Lean Six Sigma For All Sectors - pmiloc.starchapter.com · • Lean 8 Waste, VA, NVA,...

Charanjit Singh (CJ) BawaPMP, Black Belt & Change AgentLean Coach, QCDMS Consultants

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Lean Six Sigma For All Sectors

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IMPROVE QUALITY

INCREASE SAFETY

LOWER COSTS

REDUCE DELIVERY TIME

ENHANCE MORALE

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We support organizations to:

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1. SHOW RESPECT2. GO SEE & FIND

WASTE3. ASK WHY & ENGAGE


Core Values of Lean Six Sigma

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DDefects

OOverproduction

WWaiting

NNon-utilized talent

TTransportation

IInventory

MMotion

EExtra processing


Lean= Removal of 9 Wastes

Recently discovered 9th waste = Prioritization

Lean removes waste, redundancies, inefficiencies, roadblocks and bottlenecks out of your organization.

Example: A manufacturing plant reduced their product Lead time from 10 days to 30 minutes.

Six Sigma- Reduce Variation


Six Sigma reduces variation and improves your process

capability.

Example: A medicine manufacturing company reduced variation in their

mixing process.

1 1 1

0 0

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1 1 1 1

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Mix Ratio percentage

Histogram Before

0 0 0 0 0 0 0 0 0

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Mix Ratio percenage

Histogram After

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Training

Group Facilitation

Consulting

Coaching

Our Lean Six Sigma Services


Training and coaching process


Trainees work on company’s actual

processes & identify

opportunities

Handson practical Games to

engage trainees

Focused questions & group

discussions

Lego tactile exercises

Coaching your team on

company’s processes

Training throughmedia and

actual case studies

QCD

MS

Water Leak

Water Leak

Case Study 3 Your Problem

Copyright: QCDMS Consultants

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1. Organization’s

Culture &

Leadership Skills

4. Process Improvement

3. Problem Solving

2. Daily Management

towards a Purpose

Lean Philosophy, Principles &

Tools

WHITE BELT YELLOW BELT GREEN BELT (5 Days)

COMPETENT

Process Improvements

PROFICIENT

Process Improvements + Problem Solving

EXPERT

Can Embed culture of Lean Six Sigma and coach teams on Process Improvement &

Problem Solving

½ to 1 Day 2 Days +3 Days for Yellow


Lean Six Sigma Certifications

BENEFITS- Improved quality & efficiency, on-time delivery, reduced safety incidents,

enhanced customer and employee morale = INCREASED PROFITABILITY $$

PROCESS IMPROVEMENTS

PROCESS IMPROVEMENTS

COMPLEX PROBLEM SOLVERS +


Lean Yellow Belt (2Days)

COMPLEX PROBLEM SOLVERS

PROCESS IMPROVEMENTS +

TRAINEES MUST ATTEND THESE 2 DAYS OF YELLOW BELT TRAINING BEFORE REGISTERING FOR GREEN BELT

Goal- Trainees will be able to improve their processes with the help of Lean Event

methodology and Six Sigma- DMAIC or Toyota- A3 Problem Solving thinking.

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Yellow Belt overview


Goals and Objective

Goal- Train staff to improve their processes with the help of Lean Event methodology and Six Sigma- DMAIC or Toyota- A3 Problem Solving thinking.Duration- 2 DaysCourse Pre-work – Trainees bring a small to medium size Process and Problem to the trainingTraining overview-• Lego Simulation (Round 1 and 2)• Introduction to Lean • Lean Management and Philosophies• Basic Statistics (Measure of Central Tendency)• Lean or Kaizen Event Methodology applied on Trainee’s Processes 7 QC Tools Six Sigma (Define – Measure- Analyze- Improve- Control) or Toyota & Honda (A3

Thinking) Problem Solving applied on Trainees problems

Yellow Belt 1st day


1st half day (before lunch) 2nd half day (after lunch)

Introduction to Lean

• History of Lean

• KPIs and 3 P’s of Lean (Purpose, People and Process)

• Show Respect, Go See and Ask Why

• Simulation (Round 1)

About Lean

• Lean 8 Waste, VA, NVA, Inefficiencies, Muda, Mura Muri

• Two Lean 8 Waste Exercises.

