Download - Microsoft PowerPoint - Copy AOQ Lean
Productive Learning Lean and Six Sigma™– the End, Ways and Means
Monash University Street Melbourne
AOQ Presentation by Michael W McLean FAICD, CMC, FAOQ
WDScott [email protected]
+61419225996
22 August 2007
Sydney
Hong Kong
London
New York
Page 1
Presentation topics
The American simplification to Toyota’s Production System called ‘Lean’ and a continuousimprovement program called Six Sigma™by Motorola
1. Understand the drivers for change within the business plan and how the continualimprovement intervention supports or enables its delivery
2. Define who are the various organisation stakeholders, the current and likely expectationsto assist selecting a CI intervention
3. Access your Business or QM System and determine if it is process based or clausebased (Opportunity for Improvement) for identifying processes
4. Assess what the business plan goals or strategy map, stakeholder needs, QMS processand customer issues or ‘Rules’ that drive the business
5. Select the ‘Tools’ that best meet the needs of the business and its stakeholders thatdeliver quality, cost and delivery targets
6. Utilise a Productive Learning System©’ for Adult Learning respecting past and currentchange initiatives, resourced and enable the Engage People process to eliminate waste
7. Integrate within the Business (Integrated Management System) the lessons learned,improvement, problem resolved, causes eliminated, procedural process changes andaudit to business plan and scorecards
Top
ics
Page 2
WDScott : History
WDScott was founded in 1938 by Sir Walter Scott
• It grew to be Australia’s largest international management consulting brand –known for integrity, excellence and results using their structured and highly testedIntellectual Property and Knowledge base with clients internationally
• Introduced Cost Management and Activity Based Costing techniques 1940’s
• Project Managed Australia’s transition to Decimal Currency – 14 February 1966
• Designed and managed formation of Joint Accreditation Standards of Australiaand New Zealand - JASANZ
• Sponsored Dr Joe Juran USA Statistical Process Control tools and techniquestour 1963
• Sponsored Dr Peter Drucker USA tour of Australia 1970’s
• Distributor Paul B Mulligan USA Clerical Measurement and Organisation &Methods 1970’s
• Distributor of Juran Institute USA Total Quality programmes and training 1980’s
• Distributor QCI International USA training, programmes and materials 1980’s
His
tory
Page 3
Six Sigma™History
“Motorola invented Six Sigma™[US Patent and Trademark Office SN: 74199225 and RN:1813630] in 1987 to raise the bar and focus the quality debate on parts per million, and insome cases, parts per billion. We strive to optimise our production processes by ensuring
that there are six or less standard deviations within the specifications of any given process.
• Our goal is to make business and life simpler, smarter, synchronized and safer by creatingleadership products and services that put intelligence everywhere”.
• While Six Sigma remains at the heart of our internal processes, our vision has widened toensure that excellence is permeated through every aspect of our business”.
Mot
orol
aH
isto
ry
Page 4
Performance Excellence Business System
“Shaping customer perceptions by creating an environment of trust through customercommunication and engagement. We call this Total Customer Satisfaction.By anticipatingcustomer needs, demonstrating innovation and gaining customer loyalty, Motorola iscontinuously striving to build relationships with customers that are built on a solid foundation oftrust.
• Motorola will continue to focus on providing customers with products that make their livessmarter, simpler, synchronized and safer. We believe the best way to accomplish this is throughthe successful implementation of the Performance Excellence Business System and is realizedthrough seven key areas:
– 1.Leadership– 2.Strategic Planning [Quality is a key factor in developing Motorola's business strategy]– 3.Customer and Market Focus,[quality demands are at the heart of any strategic plan
Motorola develops]– 4.Fact-Based Decisions– 5.Human Resources [ Attracting and retaining good employees to maintain high levels of
quality]– 6.Process Management [Six Sigma focuses us on continuous improvement of all of our
internal processes] and– 7. Business Results”
Mot
orol
aP
erfo
rman
ceE
xcel
lenc
eB
usin
ess
Sys
tem
What is ‘Six Sigma™’ compared Dr W Shewhart's definition
•Dr Mikel Harry & Richard Schroeders’ “TheSix Sigma Way” say it is ‘the most powerfulmanagement tool ever devised’.
•They say that Six Sigma ‘provides specificmethods to re-create the process so thatdefects and errors never arise’.
• Process is not always centered so Motorolagives a +/- 1.5 Standard Deviation Drift in itsdefinition of ‘Six Sigma’ and goes on to say‘Six Sigma are Tolerances’ so they can attainthe maximum Defect per Unit of 3.4 parts permillion goal i.e. 9 ’”
•Dr Walter Shewhart at Bell Laboratories in1924 to his boss about the concept of usingstatistics to control process quality and laterpublished it in a paper called “EconomicManufacturing ………” in 1929.
•He invented the Control Chart to plot how aprocess varies over time with enoughsamples to calculate the upper and lowerprocess or control limits. The ‘Voice of theProcess’ as it operated at +/- 3 Sigma or ‘’or as some said ‘6’ and 99.73% confidence& embedded in every Control Chart andHistogram ‘Voice of the Customer’
Motorola University & others 1985-7 Dr Walter Shewhart Bell Labs 1929
Lower Spec’n Upper Spec’nAllgal TargetLower Spec’n Upper Spec’nAllgal Target
Dilbert has a view of course
DynCorp USA Six Sigma™survey – most used Tools
Process Mapping - 80.8%Root Cause Analysis - 77.7%Cause and Effect Analysis - 76.3%Benchmarking - 75.0%Control Charts - 73.7%Performance Metrics - 67.9%Problem Solving - 67.4%Statistical Process Control - 67.0%Failure Mode Effect Anal. - 67.0%Process Capability - 64.7%Project Management - 63.4%
DynCorp USA Six Sigma™survey – most valuable tools
Six Sigma ™- 53.6%Process Mapping - 35.3%Root Cause Analysis - 33.5%Cause and Effect Analysis - 31.3%LEAN Thinking/Manufacturing - 26.3%Benchmarking - 25.0%Problem Solving - 23.2%9000 Series - 21.0%Process Capability 20.1%Statistical Process Control - 20.1%Performance Metrics - 19.2%Control Charts - 19.2%Process Management - 18.8%
Dr Deming changed Shewhart’s PDCA cycle to PDSA and is theterm used in Automotive ISO TS16949
• Dr Deming said “check could mean toblock, or pull up short, or rein in, andthat’s the last thing you want to do”.[Quality or Else page 280]
• Philip Caldwell Chairman, Ford MotorCompany 1981 also requested thatContinuous Improvement or ‘never-ending improvement sounded like toolong a time’ be changed to ContinualImprovement ‘as it did not sound nearlyas long’ hence Automotive QMS TS2[TS16949] is Continual and uses PDSA
SPC Rule: Stability before Capability
‘Kaizen’ is seen by the Japanese as THE vehicle for ContinuousImprovement
• “Japan’s PDCA practitioners viewstandards as the place for doing abetter job next time
• Management can be broken downinto two elements: Maintenance andImprovement
• It is important that current standardsbe stabilised
• Such a process of stabilisation isoften called the SDCA (Standardise-Do-Check-Action) cycle – only whenthe SDCA cycle is at work can wemove onto upgrading the currentstandards through the PDCA cycle
• Management should have both theSDCA and the PDCA cycles workingin concert all the time”. M Imai
SDC
A
SDC
APDC
A
PDS
A SDS
A
Maintenance
Maintenance
Maintenance
KAIZEN
ISO9001:2000 &2007 Draft
TS2/TS16949:2000Ford Motor Coy and
Dr Deming 1990
Source: ‘KAIZEN’ M Imai p64
Sources: AIAG USA;International Organizationfor Standardisation and‘Quality or Else’ p280
VA/VE Definitions and sources
“Value Engineering is the cost reduction activity thatinvolves basic functional changes in the new productdevelopment stage”. This is the biggest cost savingsachieved in product design stage (The Toyota Way)
“Value Analysis is the cost reduction activity that involvesdesign changes of existing products”. Source: “ToyotaProduction System – linking the Seven Key FunctionalAreas”. Yasuhiro Monden.
VE techniques were first developed at GE by Lawrence DMiles
Value Management Standard AS4183-2007
The “Customer” really does know!
Look Lady, You're the one who asked for a Famous MovieStar with dark hair, strong nose and deep set eyes
The Problem of Inadequate Specifications
Deploying Strategy through Processes assessed against EFQM
000dCIP4.ppt/O:mg
Shareholders
ENVIRONMENTALSCAN AND
STAKEHOLDER NEEDS
ENVIRONMENTALSCAN AND
STAKEHOLDER NEEDS
STRATEGICANALYSIS
& RISKASSESSMENTS
STRATEGICANALYSIS
& RISKASSESSMENTS
STRATEGICINTENT
AND GOALS
STRATEGICINTENT
AND GOALS
STRATEGICEVALUATIONSTRATEGICEVALUATION
MANAGEMENTOBJECTIVES
MANAGEMENTOBJECTIVES
Actions
BCD
Enterprise Resources
Division Budgets
Function Integration
Process Measure
Individual Accountable
Team Responsible
1
Years
EXECUTION OBJECTIVES
5432A
Assess
Stakeholders
Employees
Community
Customers
“Suppliers”
BUSINESS /CORPORATE
PLAN
BUSINESS /CORPORATE
PLAN
Operations,People &
Processes toDeliver Strategy
Processes
TechnologyResources
InformationSkills
Values Structure
Behaviour
People
EFQM Business Excellence Model
Leadership Processes
KeyPerformance
Results
People
Partnerships andResources
People Results
Society Results
Supporting
Policy and Strategy Customer Results
ENABLERS RESULTS
INNOVATION AND LEARNING
leading to excellence in
achieves
through
DIVISIONALPLANS
DIVISIONALPLANS
Skills
ProcessPerformance
Review/Audit &Improvement
000dCIP4.ppt/O:mg
Shareholders
ENVIRONMENTALSCAN AND
STAKEHOLDER NEEDS
ENVIRONMENTALSCAN AND
STAKEHOLDER NEEDS
STRATEGICANALYSIS
& RISKASSESSMENTS
STRATEGICANALYSIS
& RISKASSESSMENTS
STRATEGICINTENT
AND GOALS
STRATEGICINTENT
AND GOALS
STRATEGICEVALUATIONSTRATEGICEVALUATION
MANAGEMENTOBJECTIVES
MANAGEMENTOBJECTIVES
Actions
BCD
Enterprise Resources
Division Budgets
Function Integration
Process Measure
Individual Accountable
Team Responsible
1
Years
EXECUTION OBJECTIVES
5432A
Assess
Stakeholders
Employees
Community
Customers
“Suppliers”
BUSINESS /CORPORATE
PLAN
BUSINESS /CORPORATE
PLAN
Operations,People &
Processes toDeliver Strategy
Processes
TechnologyResources
InformationSkills
Values Structure
Behaviour
People
EFQM Business Excellence Model
Leadership Processes
KeyPerformance
Results
People
Partnerships andResources
People Results
Society Results
Supporting
Policy and Strategy Customer Results
ENABLERS RESULTS
INNOVATION AND LEARNING
leading to excellence in
achieves
through
EFQM Business Excellence Model
Leadership Processes
KeyPerformance
Results
People
Partnerships andResources
People Results
Society Results
Supporting
Policy and Strategy Customer Results
ENABLERS RESULTSENABLERSENABLERS RESULTSRESULTS
INNOVATION AND LEARNINGINNOVATION AND LEARNING
leading to excellence in
achieves
through
DIVISIONALPLANS
DIVISIONALPLANS
Skills
ProcessPerformance
Review/Audit &Improvement
Qatar Transport Plan on a Page for Asian Olympic Games
KPI’s
4
3
2
1
WhoObjectivesGoals
KPI’s
4
3
2
1
WhoObjectivesGoals
MissionProvide taxi, limousine, public and eventtransport vehicles and services for the publicand visitors to QATAR
Goals/KRA’s: Customer driven; Financiallyviable; Qatarisation; Enhance image ofQatar; Employer of Choice; Internationalfranchisor; IPO within 4 years
Our Values: Service Safety Teamwork Integrity Innovation Results
Our MetricsQuality
Appearance
Timeliness
AccuracyResponsiveness
Enterprise Resources
Division Budgets
Function Integration
Process Measure / KPI
Individual Accountable
Deployment
QTC Stakeholders and Scorecards
Goals/KRAs
ProcessesFinancialPeopleCustomers
KPI ’s
4
3
2
1
WhoObjectivesGoals
2004
2006
2005
ExcellentCustomer
Experience
Feedback
Vision: Be a regional leader in the provisionof integrated ground transport solutions
Goals/KRAs Goals/KRAs Goals/KRAs
Actions& Budget
BCD
1PERIOD
5432A
Department Action Plan
Actions& Budget
BCD
1PERIOD
5432A
Department Action Plan
Actions& Budget
BCD
1PERIOD
5432A
Department Action Plan
KPI’s
4
3
2
1
WhoObjectivesGoals
KPI’s
4
3
2
1
WhoObjectivesGoals
MissionProvide taxi, limousine, public and eventtransport vehicles and services for the publicand visitors to QATAR
Goals/KRA’s: Customer driven; Financiallyviable; Qatarisation; Enhance image ofQatar; Employer of Choice; Internationalfranchisor; IPO within 4 years
Our Values: Service Safety Teamwork Integrity Innovation Results
Our MetricsQuality
Appearance
Timeliness
AccuracyResponsiveness
Enterprise Resources
Division Budgets
Function Integration
Process Measure / KPI
Individual Accountable
Deployment
QTC Stakeholders and Scorecards
Goals/KRAs
ProcessesFinancialPeopleCustomers
KPI ’s
4
3
2
1
WhoObjectivesGoals
2004
2006
2005
ExcellentCustomer
Experience
Feedback
Vision: Be a regional leader in the provisionof integrated ground transport solutions
Goals/KRAs Goals/KRAs Goals/KRAs
Actions& Budget
BCD
1PERIOD
5432A
Department Action PlanActions
& Budget
BCD
1PERIOD
5432A
Department Action Plan
Actions& Budget
BCD
1PERIOD
5432A
Department Action PlanActions
& Budget
BCD
1PERIOD
5432A
Department Action Plan
Actions& Budget
BCD
1PERIOD
5432A
Department Action PlanActions
& Budget
BCD
1PERIOD
5432A
Department Action Plan
Toyota on this Process stuff – M Hammer
See Sloan: “Process Management and the Future of Six Sigma and Hammer Group website
Processes are key to deploying a strategy to people
WDScott ’14 Dimension’ Framework
‘Why’‘The Business Rationale provides theanswer to the question as to ‘why’processes are executed’...
‘What’‘Process describes ’what’is needed to deliver the
‘why’... ‘How‘The ‘why’ and ‘what’ determine therequirements of all enablers of theprocess - the ‘how’...
Transition should involve a staged approach in order to minimizerisk and investment ahead of business success...
Direction &Customer
SegmentationAlignment
CompetitiveEnvironment
CustomerSegmentation
Strategy &Measurement
Customer/Consumer
Product
Channel
Media
Purpose
Direction &Customer
SegmentationAlignment
CompetitiveEnvironment
CustomerSegmentation
Strategy &Measurement
Customer/Consumer
Product
Channel
Media
Purpose
be from left to right...
From‘As Is’
To‘To Be’
Leadership & Culture
infrastructure
Technology,Applications,
Networks, Systems
Structure & Skills
Information
Leadership & Culture
infrastructure
Technology,Applications,
Networks, Systems
Structure & Skills
InformationBusiness ProcessesBusiness Processes
M Hammer - “Process Models”
Qatar Transport Company [Mowasalat] Integrated ManagementSystem Process Map – meeting multiple Standard requirements
12. Plan and ManageConsumables andSupplier Relations
2. Market, Sell & Distribute Transport Solutions
Design &Modify
Blueprint
Dohaand GCCMarket
Research, Planand Model the
Business
1. TC StrategicPlan
14. Plan andReview
ManagementSystems
Compliance
13. Receive Cash,Payments and Pay forServices
Integrated Management System Scope
Passenger and Event Client Feedback
13. ProvideFinance
10. ProvideEquipment, Facilities
and Vehicles
9.Plan, ProvideTraining, Assessment
and Mentoring
11. Plan, Provideand Maintain ICT
8. Plan, Provideand MaintainPeople (HR)
15. Measure, Review andImprove Performance
Scorecards
QATAR GCCCustomers & Visitors
Satisfaction
VALUE CREATIONPROCESSES
SYSTEM SUPPORTPROCESSES
CORPORATESUPPORT
PROCESSES
EstablishFleet
Needs &Offer
3. Deliver Taxi and Limousines Services
4. Deliver MPV, Mini Bus, Bus, Coach Mass Transit
5. Coordinate and Deliver Event Solutions
16. Audit, Review and ManageBusiness Information
6. Resource and Service Car Fleet Services
7. Receive and book vehicles (Call Centre)
ISO
9001
ISO
18000
ISO
14001NVQ
External Standards
ISO TS16949 [2002] TS2 : “Determine processes, sequence and interaction,
criteria and methods to ensure operation and control of processes.
• ISO TS16949 provides guidance to Supplier Executives of where thecurrent and future 5% OEM stated Cost Downs and ‘Zero Tolerance’can come from:– “Process Efficiency - Top management shall reviewproduct realization (core or value adding) and supportprocesses to assure their efficiency and effectiveness”
– Provide resources to support processes. Monitor andanalyse processes”.
• If your Business / Quality MS Manual has is structured by the TS-2Elements [Right] – you have an in-built cost disadvantages and for themost part, you will be not able to achieve process stability [Voice of theProcess] and then process capability [Voice of the Customer].
ISO TS16949 [2002] TS2 : Overlay the Quality, OH&S, Risk, ITIL, Governanceand Environmental element requirements onto Business Process
7
ISO18001
OH&S
47
ISO14001TS2
14. Reviewand improveperformance
8. Plan,provide &maintainPeople
2. Design &EngineerProduct
964BusinessProcessDescription
AllElements
ISO18001
OH&S
All Elements
ISO14001TS2
8.3 Control ofnon-conformingproduct
8.1Measurement,analysis andimprovement
7.1 Planning ofProductRealization
AllElements
StandardClause
A Process Based IMS relationship matrixto show relationship to the TS2 and
other Management System requirements
Clause/Elemental Based MS relationship matrixto show relationship to the TS2 and other
Management System requirements
GM Powertrain Global Quality System based upon “Juran Trilogy”
WorldClassQuality
Six Sigma™ Capability and Statistical Problem Solving
Common ProcessesISO TS16949/ISO9001/ISO14001 Certified Systems
Quality Network Foundation
CS FACCCIDC PA PR
Vehicle and Engine Development ProcessVehicle and Engine Development Process
Measurement and FeedbackVoice of Process and Voice of Customer
Variation ReductionGM GlobalManufacturingSystem
Quality Plan foreach part
QualityImprovement
Quality ControlQuality Planning
Pla
nne
dQ
ual
ity
Lev
el
Work Simplification and Value – Mr Toyoda understood
“Work Simplification was invented by Allan Mogensen in 1937 where he created the onlyflowcharting tool that identifies value and non-value added activities: The Flow ProcessChart”. It is a USA ASE and ILO Standard form Source: Quality Digest January 1989. USA
“The first question in the Toyota Production System is – ‘what does the customer(internal and external) want from this process? This defines ‘value’ as you observe aprocess and identify the value and non-value added steps.” Taiichi Ohno and ‘TheToyota Way’ by Dr Jeffrey K Liker
__________________Company ValueAnalysis by
FlowProcessCharting
Flow ProcessChart Tool WDScott Tool #4 Process Name
No Time No Time No Time
OperationsMove/Transport Department:Check/Inspect _______________________________Wait/Delay Process from: ___________________Decide _______________________________File/Store To:____________________________Quantity Produced Item charted: _____________________Cycle Time No: ___________________________Distance Travelled Charted by: ____________________Documents Used Date: __/__/2006
Detail of activity or task
Present MethodProposed Method
2
Ac
tivity
Cyc
leT
ime
De
cisi
ons
File
/Sto
re
Ope
rati
on[V
alue
Ad
d]
Tra
nsp
orto
rM
ove
Insp
ecti
ons
or
Che
ck
De
lays
orW
ait
NO
TES
ofp
ossi
ble
chan
ges:
Ask
Wha
t(st
ep),
Whe
re(p
lace
),W
hen
(se
quen
ce),
Who
(per
son)
,How
(met
hod)
and
Why
(just
ifica
tion)
toid
entif
yop
port
uniti
esto
CO
MB
INE
,ELI
MIN
ATE
orIM
PRO
VEPresent Proposed Difference
Process Comments /Lean / Six Sigma / BPR /
CI initiative impact
Suppliers must be stable then capable in their own ProductionSystem to then supply Toyota
TPS “Shikume” Chart or “Value Stream Mapping” in Lean
Information
Material Flow
EX.
PLANT 3Crossdocking
10 Pickupsper Day
8 Pickupsper Day
PLANT 4 CUSTOMER 1
CUSTOMER 2
e1x per day
8:00 AMn-1
PLANT 1Warehouse
Daily Shipping Schedule
Cust.
N1N2
7 8 9 10 11 12 13 14 15 16 17
1
2
3
4
5
6
7
8
9
10
11 12
13
14
15
16
17
18
Safety Stock Buffer Stock
.5 Day .25 Days
Milkrun3 Pickupsper Day
PLANT 2
Assy
Staging
Staging
1
2
Staging
Day N1-6
7-12
Unload
YNA-ECopied
e
Orders Sent18X/Day
Check PlannedReceipts vs.
Actual Receipts
Truck Staging Day1st 12PM - 6PM N2nd 6PM - 12AM N3rd 6AM - 12PM N+1
Day N+1
Day N+1
Leveling Box
Assigns YNA--E Truck CodePrint Cards
Supplier Kanban
PLANT A
PLANT B13 - 18
YNA- E TruckCode
Stage by Truck Code(Day N + TMMK Truck #)
(e.g. 05-30-02 #4)
Unload in sequential Order(Truck 1 loaded = Unload
Truck 1 Day N- 3)
Trucks loaded so canbe rem oved in
sequential order.
ReadBarcode
When Pulled
Leveling Box456
Ahead/BehindLevel W ork
Deliver Finished GoodsBackhaul Raw Materials & Empty Containers
EmptyTotes
Milkrun3 Drop-offs
per Day
Assigns YNA--E Truck CodePrint Cards
Drop FG & Pickup RM1st Pickup at 7:00 AM2nd Pickup at 1:00 PM3rd Pickup at 7:00 PM
Drop RM & Pickup FGAt Buenaventura
1st Pickup at 7:00 PM2nd Pickup at 1:00 AM3rd Pickup at 1:00 PM
e
Email Ordersback 18 x/day
OtherSuppliers -Send Email1X per day
Based on time of day card ispulled at Buenaventura:6AM to 12PM Truck 112PM to 6PM Tuck 26PM to 12PM Truck 3
1 Day
Daily Order
6 Hrs1 Hr1 Hr
Safety Stock
1 DayELCOM1 Day
HAIBARATape, Tube, Term.
JB's & RB's
CCCTerminals
SUMITOM OConnectors
1.75 Days2 Days1.25 Days
Date: 05-30- 02
Date: 05-30- 02
Date: 05-30- 02
Breakdown Areafor Partial Pallets
1 Day3 Days1 Day5 DaysUS 2 DaysJapan 20 Days
6 MonthForecastMonthly
Monthly Adjustment to System (1x per month)
ReviewChanges inCustomerDemand
RecalculateStore Sizes
ReviewChanges in
ProcessCapability
Plan toAdjust
Target Condition for Model Line Flowpath
Target =16 Days
Kanban Cycle1 - 8 - 8
Kanban Cycle1 - 10 - 10
Kanban Cycle1 - 5 - _
Kanban Cycle1 - 3 - 2
ELCOMTube & Wire
ELCOMConectors
Bvt
ra
B.J
.
Con
st.
F.M
.
Bvtr
a
B.J
.
Con
st.
F.M
.
Bvt
ra
B.J.
Con
st.
F.M
.
Truck 1
Truck 2
Truck 3
3
1 2 3
N-2 Trucks7 AM
10 AM
1 PM
4 PM
7 PM
10 PM
4 5 6
7 8 9
10 11 12
13 14 15
16 17 18
#1 #2 #3
Sent W hen Order Pulled
#4 #5 #6
#7 #8 #9
Sideloading
Sideloading
Potentially to YNA- L
Supplier Kanban
YNA- ETruck Code
e
Email OrdersDaily
Safety Stock
1 Day
Mixed Loads(Increase Frequency if Possible)
PLANT C
SUPPLIERS
Information
Material Flow
EX.
PLANT 3Crossdocking
10 Pickupsper Day
8 Pickupsper Day
PLANT 4 CUSTOMER 1
CUSTOMER 2
e1x per day
8:00 AMn-1
PLANT 1Warehouse
Daily Shipping Schedule
Cust.
N1N2
7 8 9 10 11 12 13 14 15 16 17
1
2
3
4
5
6
7
8
9
10
11 12
13
14
15
16
17
18
Safety Stock Buffer Stock
.5 Day .25 Days
Milkrun3 Pickupsper Day
PLANT 2
Assy
Staging
Staging
1
2
Staging
Day N1-6
7-12
Unload
YNA-ECopied
e
Orders Sent18X/Day
Check PlannedReceipts vs.
Actual Receipts
Truck Staging Day1st 12PM - 6PM N2nd 6PM - 12AM N3rd 6AM - 12PM N+1
Day N+1
Day N+1
Leveling Box
Assigns YNA--E Truck CodePrint Cards
Supplier Kanban
PLANT A
PLANT B13 - 18
YNA- E TruckCode
Stage by Truck Code(Day N + TMMK Truck #)
(e.g. 05-30-02 #4)
Unload in sequential Order(Truck 1 loaded = Unload
Truck 1 Day N- 3)
Trucks loaded so canbe rem oved in
sequential order.
ReadBarcode
When Pulled
Leveling Box456
Ahead/BehindLevel W ork
Deliver Finished GoodsBackhaul Raw Materials & Empty Containers
EmptyTotes
Milkrun3 Drop-offs
per Day
Assigns YNA--E Truck CodePrint Cards
Drop FG & Pickup RM1st Pickup at 7:00 AM2nd Pickup at 1:00 PM3rd Pickup at 7:00 PM
Drop RM & Pickup FGAt Buenaventura
1st Pickup at 7:00 PM2nd Pickup at 1:00 AM3rd Pickup at 1:00 PM
e
Email Ordersback 18 x/day
OtherSuppliers -Send Email1X per day
Based on time of day card ispulled at Buenaventura:6AM to 12PM Truck 112PM to 6PM Tuck 26PM to 12PM Truck 3
1 Day
Daily Order
6 Hrs1 Hr1 Hr
Safety Stock
1 DayELCOM1 Day
HAIBARATape, Tube, Term.
JB's & RB's
CCCTerminals
SUMITOM OConnectors
1.75 Days2 Days1.25 Days
Date: 05-30- 02
Date: 05-30- 02
Date: 05-30- 02
Breakdown Areafor Partial Pallets
1 Day3 Days1 Day5 DaysUS 2 DaysJapan 20 Days
6 MonthForecastMonthly
Monthly Adjustment to System (1x per month)
ReviewChanges inCustomerDemand
RecalculateStore Sizes
ReviewChanges in
ProcessCapability
Plan toAdjust
Target Condition for Model Line Flowpath
Target =16 Days
Kanban Cycle1 - 8 - 8
Kanban Cycle1 - 10 - 10
Kanban Cycle1 - 5 - _
Kanban Cycle1 - 3 - 2
ELCOMTube & Wire
ELCOMConectors
Bvt
ra
B.J
.
Con
st.
F.M
.
Bvtr
a
B.J
.
Con
st.
F.M
.
Bvt
ra
B.J.
Con
st.
F.M
.
Truck 1
Truck 2
Truck 3
3
1 2 3
N-2 Trucks7 AM
10 AM
1 PM
4 PM
7 PM
10 PM
4 5 6
7 8 9
10 11 12
13 14 15
16 17 18
#1 #2 #3
Sent W hen Order Pulled
#4 #5 #6
#7 #8 #9
Sideloading
Sideloading
Potentially to YNA- L
Supplier Kanban
YNA- ETruck Code
e
Email OrdersDaily
Safety Stock
1 Day
Mixed Loads(Increase Frequency if Possible)
PLANT 3Crossdocking
10 Pickupsper Day
8 Pickupsper Day
PLANT 4 CUSTOMER 1
CUSTOMER 2
e1x per day
8:00 AMn-1
PLANT 3Crossdocking
10 Pickupsper Day
8 Pickupsper Day
PLANT 4 CUSTOMER 1
CUSTOMER 2
e1x per day
8:00 AMn-1
PLANT 1Warehouse
Daily Shipping Schedule
Cust.
N1N2
7 8 9 10 11 12 13 14 15 16 17
1
2
3
4
5
6
7
8
9
10
11 12
13
14
15
16
17
18
Safety Stock Buffer Stock
.5 Day .25 Days
PLANT 1Warehouse
Daily Shipping Schedule
Cust.
N1N2
7 8 9 10 11 12 13 14 15 16 17
1
2
3
4
5
6
7
8
9
10
11 12
13
14
15
16
17
18
Safety Stock Buffer Stock
.5 Day .25 Days
Milkrun3 Pickupsper Day
PLANT 2
Assy
Staging
Staging
Milkrun3 Pickupsper Day
PLANT 2
Assy
Staging
Staging
1
2
Staging
Day N1-6
7-12
Unload
YNA-ECopied
e
Orders Sent18X/Day
Check PlannedReceipts vs.
Actual Receipts
Truck Staging Day1st 12PM - 6PM N
1
2
Staging
Day N1-6
7-12
Unload
YNA-ECopied
e
Orders Sent18X/Day
Check PlannedReceipts vs.
Actual Receipts
Truck Staging Day1st 12PM - 6PM N2nd 6PM - 12AM N3rd 6AM - 12PM N+1
Day N+1
Day N+1
Leveling Box
Assigns YNA--E Truck CodePrint Cards
Supplier Kanban
PLANT A
PLANT B13 - 18
YNA- E TruckCode
Stage by Truck Code(Day N + TMMK Truck #)
(e.g. 05-30-02 #4)
Unload in sequential Order(Truck 1 loaded = Unload
Truck 1 Day N- 3)
Trucks loaded so canbe rem oved in
sequential order.
ReadBarcode
When Pulled
Leveling Box456
Ahead/BehindLevel W ork
PLANT A
PLANT B13 - 18
YNA- E TruckCode
Stage by Truck Code(Day N + TMMK Truck #)
(e.g. 05-30-02 #4)
Unload in sequential Order(Truck 1 loaded = Unload
Truck 1 Day N- 3)
Trucks loaded so canbe rem oved in
sequential order.
ReadBarcode
When Pulled
Leveling Box456
Ahead/BehindLevel W ork
Deliver Finished GoodsBackhaul Raw Materials & Empty Containers
EmptyTotes
Milkrun3 Drop-offs
per Day
Assigns YNA--E Truck CodePrint Cards
Drop FG & Pickup RM1st Pickup at 7:00 AM2nd Pickup at 1:00 PM3rd Pickup at 7:00 PM
Drop RM & Pickup FGAt Buenaventura
1st Pickup at 7:00 PM2nd Pickup at 1:00 AM3rd Pickup at 1:00 PM
e
Email Ordersback 18 x/day
OtherSuppliers -Send Email1X per day
Based on time of day card ispulled at Buenaventura:6AM to 12PM Truck 112PM to 6PM Tuck 26PM to 12PM Truck 3
1 Day
Daily Order
6 Hrs1 Hr1 Hr
Safety Stock
1 DayELCOM1 Day
HAIBARATape, Tube, Term.
JB's & RB's
CCCTerminals
SUMITOM OConnectors
1.75 Days2 Days1.25 Days
Date: 05-30- 02
Date: 05-30- 02
Date: 05-30- 02
Breakdown Areafor Partial Pallets
Deliver Finished GoodsBackhaul Raw Materials & Empty Containers
EmptyTotes
Milkrun3 Drop-offs
per Day
Assigns YNA--E Truck CodePrint Cards
Drop FG & Pickup RM1st Pickup at 7:00 AM2nd Pickup at 1:00 PM3rd Pickup at 7:00 PM
Drop RM & Pickup FGAt Buenaventura
1st Pickup at 7:00 PM2nd Pickup at 1:00 AM3rd Pickup at 1:00 PM
e
Email Ordersback 18 x/day
OtherSuppliers -Send Email1X per day
Based on time of day card ispulled at Buenaventura:6AM to 12PM Truck 112PM to 6PM Tuck 26PM to 12PM Truck 3
1 Day
Daily Order
6 Hrs1 Hr1 Hr
Safety Stock
1 DayELCOM1 Day
HAIBARATape, Tube, Term.
JB's & RB's
CCCTerminals
SUMITOM OConnectors
1.75 Days2 Days1.25 Days
Date: 05-30- 02
Date: 05-30- 02
Date: 05-30- 02
Breakdown Areafor Partial Pallets
1 Day3 Days1 Day5 DaysUS 2 DaysJapan 20 Days
6 MonthForecastMonthly
Monthly Adjustment to System (1x per month)
ReviewChanges inCustomerDemand
RecalculateStore Sizes
ReviewChanges in
ProcessCapability
Plan toAdjust
Target Condition for Model Line Flowpath
1 Day3 Days1 Day5 DaysUS 2 DaysJapan 20 Days
6 MonthForecastMonthly
Monthly Adjustment to System (1x per month)
ReviewChanges inCustomerDemand
RecalculateStore Sizes
ReviewChanges in
ProcessCapability
Plan toAdjust
Target Condition for Model Line Flowpath
Target =16 Days
Kanban Cycle1 - 8 - 8
Kanban Cycle1 - 10 - 10
Kanban Cycle1 - 5 - _
Kanban Cycle1 - 3 - 2
ELCOMTube & Wire
ELCOMConectors
Bvt
ra
B.J
.
Con
st.
F.M
.
Bvtr
a
B.J
.
Con
st.
F.M
.
Bvt
ra
B.J.
Con
st.
F.M
.
Truck 1
Truck 2
Truck 3
3
1 2 3
Target =16 Days
Kanban Cycle1 - 8 - 8
Kanban Cycle1 - 10 - 10
Kanban Cycle1 - 5 - _
Kanban Cycle1 - 3 - 2
ELCOMTube & Wire
ELCOMConectors
Bvt
ra
B.J
.
Con
st.
F.M
.
Bvtr
a
B.J
.
Con
st.
F.M
.
Bvt
ra
B.J.
Con
st.
F.M
.
Truck 1
Truck 2
Truck 3
3
1 2 3
N-2 Trucks7 AM
10 AM
1 PM
4 PM
7 PM
10 PM
4 5 6
7 8 9
10 11 12
13 14 15
16 17 18
#1 #2 #3
Sent W hen Order Pulled
#4 #5 #6
#7 #8 #9
Sideloading
Sideloading
Potentially to YNA- L
Supplier Kanban
YNA- ETruck Code
N-2 Trucks7 AM
10 AM
1 PM
4 PM
7 PM
10 PM
4 5 6
7 8 9
10 11 12
13 14 15
16 17 18
#1 #2 #3
Sent W hen Order Pulled
#4 #5 #6
#7 #8 #9
Sideloading
Sideloading
Potentially to YNA- L
Supplier Kanban
YNA- ETruck Code
e
Email OrdersDaily
Safety Stock
1 Day
Mixed Loads(Increase Frequency if Possible)
PLANT C
SUPPLIERS
Dr Jeffrey Liker’s “The Toyota Way” book extracts
Dr Jeffrey Liker’s “4 P Model” in The Toyota Way
Liker’s view of most ‘Lean’ Programs
Toyota - the four rules
Rule 1: All work shall be highly specified as to content, sequence, timing,and outcome.
Rule 2: Every customer - supplier connection must be direct, and theremust be an unambiguous yes or no way to send requests andreceive responses.
Rule 3: The pathway for every product and service must be simple anddirect.
Rule 4: Any improvement must be made in accordance with the scientificmethod, under the guidance of a teacher and at the lowestpossible level in the organisation
– Spear. S. & Bowen K H. “Decoding the DNA of the ToyotaProduction System”. Harvard Business Review September -October 1999
The outcome of Toyota’s Production System
• Toyota as at 2007: Profit of US$15 billions; 55% of Automotive IndustryMarket Capitalization
• GM, Ford, Chrysler as at 2007: Losses of US$20 billions; 5% of AutomotiveIndustry Market Capitalization
• Toyota 2007 to 2010 Goals: Source: Barry Budge, Corporate PurchasingManager, Customer First, Toyota Australia– 50% Growth [currently over 9.6million vehicles and in April ranked #1
Automotive Company – 12% market share] and– 50% Cost Down by end of 2010 – on track to achieve Cost Down target by
2009
Selecting CI/Lean/SS Projects optimised to Stakeholder needs
Maintenance:___________________________________________________________________________
Engineering:___________________________________________________________________________
Quality :______________________________________________________________________________
SupportProcesses
CoreProcesses
or Product
Realisation
Delivery
• IFOT
• Turns
• Storage
Cost
• Cost/Metre
• OPEX
• CAPEX ROI
Quality
• 7.5 mg/sqm
• Right 1st
Time
• Compliance
Production
• 14 metres/m
• OEE 80%
• Inventory
Safety
• LTIFR
• Risk
• Loss control
ProcessOwner
PreventiveAction and
PFMEA
ControlCharts,
Histograms
Process Re-designVA/VE& Lean
SupplyChain
QualityCircle
ProcessControl Plan Breakthrough (Dr
Juran / Six Sigma™)
TPM/ 5S
MRPII &TAKTDFMEA
andPFMEA
Corporate common metrics throughout
1 2
Maintenance:___________________________________________________________________________
Engineering:___________________________________________________________________________
Quality :______________________________________________________________________________
SupportProcesses
CoreProcesses
or Product
Realisation
Delivery
• IFOT
• Turns
• Storage
Cost
• Cost/Metre
• OPEX
• CAPEX ROI
Quality
• 7.5 mg/sqm
• Right 1st
Time
• Compliance
Production
• 14 metres/m
• OEE 80%
• Inventory
Safety
• LTIFR
• Risk
• Loss control
ProcessOwner
PreventiveAction and
PFMEA
ControlCharts,
Histograms
Process Re-designVA/VE& Lean
SupplyChain
QualityCircle
ProcessControl Plan Breakthrough (Dr
Juran / Six Sigma™)
TPM/ 5S
MRPII &TAKTDFMEA
andPFMEA
Corporate common metrics throughout
1 2
Roles in Lean, CI and Six Sigma™projects
WorkBoundary
BoundaryDescription Manufacturing Process IND F CF ML CF&ML
Individual or Team ResponsibilityExamples
25%
50%
75%
100%
25%
50%
75%
100%
75%
100%
25%
50%
75%
100%
25%
50%1
Task
Activity
1 2 3
Function Time
Sales
Prod’n
Despatch
Accounts
Process
System
Small element or job within anactivity
Combination of a number oftasks in sequence within aprocess
A series of changes by whichsomething develops or amethod of doing something,with all steps in sequence.
A combination of processeswithin or across functionsconnected to form a whole.
Drill a Hole
Drill, Tap, CleanHole and Insert
bolt
Produce andassemble AirConditioner
Production System• Plan Production• Source Material• Consumables• Suppliers• SCADA
MAINT’CE SECURITY OH&S
ACCOUNTING QUALITY LEGAL
MIS
HR
Enter Data onProcess Log, adjustEquipment as per
Procedures
Analyse Processperformance,
adjust and record
Manage Teamand ReportProduction
Performance andTeam issues
• AccountingSyst.
• ProductionSyst.
• Finance Syst.• HR Syst.• CI Syst.• Quality Syst.
Individuals
Team Leader
Supervisor
Management
% FocusWork
Boundary
BoundaryDescription Manufacturing Process IND F CF ML CF&ML
Individual or Team ResponsibilityExamples
25%
50%
75%
100%
25%
50%
75%
100%
75%
100%
25%
50%
75%
100%
25%
50%11
Task
Activity
1 2 31 2 31 2 3
Function Time
Sales
Prod’n
Despatch
Accounts
Function Time
Sales
Prod’n
Despatch
Accounts
Process
System
Small element or job within anactivity
Combination of a number oftasks in sequence within aprocess
A series of changes by whichsomething develops or amethod of doing something,with all steps in sequence.
A combination of processeswithin or across functionsconnected to form a whole.
Drill a Hole
Drill, Tap, CleanHole and Insert
bolt
Produce andassemble AirConditioner
Production System• Plan Production• Source Material• Consumables• Suppliers• SCADA
MAINT’CE SECURITY OH&S
ACCOUNTING QUALITY LEGAL
MIS
HR
MAINT’CE SECURITY OH&S
ACCOUNTING QUALITY LEGAL
MIS
HR
Enter Data onProcess Log, adjustEquipment as per
Procedures
Analyse Processperformance,
adjust and record
Manage Teamand ReportProduction
Performance andTeam issues
• AccountingSyst.
• ProductionSyst.
• Finance Syst.• HR Syst.• CI Syst.• Quality Syst.
Individuals
Team Leader
Supervisor
Management
% Focus
Extract of a Process Cause & Effect
Receive and storeraw material
Mix and StripSponge Rubber
Move and storesponge strip
ExtrudeRubber
lumps
RM Quality
Environment notclean
Mixing isvariable
Mills contaminatedwith foreign
particles
Foreignparticles inwork place
Tubs Dirty
Rubberstored too
long
Housekeeping
environment
Packaging
Environment
Supplier controls
Powder is clumped
Gets wet when packed in plastic
Main bins
Table not clean
Dust storms getinto factory
Unpackedmaterial left inopen
Housekeeping poor
Stored in open
Stuff blowsin
Strip drags on ground
Feed rollerscontaminated
Feed hoppers notcleaned
Door openVentilation neededForklift access
No FIFO
End ofbatch notused andstored
1 week leadtime needed formixingscheduling
Used as binsTrucks go pastand raise dust
Empty bins not returned
Lane Dirty
Bins not cleaned
Tubs stacked
Not enoughbins for colourcoding
Lots of dirt in locality
Sore too small
Poor discipline
Grease leaksfrom seals
Production pressure
Many small spacesto get contaminated
Hard to remove wrapping
No PM
Not allingredients aremixed in
Rhenogransmay not breakdown
Mixed productmay formlumps
Dusting processmay add chemicallumps
Some lumps getstuck in die
Small profile
No sievingWrong spec
“Productive Learning System” © - teach the competency applieddirectly to a project for capability e.g. Process Cause & Effect
Changi Airport Singapore 1988 - customer service projectscompleted during the ‘training’
“This is the 19th consecutive win ChangiAirport won since 1988. As the first awardChangi Airport ever received, this win isimportant to us and a confirmation ofpassengers’ faith in us. London 11/9/2006”
A Customer Service Management Program delivered to strategic intent byprocesses supported by an Adult Learning processes
Strategy analysis and planning session set avision to be ranked #1 in Customer serviceby 1989 - it was achieved during consultingengagement in 1988 to support SeoulOlympics for Customs, Police, Immigration,Security and Customer Service nowconducted by PSB
Process Flow identifying each stage in the process (written on yellow slips)
Identify any gaps in the process (written on yellow slips above process line)
Identify where the problems are occurring(written on pink slips at each stage of the process)
Determine corrective actions required:Training, Process, Method, SAP
(written on background sheet at stage of process required)
“Layered Process Audits” in the Automotive Sector
• ‘A Competency’ is an under lying characteristic of anindividual that is causally related to criterionreferenced, effective and/or superior performance in ajob or situation. It includes skills, knowledge, motives,physical characteristics, attitudes, values, self-concept”. (Spencer and Spencer).
