Reviewing, Measuring, & Maintaining the Effectiveness of your Six Sigma Deployment
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Transcript of Reviewing, Measuring, & Maintaining the Effectiveness of your Six Sigma Deployment
1Sun Chemical Confidential
Reviewing,Measuring, &Maintaining The Effectiveness of Your Six SigmaDeployment
Dr. Skip YocumDir. Business Process
Excellence
WCBF ConferenceFebruary 16-17, 2005
2Sun Chemical Confidential
SPACER• Safety- FMEA & Preventive Maintenance can stop accidents before they
happen. • Purpose- Share Sun Chemical’s Six Sigma Deployment, metrics and
tools used to reenergize.
• Agenda- – Sun Chemical, Who We Are– Six Sigma Deployment – Metrics, Tools and Reenergizing Six Sigma– Success and What Would Do Differently
• Code of Conduct- Presentation with Open Dialog. Ask Questions, but one at a time.
• Expectations- Leave room with understanding of Sun’s Deployment and Helpful Insight to Improve Your Deployment. Learn from other deployments.
• Roles-– Presenter – Skip Yocum Time Keeper – WCBF representative– Facilitator – WCBF representative Note Taker -- Participants
3Sun Chemical Confidential
Who is Sun Chemical?
• A leading provider of materials to packaging, publication, coatings, plastics, cosmetics, and other industrial markets
• Is the world's largest producer of printing inks and performance pigments
• Annual sales of more than $3 billion.
• 12,500 employees
• Over 300 sites around the world via Sun Chemical/DIC Group
• Products sold in almost every country
• Many joint ventures, with the largest being its $1.5 billion Kodak Polychrome Graphics joint venture with Eastman Kodak
4Sun Chemical Confidential
Markets Served
CoatingsEnergy curable (UV&EB)Flexo & gravure packaging Water, and solvent inks
Inkjet & screenSheetfed
Coldset offsetComputer to plate (KPG)Conventional plates (KPG)Energy curable (UV&EB)FlexographicLetterpressPrepress equipment (KPG)Publication gravureSheetfed offsetWeb offset heatset
• Corrugated containers• Flexible packaging• Folding carton• Label and tag• Multiwall bag• Towel & tissue
• Advertising inserts• Books• Catalogs• Directories• Magazines• Newspapers
Product Markets: Our Products:
More,…
Packaging
Publication
5Sun Chemical Confidential
Décor inksEnergy curable (UV&EB)Inkjet & tonersLetterpressSheetfedScreen inks
Analytical servicesColor measurement devicesColor managementEnvironmental consultingFlexographic platesGraphic design/ImagesettingIn-Plant facilitiesPressroom consumablesPrepress services Workflow management
• Automotive trim• Brochures• CDs/DVDs• Displays• Glass decoration• Signage
• Brand protection• Color standardization • Film processing• Global color standards• Pressroom maintenance• Regulatory compliance
More,…
Markets Served
Product Markets: Our Products:Commercial & Industrial
Supplies & Services
6Sun Chemical Confidential
Dispersions
Inkjet
Toner
Pigments
• Digital printing for home and office
• Direct marketing
• Home photography
• Personalization of consumer goods
Markets Served
Product Markets: Our Products:
More,…
Digital
7Sun Chemical Confidential
Aqueous dispersionsDry colorFlush colorPredisol dispersionsPresscake
• Automotive finishes
• Carpet & fibers
• Coatings
Architectural
Industrial
• Color for consumer & industrial uses
• Cosmetics
• Inks
• Plastics Automotive Wire & cable Packaging Industrial
Markets ServedProduct Markets: Our Products:Pigments & Dispersions
9Sun Chemical Confidential
Six Sigma Deployment Challenges
• Highly Decentralized Organization• Corporate Initiative History of “Program of the Month”• Successful Company with Great Firefighters• Fact Adverse and Command & Control Culture• 2002 Budget already Approved Without Six Sigma• Introduce Six Sigma in Local Languages
English French Spanish German
Italian Danish Swedish Finnish
Dutch Zulu Xhosa Sotho
RussianCzech
10Sun Chemical Confidential
Six Sigma Breakthrough Strategy
• Eight Actions Required to Sustain Six Sigma– Senior management commitment and support– Leadership training and alignment with Business Strategy and
