lean six sigma day 1

7/21/2019 Lean SIx Sigma Day 1

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Driving Excellence through LEANSix Sigma

Author:

Sanjib Ghosal

Gaurav Bhosle


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Programme for the training on Lean Six Sigma

(Yellow belt)

Introduction to the Lean history Lean Principles Definition of Lean initiative Seven Deadly wastes or MUDA Fundamental lean Tools and its power

VSM (value stream mapping Takt time and load leveling 5S Methodology

Visual Control Jidoka ( First Time Right ) Poka-yoke (Mistake proofing) Kaizen and its life cycle

DMAIC life-cycle overview Customer Value VOC and VOB

Basic Statistical Tools and its Utility How 6 Sigma and Lean interface Real Life Project Examination

DAY 2

DAY 1


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Agenda for Day 1- training on Lean Six Sigma (Yellow

belt)

Time Topics to be covered

10- 11 AM Capture expectations

Introduction to Course objectives and scope

Introduction to the Lean history

Lean Principles

Definition of Lean initiative

Exercise on Value identification

11 AM-11.15 AM Tea Break

11.15 AM - 1.00 PM Seven Deadly wastes or MUDA

Exercise on Seven Deadly wastes or MUDA identification

Fundamental lean Tools and its power

VSM (value stream mappingTakt time and load leveling5S Methodology

Visual Control

Jidoka ( First Time Right )

Poka-yoke (Mistake proofing)

Kaizen and its life cycle

1.oo PM- 2 .00 PM Lunch Break

2.00 PM- 4.30 PM Recap of LeanVideos on Lean Six Sigma

Customer Value VOC and VOB

Overview on Six Sigma

Detailed DMAIC approach

4.00 PM- 4.30 PM Tea Break

4.305.00 PM Integrated model of Lean Six Sigma

5.00 PM- 6 .00 PM Question and answer

Case studiesBs & Cs


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Agenda for Day 2- training on Lean Six Sigma (Yellow

belt)

Time Topics to be covered

10- 10.30 AM Recap of Day 1

Basic six sigma Tools and its Utility

11 AM - 11.15 AM Teak Break

11.15 AM- 1.00 PM Continue Basic six sigma Tools and its Utility

1.00 PM- 2.00 PM Lunch Break

1.30 PM- 2.30 PM Exercise and practice of six sigma tools

2.30 PM3.30 PM How 6 Sigma and Lean interface

3.30 PM4.30 PM Real Life Project

4.30 PM- 4.45 PM Tea Break

4.45 PM- 5.15 PM Examination

5.15 PM- 6.00 PM Wrap up, Bs&Cs

Question and answer


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Ver 1.0

Introduction

Introduction of the Trainer

Introduction of Trainees:

Name

Process

Problem Statement

Expectation

Little known fact


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Ver 1.0

Program Objective

Help people do their job more efficiently and effectively

Drive continuous improvement efforts across the organization bygetting everyone involved and thinking proactively about what to

improve.

Strengthen employee skills in leading process improvement teamsand apply quality tools

Foster an environment for people to discover ideas for change andimplement those ideas.

Reward & Recognition for contribution towards improvement


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Ver 1.0

Why we talk about Continual Improvements?

Continuous rise in Customer Expectations - Quality, Delivery and Cost

Global CompetitionOutsourcing Business and Chinese Threats

Rising cost of production/ services

Proven technique for quantum jump in business results

Requirements of Quality Models (ISO, CMMI, ITILv3 Service Lifecycle,

etc.)


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Ver 1.0

Continuous Improvement : its said Rome was not build in a

day and so do the vehicles and the computers we use

Continuous

improve

ment

Rome

BMW

Ipad 4
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Ver 1.02/5/2013 9

"Quality is fitness for use."

J.M.Juran

"Quality consists of the capacity

to satisfy wants."(C.D. Edwards,

"The Meaning of Quality", in Quality

Progress Oct.1968)

"Quality is the degree towhich a specific product

conforms to a design or

specification

H.L. Gilmore:

Quality [means] conformance

to requirements."

