofproblems to solution, implementation, follow up and review.

6 Approval of project Project has to be approved by the Steering Committee or theexecutives nominated by the Steering Committee.

7 Gains The aim of QC is to “develop people”. In other words, self and mutualdevelopment through QC activities. Hence, the focus is not on gains interms of money

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Overview to Lean Six Sigma | LASSIB | http://www.lassib.org/Version: 1.0Release date: 8th Feb, 2011

Kaizen

• Japanese term that means continuous improvement, taken from words:– ‘kai' which means continuous– 'zen' which means improvement

• Kaizen, or rapid improvement processes, are the building block of all Leanproduction methods. Kaizen philosophy implies that all, incrementalchanges routinely applied and sustained over a long period result insignificant improvements

• The kaizen strategy aims to involve workers from multiple functions andlevels in the organization in working together to address a problem orimprove a particular process

• The team uses analytical techniques, such as Value Stream Mapping, toquickly identify opportunities to eliminate waste in a targeted process.The team works to rapidly implement chosen improvements

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Overview to Lean Six Sigma | LASSIB | http://www.lassib.org/Version: 1.0Release date: 8th Feb, 2011

Kaizen – Continuous improvementDo it again

Document reality

Identify waste

Eliminate waste

Reality check

Make changes

Verify changes

Measure results

Standardize

Celebrate

Starthere

For counter measures

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Overview to Lean Six Sigma | LASSIB | http://www.lassib.org/Version: 1.0Release date: 8th Feb, 2011

Poka Yoke / Mistake Proofing - Overview

Elimination– Eliminate the possibility of error

Replacement– Substitute a more reliable process

Facilitation– Make work simpler to perform

Detection– Detect the error at the defect source

Mitigation– Minimize the effect

• A technique for eliminating errors• Making it impossible to make mistakes

Good

Better

Best

It is good to do it right the first time; it is even better to make it impossible to do it wrong the first time.

Use the highest level possible for the

application.

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Overview to Lean Six Sigma | LASSIB | http://www.lassib.org/Version: 1.0Release date: 8th Feb, 2011

Poka Yoke / Mistake Proofing - Examples

• While closing a word document, one is askedwhether to save the file or not

• Spelling check option in a word document• In three pin plugs / socket, the earth pin / socket

is larger in length and diameter so that onedoesn’t mistakenly insert it otherwise

• The window in a envelop ensures that rightcontent reaches the right person

• The fuse box in a house is meant to prevent fire inelectrical systems

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Overview to Lean Six Sigma | LASSIB | http://www.lassib.org/Version: 1.0Release date: 8th Feb, 2011

5S – A Framework to create and maintain your workplace

•Means SORT -Organization•Distinguish between

what is and is not needed

SEIRI

•Means SET IN ORDER - Orderliness•A place for everything

and everything in its place

SEITON •Means SHINE -Cleanliness•Cleaning and looking

for ways to keep it clean

SEISO

•Means STANDARDIZE – Adherence•Clearly define tasks

and procedures

SEIKETSU •Means SUSTAIN – Self discipline•Stick to the

rules, scrupulously

SHITSUKE

Implementing the 5S is often the first step in Lean Transformation

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Overview to Lean Six Sigma | LASSIB | http://www.lassib.org/Version: 1.0Release date: 8th Feb, 2011

TPM - Total Productive Maintenance

• TPM (Total Productive Maintenance) seeks to engage all levels andfunctions in an organization in maximizing the overall effectiveness of theprocess

• TPM's goal is the total elimination of all losses• TPM focuses on preventing:

– Breakdowns (preventive maintenance)– “Mistake-proofing" the equipment (or poka-yoke) to prevent

breakdowns– Make maintenance easier (corrective maintenance)– Designing and installing equipment that needs little or no

maintenance (maintenance prevention)– Quickly repairing equipment after breakdowns occur (breakdown

maintenance).

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Overview to Lean Six Sigma | LASSIB | http://www.lassib.org/Version: 1.0Release date: 8th Feb, 2011

TPM - Total Productive Maintenance

8 Pillars of TPM

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Overview to Lean Six Sigma | LASSIB | http://www.lassib.org/Version: 1.0Release date: 8th Feb, 2011

Just in Time (JIT)

• Just In Time (JIT) is a manufacturing philosophy which leads to"Producing the necessary units, in the necessary quantities at thenecessary time with the required quality”

• It is an approach to achieving excellence in the reduction or totalelimination of waste (Non-Value Added Activities)

• Examples of waste according to JIT:– Overproduction– Unneeded Inventory– Defective Products– Transport and Waiting Time

