Lean Six Sigma

BENEFITS STRATEGIC VALUE METHOD ORGANIZATION

Process improvement and Superior cost structure Professional and scientific Improvement projects are led by Green
redesign (manufacturing, Competitive advantages based problem solving and Black Belts, who are familiar with the
construction, financial services, on customer satisfaction Working with precise and process and Lean Six Sigma
healthcare, public sector, quantitative problem descriptions Improvement projects follow the DMAIC
high-tech industry) Competence development in
operations management, project Starting with a data-based approach
Resulting in superior quality management and continuous diagnosis Lean Six Sigma program management
and efficiency levels improvement coordinates projects by strategically
Designing evidence-based
Structural financial impact improvement actions choosing projects and making sure that
benefits are realized

0. DEFINE THE PROJECT

CONTROL IMPROVE ANALYZE MEASURE DEFINE

Stakeholder analysis
Legend:

Lets initiative happen

S I P O C

Moderately against
0: Current situation

Strongly against

Makes initiative
X: Preferred situation

Helps initiative

happen
Influence
Stakeholder Stake
Person 1
Person 2
Person 3
SIPOC Person 4

- Project charter
- SIPOC and process flow chart
- Benefit analysis
- Organization (time and review board)
- Stakeholder analysis Project charter Stakeholder analysis

1. DEFINE THE CTQS 2. VALIDATE THE MEASUREMENT

Revenue
Operational
PROCEDURES
cost
Pareto Chart of Problems
Throughput time Processing time (min)
200 100
Customer
Personnel cost
satisfaction
150 80
Account manager
Throughput time First time right Man hours 60
Archivation 1

Archivation 2

Credit dept.
100
Start data

End date

40

Internal External Processing 50

Waiting 20
times iterations iterations time

0 0 Check definitions Face validity

49 12 25 15 19 m 5 33 16 m 1 m 4 19 m 7 44 22 the
r
and calculations
CTQ flowdown b
m m
le ble blem blem blem oble blemblem oble oble blem oble blem ble
o o o o o
Pr Pr Pr Pr Pr P Pr Pr
r o o Pr Pr ro Pr ro ro
P P P
m O

- Validity of the measurements: before, during

- CTQ flowdown and after data collection
- Operational definitions Pareto analysis Data collection form - Precision: gage R&R or agreement study (kappa)
- Measurement plan and forms - Pilot measurement
- Start measuring

3. DIAGNOSE THE CURRENT PROCESS 4. IDENTIFY POTENTIAL INFLUENCE FACTORS

15
Man Machine Material *
14
1 13
12
5 6 6 11
Descriptive Statistics: Total time 66
6
10
6 6
6 6 9
Variable N N* Mean SE Mean StDev Total time 8
Total time 521 0 9.422 0.555 2.661
7
Maximum 6
Variable
Total time
59.800 Brainstorming session
6
6 6 A B C
66 6
5
6 Method Measurement Mother nature Failure mode O S D RPN
5
5 6
6
Failure 1 3 2 4 24 Exploratory data analysis
1
Ishikawa diagram Failure 2 8 5 9 360

with 6Ms 10

8
Value stream map Process statistics Control chart 6
and histogram - Brainstorm sessions
- Expert interviews
FMEA 4

- Process behavior over time 2

- BOB vs. WOW and autopsies

- Process capability analysis 0

- FMEA 1 2 3
- Value stream map
- Redefine project objectives
- Process inefficiencies in value stream map BOB vs. WOW study
- Process matrix and autopsies

5. ESTABLISH THE EFFECT OF INFLUENCE FACTORS 6. DESIGN IMPROVEMENT ACTIONS

Control variables 15 FINO
Workload

DMAIC 4: possible influence factors DMAIC 5: effect

14 Average workload
Influence factor CTQ1 CTQ2 Impact Changeability
Sales person X X + 13
Using a sales script X + ++
Coaching X ++ + 12
Incentives sales persons X ++ ++ FIFO
Incentives advisors X ++ ++ Y 11
Timing of the call X ++ Time
Product knowledge X X ++ 10
Department X X +
Call duration
Courteousness
X
X X

+
9 Capacity vs. workload LIFO
8

Process matrix 7
Rush jobs
5.0 5.5 6.0 6.5 7.0 7.5 8.0
X - Improvement actions
- Select the most important influence factors - Operations management
Third party

- Determine impact and changeability of Statistical data

- Description of the new process Rationalizing, routing,
influence factors analysis
- Impact on the CTQs streamlining and line balancing
- Summarize evidence

7. IMPROVE PROCESS CONTROL 8. CLOSE THE PROJECT

Technical Organizational Political

Plan
Senior management Initiate
Implement
Monitor
Line management Supplier Input Process Output Customer Close

Line personnel Implementation roadmap

Intervention Compare with Inspection
(OCAP) the norm
Automatic controls

Benefit Project
tracking documentation
Control pyramid Control loops Poka-yoke 5S and
visual management
- Process description and operating procedures
- Benefit realization
- Control plan and control loops (feedback and feedforward)
- Implementation plan
- Roles and responsibilities
- Project documentation
- Logs, dashboards and quarterly reports
- Follow-ups
- Mistake proofing (poka-yoke) Discharge form

2016 Institute for Business and Industrial Statistics of the University of Amsterdam
www.ibisuva.nl

LSS_IBIS_poster_UK2016.indd 1 06/11/16 22:36