6Sigma六西格玛精益生产持续改善分析管理常用工具资料 The_Lean_Enterprise_02_Vital_links_Lean_Six_Sigma_Change_acceleration_38_pgs(精益与六西格玛结合).ppt

TheLeanEnterpriseTheLeanEnterpriseVitalLinks:Lean,SixSigmaandChangeManagementLean Foundations Lean Foundations Continuous Improvement TrainingContinuous Improvement TrainingExplorethecomponentpartsofaContinuousImprovementProcess(CIP)andhowSixSigma,ChangeManagementandLeanmethodologiesworktogetherwithintheDMAICproblemsolvingprocess.Examinetheimportance,benefitsandintegrationofLeanThinkingtohelpachieveCompanyobjectivesandoperationalstrategies.ExplaintheneedforprovidingmoredetailedLeantools.Provideadditionalresourcesforselfstudy.LearningObjectivesN:(Need)Need for ImprovementAchieveProcessExcellenceAddressProcessSummaryAnalysis(Mostoperationsexhibit15%-30%waste!)Differentiatebrand/market/service/value(i.e.JohnCrane,Wal-Mart,Maytag,Costco)EconomicBenefits(reducecosts)EnhanceSafety,ImproveQualitySpeedtoMarket(TotalCycleTimereduction)EmployeeSatisfactionCustomerDelight!?WhatistheImportanceofdoingbetter(CIP)?-AbilitytoattainBetterCaliber,HighProfitCustomers-Identificationof“ShiningStars”withintheOrganization-LessSafetyrelatedIncidents,AccidentsandDowntime-ThroughSaferOperationsandincorporationofworkplaceorganization(6S)aReductionofLiabilityInsurancePremiumsFY20 xx(5%to15%)-ReductionofCOPQ-reworkandscrap(laborandmaterialsavingsandassociatedbenefits)-TrainedTeamLeaders:6S,Green/LeanBelts,BlackBelts-GenerationofMistakeProofingIdeas/Processes-Realizationof$15,000to$150,000(ormore)costsavingsperBlackBelt/Green/LeanBeltprojectWhataresomemorebenefits?-BetterresponsetoeverincreasingCustomerDemands-ShorterLeadtimes,LessInventory-LessDebt/reducedcarryingcharges/COGS-ContinuallydecreasingSet-uptimes(increasedcapacity)-Morefloorspaceforproduction-Betterreliability,maintainabilityandutilizationofequipment-Longerequipmentlife-ReductionofSupplyPartnersandreductioninassociatedSCMadministrativecosts-Moresatisfiedemployees-Lesstardiness,absenteeism,turnoverWhataresomemorebenefits?$QualityLeanChangeManagementMetricsfocusedonresultsimportanttothecustomerandwiththehighestpotentialforaddingharddollarstothebottomlineDisciplinedsystematicapproachdesignedtomaximizeresultsSafetyand5Stogether:Integratedandalignedpeopleandprocesses6 6s s Whataresomedevelopmentalelements?SpeedProjectReviews(DMAIC)6SProjectLeadersExecutiveSponsorship“LeanBelts”“GreenBelts”PreventionistheKeySafetyFirst!ProactiveWorkforceCAPSafetyTrained“Champions”SixSigmaLeanQualityCostDeliveryWhatarethe3componentscomprisingCIP?SyFirstPassYieldSpaceInventoryProcessProductCapacityLeadTimeSetupProcessLaborThroughputTravel(Material)DelayIn-ProcessStoragePPMCOPQSetupLaborKanbanVoiceoftheCustomerPolicyDeployment/SOX/ISOVisualManagementSupplierQualityProcessCapabilitySOPs/StandardWorkProductAssurance(SPC,RCCA)CommunicationTeamDynamicsTurnoverRateCellularizationOnePieceFlowManpowerSetupSOPs/SMEDMaintenanceSOPs(TPM)CellCleanliness(6S)TotalEmployeeInvolvement(TEI)MeasurementSystemsChangeManagementProcess ExcellenceIPOHowdothe3componentscometogether?Howdothe3componentscometogether?Six SigmaSix SigmaMethodology for reducing variation and driving solutions of any Methodology for reducing variation and driving solutions of any existing process(using data with graphical and statistical analysis)existing process(using data with graphical and statistical analysis)“Six Sigma/Change Management/Lean L-I-N-K”When done in concert-powerful combinationChange ManagementChange ManagementMethodology for assuring that change is