1. Trainees watch video and finds 8 Waste and

2.Trainees list all the 8 waste that they see in work)

• Lean philosophy and principles

5 Principles of Lean

House of Toyota

JUST IN TIME- Lead Time, Takt Time, Cycle Time, FIFO, 1 Piece Flow,

Push Vs. Pull, Work Cell, Load Balancing and Level Scheduling

STANDARDIZATION- Visual Management, 5 S, Point of Use and Skills

Development

JIDOKA- Quality Control Vs. Quality Assurance Poka Yoke and Andon

• Process Mapping Tools - SIPOC, Swim Lane, Process Walk Template and

Value Stream Map

• Applying Lean Philosophies and Principles in Simulation (Round 2)

• Measures of Central Tendency – Min, Max, Range, Mean, Median, Mode and

80th Percentile

• Toyota’s 14 Management Principles

Lean or Kaizen Event Methodology

Background and basics of process improvement

Share one case study from Service sector

Trainees bring their processes and apply lessons

learned into their own processes

Teach Lean Event methodology (6 step process)-

1. Choose a process- Team Charter (Voice of

Customer, Objective, Milestones, Team formation and

more)

2. Data collection, Process Walks and creating Current

State Value Stream Map,

3. Lean or Kaizen events (1 to 3 days)

Review Charter and Objectives or KPIs,

Agree on Current State Map,

Finding Inefficiencies,

Clustering Inefficiencies & finding top priority

Themes,

Root Cause Analysis,

Creating Action Plan,

Work Breakdown Structure,

Drawing Future State Map,

Target Setting,

Report Out to Senior Leadership



2nd half day (before lunch) 2nd half day (after lunch)

Lean or Kaizen Event Methodology

4. Complete Action Items

5. Regular update meetings and monitor action

plan and KPIs

6. Check benefits, Control and Close out Project

• Share Lean Event report out template

7 QC Tools

Histogram, Scatter Diagram, Fishbone, Bar

Chart / Run Chart / Control , Pareto Analysis,

Check Sheet, Process Mapping

A3 Problem Solving methodology

Provide Introduction to Root Cause Analysis

Simple Root Cause Analysis by using simple tools like “5Why” and “5W 2H”

Share Honda’s , 11 steps “A3 Problem Solving” methodology for complex

problems

Share case study from Service sector

Trainees bring their problem and apply Problem solving in their own setting

Compare Honda’s A3 Problem solving with Six Sigma D-M-A-I-C approach

and Ford 8D

DEFINE – Team Charter that includes Problem Statement

(Specification or Target Vs. Actual), Team Formation, Project Charter

and Background of the problem

MEASURE - Understanding the Current state, Data Collection and

Temporary Solution

ANALYZE – Root Cause Analysis, Fishbone Diagram, Finding

probable root causes and Testing or Trials to find the right root cause

IMPROVE- Solutions, SMART Action Plan with WBS

CONTROL – Monitor, Check Effectiveness , Statistical Process

Control, Sustainment and Standardization

Share Problem Solving report out template

Yellow Belt 2nd day



Lean Green Belt (+3 Days)1. Organization’s

Culture &

Leadership Skills

4. Process Improvement

3. Problem Solving

2. Daily Management

towards a Purpose

Lean Philosophy, Principles &

Tools

Goal - Trainees will be able to embed Lean culture in their respective organization,

create a robust Communication Structure and will be able to coach staff on daily

problem solving and process improvements. They will also be able to lead complex

problem solving and large Lean or Kaizen events.

