LEAN SIX SIGMA FOR ALL SECTORS - StarChapter...Analysis ± 5 Why, 5W2H and Fishbone Diagram ¾ A3 PROBLEM SOLVING Day 2 (2nd Half) Lean or Kaizen Event Methodology x Background and

Charanjit Singh (CJ) BawaPMP, Black Belt & Change Agent

LEAN Coach, QCDMS Consultants

COPYRIGHT- QCDMS CONSULTANTS 1

LEAN SIX SIGMA FOR ALL SECTORS

About CJ (LEAN Coach)

COPYRIGHT- QCDMS CONSULTANTS

• Passionate, Results-Driven Professional and Public Speaker

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

project management experience • Trained 6100 professionals, coached more than 160

Improvement project teams , from 50 organizations, across all sectors

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

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

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

2

3

IMPROVE QUALITY

INCREASE SAFETY

LOWER COSTS

REDUCE DELIVERY TIME

ENHANCE MORALE


We support organizations to:

4COPYRIGHT- QCDMS CONSULTANTS

We coach teams to:

Lean can dramatically improve your Company’s bottom line.

PEOPLE

LEANCOMMON

SENSE

5

1. SHOW RESPECT2. GO SEE & FIND

WASTE3. ASK WHY & ENGAGE


Core Values of LEAN


1.Purpose2. Key

Objectives

3. Leader Standard

Work

4. Create Huddle

Structure

5. Huddle Board and Meetings

6. Listing Opportuni

ties

7. Process Improvem

ents

• Culture

• Leadership skills

• Commitment from the top

• Roles & Responsibilities

• Right Team and Resources

• Vision

• Mission

• Core Values

Outcome –

• Get Direction

• Connect

everyone to

common

vision

• VOC

• VOB

• VOP

• VOE

• Key Processes

• Process Metrics

Outcome-

• Departmental or

sectional

Dashboard

• KPIs & Targets

3 to 5 Years and

Yearly Plan

• Process KPIs

• Focus on key

objectives

• Leader’s activities

• Process Walk

(Gemba)

Outcome-

• Leader’s Standard

sheet

• Leader’s daily work is

in alignment with

Purpose and key

objectives of the

organization

• Lean Trainings (White, Yellow, Green)

• Other Training (Project Management,

Change Management, Group Facilitation

Skills and more)

• Level of Meetings

• Details of Meetings

and Plan (What,

When, Who, Where,

Why, How and How

Much)

Outcome

• Meeting Standards

• Meeting Structure

• Small

• Medium

• Large

• Complex Problem

Solving

Outcome-

• Improved Processes

• Standardized Process

• Benefits to Team and

Organization

• Huddle Board

with objectives

(Monthly and

Daily)

• Monthly Meetings

• Daily Meetings

Outcome-

• Monitoring of key

objectives

• Employee

Engagement to

find Opportunities

to improve

• List Small,

Medium and

Large Process

Improvements

• Prioritization

Outcome-

• List of Problems

and Projects

• Problem Kan Ban

Board

1. Create Culture

3. LEAN Daily Management

To monitor purpose and objectives4.1 Process Improvements

4.2 Problem Solving 2. Setting Direction

Our Embedding Lean ModelOther SkillsAbout Lean

• Lean Thinking

• Lean Principles

• Lean Philosophies

• Lean Tools

6

7

Training

Group Facilitation

Consulting

Coaching

Our LEAN Services


Training and coaching process


Trainees work on company’s actual

processes & identify

opportunities

Handson practical Games to

engage trainees

Focused questions & group

discussions

Lego tactile exercises

Coaching your team on actual

processes

Training throughmedia and

actual case studies

QCD

MS

Water Leak

Water Leak

Case Study 3 Your Problem

Copyright: QCDMS Consultants

248

11

Our Engagements


Open Training Coaching on Lean Event Public speaking

Organizational Training Coaching at client side Group FacilitationPublic Service

Public Service

Team Building- Service

OACETT chapter dinner PMI Open Lean Six Sigma

Yellow Belt Training

1 piece flow - Manufacturing

9

1. Organization’s

Culture &

Leadership Skills

4. Process Improvement

3. Problem Solving

2. Daily Management

towards a Purpose

Lean Philosophy, Principles &

Tools

WHITE BELT YELLOW BELT GREEN BELT

COMPETENT

Lean Basics & Small Process Improvements

PROFICIENT

Lean Daily Management, Medium size Process Improvements and

Problem Solving

EXPERT

Can Embed culture of Lean Six Sigma and coach teams across organization

1 Day +2 Days +3 Days


Our LEAN Certifications

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

enhanced customer and employee morale = INCREASED PROFITABILITY $$

PROCESS IMPROVEMENTS

PROCESS IMPROVEMENTS

COMPLEX PROBLEM SOLVERS +


LEAN Yellow Belt (+2 Days)

