1、The Lean Enterprise Vital Links: Lean, Six Sigma and Change Management Lean Foundations Continuous Improvement TrainingExplore the component parts of a Continuous Improvement Process (CIP) and how Six Sigma, Change Management and Lean methodologies work together within the DMAIC problem solving proc

2、ess.Examine the importance, benefits and integration of Lean Thinking to help achieve Company objectives and operational strategies. Explain the need for providing more detailed Lean tools.Provide additional resources for self study. Learning ObjectivesN:(Need) Need for Improvement Achieve Process E

3、xcellence Address Process Summary Analysis (Most operations exhibit 15% - 30% waste!) Differentiate brand/ market/ service/ value (i.e. John Crane, Wal-Mart, Maytag, Costco ) Economic Benefits (reduce costs) Enhance Safety, Improve Quality Speed to Market (Total Cycle Time reduction) Employee Satisf

4、action Customer Delight !?What is the Importance of doing better (CIP)?- Ability to attain Better Caliber, High Profit Customers- Identification of “Shining Stars” within the Organization- Less Safety related Incidents, Accidents and Downtime Through Safer Operations and incorporation of workplace o

5、rganization (6S) a Reduction of Liability Insurance Premiums FY20 xx (5% to 15%) Reduction of COPQ - rework and scrap (labor and material savings and associated benefits)- Trained Team Leaders: 6S, Green/ Lean Belts, Black Belts- Generation of Mistake Proofing Ideas/ Processes Realization of $15,000

6、 to $150,000 (or more) cost savings per Black Belt/ Green/ Lean Belt project What are some more benefits?- Better response to ever increasing Customer Demands- Shorter Lead times, Less Inventory- Less Debt/ reduced carrying charges/ COGS- Continually decreasing Set-up times (increased capacity)- Mor

7、e floor space for production Better reliability, maintainability and utilization of equipment - Longer equipment life Reduction of Supply Partners and reduction in associated SCM administrative costs More satisfied employees Less tardiness, absenteeism, turnoverWhat are some more benefits?$QualityLe

8、anChange ManagementMetrics focused on results important to the customerand with the highest potentialfor adding hard dollarsto the bottom line Disciplined systematic approach designed to maximize results Safety and 5S together: Integrated and alignedpeople and processes 6s What are some developmenta

9、l elements?Speed Project Reviews(DMAIC)6SProject LeadersExecutive Sponsorship“Lean Belts”“Green Belts”Prevention is the KeySafety First ! Proactive WorkforceCAP SafetyTrained “Champions”Six SigmaLeanQualityCostDeliveryWhat are the 3 components comprising CIP?S y First Pass YieldSpaceInventoryProcess

10、ProductCapacityLead TimeSetupProcessLaborThroughputTravel (Material)DelayIn-ProcessStoragePPMCOPQSetupLaborKanbanVoice of the CustomerPolicy Deployment/ SOX / ISOVisual ManagementSupplier QualityProcess CapabilitySOPs/Standard WorkProduct Assurance (SPC, RCCA)CommunicationTeam DynamicsTurnover RateC

11、ellularizationOne Piece FlowManpowerSetup SOPs/ SMEDMaintenance SOPs (TPM)Cell Cleanliness (6S)Total Employee Involvement (TEI)Measurement SystemsChange ManagementProcess ExcellenceIPOHow do the 3 components come together? Six SigmaMethodology for reducing variation and driving solutions of any exis

12、ting process (using data with graphical and statistical analysis)“Six Sigma / Change Management/ Lean L-I-N-K” When done in concert - powerful combinationChange ManagementMethodology for assuring that change is sustained within organizationThe Lean Enterprise (including 6S)Methodology (philosophy an

13、d rich tool set) that is particularly focused on identifying and eliminating waste and improving workflowsYield, Cycle Time, Re-Work“Positively affecting the Continuous Improvement culture”WIP, Lead Time, Waste & Wasted MotionsWhat is the presentation ratio of Topics/ Subject Matter within typical C

14、IP training?(% 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-Tab Other subjects touched on:Green Belt, 2 weeksBlack Belt, 4 weeksWhat are s

