Creating a Six Sigma Super Highway for Delivering Results

Transcription

1 Creating a Six Sigma Super Highway for Delivering Results Don L Redinius MBB, President and COO Savvi International Corporation

2 D e fe c t Coun t Percent C u m % C Potential Process Potential S l Potential O Current D R Responsible Failure M odes Recom mend # Function Failure Effects E a Causes of C Process E P Person & (p ro c es s Actions (S te p) (KPOVs) V s Failure (K PIVs) C Controls T N Target Date defects) s Wrong 21 Picking Items Mis Delivery 8 Customer Error 1 None Merchandise Purchasing None Transaction Error Packing Order None Wrong Shipping Manifest None Wrong 25 8 Wrong Item Picked 4 None Delay In D e liv e ry 26 3 Wrong Item Picked 4 Caught at Loading 3 36 Truck Leaving Hub Loading Ite m s f o r Damag ed Unable to raise Hearing loose 27 Re je c ted De liv e ry Dolly's/ Ramps Team Leader Customer Mer c handis e item to truck items as loading Ite m s s h if t d u rin g Hearing damag e Use Pads Team Leader loading occur Items rub into each None Use Straps Team Leader other during Items crush each Hearing damag e other occur Truck w alls catch Hearing damag e Refurbish Team Leader on item occur Tr u c k Wrong Pulled f rom w rong 32 Mis Delivery 8 2 Caught at Loading 6 96 Mer c handis e loading dock S p ec s S p ec s Process Data US L Target * LSL Mean Sa mple N 125 StDe v (S T) StDe v (L T) O th er s O th er s Potential (ST) Capability Cp CP U 0.20 CP L Cp 9 k Cp m * O verall (LT) Ca pability Pp 0.41 PPU 0.20 PPL 0.62 Ppk 0.20 x Cycletim LSL 15 Obs erv ed Performanc e PPM < LSL PPM > USL PPM Total y USL 35 Expec ted ST Performan ce PPM < LSL PPM > USL PPM Total new S T L T Ex pec te d LT Performan c e PPM < LSL PPM > USL PPM Total Regression 95% CI 95% PI Purpose Provide Six Sigma practitioners with a solution that will improve their capability to: Deliver six sigma projects. Deliver results. Process O ptim ization Project M e a s u r e C o n t r o l Im p ro v e Count W o rk lo ad W o rk lo ad P a re to C ha rt fo r E rro r T y M a ter ial M a ter ial E q ui p m en t E q ui p m en t Tr a in in g Tr a in in g Percent A n a ly z e Percent of deliveries late 35% 30% 25% 20% 15% 10% 10% 5% 0% Late Deliveries Baseline Actual Objective Aug 03 Sep 03 Oct 03 Nov 03 Dec 03 Jan 04 Feb 04 Mar 04 Apr 04 May 04 Jun 04 Jul 04 Aug 04 Sep 04 Oct 04 Nov 04 Dec 04

3 Background Organizations generally task the practitioners and the deployment leaders to carry the load of process improvement To find and deliver projects To deliver breakthrough gains To deliver bottom line savings To make six sigma successful To foster a cultural change So What are you doing in your spare time? Could you use some help? Real help?

4 The Road to Success Paths, Streets Highways and Super Highways What is a path? What is a street? What is a highway? What is a super highway? What are they used for? What differentiates them? How does this relate to six sigma? How can it be built?

5 All Employees Six Sigma Sponsorship Model Sponsorship Resistance Middle Management Executive Management Change Advocate Market Forces

6 How Six Sigma Fits In to the Big Picture Green Belts Black Belts Yellow Belts All Employees Untrained

7 Fact! An organization that wants to achieve continuous and sustainable business improvement must introduce the majority of its individual contributors to a basic understanding of process management current problem solving knowledge and skills. Data analysis Teamwo rk Analytic al tools The Majority of Individual Contributors consists of anyone who is a key contributor or supporter to the success of a process. People who are either building or are on the highway to success

8 What if? What if the members of the processes you are working to improve Understood MSA Understood process management and how to apply it Could do an FMEA Could explain the use SPC and Poka Yoke to you Understood value analysis and lean techniques Could relate to or do graphical analysis?