their goals– Black Belts dedicated full time– Renewal every six to nine months– Strive for Entitlement and Set Stretch Goals– Share Best Practices– Benchmark the Best– Finance and Business Leaders report savings
The Process Must be Owned to be Sustained
11Sun Chemical Confidential
Six Sigma at Sun Chemical• 2000 Pilot in North American Inks• 2001 Six Sigma 1 of 4 Key Initiatives to take Sun
from Good to GREAT• 2002 Deploy Six Sigma
– DMAIC & Initiate DfSS
• 2003 Own Six Sigma– Visual Workplace & CIR
• 2004 Integrated– Fitness for Use
• 2005 “The Way We Work and Win”– Lean Sigma
Faith is the substance of things hoped for,
evidence of things not seen
12Sun Chemical Confidential
Sun Chemical’s 4 Key Initiatives are Our Road Map to Winning
Six Sigma
Safety Customer Value System
Productivity
People Development
Six Sigma Is Driving the Culture Change
13Sun Chemical Confidential
Transformation to Six Sigma Culture 2002 ------------ 2003 ---------- 2004 ---------------- 2005 End Silos Transformation New “One Sun”
Leadership byWalking Around
Acknowledge the Value of the Old while Reinforcing the Need for Change
“Elevator Speech”Working together using Six Sigma Roadmap, Want your involvement
Convert Constructive Criticism into Actioni.e., “Make it Better”Established RolesDon’t Accept Whining
Champions Must Lead Start Forming Teams Start New Role Definition
Deploy Strategic Communications Plan, Reach All Employees
CommunicateCommunicateCommunicate
Update & Deploy Strategic
Communications Plan
Six Sigma integrated into 2004 AOP & STIP Objectives
Demonstrate Going BackIs Not an OptionSix Sigma is Here to Stay
Executive Orientation
Champion Training
Belt Training
14Sun Chemical Confidential
CorporateSkipYocum
SIE
Coates
Six Sigma Distributed Approach-2002
NAI
US Ink
K&MHR
Corporate ExecutiveDavid Hill
Divisional Coordinators to Drive Local Ownership
Pigments
15Sun Chemical Confidential
Executive Orientation
Six Sigma Finance
Champions
Productivity & Six Sigma Foundation
Six Sigma Team Leadership Skills
Six Sigma 2002 Deployment
Roadmap, Tools & Skills to Take Us to GREAT!
Six Sigma and DfSS
White Belt TrainingDfSSGreen & Black
Belt Training
16Sun Chemical Confidential
Six Sigma
Tools
50%
We
realized the
need to prepare
Belts……..
How to
Inspire, Motivate
And Lead
Teams
50%
Six Sigma Team Leadership & Facilitation Gives the Skills to Drive Change
17Sun Chemical Confidential
2002 Six Sigma In Review
• Form• Storm• Norm• Perform
Six Sigma Foundation In Place
•264 Executive One Day
•48 Six Sigma Finance
•175 Champions
•35 Blackbelts
•100 Greenbelts
•26 DfSS Belts
•1500 + Employees Receive 4 Hour Intro
•$avings to Bottom Line
•$avings Identified for future projects
Metrics focused on Involvement and Establishing Financials
18Sun Chemical Confidential
Owning Six Sigma in 2003Actions• Deliver Targeted Savings• Identify/Train Master Blackbelts• Train 75 Blackbelts and 200 Greenbelts, DfSS in Europe• Reenergize with Visual Workplace & CIR Deployment• Develop Metric Maps for All Major Processes• Every Employee Minimum 4 hours Six Sigma Training
Results• Delivered 65% of Targeted Savings• Common Language and Foundation for Productivity• 9 Master Black Belts, 60 Black Belts, 289 Green Belts and 34 DfSS
Black Belts• Deployed Visual Workplace & CIRs• Continued Communications and Celebrations
Together, We Will Live Six Sigma At All Levels
Metrics transitioned to financial and execution
19Sun Chemical Confidential
Six Sigma 101
Y = $ Million Benefits = f ( x , ,..., xk )
x = Number of Belts
x2 = Number of Projects
x3 = $ savings/project
x4 = % Belt is Committed to Projects
x5 = Time to complete project
Now Working on the x’s to Improve Execution
20Sun Chemical Confidential
“As Is” Process MapProcess Map-Proc Selection.igx
CLT/SBU Leaders
Corp. Coordinator
(Skip Yocum)
Div. Coordinator
Champion
Belt
Finance
Set Training Dates
Send Request to
Coordinator for
belts/projects
Communicated atCoordinator's meetings
and email reminders
Send request for
belts/projects to
SBU's - Middle
Management
Done via email, phone
and other methods....
