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Quality Clinic SM

Lean Six Sigma - Plus Foundational Training

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1. To introduce the foundational concepts of

Lean Six Sigma - Plus

2. To change the way you perceive the work around you,

as well the opportunities for improvement

3. To introduce specific tools that are used to analyze

and address common business problems

4. Provide a step-by-step guide for problem-solving

5. To help you solve problems more effectively

Objectives

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The goal: Inform, equip and empower

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Your customers.

Customers

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Who sets the standards for your performance?

• Business exists to meet the needs of the customer.

• We exist because they do.

• Fail to meet their needs and they will go elsewhere

Quality matters because your customers matter

The decision has been made

At a high level, Lean Six Sigma is the decision that you’re going to judge or measure your performance, and compare it to something meaningful, objective and far-reaching.

Then comes the question – what to compare to?

At this point, you realize that: • Your customers define your existence. • They define what Quality means. • Your Quality should vary as little as possible in their eyes,

and objectively; and • You should measure Quality the same way they do.

And so ultimately, Lean Six Sigma is the decision to define and measure Quality the same ways your customers do.

Lean Six Sigma, therefore, is not just a methodology, or a toolset, or a statistical measure … it is a decision.

The Decision

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The marriage of two complementary improvement methods:

Quality process = quality product

1. Lean • Reduces waste

• Increases value-added nature of the work

• Improves flow / pull

• Visual tools

2. Six Sigma • Reduces variation / defects

• Strives for perfection

• Statistical / analytical tools

• Builds quality / value into the process

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Where it came from

VARIATION

DEFECTS

WASTE

Waste is any type of work that adds no value to a product or service. (non-value-added, or NVA)

How can you tell if something you’re doing is “NVA?”

Ask yourself these 2 questions:

What do you mean, “waste?”

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1. Would your customer be willing to pay for you to do it?

If either answer is “no,” this might be considered non-value-added work, or waste

2. Does the work change the product or material in a way your customer would find valuable?

Waste is the flip-side of value

Variation

• The way work is done tends to vary (person-to-person, day-to-day, etc.).

• This leads to variation in outcomes and Quality. (“Results may vary.”)

• To minimize defects, waste and errors, variation must be controlled.

• The goal of Lean Six Sigma is to reduce variation so that performance always meets customers’ requirements.

Variation is what we notice

Variation

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Where do defects come from?

Sigma (s) = Greek letter

used to represent variation

in set of numbers

• Goal: Minimal variation, consistent results

• Always meeting customer CTQ’s

• Low defect rate (3.4 DPMO)

• High Sigma level –-Process compared to customer specs

• High satisfaction

Goal

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Lean Six Sigma goes way beyond the average

DPMO σ

690,000 1

308,000 2

66,800 3

6,210 4

230 5

3.4 6

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OSSS LSS Green Belt v9.0 - Introduction

the business opportunity. What is the customer’s expectation of the process? What is the process that needs to be examined?

DMAIC starts and ends with the customer

Define

Measure

Analyze

Improve

Control

DMAIC

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the process current state. What are the key metrics for this process?

the data to determine root causes. How is this process currently performing? When, where, and why do defects occur?

the process by reducing variation and eliminating waste. What are the root causes? How can we fix the process?

and sustain the improvements. Are the customer needs met? How can we keep the process fixed?

Project Charter Define

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Random, non-repeatable = no process at all

How do you see your work?

• As a random series of events that you respond to as quickly as you can?

• As keeping your boss happy? • As making it up as you go? • Out of control? • Undefined? • Checking tasks off of a list?

Work is a Process

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• Process: A series of ordered steps designed to accomplish a specific goal or purpose

Lean Six Sigma focuses on the process

All work is – or should be – a process

Step A Start Finish Step B Step C Step D

Work is a Process

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Measure

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1. Continuous – Can be infinitely divided into smaller and smaller parts

– Time – Year/month/day/hour/minute/second/etc.

– Temperature – A matter of degrees

– (Tape) Measurement – Kilo/deci/centi/milli/etc.

2. Discrete – Cannot be broken down; refers to characteristics or qualities

– True/False

– Good/Bad

– Pass/Fail

– Early/On-Time/Late

Data Collection Plan – What type of data?

Y = f(x) Analyze

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The output of a process is a function of the inputs

• Flour • Sugar • Eggs • Oil • Icing • Recipe amounts

• Temperature • Oven • Mixing • Quality of ingredients • Time • Skill/experience

Man Method Machine

Materials Metrics Mother nature

Outputs Inputs

Product/serviceQuality Cycle Time Satisfaction

Are a function of:

Control the inputs to control the output

=

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If you want a better cake, what do you do?

Analyze

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Improve

• Most common cases

• Repeatable, repetitive process

• Best practices

• Consistent outcomes

• Fewer decision points

• Effective, efficient

• Less stressful

Standardization

It’s not a bad word!

Weights/measures – Currency – Letters – Signs – Musical scales – Shoe sizes – Keyboards

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• A simple written description of the safest, highest quality, and most efficient way known to perform a particular process or task

• The only acceptable way to do the process described

• Expected to be continually improved

• Can include the amount of time needed for each task

• Needed in all work areas

• Reduces variation, increases consistency When correctly applied, standard work will not only sustain improvements,

but also expose and eliminate previously unseen waste.

© CVGray & Associates LLC 2012

Standardization

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What is Standard Work?

What SHOULD be standardized? 19

Improve

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Visual Workplace • Employing an assortment of visual tools & techniques to:

– Ensure work is done properly – Maintain safety – Guide customers – Make problems apparent – Improve productivity

• Common examples: – Color coding – Labels – Alerts – Signs – Directional arrows – Transparent covers – Charts/graphs/schedules – Diagrams & pictures – Flow (bottlenecks become obvious) – Cleanliness (5S - Sort, Set in Order, Shine, Standardize, Sustain) 20

1. Sort – Keep only what is necessary

2. Set in Order – Everything with a place …

everything in its place

3. Shine – Wipe, clean, polish, prepare all surfaces

4. Standardize – Make the first 3S’s a routine – at job & co. level

5. Sustain – Rewards, incentives, recognition, pictures, data

Why do we call it “5S?”

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Control

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Implementation Plan

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Action Who When Status Notes

Load new scheduling template Barbara 1-Dec Open Work with IT

Alert MD staff Joseph 8-Dec Open MD staff mtg 12/8

Review procedures with front Wendy 8-Dec Open AM huddle 12/8

Identify backlog candidates Joseph 10-Dec Open Consult with MD's

Assign slots to backlog Joseph 11-Dec Open Work with Wendy

Confirm appts with patients Wendy 12-Dec Open Tap front staff

Alert referring MD's Joseph 12-Dec Open Phone & e-mail

Distribute authoriz. Cards Joseph 12-Dec Open 2 per MD

Prepare progress board Charles 12-Dec Open Magnets, markers

Final pre-launch check Team 12-Dec Open 4 p.m., conf. room

Plan the work … work the plan

Control

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Control Plan

23 Stay on course

1. Key CTQ (Y) – target; acceptable range

2. Compliance with new process (X)

3. Potential failures (FMEA)

4. Customer VOC

5. Response plan / ownership

Who … does what … when … and why?

A3

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• A3 simply stands for the size of paper used for an A3 presentation / report.

• A3 paper is:

– 297 x 420 millimeters, or

– For us, 11” by 17”.

What is A3?

A3

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Use A3 to:

1. Document your improvement project 2. Tell your story 3. Gain buy-in 4. Guide your work 5. Track progress

Provides flow and clarity