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7/21/2019 Lean SIx Sigma Day 1
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Driving Excellence through LEANSix Sigma
Author:
Sanjib Ghosal
Gaurav Bhosle
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Programme for the training on Lean Six Sigma
(Yellow belt)
Introduction to the Lean history Lean Principles Definition of Lean initiative Seven Deadly wastes or MUDA Fundamental lean Tools and its power
VSM (value stream mapping Takt time and load leveling 5S Methodology
Visual Control Jidoka ( First Time Right ) Poka-yoke (Mistake proofing) Kaizen and its life cycle
DMAIC life-cycle overview Customer Value VOC and VOB
Basic Statistical Tools and its Utility How 6 Sigma and Lean interface Real Life Project Examination
DAY 2
DAY 1
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Agenda for Day 1- training on Lean Six Sigma (Yellow
belt)
Time Topics to be covered
10- 11 AM Capture expectations
Introduction to Course objectives and scope
Introduction to the Lean history
Lean Principles
Definition of Lean initiative
Exercise on Value identification
11 AM-11.15 AM Tea Break
11.15 AM - 1.00 PM Seven Deadly wastes or MUDA
Exercise on Seven Deadly wastes or MUDA identification
Fundamental lean Tools and its power
VSM (value stream mappingTakt time and load leveling5S Methodology
Visual Control
Jidoka ( First Time Right )
Poka-yoke (Mistake proofing)
Kaizen and its life cycle
1.oo PM- 2 .00 PM Lunch Break
2.00 PM- 4.30 PM Recap of LeanVideos on Lean Six Sigma
Customer Value VOC and VOB
Overview on Six Sigma
Detailed DMAIC approach
4.00 PM- 4.30 PM Tea Break
4.305.00 PM Integrated model of Lean Six Sigma
5.00 PM- 6 .00 PM Question and answer
Case studiesBs & Cs
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Agenda for Day 2- training on Lean Six Sigma (Yellow
belt)
Time Topics to be covered
10- 10.30 AM Recap of Day 1
Basic six sigma Tools and its Utility
11 AM - 11.15 AM Teak Break
11.15 AM- 1.00 PM Continue Basic six sigma Tools and its Utility
1.00 PM- 2.00 PM Lunch Break
1.30 PM- 2.30 PM Exercise and practice of six sigma tools
2.30 PM3.30 PM How 6 Sigma and Lean interface
3.30 PM4.30 PM Real Life Project
4.30 PM- 4.45 PM Tea Break
4.45 PM- 5.15 PM Examination
5.15 PM- 6.00 PM Wrap up, Bs&Cs
Question and answer
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Introduction
Introduction of the Trainer
Introduction of Trainees:
Name
Process
Problem Statement
Expectation
Little known fact
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Program Objective
Help people do their job more efficiently and effectively
Drive continuous improvement efforts across the organization bygetting everyone involved and thinking proactively about what to
improve.
Strengthen employee skills in leading process improvement teamsand apply quality tools
Foster an environment for people to discover ideas for change andimplement those ideas.
Reward & Recognition for contribution towards improvement
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Why we talk about Continual Improvements?
Continuous rise in Customer Expectations - Quality, Delivery and Cost
Global CompetitionOutsourcing Business and Chinese Threats
Rising cost of production/ services
Proven technique for quantum jump in business results
Requirements of Quality Models (ISO, CMMI, ITILv3 Service Lifecycle,
etc.)