C&E Matrix for belt selection is
available, but
rarely used at
GB Level.
Belt names are
submitted
Belt
names/projects are
submitted
Belt names are submitted
Belt names/projects are
submitted
Review potential
belt candidates and
Select final
candidates
Project idea is
submitted
Belt/Project idea is
submitted
Belts/Projects are put together
Writes charterfor belt/project
Project ideas are usually submitted informally....
Announcement
sent out for training
Final selection submitted to
Skipper
Belts go to training
Write charter
Tools Provided:
1. Training program including charter
writing
2. Div. Coor assistance
3. Belt assistance
Belts sent home to
work on projects
Belt and Champion
meet to discuss
project
Charter reviewed
and editted
Finalize team
membersHold first meeting
Start Measure
phase
Discuss realistic
schedule
Receive revised charter
Receive revised
charter
Requested by
2nd week of belt
training
Formal
Presentation at 2nd
week of traning for
update
Participate in
formal
presentations
Informally develop
project metrics
50% Charter receivedwithout metrics (baselines)
or initial estimate of financial
savings
Review
Metric/Financ
ials
50% of Chartersnot received before
trainingReview and Verify
with Champion
Send request for
information
Yes
50% Charter received
without metrics (baselines)
or initial estimate of financial savings
Send request for
information
Review Potential
Savings and
Validate
10% Charters submitted
for financial validation
Resolve between
Champion/Coordinator and
Finance
Project "Killed"
Verify/create baseline metric
calculations
No
Receive Project
Charters
NoYes
No
Yes
Project Identification Process Map
21Sun Chemical Confidential
Visual Workplace
• Drive Awareness on 4-Key Initiatives to all employees
• Implemented at 20 Sites in NAI, SIE, SCLA and Colors
• Phase 2, All Sites and Into the Workplace
22Sun Chemical Confidential
Continuous Improvement Reviews
•A process that helps teams improve
their performance by learning from
their own work
•Developed by the U.S. Military and adapted for use by businesses, government agencies, and non-profit organizations.
23Sun Chemical Confidential
Three Key Questions1. What Happened?
a. What was supposed to happen?b. What actually did happen?
2. Why Did It Happen?a. What are the root causes for these
results?3. What Should We Do About It?
a. What actions should we take to sustain what’s working and fix what isn’t?
b. What did we learn?
24Sun Chemical Confidential
Implementing C.I.R.• Sun Chemical University offered quarterly
training.
• All Safety personnel trained and key sites.
• Video and Training Guide in English.
• CIR training reported monthly as key indicator on Six Sigma metrics.
• Senior Leadership team used after key meetings for improvement
Coordinated with Six Sigma, Not Separate Deployment
25Sun Chemical Confidential
Building on Our SuccessGoals for ‘04• Deliver Targeted Benefits• All Master Black Belts and Black Belts Certified• Six Sigma Owned by Business Unit Leader/MBB• Transition from Tops Down to Bottoms Up• Deploy Product Quality and Fitness for Use• Integrate Lean Tools into Six Sigma Results for ’04• Achieved Planned Benefits• Master Black Belts & 85% Black Belts Certified• Six Sigma Goals built into Business Unit Plan• MBBs Aligned with Business Unit Leaders• Deployed Product Quality & Fitness for Use• Lean Sigma Piloted and Rollout in 2005
Maximizing our Six Sigma Investment
26Sun Chemical Confidential
Fitness for Use Roadmap
• Understand Customer’s Requirements• Determine Fitness for Use• Comparative Analysis• COPQ Measured• Make Improvements• Coordination with Six Sigma Projects• Lead Supplier Improvement
A Process for Understanding &
Meeting Customer Requirements
28Sun Chemical Confidential
Lean Six Sigma Means Continuous Improvement...