P.B. Crosby

What is Quali ty?
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Ver 1.02/5/2013 10

What is Quali ty in dif ferent sectors ?

fast delivery, correct delivery, costcontainment

Courier Services

On-time resolution, easy of accessCustomer care center

Good product, fast delivery, goodenvironmentFood Services

Clearer, faster, cheaper serviceCommunications

Properly made, defect-free, costeffectiveConsumer Products

Correct diagnosis, minimum waittime, lower cost, security

Health Care

On-time, comfortable, low-costserviceAirlines

ExamplesArea
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Ver 1.02/5/2013 11

Dr. Mikel Harry has been widely

recognized as the principal architect of

Six Sigma and the worlds

leading authority within this

field. He founded Motorola's

Six Sigma Research Institute

Taiichi Ohno, considered to be the father

of the Toyota Production System, which

became Lean Manufacturingin the U.S.

Bill Smith (VP in Motorola) widely

known as Father of Six Sigma

gave solution to reduce

defects from 30,000 ppm

to 3 ppm (in 8 years ) at

Motorola

Lean Six Sigm a- Quality Gurus

Jack Welch, Chairman and CEO of

General Electric Implemented

six sigma in GE andbecame the global

promoter of Six Sigma
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Ver 1.0

In the different approaches for continues improvements have

emerged with the same end objective

During the day we would focus our attention on lean and six sigma.

Best Quality

Lowest cost

Shortestlead time

High Morale

Lean

Kaizen

Six Sigma

JIT

Quality Circle

Plan, Do, Study, Act (Deming Cycle)

Total Quality Management etc..


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Ver 1.0

Why LeanSix Sigma is important to the business

This approaches directly focuses on increasing customer satisfaction and build Loyalties

This approach is completely Data Driven Approach

There is no scope for judgmental decisions as every action is statistically proven

This approach helps in improvising existing product/ process and also in developing new

product/ process

This approach leads to get Best people on the job to perform process improvement

This approach helps to achieve Improvement in Business Growth/Market Share


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Driving Excellence through LEANSix SigmaVer 1.0

Origins of Lean

Lean Journey


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Definition and origins of lean

Post World War II Toyota had few resources compared to

the USA

Mass production could never be replicated as they couldnot buy or access the machinery, materials or the skilled

workforce

Ohno realised that they had to:

Produce in small batches

Produce good quality and when errors occur correct them andprevent them from reoccurring

Flow production

The term lean is a generalisation of the Toyota Production System methodologydeveloped by Taiichi Ohno

Definition

Origins


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LEAN Approach

LEAN journey strives to minimize waste and increase speed

Cost

Operational

Excellence

Customer

Satisfaction

Empowers

Team

Schedule / Effort Shrinkage

Productivity improvement

SLA improvement

Defects Reduction

Team Utilization

LEAN in Software

Minimum Cost of Prodn Highest rating

Customer Wow


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The 5 Original Lean Principles

1.Value is in the eyes of the customer

2.Identify the value streams and eliminate all waste

3.Involve and empower employees

4.Make the value flow at the pull of the customer

5.Continuously improve towards perfection


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Specify ValueLean Approach

Define customer value in terms of whole productstarting point of lean journey

Completing on time, Defect free and lesser cost

Servicing Quality food at nominal priceHotel

Issuing DD/check at customer requested timeBank

Delivering bug free services that meets SLASoftware service

Generating invoicing and billed to customer Finance

Exercise on Value identification: Come up with 5 value added proposals to improve

business


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Tea Break
http://www.shutterstock.com/subscribe.mhtml


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Lean thinking ?

The removal of muda!

Muda-Is a Japanese word for waste

Waste-any activity that absorbs resources

& creates no value!

Kaizen-continuous incremental improvement

Lean Structured waste management


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Types of Muda

Mistakes which require recertification

Production of items no one wants

Processing steps which really arent needed

Employee or goods movement/transport from one place

or another without any purpose

People in downstream activity waiting because upstream

activity has not delivered on time

Goods and services that dont meet the need of

customer


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SHIFT MINDSET

CURRENTTHINKING

REQUIRED

THINKING

WASTE NOT DEFINED

REACT TO LARGE EXAMPLES

REACTIVE IMPROVEMENT

WASTE IS "TANGIBLE

IDENTIFY MANY SMALL OPPORTUNITIES

-LEADS TO LARGE OVERALL CHAGE

CONTINUOUS IMPROVEMENT

WASTE

TYPESOF

WASTE

Correction

Processing

Motion

Waiting

Inventory

Transportation

Over-Production


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Categories of Waste in Software

