Lean Six Sigma: How to Conduct a Lean Event

Quality Minds, Inc. 3/4/09

The Process to be UsedSupplier Inputs Process Output Customer

Cross Function

Team Leader

Team Facilitator

Team Facilitator

Team Facilitator

Management

Management

Management

Management

Team Members

Management

Management

People

Tools/Gages

Techniques

Paperwork

Software

Time

Empowerment

Commitment

Resources

Ideas

Equipment

Budget

Define

Measure

Analyze

Improve

Control

Improved process or solved problem

Next process or external to plant

Met

rics The voice

of the customer is important

AgendaDate Time StageDay One 8:30-12:00 Define

12:00-1:00 Lunch

1:00-4:30 Measure

Day Two 8:30-12:00 Analyze

12:00-1:00 Lunch

1:00-4:30 Improve

Day Three 8:30-4:00 Improve

Day Four 8:30-11:00 Improve

11:00-12:00 Control

12:00-1:00 Lunch

1:00-3:30 Control

TBD Report Out to Management

Supplier Inputs Process Output CustomerTeam Members

Team Members

Team Members

Team Facilitator

Team Members

Team Members

Management

Team Members

Project Scope

Project Goals

Due Dates

Techniques

Ideas

Observations

Mentor

Process Importance

Develop a definition of the problem or improvement opportunity

A project charter

Team leader

Measure

Met

rics

Day One: Define

What does the voice of the customer say?

Project:

Project InformationLeader:

Mentor:

Project Start:

Project End:

Cost of Poor Quality:

Process Importance

Process Improvement OpportunitiesTeam MembersMentor:

Leader:

Team Members:

Process Start/StopStart Point:

Stop Point:

Project Goals

Process Measurements

Project Time-FrameMilestone:

Date:

Supplier Inputs Process Output Customer

Team Facilitator

Team Members

Team Leader

Team Facilitator

Define Phase

Team Facilitator

Techniques

Data

Video Recorder

Software

Project Charter

Stop Watch

Measure the process’ performance

A value stream map of the process

Completed SIPOC Diagram

Analyze

Met

rics

Day One: Measure

SIPOC Diagram of ProcessSupplier Inputs Process Output Customer

Met

rics

Stamping Spot Weld #1

Spot Weld #2

Assembly #1

Assembly #2

Shipping

c/t=1s

FTQ=95%

c/o=2hr

c/t=39s

FTQ=99%

c/o=1hr

c/t=46s

FTQ=90%

c/o=120s

c/t=62s

FTQ=97%

c/o=1hr

c/t=40s

FTQ=85%

c/o=30s

Production Control

II7000

I I I I

1700 2450 1840 4140

2xweek

1xweek

18,400 per month

20 working days per month

920 pieces per day

Customer

Supplier

MPS

Create Value Stream Map

Total Working Time

8 hours per shift or 28,800 seconds minus 3600 seconds for lunch and breaks=25,200 seconds working time per shift

I

Supplier Inputs Process Output Customer

Team Facilitator

Team facilitator

Value Stream Map

Define Phase

Team Members

Techniques

Software

Current state of process performance

Videotape

Ideas

Analyze the process to determine opportunities for improvement

A statement of opportunities for improvement

Improve

Met

rics

Day Two: Analyze

Supplier Inputs Process Output Customer

Team Members

Team Leader

Team Members

Management

Analyze Phase

Ideas

Focus

Patience

Time

Statement of opportunities for improvement

Improve the process by attacking the opportunities for improvement

(Plan-Do-Check-Act)

An improved process or a solved problem

Control

Met

rics

Day Two-Four: Improve

Change in ProcessBefore After

Supplier Inputs Process Output Customer

Team Facilitator

Team Members

Management

Techniques

Ideas

Follow up

Control the improved process to sustain the gains

A stable and predictable process

Next process or external to plant

Met

rics

Day Four: Control

Voice of the customer

Key metrics for output