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Continuous Improvement : its said Rome was not build in a
day and so do the vehicles and the computers we use
Continuous
improve
ment
Rome
BMW
Ipad 4
http://www.google.com/imgres?imgurl=http://www.globalnerdy.com/wordpress/wp-content/uploads/2009/05/80s-computers.jpg&imgrefurl=http://www.globalnerdy.com/2009/05/25/mental-models-mantras-and-my-mission/&usg=__nx_-W7HEKrqgOjex67JyBrsRYAo=&h=508&w=508&sz=73&hl=en&start=7&zoom=1&tbnid=MhK5G1gTuiloMM:&tbnh=131&tbnw=131&ei=fe3iT8_3M8Sv0QWbo93HAw&prev=/search?q=computer+in+the+60%27s&um=1&hl=en&rlz=1R2ADSA_enIN457&biw=1229&bih=624&tbm=isch&um=1&itbs=1http://www.google.com/imgres?imgurl=http://www.wired.com/images_blogs/autopia/2009/08/bmw_concept.jpg&imgrefurl=http://www.wired.com/autopia/2009/08/bmw-concept/&usg=__--JOWFujkeZh6eBkfjoUiC2aXFM=&h=477&w=670&sz=50&hl=en&start=12&zoom=1&tbnid=EWboF800ZoBTxM:&tbnh=98&tbnw=138&ei=Qu3iT8BD09jRBaLVpaUD&prev=/search?q=bmw&um=1&hl=en&rlz=1R2ADSA_enIN457&biw=1229&bih=624&tbm=isch&um=1&itbs=1http://www.google.com/imgres?imgurl=http://www.naraaca.org/pics/31chrysler_edged.gif&imgrefurl=http://www.naraaca.org/&usg=__0BernG1kJo3ktiYAmo_4q9Ztw0g=&h=276&w=399&sz=41&hl=en&start=4&zoom=1&tbnid=bCyjV6s1PFNZHM:&tbnh=86&tbnw=124&ei=Le3iT67bKOml0QWxgPmmCQ&prev=/search?q=antique+vehicle&um=1&hl=en&sa=X&rlz=1R2ADSA_enIN457&biw=1229&bih=624&tbm=isch&um=1&itbs=1http://www.google.com/imgres?imgurl=http://moblog.net/media/w/e/n/wendle/the-barren-land.jpg&imgrefurl=http://moblog.net/next/905339/&usg=__kYtJ0Gnppzo1LKPgS_bxyapi1tw=&h=344&w=516&sz=49&hl=en&start=14&zoom=1&tbnid=LIRVLhge4CeAkM:&tbnh=87&tbnw=131&ei=NeziT6DQOKSd0QW6kOCRAw&prev=/search?q=barren+land&um=1&hl=en&sa=N&rlz=1R2ADSA_enIN457&biw=1229&bih=624&tbm=isch&um=1&itbs=17/21/2019 Lean SIx Sigma Day 1
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"Quality is fitness for use."
J.M.Juran
"Quality consists of the capacity
to satisfy wants."(C.D. Edwards,
"The Meaning of Quality", in Quality
Progress Oct.1968)
"Quality is the degree towhich a specific product
conforms to a design or
specification
H.L. Gilmore:
Quality [means] conformance
to requirements."
P.B. Crosby
What is Quali ty?
http://www.google.co.in/imgres?imgurl=http://garysweetman.com/web%20images/CD-Edwards,%20Michael%20%20Casual%20Proscenium.jpg&imgrefurl=http://garysweetman.com/cd_covers.htm&usg=__ZDFKWnbqkgCLLFxsDTck0lR3IVM=&h=720&w=480&sz=206&hl=en&start=1&sig2=uzou5puHbsNPAEf0LFsenA&zoom=1&tbnid=ksuDTS6v3nbgXM:&tbnh=140&tbnw=93&ei=sIXpTt_HEcnIrQeanuDHBw&prev=/search?q=C.D.+Edwards&hl=en&sa=X&biw=1280&bih=598&tbm=isch&itbs=1http://www.google.co.in/imgres?imgurl=http://www.vectorstudy.com/management_gurus/img/philipcrosby.jpg&imgrefurl=http://www.vectorstudy.com/management_gurus/philip_crosby.htm&usg=__ynF38RS09tP_bk331GqBO_8khKI=&h=396&w=312&sz=20&hl=en&start=4&sig2=VxBvaQf6UzVhUMDABuxGhA&zoom=1&tbnid=SDl_BbWL9SZ2kM:&tbnh=124&tbnw=98&ei=7IXpTvLbDYynrAfMo52xBw&prev=/search?q=P.B.+Crosby&hl=en&sa=X&biw=1280&bih=598&tbm=isch&itbs=1http://www.google.co.in/imgres?imgurl=http://garysweetman.com/web%20images/CD-Edwards,%20Michael%20%20Casual%20Proscenium.jpg&imgrefurl=http://garysweetman.com/cd_covers.htm&usg=__ZDFKWnbqkgCLLFxsDTck0lR3IVM=&h=720&w=480&sz=206&hl=en&start=1&sig2=uzou5puHbsNPAEf0LFsenA&zoom=1&tbnid=ksuDTS6v3nbgXM:&tbnh=140&tbnw=93&ei=sIXpTt_HEcnIrQeanuDHBw&prev=/search?q=C.D.+Edwards&hl=en&sa=X&biw=1280&bih=598&tbm=isch&itbs=1http://www.google.co.in/imgres?imgurl=http://fpc.dos.state.fl.us/reference/rc21657.jpg&imgrefurl=http://www.floridamemory.com/items/show/42683&usg=__Ub3rcMw6gHHuzILViY0QTPOcjAo=&h=942&w=600&sz=35&hl=en&start=1&sig2=O0oOXfwYy1iWXTirf8uuTA&zoom=1&tbnid=9fxsrUR4PZjhsM:&tbnh=148&tbnw=94&ei=FoXpTqeFIobMrQfE4PWzBw&prev=/search?q=H.L.+Gilmore&hl=en&sa=X&biw=1280&bih=598&tbm=isch&prmd=imvns&itbs=17/21/2019 Lean SIx Sigma Day 1
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What is Quali ty in dif ferent sectors ?
