If you can't read please download the document
Upload
darpan-begdai
View
214
Download
0
Embed Size (px)
Citation preview
OAKLAND CONSULTING
DRIVER A European Lean Six Sigma Process
Improvement Methodology
Paul White Oakland Consulting
2
2 OAKLAND
CONSULTING
Agenda
Oakland Consulting
Process Improvement Methodologies
Lean Principles
Six Sigma Overview
DRIVER:
> Process Focus
> Deployment Strategy
European Aeronautical Defence Sector (EADS)
EADS DRIVER Case Study
Questions & Answers
3
3 OAKLAND
CONSULTING
Some of our Private Sector Clients
http://www.paceelectronics.com/Default.aspxhttps://www.nationalgridus.com/http://www.nationalexpress.com/index.html4
4 OAKLAND
CONSULTING
Some of our Public Sector Clients
http://www.nhs.uk/http://www.dh.gov.uk/en/index.htmhttp://images.google.com/imgres?imgurl=http://www.nonnativespecies.org/pics/hmrc_logo.jpg&imgrefurl=http://www.nonnativespecies.org/&h=63&w=162&sz=34&hl=en&start=3&um=1&tbnid=O0fB353Qy0itAM:&tbnh=38&tbnw=98&prev=/images?q=HMRC+logo&um=1&hl=en&rls=GGLD,GGLD:2005-12,GGLD:en&sa=N5
5 OAKLAND
CONSULTING
Workshop Discussion
What methods can we use to protect the customer?
6
6 OAKLAND
CONSULTING
100% Inspection Does it work?
Workshop Discussion
7
7 OAKLAND
CONSULTING
Will 100% inspection protect the customer?
Scenario
Marketing Department are very proud of the
publications they produce.
The customers of Oakland expect the highest quality
publications.
Therefore, the manager of the publications department has
decided to employ you as an inspector at the end of the printing
process to ensure that the text produced is accurate.
You have 30 seconds to inspect the following set of text and
count how many times the letter appears, (upper & lower
case) including the title.
8
8 OAKLAND
CONSULTING
Finished files are the results of many
years of sceintific studies combined
with the experience of many years of
effort
F-Test
9
9 OAKLAND
CONSULTING
How many did you see?
Have another look!
F-Test
10
10 OAKLAND
CONSULTING
Finished files are the results of many
years of sceintific studies combined
with the experience of many years of
effort
F-Test
11
11 OAKLAND
CONSULTING
Did anyone change their mind?
F-Test
12
12 OAKLAND
CONSULTING
Finished files are the results of many
years of sceintific studies combined
with the experience of many years of
effort
F-Test
13
13 OAKLAND
CONSULTING
Did you spot anything else?
F-Test
14
14 OAKLAND
CONSULTING
Finished files are the results of many
years of sceintific studies combined
with the experience of many years of
effort
F-Test
F-Test
15
15 OAKLAND
CONSULTING
100% Inspection Does it work?
Workshop Discussion
16
16 OAKLAND
CONSULTING
Process Improvement Methodology Objective
Waste Elimination / Defect Reduction
Efficiency / Yield Improvement
Improved Customer Satisfaction
Higher Shareholder Value
OAKLAND CONSULTING
Process Improvement Methodologies
18
18 OAKLAND
CONSULTING
Plan, Do, Check, Act
Check
What
happened?
Measurement
Assessment
Analysis
Do
What
action?
Prepare for implementation
Training
Communication
Implement improvement
Change management
Project management
Plan
What
focus?
Project goals/measures
Set up team
Map process
Measure process
Identify key problems
Find root causes
Identify solution
Plan for implementation
Act
What
now?
Review
Project revision
Standardisation
Share learnings
Further improvement
19
19 OAKLAND
CONSULTING
1. Identify the team Build cross-functional team
2. Define the problem
Where, when, etc. Is/Is not analysis Process map Measure and set objective
3. Contain the symptom Short-term solution Rescue affected customers
4. Identify root causes Use FMEA, Five Whys Identify and check root cause
5. Choose corrective action Focus on fixing root causes Set targets and owners for implementation
6. Implement corrective action Implement to plan Collect data to prove success
7. Make change permanent Documentation Revise targets, FMEAs, etc.
8. Recognise the team Recognise individuals and the team Celebrate success
Global 8D
0. Emergency Response Action Protect the customer
20
20 OAKLAND
CONSULTING
DMAIC
Define
Measure
Analyse
Improve
Control
Identify champion and owner Initial assessment of situation Define scope and goals of project
Map process Validate measurement system Calculate process capability
Analyse for sources of variation Identify potential root causes Verify actual root cause
Develop solution Create new process map Cost / benefit analysis
Standardise Sustain the gain Develop control strategy
21
21 OAKLAND
CONSULTING
DRIVER A European Lean Six Sigma Improvement Methodology
D Define Define the scope and goals of the improvement project in terms of
customer and/or business requirements and the process that delivers
these requirements.