Exercise on waste identification


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Three key elements of a successful Lean Transformation

program

Only by an approach that tackles all three areas will you be able to

change behaviours and make results sustainable

ProcessDo the right

work Only do what addsvalue in the eyes of the

customer

PeopleDo the work

right Ensure staff are

fully trained, motivated and

empowered

OrganizationManage

the right way Have the

right Organization structure

and performance measures

that help the teams to

understand their

achievements in terms of

what the customer wants


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Lean breaks down barriers and leads to effective end-to-end

team working

Department 4

Department 1

Department 2

Department 3

Current Scenario

Department 4

Department 1

Department 2

Departments 3

Future Scenario


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Kaizen Thinking

Waste Productivity

Staffing Productivity

Do MORE with LESS

WASTE


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Steps for continuous improvement

Document the Current Process. We need to

understand how processes are performedtoday

Those elements of a process that do not

increase the value of a product, but only

increase cost

Revisit the scope of the project and ensure it

captures the flow of the product/process and

can be completed within the Kaizen event

To ensure proper direction and counter

measure are the proper lean solution

Ask team members, build coalition and just Do

it

Document Reality

Identify waste

Plan counter measure

Reality check

Make changes


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Steps for continuous improvement

Results Achieved?

If not, go back and make additional changes Re-verify with additional observations

Take action that is needed to complete verificationwithin the event time frame

Did the waste get eliminated?

Will the improvements contribute to the annual Goals

Establish visual controls to insure progress is maintained

Make controls visible and understandable to the casualobserver

Visibly post open actions and leave them up until theyhave been completed

The facilitator is responsible to help establish control

Establish a visual display board in each area

The results must be repeatable and sustainable

Verify Changes

Measure Result

Make this the Standard


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Value Stream Mapping

Collect information from Go See process

Start at the customer and work backwards

Prepare Current stream mapping using symbols

Make a list of Lightening Bolts of potential improvements

Create Future State mapping by identifying Non value added processes (FSVSM)

Implementation by streamlining processes


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Value Stream Mapping - Applications

Value stream mapping is generally done for each of these processes;

Software Execution processes:

TS : Concept thru design and implementation to release in new development

OS services: Bug reproduction, analysis to bug fixing, testing and build in defect fix cycle

Testing: Developing test plans and testing the product to releasing the final product in case of

validation

Information Management Processes:

Project Management : Allocation of work, monitoring of progress, updating stake holders on the

progress, issues and risks till releasing the final product to Customer or validation group

Physical transformation Processes

Recruitment, training them and allocating them to the projects as per requirement

Organizational level Processes

Finance, Invoicing and MIS reporting etc


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Value Stream MappingExample (before Lean)

Customer sent

Bugfix to FO

team

Process Cycle Efficiency = 135/340 = 40%

Request

AssignmentImplementation

Regression

Testing

Release and

acceptanceClose Defect

CT=90 VT=45 CT=140 VT=40 CT=55 VT=20 CT=55 VT=30

Ticket has been

logged in tool

Offshore PM picks up ticket

from tool and assign to analyst

Analyst sent fo PM

for clarification

PM sent fo FO team

for clarification

FO team sent details

after clarifying with client

CT=10 VT=10 CT=10 VT=5CT=20 VT=20 CT=30 VT=5 CT=20 VT=5

Analysis of BugReproduction of Bug Coding Code ReviewRequest was

on Hold

Fixing of

errors

CT=5 VT=5CT=60 VT=0CT=5 VT=5CT=20 VT=20CT=10 VT=5CT=40 VT=15

D D

DI


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Value Stream MappingExample (After Lean)

Customer sent

Bugfix to FO

team

Request

AssignmentImplementation

Regression

Testing

Release and

acceptanceClose Defect

CT=40 VT=35 CT=60 VT=40 CT=55 VT=20 CT=55 VT=30

Ticket has been

logged in tool

Offshore PM picks up ticket

from tool and assign to analyst

Analyst sent fo PM

for clarification

PM sent fo FO team

for clarification

FO team sent details

after clarifying with client

CT=10 VT=10 CT=10 VT=5CT=20 VT=20 CT=30 VT=5 CT=20 VT=5

Analysis of BugReproduction of Bug Coding Code Review

Request was

on Hold

Fixing of

errors

CT=5 VT=5CT=60 VT=0CT=5 VT=5CT=20 VT=10CT=10 VT=5CT=20 VT=15

D D

I

Process Cycle Efficiency = 125/210 = 60%


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Takt Time

Takt is a German word which refers to the beat of musicor meter

Takt Time-- the desired time for units of production output, synchronizedto customer demand.

Takt time is the time given by customer to complete a single unit

Example1 :

1. In a retail store that is open 8 hours a day including weekends there are 30billing tills and during peak season there are 30000 customers buying goodsin 30 days. What is the TAKT time per till assuming that arrival rate ofcustomers is even in all the billing tills and how many customers are servicedin one day?

