Frankfurt School of Finance & Management 2. ProcessLab-Workshop 03.2.2008, 8h Bewährte Six Sigma Tools in der Praxis A. Raab BB Certified GE Commercial Finance
Agenda Intro Teaser Vortrag Break Out Sessions Pause Vorstellung der Arbeitsergebnisse Zusammenfassung + / 5 min 20 min 30 min 20 min 20 min 0 min 5 min
Six Sigma Tools Process Map Analysis Mood s Median Chi-square Test Design of Experiments Normal probability Plot Control Charts Homogeneity of Variance FMEA Mistake Proofing Pareto Chart Change Management Product Report Run Chart T-Test Fisher Exact Box Plot MSA QFD
Q x A = E Change Management Entscheidungsträger Analyse Fahrstuhl Rede Beeinflussungs- Strategie Intrinsische Motivation im Team 00 % INVOLVEMENT Rollen und Verantwortung BBs / MBBs Operating Team Define Measure Analyze Improve Control
DMAIC: ein iterativer Prozess Define DEFINE MEASURE Control Measure IMPROVE Improve Analyze ANALYZE
Project CTQ Identification Define Team Charter Development High Level Process Map definition VoC Team Charter Prozess in Kontext einbetten C O P I S
CTQ Characteristics Selection Measure Performance Standards MSA Operationale Definition MSA Process documentation and Analysis
W hy aren t Analyze Process Capability Run Chart Product Report Descriptive Statistics 20 Fishbone Pareto Chart Define Performance Objectives USL = 45 days Identify Variation Sources Descriptive Statistics Defect Rate : > 79% 60 00 40 80 220 95% Confidence Interval for Mu 60 70 80 95% Confidence Interval for Median Availability to Raising Invoice Anderson-Darling Normality Test A-Squared: P-Value: Mean StDev Variance Skewness Kurtosis N Minimum st Quartile Median 3rd Quartile Maximum 62,469 34,665 57,000 4,470 0,000 7,5844 40,593 62,77 2,2693 6,57272 77 4,000 49,500 62,000 82,500 238,000 95% Confidence Interval for Mu 80,699 95% Confidence Interval for Sigma 47,739 95% Confidence Interval for Median 66,544 Pareto Chart Count 80 70 60 50 40 30 20 0 0 00 80 60 40 20 0 Percent Team internally T oo little Too m any tributary knowledge about assignments (Statistic ) other arear s A pp le/ IT S 2 Te chno logy C us tom er C om m u nica tion / Residuals not No Transparency of T ran sp are nc y co rres po nd ing (file other Portfolios vs. pm s) Tim e consum ing W e a re so lely E ot Backlog (Tem ps / W ork ) negotiations with rea c tin g: C ustom er doesn t Da ta ba se 4 c u stom e rs 5 react voluntarily C u sto m e r L 0 calls us, not after receiving the Le as in g PMS problems when Backlog +dayly job w e th e offe r co m pre he n sion of b oo kin g on tim e? custom er 4 the custom er T e ch nic al Status 2N Custom er doesn t devices understand leasing C C C o m p u ne t insufficient staffing 5 (E xp la n ation ne ed ) no Asset Plus 2 Report Files are poorly m an ag e d frag m en ted Priority EoT Booking Inc orre ct pro ce ss es 4 in Transaction D ata in P M S M an a ge m en t EoT takes over work of other Departem ents Se arc h in g fo r V alu ation s pro ce ss (Le ga l, R eg is tra tion F ile s incom plete PM S Internal Problem s of Assets Certificates for Cars ) 3 D ata (o the r D ep artm e nts) elab ora te "S tra ig h ten ou t" M iss in g ha nd lin g m istakes of memo s in file Invoices allegedly oth ers 2 Sales people aren t received by C om p un et influence the Policy Structure Operations 2 Process a nd file e xis ting arre ars on accounts m anagement In voic e- a nd Templates in general No Asset Mnt S yst em 3 Various IT System s touch transaction several times Request for offer com es 8 m ths. be fore E ot (too ea rly ) W hy aren t contracts dealt w ith in due tim e of E ot an d promptly booked on the System? A B C D E F G Defect H other Departements Data Situation Processing Process Count Percent Cum % 56 72,7 72,7 6 7,8 80,5 5 6,5 87,0 3 3,9 90,9 2 2,6 93,5,3 94,8,3 96, 3 3,9 00,0
Potential Cause Screening Improve Discover Relationship Betw. Variables Establish operating Tolerances Mood s Median Homogeneity of Variance Regression Chi-square X Variable Description Significant? Test P-Value Comments Appendix
MSA on X s Control Chart Control Plan FMEA Take Away Individual Value 300 200 00 0-00 I and MR Chart for Lease Termin by timing Control Process Capability Percent 3,0SL=9,85 99 95 90 80 70 60 50 40 30 20 0 5 X=-7,883-3,0SL=-24,95 Process Control Implementation Normal Probability Plot for Lease Termin By status -00 Tar get 0 Data 00 200 Subgroup 0 500 000 500 Moving Range 300 200 00 0 3,0SL=20,97 R=6,48-3,0SL=0,00E+00
Break Out Activity Haben Sie ein Lieblings-Tool? 2. Welches Tool haben Sie wo und mit welchem Erfolg eingesetzt? 3. Tools, die Sie noch nie verwendet haben?
Agenda Intro Teaser Vortrag Break Out Sessions Pause Vorstellung der Arbeitsergebnisse Zusammenfassung + / 5 min 20 min 30 min 20 min 20 min 0 min 5 min
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