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23.11.17 1 Lean Six Sigma Green Belt Training Module 3 – „Analyze“ November 2017 Roman Bauer, Jiří Benedikt www.pwc.com 2 Lean Six Sigma • Green Belt PwC Today‘s focus: Define D Measure Analyze Improve Control M A I C Define the improvement opportunities Identify the Key Performance Indicators (KPIs) Identify specific problems Identify potential solutions Determine the control plan Develop the project plan Develop a data collection plan Identify and validate the root causes Select right improvement solution Detect the abnormal variations Develop the project team Validate the measurement system Identify y = f (x) Test and validate optimal solutions Evaluate results of the changes Define the processes (high level) Define the baseline process performance Develop a change management approach Document the process changes Identify critical customers requirements (CCR’s). Deploy and execute solutions Close project, communicate the know-how 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 1 2 3

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23.11.17

1

Lean Six SigmaGreen Belt TrainingModule 3 – „Analyze“November 2017Roman Bauer, Jiří Benedikt

www.pwc.com

2Lean Six Sigma • Green BeltPwC

Today‘s focus:

DefineD

Measure

Analyze

Improve

Control

M

A

I

C

Define the improvement opportunities

Identify the Key Performance Indicators (KPIs)

Identify specific problems

Identify potential solutions

Determine the control plan

Develop the project plan

Develop a data collection plan

Identify and validate the root causes

Select right improvement solution

Detect the abnormal variations

Develop the project team

Validate the measurement system

Identify y = f (x)

Test and validate optimal solutions

Evaluate results of the changes

Define the processes (high level)

Define the baseline process performance

Develop a change management approach

Document the process changes

Identify critical customers requirements (CCR’s).

Deploy and execute solutions

Close project, communicate the know-how

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4

1 2 3

23.11.17

2

3Lean Six Sigma • Green BeltPwC

August 2013Lean Six Sigma • Black Belt Training Week 2PwC

Understand the process

1

4Lean Six Sigma • Green BeltPwCPwC

Defining a problem may not be enough

o The first assumption is to define the problem well

- EXAMPLE

o Problems do not occur in isolation

o It is necessary to understand the context

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

23.11.17

3

5Lean Six Sigma • Green BeltPwC

Turtle chart

6] INPUTS

1] PURPOSE

3] OUTPUTS 2] CUSTOMERS

10] INDICATORS

5] SUPPLIERS

4] PROCESS STEPS

9] RELATED P.

8] DEMARCATION7] RESOURCES

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

6Lean Six Sigma • Green BeltPwC

Example of turtle chart

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

23.11.17

4

7Lean Six Sigma • Green BeltPwC

Process Flow Chart

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

8Lean Six Sigma • Green BeltPwC

Process Flow Chart - Symbols

Start and end of process

Process step

Decision, condition

Manual entry

ERP, Database, IS

Inputs, Outputs (Data, Information)

Document

Link to another defined process

Preparation, Check, Verification

Link to/from another page

Remarks, Comments

Delay, Waiting

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

23.11.17

5

9Lean Six Sigma • Green BeltPwCPwC

Swim Lane Process Map

Pros:• Easy to make• Can be very

detailed

Cons:• Does not show the

„big picture“• Qualitative

description only(no quantitativemeasurements)

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

10Lean Six Sigma • Green BeltPwCPwC

Swimlane process mapping

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

23.11.17

6

11Lean Six Sigma • Green BeltPwCPwC

Swimlane process mapping - the process

Who are the roles involved in the process?Draw the swimlanes.1Mark the beginning and the end(s) of the process.2

Add additional information and notes and comments

3 Start adding process steps and decisions. Eachstep usually starts with a verb. Watch thelevel of detail!

4After analyzing the process, mark problems and ideas for improvement5

There are no strict

rules. Make it

work foryou!

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

12Lean Six Sigma • Green BeltPwCPwC

Exercise

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

Choose a well-knownprocess and draw itsmap into swim lanes.