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Overview to Lean Six Sigma | LASSIB | http://www.lassib.org/Version: 1.0Release date: 8th Feb, 2011

VALUE AND FOUNDATION OF SIX SIGMAThe value of six sigma, its philosophy, history, and goals

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Overview to Lean Six Sigma | LASSIB | http://www.lassib.org/Version: 1.0Release date: 8th Feb, 2011

Evolution of Quality

SPC

KAIZEN

TQM

TPM

PROBLEM SOLVING

DMAIC

DFSS

DOE

BUSINESS PROCESS MANAGEMENT

LEAN ENTERPRISE

TEAM BUILDING

QFD

FMEA

STRATEGY

ECONOMETRICS

BUSINESS RESULTS

DF(X)

RCM

5S

ZD

CQI

PDCA7 QCT

VE

CONCURRENT ENGINEERING

ROBUST PROCESS DESIGN

BUSINESS INTELLIGENCE

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INDUSTRY SNIPPETS

'The savings as a percentage of revenue for a company can vary from 1.2% to 4.5%.’

'GE produces annual benefits of over $2.5 billion across the organization from Six Sigma.’

'Lean Six Sigma techniques implemented throughout the Army continue to prove successful, and leaders anticipate reaching a $2 billion-savings mark this year.’

'During the past 10 years Six Sigma has become one of the most widely practiced process improvement methodologies in both service and manufacturing industries.’

'No matter which level of Six Sigma training the respondents completed, their average salaries are higher than the respondents who didn't complete any Six Sigma training.’

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Overview to Lean Six Sigma | LASSIB | http://www.lassib.org/Version: 1.0Release date: 8th Feb, 2011

What is Lean Six Sigma?

A Set of Proven Tools and Techniques used to achieve Business growth and goals

A set of proven tools and technique used to solve business problems

A framework that buildsa Customer centric approachwith a focus on delivering business results

A mechanics to developleadership talent within

an organization

ControlDefine

Measure

Analyze

Improve

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Overview to Lean Six Sigma | LASSIB | http://www.lassib.org/Version: 1.0Release date: 8th Feb, 2011

Lean Six Sigma – Why is it so successful?

Leaders

Managers

Associates

Highest Skill

Medium Skill

Lower Skill

Larger % of employees in need of skills to deliver customer value and Business Value

Lean and Six Sigma (6σ)

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Historical Perspective

1979: Motorola Starts Six

Sigma Initiative

1986: Motorola

Saves ~$16 Billion

1995: Jack Welch

Initiates Six Sigma in GE

1998: Allied Signal Saves

~$1.2 Billion

2000: GE Saves ~$2

Billion Annually

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Mean vs. Variation

Archer A Archer B

Mean of Archer A is zero and that of Archer B is significantly higher. But which one would you choose?One that had inconsistent performance (Archer A, high variation) or one that was very consistent (Archer B, very low variation)

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Statistical Perspective

Mean = 2017 20 23

= 0.5(Upper Specification)

σ

σ

σ

(Lower Specification)

A defect is any value that falls outside Customer Specifications

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Quantitative Perspective99.99966% Right (6 Sigma)

No electricity for 1 hour every 34 years

1.7 incorrect operations per week

68 wrong prescriptions per year

99% Right (3.8 Sigma)

No electricity for 7 hours per month

5,000 incorrect operations per week

20,000 wrong prescriptions per year

σ Defects per Million Opportunities

1 697,672.15

2 308,770.21

3 66,810.63

4 6,209.70

5 232.67

6 3.40

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Quantitative Perspective

Two Sigma308,770 PPM

Three Sigma 66,810 PPM

Four Sigma 6,209 PPM

Five Sigma 233 PPM

World Class, Six Sigma 3.4 PPM

Airline fatality rate 0.52 PPM

Motorola 1990

Hospital fatality rate due to mistakesRestaurant billsDoctor prescriptionsPayroll processingAirline baggage handling

1:100

1:1,000,000

Sigma (σ)

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Customers Perspective

Six Sigma Starts and Ends with Customers

CUSTOMERS

What do the customers expect

out of the process?

What is my customers view of the process?

What is my customers

definition of a defect?

How do my customers

measure the process?

Are my customers

referring and buying again?

Is my customer satisfaction increasing?

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Operational Perspective

Measure

ControlDefine

Analyze

Improve

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VALUE AND FOUNDATION OF LEANThe value of lean, its philosophy, history, and goals

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LEAN History

Some Key Lean Concepts developed at Toyota

• Single Piece Flow

• Pull Production

• TAKT Time Production

• Automation

• Built-In Quality

• Stopping at Abnormalities

• Level Loading

• Sequencing

• Stability

Jidok

a

Just

-in-T

ime

Heijunka

ToyotaProduction System

PeoplePeoplePeople

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LEAN Thinking

A principle driven, tool based philosophy that focuses on eliminating waste so that all activities/steps add value from the customers perspective.

