green belt training

County Executive Office

COUNTY OF VENTURACOUNTY OF VENTURA

Lean Six SigmaLean Six SigmaGREEN BELT TRAININGGREEN BELT TRAINING


11

The biggest room in the world is the room for improvement.

- Japanese Proverb


INTRODUCTIONSLesson 1

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Challenges for Government

1. Not driven by profit2. No competitive pressure3. Freeing space/staff translates into less

power4. Decreasing cost can mean decreasing

budgets or de-obligating funds5. Quality normally not a measure6. On time delivery not a measure7. Often no process owners, info crosses

MANY functional/divisional areas8. This is a VERY INCONVENIENT TIME!

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What challenges do you face when promoting change?

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Green Belt Skills

Skills a Green Belt needs to fit within the context of operations:– Interpersonal, Communication Skills– Management Skills– Analytic Skills– Facilitation Skills– Team Development and Building Skills– Lean Six Sigma Thinking & Tools (incl.

analysis)

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Welcome and Introductions

– Instructors

– Materials

*Memory Joggers * Poster *Tri-fold

*Binder -Orientation -PPTs

-Other Tabs -Vocabulary -Articles

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What you will learn

1. About the County’s Service Excellence Program

2. Principles and methods of Lean, Six Sigma, and Theory of Constraints

3. How to successfully facilitate an event

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Syllabus

• Schedule• Goals and assessments• My expectations of you• Your expectations of us

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Getting to know you

• Introduce yourself– Name– Agency– Why you are here– What you hope to get out of this class

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Four ModesHear it:•Materials•Lecture

Take it in:•Questions•Discussions

Use it:•Model•Practice

Help others:•Ask questions•Guide

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Class Agreements

• Have fun!• Be on time returning from breaks• Ask questions anytime-this is a learning

experience• Participate fully in all activities• The more you participate, the more you

get!• Parking lot – 3 knock rule• No blackberry “prayers”

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Forgetting is a form of “Learning Waste”


Lean Six Sigma Terminology

• Lean Six Sigma terms and concepts will be introduced and reviewed

• Each term will be defined

• Be patient – learn in layers

• Ask questions

1313Vocabulary Tab


DAY 1 DAY 2 DAY 3 DAY 4

Lesson 1 – IntroductionsLesson 2 – SEP OverviewLesson 3 – The Big PictureLesson 4 - Executive PlansSIMULATION – ROUND 1

Lesson 5– Lean 6S OverviewLesson 6- Roles & Resp.Lesson 7 -Getting StartedLesson 8 – Kaizen Review

Lesson 9 – Define PhaseLesson 10- Stakeholder Analysis, Action Plan, Schedule Lesson 11 – Walk the ProcessLesson 12 – VOCLesson 13 – SIPOC

Lesson 14 –Measure PhaseLesson 15 –Process mapsLesson 16 – MTSLesson 17 – Data CollectionLesson 18 – Analyze Lesson 19 – Data Tools

Lesson 20 – Standard DeviationLesson 21– Waste,VariationLesson 22 – Root Cause

Lesson 23 – Improve PhaseLesson 24 – Lean Tool KitLesson 25 – Facilitating ImprovementSIMULATION – ROUND 2Lesson 26 – Control PhaseLesson 27 – SOP, Comm., Training, & Control Plans

Lesson 28 – Team Dynamics & FacilitationLesson 29 –Quad Report/BriefingsLesson 30 – Hand off, preparing the lead to implement and report

Lesson 31 – Prepare to KaizenLesson 32 – JIT TrainingLesson 33– Close Out

Preparing Graduation Briefs

Define/Measure/Analyze

Facilitate Kaizen

Analyze/Improve/Control

Prepare for Kaizen Hand off/Close

1414Addendum #4


Checking in

• What are your impressions so far?• What are your key take-aways?• What made the strongest impression

for you – what is most appealing, what causes you greatest concern?

• What are the assets/experiences you bring to the table?

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County Executive OfficeTeam Exercise1. We need to intake 5,000 more applications than

last year2. We need to reduce the amount of time a patient

waits to see the doctor3. We need to increase cash flow4. We need to increase our storage capacity5. Our case-loads are too high6. We want to increase the number of animal

adoptions1. Get in groups, select a facilitator2. List 3 strategies your team would use to meet the

challenge – write on easel.3. Report out. (Note: Save responses.)

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SERVICE EXCELLENCE PROGRAM OVERVIEW

Lesson 2

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Service Excellence Program Service Excellence Program ObjectiveObjective

Encourage a county-wide culture of service excellence, continuous improvement and empirically based decision making as a means of improving quality, consistency, speed and cost of County Services.


Drivers to Adapt and ChangeDrivers to Adapt and Change

The obvious – service, service, serviceExpect 47% increase in no. of Food Stamp Applications35% increase in CalWorks or WelfareNo. of Property Assessment Appeals expected to be 5X greater than prior averageOvercrowding in prisonsGeneral increase in demand for services not matched by funds to deliver them

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County Executive OfficeTraditional ResponseTraditional Response

Cut hours Cut people Cut services Cut programs Across the board budget cuts Hiring freezes Travel restrictions

The illusion of numbers


How is the work being done?

Problem with Traditional Response

How is work designed?Does it flow?Is it predictable?Is it cost-effective?Do we even know?

Staff overwhelmed trying to get through the same system with less people.

Can’t get the outcomes needed.


To provide public infrastructure, services and support so that all residents have the

opportunity to achieve a high quality of life and enjoy the benefits of a healthy

economy.

COUNTY MISSION

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All Employees

Value StreamValue StreamChampionChampion

BeltsBelts

TeamTeamLeadersLeaders

TeamTeamMembersMembers

Service Excellence StructureBoard of Supervisors

Mike Powers, CEOMatt Carroll, Asst. CEO

Deployment Champion

Service Service Excellence Excellence

CouncilCouncil

Practitioner’sCouncil


OfficeOffice

Agency Executive Team

Coordinator

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Provides inputs to how to improve their own jobs and work areas


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Breathing Life Into Data• Single Application and Comprehensive Site Plan for

Discretionary Processing Resource Management Agency, Fire, Agriculture, Public Works Agency. Reduces number of separate forms from 31 to 1. Reduces number of pages from 325 to 59. Reduces 872 questions to 110. Reduces duplicated questions from 180 to 0.Green.

• Electronic Court Documents Human Services Agency, County Counsel. Saved the work of 1 FTE to do Social Work. Reduced the number of court continuances.

• Irrigation Management General Services Agency. Reduced water by 50%. Green

• Permanent Dog TagsAnimal Services. Reduced staff administrative time, cost avoidance

of $35,000 annually.

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Leading the Pack

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County Executive OfficeVocabulary ReviewDeployment Champion – Agency Head – Decides on behalf of

the agency to use CPI as a business strategy. Leads and directs strategy.

Value Stream Champion – Division Head, Deputy, Manager – works closely with Deployment Champion. Owns the Value Streams, accountable to performance of sections. Signs charter, selects teams. Works with others to remove barriers.

Team Lead – Supervisor or one assigned to lead a process or project. Works closely with the GB. Implements new process.

SME - Subject matter expert. Team members. Bring their expertise to the table – create solutions.

Service Excellence Council – Volunteer agency heads who focus on operational/process excellence.

Practitioner’s Council – County Green Belts who meet monthly to continuously learn and facilitate CPI events using GB skills.

Green Belt – A person trained in Lean Six Sigma to the extent that they can facilitate CPI Kaizens.

County Executive OfficeVocabulary ReviewCycle Time – The time that it takes to successfully complete

the tasks required for a work process.Soft Value – The calculated value of time saved from a

process improvement event that is available for redeployment. Does not affect the “bottom line”.

Hard Savings – The calculated value of any savings that has a budgetary impact.


What are your key take-aways?

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THE BIG PICTURE – USING LEAN SIX SIGMA PERSPECTIVE

Lesson 3

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County Executive OfficeLean Business Perspective

Perspective gives Meaning and StrategyPerspective gives Meaning and Strategy

Complexity = Specialization = Narrow Perspective / Complexity = Specialization = Narrow Perspective / BarriersBarriers 3232

County Executive OfficeView #1 Every Agency has Customers

Who are your customers? Everybody has a customer.

•Who buys it•Who uses it•Who requires it

•Two types: Brokers and End-users

•Example: License Plate, Grandpa and grandchild red rider BB gun

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View #2 – Every Customer gets a Products

What products do you produce?

•Permits•Regulations•Miles of road•Tax credits•Vaccinations•Probation visits•Licenses•Welfare checks•Treatment plans•Jobs

Service results in a product.

Products:1.Can be counted.2.It is specific 3.It is a noun4.You can deliver it.

-Ken Miller

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View #3 Products Produce Outcomes

•Healthy families•Safe communities•A fair criminal justice system•Better communication•Maintained roads•Improved fire protection•Easier access to public services

“Outcomes” are more difficult to measure and improve than “products”.

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What are the outcomes of your work?

County Executive OfficeView #4 All Outcome and Products are driven by

Processes

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What are your processes?

•Every organization is in the business of providing products to customers.

•Processes and systems create these products.

•All Work is a process.

•Process should flow, and be designed to meet what the customer’s desires – Create a value stream

•L6S methodology is centered around improving processes not people.


What is a Value Stream?L6S term

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A Value Stream are those process steps that must be taken properly in the proper sequence at the proper time to provide the product or experience that the customer desires.

What are key end-to-end processes in your organization?

Do each of the steps provide value to the customer?


What is a Value Stream?

Focus Area: COMMUNITY HEALTH

Focus Area Goal: To be the premier health care provider in the

industry.

Objective #1: Schedule surgeries within 24 hours.

Strategy #1: Increase the capacity for surgical procedures by 40%.

See it! – Organizational Perspective

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What is a Value Stream Approach?VALUE STREAMS(Lean Perspective)

• Scheduling the rooms• Preparing the room,

trays, equip, meds• Prep-ing the patient• Information flow

NON-VALUE STREAM

• Increase the number of surgery rooms

• Staff up for new rooms

• Upgrade equipment

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County Executive OfficeLean Thinkers1. First train yourself to filter a problem by

Identifying your Customers, Products, Outcomes, and Processes – Value Streams.

2. Then you can apply problem solving through Cycle of 5 Lean Principles and Cycle of Six Sigma Discipline

3. Your expertise + Lean Six Sigma tools = solutions

Put it in your mental toolbox!

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Team Exercise

• Review problems from your previous exercise

• Identify Customers, Products, and Processes

• Identify what is of value to your customers• Report out.

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Vocabulary Review

Product – What is produced at the end of a process. It is a product if it can be counted, if it is a noun, if it is specific, and you can deliver it.

Customer – The person who receives a product. There are two kinds of customer, brokers and end-users.

Lean Thinking – Occurs when one utilizes the principles of Lean to drive behavior and problem solving.

Value Stream – A process where actions must be taken properly in the proper sequence at the proper time to create value for customers



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EXECUTIVE PLANS – USING LEAN PERSPECTIVES IN YOUR ORGANIZATION

Lesson 4

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Strategic Planning Process

– Contains multi-year goals and objectives– Is a collaborative process (staff, policy

makers, other stakeholders)– Must result in practical, implementable

uses for it to be valid for the organization

– Requires time and effort in creating it, updating it, and sustaining its value

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Working the PlanStrategic Plan

• County-wide• Vehicle for integration• Multi-year• Sets priorities• Contains broad goals• Specifies objectives to

achieve the goals• Sets the foundation for

business plans

Business Plans

• Agency-level• Detailed • Implements goals and

objectives • Allocation of resources• Lists activities and tasks• Lists improvement

activities • Shows assignments

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Integrated Effort

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County Executive OfficeStrategic Plan Components

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County Executive OfficeWhat Makes the Plan “Strategic”?• It is not:

– A list of what we do or a list of current activities – those elements are in a business plan

• It is:– A set of goals that moves the county forward in

specified areas. i.e. promotes change in these areas

– A set of goals that focuses attention on critical issues that must be maintained or improved for the County to maintain health, credibility and stability

– A plan that takes into account major factors that are likely to affect the county over the next several years (e.g., fiscal, service demands, population changes, mandates, etc.)

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Executive Planning Sessions

• Creates a Strategic Planning if the agency does not have on.

• Analyzes the objectives/outcomes from the SP; identifies customers and products; then selects those value streams that have the greatest impact on the objectives. – Creates portfolio.

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County Executive OfficeFrom Planning to Process Improvement

Strategic Plan

ExecutivePlanningSession

Value Stream Analysis

ProjectsKaizens

JDI

Get-to-Excellence

Plan #1

GrassrootsIdeas

Execute

A “Get-to-Excellence Plan” consists of:

Projects

•Kaizens

•Just-Do-Its

“Begin with the end in mind.” - Deming

Lean 6 Sigma

DeploymentAnd

ImplementationPlan

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TOP-DOWNPORTFOLIO

BOTTOM UP


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County Executive OfficeVocabulary ReviewExecutive Planning Session – The portion of strategic

planning where an agencies processes are selected based on their ability to influence the ability to meet objectives.

Portfolio – A list of process improvement events for an agency. A product of an executive planning session.

Event – A generic term used when a team gathers around a problem and develops a solution.

Value Stream – A process where the actions must be taken properly in the proper sequence at the proper time to create value for customers.

Value Stream Analysis – The action of reviewing and studying a process (at a high or detailed level). The product of this action is a Get to Excellence Plan.

Project – An improvement event that is complex in nature, longer in duration to develop improvements, usually requiring the work of a Black Belt and the use of statistical analysis.

County Executive OfficeVocabulary ReviewKaizen – A process improvement event that is moderately

complex, requires a team to solve, can be lead by a Green Belt, and where a solution is believed to be possible in one week or less.

Just Do It - An improvement that does not need a team to develop the solution.

Get to Excellence Plan – A product of a value stream analysis. The GTEP can include projects, Kaizens, JDI’s or other types of improvements to ensure that the Value Stream is effective and efficient.


