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

《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》由会员分享，可在线阅读，更多相关《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（38页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、TheLeanEnterpriseTheLeanEnterpriseVitalLinks:Lean,SixSigmaandChangeManagementLean Foundations Lean Foundations Continuous Improvement TrainingContinuous Improvement TrainingExplorethecomponentpartsofaContinuousImprovementProcess(CIP)andhowSixSigma,ChangeManagementandLeanmethodologiesworktogetherwith

2、intheDMAICproblemsolvingprocess.Examinetheimportance,benefitsandintegrationofLeanThinkingtohelpachieveCompanyobjectivesandoperationalstrategies.ExplaintheneedforprovidingmoredetailedLeantools.Provideadditionalresourcesforselfstudy.LearningObjectivesN:(Need)Need for ImprovementAchieveProcessExcellenc

3、eAddressProcessSummaryAnalysis(Mostoperationsexhibit15%-30%waste!)Differentiatebrand/market/service/value(i.e.JohnCrane,Wal-Mart,Maytag,Costco)EconomicBenefits(reducecosts)EnhanceSafety,ImproveQualitySpeedtoMarket(TotalCycleTimereduction)EmployeeSatisfactionCustomerDelight!?WhatistheImportanceofdoin

4、gbetter(CIP)?-AbilitytoattainBetterCaliber,HighProfitCustomers-Identificationof“ShiningStars”withintheOrganization-LessSafetyrelatedIncidents,AccidentsandDowntime-ThroughSaferOperationsandincorporationofworkplaceorganization(6S)aReductionofLiabilityInsurancePremiumsFY20 xx(5%to15%)-ReductionofCOPQ-r

5、eworkandscrap(laborandmaterialsavingsandassociatedbenefits)-TrainedTeamLeaders:6S,Green/LeanBelts,BlackBelts-GenerationofMistakeProofingIdeas/Processes-Realizationof$15,000to$150,000(ormore)costsavingsperBlackBelt/Green/LeanBeltprojectWhataresomemorebenefits?-BetterresponsetoeverincreasingCustomerDe

6、mands-ShorterLeadtimes,LessInventory-LessDebt/reducedcarryingcharges/COGS-ContinuallydecreasingSet-uptimes(increasedcapacity)-Morefloorspaceforproduction-Betterreliability,maintainabilityandutilizationofequipment-Longerequipmentlife-ReductionofSupplyPartnersandreductioninassociatedSCMadministrativec

7、osts-Moresatisfiedemployees-Lesstardiness,absenteeism,turnoverWhataresomemorebenefits?$QualityLeanChangeManagementMetricsfocusedonresultsimportanttothecustomerandwiththehighestpotentialforaddingharddollarstothebottomlineDisciplinedsystematicapproachdesignedtomaximizeresultsSafetyand5Stogether:Integr

8、atedandalignedpeopleandprocesses6 6s s Whataresomedevelopmentalelements?SpeedProjectReviews(DMAIC)6SProjectLeadersExecutiveSponsorship“LeanBelts”“GreenBelts”PreventionistheKeySafetyFirst!ProactiveWorkforceCAPSafetyTrained“Champions”SixSigmaLeanQualityCostDeliveryWhatarethe3componentscomprisingCIP?Sy

9、FirstPassYieldSpaceInventoryProcessProductCapacityLeadTimeSetupProcessLaborThroughputTravel(Material)DelayIn-ProcessStoragePPMCOPQSetupLaborKanbanVoiceoftheCustomerPolicyDeployment/SOX/ISOVisualManagementSupplierQualityProcessCapabilitySOPs/StandardWorkProductAssurance(SPC,RCCA)CommunicationTeamDyna

10、micsTurnoverRateCellularizationOnePieceFlowManpowerSetupSOPs/SMEDMaintenanceSOPs(TPM)CellCleanliness(6S)TotalEmployeeInvolvement(TEI)MeasurementSystemsChangeManagementProcess ExcellenceIPOHowdothe3componentscometogether?Howdothe3componentscometogether?Six SigmaSix SigmaMethodology for reducing varia