COMPLEX PROBLEM SOLVERS

PROCESS IMPROVEMENTS +

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

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

18

12

Goals and Objective

Goal- Train staff to improve their processes with the help of Lean Event methodology and Six Sigma- DMAIC or Toyota- A3 Problem Solving thinking.Duration- 2 DaysCourse Pre-work – Trainees bring a small to medium size Process and Problem to the trainingTraining overview-• Lean Management Principles, Philosophies and House of Toyota• Lean organization- Culture and Direction• Overview of “Lean Daily Management”- KPIs, Dashboard, Huddle & Issues Kan Ban

Board, Huddle Meetings, Leader Standard Work• Overview of “Lean or Kaizen Event” methodology applied on Trainee’s Processes• Basic Statistics (Measure of Central Tendency) and 7 QC Tools• “Root Cause Analysis”- Six Sigma (Define – Measure- Analyze- Improve- Control) or

“Toyota & Honda A3” Thinking on Trainees problems


Yellow Belt overview

13COPYRIGHT- QCDMS CONSULTANTS

Yellow BeltDay 1 (1st Half)

About Lean

Embedding Lean Model

LEGO Simulation (Round 1)

• Lean 8 Waste, VA, NVA,

Inefficiencies, Muda, Mura Muri

• History of Lean

• 3 P’s of Lean (Purpose, People

and Process)

• Two Lean 8 Waste Exercises.

➢ 1. Trainees watch video and

finds 8 Waste and

➢ 2.Trainees list all the 8 waste

that they see in work)

• Lean philosophy and principles

➢ 5 Principles of Lean

• Applying Lean Philosophies

and Principles in LEGO

Simulation (Round 2)

• Create a List of Opportunities (in

your own setting) where Lean

Philosophies can be applied, 2

per trainee in the room

Day 1 (2nd Half)About Lean Daily Management

Organization Culture

• Culture and Continuous Improvement

• Respect For Individuals

• Overview and Recipes of a Great

Culture (Lean Leadership and Soft

Skills)

• Skills required to become a LEAN

Leader

Embedding culture of Lean Six Sigma

• Embedding culture of LEAN model

• Lean Planning Sheet for a department

• How staff members are engaged in a

Lean Six Sigma organization

Daily Management

• Huddle Meetings and Boards around

Business and Process Key

Performance Indicators (KPIs)

• Leader Standard Work aligned with

Organization KPIs

Project Selection or Process Improvement

Opportunities

• Project Selection, Prioritization and

Impact Effort Analysis

• Type of Kaizen or Process

Improvements – Small, Medium and

Large

Day 2 (1st Half)House of Toyota

❑ JUST IN TIME- Lead Time, Takt

Time, Cycle Time, FIFO, 1 Piece

Flow, Push Vs. Pull, Work Cell,

Load Balancing and Level

Scheduling

❑ STANDARDIZATION- Visual

Management, 5 S, Point of Use

and Skills Development

❑ JIDOKA- Quality Control Vs.

Quality Assurance Poka Yoke

and Andon

❑ RESPECT

❑ KAIZEN

Basic Statistics and 7 QC Tools

➢ Measure of Central Tendency – Min,

Max, Median, Mode, Average, Count

and 80th Percentile

➢ 7 QC Tools- Histogram, Scatter

Diagram, Fishbone, Bar Chart / Run

Chart / Control , Pareto Analysis,

Check Sheet and Process Mapping

Problem Solving Tools

➢ Problem Solving or Root Cause

Analysis – 5 Why, 5W2H and

Fishbone Diagram

➢ A3 PROBLEM SOLVING

Day 2 (2nd Half)Lean or Kaizen Event Methodology

• Background and basics of process

improvement

• Teach Lean Event methodology (6 step

process)-

1. Choose a process- Team Charter (Voice

of Customer, Objective, Milestones, Team

formation and more)

2. Data collection, Process Walks and

creating Current State Value Stream Map,

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

❑ Review Charter and Objectives or

KPIs,

❑ Agree on Current State Map,

❑ Finding Inefficiencies, Clustering

Inefficiencies & finding top priority

Themes, Root Cause Analysis,

❑ Creating Action Plan, Work

Breakdown Structure,

❑ Drawing Future State Map,

Target Setting,

❑ Report Out to Senior Leadership

4. Complete Action Items

5. Regular update meetings and monitor

action plan and KPIs

6. Check benefits, Control and Close out

Project

• Share Lean Event report out template

Case Studies (Manufacturing)


