Yellow Belt Training June 2013 (Reference)

6/10/2013
Course Objectives
County Executive Office County Executive Office
Welcome to Yellow Belt At the end of this course you will be able to:
Lean Six Sigma Training  Learn how Lean/Six Sigma fits in CI’s DFA strategic plan
In partnership with:  Participate in Continuous Process Improvement events
 Apply problem solving tools to improve processes
 Use a common Lean Six Sigma language
 Recognize how the culture of CI is evolving
1
 Cheat with a clear conscience (“borrow” good ideas)
2
County Executive Office Employees
Solutions
1. More employees
2. Improved employees
• Training
• Multitasking
• Incentives
• Accountability
3. Customers have to wait
Complaints Process • “Manage”

expectations
• What took so long?
• Can’t you go any faster?
• Who dropped the ball?
3
Customers
4
Employee
Customer Becomes the Problem
Service Delivery
Before After
Process
Improvement
Customer
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System Perspective County Executive Office

Improving Our Systems County Executive Office
Fundamental 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
Perspective Adds Meaning
 Awareness of your surroundings / Be curious
Complexity = Specialization = Narrow Perspective / Barriers
7 8
Where are you going? Training Environment

Supplies
• Sign in sheet, name tents
• Exercise equipment (Statapult etc.)
Teams
• Color coded, pick team names
9 10
Keys to Your Success

in this Course
County Executive Office
Team Agreements County Executive Office
HAVE FUN!!!
 Have fun  Be on time returning from breaks & Listen fast
 Ask questions anytime – this is a learning experience
 Active participation in class activities
 Participate fully in all activities
 Ask questions
 Listen to speakers – one speaker at a time
 Notice the terminology
 Parking Lot – 3 knock rule
 Appreciate the concepts; no memorization  Handle outside business on breaks
 Get the Sampler; Check out the specials • Set electronic devices to stun (silent mode)
• This is a “iPhone-Free Zone”
 “County bell”
11 12
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Getting Acquainted County Executive Office
Ventura County Mission

Each table will be asked to answer a

question:  To provide public
• If I had 8 extra hours… infrastructure, services and
support so that all residents
• If I could improve a process… have the opportunity to
• If I had to name a pink elephant… achieve a high quality of life
• If I had more resources... and enjoy the benefits of a
(Take 5 Minutes – Be ready to present at _:__) healthy economy.
13 14
DFA Mission
 We support CI’s mission by transforming the DFA

delivery of services through continuous
improvements, providing a foundation that is
Strategy
knowledge driven, flexible in approach, and Map
entrepreneurial in spirit
15 16
Achieve Operational Excellence Service Excellence Structure

Board of Supervisors
Vision & Direction
Service Excellence Michael Powers, CEO
Matt Carroll, Asst. CEO Agency Executive Team
Continuous Improvement (Ex. Projects generating Lean Lean Coordinator

additional projects) Champion
GTE, $, Resources
Service
Empirically Based Decision-making Excellence
Council All Employees Value Stream
Champion
• Observation, Experience
• Provide data and voice of
Measurable results Service
Excellence Office
customer inputs to Just Do
Its, Kaizen Events and Team
Leaders
Projects
• Quality, Consistency, Speed, Cost • Apply concepts to their own
jobs and work areas
Practitioner’s Team
Council Members
Belts
Execution:
17 Infrastructure: Do it.
18
Support it.
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CI Deployment Breathing Life Into Data

 Discretionary Permit Process Resource Management Agency, Fire,

Agriculture, Public Works Agency.
• Reduces number of separate forms from 31 to 1.
• Reduces number of pages from 325 to 59.
• Reduces 872 questions to 110.
• Reduces duplicated questions from 180 to 0.Green.
 Blanket Purchase Order General Services Agency. Increased

productivity of BPO’s from 163 to 1,686, 30 steps to 11 steps.
Sustained for 3 years. Staff morale and teamwork “never better”.
 Others
 PWA/GSA. Heavy Equipment tracking and purchase decisions.
 GSA. Changed billing process to electronic. Eliminated 85,000 paper.
 Animal Regulation. Eliminated annual dog tags. $35,000 (Why game)
 HSA. Eliminated labels on forms, printed contact information.
19 20
Three Gears
Lecture
Exercise - Process Simulation
Round 1
Kaizen
Simulation
25 minutes
Tools Simulation
(Exercise)
21 22
Example of a Bad Process County Executive Office

