The essence of improvement: from Juran s breakthrough to Lean Six Sigma and innovation

Transcription

1 The essence of improvement: from Juran s breakthrough to Lean Six Sigma and innovation Xavier Tort-Martorell xavier.tort@upc.edu OUTLINE Historical introduction Lessons: the essence Where are we now Innovation Future 2 1

2 Radical innovation Breakthrough innovation Disruptive innovation Breakthrough Improvement projects Incremental innovation BB Projects LSS Continuous improvement Kaizen events Lean Kaizen Corrective actions Firefighting Task forces Reingeneering GB Projects Routine problem solving 3 Innovation Improvement Problem solving Radical innovation Breakthrough innovation Disruptive innovation Breakthrough Improvement projects Incremental innovation BB Projects LSS Continuous improvement Kaizen events Lean Kaizen Corrective actions Firefighting Task forces Reingeneering GB Projects Routine problem solving 4 2

3 Improvement is the attainment of a new level of performance that is superior to any previous level Quality Control Handbook (1971) McGraw-Hill J.M. Juran Problem solving: correcting something that has gone momentarily wrong or applying a known solution 5 Performance CHANGE KNOWLEDGE Time 6 3

4 Juran s principles of improvement: 80% of problems (opportunities) can only be solved from managerial levels Major wastes are interdepartmental in nature All improvement takes place project by project and in no other way 7 Teams of middle managers, coming from different departments, working on concrete improvement projects selected by top management 8 4

5 Improvement is the attainment of a new level of performance that is superior to any previous level Quality Control Handbook (1971) J.M. Juran Improvement is a systematic and organized activity aimed at correcting all types of deficiencies Juran on Leadership for quality (1989) 9 The question is: How to convert: Gaining knowledge Implementing changes (the knowledge gained) Into a systematic and organized activity 10 5

6 Juran provided: A clear organization A method linked with tools Quality council (duties) Project identification, team selection, resources, follow up Teams (middle mgmt.) (mandatory) Team roles Two journeys: Diagnosis Remedy (detailed steps and tools) 11 J.M. Juran 12 6

7 Ishikawa s key ideas: QC begins with education and ends with education K. Ishikawa The seven tools must be used by everyone: presidents, directors, middle management, foremen, and line workers Next process is your customer What is Total Quality Control? The Japanese Way(1985 ) 13 Ishikawa and others (Ohno) added: Organization Methodology and tools Improvement an important normal management task Extension to all levels QC circles & other teams ( volunteer ) KAMBAN / JIT Fight 7 wastes PDCA + 7 tools 14 7

8 J.M. Juran K. Ishikawa 15 OUTLINE Historical introduction Lessons: the essence Where are we now Innovation Future 16 8

9 17 PIG List: Formulate the quality improvement policy Annual objectives in terms of improvements Establish the project selection process (nomination and selection) Establish the team selection process. Nominate teams Create the infrastructure Provide resources: time, Follow up (progress review, coordination, KPIs ) Communication Recognition 18 9

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11 21 METHOD D M A I C D M A D V 22 11

12 23 ESSENCIAL ELEMENTS ORGANIZATION PROJECT BY PROJECT METHOD TOOLS EVOLUTION, ADAPTATION, IMPROVEMENT OF THE IMPROVEMENT PROGRAM 24 12

13 OUTLINE Historical introduction Lessons: the essence Where are we now Innovation Future 25 SIX SIGMA ORGANIZATION / SPONSORS 26 13

14 SIX SIGMA PROJECTS Black Belt Braun Belt Green Belt 27 SIX SIGMA METHOD D M A I C TECHNIQUES 28 14

15 SIX SIGMA TOOLS PERFUM 1.IGX Recepción del Pedido Hay productos en el almacen? No Hay sufciente matería prima? No Hay pedidos pendientes? No Hacer pedidos materia prima Sí Sí Sí Espera de materia prima Fabricar Sí Ha superado la inspección? No Devolver al proveedor Inspección producto acabado Expedición Sí Ha superado la inspección? No Reproceso 29 LEAN ORGANIZATION Improvement functions integrated in the normal structure Clear responsibilities at all levels with respect to improvement Top management Middle management Supervisors Employees Very variable, many partial implementations Many different aims (cultural change) 30 15

16 LEAN PROJECTS Different types of projects 31 LEAN METHOD/S, TECHNIQUES & TOOLS Kaizen events VSM Pull system Muda, Mura, Muri Seven wastes PDCA Kanban Just in time Standarization 5 Whys 7 tools A3 Jidoka 5S SMED Visual mgmt TPM Poka Yoke Work cells 32 16

17 COMPARATIVE REMARKS SIX SIGMA More crucial role of top management Fairly standardized Difficult to make partial implementations Attention to an excess of guides and sophisticated tools LEAN Easier to sale (hens rather than pigs) Rarely fully deployed. Many variations Relevant improvements with partial implementations Attention to cultural change as the objective 33 LEAN + SIX SIGMA = LEAN SIX SIGMA As many LSS as consultants selling it!! Six Sigma + lean tools in the toolbox Lean methods and tools + DMAIC projects Different types of projects Project identification, classification and prioritization GB Kaizen 5S, SMED Just do it BB 34 17

18 REMARKS LEAN SIX SIGMA Different: Objectives Starting points Sizes and types of companies Many methods and tools Ad Hoc approach 35 OUR EXPERIENCE Teams as small as possible (the belt is the worker ). Adding and dropping members as needed. No sigma metric (is an awful metric) Almost never the data needed is available or trustworthy Even at the price of mixing the Measure and Analyze phases we recommend to try to gather all needed data at once by thinking on the questions to be answered Sophisticated tools are seldom needed Closing of projects with pending implementations Accreditation systems have more cons than pros The effectiveness of project repositories (intranets) is scarce or null Benefit/Cost 4 in BB projects and 2 in Kaizen projects 36 18

19 OUTLINE Historical introduction Lessons: the essence Where are we now Innovation Future 37 Innovation. What s in a name? 84% of global executives say that innovation is extremely important (Mckinsey) Only 6% of them are happy with their innovation process (Mckinsey) In Spain 90% of innovation projects fail (CEG) 38 19

20 Do we need innovation? Many times it is not necessary to be the first, it is more than enough to be a very good one Benefiting from the analysis of strengths and weaknesses of early arrivals (Improvement) DFSS and Kansei engineering are interesting (improvement) methodologies 39 Innovation. What are the problems? There is not a clear way to convert it in a systematic and organized activity There are Innovation models (many!). Descriptive and observational There is a lack of a universal methodology Mixing of creativity methodologies and innovation models Financial: stage gates, short term view Bonus system (short term) It is a risky activity!! 40 20

21 Innovation. An interesting solution Clear distinction between creativity and innovation Creativity methodology Innovation: business experimentation Simple Fast Cheap 41 OUTLINE Historical introduction Lessons: the essence Where are we now Innovation Future 42 21

22 Improvement Lean Six Sigma with its many variants is the result of many improvements to Juran s and Ishikawa innovative ideas of 50 years ago. I think that we do not need and I do not foresee any disruptive innovation in the way to improve. We need and there are going to be improvements: More availability of data useful for improvement More effective ways to share and reutilize learning Better training programs Methodology to identify projects Recognized as a profession Better ways to measure the contribution 43 Unify and clarify languages? NOOO! LET S CALL IT INNOVATION 44 22

23 The essence of improvement: from Juran s breakthrough to Lean Six Sigma and innovation Xavier Tort-Martorell xavier.tort@upc.edu 23