Sunteți pe pagina 1din 2

LEANSIXSIGMAMETRICS:HOWTOMEASUREIMPROVEMENTSWITHINAPROCESS

Howdoyouidentifyareasforimprovementinaprocess?Afteryouveimplementedanimprovement,howdoyouknowthatyoureffortsaremakingadifference?
ThefollowingisalistofmetricsfrequentlyusedinLeanSixSigmaprojectstomeasuretheoutcomesofaprocess,identifyopportunitiesforimprovementandmonitorchanges
overtime.Thesemetricswillhelpyoutopinpointsourcesofwaste,variabilityorcustomerdissatisfaction,andbyfocusingonthemyouwillhaveagreaterpotentialtofindthe
rootcausesofproblemsandthushighleverageareasforimprovement.Atleasttwoofthesemetricsshouldbeincorporatedintoyourprojectcharterasaguideforhowyou
gatherbaselinedata.Themetricsyouselectwilldependonthegoalsofyourproject,andmayrequiremultipleiterationsasyoudiscovermoreabouttheprocessyouaretrying
toimprove.Oftenitishelpfultofocusonametricthatismeaningfultothecustomerandanotherthatwillresonatewithagencyleadersandtheorganizationsstrategicgoals.
LeanSixSigmametricsbycategory
Timemetrics
Howlongdoesittaketo
produceaproductor
service?Howlongdoesit
taketodeliverthatservice
tothecustomer?Howmuch
ofthattimeisspentadding
valuetotheproduct?

Note:Leadtime>
processingtime>VAtime.
ThegoalofLeanistomake
leadtimeandprocessing
timeclosertoVAtime.

Leadtime:thetotaltimefromstarttofinishtodevelopaservice/productanddeliverittothecustomer,includingwaitingtime(expressedin
days;alowernumberisbetter)
Processingtime:touchtime,orthenumberofworkinghoursspentonprocesssteps,notincludingwaitingtime(alowernumberisbetter)
Response(wait)time:thenumberofworkinghoursittakestoreacttoacustomerrequestforaserviceorproduct(alowernumberisbetter)
Activityratio:processingtimedividedbyleadtime(expressedaspercentage;ahighernumberisbetter)
Bestandworstcompletiontime:therangeofvariationinleadtimeorprocessingtime,mayalsoincludestandarddeviationifdataareavailable
(asmallerrangeisbetter)
Percentontimedelivery:howoftenyourleadtimemeetsyourtarget(ahighernumberisbetter)
Valueadded(VA)time:amountofprocessingtimespentaddingvaluetotheservice/product,wherevalueisdefinedassomethingthe
customeriswillingtopayforsuchasdraftingacontractforavendor(ahigherproportionofVAtimeisbetter)
Nonvalueadded(NVA)time:amountoftimenotspentaddingvaluetotheservice/product,activitiesthatthecustomerisnotwillingtopay
forsuchaswaitingforasignatureorreview(alowerproportionofNVAtimeisbetter)
Essentialnonvalueadded(ENVA)time:nonvalueaddedstepsthatcannotbeeliminated(goalvariesbyserviceorproduct)

Costmetrics
Howmuchdoesitcostto
completetheprocessand
produceaserviceor
product?Whatare
operationalcostsrelativeto
productionlevels?

Totalprocesscost:totalcosts,includinglabor,materialandoverhead,toproducetheservice/product (alowernumberisbetter,giventhesame
levelofproduction)
Costpertransaction:totalprocesscostdividedbynumberofservices/productsproduced(alowernumberisbetter)
Costsavings:dollarorpercentagereductionintotalprocesscostorcostpertransaction(ahighernumberisbetter)
Costavoidance:dollarorpercentagereductioninplannedspendingthatwouldotherwisehaveoccurred(ahighernumberisbetter)
Laborsavings:reductioninlaborhoursneededtoperformprocess,usuallysoftcostsavingsasstaffhoursareredirectedtovalueadded
activities(expressedinhours,FTEs,orpercentagereduction;ahighernumberisbetter)

Qualitymetrics
Didyousucceedincreating
valueforthecustomer?Do
servicesmeetcustomer
satisfactioncriteria?How
oftendoestheprocess
generatemistakesthat
requirerework?