15、ome CIP training topics?(A sampling of techniques/ tools taught)Addressed in typical GB/ BB curriculum:Others addressed in Lean Enterprise modules only:(single point lessons, more detailed)TPMQuick Change-overKanbanValue Stream MappingVisual ManagementStandard Work6SKaizenTakt TimeMistake ProofingPr

16、ocess MappingProject CharterDecision MakingXY MatrixProcess CapabilitySPC/ FMEA/ DoE etcChange ManagementSome topics are addressed in both:What is Six Sigma about?Six Sigma Measure defects in a process and (with rigor and discipline) systematically figure out ways to reduce them to zero. “Puts pract

17、ical tools to work to reduce variation at all levels achieving tangible results of cost savings, employee, customer and stakeholder satisfaction.” QuantifyDefineMeasureAnalyzeImproveControlWhat is the “DISCIPLINE” of Six Sigma?Project SelectionTeam FormationIdentify CTXsYDefine Process CapabilityVal

18、idate Measurement SystemDefine DefectsBaselineSet GoalsIdentify xsFind and Confirmvital few xsPilot SolutionY = f (x)Ensure Solutionis SustainableWhat is the focus of Six Sigma? Variation reduction:Six Sigma attacks process variationSix Sigma creates capable and predictable processesSix Sigma is abo

19、ut measuring and improving how close we come to delivering on what we planned to doProcess MapX - Y MatrixMeasurement System AnalysisCapability AnalysisDescriptive StatisticsGraphical TechniquesBox PlotsHistogramsScatter plotsTime Series PlotsRun ChartsPareto ChartsCheck SheetsAnalysis of VarianceCo

20、rrelationRegressionInferential StatisticsCentral Limit theoremConfidence IntervalsFailure Modes and Effects AnalysisMulti - vari StudiesDesign of Experiments Fractional Experiments Full Experiments Response Surface MethodsAnalysis of MeansTransformationsSample Size SelectionFishbone DiagramsHypothes

21、is TestingF - test. T - testChi - square testTests for NormalityTests for Equal VariancesSPC ChartsControl PlansDFSSStatistical TolerancingWhat are some Six Sigma Tools?What is Change Management about?Change Management - Change acceleration is a process to ease acceptance of new ideas. Effective Cha

22、nge Management assures that improvement initiatives remain in force and that organizations dont revert back to the old ways (methods). “Ensures that process and system improvements are permanent, gains are realized, proven effective and continuously improved.” What is the Change Acceleration Process

23、?Leading ChangeChanging Systems & StructuresShare NeedShape VisionGet Buy-inMake it lastMonitor ProgressCurrent StateTransition StateImproved StateWhat are the steps for Managing Change?Leading ChangeGive people someone to follow by you and your Champions actions.Shared NeedCreate an imperative to a

24、ct now. Pass this on to others.Shape VisionBe precise about what you want to achieve and and make sure it is widely understood and shared.Get Buy-inYou must involve people and pass on your enthusiasm so that once you start another project the change is sustained.Steps for Change (Cont.)Make it LastE

25、nsure that all influences to confound or support change are controlled. Monitor ProgressEnsure that you are measuring effect not effort. Further publish progressFinally:Changing Systems and StructuresMaking sure that management practices (Staffing, development, rewards, measures, communication and o

26、rganizational design) are used to compliment and reinforce change.What are the elements to making change last?UnderstandingClear path forwardClearContinuousCommunicationMotivation/energyAbility to adjustReflection/integrationOngoing support/commitmentMaking change lastLeading ChangeChanging systems

27、& structuresWhat is Lean about ?The Lean Enterprise - Identify and eliminate Waste (Muda) and Wasteful Practices Providing value in the eyes of the customer “any part of the process for which the customer is willing to pay. Value added activities would be those involved in producing and delivering g

28、oods and services.”DefineMeasureAnalyzeImproveControlWhat is the Alignment of Lean w/ DMAIC?6S activitiesInventory AccuracyTakt TimeValue Stream AnalysisLine BalanceStandardized Operations/ Standard WorkSet-up ReductionVisual Management/ ControlKanban/ POUTPMPoka-YokeLean Approaches Align with D-M-A

