Lean Six Sigma Training

Transcription

1 Six Sigma was developed by Motorola to deliver exceptionally reliable pagers and electronic equipment to compete with the Japanese in the 1980s. General Electric adopted the approach training all employees to different competencies as appropriate. Savings equivalent to $600m were realised across their manufacturing and finance organisations in three years. Since then Six Sigma has become a world recognised improvement process and has delivered significant benefits for many organisations. Lean is a globally recognised approach to improving quality and service whilst reducing overall cost. It is focused on the relentless elimination of waste (time and resources) from any process. Six Sigma is ideal for solving complex or long standing problems and for improving the absolute quality and consistency of products or services. It is analytical using data and facts to get to the real issues to help resolve issues. It also utilises change management and the skills and experience of those who operate and manage the processes to deliver improvements that stick. Six Sigma complements Lean processing and is often taught in combination as Lean Six Sigma or Lean Sigma. The combined approach creates an exceptional improvement process with a comprehensive toolbox of techniques to deliver continuous improvement. Benefits that can arise from using Lean Six Sigma are improved product consistency, reduced rework and scrap, customer service improvement, cost reduction, increased capacity, and improved operational. Benefits of using WLP WLP is a local organisation with wide experience of delivering significant benefits using the Lean Six Sigma methodology either directly or through those who have been trained and mentored. Some specific Six Sigma examples of success are: 1. Customer service and product quality improvement within one North American business worth 1m/a through price rises ahead of the industry norm. 2. Improvements to OEE (Overall Equipment Effectiveness) using the Lean Six Sigma approach and techniques delivered 90k/a in reduced temporary labour. 3. Product variability reduction enabled customer benefits worth 3m/a. 4. Product performance problems solved worth 700k per annum for a Dutch business. 5. Productivity improved 15% for a Norfolk based company turning over around 11 million resulting in additional revenue worth 750k per annum.

2 6. Business improvements prevents service providers to a council from going out of business. Training Objectives At the end of the training a trainee will be: Yellow Belt: Green Belt: Black Belt: Master Black Belt: Lean Training: Capable of using the standard Define Measure Analyse Improve Control (DMAIC) process to deliver improvements that doesn t need the statistical tools and techniques. To achieve accreditation a project must be completed and submitted demonstrating correct use of the tools and techniques and a beneficial outcome for your organisation. Capable of using the standard DMAIC process to deliver improvements including the use of the statistical tools and techniques. To achieve accreditation a project must be completed and submitted demonstrating correct use of the tools and techniques and a beneficial outcome for your organisation. Capable of using both Yellow and Green Belt tools and techniques. On top of this trainees will have the tools for selecting projects, managing stakeholders, acting as an internal consultant, and implementing a strategic improvement programme within an organisation. To achieve accreditation at least two projects must be assessed which have operated across a business or across organisations. Capable of implementing a Lean Six Sigma initiative within an organisation and of training and mentoring Six Sigma trainees. To achieve accreditation Black Belt evidence is required together with evidence of training, mentoring and coaching of Yellow and Green Belts and the successful management of an improvement programme. Capable of using lean tools and techniques within a Six Sigma programme. Accreditation is normally done as part of either a Yellow Belt or Green Belt accreditation.

3 The Lean Six Sigma Approach The Six Sigma methodology focuses on a five stage process affectionately known as the DMAIC: Define: Project selection is very important. Six Sigma on its own is not appropriate for some improvements or problems. Therefore the strengths and weaknesses of this approach need to be understood. Ensure that customer and business requirements are understood and can be measured in a quantitative way. Establish a project charter or definition document which establishes the project objectives, project team, stakeholders, costs and benefits together with a project plan. Pull together the team. Understand team dynamics, the need to maintain stakeholder communications and buy in, and methods to ensure the team, organisation and the project remain focused and on time using change management and project management skills. Measure: Analyse: Ensure understanding of the different types of data, why the data might vary and what the typical distribution of this variability might look like. Identify the critical measures in the process and ensure these measures are sufficiently repeatable and accurate to ensure that performance improvements are real and not due to random factors. Gauge R&R and precision to tolerance techniques are used covering both variable and attribute data. Establish a baseline or benchmark for current performance. This is essential to ensure that any benefits gained through the project can be quantified. The use of measures such as OEE (overall equipment effectiveness) and Cp (measure of process capability) are covered. OEE is an excellent measure of how close to perfection a piece of equipment or a production line or a process is delivering in terms of right first time output. Cp measures the performance of a process relative to delivering customer specification. Once measurement systems have been determined as capable there is a need to understand the root cause of any problem together with the critical parameters which impact the performance of the system. This is often illustrated as y = f(x...) where:

4 y= the performance measure that needs to be improved f(x...) = a function that links all the vital few critical parameters that impact y. Classic root cause analysis techniques are used to focus down on what might be the critical parameters. A systematic and statistical process is then used to analyse existing data and / or design experiments to identify the actual parameters that will deliver the improvement or solve the problem. Yellow Belt training only covers the non statistical tools. The Green Belt training covers the full range of statistical tools used to analyse data. Focus is given on understanding the results and then presenting them in visual and jargon free ways to ensure understanding within a wider organisation. Improve Control This phase takes the understanding from the Analyse phase and applies it making a step change in performance. Techniques to identify or generate improvement options are introduced. Agreed criteria need to be used to ensure the improvements identified are ranked both in terms of impact but also cost, risk (e.g health, safety, environmental), and likelihood of success. Project and change management skills associated getting the buy in of all stakeholders in the decision making need to be considered. Techniques also need to be introduced to minimise the risk of failure. Use of FMEA (failure mode effect analysis) and Mistake Proofing are used to refine the improvements identified. This stage is essential but often not completed. Many improvements fail because the change is implemented and the initial gains seen. Controls are not fully established and over time operators and line managers revert back to older methods so cancelling out any benefits. Classic control methods such as Standard Operating Procedures and Auditing are discussed. Statistical techniques focused on statistical process control are covered in Green Belt training. Visual management techniques are also discussed. Change management is also critical here. The need to train people, ensure they understand the reasons for the change, and then following up to ensure the change has stuck are very important. Finally projects need to be signed off once ongoing operations ownership has been established.

5 Standard Fees Public Courses Yellow Belt Three days 600 per person Green Belt Seven additional days 1400 per person Combined Ten days total 1950 per person Lean Training Three Days 600 per person All three Thirteen Days 2500 per person VAT will be added at the UK rate ruling at the date of invoice. Payments to be made at the time of booking.

6 Syllabus Lean Six Sigma Syllabus Define Measure Analyse Improve Control Yellow belt Project Required for Accredit ation Introduction to Lean Six Sigma DMAIC 5 stage Six Sigma Project charter Voice of the Customer SIPOC high level mapping Cost of Poor Quality Sigma Ratings Team working Project management Facilitation skills Visual Management Why measure (understandin g the current state) Mapping Layout Mapping Attribute & Variable Data Data Collection & Sampling Gauge capability Loss Reporting Variability why does it matter Value Add and waste identification Value Stream mapping Critical process identification Chronic Losses Basic graphs and diagrams Pareto Analysis Basic statistics P-M analysis 5 whys and root cause analysis Cause & Effect Diagrams Brainstorming Prioritising ideas Principles of Lean ing Mistake Proofing Failure mode effect analysis Action planning Standard Operating Procedures Embedding change ownership Make it visible

7 Green belt (in addition to yellow belt) Project Required for Accredit ation Basic Statistics Understandin g your data Gage and Capability Effectiveness measurement Activity sampling Checking for Normality Non normal distributions Box Plots Hypothesis Testing Analysis of Variance Multivariate Analysis Cusum Analysis Comparing Percentages Forecasting Design of Experiments optimisation Statistical Control Control Charts for Variable Data Control Charts for Attribute Data control by proportional adjustments Controlling Multi-head es Tolerance Intervals Correlation & Regression Poisson Distribution Queuing

8 Lean Normally Lean tools and techniqu es need to be demonstr ated within the context of a submitte d Yellow or Green Belt Project. The Lean principles The 7 (8 or 9) wastes The Lean Temple Value Stream Mapping Current state and future state mapping Waste walks Lean Measures Root cause problem solving 5S Change time reduction - SMED Kaizen and Kaizen events pull Total productive maintenance Layout Design for Manufacturin g Business Improvement Change Management Visual management Kanbans SOPs Auditing Self directed teams Mistake Proofing FMEA Autonomation The training is underpinned by an exercise that evolves throughout the three days.