fast delivery, correct delivery, costcontainment
Courier Services
On-time resolution, easy of accessCustomer care center
Good product, fast delivery, goodenvironmentFood Services
Clearer, faster, cheaper serviceCommunications
Properly made, defect-free, costeffectiveConsumer Products
Correct diagnosis, minimum waittime, lower cost, security
Health Care
On-time, comfortable, low-costserviceAirlines
ExamplesArea
http://www.google.co.in/imgres?imgurl=http://stutaylor.com/wp-content/uploads/2010/05/jack-welch.gif&imgrefurl=http://stutaylor.com/jack-welchs-reaction-after-an-interview-with-stu-taylor.htm&h=255&w=300&sz=31&tbnid=wTNuZZKMF_crLM:&tbnh=100&tbnw=118&zoom=1&docid=5J9SjkISC0z-TM&hl=en&sa=X&ei=M15xT5mrI4jLrQeH5PnlDQ&ved=0CGcQ9QEwBwhttp://www.google.co.in/imgres?imgurl=http://stutaylor.com/wp-content/uploads/2010/05/jack-welch.gif&imgrefurl=http://stutaylor.com/jack-welchs-reaction-after-an-interview-with-stu-taylor.htm&h=255&w=300&sz=31&tbnid=wTNuZZKMF_crLM:&tbnh=100&tbnw=118&zoom=1&docid=5J9SjkISC0z-TM&hl=en&sa=X&ei=M15xT5mrI4jLrQeH5PnlDQ&ved=0CGcQ9QEwBwhttp://www.google.co.in/imgres?imgurl=http://stutaylor.com/wp-content/uploads/2010/05/jack-welch.gif&imgrefurl=http://stutaylor.com/jack-welchs-reaction-after-an-interview-with-stu-taylor.htm&h=255&w=300&sz=31&tbnid=wTNuZZKMF_crLM:&tbnh=100&tbnw=118&zoom=1&docid=5J9SjkISC0z-TM&hl=en&sa=X&ei=M15xT5mrI4jLrQeH5PnlDQ&ved=0CGcQ9QEwBw7/21/2019 Lean SIx Sigma Day 1
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Dr. Mikel Harry has been widely
recognized as the principal architect of
Six Sigma and the worlds
leading authority within this
field. He founded Motorola's
Six Sigma Research Institute
Taiichi Ohno, considered to be the father
of the Toyota Production System, which
became Lean Manufacturingin the U.S.
Bill Smith (VP in Motorola) widely
known as Father of Six Sigma
gave solution to reduce
defects from 30,000 ppm
to 3 ppm (in 8 years ) at
Motorola
Lean Six Sigm a- Quality Gurus
Jack Welch, Chairman and CEO of
General Electric Implemented
six sigma in GE andbecame the global
promoter of Six Sigma
http://www.aeispeakers.com/speakerbio.php?SpeakerID=1403http://www.google.co.in/imgres?imgurl=http://totalqualitymanagement.files.wordpress.com/2008/11/taiichi-ohno.jpg&imgrefurl=http://totalqualitymanagement.wordpress.com/2008/10/28/lean-production-system/&usg=__mgHLE1ohMzgcYdDHUPqifbal95Q=&h=345&w=315&sz=17&hl=en&start=4&sig2=rMPq49qjRzFildc3X1lg3g&zoom=1&tbnid=lvh2glBAKbiYgM:&tbnh=120&tbnw=110&ei=0WBxT_ClAoLtrQfgvpjhDQ&um=1&itbs=1http://www.google.co.in/imgres?imgurl=http://stutaylor.com/wp-content/uploads/2010/05/jack-welch.gif&imgrefurl=http://stutaylor.com/jack-welchs-reaction-after-an-interview-with-stu-taylor.htm&h=255&w=300&sz=31&tbnid=wTNuZZKMF_crLM:&tbnh=100&tbnw=118&zoom=1&docid=5J9SjkISC0z-TM&hl=en&sa=X&ei=M15xT5mrI4jLrQeH5PnlDQ&ved=0CGcQ9QEwBwhttp://www.google.co.in/imgres?imgurl=http://stutaylor.com/wp-content/uploads/2010/05/jack-welch.gif&imgrefurl=http://stutaylor.com/jack-welchs-reaction-after-an-interview-with-stu-taylor.htm&h=255&w=300&sz=31&tbnid=wTNuZZKMF_crLM:&tbnh=100&tbnw=118&zoom=1&docid=5J9SjkISC0z-TM&hl=en&sa=X&ei=M15xT5mrI4jLrQeH5PnlDQ&ved=0CGcQ9QEwBwhttp://www.google.co.in/imgres?imgurl=http://stutaylor.com/wp-content/uploads/2010/05/jack-welch.gif&imgrefurl=http://stutaylor.com/jack-welchs-reaction-after-an-interview-with-stu-taylor.htm&h=255&w=300&sz=31&tbnid=wTNuZZKMF_crLM:&tbnh=100&tbnw=118&zoom=1&docid=5J9SjkISC0z-TM&hl=en&sa=X&ei=M15xT5mrI4jLrQeH5PnlDQ&ved=0CGcQ9QEwBwhttp://www.google.co.in/imgres?imgurl=http://stutaylor.com/wp-content/uploads/2010/05/jack-welch.gif&imgrefurl=http://stutaylor.com/jack-welchs-reaction-after-an-interview-with-stu-taylor.htm&h=255&w=300&sz=31&tbnid=wTNuZZKMF_crLM:&tbnh=100&tbnw=118&zoom=1&docid=5J9SjkISC0z-TM&hl=en&sa=X&ei=M15xT5mrI4jLrQeH5PnlDQ&ved=0CGcQ9QEwBwhttp://www.google.co.in/imgres?imgurl=http://www.isixsigma.com/wp-content/uploads/images/stories/migrated/graphics/clip_BillS.jpg&imgrefurl=http://www.isixsigma.com/community/awards-and-standards/isixsigmas-inaugural-hall-fame-inductee-bill-smith/&usg=__fpjN6PiuhM95rGiFElGcQaTPn6g=&h=270&w=189&sz=6&hl=en&start=1&sig2=YaXhxhIo6yIkW7V8tMovxQ&zoom=1&tbnid=hq71DHa08tr2zM:&tbnh=113&tbnw=79&ei=jl1xT6CgO8fprAfNze3tDQ&um=1&itbs=17/21/2019 Lean SIx Sigma Day 1
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In the different approaches for continues improvements have
emerged with the same end objective
During the day we would focus our attention on lean and six sigma.
Best Quality
Lowest cost
Shortestlead time
High Morale
Lean
Kaizen
Six Sigma
JIT
Quality Circle
Plan, Do, Study, Act (Deming Cycle)
Total Quality Management etc..
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Why LeanSix Sigma is important to the business
This approaches directly focuses on increasing customer satisfaction and build Loyalties
This approach is completely Data Driven Approach
There is no scope for judgmental decisions as every action is statistically proven
This approach helps in improvising existing product/ process and also in developing new
product/ process
This approach leads to get Best people on the job to perform process improvement
This approach helps to achieve Improvement in Business Growth/Market Share
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Origins of Lean
Lean Journey
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Definition and origins of lean
Post World War II Toyota had few resources compared to
the USA
Mass production could never be replicated as they couldnot buy or access the machinery, materials or the skilled
workforce
Ohno realised that they had to:
Produce in small batches
Produce good quality and when errors occur correct them andprevent them from reoccurring
Flow production
The term lean is a generalisation of the Toyota Production System methodologydeveloped by Taiichi Ohno
Definition
Origins
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LEAN Approach
LEAN journey strives to minimize waste and increase speed
Cost
Operational
Excellence
Customer
Satisfaction
Empowers
Team
Schedule / Effort Shrinkage
Productivity improvement
SLA improvement
Defects Reduction
Team Utilization
LEAN in Software
Minimum Cost of Prodn Highest rating
Customer Wow
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The 5 Original Lean Principles
1.Value is in the eyes of the customer
2.Identify the value streams and eliminate all waste
3.Involve and empower employees
4.Make the value flow at the pull of the customer
5.Continuously improve towards perfection
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Specify ValueLean Approach
Define customer value in terms of whole productstarting point of lean journey
Completing on time, Defect free and lesser cost
Servicing Quality food at nominal priceHotel
Issuing DD/check at customer requested timeBank
Delivering bug free services that meets SLASoftware service
Generating invoicing and billed to customer Finance
Exercise on Value identification: Come up with 5 value added proposals to improve
business
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Tea Break
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Lean thinking ?
The removal of muda!
Muda-Is a Japanese word for waste
Waste-any activity that absorbs resources
& creates no value!
