QQI Lean Six Sigma

Green Belt

Module 1 -
Introduction
Trainer

Peter Kelly

Master Black Belt Lean Six Sigma

peter.kelly@professionaldevelopment.ie

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Before we begin

Safety
Breaks
Facilities
Mobile devices
Confidentiality
Code of Conduct
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Before we begin

Background
Current/recent role
Expectations from course

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Programme Overview

5 days 8 weeks

Assignment

Class Project

Learning Application
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Certification

Application of learning

Refer to Assessment Brief

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This Week

Day Content

1 Module 1 - Introduction
2 Module 2 - Define
3 Module 3 - Measure
4 Module 4 - Analyse
5 Module 5 – Improve / Module 6 - Control

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Day 1 – Training Objectives

• Understand Lean and Six Sigma

concepts
• Gain overview of the DMAIC
framework and deployment
• Begin defining a potential project

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Why Lean Sigma?

• A common language to identify and

describe what needs to be fixed
• A framework for continuous improvement
• A means to achieve “Operational
Excellence”
Purpose

Process People

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Lean – A management philosophy

• Seven “wastes”
• Toyota
Production
System
• Influenced
areas outside
manufacturing
• Extended into
the service
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arena 10
Lean – Compared to
traditional management

VERTICAL HORIZONTAL
• Focus – Production • Focus – Process
• Budgets, SOPs • Purpose
• Making the numbers • Making problems visible
• Leaders separated from the work • Leaders focussing on the work
• People’s ingenuity used to “beat • People’s ingenuity used to
the system” “improve the system”
• Supervisors/team leads • Supervisors/team leads work
“manage” people with people to solve problems
Lean is horizontal
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 Lean……Has Principles

1. Specify value
2. Integrate the value stream
3. Make the offering flow
4. At the pull of the Customer
5. In pursuit of perfection
Jim Womack, Lean Thinking, 1996, 2003
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Lean Principle No 1
Specify Value
• Busy v Productive v Value-adding
• Understand and specify what adds value
from the customer’s point of view
• How do you know?

Ask your customers

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Kano Model

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Lean Principle No 2
Integrate the Value Stream

• Identify steps in the

whole value stream to
highlight waste
• Value Adding (VA)
Activities
• Non Value Adding
(NVA) Activities
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 Value versus Activity

Value Adding 5%
Any work that changes the
nature shape or
characteristic of the
product in line with
customer requirements.
35%
MAXIMISE 60%
Non-Value
Business Value
adding or
Adding
Any work which is carried WASTE
out that is necessary under All unnecessary
current conditions but does work
not increase product value.
E.g. checking ELIMINATE
MINIMISE
Project Management Professional – PMP® © Professional Development 2015 16
Value Streams
Waste & Cost
Eliminate or Reduce Non Value Adding Activities

“All we are doing is looking at the time line, from the moment the
customer gives us an order to the point when we collect the
cash. And we are reducing the time line by reducing the non-
value adding wastes.” ~ Taiichi Ohno
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The 8 “Wastes”

Transport T
Skills unused Inventory
I
M
Defects Motion W
O
Over-processing Waiting O
Over-production D
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S 18.
The 8 “Wastes”

Examples in Physical Product Environment

1. Transporting Moving product between locations

2. Inventory Stocking product “just in case”
3. Motion Walking to and from places to get items
4. Waiting Product in a work queue
5. Over Production Making too much
6. Over Processing Running small part on a large machine
7. Defects Faulty or damaged product
8. Skills unused Not listening to team members ideas

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The 8 “Wastes”

Examples in Service Environment

1. Transporting Unnecessary info exchange between depts.

2. Inventory keeping several jobs open, finishing none
3. Motion Looking in several places for information
4. Waiting Info or jobs in a work queue
5. Over Production Too many reports
6. Over Processing Entering same data into several reports
7. Defects Incorrect information
8. Skills unused Not listening to team members ideas

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Lean Principle No 3
Make the Offering Flow
Create a continuous flow of activities along the
value stream

Remember…watch the baton, and not the runners

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Lean Principle No 3
The “Economy of Flow”

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Lean Principle No 4
At the Pull of the Customer
Only carry out activities in response to demand
from the customer - Right Quantity, Right Quality,
Right Time

• Aligns supply to demand

• Optimises inventory and lead time
• Makes status of work flow visible
• Makes problems visible
• Enables continuous improvement
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Lean Principle No 5
In Pursuit of Perfection

PDCA Cycle
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Lean Principle No 5
In Pursuit of Perfection

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Lean Focus - Waste Elimination

• Create more value for customers with fewer

resources
• Achieve this through process improvements
that eliminate waste
• Waste has many forms
• Focus on the flow of goods or services to
the customer at the rate determined by the
customer
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RECAP:
The 5 Principles of LEAN

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 What Lean is Not
CONTROL

1. PROFIT
8. SALES PROBLEM
FALLS
2. CUT COSTS

7. CUSTOMER
DISSATISIFED
BUSINESS
3.TARGET
SHRINKS EXCESS
6. PERFORMANCE SPENDING
FALLS
4. CUT
5. LIMIT BUDGETS
DEVELOPMENT

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Six Sigma

Examines
variation in a
process

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Six Sigma
Visualizing Variation

dpmo = defects per million opportunities

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What is Six Sigma?

• A project driven approach to process improvement

• Data-driven
• Developed by Motorola / Allied Signal / GE
• Utilizing many existing quality tool concepts
• Focussed on breakthrough performance against
business goals

Goal of Six Sigma Projects:

Improve all processes to 3.4 DPMO or better

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Six Sigma as a problem
solving strategy
Six Sigma places the emphasis on the Process
Goal of Six Sigma Projects:
Improve all processes to 3.4 DPMO or better

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LEAN thinking + six SIGMA
Theory Remove waste Reduce variation
1. Identify value 1. Define
2. Identify value stream 2. Measure
Guidelines 3. Flow 3. Analyse
4. Pull 4. Improve
5. Perfection 5. Control
Focus Flow focused Problem focused
Make all processes Inspect and test the
self-explaining, self- process, not the
regulating and self- product
improving

Efficiency + Consistency
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History of Lean Sigma

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Deployment

Organisational Deployment

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CONTROL
Lean Six Sigma

1. Executive Buy-in
8. Repeat
2. Vision &

7. Roll Continuous Strategy

Out
Improvement 3. Training

6. Quick Wins
4. Communication
5. Employee Plan
Empowerment

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Lean Six Sigma Roles
Champion
• A trained senior-level executive who is responsible for supporting and
implementing the programme within the business
• Co-ordinates and ensures training and resources are budgeted
Sponsor
• A trained senior executive who sponsors a team
• Removes roadblocks and is accountable for project delivery
Master Black Belt
• Highly experienced Black Belt - manages several projects
• Expert in methods & tools. Coaches, mentors & trains Black & Green
Belts
Process Owner
• Responsible for the business process that is the target of a Lean Sigma
project
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Lean Six Sigma Roles

Black Belt
• A full-time trained professional, acting as team leader on projects
Green Belt
• Part-time trained professional
• Participates on Black belt project teams or leads specific projects
Yellow Belt
• Part-time trained employee, assists with projects
Team Member
• Process & technical experience to a particular project

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End Module 1 Introduction

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