• ‘Capability’ [The Potential]: is the person suitable forthe defined and other jobs – grooming for the future;usually mentoring program required
Defining Competency and Capability
Central and Surface Competencies (Adapted Spencer and Spencer)
Skill
Self-concept
TraitMotive
Attitude Values
KnowledgeSurface:
Trait Motive
Core Personality:Most difficult to
develop
Self-concept:Trait
Motive
SkillKnowledge
Visible
Hidden
The Iceberg Model
“Surface knowledge, skills and competencies are relatively easy to develop; training is the mostcost-effective way to secure these employees abilities”
“Core motive an trait competencies at the base of the iceberg, are more difficult to assess anddevelop; it is most cost-effective to select for these characteristics”
Boral National Competency Accreditations for CI
As an RTO, Boral employees have the opportunityof achieving a "formal qualification" (certificate IIthrough to diploma) in Manufactured MineralProducts, Road Transport and ExtractiveIndustries. Some of the competency units theyneed to achieve include:
PMC SUP 291A Participate in ContinuousImprovementPMC SUP 390A Solve Problems using QualityToolsBSX FMI 404A Participate, Lead and FacilitateWork Teams
Because of their prior (and ongoing)involvement in Continuous ImprovementProgram, some operators are able to apply forRPL (an automatic credit against thosecompetency units)
MAPPING EXERCISE SIX SIGMA COURSEPREREQUISIT UNITS of COMPETENCE
Mapped Units of competence Prerequisite Units of CompetenceCompetency Unit
CodeCompetency Unit Name Path Competency Unit
CodeCompetency Unit Name
MEM 2.7C10 Perform computations - basicMEM 2.14C5 A Use graphical techniques and performsimple statistical computations 1 MEM 2.8C10 Perform computations
MEM 15.1A A Perform basic statistical quality control - Nil NilMEM 15.3A A Use improvement processes in team
activities 1MEM 2.3C11 Operate in a work based team
environmentMEM 15.4A A Perform inspection (basic) - Nil Nil
MEM 2.7C10 Perform computations - basicMEM 2.8C10 Perform computationsMEM 2.14C5 Use graphical techniques and perform
simple statistical computationsMEM 15.1A A Perform basic statistical quality control
MEM 15.7B A Conduct product and/or processcapability studies
1
MEM 15.8B A Perform advanced statistical qualitycontrol
MEM 2.14C5 A Use graphical techniques and performsimple statistical computations
MEM 15.8B A Perform advanced statistical qualitycontrol 1
MEM 15.1A A Perform basic statistical quality controlMEM 15.12B B Maintain/supervise application of quality
procedures - Nil Nil
Australian Manufacturers map their Six Sigma Green BeltTraining to National Competencies
Dr A Burns and MW McLean Problem Solving process in Q-Skillsfor Six Sigma and at GE, Microsoft, Boeing, Telstra
May 2007
Change FIND & FIX to PREVENTION
•When the thrill and excitementof solving problems becomesdominant, your organisation isaddicted to problem solving.
Dr Juran is “The father of Total Quality Management” in Japanand what the Japanese said in a review of Ford Motor Company
"The only way to reduce cycle times and errorrates is to improve the processes we use to deliverour products and services".
Dr. Joseph JuranMr Tooka: Senior MD Toyota Automatic Loom Company and Dr Kusaba JUSE (1968):
“In some US Supplier Companies, top managementcontinues to believe they can improve quality by solvingproblems – this is truly a critical situation and a terminalillness in some companies – a ‘reactionary approach’.Quality will not improve in companies that follow thedefect correction idea. Japanese managers audit theprocess not the product”.
(‘Company-wide Quality Control for Automotive Suppliers’. LP Sullivan Ford Dearborn. Mi.USA. June 1968)
VisionProcess BasedOrganisation
PerformanceManagement
Skills &Resources
Mgt System& Platform Change
Mfg System
Vision GradualChange
Mgt System& Platform
Skills &Resources
Process BasedOrganisation
ConfusionMgt System& Platform
Skills &Resources
Process BasedOrganisation
PerformanceManagement
Vision AnxietyMgt System& Platform
Skills &Resources
PerformanceManagement
FrustrationVision Mgt System& Platform
Process BasedOrganisation
PerformanceManagement
Vision False StartsSkills &
ResourcesProcess BasedOrganisation
PerformanceManagement
Critical success factors for sustaining Six Sigma™
End Ways Means Outcome
Page 44
What we covered
The American simplification to Toyota’s Production System called ‘Lean’ and a continuousimprovement program called Six Sigma™by Motorola
1. Understand the drivers for change within the business plan and how the continualimprovement intervention supports or enables its delivery
2. Define who are the various organisation stakeholders, the current and likely expectationsto assist selecting a CI intervention
3. Access your Business or QM System and determine if it is process based or clausebased (Opportunity for Improvement) for identifying processes
4. Assess what the business plan goals or strategy map, stakeholder needs, QMS processand customer issues or ‘Rules’ that drive the business
5. Select the ‘Tools’ that best meet the needs of the business and its stakeholders thatdeliver quality, cost and delivery targets
6. Utilise a Productive Learning System©’ for Adult Learning respecting past and currentchange initiatives, resourced and enable the Engage People process to eliminate waste
7. Integrate within the Business (Integrated Management System) the lessons learned,improvement, problem resolved, causes eliminated, procedural process changes andaudit to business plan and scorecards
Top
ics
Workshop review – what you keep, change and create toachieve the four Lean and Six Sigma™improvement
ChangeCreate
KeepAbout 80%
About 15%About 5%
DefineDefine
MeasureMeasure
AnalyseAnalyse
ImproveImprove
ControlControl
2. Process
Systems
4.B
reak
thro
ugh
3. Transformational
1. Six SigmaProblemSolving
ChangeCreate
KeepAbout 80%
About 15%About 5%
ChangeCreate
KeepAbout 80%
About 15%About 5%
DefineDefine
MeasureMeasure
AnalyseAnalyse
ImproveImprove
ControlControlDefineDefine
MeasureMeasure
AnalyseAnalyse
ImproveImprove
ControlControl
2. Process
Systems
4.B
reak
thro
ugh
3. Transformational
1. Six SigmaProblemSolving
2. Process
Systems
4.B
reak
thro
ugh
3. Transformational
1. Six SigmaProblemSolving
Source: “Keep, Change and Create” from “The Main Game”© draft book publication authorsGrp Capt. ( Retd) Doug Hurst and Michael W McLean
Workshop review – what you keep, change and create to achievethe End, Ways and Means in Lean and Six Sigma™
•B Plan on a Pagedeployed + scorecards
•Integrated MS
•Deployed to Process
•Process Owners
•Process Job Design
•Cross + Multi Levels
•Supplier Modules
•Business Plan on aPage deployed
•Element to Process MS
•Needs & expectations
•Process Structure
•Roles in Process
•Cross functional teams
•Supplier Partnership
•Strategic Plandeveloped
•ISOQMS
•Stakeholders needs
•Structure by Function
•People in Function
•Functional Teams
•Suppliers by Contract
CreateChangeKeep