Lean Six Sigma Green Belt Training Module 4 Improve

Transcription

1 Lean Six Sigma Green Belt Training Module 4 December 2017 Jiří Benedikt, Roman Bauer Today s focus: D M A I C Define Measure Analyze Control Define the opportunities Identify specific problems Determine the control plan Develop the project plan Identify and validate the root causes Detect the abnormal variations Develop the project team Identify y = f (x) Evaluate results of the changes Define the processes (high level) Identify the Define the Key Develop Validate the baseline Performance a data measurement process Indicators collection plan system performance (KPIs) Document the process changes Identify critical customers requirements (CCR s). Test and Develop a Identify Deploy validate change potential and execute optimal s s s Close project, communicate the know-how 2 1

2 What will you learn in this module? How to... Develop s by focusing on the identified causes Determine the evaluation criteria for the process Use the various criteria for the selection of the s Execute the chosen s in the pilot testing and tailor when necessary Deploy the and make s 3 1. s Lean Six Sigma Black Green Belt Training Week 2 August

3 s optimal s execute s Sources of s Best practices Root causes Ideas from other projects Project goals Six thinking hats technique Generate ideas Brainstorming Mind mapping Discoveries during analysis Benchmark ideas Performance targets 5 s optimal s execute s Rules for brainstorming Ø Focus on quantity DO s capture everything encourage participants ask clarifying questions DON Ts evaluate anything force participants or sequence ask judging questions 6 3

4 s optimal s execute s Exercise Brainstorming excercise 7 s optimal s execute s Best selection Potential s Screen out - Low pay off - Must criteria Acceptable s Shortlist Likely s - Voting - N/2 Nominal Group Criterial evaluation Best 8 4

5 s optimal s execute s Is it worthwhile to implement a? Pay off or PICK matrix Big benefits Small benefits Easy Implementation 3 Low hanging fruits 8 9 Maybe 4 Complex Implementation 1 2 Breakthrough Deny 9 s optimal s execute s How to eliminate low payoff s 10 5

6 s optimal s execute s Musts Criteria - Examples If a does not meet must criteria, it should be eliminated from further consideration. Examples: Laws, Standards Company policy Customer must be requirements Business must be requirements (e.g. resource constraints like money, time, people) 11 s optimal s execute s How to shortlist likely s Voting Each person chooses best three ideas Record number of times each idea is chosen to identify most popular ideas N/2 - This technique need only be applied if the previous step generated a large number of options. - N/2 is accomplished through a series of votes, each cutting the list in half. 12 6

7 s optimal s execute s Evaluate the best Nominal group technique quick method to prioritize based on opinions, lacks of objective criteria each team member assigns a rank to each (highest number to the most important and vice versa) Multi-criterial evaluation requiring more time for discussion based on previously identified criteria opportunity to weight criteria objective comparisons of s 13 s optimal s execute s Criteria-based comparison 1. Record a final list of s 2. Create a list of criteria 3. Weight the list of criteria 4. Compare the list of s to the weighted criteria 5. Tally and discuss total scores for each Example Excercise 14 7

8 s optimal s execute s Cost/Benefit Analysis (1) Verification whether benefits outweigh the costs, and by how much Basis for comparing projects Procedure: 1. Brainstorm costs and benefits associated with the project 2. Assign a monetary value to the costs 3. Assign a monetary value to the benefits 4. Compare cost and benefits 15 s optimal s execute s Cost/Benefit Analysis (2) Quantitative benefits (Tangibles) v Cost reduction (hard savings), cost avoidance (soft savings) v Quality v Performance (productivity, lead time, service level) Qualitative benefits (Intangibles) v Customer satifaction v Employee satisfaction v Brand enhancement Cost direct, indirect one time, ongoing Analaysis preffered measures ü Payback ü Net present value (NPV) ü Economic value added (EVA) ü Cash flow ROI 16 8

9 s optimal s execute s Cost/Benefit Analysis EXCERCISE Brainstorm costs and benefits for the case (5 min) 17 s optimal s execute s Excercise Make the cost&benefit analysis, calculate the payback The lighting in warehouse is turned on 24 hours, 6 days a week, 50 weeks a year. The actual lighting of 46 sodium discharge lamps with a total power of 11500W is inadequate and provides a level of illumination in aisles between racks of only lx, which does not meet the standard. The selected contractor has offered a lighting of 100 LED lamps with a total output of 4050W that will provide the illumination of 100 lx. The electricity price is 2.60 CZK / kwh The value of the contract for delivery and installation of lighting is 413,000 CZK. 18 9

10 s optimal s execute s Key Message Best Solution Selection o The quadrant PICK matrix is a widely used simple decisionmaking tool. o Often there are several collateral factors that make our decisionmaking more difficult, the method of multi-criterial evaluation can make it easier. o Most benefits can always be quantified. Where it is possible, express in money and calculate the payback Verification of selected Lean Six Sigma Black Green Belt Training Week 2 August

