define the problem to be solved. measure the current performance. m
TRANSCRIPT
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Define the problem to be solved.
D
M
A
I
C
Measure the current performance.
Measure Phase
M
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A3
Measure
Revise A3
Analyze
Measure M
DMAIC/A3 cycle
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Should I consider time, cost, survey
scores or something else?
How does this process
run?
What are some ways to measure this?
Where do we stand?
A3 M
Begin by thinking about your problem
2. Current Situation:
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When would I like to get
there?
How far would I like
to get?
What are some
measurable targets?
Where do we need to
be?
A3 M
Then by thinking about your ideal
3. Target Goals:
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MMeasure
Measure PhaseSteps:
1. Visualize and illustrate the current process
2. Collect objective data that quantify the process
3. Formulate appropriate goals
Tools:• Current State Map• Graphs and Charts
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M
Tool: Current State Map
Purpose: Visualizes and illustrates the current flow of the entire process, from start to finish, providing a high-level view.
It helps you identify redundancies and inefficiencies in your process.
Current State Map
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• A CSM is like a flow chart; it tracks the steps in the process.
• The CSM adds time to the steps – how long each step takes and the delay between steps.
MCurrent State Map
Current State Map
About Current State Maps
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• The start and end of your CSM must match to the boundaries of your process as established in your Project Charter.
Verify the scope and stick with it!
MCurrent State Map
Current State Map
Avoid Scope Creep
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• Begin by interviewing the people involved in your process – the stakeholders.
• Take time to watch your process, to observe the steps that the stakeholders overlook.
• Draft a map using Visio or Excel.
MCurrent State Map
Current State Map
Verify the map’s accuracy by sharing it with the
stakeholders.
Drafting a Current State Map
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• This marks the two ends of the process.
• Be sure this aligns with your defined scope!
MCurrent State Map
Current State Map
Start/End
Routine
Time
Current State Map Symbols
• This marks any step in the process. Record the time it takes in the bottom box.
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• This marks a decision point, a yes/no or true/false question.
MCurrent State Map
Current State Map
Decision
Wait
Time
Current State Map Symbols
• This marks delay. Record the wait time in the bottom box.
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M
Example (Generic)
Current State Map
Order food Drive to work
Eat at home?
Eat Cereal Drive to work
5 minutes
Yes
No
In Line
Wake up
Arrive at work
In Line
5 minutes
3 minutes 10 minutes
5 minutes
5 minutes 5 minutes
Drive to fast-food location
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• Once you have your map drafted and verified, you are ready to analyze it for waste and inefficiencies that are obstacles to your goal.
• Some examples of obstacles:
– bottleneck: too much work for the number of workers
– redundancy: work passing through the same step without adding value
– batching: work is only processed on a certain day leading to delay
MCurrent State Map
Current State Map
CSM Initial Analysis
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M
Example (Specific/Analyzed)
Current State Map
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MMeasure
Measure PhaseSteps:
1. ✔Visualize and illustrate the current process
2. Collect objective data that quantify the process
3. Formulate appropriate goals
Tools:• ✔Current State Map• Graphs and Charts
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MObjective Data
To improve your process, you need to define what category you want to improve: quality, cost, time, or output.
Output:BacklogWork in process
Time:Cycle time
Waiting
Cost:SavingsWaste
avoidance
Quality:Satisfaction
Accuracy
Improvement categories
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MObjective Data
For every problem, there are usually many causes. Identify the main contributors.
Lean calls these the “vital few.” They are more important than the “trivial many.”
Rule of Thumb: 80% of a problem is the result of 20% of the causes
Vital few
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MObjective Data
Ways to QuantifyCount: • How many vendors
were paid on time?
• How many vendors were paid late?
Measure:• How many days early
were vendors paid?• How many days late
were vendors paid?
• How long did it take for a bill to move through the process?
Good
Best
Better
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MObjective Data
Tool OptionsChoices: • Check sheet
• Histogram
• Run chart
• Check sheets gather data on various effects and how often they occur.