SIMULATIONRound 1

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Round 1: Current StateRound 2: Future State -

Flow Improvements

Learning Objectives

The Statapult exercises are designed to give students experience using the methodologies and tools taught in this course.

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Simulation Requirements

1. Exercise Requirements

Make the exercise work correctly and cannot be modified

2. Customer Requirements (Voice of the Customer)

How the customer would like the product and/or service to function

3. Business Requirements (Voice of the Business)

How your “Company” functions, internal policies, laws, regulations

4. Statapult Requirements (Voice of the Process)

Constraints or capabilities of the tool used

Lean thinkers hear voices.Lean thinkers hear voices.

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County Executive OfficeRound 1

This round is intended to give the champions experience in seeing and running a current process. It includes the following phases:

Baseline Shoot Calculations

Current StateCurrent State

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County Executive OfficeBaseline

• Position your Statapult in area designated by instructor

• Obtain 20 balls• Take 20 test shots, 164

degrees• Mark the landing of each

shot with a piece of tape• Use masking tape to

mark off target area

In order to run the simulation, you must determine the accuracy and precision of the process in order to set up the target area.

6 inches

12 inches

Target Center

Masking Tape

Balls are shot this direction

X

5 min 6060


Exercise Requirements – Round 1

• Each team member will be assigned a role

• The balls will be marked as a preparation for shooting and for rework– Blue dots symbolize inputs needed to

complete a job function and are considered to be value added to the process

– Red dots symbolize the time and effort required to fix a problem

• No permanent markings or modifications can be made to the Statapult or balls

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Customer Requirements – Round 1

• All shots must be fired at an angle of 164 degrees

• All shots must land on the floor in the target area

• Pass/Fail data must be collected for each shot

• The balls must be sorted based on either Pass or Fail

• 20 passed balls must be delivered to customer in 5 minutes with no markings (colored dots)

• All data must be collected “real time”6262


Business Requirements – Round 1

• Balls must be transported in batches of 5• The Statapult must be recalibrated

(remove & reattach rubber band) between every shot

• Workers should only be concerned with their assigned jobs

• All shots must originate from the floor• Must use forms 5O-5LO, RUK-1D-1NG,

and 1-T5-L8• Balls are aligned with blue dot facing up

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Statapult Requirements – Round 1

• The Statapult settings and structure cannot be modified

• The Statapult can not be aligned/modified with any tools, devices or aids (no tape on the floor!)

• The Statapult can only be handled/touched by the Shooter

• The Statapult must be placed on the floor

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County Executive OfficeRoles

Take 5 minutes to review what your role is before the Round 1 shoot

Take 5 minutes to review what your role is before the Round 1 shoot

Marker

Shooter

Inspector

Sorter

Customer Liaison

Observer(s)

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Round 1 – Layout

SorterSorter

CustomeCustomerr

LiaisonLiaison

InspectorInspector

ShooterShooter

MarkerMarker

ObserverObserver

TargetTarget

Pass Fail Pass Fail CupsCups

Box ofBox of

BallsBalls

xx

CustomerCustomer

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Round 1 ShootAre you ready to start?

• Your Company has a name• Statapult layout is ready• Target area is taped off• Roles are assigned• Role instructions have been distributed

The simulation will start simultaneously for all teams!

30 min 6767

County Executive OfficeCalculations – Round 11. Customer Order (How do you know what they want?) ______ (1)

The amount of balls successfully delivered to the customer2. Total Balls Fired (Effort-Quality) ______ (2)

The total amount of balls fired for the exercise3. Total Failures/Defects (Do customers care?) ______ (3)

The total amount of failures called by the inspector

4. Time to First Delivery (Do customers care?) VOP ______ (4)The time to make the first delivery to the customer

5. Total Lead Time (seconds) (Expected response) ______ (5)Total time to complete the customer order

6. WIP (Work In Progress) ______ (6)The total amount of balls left at each work area

7. Yield ______ (7)

Customer Order(1)/Total Balls Fired(2)

Lean Metrics: Financial, behavioral, and core-process measurements that help you monitor your organization’s progress toward achieving the goals of the lean initiative.

What do these metrics tell us? 6868

County Executive OfficeExercise: What Went Wrong?

• What went wrong with the process?• No solutions allowed yet; only

problems

10 min

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GB’s - WHAT IS YOUR GOAL???

1. Class exercise2. Choose a facilitator3. Everyone else, act as the team and

observe facilitator’s technique.4. Class learning.


Vocabulary Review

Defects – A part, product, or service that does not conform to specifications or a customer’s expectations. Defects are caused by errors.

Voice of the Customer – Listening to the customers requirements, complaints and suggestions and engaging them in your improvement efforts.

Voice of the Business - Understanding the policies, rules, and laws that govern an organization.

Voice of the Process – Understanding the system, equipment, people, or process capabilities and constraints.

Lead Time – The time it takes to complete an activity from start to finish, it includes batch and process delays. The customer experiences lead time.

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Vocabulary Review

Lean Metrics - Financial, behavioral, and core-process measurements that help you monitor your organization’s progress toward achieving the goals of the lean initiative.

Work in Process/Progress (Inventory)- The amount or value of all materials or effort, representing partially completed work.

Yield – A quality measure that measure the amount of rework in a given process. First Time Yield (FTY) is simply the number of good units produced divided by the number of total units going into the process.

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LEAN SIX SIGMA OVERVIEW

Lesson 5

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County Executive OfficeLean Six Sigma is . . .

• A Combination of two schools of thought:“Lean” - eliminating waste, creating process

steps that add value, is available, adequate, and flexible

“Six Sigma” - reducing variation to ensure a standard, quality output; uses scientific method, utilizes performance measures

Making common sense common Making common sense common practicepractice

County Executive OfficeLean Six Sigma is . . .

• More than just improving processes. It is new way of doing business characterized by:

customer satisfactiona culture of continuous improvementthe search for root causesa scientific approachand comprehensive employee involvement

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County Executive OfficeLean Six Sigma in Industry3MAB DickAdolph CoorsAdvanced Micro DevicesAllied SignalAlcoaAerospace CorpAbbotts LabsApple ComputerBank of USABeatrice FoodsBell HelicopterBoeingBristol Myers SquibbCity of Dallas

Campbell SoupChevronCiticorpCloroxDanonDowFidelityIntelFordGeneral DynamicsGEHPHoneywellKaiser Aluminium

Kraft General FoodsLear AstronicsLockheed MartinMcDonnell DouglasMicrosoftMotorolaNASANorthrop CorpPentagonParkview HospitalRockwell IntRohm and Haas

SeagateSonyStarbucksStar QualityTexacoTexas InstrumentsTRWUS ArmyUS Air ForceUnited TechnologiesUPSXerox

List from Motorola Inc.7575

County Executive OfficeLean Government Exchange Des Moines, Iowa 2009

• Iowa• Minnesota• Kentucky• Kansas• Delaware• Ohio• Toronto• Arkansas• Alabama• Nebraska• New Hampshire• South Carolina• Illinois• Oregon• Oklahoma

• Hawaii• Vermont• Georgia• Washington,

DC• California• Arkansas• Colorado• Connecticut• Maryland• Rhode Island• Washington

• City of Appleton, WI

• County of Ventura, CA

• City of Cape Coral, FL

• City of Fort Dodge, Iowa

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Organizations considering Lean 6

S

• LA DPSS• Shasta County

County Executive OfficeWhere is CPI Applied Environmental permits / Air Quality /

Wastewater/Floodplains / Landfills / Manure management

Corrections - Offender Re-entry /Forensics

Procurement

Board of Medical Examiners Investigatory process

Veterans Home Admissions / Medical Appointments / Medication Administration / Pharmacy

Patient flow / Hospital discharge/Health facilities

Human Services processes and services

Animal Services

Child Abuse Appeals / Foster Child placement across state lines

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It’s scientific!

Y = f (x1, x2,…xn)Y = f (x1, x2,…xn)

Six Sigma

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TEAM EXERCISE

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1. Review problem from your previous exercise

2. Find the critical “Y” and list possible “x’s”

3. Report out


SeekPerfection

Specify Customer

Value

Identify Value Stream

Achieve Flow

Establish “Pull”

Cycle of Lean Principles

Identify and

Remove Waste=

SPEED

Lean 8080


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Knowledge Work 8- Wastes Product Work

Work not meeting requirements. Missing information. Rework. Defects

Scrap, rework, lost capacity due to mistakes, inaccurate SOP’s.

Too many reports, reviews, approvals. Batching paperwork. Overproduction

Running equipment to keep equipment and people busy.

Waiting for meetings to start. Information, paperwork and approvals.

Waiting Waiting for equipment, people or process to cycle, waiting for materials and tools.

Over or under staffing, talents not utilized, work load not balanced.

Non utilization of people/talent


Paper- based data vs. electronic transfers. Routing of unnecessary approvals/processing.

TransportationLong travel distances, unplanned premium postal.

Excessive backlog of work to be processed. Too much paper to be handled, processed or filed.

InventoryMaking what we can instead of what customers need. High obsolescence and write offs.

Walking to deliver paperwork, poor ergonomics, chasing information.

MotionRepetitive/unnecessary movement caused by poor ergonomic design.

Unnecessary steps. Too many handoffs, lack of SOP’s. Extra or Over

Processing

Incapable equipment and processes. Equipment with unbalanced flow.

Lean


Waste flagsWaste flags

Takes too long – people are complaining

Redundant work – same work being performed

Process churning – can’t figure out what to do next

Time spent looking for information, equipment, people

Excessive delays - stopping

Lack of supplies or information

Too much red tape

The place is a mess – can’t find anything


= Value Added Time

= Non-Value-Added Time (WASTE)

Work

FLOW TIMEStart Finish

Disconnect

Inspect

Value-Added time is only a very small percentage of the total Time

Re-workTransport Work Reinstall

TransportInspect

Wait

Lean View of Waste

Wait

Work

Learning to see waste

Lean

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Traditional Focus

• Improve Value-Added work steps

• i.e. Better tools, machines, instructions

• Result: Small time savings

Time savings have a direct impact on • Cost • Capacity• Schedule • Flexibility• Resources • Etc.

Time Amount ofTime Eliminated

Small

Lean Focus Reduce or eliminate NVA/waste Result: LARGE time savings

LARGEamount

of time saved

Traditional Process Improvement vs. Lean

NON Value-added time

NON Value-added time

Lean8484


= Value Added Time

= Non-Value-Added Time (WASTE)

FLOW TIMEStart Finish

Value-Added time is only a very small percentage of the total Time

WorkDisconnect

Inspect Re-workTransport Work Reinstall

TransportInspect

WaitWait

Work

Lean Process Improvement

Lean8585


Lean Is . . .

A War on WASTE!

Lean8686


What is “Six Sigma”?According to the founders of Motorola’s “Six Sigma” program:

First, a statistical measurement

– Since the 1920's the word 'sigma' has been used by mathematicians and engineers as a symbol for a unit of measurement in product quality variation.

Second, a business strategy

– A data-driven approach aimed to get it right the first time. – This requires having a common focus on operational excellence

throughout the organization.

Six Sigma

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What is “Six Sigma” Performance?

• “Six Sigma” is an optimized performance level approaching zero defects (3.4 ppm) or 99.99966% performance.

• It means 1st-time perfect quality (no variation).

We measure!

Six Sigma

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“We are going to relentlessly chase perfection, knowing full well we will not catch it because nothing is perfect. But we are going to chase it, because we know in the process, we will catch excellence.” - Vince Lombardi

County Executive OfficeThree Sigma Capability

Sigma Level Mean Sigma/StdDev USL

3 30 days 5 days 45 days

Voice of the Customer(Upper Specification Limit):Issue report < 45 days

USL1

2 3 45 days30 days

5 daysSigma Level=(USL-Mean)/StdDevSigma Level=(45-30)/5 = 3

County Executive OfficeSix Sigma Capability

Sigma Level Mean Sigma/Standard Deviation

USL

3 30 days 5 days 45 days

6 30 days 2.5 days 45 days

Voice of the Customer(Upper Specification Limit):Issue report < 45 days

45 days

6

USL

2.5

1

30 days

Sigma Level=(USL-Mean)/StdDevSigma Level=(45-30)/2.5 = 6

1 2 3 4 5


Cycle of Six Sigma PhasesCycle of Six Sigma PhasesDefine the ProblemDefine Scope / Boundaries

Current State MapBaseline Measures

Root Cause Analysis (5 Whys)

FishboneRun Chart/Control

Chart

FSMLean Tool KitKaizen Event

Monitor TrendsControl ChartsMaintain MetricsStandard Work

Identify and Remove

Variation=

QUALITY

D M A I C

Six Sigma

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County Executive OfficeWhy “Six Sigma”?

• 20,000 lost postal mail items per hour

• 15 minutes of unsafe drinking water per day

• 2 long/short landings per day at a major airport

• 5,000 incorrect surgical operations per week

• 7 hours of lost electricity per month

• 20,000 incorrect prescriptions per month

• 7 lost postal mail items per 7 lost postal mail items per hour hour

• 1 unsafe minute every 1 unsafe minute every seven monthsseven months

• 1 long/short landing every 1 long/short landing every five yearsfive years

• 1.7 incorrect operations 1.7 incorrect operations per weekper week

• 1 hour without electricity 1 hour without electricity every 34 yearsevery 34 years

• 68 wrong prescriptions per 68 wrong prescriptions per yearyear

Hey, 99% is good enough right?Hey, 99% is good enough right?99% 99.99966% (6 Sigma)

Six Sigma

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County Executive OfficeQuality flags

• Quality standards not met, or inconsistently met

• Repeated mistakes

• Rework required consistently

• People use work-arounds

• People get the run-around

• Unclear definition of processes

• Unclear definition of expectations


Team Exercise

• Review problems from your previous exercise

• What type of waste might you find?

• What might be a source of variation?

• Report out

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Theory of Constraints

A constraint is anything in an organization that limits it from

moving forward or achieving its goal

“The slowest vehicle in a convoy sets the pace”

When the constraint (critical path) is not progressing, the process is not progressing!