Imagine Office Processes with:

Lean Thinking is all about continuous waste elimination !

• Higher Customer Satisfaction• Shorter Lead Time• Higher Flexibility• Higher Quality• Lower Costs• Higher Employee Satisfaction

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LEAN Explained

• A strategy, philosophy, process and leadership approach for operating in a superior way. Results include:

– Reduced cycle times (product development and production)

– Increased quality

– Reduced costs and inventory

– Increased capacity potential

– Improved customer service

– High levels of worker involvement, ownership and commitment

– Improved financial returns

Lean concepts apply across all processes and industries

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LEAN Explained

Earlier: Price = Cost + Profit Now: Profit = Price - Cost

0

0.5

1

1.5

Cost of production

0

0.5

1

1.5

Price to sell

Price to sell

Cost of productionSome profit

Bigger profitSome profit Bigger profit

Increase Profit by Price increase Increase Profit by cost reduction

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Where are We going?

Issues• Inventory• Waiting• Defects• …

No flow in the value stream.

Processes full of waste

Old situation

Tool• Value Stream

Mapping, other lean tools, etc.

Results• Reduction of waste• Learned to ‘see the flow’• Couple of improvements

Remaining Issues• No real continuous flow• Still significant amount of

waste.

Basic tools

Tool• Creating Continuous Flow• Pull production

Challenge• More waste reduction

• Real continuous flow• Flexible workforce• Less variance• Less waste

Advanced tools

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Lean Toolkit

• Value Stream Mapping• Standardized Work• Intro to Continuous Flow• Intro to Pull Production• 5S

• MUDA• Mistake proofing• Intro to Value Stream Mapping• Visual Management

Tool

Sop

hist

icat

ion

Time / Cultural Maturity

Applying the right tools at the right stage

Expose the Waste

Reduce Variability, Control the Process

Level 1 Level 2

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Lean Tools Overview

Appropriate Tools and Techniques are to be used depending on the need

A number of Lean Tools and Techniques are available

Tool

s and

Tec

hniq

ues

Actio

n

Bring Organization & Cleanliness to work area

5S Framework

Understand Value Value Stream Mapping

Institute continuous improvement philosophy Kaizen Events

Implement pull-based flow Kanban, Just-in Time

Reconfigure work areas U-Shaped Cells

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INTEGRATION OF LEAN AND SIX SIGMAThe relationship between LEAN and Six Sigma

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LEAN vs. Six Sigma

Apply Any Tool from your Quality Tool Box

• Communicative

• Centered on Stable, Repeatable Process

• Automation

• Many Tools for Driving Change

• Mixed Model Plan, Kan Ban, Visual Management

• Observation and Intuition Based Analysis . . . PQ, PR, TAKT Time

• Standard Work & Target Sheets . . . Assumes Data is Good

• Value Stream Mapping . . . Boundary less & Multi-Generational

• Few Tools or Direction

• Few Tools to Create Change in Critical X’s

• Data Driven Analysis

• Confirms Data Quality

• VOC is PowerfulSix Sigma

Lean

Define Measure Analyze Improve ControlLean Six Sigma

MethodologyStrengths

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When do I use LEAN?

Lean For Quick Fixes….Six Sigma For Complex Processes !!

Six Sigma Project Hybrid Action

Workout

Average ~ 4 Months Average ~ 4 Months

TimeEf

fort

Time

Effo

rt

Time

Effo

rt

Average ~ 1½ Months

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LEAN vs. Six SigmaLe

an: S

tren

gthe

ns jo

urne

y to

Exc

elle

nce

X X

Lean Six SigmaIdentifies problems in the flow

Improves the capability of steps that do add value

Helps identify steps thatdo not add value andprovides tools toeliminate them

LeanImproving the capability can eliminate additional steps

Six Sigma/Lean

•Energizing•Empowering•Team work, •Boundary less / Open mindset•Passion for improvement•Intuition / Action•Customer focus

Lean success factors / Impact

Six Sigma Values

LEAN Simple / Wing to Wing Spans breadth Spans

depthSix SigmaComplex and

focused

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LEAN or Six Sigma – When to use?

Just Do it Lean

Ask an Expert Six Sigma

55

Preference I

Preference II

Preference III

Preference IV

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BUSINESS PROCESSES AND SYSTEMS

The relationship among various business processes (design, production, purchasing, accounting, sales, etc.) and the impact these relationships can have on business systems

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KINDUZ Business Excellence

57

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ttp:/

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Baldrige Excellence Framework

Source: http://farm3.static.flickr.com/2082/2531423852_895e11268d.jpg

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European Foundation for Quality – EFQM Excellence model

Lead

ersh

ip

Proc

esse

s

Key

Perf

orm

ance

Res

ultsPeople

Policy & Strategy

Partnerships & resources

People results

Customer results

Society results

Enablers Results

Innovation and Learning

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SIX SIGMA AND LEAN APPLICATIONS

How these tools are applied to processes in all types of enterprises: manufacturing, service, transactional, product and process design, innovation, etc.

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Value Stream Mapping – A Petrol Station / Gas Station Example

Customers Enters Petrol Station

Customer Finds Pump with

smallest Cue

Customer Waits in a Cue

Customer Makes Payment

Customer Stops Vehicle

Helpers / Customer Fills

TankCustomer Starts

Vehicle

Customer Carefully Exits, avoiding other Standing

Traffic

Customer Exits

Goal is to eliminate or make non-value added activities more efficient

Non value added service

Value added service

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Value Stream Mapping – Original layout

62

Lay down area #1

Lay down area #2

Lay down area #3

Lay down area #4

Lay down area #5

Lay down area #6

Lay down area #7

Existing Dock

Stock room

Stor

age

Receiving

Receiving inspection

Material Lay down areas:• Deliver to receiving dock• Queue for receipt• Waiting to move to inspection• Delivered to inspection• Queue for inspection• Waiting to move to stock room• Queue for put away

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Value Stream mapping – proposed layout

63

Receiving

New InspectionStock room

Roller belt

Bulk incoming material (hold for inspection)

Existing Dock

New Deck

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Case Study: Reduction in the cycle time of issuance of corporate loans

About the Organization Serviced:• The Company Serviced is one of the Largest Banking

Organizations in the Kingdom of Saudi Arabia with annual turnover of 3 Billion $

• The Bank is catering to the needs of Individuals, Corporate’sand Trade Finance activities across the country with extensive branch network

Results Delivered:• Our Consultant helped reduce the average time consumed

from 73 days to 27days considering all regions and types of credit applications processed involving 14 Departments in 6 months

• Helped streamline various sub processes to be aligned with the core process

• Held extensive training/ mentoring for all the team members to achieve the desired results

Objective of the Initiative / Business Case:• The process of issuing/ rejecting Corporate Loan application

process was consuming an average of 73 days considering all the regions and types of credit applications which was leading to customer dissatisfaction and loss of revenue

Issue: Getting buy-in for validating data from all the managers was a big challenge as it would directly impact their role & reputation of that particular department

Resolution: The key was to get the Buy – in from the Senior most manager and ask him to communicate to the whole team about the importance and gravity of issue. This involved extensive people management and Perception Management

Issue: Getting the required data from various systems being used and generating reports on a weekly basis and validating the reports of each department with the respective Manger

Resolution: This was achieved with couple of software analysts collating the data with the Black belt, then the reports were circulated to the respective managers for them to audit and get their acceptance after which they were circulated to the EVP

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Reduction in the Cycle time of Account Opening process

About the Organization Serviced:• The Company Serviced is one of the Largest Banking

Organizations in the Kingdom of Saudi Arabia with annual turnover of 3 Billion $

• The Bank is catering to the needs of Individuals, Corporate’sand Trade Finance activities across the country with extensive branch network

Results Delivered:• Our Consultant helped reduce the average time consumed

from 7 days to 1 day considering applications from all regions

• Helped optimize various back office processes to be aligned with the core process

• Held extensive training/ mentoring for all the team members to achieve the desired results

Objective of the Initiative / Business Case:• The process of opening an account was consuming an

average of 7 days for the customer signature to be uploaded into the master database only after which customer will be able to use all the services. This was leading to customer dissatisfaction

Issue: Getting buy-in for changing the systems and work scheduling from batch processing to lean processing to optimize load balancing across the back office

Resolution: The issue was solved by conducting a pilot with the authorization of the concerned manager and validating the results after which Lean cells were created as an intermediate step to reduce the cycle time until new systems are stabilized

Issue: Making a business case to change the systems in sync with the information architecture of the bank which would result in investment s and results in significant productivity improvement

Resolution: The process was taken up with the IT team and a strong

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ENTERPRISE LEADERSHIP RESPONSIBILITIES

The responsibilities of executive leaders and how they affect the deployment of six sigma in terms of providing resources, managing change, communicating ideas, etc.

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Leadership

Enterprise leadership responsibilities•The responsibilities of

executive leaders and how they affect the deployment of six sigma in terms of providing resources, managing change, communicating ideas, etc.

Organizational roadblocks•The impact an organization’s

culture and inherent structure can have on the success of six sigma, and how deployment failure can result from the lack of resources, management support, etc.; identify and apply various techniques to overcome these barriers.

Change management•Use of various techniques for

facilitating and managing organizational change.

Six sigma projects and kaizen events•How projects and kaizen

events are selected, when to use six sigma instead of other problem-solving approaches, and the importance of aligning their objectives with organizational goals.

Six sigma roles and responsibilities•Describe the roles and

responsibilities of six sigma participants: black belt, master black belt, green belt, champion, process owners, and project sponsors.

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Candidate Selection• Drive

• Willing to APPLY what was covered in class

• Drive the solution

• Is able to have a focused schedule and keepproject on time

• Resolves barriers or gets help resolvingbarriers quickly

• Does not let ‘artificial’ organizationalboundaries get in the way

• Mindset

• Open and flexible mindset

• For both class and project work wants tostay focused on the process and not onblaming people! “Blame the process notthe people”

• Communication• High team involvement, collaborative

• Able to communicate progress frequently

• Able to lead a group effort (flip charts & post-its)

• Mentoring time taken seriously

• Readiness• Open to constructive criticism• Able to ask the fundamental or tough

questions• Candidate prepared for class and

completes tools per schedule• Basic MS Office Computer Skills• Basic statistics knowledge

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LEAN Six Sigma drive benefits

• Financial• Companies embracing Lean

Six Sigma report payback (inclusive of all costs) within 12 months

• Ultimate ROI (Return on Investment) in range of 25-50 months or over 2-4 years

• Cultural:• Deliberate and proven-

approach to work• Returns dependent on:

• Selecting and engaging the right people

• Providing the right Resources

• Executing the right projects

• Fully engaging company leadership

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Responsibilities of Leadership

• Schedule training • Select projects and experts • Determine certification requirements and certify experts • Provide Resources• Develop an expert network to enhance communication • Review and improve the Six Sigma process• Articulate a vision, and spark others to execute it• Don’t manage every excruciating detail• Involve everyone and welcome great ideas from everywhere

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Two Dimensions of Employee Satisfaction

Hygiene factors(Dissatisfaction)

• Company policies• Supervision• Salaries• Interpersonal relations• Working conditions

Motivators (Satisfaction)

• Work itself• Achievement• Recognition• Responsibility• Advancement

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ORGANIZATIONAL ROADBLOCKS

The impact an organization’s culture and inherent structure can have on the success of six sigma, and how deployment failure can result from the lack of resources, management support, etc.; identify and apply various techniques to overcome these barriers

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Six Sigma failure factors

• Lack of visible senior leader sponsorship• Lack of alignment to a clear organization strategy• Lack of performance tracking and accountability• Failure to link projects to bottom-line impact• Insufficient or ineffective allocation of human resources• Over-emphasis on rigid approach and technical (statistical) tools

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Why does implementation of LEAN and Six Sigma fail?

Lack ofFocus

Projects not Business Related

Improper Focus

Under Investment

Lack of Mentors

Associate Competence & Attrition

Why they Fail?

Appl

icab

le to

bot

h In

divi

dual

s and

Org

aniz

atio

n

Indi

cativ

e lis

t onl

y

74

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Six Sigma Success Factors

• Must be driven by Senior Management (Top Management)– Executive Training required up front

• Project Selection is key– Focus on high priority projects with tangible benefits– Focus within each project

• People selection is key– Choose high potential staff from multiple disciplines– Ensure mix of quantitative versus qualitative skills in trainees

• Resource commitment required up front for effective roll-out– Infrastructure– Champions/MBBs/BBs/GBs/YBs/Team Members

• SS methods and tools beneficial and can be applied to strategic business level (Level One/Top Management), operational process level (Level Two/Process Owners and Project Sponsors), and project level (Level Three/Black Belts, Green Belts, Yellow Belts and Team Leaders)

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A Six Sigma organization

•Continuous Improvement Processes•Self-regulatory Processes•Delivery, Reporting Feedback

•Shared Values•Alignment•Accountability and

Responsibility•Six Sigma Organizational

Structure

•Six Sigma Process Capability•Six Sigma Product Capability•Knowledge and Skills•Best-practice know how•Resources•Measurement & Monitoring•Information Systems

•Mission and Shared Vision•Needs Identification•Policy•Objectives•Six Sigma Management

System

Purpose Capability

LearningCommitment

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Six Sigma organizational structure

Yellow belts

Yellow belts

Yellow belts

Yellow belts

Yellow belts

Yellow belts

Six Sigma project team members

Green belts Green beltsGreen beltsGreen belts

Black belts Black beltsBlack belts

Six Sigma Management

Six Sigma MBBs

Six Sigma Champions

Each level drives the team to Breakthrough Six Sigma Project performance

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CHANGE MANAGEMENTUse of various techniques for facilitating and managing organizational change

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Change

• “It is not the strongest that survive, nor the fittest, but those most able to adapt to change.”