• This helps you separate the significant from the trivial.
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MObjective Data
Tool OptionsChoices: • Check sheet
• Histogram
• Run chart
Example:
Causes of late paymentX
X X
X X X
X X X X
Lost bill
Waiting for approval
Late arrival
Waiting for check to be cut
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MObjective Data
Tool OptionsChoices: • Check sheet
• Histogram
• Run chart
Example:
Timeliness of vendor paymentX
X X
X X X
X X X X
Paid 4-5 days early
Paid 2-3 days early
Paid 1-0 days early
Paid 1-2 days late
Paid 3-4 days late
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MObjective Data
Tool OptionsChoices: • Check sheet
• Histogram
• Run chart
• Histograms are bar charts that show the frequency of an event.
• They are easily created from check sheets.
• They help formulate hypotheses regarding root causes of problems.
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MObjective Data
Tool OptionsChoices: • Check sheet
• Histogram
• Run chart
Example:
Causes of late payment
Lost bill
Waiting for approval
Late arrival
Waiting for check to be cut
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MObjective Data
Tool OptionsChoices: • Check sheet
• Histogram
• Run chart
Example:
Timeliness of vendor payment
Paid 4-5 days early
Paid 2-3 days early
Paid 1-0 days early
Paid 1-2 days late
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MObjective Data
Tool OptionsChoices: • Check sheet
• Histogram
• Run chart
• Run Charts are line graphs that show variation in the process over time.
• They help identify when problems are happening and allow us to focus on the particular circumstances in which the problem occurs.
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MObjective Data
Tool OptionsChoices: • Check sheet
• Histogram
• Run chart
Example:
Bills paid late
Mon Tue Wed Thu Fri
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Now revise the A3 Current Situation
• Name your metric and record data from the current process.
A3 M
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Current Situation Example
A3 M
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MMeasure
Measure PhaseSteps:
1. ✔Visualize and illustrate the current process
2. ✔ Collect objective data that quantify the process
3. Formulate appropriate goals
Tools:• ✔Current State Map• ✔ Graphs and Charts
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• Now that you understand your process thoroughly, identify which elements and indicators are key to process success? These are your Key Performance Indicators.
• Gather new information as necessary to compare your indicators with best practices.
• Which of these is the biggest problem for your process?
MBenchmarking
Benchmarking --
Revisited
Do you have the right benchmarks?
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By now you have:
• measured your current status;
• identified industry norm;
• identified performance gaps, and
• gathered the information necessary to establish meaningful goals and targets in the next phase.
MBenchmarking
Benchmarking --
Revisited
Progress Check
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60/40 Rule• Do not try to do it all at once!
• Make your goal realistic and achievable.
• When in doubt, aim for about 60% of the ideal.
• Remember that Lean is an iterative process.
MTarget Goals
Target Goals
Lean Rule of Thumb
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Improve
Verify
Correct
Course
MTarget Goals
Target Goals
Direction iterations
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Revise the A3 Target Goals
• Use the data collected in the current state in combination with the benchmarks to establish goals.
A3 M
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Target Goal Example
A3 M
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MMeasure
Measure PhaseSteps:
1. ✔Visualize and illustrate the current process
2. ✔Collect objective data that quantify the process
3. ✔Formulate appropriate goals
Tools:• ✔Current State Map• ✔Graphs and Charts
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Update M
Revisit, Verify, UpdateRevisit and Verify:• At the end of every
phase, review your:– Project Charter
– Stakeholder Analysis Tool
– Communication Plan
• Check that you are on track!
Update:• Every quarter you will
receive an email from the Lean Office asking for your updated Project Charter to be submitted to the Board of Trustees
• Modify your plans as circumstances and developments require
Remember to communicate and engage
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• Map your current process flow.
• Collect objective measurements that quantify the process.
• Use benchmarking to formulate target goals.
Key Lessons
MMeasure
Major Take Aways: