lean and six sigma in criminal justice
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© 2010 Copyright ISC Ltd.
Six Sigma and Lean: Bandwagon or benefit?
Ian J Seath
OR52 Conference, September 2010
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© 2010 Copyright ISC Ltd.
Presentation content
What are Six Sigma and Lean? Overview only, not how to implement them
How can they add value? Some practical tools
Applications in a CJ environment Examples
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Six Sigma and LeanSix Sigma “TQM on steroids” A statistically-based approach to
process improvement Requires support from “Black
Belts” for implementation Achieves improvement through
project activity, chosen by management; often based on ROI potential
An evolution from “Zero Defects” thinking of the 1990s
Aiming for fewer than 3.4 ppm defects
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Lean Evolved from the Toyota
Production System Focus on identifying and
delivering customer value Managing horizontal value
streams (& systems thinking) Aligning capacity to demand
and creating “flow” Engaging front-line staff in
daily improvement Using visual management to
track performance Managers “go and see”
Six Sigma and Lean Tools/TechniquesSix Sigma
SIPOC Voice of the Customer House of Quality (QFD) Process Mapping Design of Experiments Statistical Process Control Taguchi Sampling & Data Collection Statistical Analysis Failure Modes Effect Analysis DPMO/Sigma/CPK
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Lean The Seven Wastes 5 S Poka Yoke Value Stream Mapping Kaizen Standardised Work Visual Management Flow: Push & Pull Just-in-time Takt time Value Add Ratio
SIX SIGMA“Making numbers work”
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What is Six Sigma?
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Depending on who you talk to, you’ll find a range of definitions and descriptions of the scope of 6 Sigma…
1. It’s a highly technical and statistically-based way of managing and improving processes (often used by manufacturing organisations)
2. It’s an evolution of the concept of “Zero Defects” leading to the aim of near perfection by reducing defect levels to below 3.4 parts per million opportunities (the focus is on understanding customers’ requirements, so you can define a “defect opportunity”)
3. It’s the development of a culture of sustainable and continual improvement based on: striving to understand and meet agreed customers’ requirements by driving out waste and defects through the involvement of people in improvement activities
What is Six Sigma?
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6-Sigma aims to improve productivity, reduce failures, improve customer service, reduce costs and improve the bottom line, by: focussing on reducing the variation in processes and the opportunities for
failures in processes 6-Sigma emphasises the use of data and the involvement of all levels
of staff in the improvement process It also stresses the need for real, top-level management
understanding, support and involvement
6-Sigma is a comprehensive and flexible system for achieving, sustaining and maximising business success. It is uniquely driven by close understanding of customer needs, disciplined use of facts, data and statistical analysis, and diligent attention to managing, improving and reinventing business processes Pande, Neuman & Cavanagh: “The Six Sigma Way”
Evolution of Six Sigma
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Statistics Holistic
1980s
2010
StatisticalMeasurement Process
Control
ProblemSolvingToolkit
PeopleSkills
ProgrammeMethodology
BlackBeltApproach
ProjectBased(DMAIC)
EncompassingExistingTechniques
SupportStructure
The Six Sigma approach
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Customer
Mission Critical Projects
Improvement Methodology
Black Belts
Process Improvement
World Class Performance
A focus on what’s important to the
Pursuing the priority
Deploying a systematic, rigorous
Developing people as first-class problem solvers:
Reducing waste & variation to achieve
And, ultimately, to achieve
Six Sigma provides a common basis for comparison
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Which of these processes is performing best?
Accounts receivable 35 days sales outstanding (DSO)
Call answering 10 rings on average
Customer service 89% satisfied, or very satisfied
Invoicing 99% accuracy
Checkout queue 3 minutes on average
Basic concepts
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Critical to Quality: customer performance requirements of a product, or service
Any event that does not meet the specification of a CTQ
Any event that provides a chance of not meeting a CTQ
CTQ
Defect
DefectOpportunity
Defects
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Typing errors in a document Excessive “on-hold” times in a call centre Late deliveries Incomplete orders System crashes Expense Form errors Incomplete files/forms/case records Staff shortages
You need to agree clear guidelines on what constitutes a defect and what constitutes an opportunity
As customer requirements change, so too will Defects and Sigma levels
A one-sigma process
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The customer requirement lies only one standard deviationaway from the mean of the distribution
This is a picture of a normallydistributed process with a
mean value of 100
This area represents defectsor errors.
Customer requirement (max. 160)Distribution Mean
1
Could be: ‘time to process an offender in custody’ ‘errors in CRB checks’ ‘cycle-time from receiving case files to delivery of service’ ‘database errors – addresses, personal details, etc.’
