01 sqs philosophy methodology 24 pgs
TRANSCRIPT
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Introduction to S.Q.S.Introduction to S.Q.S.
ContinuousContinuous
Improvement:Improvement:
FoundationsFoundations
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Introduction to S.Q.S.Introduction to S.Q.S.
Operational Excellence Operational Excellence s starts with a …tarts with a …
““ContinuousContinuous
Improvement Improvement
Mentality”Mentality”
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Introduction to S.Q.S.Introduction to S.Q.S.
What is a What is a
Continuous Improvement Mentality ?Continuous Improvement Mentality ? Concerted effort of Leadership to Concerted effort of Leadership to
continuously improve work and work continuously improve work and work processes utilizing common engineering processes utilizing common engineering application methodologies …application methodologies … Lean Enterprise (Toyota Production System)Lean Enterprise (Toyota Production System) Six Sigma Six Sigma
Business Process Management/ AnalysisBusiness Process Management/ Analysis
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Introduction to S.Q.S.Introduction to S.Q.S.
The Lean Enterprise …The Lean Enterprise …
- - Identify and eliminate Waste Identify and eliminate Waste (Muda)(Muda) andand
wasteful practices …wasteful practices … Providing value in the eyes of the customer …Providing value in the eyes of the customer …
“ “any part of the process for which the customer is willingany part of the process for which the customer is willing
to pay. Value added activities would be those involved into pay. Value added activities would be those involved in
producing and deliveringproducing and delivering goods and services.” goods and services.”
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Introduction to S.Q.S.Introduction to S.Q.S.
Six Sigma …Six Sigma …
- Measure defects in a process and … - Measure defects in a process and … (with rigor and discipline) systematically (with rigor and discipline) systematically figure out ways to reduce them to zero. figure out ways to reduce them to zero.
“ “Puts practical tools to work to root out defects at all levelsPuts practical tools to work to root out defects at all levels achieving tangible results of cost savings, employee,achieving tangible results of cost savings, employee, customer and stakeholder satisfaction.” customer and stakeholder satisfaction.”
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Introduction to S.Q.S.Introduction to S.Q.S.
Business Process Management/ Business Process Management/ Analysis …Analysis …
- - ProvidesProvides Managerial Line of SightManagerial Line of Sight
> clear measurements and priorities that> clear measurements and priorities that
connect from top to bottom in theconnect from top to bottom in the
organization.organization.
““Key Performance Indicators”Key Performance Indicators”
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Introduction to S.Q.S.Introduction to S.Q.S.
Continuous Improvement MentalityContinuous Improvement Mentality Garner Individual Garner Individual andand Team participation Team participation
through several planned approaches …through several planned approaches …
SuggestionsSuggestions BenchmarkingBenchmarking Cross-functional Work TeamsCross-functional Work Teams Application WorkshopsApplication Workshops Professional DevelopmentProfessional Development
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The S.Q.S. MethodologyThe S.Q.S. MethodologyEmploy Improvement Initiatives !Employ Improvement Initiatives !
Within Operations … Within Operations … We focus efforts on concerns of We focus efforts on concerns of
SSafety, afety, QQuality and uality and SSpeedpeed … … (Productivity)(Productivity)
Let’s …Let’s …
Describe the purpose of each of the elementsDescribe the purpose of each of the elements Explore requirements of each elementExplore requirements of each element Define general time commitmentsDefine general time commitments
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The S.Q.S. MethodologyThe S.Q.S. MethodologyEmploy Improvement InitiativesEmploy Improvement Initiatives
““Safety”Safety”
Proactive Management approach to Proactive Management approach to preventing workplace Incidents, preventing workplace Incidents, Accidents and Personal injury…Accidents and Personal injury…
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The S.Q.S. MethodologyThe S.Q.S. MethodologyEmploy Improvement InitiativesEmploy Improvement Initiatives
““Safety”Safety” OOnene ½ hr. meeting, 1½ hr. meeting, 1stst of each month… of each month…
> Workshop topics may include:> Workshop topics may include: Haz Mat/ Haz CommHaz Mat/ Haz Comm HR Issues - Technical, Legal, Moral, EthicalHR Issues - Technical, Legal, Moral, Ethical Fire, EMT’s, First Aid, CPR, Fire Squad/ Fire DrillsFire, EMT’s, First Aid, CPR, Fire Squad/ Fire Drills Compliance (Visual Control, Visual Management)Compliance (Visual Control, Visual Management) QWL Issues, Hazards and Operational topics QWL Issues, Hazards and Operational topics
> Indoctrination, propagation of > Indoctrination, propagation of “5S”“5S” Continued Implementation/ Follow-up/ AuditsContinued Implementation/ Follow-up/ Audits