sustained within organizationMethodology for assuring that change is sustained within organizationThe Lean Enterprise(including 6S)The Lean Enterprise(including 6S)Methodology(philosophy and rich tool set)that is particularly focused Methodology(philosophy and rich tool set)that is particularly focused on identifying and eliminating waste and improving workflowson identifying and eliminating waste and improving workflowsYield,Cycle Time,Re-Work“Positively affecting the Continuous Improvement culture”WIP,Lead Time,Waste&Wasted MWhatisthepresentationratioofTopics/SubjectMatterwithintypicalCIPtraining?(%material content)(%material content)Six Sigma(40%)Lean(40%)Change Management(20%)Project Management,Facilitation/Communication/Presentation Skills,Report Writing and use of statistical software packages:i.e.Excel,Mini-TabOthersubjectstouchedon:GreenBelt,2weeksBlackBelt,4weeksWhataresomeCIPtrainingtopics?(A sampling of techniques/tools taught)(A sampling of techniques/tools taught)AddressedintypicalGB/BBcurriculum:OthersaddressedinLeanEnterprisemodulesonly:(singlepointlessons,moredetailed)TPMQuick Change-overKanbanValue Stream MappingVisual ManagementStandard Work6SKaizenTakt TimeMistake ProofingProcess MappingProject CharterDecision MakingXY MatrixProcess CapabilitySPC/FMEA/DoE etcChange ManagementSometopicsareaddressedinboth:WhatisSixSigmaabout?SixSigma-Measuredefectsinaprocessand(withrigoranddiscipline)systematicallyfigureoutwaystoreducethemtozero.“Putspracticaltoolstoworktoreducevariationatalllevelsachievingtangibleresultsofcostsavings,employee,customerandstakeholdersatisfaction.”QuantifyQuantifyDefineDefineMeasureMeasureAnalyzeAnalyzeImproveImproveControlControlWhatisthe“DISCIPLINE”ofSixSigma?ProjectSelectionTeamFormationIdentifyCTXsYDefineProcessCapabilityValidateMeasurementSystemDefineDefectsBaselineSetGoalsIdentifyxsFindandConfirmvitalfewxsPilotSolutionY=f(x)EnsureSolutionisSWhatisthefocusofSixSigma?Variationreduction:SixSigmaattacksprocessvariationSixSigmacreatescapableandpredictableprocessesSixSProcessMapX-YMatrixMeasurementSystemAnalysisCapabilityAnalysisDescriptiveStatisticsGraphicalTechniquesBoxPlotsHistogramsScatterplotsTimeSeriesPlotsRunChartsParetoChartsCheckSheetsAnalysisofVarianceCorrelationRegressionInferentialStatisticsCentralLimittheoremConfidenceIntervalsFailureModesandEffectsAnalysisMulti-variStudiesDesignofExperimentsFractionalExperimentsFullExperimentsResponseSurfaceMethodsAnalysisofMeansTransformationsSampleSizeSelectionFishboneDiagramsHypothesisTestingF-test.T-testChi-squaretestTestsforNormalityTestsforEqualVariancesSPCChartsControlPlansDFSSStatisticalTolerancingWhat are some Six Sigma Tools?WhatisChangeManagementabout?ChangeManagement-Changeaccelerationisaprocesstoeaseacceptanceofnewideas.EffectiveChangeManagementassuresthatimprovementinitiativesremaininforceandthatorganizationsdontrevertbacktotheoldways(methods).“Ensuresthatprocessandsystemimprovementsarepermanent,gainsarerealized,proveneffectiveandcontinuouslyimproved.”WhatistheChangeAccelerationProcess?LeadingChangeChangingSystems&StructuresShareNeedShapeVisionGetBuy-inMakeitlastMonitorProgressCurrent StateTransition StateImproved