A two-sigma process
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The customer requirement lies only two standard deviationsaway from the mean of the distribution
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A “Six Sigma” approach is all abouttrying to reduce the variability inprocesses such that errors and
defects are reduced.
The process has beenimproved (‘tightened’)
Fewer Defects than a “One Sigma”process.
A four-sigma process
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The customer requirement lies four standard deviationsaway from the mean of the distribution
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Many organisations’ processesrun at a 3 sigma or 4 sigma
performance level.95%....99% levels
A six-sigma process is “world class”
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The customer requirement lies six standard deviationsaway from the mean of the distribution
Virtually defect free.
The process distributionis very ‘tight” relative tocustomer requirements.
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Sigma and error levels
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Yield (Error Rate) DPMO Sigma
30.9% (69.1%) 690,000 1
69.2% (30.8%) 308,000 2
93.3% (6.7%) 66,800 3
99.4% (0.6%) 6,210 4
99.98% (0.02%) 320 5
99.9997% (0.0003%) 3.4 6
Six Sigma implementation
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Develop Business Process Model
Identify Customers and their Requirements
Measure Baseline Performance
Prioritise Improvement Projects
Implement DMAIC Improvement Projects
Extend 6-Sigma Approach
Strategic
Tactical
Possiblestart-points
Six Sigma Black Belts
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Problem SolvingSkills
Process ImprovementSkills
Statistical ImprovementSkills
Someone who drives business process improvements A specialist in problem solving Has gained interpersonal, team, and statistical problem
solving skills Understands and applies the methodologies of Six Sigma Achieved Black Belt certification through demonstrating
real results Supported by trained Green and Yellow Belts
Courts example 771 Magistrates’ Court cases were analysed
388 cases “cracked” (late “guilty” plea) 141 cases were “ineffective” (trial unable to proceed
on planned date) 69% defect rate = 686,122 ppm = 1 sigma!!! Est. cost = £294k (people’s time only)
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Reasons for Ineffective Trials York/Selby Magistrates Court Feb '05 to Jan '06
0
5
10
15
20
25
30
N3
S1
M2 R N1
OT
HE
R1
Q1
S2
M1
W3
M3
W1
Q2
W2
W4
OT
HE
R
O1 P T
I - A I - PYO I - Y
Count of URN
New Reason
OutcomeAdult, Youth, PYO or PO
45% of “Ineffective Cases” were caused by Prosecution failures:• Witness absent (19%)• Prosecution not ready (9%)• Police witness absent (8%)• Other Prosecution reasons (9%)
45% of “Cracked Cases” could be directly impacted by the Prosecution
SPC example of Victim caseload
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New CJ Act
LEAN“Improving flow and driving out waste”
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Lean – a philosophy and a set of tools The Philosophy
Using process time as a competitive weapon - reducing time throughout the entire business process
Defining perfection for every process Creating continuous dissatisfaction Developing an improvement culture
The Tools To help people identify Value To map processes and the value stream To identify waste (with a new way of looking at our work) To eliminate waste To reduce non-value-added time To do all the above quickly and with the full involvement of staff
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Evolution of Lean Thinking
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Lean Concepts
Toyota ProductionSystem
Lean Thinking“Lean Enterprise”
Some Lean tools and techniques
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ReducedBatching
5S
Standard-isedWork
Visual Control
KaizenBlitz
Supplier/Customer Relationships
Poka Yoke
Continuous Flow
Setup Reduction(SMED)
SevenWastes
Overall Equipment Effectiveness
PullSystem
Some Lean tools and techniques
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ReducedBatching
5S
Standard-isedWork
Visual Control
KaizenBlitz
Supplier/Customer Relationships
Poka Yoke
Continuous Flow
Setup Reduction(SMED)
SevenWastes
Overall Equipment Effectiveness
PullSystem
WASTE
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Waste Waste is anything that does not add value to
your product or service Eliminating waste gives you more resource to meet
your customer requirements Waste will always be present, so there is always
something that you can do to improve your performance
Identifying all the waste in your processes forces you to compare your operation against perfection.....…and this is not a comfortable experience!
Some examples…
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The Seven Wastes
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Waste Examples in Police taped interview processesPeople Waiting Waiting time while tapes are retrieved from storage so they can be
collected by an officer.
Over-production
Producing three copies of the interview tape even though defence solicitors virtually never ask for a copy.
Rework & Failures
Corrections of transcripts because the original tape was inaudible, broken, etc.
People Moving Officers travelling to the transcription team to deliver tapes (due to fear of loss) and any travel to/from tape storage.