Kaizen-continuous incremental improvement
Lean Structured waste management
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Types of Muda
Mistakes which require recertification
Production of items no one wants
Processing steps which really arent needed
Employee or goods movement/transport from one place
or another without any purpose
People in downstream activity waiting because upstream
activity has not delivered on time
Goods and services that dont meet the need of
customer
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SHIFT MINDSET
CURRENTTHINKING
REQUIRED
THINKING
WASTE NOT DEFINED
REACT TO LARGE EXAMPLES
REACTIVE IMPROVEMENT
WASTE IS "TANGIBLE
IDENTIFY MANY SMALL OPPORTUNITIES
-LEADS TO LARGE OVERALL CHAGE
CONTINUOUS IMPROVEMENT
WASTE
TYPESOF
WASTE
Correction
Processing
Motion
Waiting
Inventory
Transportation
Over-Production
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Categories of Waste in Software
Exercise on waste identification
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Three key elements of a successful Lean Transformation
program
Only by an approach that tackles all three areas will you be able to
change behaviours and make results sustainable
ProcessDo the right
work Only do what addsvalue in the eyes of the
customer
PeopleDo the work
right Ensure staff are
fully trained, motivated and
empowered
OrganizationManage
the right way Have the
right Organization structure
and performance measures
that help the teams to
understand their
achievements in terms of
what the customer wants
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Lean breaks down barriers and leads to effective end-to-end
team working
Department 4
Department 1
Department 2
Department 3
Current Scenario
Department 4
Department 1
Department 2
Departments 3
Future Scenario
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Kaizen Thinking
Waste Productivity
Staffing Productivity
Do MORE with LESS
WASTE
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Steps for continuous improvement
Document the Current Process. We need to
understand how processes are performedtoday
Those elements of a process that do not
increase the value of a product, but only
increase cost
Revisit the scope of the project and ensure it
captures the flow of the product/process and
can be completed within the Kaizen event
To ensure proper direction and counter
measure are the proper lean solution
Ask team members, build coalition and just Do
it
Document Reality
Identify waste
Plan counter measure
Reality check
Make changes
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Steps for continuous improvement
Results Achieved?
If not, go back and make additional changes Re-verify with additional observations
Take action that is needed to complete verificationwithin the event time frame
Did the waste get eliminated?
Will the improvements contribute to the annual Goals
Establish visual controls to insure progress is maintained
Make controls visible and understandable to the casualobserver
Visibly post open actions and leave them up until theyhave been completed
The facilitator is responsible to help establish control
Establish a visual display board in each area
The results must be repeatable and sustainable
Verify Changes
Measure Result
Make this the Standard
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Value Stream Mapping
Collect information from Go See process
Start at the customer and work backwards
Prepare Current stream mapping using symbols
Make a list of Lightening Bolts of potential improvements
Create Future State mapping by identifying Non value added processes (FSVSM)
Implementation by streamlining processes
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Value Stream Mapping - Applications
Value stream mapping is generally done for each of these processes;
Software Execution processes:
TS : Concept thru design and implementation to release in new development
OS services: Bug reproduction, analysis to bug fixing, testing and build in defect fix cycle
Testing: Developing test plans and testing the product to releasing the final product in case of
validation
Information Management Processes:
Project Management : Allocation of work, monitoring of progress, updating stake holders on the
progress, issues and risks till releasing the final product to Customer or validation group
Physical transformation Processes
Recruitment, training them and allocating them to the projects as per requirement
Organizational level Processes
Finance, Invoicing and MIS reporting etc
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Value Stream MappingExample (before Lean)
Customer sent
Bugfix to FO
team
Process Cycle Efficiency = 135/340 = 40%
Request
AssignmentImplementation
Regression
Testing
Release and
acceptanceClose Defect
CT=90 VT=45 CT=140 VT=40 CT=55 VT=20 CT=55 VT=30
Ticket has been
logged in tool
Offshore PM picks up ticket
from tool and assign to analyst
Analyst sent fo PM
for clarification
PM sent fo FO team
for clarification
FO team sent details
after clarifying with client
CT=10 VT=10 CT=10 VT=5CT=20 VT=20 CT=30 VT=5 CT=20 VT=5
Analysis of BugReproduction of Bug Coding Code ReviewRequest was
on Hold
Fixing of
errors
CT=5 VT=5CT=60 VT=0CT=5 VT=5CT=20 VT=20CT=10 VT=5CT=40 VT=15
D D
DI
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Value Stream MappingExample (After Lean)
Customer sent
Bugfix to FO
team
Request
AssignmentImplementation
Regression
Testing
Release and
acceptanceClose Defect
CT=40 VT=35 CT=60 VT=40 CT=55 VT=20 CT=55 VT=30
Ticket has been
logged in tool
Offshore PM picks up ticket
from tool and assign to analyst
Analyst sent fo PM
for clarification
PM sent fo FO team
for clarification
FO team sent details
after clarifying with client
CT=10 VT=10 CT=10 VT=5CT=20 VT=20 CT=30 VT=5 CT=20 VT=5
Analysis of BugReproduction of Bug Coding Code Review
Request was
on Hold
Fixing of
errors
CT=5 VT=5CT=60 VT=0CT=5 VT=5CT=20 VT=10CT=10 VT=5CT=20 VT=15
D D
I
Process Cycle Efficiency = 125/210 = 60%
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Takt Time
Takt is a German word which refers to the beat of musicor meter
Takt Time-- the desired time for units of production output, synchronizedto customer demand.