11、tion 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-pow

12、erful 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

13、 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,

14、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 package

15、s: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

16、 Change-overKanbanValue Stream MappingVisual ManagementStandard Work6SKaizenTakt TimeMistake ProofingProcess MappingProject CharterDecision MakingXY MatrixProcess CapabilitySPC/FMEA/DoE etcChange ManagementSometopicsareaddressedinboth:WhatisSixSigmaabout?SixSigma-Measuredefectsinaprocessand(withrigo

17、randdiscipline)systematicallyfigureoutwaystoreducethemtozero.“Putspracticaltoolstoworktoreducevariationatalllevelsachievingtangibleresultsofcostsavings,employee,customerandstakeholdersatisfaction.”QuantifyQuantifyDefineDefineMeasureMeasureAnalyzeAnalyzeImproveImproveControlControlWhatisthe“DISCIPLIN

18、E”ofSixSigma?ProjectSelectionTeamFormationIdentifyCTXsYDefineProcessCapabilityValidateMeasurementSystemDefineDefectsBaselineSetGoalsIdentifyxsFindandConfirmvitalfewxsPilotSolutionY=f(x)EnsureSolutionisSWhatisthefocusofSixSigma?Variationreduction:SixSigmaattacksprocessvariationSixSigmacreatescapablea

19、ndpredictableprocessesSixSProcessMapX-YMatrixMeasurementSystemAnalysisCapabilityAnalysisDescriptiveStatisticsGraphicalTechniquesBoxPlotsHistogramsScatterplotsTimeSeriesPlotsRunChartsParetoChartsCheckSheetsAnalysisofVarianceCorrelationRegressionInferentialStatisticsCentralLimittheoremConfidenceInterv

20、alsFailureModesandEffectsAnalysisMulti-variStudiesDesignofExperimentsFractionalExperimentsFullExperimentsResponseSurfaceMethodsAnalysisofMeansTransformationsSampleSizeSelectionFishboneDiagramsHypothesisTestingF-test.T-testChi-squaretestTestsforNormalityTestsforEqualVariancesSPCChartsControlPlansDFSS

21、StatisticalTolerancingWhat are some Six Sigma Tools?WhatisChangeManagementabout?ChangeManagement-Changeaccelerationisaprocesstoeaseacceptanceofnewideas.EffectiveChangeManagementassuresthatimprovementinitiativesremaininforceandthatorganizationsdontrevertbacktotheoldways(methods).“Ensuresthatprocessan

22、dsystemimprovementsarepermanent,gainsarerealized,proveneffectiveandcontinuouslyimproved.”WhatistheChangeAccelerationProcess?LeadingChangeChangingSystems&StructuresShareNeedShapeVisionGetBuy-inMakeitlastMonitorProgressCurrent StateTransition StateImproved SWhatarethestepsforManagingChange?LeadingChan

23、geGivepeoplesomeonetofollowbyyouandyourChampionsactions.SharedNeedCreateanimperativetoactnow.Passthisontoothers.ShapeVisionBepreciseaboutwhatyouwanttoachieveandandmakesureitiswidelyunderstoodandshared.GetBuy-inYStepsforChange(Cont.)MakeitLastEnsurethatallinfluencestoconfoundorsupportchangearecontrol

24、led.MonitorProgressEnsurethatyouaremeasuringeffectnoteffort.FurtherpublishprogressFinally:ChangingSystemsandStructuresMakingsurethatmanagementpractices(Staffing,development,rewards,measures,communicationandorganizationaldesign)Whataretheelementstomakingchangelast?UnderstandingClearpathforwardClearCo

25、ntinuousCommunicationMotivation/energyAbilitytoadjustReflection/integrationOngoingsupport/commitmentMakingchangelastLeadingChangeChangingsystems&WhatisLeanabout?TheLeanEnterprise-IdentifyandeliminateWaste(Muda)andWastefulPracticesProvidingvalueintheeyesofthecustomer“anypartoftheprocessforwhichthecus