Theory of Constraint (TOC) is…Minimizing or eliminating “bottlenecks”

TOC9595


WHERE ARE YOUR RESOURCES FOCUSED?

What To Do About ConstraintsWhat To Do About Constraints

Define the GOAL. Then…1. Identify - What’s the constraint?2. Exploit - Utilize all resources to maximize use of resource3. Subordinate - Focus non-constraints towards

supporting the constraint4. Elevate - Apply Lean5. Repeat Step 1 - The constraint has probably moved(From The Goal by Eli Goldratt) TOC9696


Methodologies – Side-by-Side

Methodology Six Sigma Lean Application Reduce variation Remove waste

Define Specify customer valueMeasure Identify value streamAnalyze Achieve flow Subordinate processesImprove Establish pull systemsControl Seek perfection

Focus Variation & Quality Flow, EfficiencyA problem exists Waste removal will improve

business performance.Emphasis on speed & volume.

Figures and numbers are valued.

Many small improvements are better than systems analysis.

Uses existing systems.

System output improves if variation in all processes is reduced.

Process interdependence.

Primary effect Uniform process output

Reduced cycle time

Elevate constraintRepeat cycleConstraints, Bottlenecks

Increased throughput

Methodology Integration

Phases/ Principles/

Steps

Assumptions

TOCManage constraints

Identify constraintsExploit constraint

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County Executive OfficeWhere are you going?

9898

County Executive OfficeLean Thinkers• Once you have a perspective of the

problem and have identified your value streams, start trying to seeing waste, variation, and constraints.

• Keep your eye on the “Y” and why that “Y” is important to the Champion, the organization and operation.

9999

County Executive OfficeVocabulary ReviewLean – A process improvement methodology that focuses on

the elimination of waste to improve the flow or speed in a business process. Lean is a war on waste.

Customer Value – An aspect of a product or service for which a customer is willing to pay for.

Flow – The movement of product or information during each stage of a process.

Pull (system) – A way of managing productivity in which the product or information is only created when it is needed or wanted down-stream.

Waste – Any activity that takes time, resources, or space but does not add value to a product or service. In lean there are 8 defined wastes.

Value added time (VA) – Time engaged in an activity performed that increases its value to the customer. Must be done right the first time, the customer must be willing to pay for it, and it does not meet the definition of waste.

County Executive OfficeVocabulary ReviewNon value added time (NVA) – Time engaged in an activity

performed that does not increase its value to the customer. Value to the customer is defined: Must be done right the first time, the customer must be willing to pay for it, and it does not meet the definition of waste.

Six Sigma – A statistical symbol for a unit of measurement in product quality variation. Six Sigma strives to eliminate all defects by reducing process variation.

DMAIC – the Six Sigma scientific discipline of “Define, Measure, Analyze, Improve, and Control)

Y-f (x) – The output (Y) is a function of inputs or independent variables (x’s)

TOC – Theory of Constraints seeks to identify bottlenecks and restructure the rest of the organization around it, through the use of the five focusing steps.


What are your key take-aways? (break)

102102


ROLES AND RESPONSIBILITIES

Lesson 6

103103

County Executive OfficeChampions

104104

County Executive Office Deployment Champions

All Employees

• Owns vision, direction, business results

• Leads change• Sponsors all Kaizens, Projects, VSA’s

• Commissioned by the Executive Leadership to facilitate Kaizen Events

• Does not select processes for improvement


Green BeltsGreen Belts


TeamTeamMemberMember

Your Agency - Roles and Responsibilities

Deployment Champion


Coordinator

105105


“Deployment Champions orchestrate Lean Six Sigma Change. They help leaders target areas for projects and ensure that Lean Six Sigma practitioners have the support they need to design projects and for implement resulting change plans. They track and monitor results.”

- Jim Womack, LEI

VISION – of the future and how to use Lean Six SigmaVISION – of the future and how to use Lean Six Sigma

PLANNING of Strategically Aligned CPI Events based on PLANNING of Strategically Aligned CPI Events based on purposepurpose

ASSIGNMENT AND SUPPORT of clear responsibility to ASSIGNMENT AND SUPPORT of clear responsibility to someone for the health of the process.someone for the health of the process.

RECOGNITION of everyone who contributesRECOGNITION of everyone who contributes

Role in Deployment

106106


Value Stream Champions

All Employees

• Owns Get-To-Excellence Plan

• Owns financial results• Removes Barriers



• SME participating in Continuous Improvement events

• Support the Team Leader



• SME and leaders within their area of expertise

• Work closely with GB during all phases of Kaizen Event and Projects




107107


Value Stream Champions orchestrate change. They help leaders target areas for projects. They assign teams and lead the implementation of new processes. They also track and monitor results and are accountable for controlling the process.

• PLANNING• ORGANIZING

• DIRECTING/DELEGATING• CONTROLLING

VS Champion and Leads Roles

Standard

Management

Roles Apply!

108108

County Executive OfficeTeam Leads Responsibilities• Works closely with Green Belt (POC)• Carries most of the actual “work”

before, during, and after an event• Selects team members• Communicates and follows up with

the team members and champions• Helps develop the deliverables• Implements the new process• Reports on the new process

109109

Addendum #5


Planning a Kaizen

Identify the projectParticipate in Planning Meetings

Understand what you are committing toMeet with belts, Leads re: Lean Six Sigma event

strategy, goals, and measures

Study the Charter before you sign it Is there a business case?Who are the stakeholders?Ripple effects. – Consider Voice of the Business

(Laws, Regulations, Policies, Internal Controls)

Hey George, I thought we Hey George, I thought we were going to were going to California!California!

Duties

110110


Planning a Kaizen

Ensure all key policy decision have been made. Be a change agent.

Select a strong team and support, encourage the team,

Study and confirm current state metrics with Belt/Lead

Discuss goals and control metrics up front

Duties

111111

County Executive OfficeOrganizing a KaizenCommunicate with the team

Work with the Managers/Supervisors of team members to clear their calendars

Making value valuable…What is your

redeployment plan?

Develop the teamAssign TeamChoose open-minded leadsStakeholders A/R

Duties

112112


Directing/Delegating

• During the Kaizen, show up and thank/encourage/empower the team

• Solve problems, provide direction during the Kaizen (show up mid-way)

• Leads present the final briefing, Champions attend

• Identify process owners for any follow up work

Duties

113113

County Executive OfficeControlling the ChangeTrack any assignments

After the Kaizen is over, you own the results and carry the responsibility to ensure the change occurs, that it is effective, to track the stick rate

Report Stick Rate Results (eg. 30, 60, 90, 6-months) Implement the communication, training, and control

planResponsible for Accountability

Take it personally Be sure Leads/Supervisors have the skills and are

prepared to be and hold others accountableLook for ways to continuously improve

Duties

114114


“Your job is to give everyone in your group personal accountability for transforming culture.”““High Velocity Culture Change” - Pritchett and PoundHigh Velocity Culture Change” - Pritchett and Pound

115115


Team Members

All Employees














116116


Team Members aka SME

• Be familiar with Lean Six Sigma• Represent your area• Communicate back to your group• Participate fully• Think, think, think• Participate in implementation planning• Be a conduit for change• Be personally accountable – own it!

117117


Team Members

All Employees














118118


What does a Green Belt do?

A Green Belt uses Lean Six Sigma thinking and tools to facilitate teams to improve operations.

119119

County Executive OfficeGreen Belt Responsibilities• Use the skills you have learned to conduct Kaizens

• Conduct JIT training (may train YB)

• Conduct Kaizen planning activities with Champion and Lead - Scoping, goals setting, metrics, and strategy.

• Assist in writing charters and all L6S deliverables

• Help the team lead to implement the improvement- by presenting deliverables in the best possible form.

• Interface with CEO SE office

• Attend Practitioner’s Council

• Continue to be an active learner and CPI promoter120120


What are your key take-aways? 2*10

121121


GETTING STARTEDLesson 7

122122


123123Addendum #27

Storyboard


124124


Start with the Champion

• When you are tapped as a GB…ask:– What is the anticipated schedule?– How long does the Kaizen expect to run?– Is the Champion bought in?

• First meeting– Email right away and introduce yourself and

schedule a meeting with the Champion and Lead if already available.

– Walk in ready/know your agenda

125125

County Executive OfficeTips for working with the Champion

• Watch the soft stuff– Does the Champion/Lead seem aligned?– Do they have a sense of urgency?– Are they experienced – L6S?– What is the culture of the team/department

related to change?

• Just bring lined paper to the interview and transfer to templates later, if they are green.

126126


Good questions to ask

1. What is the problem you are trying to address? 2. What are the potential benefits of solving this problem?3. Will you be able to quantify these benefits in terms of

cost savings, cost avoidance, quality, time, or improved customer satisfaction if you solve this problem?

4. Do you have the necessary support and commitment from management/ key stakeholders to solve this problem?

5. Is the resolution of this problem achievable given your span of influence (i.e., is the scope of the project reasonable)?

127127Addendum #8

County Executive OfficeGood questions to ask

6. What key output variables are needed to measure project success?

7. Do you have a capable system to measure each of these key output variables?

8. What key process input variables are you going to examine to determine the root cause(s) of your problem?

9. Do you have a capable system to measure each of these key input variables?

10.Are there any solutions that may be proposed that you would not consider?

11.Are there any staffing/political/other sensitive issues that should be addressed before we start?

128128

County Executive OfficeGreen Belts Designed a Roadmap

• Use it every time.• Go over every item.• If you partner – be clear about

splitting duties.• Communicate clearly and often,

especially when getting started.

129129


130130

Addendum #2


Tips on Facilitation• Be prepared – know why you are there• Tell the champion/lead the objective of your

meeting• Have materials ready to show• Give an overview of how a Kaizen works• Be the expert on the improvement process but

not on the problem• Ask clear and concise questions, based on what

they know• Be curious and be an active listener• Take lots of notes• Keep it honest

131131


Tips on Tools– Start with Roles and Responsibilities– Charter– Stakeholder Analysis– Discuss VOC, VOB, VOP– SIPOC– Action Plans– Know deliverables and list them for Ch/Ld– Discuss current state metrics and future goals– Begin timeline– Leave every meeting with clear understanding of

next steps

132132


KAIZEN REVIEWLesson 8

133133


Your Kaizen

• Share your Kaizen options• Discuss scoping and selection• Discuss partnering• Discuss mentors

134134


Good Night

See you tomorrow!


DEFINE PHASELesson 9

136136

“I am not remotely interested in just being good”- Vince Lombardi


Objectives: Identify and/or validate

the improvement Opportunity.

Develop the business processes, define the critical customer requirements.

Identify what adds value to the process from both the business, process and customer perspective (Voice Of the Business/Customer/ Process; VOC, VOB, VOP).

Activities: Team Charter Scope and Boundary Validate and Identify the

business opportunity Define the Defects Identify Team members,

validate/develop team charter, Identify stakeholders

Estimate Project Impact Identify and map processes

(SIPOC) Identify Quick wins & refine

process. Define project goals Leadership approval (Review) At the end of this phase

leadership approval is necessary before continuing to next phase.

County Executive Office• Tools Charters SIPOC Map

Pareto Chart Action Plan Kaizen Schedule Stakeholder Analysis Gemba, Walk the Process Voice of the Customer

138138


What is a Charter

• It is a written agreement between the Belt, senior management, and the functional

managers.

• It is a commitment of resources to the project.

• It details the expected project deliverables.

• It keeps everyone “on the same page” about

what is to be done, when, and at what costs.

139139


PH Clinic Registration and Billing Process

Date Initiated:

Revision Date:

Event Start Date:

Event End Date:

Project Information

ROLE Phone No. LAST NAME FIRST NAME AGENCY

Department Champion

Value Stream Analysis Champion

Team Lead

Subject Matter Expert

Subject Matter Expert

Green Belt

Green Belt

Total Man Hours

Event Type I Kaizen

Event Type II Part of GTEP

Business Case

Opportunity or Problem Statement/Business Impact

Goal Statement

Project Deliverables

In Scope Out of Scope

Value Stream Champion Date

DEFINE

Build the Charter with the Champion and Lead.

Be sure you have the right team, that the problem is scoped, goals, deliverables and measures are clear.


141141

Who puts the charter together?

The Belt and the Champions/Sponsors• There is no team until the project charter is

approved• The Champions select from a list of projects

based on a structured project selection process (at least we hope it’s structured)

• Schedule a Champion orientation. Do your homework.

• The Champions/Sponsors approve the charter before the work begins


142142

Elements of a Charter

Project Title: Reflects the nature of the project.

Business Case: Why are you doing the project? What is the motivation or desired need for the project? What issues are you addressing that would not be addressed otherwise? What are the problems you are solving with this project? Have there been any changes in the law or licensing requirements? Be brief and specific.


143143

Statement of the Problem: What is the problem that you will be solving and for whom? Use facts and not assumptions. Select one or two specific issues and support with good data.

Goal Statement: What are going to be the project results? What metrics will you improve? When will the project be started, and when will it meet the objectives and deliver the outcomes? State milestones with deliverables. SMART Goals.S – specific

M – measureableA – achievableR – relevantT - timebound


144144

Project Scope: Clearly define and be specific. What are you going to do and not do? Set boundaries that are controllable and attainable. Remember, you can’t save the world or eliminate world hunger. Be realistic.

Constraints and Assumptions: What are some things that may limit the project (time, resources, people)?


145145

Project Team: Who will be working with you?

Stakeholders: Who will be affected by the project?

Champions: Who are your project sponsors? Who will approve your resources? Who will sign-off on the tollgates?

County Executive Office• Example of a bad

opportunity or problem statement:

“ It takes too long to process a purchase order form.”

• Example of a better opportunity or problem statement:

“The purchase ordering process for the County takes in excess of 30 days. The problem has existed for the past year. 85% of the orders require rework due to wrong information. This has resulted in the postponement of 60 projects in the last 6 months.”

