Yellow Belt Training

County Executive Office

WELCOME YELLOW WELCOME YELLOW BELTS!BELTS!


Service Excellence ProgramService Excellence ProgramLean Six SigmaLean Six Sigma


See how you fit in Ventura County’s Service Excellence See how you fit in Ventura County’s Service Excellence ProgramProgram

Participate in Continuous Process Improvement eventsParticipate in Continuous Process Improvement events

Apply problem solving tools to improve processesApply problem solving tools to improve processes

Use a common Lean Six Sigma languageUse a common Lean Six Sigma language

Recognize how the culture of Ventura County is evolving Recognize how the culture of Ventura County is evolving

Cheat with a clear conscience Cheat with a clear conscience (“borrow” good ideas > See our website)(“borrow” good ideas > See our website)

Course ObjectivesCourse ObjectivesAt the end of this course you will be able to:

Employees

Customers

Complaints •What took so long?• Can’t you go any faster?• Who dropped the ball?

Process

Solutions1. More employees2. Improved employees

• Training• Multitasking• Incentives• Accountability

3. Customers have to wait

• “Manage” expectations

County Executive OfficeCustomer Becomes the ProblemCustomer Becomes the Problem

County Executive OfficeService DeliveryService Delivery

Process Improvement

Before After

Employee

Customer

County Executive OfficeSystem PerspectiveSystem Perspective

Perspective Adds MeaningPerspective Adds MeaningComplexity = Specialization = Narrow Perspective / Complexity = Specialization = Narrow Perspective /

BarriersBarriers

County Executive OfficeImproving Our SystemsImproving Our SystemsFundamental truth

All organizations are the same All organizations are collections of systems All work is part of a system

Continuous Process Improvement Tap our most valuable resource – You Culture of action, empowerment, change Awareness of your surroundings / Be Curious

Rt at Red

County Executive OfficeWhere are you going?Where are you going?

County Executive OfficeTraining EnvironmentTraining EnvironmentSuppliesSupplies

• Sign in sheet, name tentsSign in sheet, name tents• Service Excellence trifold handoutService Excellence trifold handout• Exercise equipment (Statapult etc.)Exercise equipment (Statapult etc.)

TeamsTeams• Color coded, pick team namesColor coded, pick team names


Keys to Your Success In This Keys to Your Success In This CourseCourse Have funHave fun Active participation in class activitiesActive participation in class activities Ask questionsAsk questions Notice the terminology Notice the terminology Appreciate the concepts; no memorizationAppreciate the concepts; no memorization Get the Sampler; Check out the specialsGet the Sampler; Check out the specials

County Executive OfficeTeam AgreementsTeam AgreementsH A V E F U N ! ! !H A V E F U N ! ! !

Be on time returning from breaks & Listen fastBe on time returning from breaks & Listen fast Ask questions anytime – this is a learning Ask questions anytime – this is a learning

experienceexperience Participate fully in all activitiesParticipate fully in all activities Listen to speakers – one speaker at a timeListen to speakers – one speaker at a time Parking Lot – 3 knock ruleParking Lot – 3 knock rule Handle outside business on breaksHandle outside business on breaks

• Set electronic devices to stun (silent mode)Set electronic devices to stun (silent mode)• This is a “Blackberry-Free Zone”This is a “Blackberry-Free Zone”

““County bell”County bell”

County Executive OfficeIntroductionsIntroductions Pair up – prepare to introduce your Pair up – prepare to introduce your

partnerpartner NameName AgencyAgency Example of Customer Service ExperienceExample of Customer Service Experience

Introduce your partner then let them give Introduce your partner then let them give their own short description of a positive or their own short description of a positive or negative customer service experience they negative customer service experience they have had (anywhere). have had (anywhere).

(Take 5 Minutes – Be ready to present at _:__)(Take 5 Minutes – Be ready to present at _:__)


To provide public infrastructure, services and To provide public infrastructure, services and support so that all residents have the support so that all residents have the

opportunity to achieve a high quality of life opportunity to achieve a high quality of life and enjoy the benefits of a healthy and enjoy the benefits of a healthy

economy.economy.

Ventura County MissionVentura County Mission


Service Excellence Program ObjectiveService Excellence Program ObjectiveEncourage a county-wide culture of service excellence, continuous Encourage a county-wide culture of service excellence, continuous improvement and empirically based decision making as a means of improvement and empirically based decision making as a means of improving quality, consistency, speed and cost of County Services.improving quality, consistency, speed and cost of County Services.

2121stst Century Business Practice Century Business Practice

Fiscal ConservancyFiscal Conservancy

Governmental TransparencyGovernmental Transparency

County Executive OfficeService Excellence ObjectiveService Excellence Objective

Service ExcellenceService ExcellenceContinuous Improvement Continuous Improvement (Ex. Music Teacher)(Ex. Music Teacher)

Empirically Based Decision-making Empirically Based Decision-making (Ex. (Ex. Donkey Story)Donkey Story)• Observation, Experience Observation, Experience In Order to Improve

Encourage Culture

QualityQuality ConsistencyConsistency SpeedSpeed CostCost

Measurable >>>Measurable >>>

Culture First-Inside Culture First-Inside OutOut

County Executive OfficeMichael Powers VisionMichael Powers Vision


All Employees Value StreamValue StreamChampionChampion

BeltsBelts

TeamTeamLeadersLeaders

TeamTeamMembersMembers

• Provide data and voice of customer inputs to Just Do Its, Kaizen Events and Projects

• Apply concepts to their own jobs and work areas

Service Excellence Service Excellence StructureStructureBoard of Supervisors

Michael Powers, CEOCatherine Rodriguez, COO

Lean Champion

Service Service Excellence Excellence

CouncilCouncil

Practitioner’sCouncil

Service Service Excellence Excellence

OfficeOffice

Agency Executive Team

Lean Coordinator

Execution: Do it.Infrastructure

: Support it.