23.11.17

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13Lean Six Sigma • Green BeltPwCPwC

Value Stream Map

Pros:• Shows the big

picture• Shows hard data• Very versatile

Cons:• More difficult to

learn, make and use

Accession

I

Physician’s Office

1

Requisition

Pick up 2x per day

Physician’s Office

TestResults

Accession Time

Vol thro day

Draw

Draw Time

Antrim

LIS

D

Accession Check

Error Rate

Duplication

Load LAS

I

Automated Test

Throughput

TAT

Despatch

TAT

TestResults

HC

Couriers

1

TubesLabels

5 12C

1

1

1

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

14Lean Six Sigma • Green BeltPwC

VSM – Value Stream Mapping

• Tool to decide where and how to improve

• It shows where the value is crated and where it is wasted

• It shows all contexts - more than the level of one process, the links between the material and the information flow

• A clear means of communication

3 Phases of VSM:

I. Current State MappingII. Ideal State MappingIII.Future State Mapping

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

23.11.17

8

15Lean Six Sigma • Green BeltPwC

Value Stream Identification - PQPR

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

16Lean Six Sigma • Green BeltPwC

VSM – procedure and symbols

Video

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

23.11.17

9

17Lean Six Sigma • Green BeltPwCPwC

VSM – construction material production

Building mat. GROUP

Příprava směsi

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

18Lean Six Sigma • Green BeltPwCPwC

VSM – Current State

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

23.11.17

10

19Lean Six Sigma • Green BeltPwCPwC

VSM – Ideal State

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

20Lean Six Sigma • Green BeltPwCPwC

VSM – Future State (+2 years)

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

23.11.17

11

21Lean Six Sigma • Green BeltPwC

VSM in Financial Services- Business Loan Approval

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

22Lean Six Sigma • Green BeltPwC

VSM in Financial Services- Business Loan Approval

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

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12

23Lean Six Sigma • Green BeltPwC

Value and Waste

Lead Time of Product or Service

BeforeLean

AfterLean

Reduced Lead Time

Eliminating waste in the

process Value maximized in the process

Video

What is the value?

Transport

Inventory

Motion

WaitingOverproduction

Overprocessing

Defects

+ Unused employee potential

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

24Lean Six Sigma • Green BeltPwC

Process Analysis

Big 3

• Activity analysis• Spaghetti diagram• Job analysis (snapshot)

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

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25Lean Six Sigma • Green BeltPwC

Activity Analysis- Example of Kaizen

Example of Analysis

Analýzačinností/Tätigkeitsanalyse

Ort,Datum Team: Observation

Horní,21.6.2017 #2017287998

Výrobek/Produkt StartTime: EndTime:

ABCCC LKA

DobapoopatřeníDauern(Soll)

Nr. Procesníúkon/ProzessSchritt Kategorie

kummulierteZeit

Differenz

Wertschöpfung

Rüsten

Dokumentation&

IT

QS/Defekt

Transport

Suchen

Wartezeiten

Bewegung

Nacharbeit

Eliminieren

Parallel

Externalize

Verkürzen

Vereinfachen

Čas/Zeit[min] Komentáře/Kommentaren

1 0:00:00 -2 přečtenívýrobnízakázky Rüsten 0:00:53 0:00:53 x 0:00:533 jdeprovozík Bewegung 0:02:04 0:01:11 x x Materialhändler4 vyskladněnídílůzkanbanregálu Rüsten 0:07:16 0:05:12 x x Materialhändler5 přesunkmontážnímustolurozdělovačů Bewegung 0:08:00 0:00:44 x 0:00:44 Jekapacita1stoludostatečná?6 přesunkesvémustolu Bewegung 0:08:30 0:00:30 x x 0:00:007 upevníkostkunahadice Rüsten 0:09:00 0:00:30 x x Výrobastandardníchdéleknaskladmimomontáž8 přepíšedélkyhadicnapapír Dokumentation&IT 0:10:00 0:01:00 x x Výrobastandardníchdéleknaskladmimomontáž9 vyskladněníhadic Transport 0:10:30 0:00:30 x x Materialhändler10 stříháníhadic Wertschöpfung 0:15:00 0:04:30 x x Výrobastandardníchdéleknaskladmimomontáž11 svázáníaoznačenísvazkustřiženýchhadic Nacharbeit 0:15:56 0:00:56 x x Výrobastandardníchdéleknaskladmimomontáž12 vráceníhadicdokanbanu Transport 0:16:32 0:00:36 x x13 vyskladněnítrubiček Transport 0:17:35 0:01:03 x x

14 demontážsvěrákuzestolu Rüsten 0:18:02 0:00:27 x x 0:00:00

15 stříhánítrubiček Wertschöpfung 0:21:00 0:02:58 x x

Machine/Bereich

10:00

START

11:45Aktuálníčas

Plýtvání/Wertschöpfung/Verschwendungsarten Opatření/MassnahmeZeit(Ist)

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

26Lean Six Sigma • Green BeltPwCPwC

Job Analysis (Snapshot)

1. Interview – job description, regular activities and their duration

2. Work day snapshot - self collection

3. Interview – understanding, waste identification

4. Work day snapshot – shadowing, observation

5. Analysis and synthesis

6. Presentation, validation

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

23.11.17

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27Lean Six Sigma • Green BeltPwC

Job Analysis- Examples from projects

Utilization of working hours Releasing time of supervisors

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

28Lean Six Sigma • Green BeltPwC

SIPOC – Great method for understanding processes

SSuppliers

IInputs

PProcess

OOutputs

CCustomers

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

SIPOC mappingexample

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29Lean Six Sigma • Green BeltPwC

SIPOC – Great method for understanding processes

External vendors

BU Contacts

Invoice approvers

Business registries

Invoice

Accounting data

source data

Invoice approval

Scanned invoice

Payment order

Vendors

Cash flow management

Bank

SSuppliers

IInputs

Receive invoice

Enter invoice into the system

Carry out checks

Pair with Purchase order

Release payment order

Pay the invoice

Archive the invoice

PProcess

OOutputs

CCustomers

Incoming invoice processing

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

30Lean Six Sigma • Green BeltPwC

SIPOC – Optimal order

External vendors

BU Contacts

Invoice approvers

Business registries

Invoice

Accounting data

source data

Invoice approval

Scanned invoice

Payment order

Vendors

Cash flow management

Bank

SSuppliers

IInputs

Receive invoice

Enter invoice into the system

Carry out checks

Pair with Purchase order

Release payment order

Pay the invoice

Archive the invoice

PProcess

OOutputs

CCustomers

Incoming invoice processing

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

12

3

456

7

8

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31Lean Six Sigma • Green BeltPwCPwC

SIPOC – tips and tricks

Pre-draw the map, use post itsFollow the order – it will be easierStart every process step with a verbInputs and outputs are products, services, material, information, documents decisions etc.Customers are all stakeholders, not just the paying onesFinish the process as a last step. Do not be detailed, high-level process overview is enough.

*

32Lean Six Sigma • Green BeltPwC

Alternative SIPOC version

SSuppliers

IInputs

Process step

Process step

PProcess

OOutputs

CCustomers

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

Process step

Process step

In a more detailed version of SIPOC, Suppliers, inputs,

outputs and customers are

listed separately for each step

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33Lean Six Sigma • Green BeltPwCPwC

Key message

• Through the visual process description, you can understand the problem in context.

• Analyze deep the process steps, you will not find much on the surface.

• Do not rely on what anyone tells you, go and observe the reality.

• It’s crucial to identify all possible waste.

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

34Lean Six Sigma • Green BeltPwC

August 2013Lean Six Sigma • Black Belt Training Week 2PwC

Identify the potential root cause

2

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35Lean Six Sigma • Green BeltPwCPwC

Problem statement, goal statement

Dreamstate

Currentstate

Futurestate1 23

„What can beachieved with theresourcees we have?“

Problem statement Goal statement

„What is theproblem that weare have rightnow?“

„What can beachieved with theresourcees wehave?“

36Lean Six Sigma • Green BeltPwCPwC

How to solve the problem? Identify the root cause

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

23.11.17

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37Lean Six Sigma • Green BeltPwCPwC

More examples on asking “Why”

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

38Lean Six Sigma • Green BeltPwCPwC

5 why method can help you get through the symptoms to the real root cause

Problem statement

Symptom

Symptom

Symptom

SymptomRoot

cause

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

Why?

Why?

Why?

Why?

Why?

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39Lean Six Sigma • Green BeltPwCPwC

5 why method can help you get through the symptoms to the real root cause

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

Why 5 times?