R Review -
-
I Investigar Analyse the gap between the current and desired performance,
prioritise problems and identify root causes of problems.
V Verbessern Generate the improvement solutions to fix the problems and prevent
them from reoccurring so that the required financial and other
performance goals are met
E Execute This phase involves implementing the improved process in a way
systems such as EN 9100 and standards of performance will be
established using techniques such as Statistical Process Control
R Renforcer process re-assessment for continuous improvement
22
22 OAKLAND
CONSULTING
Methodology Comparison
1. Identify team
2. Define problem
3. Contain
symptom
4. Identify
root causes
5. Choose
corrective action
6. Implement
corrective action
7. Make change
permanent
8. Recognise the
team
Define
Measure
Analyse
Improve
Control
Do
Act
Check
Plan
PDCA DMAIC 8D
Define
Review
Investigar
Verbessern
Execute
DRIVER
Renforcer
23
23 OAKLAND
CONSULTING
DRIVER A holistic approach
VariationWaste
TIME
COST
QUALITY
Process
Improvement
Lean Six Sigma
OAKLAND CONSULTING
Lean Principles
Cost
QualityTime
25
25 OAKLAND
CONSULTING
Lean Principles
Lean principles are based on the Toyota Production System (TPS)
TPS was developed after benchmarking the Ford Motor Company
The key characteristics of TPS / Lean are:
> Only producing what is required, when it is required
> Close links throughout the supply chain just in time
> Producing right first time
> A lean mindset & company culture
> The elimination of non-value added activity (waste)
26
26 OAKLAND
CONSULTING
-Add
Total Throughput Time = Value-
add time
Non-Value Add +
Other time +
Lean
Eliminate Waste to Improve the Value Stream
Usual Focus
Work longer-harder-faster,
add people, complexity or
equipment
26
27
27 OAKLAND
CONSULTING
Over-production
Motion
Inventory 1
6
7
5 4
3
2
WASTE
Waiting
Defects (Scrap/Rework)
Over-processing
Transportation
The 7 wastes
28
28 OAKLAND
CONSULTING
LEAN Concepts
Standardised Work
Waste Elimination
Parallel Processing
Cell Layout
Batch Reduction
Quick Changeover
Line Balancing
Other Concepts
Visual Management
5 S
Error Proofing
A Lean Example
29
29 OAKLAND
CONSULTING
Workshop Discussion
Are Lean principles only applicable to manufacturing processes?
OAKLAND CONSULTING
Six Sigma Overview
Cost
QualityTime
31
31 OAKLAND
CONSULTING
What is Six Sigma?
Six Sigma is focused on improving the quality of our products and
services
How do we define the term
The generic definition of quality is or exceeding the customer
The customer of a process can be internal or external
Therefore, Six Sigma improves quality, thus, improving customer
satisfaction
32
32 OAKLAND
CONSULTING
Six Sigma Satisfying the Customer
Defects Defects Acceptable
LSL USL
Customer Requirement
Process Performance
Sigma is a capability metric that compares process
performance against customer requirements
33
33 OAKLAND
CONSULTING
Is 99% Quality Good Enough?
6 Sigma
99.99966% Good
1 short or long landing every 5 years
3.8 Sigma
99% Good
2 short or long landings at an airport per
day (200 daily flights)
Unsafe drinking water for almost 15
minutes each day
Unsafe drinking water one minute every
seven months
5,000 incorrect surgical operations per week
(500,000 operations per week)
1.7 incorrect operations per week
10,700 defects per million opportunities 3.4 defects per million opportunities
34
34 OAKLAND
CONSULTING
Quantifying Process Capability
VARIABLE DATA
Cp
Pp Ppk
Cpk
ATTRIBUTE DATA DPMODPUPPM
} Sigma is a universal measure of process performance
35
35 OAKLAND
CONSULTING
Variable process capability is the ability of a process output
specification limits which are defined by the customer requirements.
Variable Process Capability Analysis
4 3 5 6 7 4 3 5 6 7
Can this distribution from a process output fit between the specification limits of 5 1?
36
36 OAKLAND
CONSULTING
LSL USL
Tolerance Process spread
LSL USL
Mean
Capability is an assessment of: process spread as a ratio of the process
tolerance. Cp / Pp
Cpk / Ppk is the location of the process mean with respect to both
process specification limits.
Variable Process Capability Analysis
37
37 OAKLAND
CONSULTING
Cp =
Cp =
Cp =
Cp =
Cp =
LSL USL
1
3
2
0.5
1
Workshop Exercise Cp
38
38 OAKLAND
CONSULTING
Cpkl = 1
LSL USL X
Cpkl = 5
X
Cpkl = 1 X
Cpkl = 0.5
X
Cpkl = 3
X
Cpku = 1
Cpku= 1
Cpku = 3
Cpku= 0.5
Cpku = -1
Workshop Exercise Cpk