26、tomeriswillingtopay.Valueaddedactivitieswouldbethoseinvolvedinproducinganddeliveringgoodsandservices.”DefineDefineMeasureMeasureAnalyzeAnalyzeImproveImproveControlControlWhatistheAlignmentofLeanw/DMAIC?6SactivitiesInventoryAccuracyTaktTimeValueStreamAnalysisLineBalanceStandardizedOperations/Standard

27、WorkSet-upReductionVisualManagement/ControlKanban/POUTPMPoka-YokeLeanApproachesAlignwithD-M-A-I-CLeanApproachesAlignwithD-M-A-I-CHowdoesLeanfitunderD/MAI(*m)C?MeasureMeasureI.D.Waste,CTXs,CostSavingsDefineDefineBusinessCaseLeanAssessmentAnalyzeAnalyzeScopeRelevantImprovementOpportunitiesI.D.ProjectA

28、reas/TeamsImproveImproveControlControlEstimateNewCapabilityMistakeProofParticularlyApplicableto“Agile”ManufacturingParticularlyApplicableto“Agile”ManufacturingPilot/AssessImpact(*measure)InstitutionalizeDefineDWhatisthefocusofLean?IdentificationandeliminationofwasteLeancreatesvaluebyeliminatingwaste

29、andaligningprocessesLeancreatesstandardizedprocessesAmeansofrevealingotherprojectswhichmayrequireDMAICproblem-What are some Lean Tools?What are some Lean Tools?OnepieceflowOnepieceflowPullproductionsystemPullproductionsystemLevelloadingproductionLevelloadingproductionCycletimereduction/Set-upreducti

30、onCycletimereduction/Set-upreductionAligningprocessestocustomerdemand(Takt-Time)Aligningprocessestocustomerdemand(Takt-Time)MistakeproofingMistakeproofingEliminationofthe7elementsofwasteEliminationofthe7elementsofwasteVisualManagement/VisualControlVisualManagement/VisualControl6S(5s+safety)6S(5s+saf

31、ety)Valuevs.Non-valueaddedactivitiesValuevs.Non-valueaddedactivitiesKaizenActivitiesKaizenActivitiesBestPracticeSharingBestPracticeSMeasureAnalyzeImproveControlDefine DoallmethodologiesDoallmethodologiesincorporateDMAIC?incorporateDMAIC?Six Sigma Six Sigma(GB,BB,MBB project applications)(GB,BB,MBB p

32、roject applications)YesYes!timebetweenphasesmayvaryhowevertimebetweenphasesmayvaryhowever.LeanLean6S6S WorkplaceorganizationRapidImplementationofSolutionProblemSolving/RootCauseandCorrectiveActionV VA AR RI IA AT TI IOON N WWA AS ST TE E WhytheNeedforadditionalLeanmaterial?WhytheNeedforadditionalLea

33、nmaterial?OperateinahigherstandardofHS&Erequirements.(Safety)Produceproductanddeliverservices(processes)withSixSigmacapability.(Quality)Produceinsmallerquantitieswithfasterdeliveryturnarounds.(Speed of execution)ChangingbusinessclimateIncreasedexpectationsofperformance:Increasedexpectationsofperform

34、ance:WhenwouldateamuseTheLeanEnterpriseinformation(modules)?TostrengthenalreadyexistingCIPvision,strategies,methodologies,projects_LeanEnterprise(LE)isanadditionalsetoffoundationaltoolsandtechniquesthatteamsutilizetoidentifyandeliminatewasteandwastefulpractices.Theyweredevelopedtobeself-taught(facil

35、itated)byaBlackBelt.AdaptingLEcreatesstandardizedprocessesAmeansofrevealingotherprojectswhichmayrequireDMAICproblem-HowdoesadoptingLeanThinkingfitintoourBusinessStrategy?Leanapplicationopportunitiesareidentifiedthroughbaselineassessmentefforts(e.g.CIPassessments,Qualityaudits,Internalaudits,SOX,ISOa