Learning Objectives County Executive Office
The Statapult exercises are designed to give

students experience using the methodologies
and tools taught in this course.
Round 1: Current State

Round 2: Future State - Flow
Improvements
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Simulation Requirements
Round 1 County Executive Office
Lean thinkers hear voices.

Current State
1. Exercise Requirements
Make the exercise work correctly and cannot be modified This round is intended to give the team
experience running the current process.
2. Customer Requirements (Voice of the Customer)
It includes the following three phases:
How the customer would like the product and/or service to
function
1. Baseline
3. Business Requirements (Voice of the Business)
2. Shoot
How your “Company” functions, internal policies 3. Calculations
4. Statapult Requirements (Voice of the Process) 4. *Pick your team name*
Constraints or capabilities of the tool used
25 26
Exercise Requirements
Baseline County Executive Office
Round 1
In order to run the simulation, you must

determine the accuracy and precision of the  Each team member will be assigned a role
process in order to set up the target area.  The balls will be marked as a preparation for
 Position your Statapult in shooting and for rework
designated area • Blue dots symbolize inputs needed to complete a
job function and are considered to be value added
 Take 20 test shots (164 to the process
degrees)
• Red dots symbolize the time and effort required to
 Mark the landing of each fix a problem
shot with piece of tape  No permanent markings or modifications can
 Use masking tape to mark be made to the Statapult or balls
off target area
 Do not move Statapult
during or after shooting 5 min 27 28
Customer Requirements County Executive Office

Business Requirements County Executive Office
Round 1 Round 1
 All shots must be fired at an angle of 164 degrees
 All shots must land on the floor in a stationary  Balls must be transported in batches of 5
target area +/-3 inches long and +/- 6 inches  The Statapult must be recalibrated (remove &
wide with respect to the nominal target reattach rubber band) between every shot
 Pass/Fail data must be collected for each shot  Workers should only be concerned with their
 The balls must be sorted based on either Pass or assigned jobs
Fail  All shots must originate from the floor
 The balls must be delivered to customer with no  Must use forms 5O-5LO, RUK-1D-1NG, and
markings (colored dots) 1-T5-L8
 The customer requires 20 passed balls to be  Balls are aligned with blue dot facing up
delivered in 5 minutes
 All data must be collected “real time” 29 30
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Statapult Requirements
Round 1 Roles
 The Statapult settings and structure cannot Marker

be modified
 The Statapult can not be aligned/modified Shooter
with any tools, devices or aids Inspector
 The Statapult can only be handled/touched by
the Shooter Sorter
 The Statapult must be placed so that the base Customer Liaison
is horizontal to the floor and in a stationary
position Observer(s)
Take 5 minutes to review what your role is

31 before the Round 1 shoot 32
Round 1 – Layout Round 1 Shoot

Are you ready to start?

Announce company name
Pass Fail Cups

Customer
Sorter
 Statapult layout is ready
Target
 Target area is taped off
Customer Observer
Liaison
x  Roles are assigned
Inspector  Role instructions have been
distributed
**(Leave Statapult in place when finished)
Box of
Balls
Marker The simulation will start
Shooter
simultaneously for all teams!
33 34
30 min
Exercise:
Calculations – Round 1 County Executive Office
What Went Wrong?

