lss utm methodology · yhi h/ d /lhigh/moderate/low. contoh masalah tdterdapat tren pertambhbahan...
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METHODOLOGY
LEAN SIX SIGMAProfesor Madya Dr. Muhamad Zameri b. Mat Saman
Dr Norhayati bt ZakuanDr. Norhayati bt. ZakuanUTM
MAY 2015
Phase 1: DEFINEPhase 1: DEFINE1. Identify problem & its scope.2. Identify customers/stakeholders3. Define customer requirements = Critical to Quality
(CTQ) criteria4. Goal & Objectives– Key output to be improved / cost
b fitbenefits5. Create project plan6 Project Charter6. Project Charter
1 1 Identify Problem1.1 Identify ProblemDescribe the problem clearlyDescribe the problem clearly
5 W’s (who, what, where, why, when) 2 H’s (how often and how much/many).Review existing dataReview existing dataWhat are the IMPACT to organization?
Hi h/ d /lHigh/moderate/low
Contohmasalah
T d b h d b k i i Terdapat tren pertambahan aduan berkaitan air teh yang disediakan di Starbucks bulan Sept 2014. Antara aduan yg diterima adalah air teh yang yg y gdisediakan tidak cukup panas, pahit dan lambatImpak: Tinggi kerana menjejaskan imej Starbucks dan boleh mengurangkan hasil jualan keranadan boleh mengurangkan hasil jualan keranakehilangan pelanggan.
1.2 Identify customers /1.2 Identify customers / stakeholders
Starbucks top management, employees, customerFaculty, students, parents, university administrator?Faculty, students, parents, university administrator?
1 3 CTQ1.3 CTQMeasure customer requirement and prioritized itExample: Speed of delivery: Speed of delivery: minimize response timeFood quality: Taste Food quality: Taste, temperature, presentation
1.4 Goal of the project
Example: Improve response time, taste and temperature
1 5 Project Plan1.5 Project PlanJan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
DefinePhase
2015Duration Start FinishTASK
Define problemDefine scopeCustomer analysisResponsiblities matrix
Measure PhaseStudy the process flowConduct surveyCollect dataReporting
Analyse Phased ff lCause and effect analysis
Make improvement planImprove Phase
Quantification of result.Recommendation for improvement
Control PhaseControl PhaseVerifcation of improvementProposed control mechanism
Final ReportConvention
Tools for Phase 1 (Define)( )
SIPOCFl DiFlow DiagramCTQ treeP j ChProject Charter
SIPOC – Template 1Supplier: The person/department that provides the input to the Supplier: The person/department that provides the input to the process.Input: material, man, machine, info, etc required for the process.P A i f i Process: Action necessary to transform input to outputOutput: product (goods / services) being delivered to customer.Customer: The receiver
CTQ TreeCTQ TreeTo describe the key output characteristicsy pDetermining customer needs requirementsDetermine whether the customer is happy Determine whether the customer is happy with the output deliveredE l T l Example: Template 2
Project CharterA working document – as reference : Template 3
‐ Project title‐ Project type‐ Project description‐ Project purpose‐ Project scope‐ Project objectives‐ CTQs
Ph 2 MEASURETo understand and document the current state of the processes to be improved
Phase 2: MEASUREp pSteps:
1. Define the current process2. Define the detailed Voice of Customer
(VOC)3 Define the Voice of the Process and current 3. Define the Voice of the Process and current
performance (VOP)4. Validate the measurement system5. Define the Cost of Poor Quality
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2.1 Define the current processTo profile the current state. Tools: Process mapping and SIPOC
2.2 Define VOC
To define customers’ expectations and requirements.Tools: Surveys, interviews, cause and effect diagram
f2.3 Define VOPTo define critical components of the process To define critical components of the process Tools: Benchmarking, Pareto charts, check sheets
2.4 Validate the Measurement2.4 Validate the Measurement System
Capturing the correct dataMeasurement system must be stable
2.5 Define the COPQIdentifies the cost related to poor quality
Tools for Phase 2: MeasureCheck sheetsHistogramRun chartsScatter diagramsCause and EffectsPareto chartControl chartsFlow process chart
CC dd Eff t DiEff t DiCauseCause‐‐andand‐‐Effect DiagramEffect DiagramPeople Materials Work Methods
Q lit
PrimaryCause
QualityCharacteristicSecondary Cause
21Figure 4.3 Cause‐and‐Effect Diagram
Equipment MeasurementEnvironment
The Pareto DiagramThe Pareto DiagramGraph that ranks data classifications in descending order from left to rightg g
Pareto diagrams are used to identify the most important problemsimportant problems
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Constructing a Pareto DiagramConstructing a Pareto DiagramStepsSteps: Template 4: Template 4
1. Determine the method of classifying the data: by problem, cause, type of nonconformity, etc
2. Decide if dollars (best), weighted frequency, or frequency is to be used to rank the characteristics
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3. Collect data for an appropriate time interval
T i h id
Phase 3: ANALYZETo examine the current state, provide feedback Pi i t d if ff ti Pinpoint and verify causes affecting problemSteps:Steps:
1. Develop cause and effect relationshipsD t i d lid t t 2. Determine and validate root causes
3. Develop process capability
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Tools for Phase 3 (Analyze)Process mappingProcess analysisRegression analysis SWOT analysisScatter diagramsWaste analysisTRIZFMEA
ProcessProcess A l iA l iProcessProcess AnalysisAnalysisIt i h ti di th t h th fl It i h ti di th t h th fl It is a schematic diagram that shows the flow It is a schematic diagram that shows the flow of the product or service as it moves through of the product or service as it moves through th i i t ti tith i i t ti tithe various processing stations or operationsthe various processing stations or operations
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ProcessProcess AnalysisAnalysis
Serves as a training toolServes as a training tool
U t d di d U t d di d b lb lUses standardized Uses standardized symbolssymbols
Shows unexpected complexity, problem areas, Shows unexpected complexity, problem areas, p p y, p ,p p y, p ,redundancy, unnecessary loops, and where redundancy, unnecessary loops, and where simplification may be possiblesimplification may be possible
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p y pp y p
PP A l iA l iAll t t All t t id tif th l dd d d id tif th l dd d d
ProcessProcess AnalysisAnalysisAllows a team to Allows a team to identify the value added and identify the value added and non value added activitiesnon value added activities
Improvements Improvements to the process can be to the process can be Improvements Improvements to the process can be to the process can be accomplished by eliminating steps, combining accomplished by eliminating steps, combining steps, or making frequently occurring steps steps, or making frequently occurring steps
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steps, or making frequently occurring steps steps, or making frequently occurring steps more efficientmore efficient
ProcessProcess AnalysisAnalysis
Example: Template 5
Waste AnalysisTo identify possible areas for improvementimprovementIdentifying and eliminating waste th h ti i tthrough continuous improvementThe eight wastes were used as a guide g gto identify wasteful activities
Phase 4: IMPROVETo identify improvement recommendations, design future state, implement pilot projects, train and document the new processdocument the new process
Steps:Steps:
1. Identify improvement recommendationsy p2. Perform cost/benefit analysis3. Design future state4. Establish performance targets and project scorecards5. Gain approval to implement, then implement6. Train
Improve Revised Process Analysis –Template 7Template 7Suggest recommendation for i T l 8improvement – Template 8
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