– Charles Darwin, The Origin of species• “Planned change is not the cumulative development of a comprehensive

strategy. Rather it is one damned thing after another.”– Michael Fullan

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Failure of Change initiatives

• Two thirds of TQM projects grind to a halt because of lack of results• Seventy percent of re-engineering efforts fail• More than 50% of corporate transformation efforts fail

Why do most change initiatives fail?• “People do not resist change, people resist being changed.” -

Beckhard• “Nothing changes without personal transformation.” - Demin• “Ideas acquired with ease are discarded with ease.” - Pascal

Chan

ge is

a jo

urne

y, no

t a b

luep

rint

.

Actio

ns sp

eak

loud

er th

an w

ords

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Complex Change Lessons

• Lesson # 1– Be inspired by moral purpose, but not naïve– Top down change doesn’t work, but we need the force of top

down mandates– The more complex the change the less you can force it

• Lesson # 2– Gain support for program and innovation– Balance needs of individuals and organization– Provide direction and allow for individual freedom

Moral purpose is complex and problematic

Theories of improvement and theories of change need each other

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Complex Change Lessons

• Lesson # 3– Problems are inevitable, but the good news is that you can’t learn or be

successful without them– Smoothness in the early stages of a change effort is a sure sign that

superficial or trivial change is being substituted for substantial change attempts

– Long lived companies were tolerant of activities on the margin• Lesson # 4

• Really chaotic systems have– no direction– random communication– limited purposeful experimentation

• Edge of chaos has– structure and openness

Conflict and diversity are our friends

Understand the meaning of operating on the edge of chaos

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Complex Change Lessons

• Lesson # 5– Anxiety is necessary, and can be valuable– A tight knit shared culture is not a desired end point

• Lesson # 6– With anxiety firmly contained by bureaucracy, the level of stress

drops but the ability to solve complex problems diminishes– Need to provide a “holding environment”

Emotional intelligence is anxiety provoking and anxiety containing

Collaborative culture is anxiety provoking and anxiety containing

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Complex Change Lessons

• Lesson # 7– Easy to experience

overload, fragmentation, incoherence– Neither top down nor bottom up strategies can achieve

coherence

• Lesson # 8– There is no silver bullet of change– You will not know exactly how to apply a new program– Shortcuts lead to superficiality and dependency

Connectedness and knowledge creation are critical

There is no single solution: craft your own theories and actions by being a critical consumer

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Difficulties of Transferability

• Products of other people’s change efforts hide subtleties of change

• Successful application is both the program and understanding the context the application took place in

• Change depends on building local capability

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Black Belts as change agent

• As a Black Belt, what are you going to do on Monday morning

– To help promote change– To not be a road block– To breakdown resistance and road blocks– To promote the company’s initiative and team success

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Accelerating Change

Quality

Acceleration

Excellence

Technical attack

Team / Organization / Cultural attack

Business results

Acceleration implies• Change acceleration process• i.e. Change management for LEAN Six Sigma

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Change Acceleration Process : CAP

• What CAP is:– A systematic process to manage change– A set of tools and checklists used to analyze the elements of change– An active learning process– A team-based process

• What CAP does:– Ensures that all aspects of change management are considered– Encourages discipline and rigor throughout the process– Accelerates reaction to change initiative– Creates a network of change agents

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CAP-o-Gram

Leading change

Changing systems and structures

Current state Transition state Improved state

Creating a shared need

Shaping a vision

Mobilizing Commitment

Monitoring progress

Making change last

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CAP-o-Gram• Leading change:

– Having a champion who sponsors the change

• Creating a shared need– The reason to change, whether driven by threat or opportunity, is instilled within the organization

and widely shared through data, demonstration, demand or diagnosis. The need for change must exceed its resistance

• Shaping a vision– The desired outcome of change is clear, legitimate, widely understood and shared

• Mobilizing commitment– There is a strong commitment from key constituents to invest in the change, make it work and

demand and receive management attention• Making change last:

– Once change is started, it endures, flourishes and learning’s are transferred throughout the organization

• Monitoring progress:– Progress is real; benchmarks set and realized; indicators established to guarantee accountability

• Changing systems and structures– Making sure that the management practices are used to complement and reinforce change

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Creating a shared need

1 2

3 4

Short term

Long term

Opportunities Threats The questions you need to ask are:

• Which combination does your business usually use?