Relentless, Never-Ending, Reduction of Variations, and Elimination of Waste, with:
Total Customer Satisfaction Total Commitment to Quality, and Total Employee Involvement
Speed and Execution
29Sun Chemical Confidential
Six Sigma is to reduce variations
Lean is to eliminate wastes
Six Sigma is to reduce variations
Lean is to eliminate wastes
Variations Generate Wastes
Design & Product VariationsProcess VariationsOperator VariationsMachine Variations
Supplier Variations
Demand Variations
Schedule VariationsGENERATE
The 7 Wastes
Defects
Over production
Transportation
Waiting
Inventory
Motion
Processing excessively
6 & Lean = accelerated savings
6 & Lean = accelerated savings
30Sun Chemical Confidential
Flow5SBalanced WorkPull / KanbanSetup ReductionVisual Management
DefectsVariation ReductionMeasurement SystemsExperiments / DOEControl Plans / SPCProcess Capability
Lean Six SigmaTeams / TrainingProblem SolvingProcess MappingStandard WorkQuality at SourceMistake Proofing
Shared Foundation
Shared Tools & Methods Provide Foundation
31Sun Chemical Confidential
Synergy of 2 Continuous Improvement Methodologies
• Lean Tools Incorporated into Belt Training• All Black Belts Trained on Lean• Lean Training as Centerpiece in Champion
Refresher• Green Belts selected to for one week Lean training• Lean Projects incorporated into Management
Deliverables• Value Stream all large Sites in 2005
Must be seen as One
32Sun Chemical Confidential
What I Would Do Different
• Have Champions Accountable for Results• Have Champions Engaged with Project Reviews• Increase Senior Management Reviews• HR Establish Rewards/Recognition Before Deployment• HR Involved in Selecting Blackbelts• Implement Project Tracking System• Have SBTI Leadership Follow-up with Sun Senior
Management• Hire MBBs at Deployment Start to Mentor Belts• No Part Time Blackbelts
33Sun Chemical Confidential
What Sun Did Well• Established Leadership Steering Committee• Cross Divisional Belts to Break Down Barriers• Six Sigma Team Leadership & Facilitation• Global “Best Practice” Sharing with Workshops
– Waste Minimization
– Inventory Management
– Lean Tools
– Strategic Mapping
• Introduced Six Sigma in Local Languages• Greenbelt Training in Local Languages• Newsletter Translated into Major Languages• Global Leadership Six Sigma Showcase• Americas Blackbelt Conference• Product Quality & Fitness for Use
Successful Corporate Initiative
34Sun Chemical Confidential
What It Takes to Succeed
• Total commitment and support from the top of the organization
• Everyone on the same team• Assignment of the best people• Well chosen projects• Renewal every 6 to 9 months• The “Will to Win”• Recognition and celebration of success
Sun has the People, the Market Position and the Drive to be the Leader
35Sun Chemical Confidential
$0
$10
$20
$30
$40
$50
$60
$70
2002 2003 2004 2005 2006
Six Sigma Roadmap & Deliverables
DEPLOYED
OWN
WAY WE WORK
INTEGRATED
TRANSFORMED
LEAN SIGMA
DfSSVisual WorkplaceCIRs
Product Quality & Fitness for Use
$
Ben
efit
s
Maximizing our Six Sigma Investment
36Sun Chemical Confidential
17
53
30
(155)4
00
(70)
35
95 (60)
137 (42)
10
03
38
(289)4
83
(94)
25
70
(45)
95
(25
)0
100
200
300
400
500
Champions Blackbelts Greenbelts Workforce %
2002 2003 2004
Training Summary
8 Master Blackbelts
37Sun Chemical Confidential
Sun Chemical Outperformed GE!
Passion To Be The Best
0.0
0.5
1.0
1.5
2.0
Six
Sig
ma
Mar
gin
Po
ints
GE Sun
1 2 3
Year
39Sun Chemical Confidential
A CIR Meeting was called to discuss Low Feed Water Shutdown Present: Dennis Grunenwald, Don Geist, and Charles Tincher
Reviewed “SPACER” What happened?The boilers went down due to low feed water.
Why did it happen?The reason is that the RO filters had a high DP reducing flow and thus the shutdown on low feed water to the boilers. After investigation it was found that before the filters reach 15-PSI DP the RO system filters need changed to prevent the low flow of feed water.
What should we do about it?Add in the PM program the activity of inspecting the DP across the filters and replacement intervals for filters (DWG 5/1). Replace the two 0 to 100 PSI gauges with a DP transmitter or DP gauge (DKG 5/1). Investigate the possibility of automatically switching to soft water if the filters plug (CHT 5/1). Major finds:RO system has two pressure gauges with poor resolution No PM for the filters in the maintenance management system.
MMEMORANDUMAAugust 19, 2003TTo: Allen Shearer, Craig Stucky, and Andy Nuttal From: Charles H. Tincher Subject: CIR on Low Feed Water Shutdown