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The S.Q.S. MethodologyThe S.Q.S. MethodologyEmploy Improvement InitiativesEmploy Improvement Initiatives
““5S”5S” Review Review ……
Practical approach to sustainingPractical approach to sustaining
workplace productivity …workplace productivity … 1S – Sort (organize)1S – Sort (organize) 2S – Set in order (everything in its’ place)2S – Set in order (everything in its’ place) 3S – Shine (cleanliness)3S – Shine (cleanliness) 4S – Standardize (shadow boards, Kanban rules)4S – Standardize (shadow boards, Kanban rules) 5S – Sustain (spider diagrams from audits) 5S – Sustain (spider diagrams from audits)
““5S” teams operate in factory and office areas5S” teams operate in factory and office areas
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The S.Q.S. MethodologyThe S.Q.S. MethodologyEmploy Improvement InitiativesEmploy Improvement Initiatives
““Quality”Quality” Proactive Management approach to Proactive Management approach to
Defect Reduction and Product and Defect Reduction and Product and Process OptimizationProcess Optimization
Combined with …Combined with …
Poka - Yoke (Mistake Proofing)Poka - Yoke (Mistake Proofing)
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The S.Q.S. MethodologyThe S.Q.S. MethodologyEmploy Improvement InitiativesEmploy Improvement Initiatives
““Quality”Quality”Weekly Team sessions may include:Weekly Team sessions may include:
> Business Process Management/ Analysis> Business Process Management/ Analysis Value Stream Mapping (Leadership Team)Value Stream Mapping (Leadership Team)
> Champion Development and Training> Champion Development and Training Professional Development (Management)Professional Development (Management)
> Six Sigma implementation (Black Belts)> Six Sigma implementation (Black Belts) with regularly scheduled team “Report-outs” –with regularly scheduled team “Report-outs” – “ “Six Sigma SimplicitySix Sigma Simplicity” modules delivered JIT” modules delivered JIT
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The S.Q.S. MethodologyThe S.Q.S. MethodologyEmploy Improvement InitiativesEmploy Improvement Initiatives
““Speed”Speed” (productivity)(productivity)
Proactive Management approach toProactive Management approach to
Identify and Eliminate WasteIdentify and Eliminate Waste
through ‘Lean Linking’ …through ‘Lean Linking’ …
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The S.Q.S. MethodologyThe S.Q.S. MethodologyEmploy Improvement InitiativesEmploy Improvement Initiatives
““Speed”Speed” Weekly sessions may include:Weekly sessions may include:
> > Book reviews with Leadership TeamBook reviews with Leadership Team
> > Lean projectsLean projects following an abbreviated following an abbreviated D/M-A-I-C process with regularly scheduledD/M-A-I-C process with regularly scheduled Team ‘Report-outs’Team ‘Report-outs’
Topics/ Projects include:Topics/ Projects include: Kanban / Visual Control / Visual ManagementKanban / Visual Control / Visual Management Point-of-Use Tooling, Tools, SuppliesPoint-of-Use Tooling, Tools, Supplies Cells, TAKT, Line Balance/Flow IssuesCells, TAKT, Line Balance/Flow Issues Total Productive Maintenance, AndonTotal Productive Maintenance, Andon Set-up, change-over reduction, etcSet-up, change-over reduction, etc … …
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SafetySafetyThe standard metrics of accident/ incident frequency and severity are sufficient. The standard metrics of accident/ incident frequency and severity are sufficient.
QualityQualityWhat is meant by quality will vary by company, but it must be quality in the eyes What is meant by quality will vary by company, but it must be quality in the eyes of the customer. As a result, customer returns or warranty claims are typically the of the customer. As a result, customer returns or warranty claims are typically the basis for this metric. It is not a summary of internal quality metrics. It is basis for this metric. It is not a summary of internal quality metrics. It is important to realize that those metrics are only important to the extent that they important to realize that those metrics are only important to the extent that they provide information management can use to minimize cost, improve flow and provide information management can use to minimize cost, improve flow and provide customer “provide customer “valuevalue”.”.(Value definition = transformation of form, fit, function or information; done right the first time; (Value definition = transformation of form, fit, function or information; done right the first time; Customer willing to pay for…)Customer willing to pay for…)
SpeedSpeed ( (Delivery performance)Delivery performance)Delivery performance is the percentage of customer orders shipped when the Delivery performance is the percentage of customer orders shipped when the customer requested them to be shipped. It should not be modified to customer requested them to be shipped. It should not be modified to accommodate company policies or shipping promises. It is purely a metric of accommodate company policies or shipping promises. It is purely a metric of manufacturing’s (or the service department’s) ability to meet customer manufacturing’s (or the service department’s) ability to meet customer requirements.requirements.