Takt time is the time given by customer to complete a single unit
Example1 :
1. In a retail store that is open 8 hours a day including weekends there are 30billing tills and during peak season there are 30000 customers buying goodsin 30 days. What is the TAKT time per till assuming that arrival rate ofcustomers is even in all the billing tills and how many customers are servicedin one day?
Answer
Takt time/customer = 30*30*8/30000= 0.24 hours
Number of customers serviced in a day = 30*8/0.24 = 1000
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Takt Time Example
Request
Type
Weight age No Equivalent
SimpleRequests
Complex 4 12 12*4 = 48
Medium 2 20 20*2 = 40
Simple 1 40 40
Total 128
A release is planned for 12 complex , 20 Medium and 40 simple tickets in 10 days
Total Available time = 10*8*8 = 640 hours
Takt time = 640/128 = 5 hours/simple ticket
Resource Skill Level No Equivalent
SimpleResources
P1 Highly Skilled 1 1*2 = 2
P2 MediumSkilled
2 2*1.5 = 3
P3 Low Skilled 3 3
Total 6 8
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Takt timeExercise
A book of 1200 pages has to be read in 5 days (8 hr each day), what is takt
time per page and how many pages can be completed in a day
A release is planned for 50 tickets in 5 days and they work on 24/7support, Calculate Takt time if 8 resources are working in the team.
Answer
Takt time/Page = 5*8*60/1200= 2 min
Number of pages in day = 8*60/2 min = 240 pages
Answer
Takt time/Ticket= 5*24*8/50= 19.2 hrs
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Takt Time - Applications
Estimation and planning (One piece flow)
Tracking - Track current progress of project and stabilizing the production
Load Levelling - Check whether each employee has a full job, passed to Takt Time
Process Step --------
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The 5S Process
5S is: A systematic approach to organize and
standardize the workplace
Objectivesof 5S are:
1. Promote Safety
2. Improve Work Flow
3. Better Product Quality
4. Reduce Inventory Waste
5. Give People Control of Their Workplace
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The 5S Process
5S was originally developed within the
Toyota Production System and consisted of 4Ss
Sort
Shine
Set in Order
Standardize
Sustain
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The 5S Process
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5S in Software
Configuration
Management
Database
Keep only relevant information and
update it regularly e.g. if the version ofWindows in a server is changed from2000 to 2003, the same should beupdated
Sort (Seiri)
Server Information
Server Name
CPU Speed
Disk Space
Memory Size
Application Inventory
Application Name
Technology Used
Current Version
No of versions released
User Information
User Name
Applications owned
Privileges/Rights
Tenure
Keep the organized so that they can belocated easily. Use proper namingconventions
Set (Seiton)
Keep the information current andremove all redundant content e.g. if aparticular user id is not does not exist,the same should be deleted fromCMDB database
Shine (Seiso)
Standard naming conventions should
be used and proper guidelines followedto organize the information
Standardize (Seiketsu)
Review the content regularly to ensurethere are no violations to rules orguidelines
Sustain (Shitsuke)
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Visual Controls
Advantages
Status on work available at any time & at regularintervals
Complete task list visible to all members
Early understanding of dependencies
A visual display relates information and data
Team motivation
Team picks up next task automatically
Visual control is a setup with charts and labels with color coded markings to
understand the process and track the progress.
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A Generic Information Centre
Resource
Plan
BAU USkills
Matrix
Productivity CCC Strips
Training
Plan
Successes
Cost
Daily Task
List
Quality
Lead Time
NAME OF TEAM Info Centre
Contact
List Behavioural
PEOPLE PERFORMANCE CONTINUOUS
IMPROVEMENTTeam Specific Metrics
Performance is monitored against the
standards to drive towards targets
Graphs should be simple, focused, easy
to understand and easy to update
The long term section of the board
contains the people, planning and
direction setting for the team.
The CCC Board controls the continuous
improvement section of the Information
centre. The CCC Strips can be used for
problems or ideas to track them through
to implementation.
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1People / Long Term
Learns
The long term section of the
board contains the people,
planning and directionsetting for the team.
Other documents can include Standard Work
and Value Steam Maps to highlight the teams
key roles and responsibilities.
Plans VSM
Successes Skills / Availability
Success!!