11 s optimal s execute s Pilot What is pilot? Testing implementation of selected in a small part or scope What are benefits of piloting? Better understanding of the impacts Experience from paper to real operations. Reality test of a design s integrity. Opportunity to improve the design before implementation on a larger scale. Minimizing risks associated with cost and potential problems. Act Plan Check Do 21 s optimal s execute s 6 steps of piloting 1. Define objectives and evaluating criteria for the pilot 2. Determine a pilot scope and where the will be tested 3. Develop a comprehensive plan for conducting and evaluating the pilot 4. Implement the on an experimental basis 5. Evaluate the pilot and determine next steps based on verified pilot results, 6. Build experience and lessons learned to support a broader deployment of the

12 s optimal s execute s Test Cardboard Design 23 s optimal s execute s FMEA - Failure Modes & Effects Analysis Inductive model presuming effects of an incident Incident Logic of looking ahead Effects Purpose: Evaluate failure modes (potential errors) and their effects. Determine preventive measures to prevent them How? We measure the degree of risk: severity occurrence detection 24 12

13 s optimal s execute s Why do you apply FMEA Make design shorter and effective safety and reliability / capability Meet high requirements / expectations of customer A practical step towards continuous Optimize total cost (production, sales, service) 25 s optimal s execute s Steps for completing a P-FMEA 1. Describe process and determine the function of each step to meet customer s requirements 2. failure modes (defined as a malfunction) 3. Determine potential effects for each failure 4. Assign a severity ranking to the effects 5. causes for each failure 26 13

14 s optimal s execute s Steps for completing a P-FMEA 6. Assign a likelyhood of occurrence for each potential cause Ø Set measures to limit the occurence 7. Assign likelihood of detection for each potential cause Ø Set preventive or detective measures 8. Calculate a Risk Priority Number (S x O x D) 27 s optimal s execute s FMEA Form Identify failure modes and their effects Identify causes of the failure modes and controls Prioritize Determine and assess actions 28 14

15 s optimal s execute s FMEA - example 29 s optimal s execute s Key Message Verification of selected o Always test or experiment with your beyond normal operation. o Where possible, perform the FMEA analysis. o Start the in small scale (pilot), here you are well prepared for a broad implementation

16 3. Deploy Make ment Lean Six Sigma Black Green Belt Training Week 2 August

17 ment tools 5S Right workplace organization Lean Six Sigma Black Green Belt Training Week 2 August s optimal s execute s Why is workplace organization important? In Czech, 5u is used sometimes instead: Utřídit. Uspořádat Uklidit Ustanovit Udržet 34 17

18 s optimal s execute s What are these 5S? The origin of the 5S is Japanese Seiri Seiton Seiso Seiketsi Shitsuke English translation Sort Set in order Sweep and clean Standardize Sustain 35 s optimal s execute s 5S method What is 5S It s a journey to develop: ü Safe workplace ü Clean environment ü Better workplace organization ü More free space ü Effective and efficient process Wha is not 5S It s NOT only cleaning (Rather, we want to prevent cleaning as a special or extraordinary activity.) It s NOT for others bosses, customers (It is here for you to be able to do the job first time right, easily and without much effort.) 36 18

19 s optimal s execute s S1 - Sort Procedure 37 s optimal s execute s S1 - Sort Red tag process (1) Find item Fill in the red tag Record in log book Move in quarantine Worker Worker Supervisor Worker 38 19

20 s optimal s execute s S1 - Sort Red tag process (2) Item classific. Auction Record in log book Move out quarantine Manager Manager Supervisor Worker 39 s optimal s execute s S2 Set in order / Straighten Place for everything, everything on its place 1. Decide what where to store 2. Find appropriate places for everything 3. Arrange and furnish the places Implement standardization, make it visual 5. Put everything on its place 40 20

21 s optimal s execute s S2 Set in order / Straighten Example from daily life 41 s optimal s execute s S2 Set in order / Straighten Examples of standardization and visualization 42 21

22 s optimal s execute s S2 Set in order / Straighten Examples of standardization and visualization 43 s optimal s execute s S2 Set in order / Straighten Examples of standardization and visualization 44 22

23 s optimal s execute s S2 Set in order / Straighten Examples of standardization and visualization 45 s optimal s execute s S3 Sweep / Shine Prevent problems in a clean enviroment 46 23

24 s optimal s execute s S3 Sweep / Shine Prevent problems in a clean enviroment 1. Plan a big cleaning day Clean Inspect Lubricate Repair 2. Document a current state (what s wrong) 3. Execute the cleaning (team) 4. Record problems, abnormalities 5. Plan corrective actions 6. Operate the clean equipment for one shift 7. Clean again and record all problems and abnormalities 8. Implement corrective actions and document a new state 47 s optimal s execute s S3 Sweep / Shine Clean out from top to bottom 48 24

25 s optimal s execute s S3 Sweep / Shine Inspect equipment Problems are visible on clean equipment Dirty covers and indicates problem A visible problem is the problem you can solve 49 s optimal s execute s S3 Sweep / Shine Inspection link between 5S and TPM 50 25