Customersatisfaction:qualitativeorquantitativedataderivedfromsurveys,numberofcomplaints,thankyounotesorotherfeedback
mechanisms(goalvariesbymeasurementtechnique)
Defectrate:percentofservices/productsthataredefective,whereadefectisdefinedassomethingthecustomerdoesnotlike(alower
numberisbetter)
Reworksteps/time:amountofaprocessspentcorrectingmistakesorgoingbackformissinginformation(alowernumberisbetter)
Percentcompleteandaccurate:percentofoccurrenceswhereaprocessstepiscompletedwithoutneedingcorrectionsorrequestingmissing
information(ahighernumberisbetter)
Rollingfirstpassyield:percentofoccurrenceswheretheentireprocessiscompletedwithoutrework,ortheproductofallstepspercent
completeandaccuraterating(ahighernumberisbetter)

Outputmetrics
Howmanyservicesor
productsarecompletedor
producedeverymonthor
year?Howmanyareinthe
pipeline?Didyouproduce
morethanthecustomer
needed?

Production:totalnumberofservices orproducts completedorproducedinagivenamountoftime(goalvariesbyserviceorproduct;theoptimal


levelshouldalignwithcustomerdemandtominimizebacklogsandexcessinventory)
Workinprocess:numberofservicesorproductscurrentlybeingprocessed(goalvariesbyserviceorproduct)
Backlog:numberofservicesorproductsthatarewaitingtostarttheprocess(alowernumberisbetter)
Inventory:asupplyofrawmaterials,finishedproductsorunfinishedproductsinexcessofcustomerdemand(alowernumberisbetter)

Processcomplexity

Processsteps:totalnumberofstepstocompletetheprocess(aimforreduction)

Istheprocessoverly
complex?Howmanysteps
makeuptheprocess?How
oftendoesitchangehands
orrequiresomeones
signature?

Valueaddedprocesssteps:numberofprocessstepswhichaddvaluetoservice/product(aimtoincreaseproportionofvalueaddedsteps,or
eliminatenonvalueaddedsteps)
Decisions:Numberofdecisionpointswhereprocesschangesfordifferentsituationsandstaffmustdecidetheappropriatepathtofollow(goal
variesbyserviceorproduct,typicallyaimforreduction)
Signaturesrequired:numberofapprovalsneeded,usuallyinvolvedelaysandhandoffs(aimforreduction)
Handoffs:numberoftimestheservice/productchangeshands,canbeasourceoferrors,miscommunication,ordelays(aimforreduction)
Loopbacks:whenstepsofaprocessmustberepeated,usuallytocorrecterrorsorfindmissinginformation(aimforreduction)

Organizationalmetrics

Leanevents:numberofLeanevents,suchasKaizen orvaluestreammappingevents

AreLeandeployments
creatingaculturalshiftin
yourorganization?Areyou
improvingemployeework
environmentsandmorale?

Leanparticipation:numberofemployeesparticipatinginLeaneventsorprojects
Leantraining:numberofemployeesreceivingLeantraining
Employeesatisfaction:qualitativeorquantitativedataderivedfromsurveys,numberofcomplaintsorotherfeedbackmechanisms(goalvaries
bymeasurementtechnique)

Adaptedfrom:OhioDepartmentofAdministrativeServices.LeanSixSigmaMetrics.LeanOhioResources.Accessed01April2013fromhttp://lean.ohio.gov/Resources.aspx.
U.S.EnvironmentalProtectionAgency.July2009.LeanGovernmentMetricsGuide.Accessed01April2013fromhttp://www.epa.gov/lean/government/publications/index.htm.
2

S-ar putea să vă placă și