The S.Q.S. Methodology
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The S.Q.S. MethodologyThe S.Q.S. Methodology
With a well-planned implementation,With a well-planned implementation, expectedexpected RESULTSRESULTS may include … may include …
35% to 50% reduction in lost time/ 35% to 50% reduction in lost time/
safety-related incidents and accidentssafety-related incidents and accidents 15% to 30% decrease in scrap and rework15% to 30% decrease in scrap and rework 25% to 40% reduction in total cycle time25% to 40% reduction in total cycle time
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The S.Q.S. MethodologyThe S.Q.S. Methodology
Check out the Check out the Gain$Gain$ achieved by companies that achieved by companies that have fully invested in improvement initiativeshave fully invested in improvement initiatives … …
G.E.G.E. > Added more than $ 2 billion to the bottom line in 1999 alone> Added more than $ 2 billion to the bottom line in 1999 alone
AlliedSignal/ HoneywellAlliedSignal/ Honeywell > > Report savings of over $ 1.5 billion since 1993 Report savings of over $ 1.5 billion since 1993
MotorolaMotorola > > Saved more than $ 15 billion in first 10 years of Six Sigma inceptionSaved more than $ 15 billion in first 10 years of Six Sigma inception
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The S.Q.S. MethodologyThe S.Q.S. Methodology
Real Improvement:Real Improvement:
Let’s Let’s begin …begin … Slow and SureSlow and Sure
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Introduction to S.Q.S.Introduction to S.Q.S.
Initial EngagementInitial Engagement [Jan – June][Jan – June]
Garner Individual Garner Individual andand Team participation Team participation through 7 Productivity Improvement Teamsthrough 7 Productivity Improvement Teams 5S Team (Administration)5S Team (Administration) 5S Team (Floor, electronics)5S Team (Floor, electronics) 5S Team (Floor, sheet metal)5S Team (Floor, sheet metal)----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Six Sigma Team (Floor, electronics)Six Sigma Team (Floor, electronics) Six Sigma Team (Floor, sheet metal)Six Sigma Team (Floor, sheet metal)------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Lean Application Team (Floor, electronics)Lean Application Team (Floor, electronics) Lean Application Team (Floor, sheet metal)Lean Application Team (Floor, sheet metal)
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Introduction to S.Q.S.Introduction to S.Q.S.
Initial EngagementInitial Engagement Areas addressed -Areas addressed -
5S Teams –5S Teams – Safety, Organization, Flow Safety, Organization, Flow Six Sigma Teams –Six Sigma Teams – Defects, Scrap, Yield Defects, Scrap, Yield Lean Application Teams –Lean Application Teams – Cycle Time, Waste Cycle Time, Waste
Objectives:Objectives: Learn and apply C.I. tools/ techniquesLearn and apply C.I. tools/ techniques Cost Take-out (savings): approx 5% of sales Cost Take-out (savings): approx 5% of sales
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Introduction to S.Q.S.Introduction to S.Q.S.
Initial EngagementInitial Engagement [Jan – July][Jan – July]
Scheduled Team Report – outs:Scheduled Team Report – outs:
““Define” Define” JanJan ““Measure”Measure” MarchMarch ““Analyze” Analyze” AprilApril ““Improve” Improve” MayMay ““Control”Control” July 1July 1stst ! !
““20XX” C.I. Plan20XX” C.I. Plan (Leadership Team)(Leadership Team)
Need help w/ implementation? Call Jay WatsonNeed help w/ implementation? Call Jay Watson, , 480 820 0877480 820 0877
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The S.Q.S. MethodologyThe S.Q.S. MethodologyEmploy Improvement InitiativesEmploy Improvement Initiatives
What’s different with this approach ?What’s different with this approach ?
- Incorporates Lean - Incorporates Lean andand Six Sigma Six Sigma (S-L-O-W-L-Y)(S-L-O-W-L-Y)
- Voluntary, simple, easy - Voluntary, simple, easy andand fun ! fun ! (modular, delivered JIT)(modular, delivered JIT)
- A pro-active approach … - A pro-active approach … (managed, scheduled and planned)(managed, scheduled and planned)
- Implemented on a ‘part-time’ basis - Implemented on a ‘part-time’ basis (a few hours a week)(a few hours a week)
- Directly linked to strategic performance goals- Directly linked to strategic performance goals
- Taps potential of the organization –- Taps potential of the organization –Utilizes Cross-functional Teams/ SME’sUtilizes Cross-functional Teams/ SME’s
- Framed around “PGA” (P- Framed around “PGA” (Practicalractical, G, Graphicalraphical, A, Analyticalnalytical))
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The S.Q.S. MethodologyThe S.Q.S. Methodology
ContinuousContinuous
Improvement:Improvement:
Our Destiny !Our Destiny !