1. Customer Order (How do you know what they want?) ______ (1)
The amount of balls successfully delivered to the customer  What went wrong
2. Total Balls Fired ______
(Effort-Quality)
The total amount of balls fired for the exercise
(2)
with the process?
3. Total Failures (Do customers care?) ______ (3)
The total amount of failures called by the inspector  No solutions allowed
4. Time to First Delivery (Do customers care?) VOP ______
The time to make the first delivery to the customer
(4)
yet; only problems *
5. Total Lead Time (seconds) (Expected response) ______ (5)
Total time to complete the customer order
6. WIP (Work In Progress) ______ (6) • *At the end: ID which was the
The total amount of balls left at each work area
biggest problem of all
7. Yield ______ (7)
Customer Order(1)/Total Balls Fired(2)
What do these metrics tell us?

35 10 min 36
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Module 2 Module 2 Objectives

At the end of this module you will be able to:

Introduction to:  List and define 3 CPI methodologies
• Lean
Continuous Process Improvement • Six Sigma
Methodology • Theory of Constraints (TOC)
(CPI)
 List and explain the “Five (5) Principles of Lean”
 Identify the five (5) Phases of Six Sigma
37 38
What is “Lean Six Sigma”?

Lean Six
Speed Sigma
A. A college sorority Quality
Performance Improvement
B. A diet aid
C. A war on WASTE and VARIATION Theory of

Constraints
in business processes
Focus
39 40
Lean Six Sigma is . . . Origin of Lean

 Japan – post WWII – struggling economy

Making common sense common practice
 Edwards Deming – Quality guru
 A Combination of two schools of thought:
“Lean” - eliminating waste to reduce cycle times;  Brought radical ideas not yet implemented in
America
“Six Sigma” - reducing variation to ensure a
standard, quality output;  Acceptable quality level. cost/quality not a trade off
 Daily incremental improvement (everyone involved).
 A set of methodologies characterized by: Don’t seek perfection…yet (80/20).
customer satisfaction
 Focus – Don’t improve work, eliminate waste
a culture of continuous improvement
the search for root causes  Find colors exercise
and comprehensive employee involvement 41 42
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Lean Basics County Executive Office
Examples of Wastes
Time spent dealing with complaints
Lean Is . . . Redundant capture of information

Information not accurate
A War on Time spent looking for information, equipment, people

Excess supplies stored in multiple locations
WASTE!
Limited storage space – not properly used
Variations –
Example: Firemen and Pit Crews Low process yields, low quality, shift changes,
Information/equip unavailability
43 44
Traditional Process Traditional Process

Improvement vs. Lean Improvement vs. Lean
NON Value-added time Traditional

Inspect Re-work
Inspect
Wait Transport NON Value-added time
Focus
Transport Wait Improve Value-Added
Work Reinstall work steps
Work Work Time
Disconnect Small Amount of i.e. Better tools, machines,
Time Eliminated
instructions
Result: Small time
LARGE savings
amount
Start Finish of time saved
FLOW TIME
= Value = Non-Value-Added
Lean Focus Time savings have a direct impact on
• Cost • Capacity
Added Time Time (WASTE)  Reduce or eliminate NVA/waste
• Schedule • Flexibility
 Result: LARGE time savings • Resources • Etc.
45 46
Value-Added time is only a very small percentage of the total Time
Cycle of Lean Principles

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FLOW TIME
= Value = Non-Value-Added
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47
Value-Added time is only a very small percentage of the total Time
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What is “Six Sigma”?

Why “Six Sigma”? County Executive Office
Reduces variation in a process to achieve near perfect quality. Hey, 99% is good enough right?
99%
99.99966% (6 Sigma)
• 20,000 lost postal mail items • 7 lost postal mail items per
per hour hour
1st Time Quality • 15 minutes of unsafe • 1 unsafe minute
drinking water per day every seven months
99.99966% or 3.4 PPM
Focuses on Operational Excellence • 2 long/short landings per day • 1 long/short landing
every five years
at a major airport
• 1.7 incorrect operations
• 5,000 incorrect surgical per week
operations per week
• 1 hour without electricity
• 84 hours of lost electricity every 34 years
Six Sigma is a data-driven approach aimed at the near-elimination of defects per year
• 68 wrong prescriptions
from every process and transaction. per year
49 • 240,000 wrong prescriptions 50
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 Poor planning that results in rushed work