Vision & Direction

GTE, $, Resources


18

County Executive OfficeBreathing Life Into DataBreathing Life Into Data Discretionary Permit Process Discretionary Permit Process Resource Management Agency, Resource Management Agency,

Fire, Agriculture, Public Works Agency.Fire, Agriculture, Public Works Agency. • Reduces number of separate forms from 31 to 1. Reduces number of separate forms from 31 to 1. • Reduces number of pages from 325 to 59. Reduces number of pages from 325 to 59. • Reduces 872 questions to 110. Reduces 872 questions to 110. • Reduces duplicated questions from 180 to 0.Green.Reduces duplicated questions from 180 to 0.Green.

Blanket Purchase Order Blanket Purchase Order General Services Agency. General Services Agency. Increased Increased productivity of BPO’s from 163 to 1,686, 30 steps to 11 steps. productivity of BPO’s from 163 to 1,686, 30 steps to 11 steps. Sustained for 3 years. Staff morale and teamwork “never better”.Sustained for 3 years. Staff morale and teamwork “never better”.

OthersOthers PWA/GSA. PWA/GSA. Heavy Equipment tracking and purchase decisions. Heavy Equipment tracking and purchase decisions. GSAGSA. Changed billing process to electronic. Eliminated 85,000 . Changed billing process to electronic. Eliminated 85,000

paper.paper. Animal Regulation. Animal Regulation. Eliminated annual dog tags. $35,000 (Why Eliminated annual dog tags. $35,000 (Why

game)game) HSAHSA. Eliminated labels on forms, printed contact information. . Eliminated labels on forms, printed contact information.

County Executive OfficeThree GearsThree Gears


Exercise - Process Exercise - Process Simulation Round 1Simulation Round 1

25 minutes

Lucy Video


Round 1: Current StateRound 1: Current StateRound 2: Future State - Round 2: Future State -

Flow ImprovementsFlow Improvements

Learning ObjectivesLearning ObjectivesThe Statapult exercises are designed to give students experience using the methodologies and tools taught in this course.

County Executive OfficeSimulation RequirementsSimulation Requirements

1. Exercise RequirementsMake the exercise work correctly and cannot be modified

2. Customer Requirements (Voice of the Customer)How the customer would like the product and/or service to

function

3. Business Requirements (Voice of the Business)How your “Company” functions, internal policies

4. Statapult Requirements (Voice of the Process)Constraints or capabilities of the tool used

Lean thinkers hear voices.Lean thinkers hear voices.

County Executive OfficeRound 1Round 1

This round is intended to give the team experience running the current process. It includes the following three phases:

1. Baseline2. Shoot3. Calculations4. *Pick your team name*

Current StateCurrent State

County Executive OfficeBaselineBaseline

Position your Statapult Position your Statapult in designated areain designated area

Take 20 test shots (164 Take 20 test shots (164 degrees)degrees)

Mark the landing of Mark the landing of each shot with piece of each shot with piece of tapetape

Use masking tape to Use masking tape to mark off target areamark off target area

Do not move Statapult Do not move Statapult during or after shootingduring or after shooting

In order to run the simulation, you must determine the accuracy and precision of the process in order to set up the target area.

5 min

County Executive OfficeExercise Requirements – Exercise Requirements –

Round 1Round 1 Each team member will be assigned a roleEach team member will be assigned a role The balls will be marked as a preparation The balls will be marked as a preparation

for shooting and for reworkfor shooting and for rework• Blue dots symbolize inputs needed to Blue dots symbolize inputs needed to

complete a job function and are considered to complete a job function and are considered to be value added to the processbe value added to the process

• Red dots symbolize the time and effort Red dots symbolize the time and effort required to fix a problemrequired to fix a problem

No permanent markings or modifications No permanent markings or modifications can be made to the Statapult or ballscan be made to the Statapult or balls

County Executive OfficeCustomer Requirements – Customer Requirements –

Round 1Round 1 All shots must be fired at an angle of 164 All shots must be fired at an angle of 164

degreesdegrees All shots must land on the floor in a stationary All shots must land on the floor in a stationary

target area +/-3 inches long and +/- 6 inches target area +/-3 inches long and +/- 6 inches wide with respect to the nominal targetwide with respect to the nominal target

Pass/Fail data must be collected for each shotPass/Fail data must be collected for each shot The balls must be sorted based on either Pass or The balls must be sorted based on either Pass or

FailFail The balls must be delivered to customer with no The balls must be delivered to customer with no

markings (colored dots)markings (colored dots) The customer requires 20 passed balls to be The customer requires 20 passed balls to be

delivered in 5 minutesdelivered in 5 minutes All data must be collected “real time”All data must be collected “real time”

County Executive OfficeBusiness Requirements – Business Requirements –

Round 1Round 1 Balls must be transported in batches of 5Balls must be transported in batches of 5 The Statapult must be recalibrated (remove & The Statapult must be recalibrated (remove &

reattach rubber band) between every shotreattach rubber band) between every shot Workers should only be concerned with their Workers should only be concerned with their

assigned jobsassigned jobs All shots must originate from the floorAll shots must originate from the floor Must use forms 5O-5LO, RUK-1D-1NG, and 1-Must use forms 5O-5LO, RUK-1D-1NG, and 1-

T5-L8T5-L8 Balls are aligned with blue dot facing upBalls are aligned with blue dot facing up

County Executive OfficeStatapult Requirements – Statapult Requirements –

Round 1Round 1 The Statapult settings and structure cannot The Statapult settings and structure cannot

be modifiedbe modified The Statapult can not be aligned/modified The Statapult can not be aligned/modified

with any tools, devices or aidswith any tools, devices or aids The Statapult can only be handled/touched The Statapult can only be handled/touched

by the Shooterby the Shooter The Statapult must be placed so that the The Statapult must be placed so that the

base is horizontal to the floor and in a base is horizontal to the floor and in a stationary positionstationary position

County Executive OfficeRolesRoles

Take 5 minutes to review what your role is before the Round 1 shoot

Marker

Shooter

Inspector

Sorter

Customer Liaison

Observer(s)

County Executive OfficeRound 1 – LayoutRound 1 – Layout

SorterSorter

CustomeCustomerr

LiaisonLiaison

InspectorInspector

ShooterShooter

MarkerMarker

ObserverObserverTargetTarget

Pass Fail Pass Fail CupsCups

Box ofBox of BallsBalls

xx

CustomerCustomer

http://images.google.com/imgres?imgurl=http://www.bmgi.com/ThumbJpeg.ashx%3FVFilePath%3Dphotos/statapult.jpg%26width%3D300%26height%3D300&imgrefurl=http://www.bmgi.com/buyonline/buyproduct.aspx%3Fid%3D50&usg=__7yoWpjWaSa9DZsmHBmqnIuaROJk=&h=100&w=100&sz=3&hl=en&start=13&tbnid=5iqbQGY7ZFd-BM:&tbnh=82&tbnw=82&prev=/images%3Fq%3Dstatapult%26gbv%3D2%26hl%3Den

County Executive OfficeRound 1 ShootRound 1 ShootAre you ready to start?