A lessons learned / success area of the board can
be powerful in communicating the teams
achievements, positive client feedback and key
lessons learned
MATALANWEEK NUMBERS
WK 41 WK 42 WK 43 WK 44
December 1 s t 2 n d 3 r d 4 t h 5 t h 6 t h 7 t h 8 t h 9 t h 1 0 t h 1 1 th 1 2 t h 1 3 th 1 4 t h 1 5 th 1 6 t h 1 7 th 1 8 t h 1 9 th 2 0 t h 2 1 st 2 2 n d 23 r d 2 4t h 2 5 t h 2 6t h 2 7 t h 2 8t h 2 9 t h 3 0t h 3 1 s t
T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T
Moughal,Omar C C C C C C C C C C C C C C C C C C H E C C C
Foster,Derek E E E E E M M M M SA SU E M M M M L L H H H H H E E
Wright,Danny E E E E SU M M M M M SA M M M M L L L L L O O O O O
Hutchinson,Anthony E E E E SA M M M M M SU M M M M M L L L L BHO L E E E
Elston,Kate M M M M SA SU M M M M M L L H H H E E E E H SA E E M H
Shallcross,Mike M M M H H H M M M M H L L L L H E E E E H H M M M
Hogarth,Mandy M M M M M M M M M L L L L L E E E E H SA L M M L
Helsby,Brian M M M M L L L L L H E E E E M M M H H H SU H H H H
Lamb,Steve L M M M SA SU L L H H H E E E E E M M M M H SU H M M M
Crosbie,Richard M M M M L L L L L E E E E E M M M M BHO S A S U BHO M M M
Harrison,Paul H H H H H E E E E M M M M M H H M M M M H E L L L
Fallon,Maria E L L L E E E E E M M M M M SA SU M M M M BHO L L L M
Williams,Phillip L L L L E E E E E H H H H H SA SU M M M M BHO BHO L L L
The Shift Plan and Skills Matrix
make sure the right people are
in to cover all vital duties.
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2Performance / KPI
Performance is monitored against the standards
to drive towards targets
Graphs should be simple, focused, easy tounderstand and easy to update (by hand!)
The performance charts on the
KPI board then show the
performance over a week,month etc.
If there is a dip in performance or
a worrying spike then a Concern
Strip is raised to investigate. An
Ideas Strip may also be raised if abetter way of completing the
process is found
Problem Solving techniques such as Pareto and 5 Whys can be used to solve the root cause of the problems
Process changes are then trialled
and success monitored to ensure
the route cause has been
eliminated.
Standard Work can be updated and
staff re-trained.
Targets / times are set
Start / End KPI Board
3 CCC Strips
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3CCC Strips
(Concern-Containment-Countermeasure)
1
6
2
7
3
8
4
9
5
10
Keeping On-Hold callvolume for Microsoftapplications less than
150 per week
Reduce On-Hold callvolume by applying 3
strike rule
Lessresources forprojectwork
Create a On-Hold Callsheet and track it on
weekly basis
Date
AreaWhocont?
CountermeasureTarge
tdate
Resp StatusContainmentConcern ImpactFreq
Tracking
06/01
Microsoftapps
SI18/0
1 DB shift
What went (or is going) wrong
Permanent fix; What will be done to
prevent the concern from ever occurringagain
Implementation of countermeasure(DO) should be completed by this
target date
Person resp. for implementingcountermeasure
Has it really fixedthe problem
The date the concern started
Where the concern can be seen
Temporary fix
Countermeasureproject mgmt
Impact on the business
Who did the temporary fix?
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Balanced score cardAn effective way to track performance
Balance score card a way to track Business performance
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Balance score carda way to track Business performance
from all angles
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Capgemini Approach to Visual Management
See Video
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5 why
5 Whys is a question asking method to explore the cause/effect relationships
underlying a particular problem. Ultimately, the goal of applying the 5 Whys method is
to determine a root cause of a defect or problem. By repeatedly asking Why thelayers of symptoms are peeled off leading to the root cause. Although called 5 Whys
the root cause can be found fewer or more than 5 iterations
An example:
High Change Management (CM) efforts for Visteon account
Why is the CM efforts for Visteon account high? Team taking too much time for resolving Change
tickets
Why team takes too much time for resolving Change tickets? Team is required to do too much
documentation with every Change Order (CO)
Why is Team required to do too much documentation with CO? Documentation is needed to comply to
SOX guidelines
Why do we need to comply to SOX guidelines for all CO? They are compulsory for Financialapplications
Are all CO from Financial Applications? No they are not. Only 30% are from Financial Applications
Source: Capgemini BaU Lean Program 2010. For any queries contact the author Hariharan Sthanunath
mailto:hariharan.sthanunath@capgemini.commailto:hariharan.sthanunath@capgemini.com7/21/2019 Lean SIx Sigma Day 1
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FIRST TIME RIGHT QUALITY (jidoka)
Jidoka is sometimes called autonomation,
meaning automation with human intelligence
Jidoka: A quality control method that involves thorough, automatic
inspection of every product as it moves through the conversion proces
Invented by Toyota founder Sakichi Toyoda in 1924.