26 s optimal s execute s S3 Sweep / Shine Lubrication another link between 5S and TPM 51 s optimal s execute s S3 Sweep / Shine Repair early 52 26

27 s optimal s execute s S4 Standardize Enable Standard Operations to work Issue date: 12 July, S Area Standard Area Owner: Location: B4 D/S Dust Collector N o Item Method Criteria Action Time Mon Tue Wed Thu Fri Resp 1 Floor Visual & Manual Is free from, litter, scrap and dust. Sweep and Clear Up 5 Daily Daily Daily Daily Daily Op 2 Cores & Resin Visual & Manual Orderly and correctly positioned. Straighten and position. Dispose of packaging. 2 Daily Daily Daily Daily Daily Op 3 Dust collector Visual & Manual Clean and dust bag not over filled. Clean area and empty bag as necessary. 5 Daily Daily Daily Daily Daily Op 4 Spill kit Visual & Manual Spill kit complete and orderly. Sweep, tidy up, find or replace if missing. 2 Daily Daily Daily Daily Daily Op 53 s optimal s execute s S4 Standardize Enable Standard Operations to work Who created, checked and approved it Visual explanation Text explanation Quality inspection instructions Common mistakes Maintenance instructions 5s instructions Instructions for safety Protection Tools 54 27

28 s optimal s execute s S5 Sustain Regular evaluation and scoring Ø Identify what should be monitored and control it Ø Implement control tools: Stock taking (quantity, locations) Photos Check lists Audits 55 s optimal s execute s S5 Sustain Regular evaluation and scoring Ø Training (material) for your staff Ø Posters in workplace Ø Boards o Evaluation / Scoring o Pics wrong / right o Benefits 56 28

29 s optimal s execute s 5S in computers Decluttering your computer How many messages are in your inbox now? How many of them are clutter? 57 s optimal s execute s 5S in computers Decluttering your computer Is your computer clogged with old files you don t need anymore? Can you find all the files / s you do need? Do you have a system to backup all your files? Don t forget all your photos! :-D 58 29

30 s optimal s execute s 5S in computers Decluttering your computer How much time do you spend on-line? How much of that time is productive? 59 s optimal s execute s Key Message 5S o Without good practice of 5S, it is unlikely that all other elements of the lean" system will be retained. o The most important and difficult is the last 5th S. Make audits, motivate people, try to change their inappropriate attitudes and behavior

31 ment tools Zero defects Lean Six Sigma Black Green Belt Training Week 2 August s optimal s execute s What are reasons for errors? 62 31

32 s optimal s execute s What is Error Proofing? Poka-Yoke (in Japanese) Using process or design features to prevent errors or their negative impact Inexpensive Very effective Based on simplicity and ingenuity Typical benefits ü Defect reduction by 70-90% ü Productivity increase by 30-60% ü 75% less injuries ü Significant cost reduction o reduced rework o reduced scrap o reduced waranty cost o reduced inspection cost 63 s optimal s execute s Correcting cost vs. benefits of poka-yoke Rule As a product or service moves through the system, the cost of correcting an error multiplies by 10. At: order entry 1 $ billing 10 $ customer 100 $ 64 32

33 s optimal s execute s Levels of error proofing 1. Prevention make it impossible to make an error make it difficult to make an error 2. Detection make it obvious an error has occured 3. No impact make only no impact error Two types of Poka-Yoke 65 s optimal s execute s Error proofing s - Process barriers Contact (form, size) Calculation Sequence control 66 33

34 s optimal s execute s Error proofing example - Impossible to make an error 67 s optimal s execute s Error proofing example - Impossible to make an error 68 34

35 s optimal s execute s Error proofing example - Difficult to make an error 69 s optimal s execute s Error proofing example - Difficult to make an error 70 35

36 s optimal s execute s Error example - No impact error 71 s optimal s execute s Error proofing example - Industry 4.0 Assisted assembly Controlled assembly 72 36

37 s optimal s execute s Key Message Zero Defects o Errors / defects are evidence of poor process design, low technology capability, or environmental problem. The problem is not people. o Quality shan t be checked, but produced. Implement error proofing s and eliminate the need to inspect a quality. o The benefits of poka-yoke many times exceed its cost. 73 ment tools Problem Solving Lean Six Sigma Black Green Belt Training Week 2 August

38 s optimal s execute s A3 thinking Purpose of A3: Problem solving system (8D, PDCA, DMAIC) Learning standardized method Developing CI culture Mean of communication and documentation 75 s optimal s execute s Types of A3 charts - A3 Project chart 76 38

39 s optimal s execute s Types of A3 charts - A3 Problem Solving 77 s optimal s execute s Types of A3 charts - A3 DMAIC report 78 39

40 s optimal s execute s Key Message A3 thinking o Use anywhere it is possible, because it's a great helper and guide: o to solve a problem o to plan a project o to develop and learn a continuous o Just pencil and blank forms in your block and you can use it anytime, anywhere o By using when working with colleagues, you will teach them structured thinking 79 Contact Roman Bauer Experience the joy of work Lean Manager, Consultant, Trainer E: bauer@oxcx.cz T: (+420)