Announce Company nameAnnounce Company name Statapult layout is readyStatapult layout is ready Target area is taped offTarget area is taped off Roles are assignedRoles are assigned Role instructions have been distributedRole instructions have been distributed

**(**(LeaveLeave Statapult in place when finished) Statapult in place when finished)

The simulation will start simultaneously for all teams!

30 min

County Executive OfficeCalculations – Round 1Calculations – Round 11. 1. Customer Order Customer Order (How do you know what they want?) (How do you know what they want?) ____________ (1) (1)

The amount of balls successfully delivered to the customerThe amount of balls successfully delivered to the customer2. 2. Total Balls FiredTotal Balls Fired (Effort-Quality)(Effort-Quality) ______ ______ (2)(2)

The total amount of balls fired for the exerciseThe total amount of balls fired for the exercise3. 3. Total FailuresTotal Failures (Do customers care?)(Do customers care?) ______ ______ (3)(3)

The total amount of failures called by the inspectorThe total amount of failures called by the inspector4. 4. Time to First DeliveryTime to First Delivery (Do customers care?) VOP(Do customers care?) VOP ______ ______

(4)(4)The time to make the first delivery to the customerThe time to make the first delivery to the customer

5.5. Total Lead Time (seconds) Total Lead Time (seconds) (Expected response)(Expected response) ______ ______ (5)(5)Total time to complete the customer orderTotal time to complete the customer order

6. 6. WIP (Work In Progress)WIP (Work In Progress) ______ ______ (6)(6)The total amount of balls left at each work areaThe total amount of balls left at each work area

7.7. Yield Yield ____________ (7)(7)Customer Order(1)/Total Balls Fired(2)Customer Order(1)/Total Balls Fired(2)

What do these metrics tell us?

County Executive OfficeExercise: What Went Wrong?Exercise: What Went Wrong?

What went wrong with the process?What went wrong with the process?No solutions allowed yet; only No solutions allowed yet; only

problemsproblems

*At the end: ID which was the biggest problem of *At the end: ID which was the biggest problem of allall

10 min


INTRODUCTION TO INTRODUCTION TO CONTINUOUS PROCESS CONTINUOUS PROCESS

IMPROVEMENT METHODODLOGYIMPROVEMENT METHODODLOGY

Module 2Module 2


List and define 3 CPI methodologiesList and define 3 CPI methodologies• LeanLean• Six SigmaSix Sigma• Theory of Constraints (TOC)Theory of Constraints (TOC)

List and explain the “Five (5) Principles of List and explain the “Five (5) Principles of Lean”Lean”

Identify the five (5) Phases of Six SigmaIdentify the five (5) Phases of Six Sigma

Module 2 ObjectivesModule 2 ObjectivesAt the end of this module you will be able to:

County Executive OfficeWhat is “Lean Six Sigma”?What is “Lean Six Sigma”?

A.A. A college sororityA college sororityB.B. A diet aidA diet aidC.C. A war on WASTE and A war on WASTE and

VARIATION in business VARIATION in business processesprocesses


Six Six SigmaSigma

LeanLean

Theory of Theory of ConstraintsConstraints

SpeedSpeedQualityQuality

FocusFocus

Performance Performance ImprovementImprovement

County Executive OfficeLean Six Sigma is . . .Lean Six Sigma is . . .

A Combination of two schools of thought:A Combination of two schools of thought:““Lean” - eliminating waste to reduce cycle Lean” - eliminating waste to reduce cycle

times; times; ““Six Sigma” - reducing variation to ensure a Six Sigma” - reducing variation to ensure a

standard, quality output;standard, quality output;

A set of methodologies characterized by:A set of methodologies characterized by:customer satisfactioncustomer satisfactiona culture of continuous improvementa culture of continuous improvementthe search for root causesthe search for root causesand comprehensive employee involvementand comprehensive employee involvement

Making common sense common Making common sense common practicepractice

County Executive OfficeOrigin of LeanOrigin of Lean Japan – post WWII – struggling economy Edwards Deming – Quality guru Brought radical ideas not yet implemented in

America Acceptable quality level. cost/quality not a trade

off Daily incremental improvement (everyone

involved). Don’t seek perfection…yet (80/20). Focus – Don’t improve work, eliminate waste

Find colors exercise

County Executive OfficeLean BasicsLean Basics

Lean Is . . .

A War on WASTE!

Example: Firemen and Pit Crews

County Executive OfficeExamples of WastesExamples of WastesTime spent dealing with complaintsRedundant capture of informationInformation not accurateTime spent looking for information, equipment, people Excess supplies stored in multiple locationsLimited storage space – not properly usedVariations –

Low process yields, low quality, shift changes, Information/equip unavailability


= Value Added Time

= Non-Value-Added Time (WASTE)

Work

FLOW TIMEStart Finish

Disconnect

Inspect

Value-Added time is only a very small percentage of the total Time

Re-workTransport Work Reinstall

TransportInspect

Wait

Traditional Process Improvement vs. LeanTraditional Process Improvement vs. Lean

Wait

Work


Traditional Traditional FocusFocus

Improve Value-Added work Improve Value-Added work stepssteps

i.e. Better tools, machines, i.e. Better tools, machines, instructionsinstructions

Result: Result: SmallSmall time savings time savings

Time savings have a direct impact on • Cost • Capacity• Schedule • Flexibility• Resources • Etc.