Experience shows that this is theusual level where root cause is found

How to recognize the root cause

If you cannot go deeper by askingwhy, your at the root cause.

40Lean Six Sigma • Green BeltPwCPwC

5 Why Example

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

23.11.17

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41Lean Six Sigma • Green BeltPwCPwC

In reality, asking why gives you multiple answers

Problem statement

Symptom

Symptom Symptom Symptom

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

Why?

Why? Symptom

Symptom Symptom

Why?...

42Lean Six Sigma • Green BeltPwCPwC

Exercise

The Root Cause analysis Excercise.

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

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43Lean Six Sigma • Green BeltPwCPwC

The root cause analysis

Start by stating the problem

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

Problem statement

SymptomSymptomSymptom

Root cause

Root cause

Root cause

Real root cause

Generate as much symptoms by asking why.

Go deep and find potential root causes- these are your hypotheses.

Find out if the hypoteses are true.

44Lean Six Sigma • Green BeltPwC

‘Fishbone’ or ‘Ishikawa’ diagram is used

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3

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45Lean Six Sigma • Green BeltPwC

Mind map is a modern alternative to Ishikawa

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

46Lean Six Sigma • Green BeltPwCPwC

The 6M Lenses

Your staff, people, customers. They typicallya) don‘t know b) don’t want to c) don’t know how

Man

Machines, cars, systems, phones, computers, cloud services, e-mail

Machine

How it is done. Do rules exist? Are they good? Do people follow them? Do people do it the same way?

Method

Input material, product, information, packaging, documents,

Material

Do we have the right data? Do the people decide using right data? Do we measure correctly?

Measure

Are people managed in an effective way? Motivation? Are managers managing the same way?

Manage

Identify specific problems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

23.11.17

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47Lean Six Sigma • Green BeltPwCPwC

The lenses

Man, Machine, Method, Material, Measurement, Management, (Mother nature, Maintenance)

Product, Price, Place, Promotion, People, Process, Physical evidence, Packaging,

Sorroundings, Suppliers, Systems, Standards, Scope

Or, make your own.

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

6M

8P

5S

?

48Lean Six Sigma • Green BeltPwCPwC

Root cause tips and tricks

Write down the full problem statementsUse post itsStart with “Lenses” to make the start easierKeep asking why, generate ideaGet deeperUse brainstorming rules – quantity matters, do not judgeYou can take one symptom and run a completely new analysis.

*

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

23.11.17

25

49Lean Six Sigma • Green BeltPwC

August 2013Lean Six Sigma • Black Belt Training Week 2PwC

Validate the root cause, measure theimpact

3

50Lean Six Sigma • Green BeltPwCPwC

To test the hypotheses, you need to colect data

Extract Ask

Observe Collect

Experiment

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

23.11.17

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51Lean Six Sigma • Green BeltPwCPwC

Exercise

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

How would you test your hypo theses?

52Lean Six Sigma • Green BeltPwCPwC

The result of this step is a one or multiple verified rootcauses

Real root cause

Real root cause

Real root cause

Real root cause

Problem statement

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53Lean Six Sigma • Green BeltPwCPwC

As a last step, measure and calculate how much eachroot cause influence the problem

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

Frequency

Cum

mul

ativ

e%

100

90

80

70

60

50

40

30

20

10

D B F A C E Other

20% root causes is a source of 80% of

problems

Root causes

54Lean Six Sigma • Green BeltPwCPwC

Typical issues in analyze phase

Not understanding the process across teamsPeople jump straight to solutionsOnly symptoms are solvedRoot causes are not validatedThe impact of the root causes is not measured

!

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

23.11.17

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55Lean Six Sigma • Green BeltPwCPwC

Key message

• Analayze looks like a straightforward process, but in reality, it is hard. That is why many people do it wrong.

• Spend enough time on understanding the process and the problem, get deep, validate hypotheses, measure impact.

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

56Lean Six Sigma • Green BeltPwCPwC

What comes next in the improve phase?

Select a validated root cause to focus on

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

IdeaIdeaIdea

PilotPilotPilot

Real root cause

Generate as much improvement idea by asking How might we?

Narow down the ideas. Test if theywork using pilot. Measure the impact.