29、-I-C How does Lean fit under D/M A I(*m) C ?Measure I.D. Waste, CTXs, Cost SavingsDefineBusiness CaseLean AssessmentAnalyzeScope RelevantImprovementOpportunitiesI.D. Project Areas/TeamsImproveControlEstimateNew CapabilityMistake ProofParticularly Applicable to “Agile” ManufacturingPilot / AssessImpa

30、ct (*measure)InstitutionalizeDefineWhat is the focus of Lean? Identification and elimination of wasteLean creates value by eliminating waste and aligning processesLean creates standardized processesA means of revealing other projects which may require DMAIC problem-solving methodologiesWhat are some

31、 Lean Tools?One piece flowPull production systemLevel loading productionCycle time reduction/ Set-up reductionAligning processes to customer demand (Takt-Time)Mistake proofingElimination of the 7 elements of wasteVisual Management/ Visual Control6S (5s + safety)Value vs. Non-value added activitiesKa

32、izen ActivitiesBest Practice SharingMeasureAnalyzeImproveControlDefine Do all methodologies incorporate DMAIC?Six Sigma (GB, BB, MBB project applications) Yes ! time between phases may vary however. Lean6S Workplace organizationRapid Implementation of SolutionProblem Solving/ Root Cause and Correcti

33、ve ActionVARIATION WASTE Why the Need for additional Lean material? Operate in a higher standard of HS&E requirements. (Safety)Produce product and deliver services (processes) with Six Sigma capability. (Quality)Produce in smaller quantities with faster delivery turnarounds. (Speed of execution) Cha

34、nging business climate Increased expectations of performance:When would a team use The Lean Enterprise information (modules)?To strengthen already existing CIP vision, strategies, methodologies, projects _Lean Enterprise (LE) is an additional set of foundational tools and techniques that teams utili

35、ze to identify and eliminate waste and wasteful practices. They were developed to be self-taught (facilitated) by a Black Belt.Adapting LE creates standardized processesA means of revealing other projects which may require DMAIC problem-solving methodologiesHow does adopting Lean Thinking fit into o

36、ur Business Strategy?Lean application opportunities are identified through baseline assessment efforts (e.g. CIP assessments, Quality audits, Internal audits, SOX, ISO audits et al)Lean enhances understanding of current operating conditions, and through Value Stream Analysis, helps determine the are

37、as and sequencing of improvement initiatives With its Process Analysis mindset - The Lean Enterprise, as part of CIP - integrates the strategic Corporate strategies around Process Excellence, Organizational Capability and Organic GrowthHow does adopting The Lean Enterprise principles help the Compan

38、y?Lean Enterprise (LE) emphasizes prevention of waste: any extra time, labor or material spent producing a product or service that doesnt add value to it.LE can help reduce costs, achieve just-in-time delivery, and shorten lead times.LE allows production of a wide variety of products and services, e

39、fficient and rapid changeover, efficient response to fluctuating demand, and increased quality. How does The Lean Enterprise help our Customers?Lean Thinking facilitates streamlining the front end of the business with transactional Kaizen events and frictionless e-business We add value to customer r

40、elationships through customer-focused process improvement and joining in our customers process improvement initiativesHow does The Lean Enterprise help our Customers?Through CIP (Lean, Six Sigma, Change Management), we strive to deliver the right product, at the right time, at the right price, with

41、perfect quality every time. We use on-time delivery, lead time and quality metrics to measure our performanceHow does The Lean Enterprise help our Suppliers?Developed to transform key suppliers into our long-term partners and leverage their capability _Going Lean creates standardized processes. Many

42、 of our businesses represent a scorecard to supply partners measuring their quality, on-time delivery, and other metricsIncreased supplier communication pays off in high efficiencyOther SCM elements of the overall approach include:Supplier Managed Inventory, Kanban and consignment, as well as long t

43、erm agreements to realize efficiencies and reduce cost targeting point-of-use delivery significantly improving working capitalOn-site Supplier Development (OSD) work with key suppliers - leading them to become self-directed learning organizations cognizant of incorporating available improvement technologies How does The Lean Enterprise help our Suppliers?PEOPLEDriving Growth ProductivityResultsPutting It All TogetherContinuous Improvement Process What is the “essence” of CIP? Applying appropriate problem-solving tools for maximum Res