Answer

Takt time/customer = 30*30*8/30000= 0.24 hours

Number of customers serviced in a day = 30*8/0.24 = 1000


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Takt Time Example

Request

Type

Weight age No Equivalent

SimpleRequests

Complex 4 12 12*4 = 48

Medium 2 20 20*2 = 40

Simple 1 40 40

Total 128

A release is planned for 12 complex , 20 Medium and 40 simple tickets in 10 days

Total Available time = 10*8*8 = 640 hours

Takt time = 640/128 = 5 hours/simple ticket

Resource Skill Level No Equivalent

SimpleResources

P1 Highly Skilled 1 1*2 = 2

P2 MediumSkilled

2 2*1.5 = 3

P3 Low Skilled 3 3

Total 6 8


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Takt timeExercise

A book of 1200 pages has to be read in 5 days (8 hr each day), what is takt

time per page and how many pages can be completed in a day

A release is planned for 50 tickets in 5 days and they work on 24/7support, Calculate Takt time if 8 resources are working in the team.

Answer

Takt time/Page = 5*8*60/1200= 2 min

Number of pages in day = 8*60/2 min = 240 pages

Answer

Takt time/Ticket= 5*24*8/50= 19.2 hrs


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Takt Time - Applications

Estimation and planning (One piece flow)

Tracking - Track current progress of project and stabilizing the production

Load Levelling - Check whether each employee has a full job, passed to Takt Time

Process Step --------


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The 5S Process

5S is: A systematic approach to organize and

standardize the workplace

Objectivesof 5S are:

1. Promote Safety

2. Improve Work Flow

3. Better Product Quality

4. Reduce Inventory Waste

5. Give People Control of Their Workplace


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The 5S Process

5S was originally developed within the

Toyota Production System and consisted of 4Ss

Sort

Shine

Set in Order

Standardize

Sustain


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The 5S Process


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5S in Software

Configuration

Management

Database

Keep only relevant information and

update it regularly e.g. if the version ofWindows in a server is changed from2000 to 2003, the same should beupdated

Sort (Seiri)

Server Information

Server Name

CPU Speed

Disk Space

Memory Size

Application Inventory

Application Name

Technology Used

Current Version

No of versions released

User Information

User Name

Applications owned

Privileges/Rights

Tenure

Keep the organized so that they can belocated easily. Use proper namingconventions

Set (Seiton)

Keep the information current andremove all redundant content e.g. if aparticular user id is not does not exist,the same should be deleted fromCMDB database

Shine (Seiso)

Standard naming conventions should

be used and proper guidelines followedto organize the information

Standardize (Seiketsu)

Review the content regularly to ensurethere are no violations to rules orguidelines

Sustain (Shitsuke)


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Visual Controls

Advantages

Status on work available at any time & at regularintervals

Complete task list visible to all members

Early understanding of dependencies

A visual display relates information and data

Team motivation

Team picks up next task automatically

Visual control is a setup with charts and labels with color coded markings to

understand the process and track the progress.


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A Generic Information Centre

Resource

Plan

BAU USkills

Matrix

Productivity CCC Strips

Training

Plan

Successes

Cost

Daily Task

List

Quality

Lead Time

NAME OF TEAM Info Centre

Contact

List Behavioural

PEOPLE PERFORMANCE CONTINUOUS

IMPROVEMENTTeam Specific Metrics

Performance is monitored against the

standards to drive towards targets

Graphs should be simple, focused, easy

to understand and easy to update

The long term section of the board

contains the people, planning and

direction setting for the team.

The CCC Board controls the continuous

improvement section of the Information

centre. The CCC Strips can be used for

problems or ideas to track them through

to implementation.


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1People / Long Term

Learns

The long term section of the

board contains the people,

planning and directionsetting for the team.

Other documents can include Standard Work

and Value Steam Maps to highlight the teams

key roles and responsibilities.

Plans VSM

Successes Skills / Availability

Success!!

