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Presented By:
L. Shawn Cheadle General Counsel, Surveillance & Navigation Systems
Lockheed Martin Space Systems Co.
Association of Corporate Counsel www.acc.com
Lean Six Sigma: Lean Six Sigma for the Law Department
January 11, 2011
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Team Dynamics • Always set ground rules • Active listening
– one speaker at a time, – reflective statements – seek clarification
• Active participation (use round-the-table polling) • Use intervention techniques
– naysayers – side conversations – ask open-ended questions
• Negotiation, Mediation
3
Lean vs. Six Sigma Lean (Flow) Six Sigma (DMAIC)
Identify Value Define
Define Value Stream Measure
Determine Flow Analyze
Define Pull Improve
Improve Process Control
Before “Lean Six Sigma” there was Continuous Improvement, TQM, Zero Defects, JIT, and more
Dr. W. Edwards Deming: Father of Production and Management Improvements—1950s in Japan and U.S.
4
Lean vs. Six Sigma Goals
Lean (Flow) Six Sigma (DMAIC)
Cut Waste Defect Free, 99.99966%
Kaizen Workshops Mathematics, Statistics
Tools Tools
Improve Process Control Process
7 Sigma = 99.9999981%
both aim to improve processes
5
DMAIC Problem Solving
6
Define Phase: Define the problem and identify opportunities for improvement. Specify what customers value.
Albert Einstein said if he had one hour to save the world, “I would spend fifty-five minutes defining the problem
and only five minutes finding the solution.”
7
Kaizens: Structured Improvement Activity (SIA) • Kai: take apart and make new • Zen: think. Make good the actions of others • Preparation Period (1-3 weeks typical)
– Develop a Charter – Define the activity, problem statement – Set the team, date(s) – Establish executive sponsorship
• SIA (3-5 days) • Follow-up (3 weeks out): complete open actions
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Problem Statement:
Objectives/Deliverables:
SIA Scope Information: Process Start: Process End: Commandments: Monuments: ROIC Impact: Trigger: LM21 Tools:
Sponsor:
Team Leader:
LM21 Facilitator:
Team Members:
SIA Dates:
Charter Summary For:
Champion:
SIA Type: Kaizen (3-day)
LM21 Mentor/Coach:
SSC LM21 TT #:
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Lean Tools Kaizen (Improvement) Workshops
5 S (Sort, Straighten, Sweep, Standardize, Sustain, (Safety))
Value Stream Mapping (define value, cut non-value add) Current State, Future State
Brainstorming, PICK Charts, Takt Time, Spaghetti Diagram
Kanban (pull system)
8 Forms of Waste*
GOAL: Eliminate Waste, Improve Process
* 8 Forms of Waste: Inventory, Transportation, Over-Processing, Waiting/Queue Time, Unnecessary Motion, Defects, Over-Production, Injuries
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Fishbone: Use for root cause analysis
Data Not Shared
Firewall Confidentiality Data
Relationship Development
Incomplete
Falsely Precluded
Truly Precluded
Lost in Process
Falsely Precluded
Don't know who to ask for it
Don't collect it
TJC and JCR
Vendors Burden on customers
Don't know it exists
Advantage Perception (non-firewall)
Truly Precluded
Inaccurate
Translation between systems
Don't know it 's already been shared
Cost
Purchase list rather than challenge
interpretation
No lists
Insufficient orientation
No personal relationships
Accessibility Different IT systems Business Decisions
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Lean Tools in Action map
• Map Value Stream, As Is
tools • Brainstorm • PICK Chart
lean • Map Future State • Mistake Proof
Current state
Future state
12
SSC Legal Hold Process – Ideal State
Oth
erC
IRT
ITD
ata
Ow
ner
RIM
Lega
l Distribute memo of legal hold
including link to guidance
Draft tracking matrix and
establish update cycle (2 wk
nominal)
Post hold summary to Sharepoint
Ongoing obligation to preserve
Conduct internal data review
Data to outside counsel?
Establish drop box/ network
storage, if requested.
Identify & accomplish
physical acquisition of data
storage assets
Identify and accomplish logical
acquisition of relevant data
Filter, refine and index data
Produce physical assets identified for acquisition, if
applicable
Assist in logical acquisition, if
requested
Search for and identify responsive
records
Engage Desktop Support to
preserve custody/integrity of assets
Collect data
Determine existence of
“orphan” data and collect, if required
Review memo and guidance.
If required, send acknowledgement and notify Legal of any other potential
sources of responsive records
Preserve, collect and/or produce
(per memo instructions)
Issue Resolved
Coordinate hold reporting
Assist record owner with hold
tag
Develop listing of hold boxes
Notify custodians of hold releaseRelease Hold?