What

Where

Exten

tImpa

ct

When

146146


147147

What are the dangers ofworking without a project charter?

1. Scope creep/shifting goals and priorities2. Trying to move a monument3. Wrong people on the team4. No direction5. Politics instead of process6. Lose of interest7. Conflict8. No defined goals9. Uninvolved leadership10. No timeline


Charter Tips

• Assist in writing the problem and goals statement

• Be as specific as possible• A good time to do stakeholder analysis• Ask about VOC, VOB, and VOP • Watch that the problem does not

include causes or solutions

148148


Charter Tips• Be sure goal clearly defines the “Y” and

relates to the problem.• Be very clear about goals, and in/out of

scope (i.e. more equipment/people, policies?)

• Try to get measurable goals – will help with control plan development

• “Begin with the end in mind.” (Deming of course!)

ADMIN TIPS1. Empl ID numbers must be included2. Complete all tabs before sending to me.3. Send it in excel (not pdf) please.

149149Addendum #9


Team Charter - ExerciseExercise –

•Break up in teams – choose a facilitator. Use the Simulation as the Selected Process.

– Team 1 – Write the Business Statement– Team 2 – Write the Problem Statement– Team 3 – Write the Goals– Team 4 – Write the Deliverables/In and Out of

Scope•Let’s read our charter

10 minutes 150150

GB’s What is your goal?



151151


STAKEHOLDER ANALYSIS, ACTION PLAN, SCHEDULE

Lesson 10

152152


Stakeholder Analysis

• A tool to help you get to know the people you will be working with.

• Important if the team or members are:– Total strangers to you– Total strangers to each other (important if

there is “agency history”)– If the team is in turmoil or high performing– Anchor draggers

– See pages 40-44 Facilitation at a Glance!

153153


Stakeholder AnalysisStakeholder name/group

Event impact on Stakeholder (H = 3, M = 2, L = 1)

Stakeholder Level of influence on success of event (H = 3, M = 2, L = 1)

Stakeholder’s current attitude towards event (+ = 3, 0 = 2, - = 1)

Explanation of current stakeholder attitude (List)

Stakeholder Score (H=3, M = 2, L and +=3, 0 = 2, - = 1)

Action plan for stakeholder

154154Addendum #15, 16


Sensitive!

• A stakeholder analysis contains sensitive information and should be treated with respect

• Do not speak to others about individuals (except your champion)

• Do not post in Teaming!

155155


Kaizen Action Plan• A The kaizen Action Plan is basically a list of improvement

actions that contains the following information:

– Item Number – Target reference– Problem – Action– Responsible Party– Dates– Progress – Results

156156

Addendum #11


Kaizen Action Plan

• A task or improvement action should NOT go on the Kaizen Action Plan if:

- The problem is stated as a personnel issue rather than a process issue- You cannot identify what type of waste it is or what you are trying to improve- You are writing down a problem that does not pertain to the process (that goes in the parking lot)- It takes longer to write it down than to actually solve the problem

157157


Action Plan Tips

• Begin to build it at the first meeting with the Champ/Lead

• Bring in what you have to the first day of the Kaizen and introduce it to the team – encourage them to continuously think about it

• OK to start with problems and actions and finalize names and dates later

158158

Addendum #12


TIP: Give yourself several weeks to complete the Define and Measure stage and for the team to clear their calendars and secure space. 3 -4 weeks from the first meeting is ideal.You can use your Communication Plan Template

Kaizen Schedule• Used to keep everyone on the same

timeline.• Should be developed in advance so

that the team can hold their calendars open in advance

159159

Addendum #13, 14


Exercise

In teams, review the completed Stakeholder Analysis in your materials. Pick a facilitator.

1. What do you see? 2. What challenges do you anticipate?3. How would you develop your event planning

and facilitation strategy?4. Report out.

1601605 + 5 minutes




161161


WALK THE PROCESSLesson 11

162162


Gemba/Walk the Process

Means to “GO SEE”

THE FIVE ACTUALS1.Go to the actual workplace.2.Engage the people who do the actual

work.3.Observe the actual process.4.Collect the actual data.5.Understand the actual value stream.

163163


Why Walk the Process?

• “So it is written, so let it be done.”– Written instructions do not always reflect reality– “AS IS” almost never matches what is written.

• Gemba is a tactic to characterize the process– Via process mapping– Time value mapping– Observation documentation

• Actual Walking the process gives one a sense of scale and scope of the issues.

164164


Walking the Process

1. Pretend to be the product or data as it moves from beginning to end.

2. Talk to employees involved.3. Record observations about the process.4. Do not judge or make conclusions.5. Operate in pairs (one familiar with the process and

one who is not)6. Take your time7. Document all methods and deviations and note

a) What the product or data “experiences”b) What people are doingc) What machines/equipment are doingd) Waste and variatione) Any constraints

165165


Select a theme for each walk.

Question the supervisors. Listen attentively. This is a

learning exercise for the manager.

Share what you learned as you walk through the plant.

Write a short memo on what you learned and post it for others to see.

Follow-up to see that progress is made.

Management

See what is happening

Opportunity to speak with employees “first-hand” vs. management status reports

Opportunity to emphasize safety, quality

Determine value and currency of quality charts/reports (tracking)

Gauge organizational health and culture

Steps of a Gemba walk

166166


Sample Questions to Ask

SPONSORS AND SUPERVISORS:

1. What are the keys to your success?2. What are your goals?3. What is great performance for you?4. What measures are used?5. What is your organizational structure?6. Who are your customers?7. What make your product or process unique?8. What are some future opportunities?9. What are the critical issues?10. What problems do you foresee?11. How can we help you?

167167


Sample Questions to Ask

ALL EMPLOYEES:

1. How do you determine what to work on next?2. Where does your work come from?3. How do you know what to do on your task?4. How do you determine priorities?5. Where does your work go next?6. What is great performance for you?7. What is your greatest challenge?8. How do you know the criticality of your task?9. What measures do you uses? What is your cycle

time, quality, and cost of your process?10. How can we help you?

168168


Facilitation Tips

• Don’t judge the answer• Repeat back to affirm the speaker• Write down all concerns even if you

don’t agree• Be curious• Be detailed• Be gentle and respectful (this kind of

observation can feel intimidating)• Thank the worker

169169


VOICE OF THE CUSTOMERLesson 12

170170

County Executive OfficeVOCVoice of the Customer

171171

A term used to describe the in-depth process of capturing a customer's expectations, preferences and aversions.

Voice of the Customer studies typically consist of both qualitative and quantitative research steps. They are generally conducted ….in order to better understand the customer’s wants and needs, and as the key input for new product definition. (wikipedia)


Who are your customers?

• Internal Customers: Whoever is the recipient or user of your process/step output.

• External Customers: Those persons or organizations who purchase or use your products or services.

172172


Types of Customers

Internal External

173173

BrokersTransfers the product or information to someone

else who will use it. May act as the agent to the end user.

End UsersIndividuals or groups who personally

use the product.


Translations

Information does not always come in the form of a requirement – a GB works to translate the VOC to a business requirement:

174174

Voice of the Customer

After clarifying the key issues (s)

is….

Customer requirements

Actual customer statement/comment.

The real customer concern, value, or expectation.

Specific, precise, measureable characteristic.

“I hate filling out this form!”

The form takes too long to fill out.

The form takes less than five minutes to complete.

County Executive OfficeYou Try

175175

Voice of the Customer

After clarifying the key issues (s)

is….

Customer requirements

Actual customer statement/comment

The real customer concern, value, or expectation.

Specific, precise, measureable characteristic.

“This pizza is no good.”

“This is too complicated.”

Class discussionWhat questions might

you ask?


VOC – the VERY BIG point

Use VOC as a

KEY INPUT when designing

your improvements!

176176


Vocabulary review

Charter – A document that guides the work of the team and demonstrates the commitments of the leadership. Parts of the charter include title, team members (incl. leaders and belts), problem statement, goal statement, business case, goals, deliverables and in and out of scope.

SMART Goals – Goals that have the following elements: Specific, Measureable, Achievable, Relevant and Timebound

SIPOC – A tool used to document a process at a high level and show the process from suppliers, inputs to outputs and customers. Stands for “Suppliers, Inputs, Process, Outputs, Customers”

Gemba – A means of collecting data and documenting the value stream by observation of the actual work done in the actual work place by the actual workers.

177177


Vocabulary review

Pareto Chart – A type of chart that contains both bars and a line graph, where individual values are represented in descending order by bars, and the cumulative total is represented by the line.

Action Plan – A list of improvement actions related to the chartered Kaizen.

Stakeholder Analysis – A tool designed to help you get to know the team and their readiness for change.

Voice of the Customer – The technique of capturing customers requirements, needs, wants, and satisfaction as a key input for driving improvements.

Broker – A type of customer who transfers the product or information to someone else who will use it.

End user – A type of customer who personally uses the product.

178178



179179


SIPOCLesson 13

180180

County Executive OfficeSIPOC

• SUPPLIERS• INPUTS• PROCESS• OUTPUTS• CUSTOMER

Y = f (x)

Team will be hunting for Team will be hunting for Red “X’s”Red “X’s”

181181

Addendum #10


Purpose

• Highest level map• Relationship of inputs, process,

outputs, and customers• Must know your “Y”• Narrows scope to

examine/investigate• Helps identify data collection need

182182

County Executive OfficeSIPOC TIPS

• Tell the team what you’re going to do and why

• Start with discussing your “Y” – a good charter should have established that

• Think about your order • Guide the team on narrowing and

ranking the “x’s”• Don’t water your houseplants with a

fire hose.

183183

County Executive OfficeModel SIPOCSuppliersSuppliers ProcessProcess OutputsOutputs CustomersCustomersInputsInputs

XX

XX

XX

XX

XXXX

Y?Y?

YY

YY

YY

184184


SIPOC - Exercise

Exercise – SIPOC for the Simulation and Class Feedback

10 minutes

Need a volunteer!

185185




Whole class = share experience and lessons learned

186186


MEASURE PHASELesson 14

187187


• Objectives: Identify critical

measurements that are necessary to meet customer requirements and develop a method of collecting data to measure process performance.

Understand the data calculations and establish a baseline for the process being measured.

• Activities: Map process and identify

inputs and outputs. Establish Data Collection/

Measurement Plan Collect baseline performance

data Determine Process Capability Validate measurement system Leadership approval (Review) At the end of this phase

leadership approval is necessary before continuing to next phase.


Introductory Tools

• Process Maps• Metrics Tracking Sheet

1

Order Mgmt Supervisor Order Mgmt Supervisor

CUSTOMERCUSTOMER

DI STDI STOrder MgmtOrder MgmtOrder MgmtOrder MgmtOrder MgmtOrder Mgmt Order MgmtOrder Mgmt

Screen f or Acct Mgr

Order Mgmt

Screen f or Acct Mgr

Order Mgmt

P/T = 2 min

Error Rate=2%

Volume=800

P/T = 6 Min

Error Rate=0%Volume=800

P/T = 6 Min


P/T = 2 Min


20 Orders

3 min

Phone Call

LargeBusiness

Home

SmallBusiness

CustomerInfo

44

ProductNeed44

Pricing44

ShippingInfo

44

P/T = 3 min

Lost calls=10%

Volume=1200

PickPack & Ship

P/T = 120 Min


1010

2 min 6 min 6 min 2 min 120 min

240 min5 min

Customer call time = 24 min

Service lead time = 384 min

Customer call time = 24 min

Service lead time = 384 min

SUPPLI ERSSUPPLI ERSManual Update

Weekly Update

Phone Call


PROCESS MAPSLesson 15

190190


Process maps

• A graphical representation of a process flow identifying the steps in the process = the X’s and Y’s of the process and opportunities for improvement

• Types of process maps– Linear– Functional– Many others

191191


Number of Handoffs: 18

Total Time: 45 days

Touch Time: 5 days

Waiting 40 Days

Distance traveled: 5000 feet

Process for Process Improvement - DMAICSPAGHETTI MAP

County Executive Office• After implementing an

improvement, you should see the flow improve in your virtual “waste walk”

• Look for reductions in distance traveled, total time, and waiting


Total Time: 8 days

Touch Time: 5 days

Waiting 2 Days



Total Time: 45 days

Touch Time: 5 days

Waiting 40 Days


Process for Process Improvement - DMAIC


Information Flow “Circle” Diagram

GeorgeJohn

Ringo

Yoko

Lucy

Jude

Paul


Total Time: 8 days

Touch Time: 5 days

Waiting 3 Days

•Usually employed for tracing information or communication flow, where other maps don’t make as much sense.

•Create a circle. Around the perimeter, place people or steps. Trace the flow of information

•You can still measure.

Penny


GeorgeJohn

Ringo

YokoJude

Lucy

Paul

Tip for Circle diagram

•Number your steps•If one step/person sends to multiple people, use dotted or colored lines and designate using number and letter combinations (i.e. 3a, 3b, 3c)

1

3c

3b

3a

2


Flow Diagram


Swim Lane Process Map

VLS CM SCD ECP Current State - 1.0 Develop Alteration Proposal part 1

Fina

nce

Mgm

tD

ept 2

Dep

t 3D

ept 4

Dep

t 1

1.3 Consolidate

SCD comments

FT: 16TT: 4P: 1

1.0 Submit SCD

for reviewFT: 8TT: .5P: 1

2.0

1.2 A28,A47, A65,A68 Review SCD & Submit

CommentsFT: 56

TT: 0.25 P: 4

1.8A66

Post ECP to Live LInk

FT: 8TT: 0.5

P: 1

1.1 A66

Coordinate SCD

ReviewFT: 8

TT: 0.5P: 1

1.4 SubmitECP for ReviewFT: 8TT: 6P: 1

1.2 A35

Review SCD & Submit

CommentsFT: 56TT: 4P: 1

1.2 A66

Review SCD & Submit

CommentsFT: 56TT: 8P: 1

1.7A66

Consolidate&

approve ECP

commentsFT: 16TT: 8P: 1

1.6 A28,A47, A65,A68

Review ECP & Submit Comments

FT: 88TT: 0.25

P: 4

1.6 A66


FT: 88TT: 16

P: 1

1.6A35


FT: 88TT: 8P: 1

1.5 A66

Coordinate ECP

ReviewFT: 8

TT: 0.5P: 1

1.6 A36


FT: 88TT: 0.2

P: 1

1.9 Conduct Sponsor Teleconfor ECP

FT: 4TT: 4P: 1

1.10A66

Participate inSponsor Telconfor ECP

FT: 4TT: 4P: 1

1.11A66

Action item resolution Sponsor Telconfor ECP FT: 40TT: 4P: 1


Exercise – Process Mapping

20 minutes

1. Model first few steps2. Class activity3. 2 Facilitators (half map)4. Class acts as the team and also

observes facilitation technique.5. Class Feedback




199199


METRICS TRACKING SHEET

Lesson 16

200200


Metrics Tracking

• Start talking to your Champion early about metrics.