Time Amount ofTime Eliminated

Small

Lean Focus Reduce or eliminate NVA/waste Result: LARGE time savings

LARGEamount

of time saved

Traditional Process Improvement vs. LeanTraditional Process Improvement vs. Lean

NON Value-added time

NON Value-added time


= Value Added Time

= Non-Value-Added Time (WASTE)

FLOW TIMEStart Finish

Value-Added time is only a very small percentage of the total Time

WorkDisconnect

Inspect Re-workTransport Work Reinstall

TransportInspect

WaitWait

Work

Lean Process ImprovementLean Process Improvement


SeekPerfection

Specify Customer

Value

Identify Value Stream

Achieve Flow

Establish “Pull”

Cycle of Lean Cycle of Lean PrinciplesPrinciples

County Executive OfficePower of LeanPower of Lean Voice of the CustomerVoice of the Customer Examples: BMW, Grapefruit, Examples: BMW, Grapefruit,

CokeCoke• Driving force of the Enterprise: FOCUSDriving force of the Enterprise: FOCUS

Lean BehaviorLean Behavior• Empowered workforceEmpowered workforce

Unlocks the potential of the organizationUnlocks the potential of the organization• You can’t help it!You can’t help it!

Removes WasteRemoves Waste• Steps reduced/streamlined; systems simplifiedSteps reduced/streamlined; systems simplified• Cycle time reductionCycle time reduction

http://ldopa.net/wp-content/uploads/coke_dispenser_large.jpg

County Executive OfficeWhat is “Six What is “Six Sigma”?Sigma”?Reduces variation in a process to achieve near perfect Reduces variation in a process to achieve near perfect

quality.quality.

11stst Time Quality Time Quality99.99966% or 3.4 PPM99.99966% or 3.4 PPMFocuses on Operational ExcellenceFocuses on Operational Excellence

Six Sigma is a Six Sigma is a data-driven approach data-driven approach aimed at the near-elimination of defects aimed at the near-elimination of defects from every process and transaction. from every process and transaction.

County Executive OfficeWhy “Six Sigma”?Why “Six Sigma”?

• 20,000 lost postal mail items 20,000 lost postal mail items per hourper hour

• 15 minutes of unsafe 15 minutes of unsafe drinking water per daydrinking water per day

• 2 long/short landings per day 2 long/short landings per day at a major airportat a major airport

• 5,000 incorrect surgical 5,000 incorrect surgical operations per weekoperations per week

• 84 hours of lost electricity 84 hours of lost electricity per yearper year

• 240,000 wrong prescriptions 240,000 wrong prescriptions per year per year

• 7 lost postal mail items per hour

• 1 unsafe minute every seven months

• 1 long/short landing every five years

• 1.7 incorrect operations per week

• 1 hour without electricity every 34 years

• 68 wrong prescriptions per year

Hey, 99% is good enough right?Hey, 99% is good enough right?99% 99.99966% (6 Sigma)

County Executive OfficeSources of VariabilitySources of Variability Information unavailability Information unavailability Ex. Fed Ex – Schedule, StatusEx. Fed Ex – Schedule, Status

Equipment & tools unavailability Equipment & tools unavailability Ex. Badge, PasswordEx. Badge, Password

Poor planning that results in rushed workPoor planning that results in rushed work Ex. Hot JobsEx. Hot Jobs

Low process yields (Defects)Low process yields (Defects) Ex. Hot DogsEx. Hot Dogs

Material condition not as expectedMaterial condition not as expected Unique/custom productsUnique/custom products Change notices, holds, customer changes Change notices, holds, customer changes Vacations, illness = absent staffVacations, illness = absent staff Many, many more... (obstacles to consistent Many, many more... (obstacles to consistent

outcomes)outcomes)


Define(Problem & Scope)

Improve(Implement Solutions)

Control(Assess &

Adjust)

Measure(Current State

“Map”)

Analyze Variability

(Causes & Measures)

Cycle of Six Sigma Cycle of Six Sigma DisciplineDiscipline

County Executive OfficeIt’s scientific!It’s scientific!

Y = f (x1, x2,…xn)Y = f (x1, x2,…xn)

County Executive OfficeProcess Improvement FilterProcess Improvement Filter1.1. Y = f (xY = f (x11, x, x22…)…)2.2. Define Y (Charter)Define Y (Charter)3.3. Identify the X’s (tribal knowledge)Identify the X’s (tribal knowledge)4.4. Identify the red X’s Identify the red X’s (tribal knowledge) (Vital (tribal knowledge) (Vital

Few)Few)5.5. Validate the red X’s (Gemba/data)Validate the red X’s (Gemba/data)6.6. AnalysisAnalysis7.7. SolutionSolutionDon’t accelerate the excavation until you are sure your digging in the right place.

County Executive OfficeTheory of ConstraintsTheory of Constraints

A constraint is anything in an A constraint is anything in an organization that limits it from organization that limits it from

moving forward or achieving its goalmoving forward or achieving its goal

“The slowest vehicle in a convoy sets the pace”

Constraints and Barriers

County Executive OfficeChecking InChecking In

1.1. Lean is a war on ______.Lean is a war on ______.2.2. Six Sigma reduces Six Sigma reduces

____________.____________.3.3. Lean Six Sigma engages and Lean Six Sigma engages and

empowers ___________ to make empowers ___________ to make process changes.process changes.

4.4. The Theory of Constraints The Theory of Constraints strives to eliminate ________.strives to eliminate ________.


What other comments or questions do you have?


Team Members Team Members Roles and ResponsibilitiesRoles and Responsibilities

Module 3Module 3


Describe a Lean ThinkerDescribe a Lean ThinkerDescribe & articulate your role as a Describe & articulate your role as a

Team MemberTeam MemberHave an appreciation for the impact of Have an appreciation for the impact of

culture on changeculture on change


County Executive OfficeLean ThinkersLean Thinkers It’s not about tools – don’t throw tools at a It’s not about tools – don’t throw tools at a

problem problem (Tools do not have solutions, people do)(Tools do not have solutions, people do)Turn the “mental corner” together Turn the “mental corner” together (Use L6S lens)(Use L6S lens)Filter the problem and problem solving Filter the problem and problem solving

through Cycle of 5 Lean Principles and Cycle through Cycle of 5 Lean Principles and Cycle of Six Sigma Disciplineof Six Sigma Discipline

Your experience + Lean Six Sigma tools = Your experience + Lean Six Sigma tools = solutionssolutions

If all the same thinking still exists, little by little If all the same thinking still exists, little by little you will return to your prior state!you will return to your prior state!