 Low process yields (Defects)
 Material condition not as expected
 Unique/custom products
 Change notices, holds, customer changes
 Vacations, illness = absent staff
 Many, many more... (obstacles to consistent outcomes)
51
It’s Scientific!
Process Improvement Filter County Executive Office
1. Y = f (x1, x2…)
2. Define Y (Charter)
Y = f (x1, x2,…xn)
3. Identify the X’s (tribal knowledge)
4. Identify the red X’s (tribal knowledge) (Vital Few)
5. Validate the red X’s (Gemba/data)
6. Analysis
7. Solution
Don’t accelerate the
excavation until you are
sure you’re digging in the
right place.
53 54
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Theory of Constraints County Executive Office

Checking In County Executive Office
Constraints and Barriers 1. Lean is a war on ______.

A constraint is anything in an
2. Six Sigma reduces ____________.
organization that limits it from moving
forward or achieving its goal 3. Lean Six Sigma engages and
empowers ___________ to make
process changes.
4. The Theory of Constraints strives
to eliminate ________.
“The slowest vehicle in a convoy sets the pace”
55 56
Module 3
What other comments or questions

do you have?
Team Members
Roles and Responsibilities
57 58
Module 3 Objectives County Executive Office
Lean Thinkers

It’s not about tools – don’t throw tools at a
problem (Tools do not have solutions, people do)
Turn the “mental corner” together (Use L6S lens)
 Describe a Lean Thinker
Filter the problem and problem solving
 Describe & articulate your role as a Team
through Cycle of 5 Lean Principles and Cycle
Member
of Six Sigma Discipline
 Have an appreciation for the impact of
Your experience + Lean Six Sigma tools =
culture on change
solutions
If all the same thinking still exists, little by little
59 you will return to your prior state! 60
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Where do you
find team members? Team Members
External Customer(s):
Represent your area
Suppliers Process Step Process Step
1 Those who receive or use
2
your product or service,
Here
outside your organization
Communicate back to your group
Here
Here
Participate fully
Think, think, think
Stakeholders:
Regulatory Agencies, Partner
Here
Participate in implementation planning
Agencies or Departments, Auditor-Controller, etc.
Be a conduit for change
Be personally accountable – own it!
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.
61 62
Culture Trumps Tools County Executive Office

Change is Uncomfortable County Executive Office
Process, Results and Focus

Improvement Tools
Fold Arms Exercise
Operations
Must address BOTH Processes
Metrics
ABC Exercise (2 volunteers)
Culture and Tools to
avoid unintended
Invisible:
consequences & less Hard to Measure & Change
than desirable long- Blind Spots
term success with
History
Resistance Change is difficult
Process Management
Mindsets
Need to develop a culture of change
Norms
Assumptions Look out for CAVE dwellers
Habits
Perceptions63 64

Module 4 County Executive Office

do you have?
Integrating the Toolsets
Using DMAIC Approach
65 66
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Module 4 Objectives Lean Toolkit

 Value Stream Mapping

 5S, and Visual Workplace
 Recognize tools used in the Lean process  Work Standardization
 Describe the Define Phase and its purpose  Cellular Work Processing
 Push and Pull System
 List parts of a Charter
 Setup Reduction
 Participate a SIPOC (Suppliers-Inputs-Process-
 Error Proofing (poke yoke)
Outputs-Customer) Diagram
Project teams decide which tools to apply to their problem.

67 68
Process for Process

Just Do It Improvement - DMAIC
 Objectives
Not every idea needs a team (Kaizen)
• Do you already know what needs to be done?  Identify and/or validate the improvement
Opportunity.
Manager/supervisor or approves
 Develop the business processes, define the
critical customer requirements.
 Do It!
 Identify what adds value to the process from
both the business, process and customer
perspective (Voice Of the Business/Customer/
 Report it! Process; VOC, VOB, VOP).
69 70
Process for Process County Executive Office

Improvement - DMAIC Improvement - DMAIC
 Tools
 If I had one hour to save the world, I would  Charters
spend 59 minutes defining the problem and 1
minute finding solutions.  SIPOC Map
- Albert Einstein
71 72
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 Example of a bad opportunity
 Good Charter opportunity / problem or problem statement:
statements should provide the following
information: “ It takes too long to process a  Example of a better
material order form and opportunity or problem
 What is the problem or opportunity for wrong parts are ordered.” statement:
improvement (what)?
What “The material ordering
 Where is the problem? Is it in your workplace process for ACME Company -
or someone else's (where)? West takes in excess of 30
days. The problem has
 How long has it been happening (when)? Where existed for the past year.
 What is the extent of the problem (extent)? 85% of the orders require
When rework due to wrong parts.
 How large is the impact of the problem This has resulted in the
(impact)? postponement of 60 projects
in the last 6 months.”
Extent
73 74
Impact
SIPOC
DEFINE
Y = f (x)
Review the Charter
carefully. SUPPLIERS
-----------
INPUTS
Be sure to
understand the PROCESS
scope.
OUTPUTS
Focus effort toward
the goals and CUSTOMER
deliverables.
Team will be hunting for Red “X’s” – Sources of Variance

75 76
SIPOC SIPOC - Exercise

Y?
Suppliers Inputs Process Outputs Customers
X X Y
Exercise – SIPOC for the

Y
Simulation
X X Y
10 minutes
X X
Houseplants/Firehose (S, C); Looking for the 20% that have 80% of impact
77 78
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Module 5 County Executive Office

do you have?
Integrating the Toolsets Using DMAIC
Approach
79 80

 Objectives
 Tools
 Identify critical measurements that are necessary  Value Stream Mapping / Process Mapping
to meet customer requirements and develop a
method of collecting data to measure process
performance.
 What measurements matter?
 How will you collect the data?
 Understand the data calculations and establish a

baseline for the process being measured.
 Current state
81 82


Value Stream Mapping Spaghetti Map 2
- Follow Products or People

1
13
Products & Customers
Process steps / Measurements - Transportation, Over processing
Current State = ID Focus Areas, Kaizens… 11 17 4b 7
Future State = Lean, Synchronize to Demand 1 2

3 6 8 10 12
14 16 18 20
13 5 5
9 19
11 17 4b 7
3 6 8 10 12
14 16 18 20
5 5
9 19
 Number of Handoffs: 9
 Number of Handoffs: 18
 Total Time: 8 days
 Touch Time: 5 days
 Waiting 2 Days
 Waiting 40 Days
83  Distance traveled: 5000 feet  Distance traveled: 1000 feet 84
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Information Flow “Circle” Diagram
Ringo
George Linda
 Number of Handoffs: 11 Flow Diagram
Paul
 Waiting 3 Days
Yoko
John
Pete 85 86

Swim Lane Process Map Consumption Map

87 88
Process for Process County Executive Office County Executive Office
Improvement - DMAIC
do you have?
Exercise – Process Mapping
20 minutes
89 90
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Process for Process

Module 6
Improvement - DMAIC
 Objectives
 Identify and validate the root cause(s)
that assure the elimination of waste,
Integrating the variation, and constraints.
Toolsets
 Identify, validate and prioritize all root
Using DMAIC causes.
Approach
 Determine the true sources of variation
and potential failure modes that can
lead to customer dissatisfaction.
91 92


Analysis: Determining Root Cause Problem: The Lincoln Memorial Analysis: Determining
is deteriorating at a high Root Cause
 Root cause analysis is where the real cause of the rate.
problem is uncovered. 1. Why: We wash this memorial
more than the others.
 A root cause, if corrected would prevent a recurrence of
2. Why: Bird droppings make it
the problem. unsanitary for tourists.
 Problem-solving without root cause analysis, results in 3. Why: Birds eat the Spiders
that gather in masse.
managing a symptom of the problem.
4. Why: Spiders gather to eat
(ex Aspirin for a headache) the flying midges that swarm.
 One technique is asking “Why” 5 times. By asking why, 5. Why: Midges swarm around
you can peel away the layers of symptoms that lead to the bright, warm lights that
are turned on at dusk.
the root cause of a problem.
Answer: Delay turning on
93
the lights for one hour. 94


Cause and Effect Analysis Office Setting:
Fishbone Diagram Sample
aka Fishbone Diagram -People
-Process
X -Policy
-Product
Machinery People
Methods Materials Example Next Slide

95 96
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Process for Process

Knowledge Work Product Work
8- Wastes
Work not meeting requirements. County Executive
due Office County Executive Office
Defects
Scrap, rework, lost capacity to
Improvement - DMAIC
Missing information. Rework. mistakes, inaccurate SOP’s.
Too many reports, reviews,

Overproduction
Running equipment to keep
approvals. Batching paperwork. equipment and people busy.
Exercise – Identify 8 Wastes

Waiting for meetings to start.
Waiting
Waiting for equipment, people or
Information, paperwork and process to cycle, waiting for
approvals. materials and tools.
Over or under staffing, talents not
Non utilization of
Over or under staffing, talents not
utilized, work load not balanced. utilized, work load not balanced.
people/talent Review List of Statapult Process Problems

Paper- based data vs. electronic 1. Waste or Variation?
Transportation
Long travel distances, unplanned
transfers. Routing of unnecessary premium postal.
approvals/processing. 2. Which Type of Waste? 1. Overproduction
2. Waiting
Excessive backlog of work to be
Inventory
Making what we can instead of
processed. Too much paper to be what customers need. High 3. Defects
handled, processed or filed. obsolescence and write offs.
4. Transportation
Walking to deliver paperwork,
Motion
Repetitive/unnecessary movement
poor ergonomics, chasing caused by poor ergonomic design. 5. Overprocessing
information.
6. Inventory
Unnecessary steps. Too many
Extra or Over
Incapable equipment and
handoffs, lack of SOP’s. processes. Equipment with
10minutes
7. Motion
unbalanced flow.
Processing 8. Underutilize People
97 98
What examples can you think of?
Process for Process Improvement - DMAIC Process for Process

Value-Added and Non-Value-Added work Improvement - DMAIC

– Value-added is defined as adding value to the product or service in the
eyes of the customer
Exercise – Current Process Analysis
– 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 (to customer)
Value-Added Activities
 An activity that transforms or shapes
Non Value-Added Activities
 Activities that consume resources but create
Non-Value Added (to customer)
material or information no value in the eyes of the customer
 Customer wants it  Pure waste -------------
 Done right the first time (no rework)  If you can’t get rid of the activity, it - ”E”
E
Non-Value Added (Essential)
Non Value-Added – Essential Activities
(determine during Future State Mapping)
E  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)
See next slide for reminder of
customer requirements.
Waste is…Any action, process or product that adds cost (uses
99 20 minutes 100
resources), without adding value as perceived by our customer.
Customer Requirements County Executive Office County Executive Office
– Review –
 All shots must be fired at an angle of 164 degrees What other comments or questions
 All shots must land on the floor in a stationary target area do you have?
+/-3 inches long and +/- 6 inches wide with respect to the
nominal target
 Pass/Fail data must be collected for each shot
 The balls must be sorted based on either Pass or Fail
 The balls must be delivered to customer with no markings
(colored dots)
 The customer requires 20 passed balls to be delivered in 5
minutes
 All data must be collected “real time”
101 102
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Process for Process

Module 7
Improvement - DMAIC
 Objectives
 Identify potential solutions
 Question/Validate
Integrating the Toolsets requirements
Using DMAIC Approach  Question non-value added
steps
 Map out “TO BE” process
 Define, Measure, and Analyze before Improve stage.  Develop an implementation
 What is the problem, what are the red X’s, validate Plan
 Pilot solution  Build a process that can
the red X’s.
produce consistent results.
 Don’t accelerate the excavation until you are sure  Consider 5 S
Don’t rely on Dan!
you’re looking in the right place.  Add error proofing
103 104
5-S (Workplace Org)

Elements of a 5S Program
 Sort Remove from the workplace all items that are
not needed for current operation.
5S is a technique that results in a well-  Set in Order/Straighten Arranging needed
organized workplace complete with items so that they are readily accessible and labeled so
that anyone can find them or put them away.
visual controls and order. It’s an  Shine The key purpose is to keep everything in top
environment that has “a place for condition so that when someone needs to use
something, it is ready to be used
everything and everything in its place,  Standardize The standard should be easily
when you need it”. understood and easy to communicate (i.e. visual
controls).
 Sustain Implementing solutions to address the root
causes of work area organization issues. All employees
must be properly trained and use visual management
105 techniques What is most difficult?
106
The 7th S Prosperity Corner

Before… After…
 Manifesting intent
through thoughtful
placement of
objects/furniture
107 108
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6/10/2013
Intentional Placement
Knowledge/Self Education & Family & Health
Love & Marriage Area- Love & Marriage Area -

Before After Before After
109 110
Serendipity & Children & Creativity Serendipity & Children & Creativity
Before Before
111 112
Process for Process

Types of Error Proofing
Improvement - DMAIC
Create quality at the source through error proofing
(This is called = Poka Yoke)
 Types of error proofing Exercise – Simulation Round 2
 Make it impossible to create error
 Make it harder to create error
 Make it obvious the error has occurred
Examples:
Minivan – Gas tank/sliding door
45 minutes
– Beeping when leave keys in car
– Trunk latch/remote lock
Others: USB, Color coding, Edits, Checklists (Pilot,gas cap,Dr?)
113 114
Poor Quality = Waste (Defects, rework, scrap)
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6/10/2013
Learning Objectives Round 2

Flow Improvements/Variation
The Statapult exercises are designed to give Reduction
students experience using the methodologies This round is intended to give the team
and tools taught in this course.
experience with specific flow changes &
reducing variation to improve quality and
Round 2: Future State - Flow yield.
Improvements/Variation
Reduction
115 116
Exercise Requirements County Executive Office

Customer Requirements County Executive Office
Round 2 Round 2
 Team members do not have to perform the  All shots must be fired at an angle of 164
same roles as in Round 1 degrees
 All shots must land on the floor in the target
 No permanent markings or modifications can  Pass/Fail data must be collected for each shot
be made to the Statapult or balls
 The balls must be sorted based on either Pass
or Fail
 The customer requires 20 passed balls to be
delivered in 5 minutes
 All data must be collected “real time”
117 118
Requirements – Round 2 Future State Map Exercise

Business Requirements Based on the new requirements and your

team’s value analysis of the Current State Map,
 None design the new process layout for the next
Statapult round. Consider the following:
Statapult Requirements 1. Strategies to reduce variation
 The Statapult must be placed so that the base  Address list of items causing variation
is on the floor and in a stationary position 2. Strategies to reduce waste
 Create Future State Map
 Eliminate steps / improve flow
 New roles/responsibilities 45 minutes
 Listen to voice of the customer

119
 **Only keep value added and essential steps** 120
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6/10/2013
Round 2 Shoot
Are you ready to start? What other comments or questions

do you have?
 The Future State Map is ready
 Statapult layout is ready
The simulation will

start simultaneously
for all teams! 15 minutes
121 122
Process for Process

Module 8
Improvement - DMAIC
 Objectives
 Solution implementation
 Establish control plan (Metrics: Avg/Std Dev; oven/bucket)
Integrating the  Verify improvements (Monitor targets)
Toolsets  Verify long term capability
 Transition project to process owner
Using DMAIC
Approach
“What gets measured
gets managed”
123 124