• Which combination fits your project?

• Which combination is the best practice in successful organization

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Project & Team Startup: GRPI Project Resource Roles

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• List, on the left-hand side of the page, all the individuals or groups who are theKey Stakeholders whose commitment is essential for the project success.

• Use the following Code to define their potential role in the project:

• A : Approval of team decisions outside their charterauthorities, i.e., sponsor, business leader.

• R : Resource to the team, one whose expertise, skills, “clout” may beneeded on an ad hoc basis.

• M : Member of team, with the authorities and boundaries of thecharter.

• I : Interested party, one who will need to be kept informed ondirection, findings, if later support is to be forthcoming.

Stakeholder Identification and Involvement (Building an ARMI)

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Project & Team Startup: Example

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STAKEHOLDERS

KEY PROJECT PHASES

DEFINE MEASURE ANALYZE IMPROVE CONTROL

Person A A A R R R

Person B I I M M R

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Project Definition Tools

• Draw a large square "picture frame" on a flip chart (or use tape on a wall) and use this metaphor to help the team identify what falls inside the picture of their project and what falls out.

• This may be in terms of type and extent of end results, people impacted, time frame, product lines, sites, etc.

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In the Frame / Out of the Frame Flip Charts

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Change Acceleration Process: GRPI Model of Team Work

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G• GOALS• Are the mission and goals of the team clear and accepted by all members?• Are they in tune with the team's environment?

R• ROLES AND RESPONSIBILITIES• Are the roles and responsibilities clearly described and understood?• Do the defined roles support the team goals fully?• Do the team members have the right competence and resources to fulfill their responsibilities?

P

• PROCESS AND PROCEDURES• Are there processes and procedures operating in the group (such as problem solving methods, communication procedures, decision making processes, resource

allocations) that are: • understood and acceptable?• supportive to the group goals and roles?

I• INTERPERSONNEL RELATIONSHIPS• Are the relationships among the team members healthy and support of good team work?• Is there a healthy level of trust, openness and acceptance in the group?

A model of successful team work elementsDESCRIPTION :

1. When initiating a team and planning the first steps2. When the team isn't working well and you're not sure what's wrong.

USES :

PROCESS :

REVIEW : 1. Review the GRPI model and identify the most important area to improve for greater team effectiveness. Often it is most productive to take the model in order: effective goals first, then roles, then process and then interpersonal relationships.

2. Review the GRPI model periodically to monitor team performance.

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Stakeholder Analysis

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Names Strongly Against

Moderately Against Neutral Moderately

SupportiveStrongly

SupportivePerson W ×Person Y ×

Steps: 1. Plot where individuals currently are with regard to desired change ( = current)

2. Plot where individuals need to be (× = desired). In order to successfully accomplish desired change identify gaps between current and desired

3. Indicate how individuals are linked to each other, draw lines to indicate an influence link using an arrow (Ù) to indicate who influences whom.

4. Plan action steps for closing gaps.

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Making Change Last – CAP O GRAM

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0

25

50

75

100

LeadingChange

Creatinga SharedNeed

Shapinga Vision

MobilizingCommitment

MakingChangeLast

MonitoringProgress

ChangingSystems &Structures

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SIX SIGMA PROJECTS AND KAIZEN EVENTS

How projects and kaizen events are selected, when to use six sigma instead of other problem-solving approaches, and the importance of aligning their objectives with organizational goals

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Kaizen vs. Lean vs. Six Sigma

•Quick Strike•1-6 days•Process mapping•Cause & effect•Basic “Blocking and tackling” tools

•Simple tactical focus•Obvious quick fixes•Containment•Plug holes in dikes

•One piece flow•Cells•Visual control•Pull systems•Kanban•Setup production•TPM

•Waste, non-value added•Speed, cycle time•Standardization•Inventory performance•Logistics cost reduction•Variance reduction

•DMAIC tools•Statistical process•Value stream mapping•PFMEA•Cp and Cpk•Gage R & R•ANOVA, Hypothesis test, DOE, Optimization

•Complex problems•Variation reduction•Process capability•Defect prevention•Stability, predictability•Design excellence

Leadership, creativity, innovation

Teaming and employee involvement

Knowledge of tools

Focus on improvement

Closed loop performance

Kaizen LEAN Six Sigma

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SIX SIGMA ROLES AND RESPONSIBILITIES

Describe the roles and responsibilities of six sigma participants: black belt, master black belt, green belt, champion, process owners, and project sponsors