• What does success look like in measureable terms?

• Do you have baseline metrics now?

201201Addendum #18


Why Measure?

• Establish the baseline – or current performance level

• Determine priorities for action – or whether or not to take action

• Gain insight into potential causes of problems or changes in the process

• Prevent problems and predict future performance

• To gain knowledge about the problem, process, customer, or organization

202202


What a measure should do

• Link to goals or objectives

• Provide hard evidence of current state or progress towards a goal

• Metrics must have a target in order to provide useful information for guiding performance

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County Executive OfficeMeasure Types: X’s and Y’s

“Y” or Output Measure

• The overall performance or results of the process

• Effectiveness measure• Efficiency measure• Can be further

downstream (i.e. profits, customer satisfaction)

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“X” or Process & Input Measure

• Quantifies performance at key points within or start of the process

• Input measures will focus on how the inputs meet the requirements of the process

• Can be keys to finding root causes

• Can be used as early warning to identify and address problems before they become serious.


Select your metric(s)

• Tools to consider are information from:– Charter –What is your “Y”?– Gemba– SIPOC – What are the “Red X’s”?– Voice of the Customer

• The form offers some suggestions – not all are required!

205205


206206

County Executive OfficeMetrics Selection for your Kaizen (This is not a test)

1. Get with your partner if you have one.2. On the MTS– write down what you

understand at this point to be your “Y”3. Based on that, and any other information

you might have, discuss and select which metrics you might use at this point.

4. Remember to “begin with the end in mind”.

5. Report out and discuss with the class.

207207


Vocabulary review

Process Maps– A graphical representation of a process flow identifying the steps in the process = the X’s and Y’s of the process and opportunities for improvement

Process description – An action that starts with a verb to describe the process.

Distance from the last step – The distance from the last step to the next process step.

Task time – The time it takes to perform the operation.Queue (wait) time – The amount of time the product is

waiting to be worked (“the product is sleeping”)Touch time – the amount of time expended by the employee

working the item.

208208


Vocabulary review

Spaghetti Map – A process map that illustrates the physical route of information or product.

Circle Diagram – A process map employed for tracing information or communication flow, where other maps don’t make as much sense

Flow Diagram - A diagram of the sequence of operationsSwim Lanes – A map that shows the sequence of steps by

function and time.Value Stream Maps - This is a powerful tool for identifying

the flow of information and products. It will highlight bottlenecks and impediments to flow. It is an excellent way to delineate the “Current State.”

209209


Vocabulary ReviewMeasure - A quantified evaluation of characteristics and/or

level of performance based on observable data. (Defining a number to something)

Baseline – A standard by which things are measured or compared. Often used in current state as a measure for future state.

Demand - The amount of a particular good or service that a consumers will want to purchase at a given time.

Staffing – Individuals charged to a specific function.Overtime - Work done in addition to regular working hoursOutput – The end product: final product; the things producedProductivity - The amount of output per unit of input.Work in Queue – The amount of work waiting to begin.Touch Time – Process time. The time a worker spends on a

task.210210


Vocabulary Review

Floor Space – The amount of space designated for a process, people, or product.

Product Travel – The distance that a product moves between steps.

People Travel – The distance people travel between steps.5-S Audit – The review of the physical environment for

purposes of increasing flow.Visual Controls - Various tools of visual management such as

color-coding, charts, schedule boards, labels and markings on the floor.

Set-up Time - The time required to ready a job to run: to load the program, load and ready input/output devices, etc.

Handoffs - The transition of any product or information from one worker/station to another.

211211



212212


DATA COLLECTIONLesson 17

213213


214214

Measure Review • Collects the opinions of

the experts along with data (if available, tribal knowledge)

• Follows a clear methodology

• Usually begins with some type of process map

• Process maps generally delineate the current state

• Process maps can display X/Y relationships


215215

The Process FunnelX

X

X

X

X

X

XX

X

X XX = process

inputs

Many inputs enter the

funnel

X

XX

SIPOC and the hunt for Red X’s ensures that just

a few Red X’s come out

X’s

County Executive OfficeWhat do we need to know?

The first step in the creation of any data collection plan is to decide what you need to know about your process and where to find the measurement points.

1. What data is needed to ‘baseline’ our problem?

2. What “upstream” factors (x’s) may affect the process – problem?

3. What do we plan to do with the data after it’s gathered?

216216

County Executive OfficeWhat are your data sources?Two types:

1.Existing data – Using historical or current data to learn about the output, process, or input.

• This is preferred when data is in a form we can use and the Measurement System is valid. (a big assumption and concern. We will discuss more about MSA later.)

2.New Data – Capturing and recording observations we have not or normally don’t capture.

• May involve looking at the same “stuff” but with new operational definitions.

• This is preferred when the data is readily and quickly collectable. (it has less concerns with measurement problems)

217217


Existing vs. New Data

• Is the existing or “historical” data adequate?– Does it truly represent the process/group?– Does is contain enough data to be analyzed?– Was it gathered using a capable

measurement system?

• Measurement System Analysis is a specially designed experiment that seeks to identify the components of variation in the measurement.

218218


219219

Measurement System Analysis (MSA)


220220

MSA

I measure this to

be .487543 inches. That’s as accurate as I can get

with this ruler.

County Executive OfficeMeasurement System Analysis

• A Measurement Systems Analysis considers the following:– Selecting the correct measurement and approach– Assessing the measuring device– Assessing procedures & operators– Assessing any measurement interactions– Calculating the measurement uncertainty of individual

measurement devices and/or measurement systems

• Common tools and techniques of Measurement Systems Analysis include: calibration studies, fixed effect ANOVA, components of variance, Attribute Gage Study, Gage R&R, ANOVA, Destructive Testing Analysis and others. The tool selected is usually determined by characteristics of the measurement system itself.

221221

County Executive OfficeSince we are not going to do that…

Indicators of a Measurement Problem:

1. Lack of Standardsa) Processb) Calibrationc) Up-keep

2. User-relateda) Multiple techniquesb) Subjective/judgmentc) Consistent/obvious differences in results

3. General/Toola) Multiple tools

222222


How to Assess Measurement System

Quality• Talk to the individuals taking the

measurements

• Have a few measurements taken and compare them to the standard (Blood lab check-in)

• Have other individuals or experts verify the measurements

• NEVER ASSUME: that the standard is correct or that computer calculations are always accurate

223223


Should you collect new data?

• Consider the following:– Cost– Time– Likelihood of follow-up and follow-

through with the team

224224


Data sampling

• Sample if it is too impractical or costly to collect ALL the data

• Once you sample, you can use statistics to draw conclusions based on looking at part of a population

• Sound conclusions can be made from a relatively small amount of data

225225


Tips about X Measures

• Avoid too many X measures too soon

• Beware of accepting “proof” too early (you have not analyzed yet!)

• Use your SIPOC – you have found red x’s correlate your x measures to your y

226226

County Executive OfficeWhat do you do with the data?

Stratify it – Group the data.Prepare to Analyze

a) Sort it into various categories in order to surface patterns and uncover differences in processes

b) You can understand variation by examining the differences in values between subgroups

c) Example: US Census: region, age, ethnicity

227227

You can do this BEFORE

you collect data.


Data Stratification/Grouping

Consider common factors.

228228

FACTOR EXAMPLE

What type Complaints, Defects, Permit types, Illnesses,

Animals

When Year, Month, Week, Day

Where County, Region, City, Site

Who Department, Individual


Class Exercise

Get in your teams

You have been asked to “belt” a process trying to reduce the length of time it takes to see a doctor.

Identify one Output, Process, and Input measure that you would take to learn about the problem and the process.

1. How might you stratify the data from the chosen measures?

2. Will your choices potentially help predict the “Y”? 229229


Data collection plan sample

Objective (why)

Measures/Data (what)

Data collection method (How)

Data sources (where)

Timing (when)

Respon-sible party (who)

To achieve a positive reaction to training.

Survey question on a scale of 1-5

Class evaluation form

Students At the end of each session.

Instructor

230230

County Executive OfficeTrain the brain - DATA

231231


Vocabulary Review

Existing data – Using historical or current data to learn about the output, process, or input.

New Data – Capturing and recording observations we have not or normally don’t capture.

Measurement System Analysis - A specially designed experiment that seeks to identify the components of variation in the measurement.

Variable/Continuous Data - Data that could be measure on an infinitely divisible scale or continuum. There are no gaps between possible values.

Attribute/Discrete Data - Measures attributes, qualitative conditions, and counts. There are gaps between possible values.

232232


Vocabulary Review

Data Sampling - is that part of statistical practice concerned with the selection of a subset of individual observations within a population of individuals intended to yield some knowledge about the population of concern, especially for the purposes of making predictions based on statistical inference.

Stratification or Grouping Data - is the process of grouping members of the population into relatively homogeneous subgroups.

Efficiency Measure - The quantity of resources used in producing the output: time, money, people, materials, energy.

Effectiveness Measure - The number of times or degree to which the output meets the needs of the customer.

233233



234234


ANALYZE PHASELesson 18

235235


Objectives:

Identify and validate the root cause(s) that assure the elimination of waste, variation, and constraints.

Identify, validate and prioritize all root causes.

Determine the true sources of variation and potential failure modes that can lead to customer dissatisfaction.

Determine the impact of all root causes and refine your problem statement.

Activities: Analyze for VA/NVA/NVAN steps

Identify/Validate root causes

Determine impact of root causes to process output

Prioritize root causes

Refine problem statement

Leadership approval (Review) At the end of this phase leadership

approval is necessary before continuing to next phase.


DATA TOOLSLesson 19

237237


238238Count

Perc

ent

Type

Count18.8 6.7 4.0 1.8 1.3

Cum % 67.3 86.1 92.8 96.9

150

98.7 100.0

42 15 9 4 3Percent 67.3

250

200

150

100

50

0

100

80

60

40

20

0

Pareto Chart of Type

Category 1 2 3 4 5 6 Total

ABC D EF

Total

Days of Week

Fishbone Diagram

Check Sheet

Control Chart

Pareto Chart

Scatter Diagram

Histogram1

6

Flow Chart2

7

5

3

4

The Data Toolbox (displaying data)


239239

Check Sheets• Used for organizing and collecting

facts and data– To make better decisions– To solve problems faster

• Three common types of check sheets– Recording check sheets (e.g. data sheets,

checkbook register)– Checklists (e.g. inspection checklist)– “Measles” charts (e.g. rental car customer’s

vehicle inspection sheet)


240240

Category 1 2 3 4 5 6 Total

ABC D EF

Total

Days of Week

Compartment1-25-0-L

01-35-7-Q3-120-0-E

01-141-0-M05-200-1-E1-45-6-Q

Electrical Inspection Mechanical Inspection Final Acceptance

Identify surface defectlocations with an “X”

Measles ChartRecording Check Sheet

Compartment Inspection Checklist

Check Sheet Examples

x

xx


241241

Flow Charts

• Used for visualizing a system or process (sequence of events, tasks, activities, steps)– Can be used to identify opportunities for

improvement such as streamlining or combining operations

• Drawn with standard symbols representing different types of activities or operations


242242

Flow Charts

County Executive OfficeHistogram

243243Scale

Fre

qu

en

cy


Histogram

• A tool used to graphically display data in groups.

• TO MAKE ONE: Divide the data into classes– Classes may be Attribute data

• (e.g. M&M’s Red, Yellow, Green, Blue, Brown)

– Or Variable data. If variable, you can divide the data into ranges

• (e.g. Group 1 is between 0 and 10, Group 2 is between 10 and 20)

– Count the number of occurrences in each class and chart on a bar graph

244244


Histogram shows you…

• Measure of central location or central tendency (where is it centered?)

• Measure of variation (spread - how far does it spread?)

• Measure of shape

245245


Histogram

246246


Discuss: 1. What is the shape? What story is this telling you? What questions does it ask?2. What is our sigma? – What do you need to calculate this?3. With no USL – how would you get that? (USL-mean/St Dev)

Live Example

What should you always ask first??


3002001000-100-200-300-400

300

250

200

150

100

50

0

HrgtoDisp

Frequency

Mean -12.03StDev 94.38N 876

Histogram of HrgtoDispNormal

1. Histogram indicates that most Dispositions occur at the time of hearing. The negative mean is an indicator of those that have stipulated prior to the hearing.

2. The standard deviation here indicates the variances in customer choice (stipulate, go to hearing) rather than process variations.

3. What else do you see? Do you see opportunities? Does this hint at a process solution?

Live Example

County Executive OfficeLive example

249249

360300240180120600-60

250

200

150

100

50

0

Door to Doc

Frequency

Mean 69.75StDev 57.09N 1867

Histogram of Door to DocNormal

Discuss: 1.What is the shape? What story is this telling you? What questions does it ask?2.What questions would you ask re: measurement systems? Why is that important?


• Decide what to measure• Use existing or new data• Measurement system analysis

• Measure = Days to complete• Collected new data• Collected 100 samples• Verified measurement system

Sample Data Analysis


Goal = Complete in 30 days or less

• Are you meeting your goal?• Is an average of 27.7 or 29.1 days better?• Would you like to know anything else to decide if this performance level is good enough?


County Executive OfficeHistogramSite 1

Mean = 27.7Standard Deviation = 9.3

Site 2Mean = 29.1

Standard Deviation = 2.1

Standard Deviation: Average distance from the

mean.

Mean

Mean

StDev

StDev

StDev

StDev 1 Standard Deviation

each direction from the Mean.

County Executive OfficeSample Data Analysis

5040302010

0.20

0.15

0.10

0.05

0.00

Data

Densi

ty

27.7 9.296 5029.14 2.109 50

Mean StDev N

Site 1Site 2

Variable

Histogram of Site 1, Site 2Normal

Standard Deviation (Precision) – Average distance from the mean.

5040

3020

10

0.20

0.15

0.10

0.05

0.00

Data

Density

27.79.296

5029.14

2.10950

Mean

StD

evN

Site 1

Site 2

Variab

le

Histo

gra

m o

f Site

1, S

ite 2

Norm

al

Low StDev = Low Variation

High StDev = High Variation

Site 2 = 2.1

Site 1 = 9.3

These are outcome measurements of multiple observations.


5040302010

0.20

0.15

0.10

0.05

0.00

Data

Densi

ty

27.7 9.296 5029.14 2.109 50

Mean StDev N

Site 1Site 2

Variable



Days

Fre

qu

en

cy

• Is a Standard Deviation of 9.3 or 2.1 better?

• What does standard deviation tell you about the process?

Standard Deviation is a measure of variation in a process.


Pareto Chart

• 80/20 Rule:– Pareto chat illustrates the concept

that for any given distribution of the results, the majority of the distribution (80%) is determined by the small part (20%) of the potential contributors or causes.

255255


Why use a Pareto Chart

• The purpose of the Pareto chart is to highlight the most important among a (typically large) set of factors.

• It often represents the most common sources of defects, the highest occurring type of defect, or the most frequent reasons for customer complaints, and so on.

256256

County Executive OfficeHow do I do it?See page 122 The Memory Jogger

1. Decide which problem you want to know more about.2. Choose causes that will be monitored, compared and rank

ordered.3. Choose the most meaningful unit of measurement such as

frequency or cost.4. Choose the time period for study.5. Gather necessary data on each problem category.6. Compare the relative frequency or cost of each problem

category.7. List the problem categories on the horizontal line and

frequencies on the vertical line.8. Draw the cumulative percentage line showing the portion of

the total that each problem category represents.9. Interpret the results.

257257


258258

Category Frequency % of Total Cumulative %A 149 30.2% 30%B 124 25.2% 55%C 120 24.3% 80%D 24 4.9% 85%E 13 2.6% 87%F 12 2.4% 90%G 9 1.8% 91%H 8 1.6% 93%I 6 1.2% 94%J 5 1.0% 95%K 5 1.0% 96%L 4 0.8% 97%M 4 0.8% 98%N 4 0.8% 99%O 3 0.6% 99%P 2 0.4% 100%Q 1 0.2% 100%

Total 493

Notice: “Frequency” column data arranged in descending order

Construct a Frequency Table


259259

0

20

40

60

80

100

120

140

160

A B C D E F G H I J K L M N O P Q

Fre

qu

en

cy

0%

20%

40%

60%

80%

100%

Cumulative % line

% against this axis

Categories

Draw the Pareto Chart


CLASS INTERPRET

260260

80/20 Pareto

Principle


This data was grouped and collected by “site”.

What other ways could you group or stratify data to look for patterns?

• Time/Duration: Month/Week/Day of the Week/Less than a year• Requestor: Demographic Type/Requesting Agency/• Type: Case/Permit/Crime/Ailment/Job Code/Error type• Location: Region/Geographic Area/Building/Body part• Size: Square miles/Dollar Value/Number of Applicants• Workers: Shift/Employee/Years of experience

Back to our sample

County Executive OfficeSample Data AnalysisPareto Chart

Site # Failed Site 1 29 Site 2 7 Site 3 4 Site 4 5 Site 5 38 Site 6 53 Site 7 2 Site 8 9 Site 9 0 Site 10 3

Total 150

Collect and

Group Data

1 2

Sort and Cumulativ

e

Site # Failed Cum. Cum. % Site 6 53 53 35% Site 5 38 91 61% Site 1 29 120 80% Site 8 9 129 86% Site 2 7 136 91% Site 4 5 141 94% Site 3 4 145 97% Site 10 3 148 99% Site 7 2 150 100% Site 9 0 150 100%

3

Chart Results

County Executive OfficeSample Data AnalysisPareto Chart

Collect and

Group Data

1 2

Sort and Cumulativ

e

3

Chart Results

Site # Failed January 42 February 18 March 12 April 4 May 8 June 2 July 0 August 3 September 6 October 1 November 4 December 50

Total 150

Site # Failed Cum. Cum. % December 50 50 33% January 42 92 61% February 18 110 73% March 12 122 81% May 8 130 87% September 6 136 91% April 4 140 93% November 4 144 96% August 3 147 98% June 2 149 99% October 1 150 100% July 0 150 100%


Scatter Diagram

• Used to determine if a relationship exists between two factors.– Will not prove cause-and-effect

relationships

• Enables teams to test hunches between two factors– Examples:

• Ice Cream Sales as they relate to outside temperature

• Storks and babies264264


265265

Plot Paired Observations

0

1

2

3

0 1 2 3

Factor A

Fa

cto

r B


266266

Interpret the Diagram

0

1

2

3

0 1 2 3

Factor A

Fa

cto

r B

Narrow band, direct relationship

0

1

2

0 0.5 1

Factor A

Fa

cto

r B

Circular, no relationship

0

1

2

3

0 1 2 3

Factor A

Fa

cto

r B

Wide band, inverse relationship


Control Charts• Doesn’t really control anything.• Used to analyze variation in a process

– Attribute (count) based– Variable (measurement) based

• You can determine if variation is inherent in the system (common cause) or caused by an assignable event (special cause)

• Statistics-intensive

267267

County Executive OfficeLet’s look at one

268268

793705617529441353265177891

600

450

300

150

0

Observation

Indiv

idual V

alu

e

_X=323.1

UCL=553.5

LCL=92.7

Secured Unsecured

793705617529441353265177891

400

300

200

100

0

Observation

Movin

g R

ange

__MR=86.6

UCL=283.1

LCL=0

Secured Unsecured

1

1

11111

1

1111

11111

1

11

1

1

11

1

11

11

1

1

111

111

1

11

1

1111111111

111

1

11111

11

1

1

1

1

1

11

1

1

1

111

1

11

1

1

1

11

I-MR Chart of TypeYData by TypeXName

UCL=Upper Control Limit

LCL=Lower Control Limit

1.A process is in “statistical control” when not affected by special causes and all points fall within the control limit and are randomly dispersed around the average.2.In control does NOT mean it meets a product or service need. It just means that the process is consistent.3.Don’t confuse control limits with spec limits – spec limits are about the customer, control limits are about variation.

What should you always ask first??


Control Charts tell you: Is Your Process “In Control”• Mean, Upper Control Limit, Lower Control Limit (3 Standard Deviations)• Is variation Common cause or Special Cause?

• Special Cause – Root cause analysis (fix these first)• Common Cause – Process improvement

• If process is in control, 99.7% of outcomes will be within “behavior limits”• Process Improvement improves the average and reduces the behavior limits

Control Chart

5040302010

0.20

0.15

0.10

0.05

0.00

Data

Densi

ty

27.7 9.296 5029.14 2.109 50

Mean StDev N

Site 1Site 2

Variable


5040

3020

10

0.20

0.15

0.10

0.05

0.00

Data

Density

27.79.296

5029.14

2.10950

Mean

StD

evN

Site 1

Site 2

Variab

le

Histo

gra

m o

f Site

1, S

ite 2

Norm

al

Back to our sampleSite 1 Site 2

Site 1

Site 2


Out of control – Special Cause

• A control chart demonstrates special cause variation if:– Points are outside of control limits– Increasing/decreasing trends ( trend = 3 or

more)– Cycles

• To reduce special cause variation:– Find assignable cause– If appropriate, flag it for action to prevent it

from recurring• i.e. SOP, Mistake-proof

– Remove it from the data set and run again 270270


In Control

• If no out of control conditions exist, then the process is in control

• Process demonstrates common cause variation – Normal variation– Due to the nature of the universe

• To reduce common cause variation, change the system– New equipment, new methodology

271271


Cause and Effect Analysis

• Aka Fishbone Diagram• Breaks problems down to bite-

sized pieces• Displays as many possible causes

in a graphic manner• Shows how causes interact• Follows brainstorming rules

272272


273273

Main Cause I

Main Cause VMain Cause IV

Main Cause III

Problem

Main Cause II

Suggested Causes: ManMethodMachineMaterialMeasurementMother Nature

Fishbone Diagram


Group Exercise

1. Break up in teams2. Choose a facilitator3. Construct a fishbone diagram

a. Team 1& 2 – Y = Misses the targetb. Team 3 & 4 – Y = Takes to long

274274


Vocabulary ReviewHistogram- A tool used to graphically display data in groups. Central Tendency – A measure that tells us where the

middle of a bunch of data lies. The three most common measures of central tendency are the mean, the median, and the mode.

Spread- The simplest measure of spread is the range, expressed either as the biggest and smallest number in the data (e.g. 61-74), or as the difference between the biggest and smallest (e.g. 13).

Shape - For distributions summarizing data from continuous measurement scales, statistics can be used to describe how the distribution rises and drops.

Normal Distribution- Variable data that clusters about an average and is symmetrical. When graphed, a normal distribution appears as a bell-shaped curve. In-control processes yield a normal distribution. 275275


Vocabulary ReviewPositive Skew- A distribution is positively skewed when is

has a tail extending out to the right (larger numbers).Negative Skew- A negatively skewed distribution has an

extended tail pointing to the left (smaller numbers) and reflects bunching of numbers in the upper part of the distribution with fewer scores at the lower end of the measurement scale.

UCL- Upper control limit. A control limit indicating the boundary for the maximum permissible values.

LCL- Lower control limit. A control limit indicating the boundary for the minimum permissible values.

Special Cause Variation – A source of variation that causes a fundamental change in a process. Special causes distort a normal distribution and are undesirable.

276276


Vocabulary ReviewCommon Cause Variation – A source of variation that is

normal and expected. Common causes are predictable over time and yield a normal distribution.

Cause and Effect Analysis – A diagram that allows the team to identify, explore, and graphically display, in increasing detail, important possible causes related to a problem or condition to discover its root cause(s).

Scatter Diagram – A diagram used to determine whether a qualitative relationship exists between two continuous or discrete variables.

Check Sheet – A data tool used for organizing and collecting facts and data. Three common types of check sheets are Recording check sheets, Checklists, and “Measles” charts.

277277



278278


Do you feel confident about starting your Kaizen?

279279

1. Contact your Champion2. Start Charter3. SIPOC4. Stakeholder Analysis5. Action Plan,6. Schedule7. Walk the Process8. Metrics Tracking Sheet9. Data Collection10. Display Data (Data tools)


Thank you and see you next month!

280280

Elaine – 658-4342Paul - 654-3938

Call your mentor right away – they are there for you!


WELCOME BACK!KAIZEN BRIEFS

Day Three

281281

County Executive OfficeA Little ReviewTEAM EXERCISE

Team 1: Slide 18-55Team 2: Slide 72-132Team 3: Slide 136-189Team 4: Slide 190-272

282282


STANDARD DEVIATIONLesson 20

283283

County Executive OfficeNow that you have data• Did you keep an eye on it as it came in?

What was the measurement system?• Evaluate the data based on your objective.

– Does it confirm the problem?– Does it establish a baseline?– Does it provide evidence for or against a cause?– Do results meet the target?

• Draw initial conclusions and plan follow up– Refine the charter– Plan for further root cause analysis

284284

County Executive OfficeDo you need to refine the charter?

• You have researched the situation.• You have secured voice of the customer.• You have collected and analyzed some data.• Ask/do:

1. Is the Problem Statement still valid?2. Include your measures in the charter.3. Do you need to refine the goal?4. Do you need to expand or narrow the

scope?5. Be sure to review all the findings with

your Champion(s) and Lead(s).

285285


Review Histogram

We can characterize data displayed on a histogram in three ways:

1. Measure of location (center or middle)

2. Measure of variation (spread or width)

3. Measure of shape (What does it look like graphically?)

286286

County Executive OfficeReview AveragesMeasures of Location:

– Mean – the average of the population or sample (sum of all values divided by n or N)

– Median – the middle of the population or sample (50% of all values fall on either side of this value)

• The middle value if n or N is odd• The average of the two middle values if n or N

is even

– Mode – the most frequently occurring value

287287


Standard Deviation

A measurement of variability or diversity used in statistics. It shows how much variation or “dispersion" there is from the "average”. A low standard deviation indicates that the data points tend to be very close to the mean, whereas high standard deviation indicates that the data are spread out over a large range of values.

288288

County Executive OfficeStandard Deviation

Example of two sample populations with the same mean and different standard deviations. Red population has mean 100 and SD 10; blue population has mean 100 and SD 50

289289

Why we care about standard deviation.


Sigma

• σ or s - The statistical symbol for “standard deviation”

• Six sigma = 99.99967 or 3.4 DPMO• Allows for consistent format for comparing

different processes• Based on understanding the customer

requirements• Derived from DPO or DPMO

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Formula to calculate Sigma = (USL-Mean)/StdDev or Use the 6-Sigma Conversion Table


Vocabulary

Mean – the average of the population or sample (sum of all values divided by n or N)

Median – the middle of the population or sample (50% of all values fall on either side of this value)

Mode – the most frequently occurring valueStandard Deviation - A measurement of variability or

diversity used in statistics. It shows how much variation or “dispersion" there is from the "average”. A low standard deviation indicates that the data points tend to be very close to the mean, whereas high standard deviation indicates that the data are spread out over a large range of values.

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What are your key take-aways? (Break)

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WASTE AND VARIATIONLesson 21

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Objectives:

Identify and validate the root cause(s) that assure the elimination of waste, variation, and constraints.

Identify, validate and prioritize all root causes.

Determine the true sources of variation and potential failure modes that can lead to customer dissatisfaction.

Determine the impact of all root causes and refine your problem statement.

Activities: Analyze for VA/NVA/NVAN steps

Identify/Validate root causes

Determine impact of root causes to process output

Prioritize root causes

Refine problem statement




County Executive OfficeSee WasteNow you and the team have:1.A charter, goals2.A Current state map3.Gathered data, ran some stats

Now you want the team to see theprocess and information and analyzeit through LEAN EYES…this means

SEEING WASTE!

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Knowledge Work 8- Wastes Product Work

Work not meeting requirements. Missing information. Rework.

DefectsScrap, rework, lost capacity due to mistakes, inaccurate SOP’s.

Too many reports, reviews, approvals. Batching paperwork. Overproduction

Running equipment to keep equipment and people busy.

Waiting for meetings to start. Information, paperwork and approvals.

Waiting Waiting for equipment, people or process to cycle, waiting for materials and tools.


Non utilization of people/talent

Paper- based data vs. electronic transfers. Routing of unnecessary approvals/processing.

TransportationLong travel distances, unplanned premium postal.

Excessive backlog of work to be processed. Too much paper to be handled, processed or filed.

InventoryMaking what we can instead of what customers need. High obsolescence and write offs.

Walking to deliver paperwork, poor ergonomics, chasing information.

MotionRepetitive/unnecessary movement caused by poor ergonomic design.

Unnecessary steps. Too many handoffs, lack of SOP’s. Extra or Over

Processing

Incapable equipment and processes. Equipment with unbalanced flow.

WASTE/VARIATION TEAM EXERCISE

County Executive OfficeAnalyze for VA/NVA steps• Value added time (VA) – Time engaged in an

activity performed that increases its value to the customer. Must be done right the first time, the customer must be willing to pay for it, and it transforms or shapes the material or information.

• Non value added time (NVA) – Time engaged in an activity performed that does not increase its value to the customer

• Non value added time (NVA) but ESSENTIAL - Meets the definition for NVA time, but cannot be removed.

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Value-Added and Non-Value-Added work

Value-Added Activities An activity that transforms or shapes

material or information Customer wants it Done right the first time (no rework)

Non Value-Added Activities Activities that consume resources but create

no value in the eyes of the customer Pure waste If you can’t get rid of the activity, it turns to yellow

Non Value-Added – Essential Activities Activities causing no value to be created but which cannot be eliminated

based on current state of technology or thinking

Required (regulatory, customer mandate, legal)

Necessary (due to non-robustness of process, currently required; current risk tolerance)

E

Exercise

All together:1.Pick 3 facilitators2.1st and 2nd Facilitator – Work with team to identify VA/NVA/NVAE half map each3.3nd Facilitator – Observe technique (tools and facilitation)

20 minutes

County Executive OfficeFacilitation Tips• The team may argue about value and waste

because of shame, stubbornness, or fear...or they still don’t get it.

– Let them know seeing Waste and NVA steps is not necessarily the decision, but a point of discussion. You are in analyze phase, not improve.

– No decisions will be made without consensus of the team and you will hear out all concerns.

– Your job is to ensure that the improvements are “safe” – will not violate laws, policies, or regs.

– Encourage BOLDNESS!

GB’s - WHAT IS YOUR GOAL???299299


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Review Comparison of Variation Types

Special causes, for example, could result from someone tripping over the shooter when the gun is fired.

Common Causes

Special Cause


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Common Cause Variation Overview

• Usually part of the process• Acting totally at random and

independently• Root causes are in the key elements

of the system – Slight variations in raw materials– People– Slight machine vibration – Environment


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Special Cause Variation Overview

• Caused by a special abnormal activity resulting in an unexpected change in the process output. – Defects in materials– Untrained operator – Programming error

• The effects are intermittent and unpredictable.

• All processes must be brought into statistical control by first detecting and removing the special cause variation.


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Reducing Variation

• Eliminate special cause variation.– By isolating root causes and

controlling processes

• Reduce common cause variation. – By improving the system

• Anticipate variation.– By designing robust processes and

products


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• Control charts are an important part of Statistical Process Control (SPC).

• SPC is the use of statistical methods to:

– Detect the existence of special cause variation in a process.

– Detect special cause and implement controls to eliminate future occurrences.

Control Charts and SPC


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Control ChartsControl charts are simple run charts with

statistically generated limits!

96

97

98

99

100

101

102

103

104

105

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

UCL

LCL

Center Line

Zone A

Zone B

Zone C

Zone C

Zone B

Zone A


306306Note that the out of control point is always circled

CL

UCL

LCL

Extreme Point (1 Point Beyond UCL or LCL)

ABCCBA

X

UCL

LCL

2 Out of 3 Points in Zone A or Beyond

• Out of control conditions are frequently detected by the extreme point condition

Special Cause Variation


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Trend (7 Points in a Row Steadily Increasing or

Decreasing)UCL

LCL

CL

Out of Control Conditions: Trends & Shifts

UCL

LCL

Process Shift (7 Points in a Row on one Side of

Centerline)

CL


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UCL

LCL

Oscillation (14 Successive Points Alternating Up and Down)

CL

Out of Control Conditions: Oscillation


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Takeaways

• Variation in processes may be due to either common causes or special causes.

• Control charts measure the process and identify special cause variation.

• Correct and remove special cause from your data set.



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ROOT CAUSELesson 22

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Why find the root cause of a defect? Eliminate the root cause, not the

symptom Problem doesn't show up again

Corrective action must: Ensure that the error is physically

prevented from occurring again Prevents a defect loop

Root Cause


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Main Cause I

Main Cause VMain Cause IV

Main Cause III

Problem

Main Cause II

Suggested Causes: ManMethodMachineMaterialMeasurementMother Nature

Fishbone Diagram


Problem: Lincoln memorial deteriorating at a high rate.

1. Why: We wash this memorial more than the others.

2. Why: Bird droppings make it unsanitary for tourists.

3. Why: Birds eat the Spiders that gather in masse.

4. Why: Spiders gather to eat the flying midges that swarm.

5. Why: Midges swarm around the bright, warm lights that are turned on at dusk.

Answer: Delay turning on the lights for one hour.

5-WHYS: Determining Root Cause



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IMPROVE PHASELesson 23

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• Activities: Brainstorm potential

solutions using Lean Toolkit. Evaluate and select best

solution. Identify solution impacts. Produce “to be” process

maps and present implementation plan.

Communicate solutions to all stakeholders



• Objectives: Identify Potential

solutions Map out “TO BE” process Develop an

implementation Plan Pilot solution Prepare a Risk

Assessment (FMEA)



Facilitation Tip

• Ask team to abandon assumptions and consider ALL possible solutions

• Narrow, screen, and select best solution possibilities (what tools?)

• Understand and articulate the best practices for the workflow

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LEAN TOOL KITLesson 24

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County Executive OfficeLean Tool Kit

• Error-proofing• Push/Pull• Set-up Reduction• 5-S• Cellular Work Processing• Work Standardization


Error Proofing (Poka Yoke)

Poka-Yoke is a technique for avoiding simple human error at work.

Poka-Yoke stops errors before they becomeproduct defects!


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Introduction to Poka-Yoke• Shigeo Shingo invented the Japanese concept

called poka-yoke (pronounced POH-kah YOH-keh).

• Poka-yoke means to mistake proof the process.

– The essential idea of poka-yoke is to design your process so that mistakes are impossible or at least easily detected and corrected.

County Executive OfficeTypes of Error Proofing

Creating quality at the source through error proofing

Types of error proofing:Make it impossible to create errorMake it harder to create errorMake it obvious the error has occurred

Examples of error proofing in a hospitalBanned abbreviations as error proofingComputer systems as error proofingPreventing surgery errors through error proofing


1) …..

2) …..

3) …..

4) …..

Daily Checklist


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Mistake Proofing Examples


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Gas pumps are equipped with hose couplings that break-away and quickly shut-off the flow of gasoline.

Other Poka-Yoke Examples


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Mistake vs. Defect

Mistakes, however small, can lead to defects which lead to rework and increased

cost

Mistakes, however small, can lead to defects which lead to rework and increased

cost

MISTAKEAn incorrect, unwise, or unfortunate act or

decision caused by bad judgment or a lack of information or care

DEFECTA failing, or flaw,

especially one that still allows the affected item to function,

however imperfectly

$$$$$$


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Cost of Poor Quality (COPQ)

• The sooner we can catch errors, the easier and less costly it is to fix them.

• CPI helps minimize COPQ.

PREVENTION

Before it Happens

IN-PROCESS DETECTION

Before It Escapes Your Process Step

END OF PROCESS INSPECTION

After the FactBefore it Gets to Your Customer

CUSTOMERREJECTION

Too Late!


Push & Pull SystemPull system is a flexible and simple method of

controlling/balancing the work flow of resourcesEliminating waste of handling, storage, expediting,

obsolescence, repair, rework, facilities, equipment, excess inventory (work-in-process)

Pull system consists of:– Production based on actual consumption– Small lots– Low inventories– Management by sight– Better communication


Using Kanban

What is Kanban?– A Lean approach to managing materials– A “signal,” a “card,” or “sign”, – Indicates when it is time to order more,

from whom, and in what quantity.Kanban can be used to pull materials

from a central hospital supply room or stockroom to the point of use.

County Executive OfficeFlow of SuppliesMULTI STAGE

KANBAN SYSTEM

County Executive OfficeBatch and One Pc Flow Processing:

• Continuous Flow “process one, move one”

Lead Time: 30++ minutes for total order

10 minutes

10 minutes10 minutes

ProcessA

ProcessB

ProcessC

Lead Time: 12 minutes for total order


Percent of time of changeover

(Traditional Method)

Preparation, after-process adjustment, checking, storing and moving materials, parts, and tools

Removing and mounting of parts and toolsMachine measurements, settings, and calibrationsTrial runs and adjustments

50%

15%

30%

5%

• Definition: The time between the last good piece off the current run and the first good piece off the next run.

• Before improvements, basic setup tasks and related time breakdowns:

Setup Reduction

County Executive OfficeProcedures for Setup

ReductionSR can be conducted according to the following steps:

1.Study the setup process (may use video taping)2.Classify setup operations into waste, internal setups, and

external setups:• Waste – Operations which do not add value• Internal Setups – Operations that can only be performed

while the machine/process is down• External Setups – Operations that can be performed

without shutting down the machine/process3.Eliminate the waste; Convert as many internal to external

setups as much as possible


Setup Analysis Chart Total = 133 Proposed = 40

SEQ#

Element Description

Current MethodImproving

Idea

Proposed MethodComments

Internal External Duration Internal External Duration

Prep/Sched x 20 X 20

Get x 2 X 2

Move x 10 X 10

Set aside x 1 X 1

Get x 2 x 2

Install x 5 x 5

Check x 5 x 5

Adjust x 25 x 25

calibrate x 60 x 60

Trial run x 3 x 3

Example of Setup Analysis Chart


5-SVisual Management

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Cleanliness becomes more important when godliness is unlikely.

- P.J. O’Rourke


5-S

• Can anyone walk into a workplace and visually understand the current situation, in 10 seconds or less?

• Does everything have a place and is everything in its place?

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County Executive OfficeThe Goal of Visual Workplace• Single-mindedly eliminate “information deficits”

• Minimize waste associated with not knowing:

Searching, asking, waiting, retrieving and reworking

Visual Cues allow you to assess a designated workspace immediately, making the absence of any item obvious at a glance

Visual Cues make identifying an item and designated storage space quick and easy


Benefits

Eliminates Waste

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Benefits

Readily see small problems before they become big problems.

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Benefits

Anyone can step in.

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County Executive OfficeElements of a 5S ProgramSort Remove from the workplace all items that are not

needed for current operation. Set in Order/Straighten Arranging needed

items so that they are readily accessible and labeled so that anyone can find them or put them away.

Shine The key purpose is to keep everything in top condition so that when someone needs to use something, it is ready to be used

Standardize The standard should be easily understood and easy to communicate (i.e. visual controls).

Sustain Implementing solutions to address the root causes of work area organization issues. All employees must be properly trained and use visual management techniques


5-S

Sort/Scrap

• Eliminate what is not needed.• Use a Red-Tag system

– Ask Why do we need this?– Where is it used?– Take red-tagged items to a quarantined

area before discarding• Take a “before” photo• Dispose all items in accordance to your

policies and record all disposed items

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5-S

Simplify/Straighten

• A place for everything and everything in its place.

• Marked places, shadow boards, labels• Decide Min and Max levels of products

– Keep lead times in mind– Kanban system

• Set the standard for what is needed

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5-S

Sweep/Shine

• Clean and find a way to keep it clean• Prioritize Safety, Quality, Reliability• Assign responsibility• Discuss accountability

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5-S

Standardize/Systemize

• Develop common methods and work practices.

• Create the rules• Develop a stable platform for

improvements• Use a Kanban

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5-S

Self-Discipline/Sustain

• Develop good habits, look for continual improvements.

• Maintain the Standards with no deviation• Create a 5-S Scorecard or Checklist• Self-audit• Most difficult step

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5-S LEADERSHIP

• Visualize the standard• Goes to work areas (Gemba!)• Welcomes problems as opportunities to

improve• Holds confirmation meetings• Checks up on standards• Creates or approves a problem

escalation process• Creates a culture of accountability• Does not accept deviation from the

standard• Celebrates and communicates success

348348

County Executive OfficeCellular Work Processing

Linking of manual and machine operations into the most efficient combination to maximize value-added content while minimizing waste.