A lessons learned / success area of the board can

be powerful in communicating the teams

achievements, positive client feedback and key

lessons learned

MATALANWEEK NUMBERS

WK 41 WK 42 WK 43 WK 44

December 1 s t 2 n d 3 r d 4 t h 5 t h 6 t h 7 t h 8 t h 9 t h 1 0 t h 1 1 th 1 2 t h 1 3 th 1 4 t h 1 5 th 1 6 t h 1 7 th 1 8 t h 1 9 th 2 0 t h 2 1 st 2 2 n d 23 r d 2 4t h 2 5 t h 2 6t h 2 7 t h 2 8t h 2 9 t h 3 0t h 3 1 s t

T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T

Moughal,Omar C C C C C C C C C C C C C C C C C C H E C C C

Foster,Derek E E E E E M M M M SA SU E M M M M L L H H H H H E E

Wright,Danny E E E E SU M M M M M SA M M M M L L L L L O O O O O

Hutchinson,Anthony E E E E SA M M M M M SU M M M M M L L L L BHO L E E E

Elston,Kate M M M M SA SU M M M M M L L H H H E E E E H SA E E M H

Shallcross,Mike M M M H H H M M M M H L L L L H E E E E H H M M M

Hogarth,Mandy M M M M M M M M M L L L L L E E E E H SA L M M L

Helsby,Brian M M M M L L L L L H E E E E M M M H H H SU H H H H

Lamb,Steve L M M M SA SU L L H H H E E E E E M M M M H SU H M M M

Crosbie,Richard M M M M L L L L L E E E E E M M M M BHO S A S U BHO M M M

Harrison,Paul H H H H H E E E E M M M M M H H M M M M H E L L L

Fallon,Maria E L L L E E E E E M M M M M SA SU M M M M BHO L L L M

Williams,Phillip L L L L E E E E E H H H H H SA SU M M M M BHO BHO L L L

The Shift Plan and Skills Matrix

make sure the right people are

in to cover all vital duties.


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2Performance / KPI

Performance is monitored against the standards

to drive towards targets

Graphs should be simple, focused, easy tounderstand and easy to update (by hand!)

The performance charts on the

KPI board then show the

performance over a week,month etc.

If there is a dip in performance or

a worrying spike then a Concern

Strip is raised to investigate. An

Ideas Strip may also be raised if abetter way of completing the

process is found

Problem Solving techniques such as Pareto and 5 Whys can be used to solve the root cause of the problems

Process changes are then trialled

and success monitored to ensure

the route cause has been

eliminated.

Standard Work can be updated and

staff re-trained.

Targets / times are set

Start / End KPI Board

3 CCC Strips


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3CCC Strips

(Concern-Containment-Countermeasure)

1

6

2

7

3

8

4

9

5

10

Keeping On-Hold callvolume for Microsoftapplications less than

150 per week

Reduce On-Hold callvolume by applying 3

strike rule

Lessresources forprojectwork

Create a On-Hold Callsheet and track it on

weekly basis

Date

AreaWhocont?

CountermeasureTarge

tdate

Resp StatusContainmentConcern ImpactFreq

Tracking

06/01

Microsoftapps

SI18/0

1 DB shift

What went (or is going) wrong

Permanent fix; What will be done to

prevent the concern from ever occurringagain

Implementation of countermeasure(DO) should be completed by this

target date

Person resp. for implementingcountermeasure

Has it really fixedthe problem

The date the concern started

Where the concern can be seen

Temporary fix

Countermeasureproject mgmt

Impact on the business

Who did the temporary fix?


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Balanced score cardAn effective way to track performance

Balance score card a way to track Business performance


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Balance score carda way to track Business performance

from all angles


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Capgemini Approach to Visual Management

See Video


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5 why

5 Whys is a question asking method to explore the cause/effect relationships

underlying a particular problem. Ultimately, the goal of applying the 5 Whys method is

to determine a root cause of a defect or problem. By repeatedly asking Why thelayers of symptoms are peeled off leading to the root cause. Although called 5 Whys

the root cause can be found fewer or more than 5 iterations

An example:

High Change Management (CM) efforts for Visteon account

Why is the CM efforts for Visteon account high? Team taking too much time for resolving Change

tickets

Why team takes too much time for resolving Change tickets? Team is required to do too much

documentation with every Change Order (CO)

Why is Team required to do too much documentation with CO? Documentation is needed to comply to

SOX guidelines

Why do we need to comply to SOX guidelines for all CO? They are compulsory for Financialapplications

Are all CO from Financial Applications? No they are not. Only 30% are from Financial Applications

Source: Capgemini BaU Lean Program 2010. For any queries contact the author Hariharan Sthanunath
mailto:[email protected]:[email protected]


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FIRST TIME RIGHT QUALITY (jidoka)

Jidoka is sometimes called autonomation,

meaning automation with human intelligence

Jidoka: A quality control method that involves thorough, automatic

inspection of every product as it moves through the conversion proces

Invented by Toyota founder Sakichi Toyoda in 1924.