Start implementing from the best working idea

Improvement

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57Lean Six Sigma • Green BeltPwCPwC

Contacts

Jiří Benedikt

Trainer, ConsultantI help people work smarter

Lean Six Sigma | Design thinking | Excel

[email protected](+420) 777 253 754www.jiribenedikt.com

Roman Bauer

Lean Manager, Consultant, TrainerExperience the joy of work

[email protected](+420) 602 154 168

www.teamplay.cz

58Lean Six Sigma • Green BeltPwC

August 2013Lean Six Sigma • Black Belt Training Week 2PwC

Appendix

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59Lean Six Sigma • Green BeltPwC

How to make a value stream map

60Lean Six Sigma • Green BeltPwCPwC

Value stream mapping basicsCustomer

Customer

Customer

or

Upper right cornerAlways added as the first thing on the mapThere is usually one icon, sometimes 2 or 3

You can add following info:• Number of customers• Selected key customers• Main segments (intra-grou, domestic, export)

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

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61Lean Six Sigma • Green BeltPwCPwC

Value stream mapping basicsInformation flow

Manual Information Flow

Digital Information Flow

Start from the customer:“What is the customer action to place an order?”Then follow with questions“What does this trigger?”

Link customer to customer service, sales and other departments up to production flow and suppliers.

You can add following information:• Medium

• Digital: E-mail, Fax, Data interconnection – EDI)• Manual: Phone, Oral information, paper, whiteboard

• Unit (Excel spreadsheet, Order form, Record sheet, XML file ...)• Frequency (Daily, Weekly, Monthly, on demand)• People responsible

Customer service

Department

MRP

IT system / Database

Or

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

62Lean Six Sigma • Green BeltPwCPwC

Value stream mapping basicsSupplier

SupplierUpper left cornerCan be material or service supplierAdded as the end of the information flowThere is usually one icon, sometimes 2 or 3, but sometimes zero!

You can add following info:• Number of suppliers• Selected key suppliers• Main segments (by material, category, service etc)

• Means of delivery (Truck, plane, train, mail, physicaly)• Frequency of delivery

Material delivery

Truck

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

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63Lean Six Sigma • Green BeltPwCPwC

Value stream mapping basicsProcess flow

Milling

• C/T: 12s• C/O: 15 min• 1 Worker• 3 Processes parallel

Process Box

Push Pull

300 pcs

Inventory

Connected to supplier at the beginning (if there is one)Connected to cusstomer at the endEach process step has one boxFlow unit can be product (material flow), customer order, orthe customer themselves (for example healthcare).There usually is inventory between process stepsSteps are connected by push or pull principle

Tips:List of key process stepsSimplify, try to avoid splitting the process

You can add following info:• Cycle time (time of processing one unit)• Changeover time• Number of workers• Average inventory (in pieces, tons or days of inventory)

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

64Lean Six Sigma • Green BeltPwCPwC

Value stream mapping basicsTimeline

3min 5 min 1 min1 hour 2 hours

Can be added under the process flow.Shows value added (VA) activities and times (upper part) and non-value added (NVA) activities (lower part).Total lenght of the timeline shows flow time

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

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65Lean Six Sigma • Green BeltPwCPwC

Value stream mapping basicsImprovrment ideas

Problem

Improvement Idea

Idea

Problem

You can mark problems or improvement ideas.Those can be added during the maping (analyze phase) orlater during improve phase.

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze

66Lean Six Sigma • Green BeltPwCPwC

Value stream mapping basicsSpecial inventory systems

FIFO Lane

Supermarket

FiFoMax 25

Kanban

Or• The inventory is limited. If the storage is full, the

supplying step must stop.• It is first-in-first-out system to ensure smooth flow

• There is set maximum inventory for each semi-finished product. If full, the supplying step must stop.

• If a product is used, this is a signal for supplying process step to produce and refill

• Set of cards used to order from supplying process step. • A recieving process steps places and order on a kanban

kard snad sends it to the supplying process.• The supplying process sends the product together with

returning the kanban kard.• If the receiving process step uses all the cards, they

cannot order before used cards return.

Identify specificproblems

Identify and validate the root causes

Identifyy = f (x)

1 2 3Analyze