Ji self
Do movement, motion
Ka -ize, to be or become
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FIRST TIME RIGHT QUALITY (jidoka)
Ch
angeManagementprocess
Every Change Request raised
needs to go through a
rigorous Quality Assurance
process
An independent panel, reviews the
Changes made by developers,
before they are screened by the
client
Change request
raised
Capgemini Review
Panel
Client Review
Panel
Approved and releasedfor production
Changes are reviewed by
client and any non-
compliance is considered a
breach of SLA
Current States
Cha
ngeManagementprocess
Client Review
Panel
Approved and releasedfor production
Change request
raised
Introduction of
checklist forvalidation of CRs to
ensure data
correctness before
Client meetings. The
Capgemini review
meetings will then be
phased out in a
planned manner.
Defects are thusdetected,
investigated and
fixed right-away
before they get
passed on to the next
stage in the process
Less effort spent on
change management
activities
Future State
If something is not right do NOT just continue.. STOP and fix it !
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Poka Yoke
Benefits :
Poka-Yoke systems create a process in which a worker
cannot create an error.
Parts and/or process are designed so that desired
results are inevitable.
Poka-Yoke Should be Considered When:
Worker Vigilance is Required
Mis-positioning is Likely
SPC is Difficult
External Failure Costs Far Exceed Internal Failure Costs
Japanese industrial engineer- Shigeo Shingo
http://www.google.co.in/imgres?imgurl=http://leanqcd.com/wp-content/uploads/2010/08/Shigeo-Shingo.jpg&imgrefurl=http://leanqcd.com/2010/08/factsheet-poka-yoke-error-proofing/&usg=__TU2xbfLgbgqPUtg7AOXE7GjSC60=&h=349&w=287&sz=16&hl=en&start=2&sig2=-Yj3VU2RFTvOT3iERo4-5g&zoom=1&tbnid=L7-wEHxx8noQpM:&tbnh=120&tbnw=99&ei=fZIPUduHF4bgtQan-oHABw&um=1&itbs=17/21/2019 Lean SIx Sigma Day 1
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Types of error 1. Forgetfulness : Forgetting a step or a part
[Safeguard :Checklist, Visual Standard Operating Procedure]
2. Errors due to Misunderstanding :Not very familiar with the required operation.
[Safeguards :Cont inuous Train ing, Visual SOP]
3. Errors in Identification : Problems in identification or clearness of required steps orparts.
[Safeguards : Training, Visual Training, Standardizat ion]
4. Errors due to Lack of Experience : New Employees
[Safeguard : Ski l l Bui ld in g & Train ing, Work s tandardizat ion]
5. Errors due to Lack of Standards : No clear way to perform the task or job
[Safeguards: Standard Operations, Visual Instruct ion s]
6. Errors due to Machine Readability : Machine out of spec
[Safeguards :TPM , Cri t ica l Parts List , Maintain Equipm ent History List ]
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POKA-YOKE STRATEGY
Lets Look at some Applications Of
Nothing happens on a reliable, sustained basis unless we
build a system to cause it to happen on a reliable, sustained
basis.
1. Throwing the switch on one door locks them all
2. Doors automatically lock when car exceeds 18 mph
3. No door will lock if switch is activated with door open
Errors
Actions
DetectionPrevention
Prediction
Warning
Have
Happened
About to
Happen
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Poka-yoke in IT
More use of reusable (tested)component
Automated testing
Use of ZQC (Zero Quality Control) technique
Design for poka-yoke
Key challenges affecting successful Lean deployment
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y g g p y
Resistance to change
Lack of focus/ commitment
Conflicting objectives
Lack of review, reward and recognition mechanisms
Lack of knowledge/ skills
Expecting too much too soon
Low leadership support
As the Lean programme matures the benefits delivered
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p g
accelerate
Functional
Department
e.g. Manufacturing/Procurement
Supply Chain
end-to-end
Cross Enterprise and
Extended Value Chain
Benefit/Impac
tReach
+
+
Lean Programme Maturity
Results in the departments
targeted will improve
Programme extension
across the whole supplychain shows an acceleration
of savings delivered
Continuous benefits will be
delivered as the
programme matures
Increasing benefit
with programme
maturity
The Lean Maturity Model
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Lun ch Break
http://whistlerrving.com/wp-content/uploads/2010/06/fineDining1.jpgRecommended