Ji self

Do movement, motion

Ka -ize, to be or become


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FIRST TIME RIGHT QUALITY (jidoka)

Ch

angeManagementprocess

Every Change Request raised

needs to go through a

rigorous Quality Assurance

process

An independent panel, reviews the

Changes made by developers,

before they are screened by the

client

Change request

raised

Capgemini Review

Panel

Client Review

Panel

Approved and releasedfor production

Changes are reviewed by

client and any non-

compliance is considered a

breach of SLA

Current States

Cha

ngeManagementprocess

Client Review

Panel

Approved and releasedfor production

Change request

raised

Introduction of

checklist forvalidation of CRs to

ensure data

correctness before

Client meetings. The

Capgemini review

meetings will then be

phased out in a

planned manner.

Defects are thusdetected,

investigated and

fixed right-away

before they get

passed on to the next

stage in the process

Less effort spent on

change management

activities

Future State

If something is not right do NOT just continue.. STOP and fix it !


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Poka Yoke

Benefits :

Poka-Yoke systems create a process in which a worker

cannot create an error.

Parts and/or process are designed so that desired

results are inevitable.

Poka-Yoke Should be Considered When:

Worker Vigilance is Required

Mis-positioning is Likely

SPC is Difficult

External Failure Costs Far Exceed Internal Failure Costs

Japanese industrial engineer- Shigeo Shingo
http://www.google.co.in/imgres?imgurl=http://leanqcd.com/wp-content/uploads/2010/08/Shigeo-Shingo.jpg&imgrefurl=http://leanqcd.com/2010/08/factsheet-poka-yoke-error-proofing/&usg=__TU2xbfLgbgqPUtg7AOXE7GjSC60=&h=349&w=287&sz=16&hl=en&start=2&sig2=-Yj3VU2RFTvOT3iERo4-5g&zoom=1&tbnid=L7-wEHxx8noQpM:&tbnh=120&tbnw=99&ei=fZIPUduHF4bgtQan-oHABw&um=1&itbs=1


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Types of error 1. Forgetfulness : Forgetting a step or a part

[Safeguard :Checklist, Visual Standard Operating Procedure]

2. Errors due to Misunderstanding :Not very familiar with the required operation.

[Safeguards :Cont inuous Train ing, Visual SOP]

3. Errors in Identification : Problems in identification or clearness of required steps orparts.

[Safeguards : Training, Visual Training, Standardizat ion]

4. Errors due to Lack of Experience : New Employees

[Safeguard : Ski l l Bui ld in g & Train ing, Work s tandardizat ion]

5. Errors due to Lack of Standards : No clear way to perform the task or job

[Safeguards: Standard Operations, Visual Instruct ion s]

6. Errors due to Machine Readability : Machine out of spec

[Safeguards :TPM , Cri t ica l Parts List , Maintain Equipm ent History List ]


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POKA-YOKE STRATEGY

Lets Look at some Applications Of

Nothing happens on a reliable, sustained basis unless we

build a system to cause it to happen on a reliable, sustained

basis.

1. Throwing the switch on one door locks them all

2. Doors automatically lock when car exceeds 18 mph

3. No door will lock if switch is activated with door open

Errors

Actions

DetectionPrevention

Prediction

Warning

Have

Happened

About to

Happen


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Poka-yoke in IT

More use of reusable (tested)component

Automated testing

Use of ZQC (Zero Quality Control) technique

Design for poka-yoke

Key challenges affecting successful Lean deployment


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y g g p y

Resistance to change

Lack of focus/ commitment

Conflicting objectives

Lack of review, reward and recognition mechanisms

Lack of knowledge/ skills

Expecting too much too soon

Low leadership support

As the Lean programme matures the benefits delivered


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p g

accelerate

Functional

Department

e.g. Manufacturing/Procurement

Supply Chain

end-to-end

Cross Enterprise and

Extended Value Chain

Benefit/Impac

tReach

+

+

Lean Programme Maturity

Results in the departments

targeted will improve

Programme extension

across the whole supplychain shows an acceleration

of savings delivered

Continuous benefits will be

delivered as the

programme matures

Increasing benefit

with programme

maturity

The Lean Maturity Model


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Lun ch Break
http://whistlerrving.com/wp-content/uploads/2010/06/fineDining1.jpg

lean six sigma day 1

Documents