9 What if? What if the members of the processes you are working to improve Understood MSA Could do an FMEA Understood value analysis and lean techniques Understood process management and how to apply it Could explain the use SPC and Poka Yoke to you Could relate to or do graphical analysis? Thought like you do about process improvement, the six sigma way Had already fully characterized the process before you stated working on it.

10 What if? What if the members of the processes you are working to improve Understood MSA Could do an FMEA Understood value analysis and lean techniques Thought like you do about process improvement, the six sigma way Could you travel down the improvement highway a little faster, have fewer obstacles, less pedestrian traffic slowing you down? Understood process management and how to apply it Could explain the use SPC and Poka Yoke to you Could relate to or do graphical analysis? Had already fully characterized the process before you stated working on it.

11 What You Can Expect From Your Team Members Define Contribute data, high level process mapping to aid in the project definition Measure Analyze Improve Control Realize Provides data, process knowledge and effort to create detailed process maps, Pareto charts, fishbone diagrams, XY Matrix, FMEA, gage studies, modeling and baseline capabilities. Assist the in acquiring the right data for multi-vari studies, hypothesis tests and ANOVA. Help you to interpret the results. Assist in setting up and running designed experiments, simulations or other experimentation to fine-tune the solution to the problem. Implement the solution Help write and implement process-control methods, control plans and SOP s. Execute and control process as defined in the control plan. Monitor, control and improve the performance of the process to sustain results.

12 How Six Sigma Fits In to the Big Picture Black Belts Green Belts Yellow Belts All Employees Untrained

13 How Six Sigma Fits In to the Big Picture Black Belts Green Belts Yellow Belts All Employees Untrained All Employees TSSW Trained

14 Fact! Provide Almost any Six individual Sigma practitioners in your organization a solution that can will improve develop 85% their of capability the actionable to: skills of the best Green Belts in less than 35% of the time. Four to Five days of training will solve greater than 80% of all Green Belt Projects Guaranteed! It s a function of: What is trained How it is trained The expectations The roadmap for success

15 Roadmap for Success 1. 2 What processes do I work in or own? Processes A. B. C. D. Which of these are the most important to our customers (internal and external) X which are in most need of improvement? Process A B C Selection Criteria Rank 4 5 Build Process-Management System for first process: Process A Process Flow Step Indicator P1 P2 P3 P4 Q1 P5 P1 P2 P3 Q1 P4 Improve, track the results and manage the performance of the process Process Sorting Owner Jones Step P1 Performa nce 4.2% Target 1.3% Trend Links To: Merge I4 Customer Smith None P1 Improvemen t Activities Comments 3 Begin with process that is most important and need the most improvement. 6 Pick the next process from the selection tool and repeat until all key processes are optimized to meet requirements P a r e t o c h a r t P a r e t o c h a r t

16 Fact! Provide Almost any Six individual Sigma practitioners in your organization a solution that can will improve develop 85% their of capability the actionable to: skills of the best Green Belts in less than 35% of the time. Four to Five days of training will solve greater than 80% of all Green Belt Projects Guaranteed! It s a function of: What is trained How it is trained The expectations The roadmap for success Almost any individual can learn to Think the Six Sigma Way in less than one day.

17 Obtaining the Knowledge Orientation and getting started Learn the approach Learn the tools Apply the knowledge in a class process simulation DAY ONE DEFINE PHASE Primary Concepts of Six Sigma Primary Concepts of Process Management Intro to Basic Statistics Deriving the Sigma Score Teamwork Approaches Selecting a Key Process Project Definition Methods Tracking Progress DAY TWO MEASURE PHASE Process Mapping and Flowcharting Cause and Effect Tools Pareto Analysis Capability Analysis Measurement Systems Metrics DAY THREE ANALYZE/IMPROVE PHASE Business Process Interactive Simulation SIPOC Analysis Affinity Diagrams Cycle Time Analysis Lean Techniques Performance Metrics and Data Analysis Process Optimization Techniques