County Executive Office Where to find team members?Where to find team members?

Here

Stakeholders:

Regulatory Agencies, Partner

Agencies or Departments, Auditor-Controller, etc.

Process Step1

Process Step 2

External Customer(s): Those who receive or use your product or service,

outside your organizationHere

Here

Here

Suppliers

Two types of team members: Core Team Members: Are there for the duration of the project.Extended Team Member: Are requested as needed for the duration of the project.

County Executive OfficeTeam MembersTeam MembersRepresent your areaRepresent your areaCommunicate back to your groupCommunicate back to your groupParticipate fullyParticipate fullyThink, think, thinkThink, think, thinkParticipate in implementation planningParticipate in implementation planningBe a conduit for changeBe a conduit for changeBe personally accountable – own it!Be personally accountable – own it!


Blind SpotsBlind Spots

MindsetsMindsets

AssumptionsAssumptionsHabitsHabits

NormsNorms

HistoryHistory

MetricsMetricsProcessesProcesses

PerceptionsPerceptions

OperationsOperations

ResistanceResistance

Culture Trumps ToolsCulture Trumps Tools

Must address BOTH Must address BOTH Culture and ToolsCulture and Toolsto avoid unintendedto avoid unintendedconsequences &consequences &less than desirableless than desirablelong-term success withlong-term success withProcess ManagementProcess Management

Process, Results and FocusProcess, Results and FocusImprovement ToolsImprovement Tools

Invisible: Invisible: Hard to Measure & ChangeHard to Measure & Change

County Executive OfficeChange is Uncomfortable Change is Uncomfortable

Fold Arms ExerciseFold Arms Exercise ABC Exercise ABC Exercise (2 volunteers)(2 volunteers)

Change is difficultChange is difficult Need to develop a culture of Need to develop a culture of

changechange Look out for CAVE dwellers Look out for CAVE dwellers




Integrating the Toolsets Integrating the Toolsets Using DMAIC ApproachUsing DMAIC Approach

Module 4Module 4


Recognize tools used in the Lean processRecognize tools used in the Lean process Describe the Describe the Define Phase Define Phase and its purposeand its purpose List parts of a CharterList parts of a Charter Participate a SIPOC (Suppliers-Inputs-Process-Participate a SIPOC (Suppliers-Inputs-Process-

Outputs-Customer) DiagramOutputs-Customer) Diagram


County Executive OfficeLean ToolkitLean Toolkit Value Stream MappingValue Stream Mapping 5S, and Visual Workplace5S, and Visual Workplace Work StandardizationWork Standardization Cellular Work ProcessingCellular Work Processing Push and Pull SystemPush and Pull System Setup ReductionSetup Reduction Error Proofing (poke yoke)Error Proofing (poke yoke)

Project teams decide which tools to apply to their problem.Project teams decide which tools to apply to their problem.

County Executive OfficeJust Do ItJust Do ItNot every idea needs a team (Kaizen)Not every idea needs a team (Kaizen)

• Do you already know what needs to be Do you already know what needs to be done?done?

Manager/supervisor or approvesManager/supervisor or approves Do It!Do It!

Report it!Report it!


ObjectivesObjectives Identify and/or validate the improvement

Opportunity. Develop the business processes, define the

critical customer requirements. Identify what adds value to the process

from both the business, process and customer perspective (Voice Of the Business/Customer/ Process; VOC, VOB, VOP).

Process for Process Improvement - DMAIC


If I had one hour to save the world, I would If I had one hour to save the world, I would spend 59 minutes defining the problem spend 59 minutes defining the problem and 1 minute finding solutions.and 1 minute finding solutions.

- Albert Einstein



ToolsTools ChartersCharters SIPOC Map SIPOC Map



Good Charter opportunity / problem Good Charter opportunity / problem statements should provide the statements should provide the following information:following information: What is the problem or opportunity for What is the problem or opportunity for

improvement (improvement (whatwhat)?)? Where is the problem? Is it in your Where is the problem? Is it in your

workplace or someone else's (workplace or someone else's (wherewhere)?)? How long has it been happening (How long has it been happening (whenwhen)?)? What is the extent of the problem What is the extent of the problem

((extentextent)?)? How large is the impact of the problem How large is the impact of the problem

((impactimpact)?)?



Example of a bad opportunity Example of a bad opportunity or problem statement:or problem statement:

“ “ It takes too long to process a It takes too long to process a material order form and material order form and wrong parts are ordered.”wrong parts are ordered.”

Example of a better Example of a better opportunity or problem opportunity or problem statement:statement:

“ “The material ordering The material ordering process for ACME Company - process for ACME Company - West takes in excess of 30 West takes in excess of 30 days. The problem has days. The problem has existed for the past year. existed for the past year. 85% of the orders require 85% of the orders require rework due to wrong parts. rework due to wrong parts. This has resulted in the This has resulted in the postponement of 60 projects postponement of 60 projects in the last 6 months.”in the last 6 months.”

What

Where

Exten

t Impact

When


PH Clinic Registration and Billing Process

Date Initiated: Revision Date: Event Start Date: Event End Date:

Project Information

ROLE Phone No. LAST NAME FIRST NAME AGENCYDepartment Champion

Value Stream Analysis ChampionTeam Lead

Subject Matter ExpertSubject Matter Expert

Green BeltGreen Belt

Total Man Hours

Event Type I KaizenEvent Type II Part of GTEP

Business Case

Opportunity or Problem Statement/Business Impact

Goal Statement

Project Deliverables

In Scope Out of Scope

Value Stream Champion Date

DEFINE

Review the Charter Carefully. - - - - - - - - - - -Be sure to understand the scope.Focus effort toward the goals and deliverables.