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• Owns vision, direction, integration, results

• Leads change

Executive • Supports Black Belts by participating on project teams

• Apply Breakthrough Strategy to specific projects, lead and direct teams to execute projects

Green Belts

Black Belts

Master Black Belt

Project Champion

Deployment Champion

Senior Champion

All Employees

• Trains and coaches Black Belts, Green Belts and leaders

• Identify and scope projects• Identify, coach and develop

Black Belts

• Develops deployment and Strategy

• Supports cultural change

• Provides day-to-daymanagement and direction

of Six Sigma Program

• Understand vision• Apply concepts to their

job and work area

Roles and responsibilities

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Champion

• Champions are the Senior executives and managers, such as Vice President or Director of Manufacturing or Marketing.

• Champions should be familiar with basic and advanced statistical tools.

• Create the Vision of Six Sigma for the Company.

• Define the path to implement six sigma across the organization

• Carefully select high-impact project.

• Develop a comprehensive training plan for implementing the breakthrough strategy

• Support development of “statistical thinking”

• Ask black belts many questions to ensure that they are properly focused• Hold the ground by implementing black belt recommendations.• Make sure that project opportunities are acted upon by the organizations leadership and the

finance department.• Realize the gain by supporting the six sigma projects through allocation of resources and

removal of road blocks

• Recognize people for their efforts.

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The Champion’s Responsibilities before team is formed

• Select the team• Create the business case for the project• Formulate the preliminary problem statement• Identify the preliminary scope of the project• Identify the preliminary goals of the project• Allocate the resources for the team to complete its work• Identify the team leader (Black Belt Or Green Belt)• Communicate the business case to each team member• Establish the timeline for the project team to complete its work• Establish the milestones along the way for input from the Champion • Distinguish decisions requiring Champion input from independent team

decisions

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The Champion’s Responsibilities during the Project Team’s existence

• Validate and finalize the Charter.• Monitor and approve all project team tollgate work.• Meet regularly with the team leader/facilitator.• Remove barriers or roadblocks to the team’s success.• Maintain momentum of the team and keep them on task.• Deal with resistance among the team.• Communicate progress to upper management.• Continuing education.• Recognize efforts.• Re-evaluate Scope during the project.

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The Champion’s Responsibilities after the project team existence

• Communication of the new process (and results) to the business Quality Council

• Capture lessons learned• Monitor performance of the new process• Recognize, reward, and celebrate both success and effort

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Master Black Belt – The Prime Movers

• Master Black Belt might be a Chief Engineer or head of customer service.• It requires mastery of basic and advanced statistical tools.

Acts as in house experts for disseminating the breakthrough strategy knowledge throughout the organization

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Master Black Belt - Roles

• Partner with the Champions.• Understand the big business picture• Take on leadership of major programs• Develop and deliver training to various levels of the organization.• Assist in the identification of projects• Help train and certify black belts• Coach and support Black Belts in project work.• Participate in project reviews to offer technical expertise• Facilitate sharing of best practices across the corporation.

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Black Belts – Showing the Way

• Black Belt might be an engineer or billing administrator with five years or more of experience.

Black Belts, apply the Six Sigma breakthrough strategy tool and knowledge to specific projects

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Black Belts - Roles• Determine the most effective tools to apply• Get input from knowledgeable operators, first-line supervisors, and team leaders• Report progress to appropriate leadership levels• Acts as Breakthrough Strategy experts and be Breakthrough Strategy enthusiasts• Simulate Champion Thinking• Identify the barriers• Lead and direct teams in project execution• Report progress to appropriate leadership levels• Solicit help from champions from needed• Influence without direct authority• Determine the most effective tools to apply• Prepare a detailed project assessment during the measurement phase.• Teach and coach breakthrough strategy methods and tools• Manage project risk• Ensure that the results are sustained

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Green Belt

• Their current positions are associated with the problem that needs to be solved.

• Familiarity with basic statistical tools is required.

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Green Belt – Roles

• Function as Green Belts on a part-time basis, while performing theirregular duties.

• Participate on Black Belt project teams in the context of their existingresponsibilities.

• Learn the Six Sigma methodology as it applies to a particular project

• Continue to learn and practice the six sigma methods and tools afterproject completion

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Contact

WEBSITEhttp://www.lassib.org/

[email protected]

SOCIETY HEADQUARTERS#5-70, V. V. Nagar, Street No.

8, Habsiguda, Hyderabad, Andhra Pradesh, India - 500007

PHONEIndia Landline: +91-40-40045614

India Fax:+91-40-40045615India Toll-Free: 1-800-425-1388

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