18 Obtaining the Knowledge Apply knowledge to a workplace assignment Student assignment support for success Assignment report-outs and enhancements Learn the tools Apply knowledge to a workplace assignment Additional student assignment support TWO TO THREE WEEKS ASSIGNMENT DELIVERABLES Detailed process flow diagrams. Identification of all outputs (Y s), capability and validation of customer requirements. Identification of inputs (X s), suppliers and performance levels. Identification of the most likely X s contributing to the problem. Improvement opportunities identified. Assessment of current controls DAY FOUR ANALYZE/IMPROVE PHASE Assignment report-outs Graphical Analysis Personal Work Process Modeling Failure Modes and Effects Analysis Concepts Introduction of Design of Experiments Lean value stream mapping Implementing Solutions DAY FIVE CONTROL PHASE Control Methods Intro to Statistical Process Control Poka-Yoke Control Chart Types Mistake Proofing Techniques Process Management System

19 Workplace Assignment 1. Operational definition of the process 2. Macro Process Flow Diagram (MPFD). 3. Process Flow Diagram (PFD). 4. SIPOC Analysis. 5. Detailed Process Flow Diagram (DPFD). 1. Value and non-value-added analysis of all process steps. 2. Identification of all suppliers to the process. 3. Requirements established for all the input X s. 4. Ranking importance of all the process outputs (Y s) to select the top CTQ s. 5. Process output requirements validation (RUMBA). 6. Categorize inputs/outputs as Noise or Controllable. 6. Measurement-systems assessment of the top CTQ s. 7. Capability analysis of the top CTQ s. 8. Problem and objective statement for one of the CTQ s needing improvement with a long-term baseline graph. 9. Process improvements made to date in the process Process Overview Process Analysis Process Improvement

20 Building the Six Sigma Super Highway S p o n s o r s h ip A p p l y k n o w le d g e t o a w o r k p la c e a s s ig n m e n t R e s is ta n c e S t u d e n t a s s ig n m e n t s u p p o rt fo r s u c c e s s All Employees Middle Management Executive Management Change Advocate Market Forces L e a r n t h e t o o ls A p p l y k n o w le d g e t o a w o r k p la c e a s s ig n m e n t A d d i t io n a l s t u d e n t a s s ig n m e n t s u p p o r t Alm ost an y individual in your organization can P rovide S ix Sigm a practitioners a solution that w ill develop the actionable skills of the best im prove 85% their of capability to: G reen Belts in less than 35% of the tim e. Four to Five days of training w ill solve greater than 80% of all G reen Belt P rojects G uaranteed! A s s ig n m e n t r e p o r t- o u ts a n d e n h a n c e m e n ts It s a function of: W hat is trained H ow it is trained The expectations The roadm ap for success T W O T O T H R E E W E E K S A S S IG N M E N T D E L IV E R A B L E S D e t a il e d p r o c e s s fl o w d i a g r a m s. I d e n ti fi c a t i o n o f a ll o u t p u t s ( Y s ), c a p a b ili t y a n d v a li d a ti o n o f c u s t o m e r r e q u ir e m e n t s. I d e n ti fi c a t i o n o f i n p u t s ( X s ), s u p p lie r s a n d p e r fo r m a n c e le v e ls. I d e n ti fi c a t i o n o f t h e m o s t li k e l y X s c o n t r i b u ti n g t o t h e p ro b le m. I m p r o v e m e n t o p p o r t u n i tie s i d e n ti f i e d. A s s e s s m e n t o f c u rre n t c o n tro ls D A Y F O U R A N A L Y Z E / IM P R O V E P H A S E A s s i g n m e n t r e p o r t- o u t s G r a p h ic a l A n a l y s i s P e r s o n a l W o r k P r o c e s s M o d e lin g F a il u r e M o d e s a n d E f f e c t s A n a l y s i s C o n c e p t s I n t r o d u c t i o n o f D e s ig n o f E x p e r i m e n t s L e a n v a lu e s tre a m m a p p in g I m p l e m e n t in g S o l u tio n s D A Y F IV E C O N T R O L P H A S E C o n tro l M e th o d s I n t r o t o S t a t i s ti c a l P r o c e s s C o n t r o l P o k a -Y o k e C o n tro l C h a rt T y p e s M is ta k e P r o o fin g T e c h n iq u e s P r o c e s s M a n a g e m e n t S y s te m

21 Building the Six Sigma Super Highway Paths Streets Super Highways Some Deployments Most Deployments Few Deployments We know which delivers results the fastest and easiest We know knowledge and understanding builds the way We know the solution is focused and effective training

22 Thank you for your valuable time Don L Redinius Savvi International 7678 E. Greenway Rd., Ste. 100 Scottsdale, Arizona Direct: dredinius@savvi.com