36、uditsetal)Leanenhancesunderstandingofcurrentoperatingconditions,andthroughValueStreamAnalysis,helpsdeterminetheareasandsequencingofimprovementinitiativesWithitsProcessAnalysismindset-TheLeanEnterprise,aspartofCIP-integratesthestrategicCorporatestrategiesaroundProcessExcellence,OrganizationalCapabili

37、tyandOrganicGHowdoesadoptingTheLeanEnterpriseprincipleshelptheCompany?LeanEnterprise(LE)emphasizespreventionofwaste:anyextratime,laborormaterialspentproducingaproductorservicethatdoesntaddvaluetoit.LEcanhelpreducecosts,achievejust-in-timedelivery,andshortenleadtimes.LEallowsproductionofawidevarietyo

38、fproductsandservices,efficientandrapidchangeover,efficientresponsetofluctuatingdemand,HowdoesTheLeanEnterprisehelpourCustomers?LeanThinkingfacilitatesstreamliningthefrontendofthebusinesswithtransactionalKaizeneventsandfrictionlesse-businessWeaddvaluetocustomerrelationshipsthroughcustomer-HowdoesTheL

39、eanEnterprisehelpourCustomers?ThroughCIP(Lean,SixSigma,ChangeManagement),westrivetodelivertherightproduct,attherighttime,attherightprice,withperfectqualityeverytime.Weuseon-timedelivery,HowdoesTheLeanEnterprisehelpourSuppliers?Developedtotransformkeysuppliersintoourlong-termpartnersandleveragetheirc

40、apability_GoingLeancreatesstandardizedprocesses.Manyofourbusinessesrepresentascorecardtosupplypartnersmeasuringtheirquality,on-timedelivery,andothermetricsIOtherSCMelementsoftheoverallapproachinclude:SupplierManagedInventory,Kanbanandconsignment,aswellaslongtermagreementstorealizeefficienciesandredu

41、cecosttargetingpoint-of-usedeliverysignificantlyimprovingworkingcapitalOn-siteSupplierDevelopment(OSD)workwithkeysuppliers-leadingthemtobecomeself-directedlearningorganizationscognizantofincorporatingavailableimprovementtechnologiesHowdoesTheLeanEnterprisehelpourSuppliers?PEOPLEDrivingGrowthProducti

42、vityResultsPuttingItAllTogetherPuttingItAllTogetherContinuousImprovementPWhat isthe“the“essence”of CIP?Applyingappropriateproblem-solvingApplyingappropriateproblem-solvingtoolsformaximumResults!toolsformaximumResults!Thereisnosingleapproachthatguaranteesprojectsuccess.Howevertherearesomebasics:Devel

43、opingObjectivesusingSMARTcriteriaDevelopingagoodPlanApplyingtried&testedtools(SixSigmaandLean)GettingEmployeeInvolvement(collaboratingteams)TrustingEmpoweredPeople-whoACTONFACTUtilizingBrainstormingtechniquesEncouragingProcessMappingandProcessAnalysisAssuringcontrolandmistakeproofingAccomplishingmor

44、ewithlessCelebratingsuccess! HowdoesLean&SixSigmadriveresults?ByPursuingPerfection!ByPursuingPerfection!ProductandProcessImprovementDirectandindirectcostreductions:COGSProcessAnalysisandImprovements:COPQEfficientandeffectiveutilizationofResourcesLaborcontribution(StandardHours)EquipmentUtilization(O

45、EE)MaterialConsumption(Spend)G&A/OverheadAbsorptionEmployeeSatisfactionRetainment,Training,Development,RecognitionStakeholderDelightROI,RONA WherecanIlearnmoreaboutLeanSixSigma?(CallJayWatson4808200877)(CallJayWatson4808200877)These2booksarequickreadsThese2booksarequickreadsLeaningintoSixSigmaLeanin

46、gintoSixSigma(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