Over-processing
Checking information for completeness when it arrives at the transcription team (it should not be delivered incomplete). Checking transcripts after they have been returned from correction (why would they be wrong a second time?).
Inventory All the storage of tapes, plus any temporary storage by officers at their desks. Also, the storage of blank tapes, required for interviewing.
Transport of materials
All transport of tapes between police stations and transcription and storage.
Waiting Waiting
People waiting Materials waiting
Examples Backlogs of offenders waiting to start a programme
UPW equipment / vans not in the right place at the right time
UPW stand downs / send homes
Backlogs of paperwork / cases waiting in an in-tray
Court processes, just one big wasteful waiting game!
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Over-production
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Producing more than required Producing faster/sooner than required; e.g.
Report
Report
Update
Rework and Failure
Producing and coping with failures and rework steps
Examples
All activity relating to non-attendance breach (hence the aim to increase compliance in Probation processes)
Correcting or cleaning up data in case management systems
All trials held up due to witnesses not turning up, case papers not being ready
Writing a report by hand and then getting someone else to enter exactly the same details onto a computer
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People Moving
All the movement of staff that we see in a ‘busy’ office is waste
No value is added by the movement of staff; we only add value at the start or end of any movement
Examples Offenders and supervisors coming into a central UPW reporting
point, only to be sent back out again to work placement sites Any journey where no value-adding tasks are performed Photocopiers, printers centrally located that everyone has to walk
to when they want to use them People coming back to the office to enter data / information in
office-based IT systems
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Over-processing
Doing steps you don’t need to do and that will add value to the customer or user
Examples Details written down repeatedly and then input into a variety of IT
systems (name and number x 20 in first 24 hours of arriving in Prison)
Writing a full Standard PSR when a Fast or Oral PSR would have been more appropriate
Putting a case though MAPPA when the level of risk and multi-agency involvement did not warrant
Getting a procurement manager to sign off every order (even when some are for 10 pens!)
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Inventory Inventory is the piling-up of work between process stages If we have designed a process along Lean lines, the only
queue should occur at the start of the process Any other piles of inventory indicate a problem in the
process Examples
Piles of work waiting for someone to return from holiday Queues of offenders waiting for a Programme or Unpaid Work
session to commence PSRs waiting to be typed-up or signed Piles of PDPs or Annual Appraisals all waiting to be completed at
the same time of the year
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Materials moving
The time and effort spent moving physical items around your workplace
In the Courts processes a good example is the time spent moving a prisoner around for a 5 minute hearing
In Probation it refers to the movement of offenders, movement of vans for Community Payback work, or paperwork moving backwards and forwards between people
We know that all transport/movement is impossible to eliminate but recognising it as a waste means that we should be trying constantly to reduce it
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5S
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What is 5S?
An easy way of achieving major change in an office environment
A structure for establishing an orderly, clean and organised working environment
A way of identifying new problems and wastes that can then be resolved by staff and managers
A way of encouraging everyone to be involved in improvement activities
A process for creating the best working environment to carry out your work and run your business
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What is 5S?1) SORT:
Seiri – Eliminate unnecessary items2) SET IN ORDER:
Seiton – Order: everything in its place3) SHINE:
Seisu - Clean, check and return to original state4) STANDARDISE:
Seiketsu - Define procedures and standardise5) SUSTAIN:
Shitsuke - Respect and improve standards
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Before and after 5S Sort and Set…
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Visual Management
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Information Centre – focus for daily team meetings
LEAN SIX SIGMA“The best of both worlds”
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Improvement approach
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Six Sigma: Define Measure Analyse Improve Control
Lean: Current State VSM VAR Waste/Flow Future State VSM
Applying Lean and Six Sigma Any process!
High volumes of transactions Lots of “hand-offs” and delays between steps Data-rich, information-poor
It requires: A mix of analytical and creative skills Leadership, facilitation, staff engagement Use the right Lean and/or Six Sigma tools to meet
the improvement objectives
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Lean Six Sigma: the best of both worlds… Focussing on customer requirements Statistical thinking
Managing by numbers Reducing variation
Eliminating waste Driving out non-value activities Reducing cycle-times
Engaging line managers as process owners Involving front-line staff in daily improvement
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A final thought…
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“Thousands of police officers go through their careers without using their brains…”
“……content to react to incidents and not made to think.”
“…….someone needs to collect information and work out how to use it…the whole culture and training needs changing.”
To what extent could Lean and Six Sigma help?
Gloria Laycock, Director Evening Standard
Jill Dando Institute 25 April 2001
Ian J Seath, DirectorImprovement Skills Consulting Ltd.
www.improvement-skills.co.uk
Ian.seath@improvement-skills.co.uk
M: 07850 728506
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