Ongoing obligation to preserve and
produce (existing and
newly created if relevant/ required)
Identify unstructured
data and coordinate
collection w/ Legal
Provide Cert. if required in
memo
If no responsive
record found and required in memo, provide
cert of “no documents
found”
Provide hold status notification
to legal when requested
Release data from hold
Lift holds from archive boxes
Archive drop box and network share data
Add close to inactive report and
sharepoint site
Legal Hold Process: Future State
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Sustain
Sort (organize)
Straighten (simplify)
Sweep (shine, clean)
Standardize (label, like
kind)
5S or 6S (with Safety)
A place for everything, everything in its place!
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5S
Point of Use Paper
• Use a scorecard • Scale of 0 to 5 for each S
– 5 = World Class – 4 = Excellent – 3 = Good – 2 = Marginal – 1 = Poor – 0 = Unacceptable
• Document Before and After for each “S”
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5S Scorecard Item Requirement Description Date Score
(0 to 5) 1 Remove unnecessary furniture,
equipment, files, notes, tools, etc. 2 Items allowed on floor—trash can,
recycle bin, computer CPU 3 Computer & equipment cords are neat,
tied & properly secured 4 All equipment operational & maintained
(computer & mechanical) 5 Books, files, tools, fixtures, supplies,
chemicals are organized neatly 6 Area is free of debris and clean
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Spaghetti Diagram
CICS gateway
FAX
HTTP
Reports
Web
LegacyAcct’g &Ledges
LSA/MTA
Reports
ReportsReports
FTP
COTS
Invoices
POTS
GWX
eLert
RTSS
NAVAL Support.com
Shipping
AOS
ADAMS
SILCFTP
Batch FTP
gateway
Customers Suppliers and Customers
Suppliers and Customers
VAN –Mailbox
Suppliers and Customers
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Brainstorming • No bad ideas • Quantity over quality • Facilitate or Team • Round-robin, Free-form • Category technique • “Parking Lot” • Capture ideas on notes • Use Affinity Diagram
18
Pick Charts Ea
sy to
Im
plem
ent
Har
d to
Impl
emen
t
Big Pay-off
Implement Challenge
Possible Kill
Small Pay-off
Voting buttons
19
Form Approval (measure Takt Time)
Queue Tim
e
Cycle Time Step 1
Touch Time and Delay Time
Queue Tim
e
Cycle Time Step 2
Touch Time and Delay Time
Queue Tim
e
Cycle Time Step 3
Touch Time and Delay Time
Touch Delay Touch Work Idle Work Touch Delay Touch
Form waits in admin’s in-basket
Admin reads form
Admin on other task
Admin assigns
form to you
Form waits in your in-basket
You read form,
request more info
You wait for data to be sent to
you
Form waits in admin’s in-basket You
receive data,
approve form, send
to admin
Admin reads form
Admin on other task
Admin sends form
Total Lead Time
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Potential Projects • Contract terms and conditions reviews: Improve cycle times. • IT Procurement Contracts • Improve Negotiation Speeds • Improve employee productivity (5S resource, storage rooms, cut
cycle times for various routine document handling—invoices reviews, approvals, weekly activity reports, etc.)
• Develop litigation packages, patent application process • Improve IP acquisition: obtain, manage and control more
efficiently • Improve public release of data, or reduce data spills
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ACC Resources • Seyfarth Shaw's Lean Approach • Using Six Sigma & Other Programs to Streamline Law Department
Procedures • Legal Services Management 3.0 (also referred to as Project
Management 101), Presentation, ACC January 2011. • Stephanie J. Kelly and D. Lynn Kelley, The Success of One Legal
Department’s Six Sigma Initiative, ACC Docket (May 2010), 75-84. • Jason Mark Anderman, The Future of Contracts Seen Through Six
Sigma, ACC Docket (September 2007): 41-48. • Jason Anderson, Heather Boone, Nathan Nelson, Let’s Get
Organized – Using Six Sigma & Other Program to Streamline Law Department Procedures, Presentation, ACC Annual Meeting 2007.
• Thomas L. Sager and Scott L. Winkelman, Six Sigma: Positioning for Competitive Advantage, ACCA Docket 19, no. 1 (2001): 18-27.
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Resources • Wikipedia:http://en.wikipedia.org/wiki/Lean_manufacturing, cites
several additional sources. • Lean Thinking: Banish Waste and Create Wealth in Your
Corporation, Revised and Updated (hardcover) ~ James P. Womack
• The New Lean Pocket Guide XL (spiral-bound) ~ Don Tapping • Practical Lean Accounting: A Proven System for Measuring and
Managing the Lean Enterprise (paperback) ~ Brian H. Maskell
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