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Goals and Objective Goal - Trainees will be able to embed Lean culture in the organization , create a robust Communication Structure and will be able to coach staff daily on leading complex problem solving and large Lean or Kaizen events.Duration- 2 Days Yellow + 3 days Course Pre-work – Complete pre-work, choose a complex problem or a large process.Training overview-Lean Six Sigma Yellow Belt +• 3 Complex Lego Simulations • Creating a culture where people feel valued• Hoshin Kanri or Strategic Alignment• Daily Management towards a Purpose• Embedding culture of Lean Six Sigma and how to engage staff• Other Green Belt skills• Theory of Constraint• Measure of Dispersion• Define Stage • Data, type and Measure Stage • Analyze Stage• Complex Lean Tools and Improve Stage• Control Stage• Report Out presentation template and share Lean Six Sigma Tools library• Benefit calculation for Lean Six Sigma projects and benefits across organization


Green Belt overview


Day 3 (Lego Simulation 1)

Organization Culture

• SWOT Analysis

• Culture and Continuous Improvement

• Recipes of a Great Culture

Hoshin Kanri or Strategic Alignment

• Overview of 9 Steps of Strategy Deployment to align organizational purpose to daily work

Daily Management

• Huddle Meetings and Boards around Business and Process Key Performance Indicators

• Leader Standard Work

Embedding culture of Lean Six Sigma

• Embedding Lean Six Sigma GANTT Chart for complete organization

• Roles and responsibilities of Lean Six Sigma Belts

• Lean Planning Sheet for a department

• Project Selection, Prioritization and Impact Effort Analysis

• How staff are engaged in Lean Six Sigma organizations

Six Sigma & Statistics Basic

• Measure of Dispersion, Histogram, Normal Distribution, Variance, Standard Deviation, Process Capability (CP and Cpk),

• Six Sigma, Sigma levels, DPU, DPM, DPO and DPMO

• Types of Variation (Common or Special)

Green Belt Day 3 Agenda



Green Belt Skills

• Project management basics

• Change management basics

• Management tools and types

• Group facilitation skills and types

• Lean Leadership Attributes

Define stage

• Complex Project Charter and GANTT Chart

• Voice of Customer- Kano Model

• Critical to Quality , Cost and Delivery

• Customer Surveys and Types

• Benchmarking

Data

• Type of data and sampling

• Time and Motion Study

• Capacity Study

Measure stage

• Data collection plan

• y=f(x), y= Output, x=Inputs and SIPOC

• Finding sources of variation in SIPOC,

• Create Complex Value Stream Map by hand

• Measurement Systems Analysis and Gauge R&R

Analyze stage

• Analyze Complex data, Large data base analysis in Microsoft Excel (Reports and Pivots)

• Create a detailed Fish Bone Diagram by using x’s from y=f(x), Process Walks and Team Brainstorming

• Creating detailed Test Plans to Analyze all available probable root causes




Complex Lean Tools and Philosophies

• SMED or Quick Change Over

• Kan Ban, Heijunka

• Overall Equipment Effectiveness

• TPM

• Layout Improvement

• JUST IN TIME Exercise

Improve stage

• SMART Action Plan and WBS

• FMEA (Failure Mode Effects and Analysis)

• Mistake Proofing

Control Stage

• Control Plan

• Statistical Process Control and Control Charts

• Standardization - Standard Operating Procedures

• Visual Management- Monitoring graphs and Kan Ban Boards

• Skills Development Plan

Report Out and Close Out

• Benefits-Financial, Tangible and Non tangible

• Report Out Templates for a Problem and Process

• Share Lean Six Sigma tools folder


Our trainees came from:


MANUFACTURING SERVICE

PUBLIC SERVICE HEALTHCARE

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Pictures from our events


Open Training Coaching on Lean Event Public speaking

Organizational Training Coaching at client side Group FacilitationPublic Service

Public Service

Team Building- Service

OACETT chapter dinner PMI Open Lean Six Sigma

Yellow Belt Training

1 piece flow - Manufacturing

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About CJ (Lean Six Sigma Coach)


• Passionate, Results-Driven Professional and Public Speaker

• PMP, Black Belt, Change Agent and Mechanical Engineer• 24 Years of Lean six sigma , Change Management &

project management experience • Trained 6300 professionals, coached more than 160

Improvement project teams , from 50 organizations, across all sectors

• Coached 50 leadership teams• Industries served – Automotive (OEM- Daewoo &

Honda), Auto Parts Manufacturing, Service, Healthcare & Public service

• He can be contacted at [email protected] or call him at 416 571 8770

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mailto:[email protected]

Lean Six Sigma For All Sectors - pmiloc.starchapter.com · • Lean 8 Waste, VA, NVA,...

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