SWhatarethestepsforManagingChange?LeadingChangeGivepeoplesomeonetofollowbyyouandyourChampionsactions.SharedNeedCreateanimperativetoactnow.Passthisontoothers.ShapeVisionBepreciseaboutwhatyouwanttoachieveandandmakesureitiswidelyunderstoodandshared.GetBuy-inYStepsforChange(Cont.)MakeitLastEnsurethatallinfluencestoconfoundorsupportchangearecontrolled.MonitorProgressEnsurethatyouaremeasuringeffectnoteffort.FurtherpublishprogressFinally:ChangingSystemsandStructuresMakingsurethatmanagementpractices(Staffing,development,rewards,measures,communicationandorganizationaldesign)Whataretheelementstomakingchangelast?UnderstandingClearpathforwardClearContinuousCommunicationMotivation/energyAbilitytoadjustReflection/integrationOngoingsupport/commitmentMakingchangelastLeadingChangeChangingsystems&WhatisLeanabout?TheLeanEnterprise-IdentifyandeliminateWaste(Muda)andWastefulPracticesProvidingvalueintheeyesofthecustomer“anypartoftheprocessforwhichthecustomeriswillingtopay.Valueaddedactivitieswouldbethoseinvolvedinproducinganddeliveringgoodsandservices.”DefineDefineMeasureMeasureAnalyzeAnalyzeImproveImproveControlControlWhatistheAlignmentofLeanw/DMAIC?6SactivitiesInventoryAccuracyTaktTimeValueStreamAnalysisLineBalanceStandardizedOperations/StandardWorkSet-upReductionVisualManagement/ControlKanban/POUTPMPoka-YokeLeanApproachesAlignwithD-M-A-I-CLeanApproachesAlignwithD-M-A-I-CHowdoesLeanfitunderD/MAI(*m)C?MeasureMeasureI.D.Waste,CTXs,CostSavingsDefineDefineBusinessCaseLeanAssessmentAnalyzeAnalyzeScopeRelevantImprovementOpportunitiesI.D.ProjectAreas/TeamsImproveImproveControlControlEstimateNewCapabilityMistakeProofParticularlyApplicableto“Agile”ManufacturingParticularlyApplicableto“Agile”ManufacturingPilot/AssessImpact(*measure)InstitutionalizeDefineDWhatisthefocusofLean?IdentificationandeliminationofwasteLeancreatesvaluebyeliminatingwasteandaligningprocessesLeancreatesstandardizedprocessesAmeansofrevealingotherprojectswhichmayrequireDMAICproblem-What are some Lean Tools?What are some Lean Tools?OnepieceflowOnepieceflowPullproductionsystemPullproductionsystemLevelloadingproductionLevelloadingproductionCycletimereduction/Set-upreductionCycletimereduction/Set-upreductionAligningprocessestocustomerdemand(Takt-Time)Aligningprocessestocustomerdemand(Takt-Time)MistakeproofingMistakeproofingEliminationofthe7elementsofwasteEliminationofthe7elementsofwasteVisualManagement/VisualControlVisualManagement/VisualControl6S(5s+safety)6S(5s+safety)Valuevs.Non-valueaddedactivitiesValuevs.Non-valueaddedactivitiesKaizenActivitiesKaizenActivitiesBestPracticeSharingBestPracticeSMeasureAnalyzeImproveControlDefine DoallmethodologiesDoallmethodologiesincorporateDMAIC?incorporateDMAIC?Six Sigma Six Sigma(GB,BB,MBB project applications)(GB,BB,MBB project applications)YesYes!timebetweenphasesmayvaryhowevertimebetweenphasesmayvaryhowever.LeanLean6S6S WorkplaceorganizationRapidImplementationofSolutionProblemSolving/RootCauseandCorrectiveActionV VA AR RI IA AT TI IOON N WWA AS ST TE E WhytheNeedforadditionalLeanmaterial?WhytheNeedforadditionalLeanmaterial?OperateinahigherstandardofHS&Erequirements.(Safety)Produceproductanddeliverservices(processes)withSixSigmacapability.(Quality)Produceinsmallerquantitieswithfasterdeliveryturnarounds.(Speed of execution)ChangingbusinessclimateIncreasedexpectationsofperformance:Increasedexpectationsofperformance:WhenwouldateamuseTheLeanEnterpriseinformation(modules)?TostrengthenalreadyexistingCIPvision,strategies,methodologies,projects_LeanEnterprise(LE)isanadditionalsetoffoundationaltoolsandtechniquesthatteamsutilizetoidentifyandeliminatewasteandwastefulpractices.Theyweredevelopedtobeself-taught(facilitated)byaBlackBelt.AdaptingLEcreatesstandardizedprocessesAmeansofrevealingotherprojectswhichmayrequireDMAICproblem-HowdoesadoptingLeanThinkingfitintoourBusinessStrategy?Leanapplicationopportunitiesareidentifiedthroughbaselineassessmentefforts(e.g.CIPassessments,Qualityaudits,Internalaudits,SOX,ISOauditsetal)Leanenhancesunderstandingofcurrentoperatingconditions,andthroughValueStreamAnalysis,helpsdeterminetheareasandsequencingofimprovementinitiativesWithitsProcessAnalysismindset-TheLeanEnterprise,aspartofCIP-integratesthestrategicCorporatestrategiesaroundProcessExcellence,OrganizationalCapabilityandOrganicGHowdoesadoptingTheLeanEnterpriseprincipleshelptheCompany?LeanEnterprise(LE)emphasizespreventionofwaste:anyextratime,laborormaterialspentproducingaproductorservicethatdoesntaddvaluetoit.LEcanhelpreducecosts,achievejust-in-timedelivery,andshortenleadtimes.LEallowsproductionofawidevarietyofproductsandservices,efficientandrapidchangeover,efficientresponsetofluctuatingdemand,HowdoesTheLeanEnterprisehelpourCustomers?LeanThinkingfacilitatesstreamliningthefrontendofthebusinesswithtransactionalKaizeneventsandfrictionlesse-businessWeaddvaluetocustomerrelationshipsthroughcustomer-HowdoesTheLeanEnterprisehelpourCustomers?ThroughCIP(Lean,SixSigma,ChangeManagement),westrivetodelivertherightproduct,attherighttime,attherightprice,withperfectqualityeverytime.Weuseon-timedelivery,HowdoesTheLeanEnterprisehelpourSuppliers?Developedtotransformkeysuppliersintoourlong-termpartnersandleveragetheircapability_GoingLeancreatesstandardizedprocesses.Manyofourbusinessesrepresentascorecardtosupplypartnersmeasuringtheirquality,on-timedelivery,andothermetricsIOtherSCMelementsoftheoverallapproachinclude:SupplierManagedInventory,Kanbanandconsignment,aswellaslongtermagreementstorealizeefficienciesandreducecosttargetingpoint-of-usedeliverysignificantlyimprovingworkingcapitalOn-siteSupplierDevelopment(OSD)workwithkeysuppliers-leadingthemtobecomeself-directedlearningorganizationscognizantofincorporatingavailableimprovementtechnologiesHowdoesTheLeanEnterprisehelpourSuppliers?PEOPLEDrivingGrowthProductivityResultsPuttingItAllTogetherPuttingItAllTogetherContinuousImprovementPWhat isthe“the“essence”of CIP?Applyingappropriateproblem-solvingApplyingappropriateproblem-solvingtoolsformaximumResults!toolsformaximumResults!Thereisnosingleapproachthatguaranteesprojectsuccess.Howevertherearesomebasics:DevelopingObjectivesusingSMARTcriteriaDevelopingagoodPlanApplyingtried&testedtools(SixSigmaandLean)GettingEmployeeInvolvement(collaboratingteams)TrustingEmpoweredPeople-whoACTONFACTUtilizingBrainstormingtechniquesEncouragingProcessMappingandProcessAnalysisAssuringcontrolandmistakeproofingAccomplishingmorewithlessCelebratingsuccess! HowdoesLean&SixSigmadriveresults?ByPursuingPerfection!ByPursuingPerfection!ProductandProcessImprovementDirectandindirectcostreductions:COGSProcessAnalysisandImprovements:COPQEfficientandeffectiveutilizationofResourcesLaborcontribution(StandardHours)EquipmentUtilization(OEE)MaterialConsumption(Spend)G&A/OverheadAbsorptionEmployeeSatisfactionRetainment,Training,Development,RecognitionStakeholderDelightROI,RONA WherecanIlearnmoreaboutLeanSixSigma?(CallJayWatson4808200877)(CallJayWatson4808200877)These2booksarequickreadsThese2booksarequickreadsLeaningintoSixSigmaLeaningintoSixSigma(paperback)(paperback)by by Barbara WheatBarbara Wheat,Chuck MillsChuck Mills,Mike Mike CarnellCarnellTheGoldMineTheGoldMine-byFreddyBallandbyFreddyBalland MichaelBallMichaelBall-TheGoldMine:aNovelofLeanTurnarounddeftlyTheGoldMine:aNovelofLeanTTheLeanEnterpriseTheLeanEnterpriseVitalLinks:Lean,SixSigmaandChangeManagementLean Foundations Lean Foundations Continuous Improvement TrainingContinuous Improvement Training