County Executive OfficeSIPOCSIPOC

SUPPLIERSSUPPLIERS INPUTSINPUTSPROCESSPROCESSOUTPUTSOUTPUTSCUSTOMERCUSTOMER

Y = f (x)Y = f (x)

Team will be hunting for Team will be hunting for Red “X’s” Red “X’s” – Sources of Variance– Sources of Variance

County Executive OfficeSIPOCSIPOCSuppliersSuppliers ProcessProcess OutputsOutputs CustomersCustomersInputsInputs

XX

XX

XX

XX

XXXX

Y?Y?

YY

YY

YY

Houseplants/Firehose (S, C); Looking for the 20% that have 80% of impactHouseplants/Firehose (S, C); Looking for the 20% that have 80% of impact

County Executive OfficeSIPOC - ExerciseSIPOC - Exercise

Exercise – SIPOC for the Exercise – SIPOC for the SimulationSimulation

10 minutes




Integrating the Toolsets Using DMAIC Integrating the Toolsets Using DMAIC ApproachApproach

Module 5Module 5


ObjectivesObjectives Identify critical measurements that are Identify critical measurements that are

necessary to meet customer requirements and necessary to meet customer requirements and develop a method of collecting data to develop a method of collecting data to measure process performance. measure process performance. What measurements matter?What measurements matter? How will you collect the data?How will you collect the data?

Understand the data calculations and establish Understand the data calculations and establish a baseline for the process being measured. a baseline for the process being measured. Current stateCurrent state



ToolsTools Value Stream Mapping / Process MappingValue Stream Mapping / Process Mapping



Value Stream MappingValue Stream Mapping


Products & Customers

Process steps / Measurements

Current State = ID Focus Areas, Kaizens…

Future State = Lean, Synchronize to Demand


Spaghetti MapSpaghetti Map- Follow Products or People- Follow Products or People- Transportation, Over processing- Transportation, Over processing

Number of Handoffs: 9

Total Time: 8 days

Touch Time: 5 days

Waiting 2 Days

Distance traveled: 1000 feet


Total Time: 45 days

Touch Time: 5 days

Waiting 40 Days

Distance traveled: 5000 feet



Information Flow “Circle” DiagramInformation Flow “Circle” Diagram


Total Time: 8 days

Touch Time: 5 days

Waiting 3 Days


John

Paul

GeorgeRingo

Linda

Yoko

Pete

County Executive OfficeProcess for Process Improvement - DMAIC

Flow Diagram

County Executive OfficeProcess for Process Improvement - DMAIC

Swim Lane Process Map

VLS CM SCD ECP Current State - 1.0 Develop Alteration Proposal part 1Fi

nanc

eM

gmt

Dept

2De

pt 3

Dept

4De

pt 1

1.3 Consolidate

SCD comments

FT: 16TT: 4P: 1

1.0 Submit SCD

for reviewFT: 8TT: .5P: 1

2.0

1.2 A28,A47, A65,A68 Review SCD & Submit

CommentsFT: 56

TT: 0.25 P: 4

1.8A66

Post ECP to Live LInk

FT: 8TT: 0.5

P: 1

1.1 A66

Coordinate SCD

ReviewFT: 8

TT: 0.5P: 1

1.4 SubmitECP for ReviewFT: 8TT: 6P: 1

1.2 A35

Review SCD & Submit

CommentsFT: 56TT: 4P: 1

1.2 A66

Review SCD & Submit

CommentsFT: 56TT: 8P: 1

1.7A66

Consolidate&

approve ECP

commentsFT: 16TT: 8P: 1

1.6 A28,A47, A65,A68

Review ECP & Submit Comments

FT: 88TT: 0.25

P: 4

1.6 A66


FT: 88TT: 16

P: 1

1.6A35


FT: 88TT: 8P: 1

1.5 A66

Coordinate ECP

ReviewFT: 8

TT: 0.5P: 1

1.6 A36


FT: 88TT: 0.2

P: 1

1.9 Conduct Sponsor Teleconfor ECP

FT: 4TT: 4P: 1

1.10A66

Participate inSponsor Telconfor ECP

FT: 4TT: 4P: 1

1.11A66

Action item resolution Sponsor Telconfor ECP FT: 40TT: 4P: 1


Exercise – Process Exercise – Process MappingMapping

20 minutes






Module 6Module 6


ObjectivesObjectives Identify and validate the root cause(s) that Identify and validate the root cause(s) that

assure the elimination of waste, variation, assure the elimination of waste, variation, and constraints. and constraints.

Identify, validate and prioritize all root Identify, validate and prioritize all root causes. causes.

Determine the true sources of variation and Determine the true sources of variation and potential failure modes that can lead to potential failure modes that can lead to customer dissatisfaction. customer dissatisfaction.



Root cause analysis is where the Root cause analysis is where the real real cause of the cause of the problem is uncovered. problem is uncovered.

A root cause, if corrected would prevent a recurrence A root cause, if corrected would prevent a recurrence of the problem.of the problem.

Problem-solving without root cause analysis, results in Problem-solving without root cause analysis, results in managing a symptom of the problem. managing a symptom of the problem. (ex Aspirin for a headache)(ex Aspirin for a headache)

One technique is asking “Why” 5 times. By asking One technique is asking “Why” 5 times. By asking why, you can peel away the layers of symptoms that why, you can peel away the layers of symptoms that lead to the root cause of a problem.lead to the root cause of a problem.

Analysis: Determining Root CauseAnalysis: Determining Root Cause



Problem: Lincoln memorial Problem: Lincoln memorial deteriorating at a high deteriorating at a high rate.rate.

1.1. Why:Why: We wash this memorial We wash this memorial more than the others.more than the others.

2.2. Why: Bird droppings make it Why: Bird droppings make it unsanitary for tourists.unsanitary for tourists.

3.3. Why: Birds eat the Spiders Why: Birds eat the Spiders that gather in masse.that gather in masse.

4.4. Why: Spiders gather to eat Why: Spiders gather to eat the flying midges that the flying midges that swarm.swarm.

5.5. Why: Midges swarm around Why: Midges swarm around the bright, warm lights that the bright, warm lights that are turned on at dusk.are turned on at dusk.Answer: Answer: Delay turning on Delay turning on the lights for one hour.the lights for one hour.

Analysis: Determining Root Cause



Cause and Effect Cause and Effect AnalysisAnalysis aka Fishbone aka Fishbone DiagramDiagram


YYMachine

ry

Materials

Methods

PeopleXX

Example Next Slide

Office Setting:-People-Process-Policy-Product


Fishbone Diagram SampleFishbone Diagram SampleProcess for Process Improvement - DMAIC


Knowledge Work 8- Wastes Product Work

Too many reports, reviews, approvals. Batching paperwork. Overproduction

Running equipment to keep equipment and people busy.

Waiting for meetings to start. Information, paperwork and approvals. Waiting

Waiting for equipment, people or process to cycle, waiting for materials and tools.

Work not meeting requirements. Missing information. Rework. Defects

Scrap, rework, lost capacity due to mistakes, inaccurate SOP’s.

Paper- based data vs. electronic transfers. Routing of unnecessary approvals/processing.

TransportationLong travel distances, unplanned premium postal.

Unnecessary steps. Too many handoffs, lack of SOP’s. Over Processing Incapable equipment and

processes. Equipment with unbalanced flow.

Excessive backlog of work to be processed. Too much paper to be handled, processed or filed.

Unnecessary Inventory

Making what we can instead of what customers need. High obsolescence and write offs.

Walking to deliver paperwork, poor ergonomics, chasing information.

Unnecessary Motion

Repetitive/unnecessary movement caused by poor ergonomic design.

Over or under staffing, talents not utilized, work load not balanced.

Under utilization of people

Using expensive labor to do Using expensive labor to do work that can be done by less work that can be done by less expensive labor. expensive labor.

What examples can you think of?


Review List of Statapult Process ProblemsReview List of Statapult Process Problems1.1. Waste or Variation?Waste or Variation?2.2. Which Type of Waste?Which Type of Waste?

10minutes


Exercise – Identify 8 WastesExercise – Identify 8 Wastes

1.1. OverproductionOverproduction2.2. WaitingWaiting3.3. DefectsDefects4.4. TransportationTransportation5.5. OverprocessingOverprocessing6.6. InventoryInventory7.7. MotionMotion8.8. Underutilize PeopleUnderutilize People


Value-Added and Non-Value-Added work– Value-added is defined as adding value to the product or service in

the eyes of the customer– Non-value-added is work in the process that the customer is not

willing to pay for if they had a choice (waste)

Value-Added Activities An activity that transforms or shapes

material or information Customer wants it Done right the first time (no rework)

Non Value-Added Activities Activities that consume resources but create

no value in the eyes of the customer Pure waste If you can’t get rid of the activity, it - ”E”

Non Value-Added – Essential Activities Activities causing no value to be created but which cannot be eliminated

based on current state of technology or thinking Required (regulatory, customer mandate, legal) Necessary (due to non-robustness of process, currently required; current

risk tolerance)

E


Waste is…Any action, process or product that adds cost (uses resources), without adding value as perceived by our customer.


Exercise – Current Process AnalysisExercise – Current Process Analysis

20 minutes


Value Added Value Added (to customer)(to customer)Non-Value AddedNon-Value Added (to customer)(to customer)- - - - - - - - - - - - -- - - - - - - - - - - - -Non-Value Added (Essential)Non-Value Added (Essential)

(determine during Future State Mapping)(determine during Future State Mapping)

E

See next slide for reminder of customer requirements.

County Executive OfficeCustomer Requirements – Customer Requirements –

ReviewReview All shots must be fired at an angle of 164 degreesAll shots must be fired at an angle of 164 degrees All shots must land on the floor in a stationary All shots must land on the floor in a stationary

target area +/-3 inches long and +/- 6 inches wide target area +/-3 inches long and +/- 6 inches wide with respect to the nominal targetwith respect to the nominal target

Pass/Fail data must be collected for each shotPass/Fail data must be collected for each shot The balls must be sorted based on either Pass or The balls must be sorted based on either Pass or

FailFail The balls must be delivered to customer with no The balls must be delivered to customer with no

markings (colored dots)markings (colored dots) The customer requires 20 passed balls to be The customer requires 20 passed balls to be






Module 7Module 7

Define, Measure, and Analyze before Improve Define, Measure, and Analyze before Improve stage.stage.

What is the problem, what are the red X’s, What is the problem, what are the red X’s, validate the red X’s.validate the red X’s.

Don’t accelerate the excavation until you are Don’t accelerate the excavation until you are sure you’re looking in the right place.sure you’re looking in the right place.


ObjectivesObjectives Identify potential Identify potential

solutionssolutions Question/Validate Question/Validate

requirementsrequirements Question non-value Question non-value

added stepsadded steps Map out “TO BE” process Map out “TO BE” process Develop an Develop an

implementation Planimplementation Plan Pilot solutionPilot solution Consider 5 SConsider 5 S Add error proofingAdd error proofing


Build a process that can Build a process that can produce consistent produce consistent results. Don’t rely on results. Don’t rely on Dan!Dan!

County Executive Office5-S (Workplace Org)5-S (Workplace Org)

5S is a technique that results in a well-5S is a technique that results in a well-organized workplace complete with organized workplace complete with visual controls and order. It’s an visual controls and order. It’s an environment that has “a place for environment that has “a place for everything and everything in its place, everything and everything in its place, when you need it”. when you need it”.


Elements of a 5S ProgramElements of a 5S Program SortSort Remove from the workplace all items that are Remove from the workplace all items that are

not needed for current operationnot needed for current operation. . Set in Order/Straighten Set in Order/Straighten Arranging needed Arranging needed

items so that they are readily accessible and labeled so items so that they are readily accessible and labeled so that anyone can find them or put them awaythat anyone can find them or put them away..

ShineShine The key purpose is to keep everything in top The key purpose is to keep everything in top condition so that when someone needs to use condition so that when someone needs to use something, it is ready to be usedsomething, it is ready to be used

StandardizeStandardize The standard should be easily The standard should be easily understood and easy to communicate (i.e. visual understood and easy to communicate (i.e. visual controls).controls).

SustainSustain Implementing solutions to address the Implementing solutions to address the root causes of work area organization issues. All root causes of work area organization issues. All employees must be properly trained and use visual employees must be properly trained and use visual management techniquesmanagement techniquesWhat is most difficult?What is most difficult?

County Executive OfficeTypes of Error ProofingTypes of Error ProofingCreate Create quality at the source quality at the source through error through error

proofingproofing(This is called = Poka Yoke)(This is called = Poka Yoke)

Types of error proofingTypes of error proofing Make it impossibleimpossible to create error Make it harderharder to create error Make it obviousobvious the error has occurredExamples:Examples:

Minivan – Gas tank/sliding doorMinivan – Gas tank/sliding door – – Beeping when leave keys in carBeeping when leave keys in car – – Trunk latch/remote lockTrunk latch/remote lockOthers: USB, Color coding, Edits, Checklists (Pilot,gas Others: USB, Color coding, Edits, Checklists (Pilot,gas

cap,Dr?) cap,Dr?) Poor Quality = Waste (Defects, rework, Poor Quality = Waste (Defects, rework,

scrap) scrap)


Exercise – Simulation Round Exercise – Simulation Round 22

45 minutes



Round 2: Future State - Flow Round 2: Future State - Flow Improvements/Variation Improvements/Variation ReductionReduction

Learning ObjectivesLearning Objectives

The Statapult exercises are designed to give students experience using the methodologies and tools taught in this course.

County Executive OfficeRound 2Round 2

This round is intended to give the team experience with specific flow changes & reducing variation to improve quality and yield.

Flow Improvements/Variation ReductionFlow Improvements/Variation Reduction


Exercise Requirements – Exercise Requirements – Round 2Round 2

Team members do not have to perform Team members do not have to perform the same roles as in Round 1the same roles as in Round 1

No permanent markings or No permanent markings or modifications can be made to the modifications can be made to the Statapult or ballsStatapult or balls


Customer Requirements – Customer Requirements – Round 2Round 2

All shots must be fired at an angle of 164 All shots must be fired at an angle of 164 degreesdegrees

All shots must land on the floor in the targetAll shots must land on the floor in the target Pass/Fail data must be collected for each Pass/Fail data must be collected for each

shotshot The balls must be sorted based on either The balls must be sorted based on either

Pass or FailPass or Fail The customer requires 20 passed balls to be The customer requires 20 passed balls to be


County Executive OfficeRequirements – Round 2Requirements – Round 2Business RequirementsBusiness Requirements NoneNone

Statapult RequirementsStatapult Requirements The Statapult must be placed so that The Statapult must be placed so that

the base is on the floor and in a the base is on the floor and in a stationary positionstationary position

County Executive OfficeFuture State Map ExerciseFuture State Map Exercise

45 minutes

Based on the new requirements and your team’s value analysis of the Current State Map, design the new process layout for the next Statapult round. Consider the following:

1. Strategies to reduce variation Address list of items causing variation

2. Strategies to reduce waste Create Future State Map Eliminate steps / improve flow New roles/responsibilities Listen to voice of the customer **Only keep value added and essential steps**

County Executive OfficeRound 2 ShootRound 2 ShootAre you ready to start?

The Future State Map is readyThe Future State Map is ready Statapult layout is readyStatapult layout is ready

The simulation will start simultaneously for

all teams! 15 minutes





Module 8Module 8


ObjectivesObjectives Solution implementationSolution implementation Establish control plan Establish control plan (Metrics: Avg/Std Dev; (Metrics: Avg/Std Dev;

oven/bucket)oven/bucket) Verify improvements Verify improvements (Monitor targets)(Monitor targets) Verify long term capabilityVerify long term capability Transition project to process ownerTransition project to process owner


““What gets What gets measured gets measured gets managed”managed”


ToolsTools Control ChartsControl Charts Standard Operating Procedures Standard Operating Procedures

Process Control PlanProcess Control Plan Communication PlanCommunication Plan Mistake ProofingMistake Proofing Team Feedback SessionTeam Feedback Session

No Control Plan?No Control Plan? Like Shooting an arrow in the sky and Like Shooting an arrow in the sky and

expecting it to stick. Gravity!expecting it to stick. Gravity!



Maintaining Process ImprovementsMaintaining Process Improvements A Control Plan’s primary intent is to create A Control Plan’s primary intent is to create

a structured approach to control the a structured approach to control the process.process.

Control plans assure well thought-out Control plans assure well thought-out reactions are in place if an out of control reactions are in place if an out of control condition occurs. condition occurs.

They provide a method for documentation They provide a method for documentation and communication of control methods.and communication of control methods.

Entropy- It just isn’t what it used to beEntropy- It just isn’t what it used to be


County Executive OfficeCelebrate!Celebrate!

Go to brief-outsGo to brief-outsTeam CertificatesTeam CertificatesPublicize resultsPublicize resultsBrag!Brag!


V-ValidateV-Validate Improvements/Savings will be validated Improvements/Savings will be validated

six months to one year after completion of six months to one year after completion of your CPI project to insure improvements your CPI project to insure improvements are realized and sustained. are realized and sustained.

ToolsTools Metrics Collection SystemMetrics Collection System Audits Audits

Process for Process Improvement – DMAIC-V

ChampionChampions/Leadss/Leads



County Executive OfficePush to ChangePush to Change

““..you’ll have trouble creating a ..you’ll have trouble creating a new new culture if you insist on culture if you insist on doing it in the ways that are doing it in the ways that are consistent with the consistent with the oldold one.” one.”

County Executive OfficeWhat Can I Do?What Can I Do?See for yourself!See for yourself! Go to the WebsiteGo to the Website

Be an advocate – find a story and tell it!

Get involved!•Get training•Ask why•Submit ideas•Get on a team

Be Positive

www.countyofventura.org/serviceexcellence

County Executive OfficeSeven Deadly WordsSeven Deadly Words

““WE HAVE WE HAVE

ALWAYS ALWAYS

DONE ITDONE IT

THIS THIS

WAY.”WAY.”