 Tools
 Control Charts
 Maintaining Process Improvements
 Standard Operating Procedures
 A Control Plan’s primary intent is to create a
 Process Control Plan
structured approach to control the process.
 Communication Plan
 Mistake Proofing
 Team Feedback Session
 Control plans assure well thought-out reactions are
in place if an out of control condition occurs.
No Control Plan?  They provide a method for documentation and

 Like Shooting an arrow in the sky and communication of control methods.
expecting it to stick. Gravity!
 Entropy- It just isn’t what it used to be

125 126
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Process for Process

Celebrate!
Improvement – DMAIC-V
 V-Validate
 Improvements/Savings will be validated six
months to one year after completion of your CPI
project to insure improvements are realized and
sustained.
Champions
Team certificates  Tools /Leads
 Metrics Collection System

Publicize results
 Audits
Brag!
127 128

Push to Change County Executive Office

do you have? “..you’ll have trouble creating a new
culture if you insist on doing it in
the ways that are consistent with
the old one.”
129 130
Now What? County Executive Office

Seven Deadly Words County Executive Office
“WE HAVE
Be an advocate – tell your co-workers!

ALWAYS
Get involved! DONE IT

Be
•Get Green Belt training
Positive
•Initiate a project THIS
• Contact Pamela Abbott-Mouchou
x2098
WAY.”
131 132
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6/10/2013
Lean Six Sigma

Congratulations
Yellow Belts!
133
23

Yellow Belt Training June 2013 (Reference)

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6/10/2013

In partnership with:  Participate in Continuous Process Improvement events

 Apply problem solving tools to improve processes

 Use a common Lean Six Sigma language

 Recognize how the culture of CI is evolving

County Executive Office Employees

Complaints Process • “Manage”

System Perspective County Executive Office

Continuous Process Improvement

Where are you going? Training Environment

Keys to Your Success

Getting Acquainted County Executive Office

Ventura County Mission

Each table will be asked to answer a

 We support CI’s mission by transforming the DFA

Achieve Operational Excellence Service Excellence Structure

Continuous Improvement (Ex. Projects generating Lean Lean Coordinator

CI Deployment Breathing Life Into Data

 Discretionary Permit Process Resource Management Agency, Fire,

 Blanket Purchase Order General Services Agency. Increased

Example of a Bad Process County Executive Office

The Statapult exercises are designed to give

Round 1: Current State

Lean thinkers hear voices.

In order to run the simulation, you must

Customer Requirements County Executive Office

 The Statapult settings and structure cannot Marker

Take 5 minutes to review what your role is

Round 1 – Layout Round 1 Shoot

Are you ready to start?

What Went Wrong?

What do these metrics tell us?

Module 2 Module 2 Objectives

At the end of this module you will be able to:

What is “Lean Six Sigma”?

C. A war on WASTE and VARIATION Theory of

Lean Six Sigma is . . . Origin of Lean

 Japan – post WWII – struggling economy

Lean Basics County Executive Office

Time spent dealing with complaints

Lean Is . . . Redundant capture of information

A War on Time spent looking for information, equipment, people

Traditional Process Traditional Process

NON Value-added time Traditional

Cycle of Lean Principles

Lean Process Improvement

What is “Six Sigma”?

Cycle of Six Sigma Discipline

 Equipment & tools unavailability

 Poor planning that results in rushed work

Theory of Constraints County Executive Office

Constraints and Barriers 1. Lean is a war on ______.

What other comments or questions

Module 3 Objectives County Executive Office

At the end of this module you will be able to:

Culture Trumps Tools County Executive Office

Process, Results and Focus

County Executive Office

What other comments or questions

Module 4 Objectives Lean Toolkit

 Value Stream Mapping

Project teams decide which tools to apply to their problem.

Process for Process

Process for Process County Executive Office