Honda Cars India Automotive Parts Commercial Filters

• Converted line from one

model to variant model line

• Completed numerous quality

defect reduction projects by

using Honda A3 thinking

• Completed time & motion

studies, did load balancing

on assembly line to free up

five resources

• Reduced tooling

Changeover process from

1 hour to 20 minutes

• Honda seat frame product

line productivity improved

by 10%

• Overall Plant KPIs

improved by 10%

• Freed up 12 resources

from a process

• Reduced manufacturing

lead time by 95% from 10

days to 30 minutes,

• Initiated Lean

communication structure

• Started inventory

management system

• Reduced overall Lead

Time by 15%

High Rise Window

• Trained 80 staff from all processes

• 50 processes and sub processes

review

• Initiated LEAN Daily Management

structure

• One of the process reduced by

99.99 % from 2 days to 1.5 minute

• 500 small to rapid process

improvements across all

processes

• Savings close to 1 Million Dollars

Our approach at Client side


PlanningProcess Walks

before TrainingTraining in Classroom

Lean Daily Management

Coach on Actual Process

REPORT OUT

• Training Plan

• Coaching Plan

• Choosing Leaders

• Choosing Processes

• Establish LEAN

Champion

• Walk Processes

• Observe

• Utilize Leaders and

Champion to create

High level VSM and

find opportunities

• Get ready

• Establish Focus

• Utilize Processes and

opportunities found

during Process Walk

• Practical training and

connect all LEAN

principles and

philosophies with

Client’s processes and

pains

• Find opportunities from

Lean Daily

Management structure

• Apply LEAN principles

and Philosophies to

improve

• Coach , support and

motivate

• Create Presentations ,

Before, After and

Benefits

• Establish KPIs

• Huddle Boards

• Huddle Meetings

• Find Opportunities

• Engage staff

• Bring everyone

together from all levels

• Everyone presents

• KEEP ON

REPEATING THIS

CYCLE

• Make Lean a Way of

Thinking

Case Studies (IT- Service)


New User Provisioning IT Helpdesk IT Storefront

• Freed up 15% capacity and

reduced overtime

• Lead time reduced by 20%

• Reduced lead time by 25%

• Combined the New User

Provisioning process with

the IT Helpdesk process to

bring one common

platform

• Freed up 300 square feet of

space

• Freed up 10% of resource

hours

• Inventory reduced by 25%

Case Studies (Healthcare)


Cardio Clinic Imaging Clinic Family Health Team

• Waiting time at the clinic

reduced by 25%

• Overall patient wait time from

the time of receiving referral

to the 1st time at the clinic

reduced by 20%

• Load balancing to improve

the patient care

• Freed up 15% resource

hours

• Reduced Patient waiting

time by 75% by studying and

improving call center

process

• Completed Capacity study and

supported management team

to open up more lines of

business or revenue

• Coached staff to find Lean 8

Waste in healthcare

Case Studies (Public Service)


Library New Material Courts Early Resolution Facility Maintenance

• Lead time reduced by 97%

• Freed up 630 square feet

• 42% increase in production

• Freed up 700 Employee

Hours

• Processing lead time reduced by

99.99% for Customers coming to

Counter

• Touch time / ticket reduced by

30%

• Lead Time reduced by 25%

• Brought back $200K worth of

sublet or outsourced work,

back into the department

Trained 2500 public service professionals who have further initiated 600 small

process improvements and saved $ 4 Million of Tax Dollars in the form of cost

reductions, cost savings and freed up capacities

Case Studies (Public Service)


Accounts Payable Infill Building Permit Road Repairs

• 65% reduction in number of

Invoices

• 25% reduction in Lead Time

• $25,000 in Freed up

capacities

• Resubmissions reduced by

25%

• Overall lead time reduced by

41%

• Construction lead time

reduced by 54%

• Payment lead time reduced

by 60%

Our trainees came from:


MANUFACTURING SERVICE

PUBLIC SERVICE HEALTHCARE

20

Documents

LEAN SIX SIGMA FOR ALL SECTORS - StarChapter...Analysis ± 5 Why, 5W2H and Fishbone Diagram ¾ A3 PROBLEM SOLVING Day 2 (2nd Half) Lean or Kaizen Event Methodology x Background and