Simplify Flows: Integrate Process Operations Materials Flow One Way

Minimize Material Handling Concentrate on Value-Added Motion Establish Material Replenishment

Procedure Make Use of People 100 Percent

• Promote Visibility and Flexibility• U-Shape Offers Most Flexibility


Prep

Equip

MachineProcess

Cellular Layout Testing

Lab Equip

Work cell specimen processing (WCSP)—the physical or logical layout of all testing and processing equipment, technicians, machines, and materials through which a specimen flows. Work cells minimize movement, reduce batch sizes, decrease set-up time for testing, improve lab safety, and standardize work processes with visual cues.

Testing


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Quality: Standard processes produce predictable results and predictable cycle times

Delivery: Ensures reliable lead times based on predictable cycle times

Cost: Standardized processes are the foundation of Continuous Improvement

Standard Work Benefits


Work StandardizationAn agreed upon set of work

procedures and sequences that establish the best method to

perform an operation

• People

• Materials/Supplies

• Methods

• Machines/Equipment


VocabularyError Proofing or Poka Yoke - A lean tool to design a process so that so that

mistakes are impossible or at least easily detected and corrected.

Work Standardization – The most efficient work combination that an organization can put together

Cellular Layout – Linking of manual and machine operations into the most efficient combination to maximize value-added content while minimizing waste.

Pull System – A Production system in which goods are built only when requested by a downstream process.

Push System – A production system in which goods are produced and handed off to a downstream process, where they are stored until needed. Creates inventory.

Setup Reduction – Reducing the time between the last good piece off the current run and the first good piece off the next run.

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County Executive OfficeLean Thinkers• It’s not about tools – don’t throw tools at a

problem • Turn the “mental corner” together• Filter the problem and problem solving

through Cycle of 5 Lean Principles and Cycle of Six Sigma Discipline There’s a tool for that!

• Your experience + Lean Six Sigma tools = solutions

If all the same thinking still exists, little by little you will return to your prior state!

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FACILITATING IMPROVEMENTS

Lesson 25

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Moving to Improve

• The team has done enough analysis to pinpoint the problem

• They have different avenues they could pursue for improvement efforts

• The team is ready

357357


Improve Roadmap

358358


Generating Solution Ideas

• Brainstorm!– Generate ideas– Clarify to be sure all team members

interpret ideas the same way– Consolidate like ideas into categories

359359


What Ideas to Generate?

• Overall flow• Who should do what• Where to put the work• Ways to accomplish the task• New ways to deliver customer

needs• How to avoid defects/problems• Think Lean Toolbox!

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County Executive OfficeFacilitation Tips for “Generate”

• Be clear about your objective• Notify participants in advance• Bring in other team members as

appropriate• Try a change of venue• Consider time of day

361361


Beware

• Beware of solutions that don’t address root cause:– Additional training– Increased inspection– Automation without simplification

• Beware of assumptions– Team’s experience in the past– Can’t do it, won’t work

362362

County Executive OfficeNarrow Ideas and Develop Proposed Solutions

• IDEAS: Raw unrefined potential improvements

• SOLUTIONS: Concrete, implementable business proposals to achieve DMAIC goals

363363

County Executive OfficeNarrow Ideas and Develop Proposed Solutions

• What tools would you use to categorize and organize ideas?

• Other ways to group:– What – relationships between ideas

and group by category– Why – Better understand types of

possible solutions– How – Categorize ideas after they are

developed

364364


Selecting the Best Solution

• The best solution will address several criteria and concerns– Meet/exceed the goal– Cost, benefit, results, risk

• Buy-in is critical– Budget, resources and commitment

(champion believes in the solution)

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Tools to Select• Weighted criteria matrix

– A discussion & analysis tool– Focuses team to think through criteria

for success– Adds greater objectivity and broader

solutions

• Cost/Benefit analysis– Review estimated cost of the solution– Determine projected savings and

added revenue366366


Weighted Criteria Matrix

• Identify selection criteria– What factors/features are key to success– Include a mix of criteria

• Weight the criteria– i.e. Use 1-10 scale (10 most important)

• Evaluate each solution – Include comments about alternatives

relative to criteria

• Multiply score by weight; total weighted scores

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368368


Other Possible Criteria

• Cost• Impact to customer• Impact to goal, results• Confidence in Success• Consequences to other processes• Complexity• Impact on people• Expertise required (less is better)

369369


370370

Plan and Test the Solution• A pilot allows us to:

– Test run the solution in a small part of the organization

– See where possible failure points exist– Validate and refine cost and benefit

estimates– Evaluate the process measures for the

improvement– Increase organizational buy-in– Improve the proposed solution– Modify the implementation plan

Overall benefit is a better solution with fewer surprises

Source: ASQ LSS Training Material


371371

Pilot Planning• What – Needs to be piloted

• Where – Will the pilots be run

• Who – Will be involved

• When – (How long) will the pilots run

• How – Will the pilots be conducted


372372

Tips During the Pilot• Make careful observation of all activities,

effects, and interactions during the pilot and continue pilot long enough to establish reliable baseline.

• Manage expectations and perceptions.– Customers– Management– Staff

• Refine the improvement if the pilot demonstrates any weaknesses.– Often the pilot will show a few

opportunities for improvement.


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Lessons Learned• At the completion of the pilot,

capture what worked and what needed improvement.

• Include lessons learned in the full roll out of the new process:– Compile lessons learned– Categorize by type; by defect type,

key analysis used, key words, problem / opportunity statement, root causes, etc.

– Communicate lessons learned to others


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Visual Controls• Visual Controls are communication

devices used in the work environment that tell us at a glance how work should be done– Communicate information quickly and

clearly– Locate things and places– Highlight defects, over-production and/or

under-production– Provide instruction– Spotlight abnormal conditions– Communicate status to all


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Create a work environment that is…

• Self – explaining

• Self – ordering

• Self – regulating

• Self - improving

Effective Visuals

County Executive OfficeEvaluate Refine and Expand Solution

• Post pilot activities:– Assess and verify results– Refine the solution, adjust as needed– Review readiness for “full scale” roll

out– Revise/expand implementation plan– Refine measure and monitoring with

an eye to “control”– Prepare communication Plan

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ROUND 2Simulation

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County Executive OfficeRound 2

This round is intended to give the team experience with specific flow changes & reducing variation to improve quality and yield. This round includes the following phases :

Apply Lean Six Sigma principles and discipline Apply Lean Tool Kit Future State Map/SOP Shoot Calculations

Flow Improvements/Variation ReductionFlow Improvements/Variation Reduction


Exercise Requirements – Round 2

• Team members do not have to perform the same roles as in Round 1

• No permanent markings or modifications can be made to the Statapult or balls


Customer Requirements – Round 2

• All shots must be fired at an angle of 164 degrees

• All shots must land in the target area

• Pass/Fail data must be collected for each shot

• The balls must be sorted based on either Pass or Fail

• 20 passed balls must be delivered to customer with no markings (colored dots)

• All data must be collected “real time”


Requirements – Round 2Business Requirements• Retain delivery Customer Delivery

Authorization Form (1-T5-L8)

Statapult Requirements• The Statapult must be placed on the

floor

County Executive OfficeExercise Future State

30 minutes

Based on the new requirements and your team’s value analysis of the Current State Map, design the new process for the next Statapult round.

Problem solve Variation Issues New roles/responsibilities A measurement system Voice of the Customer What tools in the Lean toolkit will you

use to… Error proof Pull 5-S


Round 2 Shoot

Are you ready to start?

• SOP was approved• Your Future State Map was

approved• Statapult layout is ready

The simulation will start simultaneously for

all teams!

Discuss measures. 30 minutes


What are your key take-aways? 2*5 (break)

385385


CONTROL PHASELesson 26

386386


Objectives: Establish control plan. Solution implementation. Verify improvements. Verify long term

capability. Transition project to

process owner.

Activities Prepare a project

transition plan and management review.

Identify additional improvement opportunities.

Update Standard Operating Procedures.

Integrate lessons learned Integrate and Manage

solutions in daily work processes.

Celebrate your success.

Process for Process Improvement - DMAIProcess for Process Improvement - DMAICC


Knowledge/Skills/Abilities: Lean Six Sigma Measuring techniques Reading and understanding and/or

calculating basic statistics, average/standard deviations

Implementation planning Delegation and tracking –

accountability Communications

Are you ready to Control?- DMAIC


Tools

Standard work documents

(SOPs) Process Control Plan Control Charts Communication Plan Training Plan

UCL

LCL

DMAIC


SOP, COMMUNICATION, TRAINING, & CONTROL PLAN

Lesson 27

390390

County Executive OfficeStandard Operating Procedure

See Addendum #23

391391


Communication Plan

See Addendum #19

392392


Training Plan

See Addendum #25

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A Control Plan’s primary intent is to create a structured approach for control of process and product characteristics important to the customer.

Control plans assure well thought-out reactions are in place if an out of control condition occurs. They provide a method for documentation and communication of control methods.

Control Plans must be living documents.

Control PlansControl Plans


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Control Plans Answer the Following Questions

1.What is the process that is being controlled?

2.What are the process outputs that are being monitored/controlled?

3.What are the inputs that are being monitored/controlled in order to keep the output at its target level?

4.How are the inputs and outputs being measured, monitored, and controlled?

5.How does someone react when the inputs or outputs are not in control?


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Control Plans Summary• Control plans can be likened to

sustainment in 5S

• SPC is not successful without religious use of control plans

• Control Plans are living documents. If processes change and a new variation cause develops, add it to the Control Plan


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Who Description When How Why Target Level

Corrective Action

Perform Root Cause Analysis:1.Re-Evaluate Process and Rework.2.Retrain Personnel.3.No Change Necessary.

Control Plan Template

Addendum #20, 21


Control charts: Are statistical tools intended to assess the

nature of variation in a process. They facilitate forecasting and

management of a process or operation. A control chart consists of a chart with a

center line drawn at the process mean, an upper control limit line (UCL) and a lower control limit line (LCL).

Processes between the UCL and LCL are considered under control.

Review slides 406-409 UCL

LCL

Control ChartsControl Charts

Mean


399399

Exercise – control Plan

In Teams Develop a Control Plan for

the Simulation

15 minutes



400400


Good Night

See you tomorrow!


TEAM DYNAMICS AND FACILITATION

Lesson 28

402402


Blind SpotsBlind Spots

MindsetsMindsets

AssumptionsAssumptions

HabitsHabits

NormsNorms

HistoryHistory

MetricsMetrics

ProcessesProcesses

PerceptionsPerceptions

OperationsOperations

ResistanceResistance

Culture Trumps Tools

Must address BOTH Culture and Toolsto avoid unintendedconsequences &less than desirablelong-term success withProcess Management

Process, Results and FocusProcess, Results and FocusImprovement ToolsImprovement Tools

Invisible: Invisible: Hard to Measure & ChangeHard to Measure & Change

403403


Four Stages ofTeam Development

Bruce Tuckman

404404


Stages Forming Storming Norming Performing

Team Leader'sStyle

More directive approach, outlining how the process will develop and laying down a clear structure.

Leader needs to be supportive, actively listening to team members, and managing the conflict, generating ideas, and explaining decisions.

Leader acts as a team member, as leadership is starting to be shared. Leader helps to develop consensus.

Leader takes overview, but within the day to day running, the group is sharing leadership between members.

Reaction to Leadership

Team members take a tentative, wait and see approach. Leader will be allowed to lead, but that doesn't guarantee support.

Leader is under pressure from more vociferous team members.

General support for the leadership within the team. Mutual respect underpins this.

Personal relationships have developed which underpin the leadership relationship.

Team Process

Process is driven by the leader. Some people are reluctant to contribute openly.

Process likely to break down until conflict is resolved.

The core process should operate smoothly, although there is a danger of focusing on smaller process issues rather than core team work.

Process functions well, and is adjusted as necessary. Leadership is shared and tasks delegated.

Trust within the team

Individuals are not clear about their contribution. "Getting to know you" phase. Trust may start to be built.

Trust is focused into smaller groups as sub-groups and alliances form.

As roles are accepted and clarified, trust and relationships start to develop to a greater degree.

Team starts to operate on higher levels of trust as loyalty and relationships develop.

How Decisionsare made

Nominated leader is expected to make decisions. Some more vocal members may dominate.

Decisions are hard to make. Members are unwilling to give way. Compromise is a frequent outcome.

Group is able to come to common decisions. Win-win is more likely than compromise.

Decision making is easier - some decisions are delegated to sub-groups or individuals.


Where to Find Team Members

Here

Stakeholders:

Regulatory Agencies, Partner Agencies or Departments, Auditor-Controller, etc.

Process Step1

Process Step 2

External/Internal Customer(s): Those who

receive or use your product or service,

outside your organizationHere

Here

Here

Suppliers

Two types of team members: Core Team Members: Are there for the duration of the project.Extended Team Member: Are requested as needed for the duration of the project.

411411


Facilitation

IS…•Asking questions to get a team to make decisions

•Asking for ideas about how to accomplish a task

•Observing and giving feedback

•Ensuring everyone’s input is considered

IS NOT…•Telling them what to do

•Advocating your point of view on how to accomplish a task

•Doing the task

•Letting 1 or 2 voices dominate the discussion

412412


How to run effective meetings

Addendum #6


Managing vs. FacilitatingManaging• Ensuring available

resources• Making decisions• Delegating• Prioritizing• Directing• Ensuring a good

outcome• Controlling• Measuring results• Rewarding

Facilitating• Ensuring optimum use

of resources• Helping the team make

decisions• Clarifying roles and

responsibilities• Influencing,

negotiating, mediating, teaching

• Ensuring good team structure and process

• Creating safe environments by staying neutral

• Encouraging the team 414414

County Executive OfficeFacilitation Tips• Stay neutral on content• Listen actively, watch body

language• Ask questions• Paraphrase to clarify• Synthesize ideas• Stay on track• Use the spell-check button• Give and receive feedback• Test assumptions• Collect ideas• Summarize clearly

Page 7-8 Facilitation at a Glance!

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Wording tips

• Use their words – be sure to include the speaker’s words when scribing or summarizing

• Ask permission to change words – it you need to summarize or if in the discussion the team has come up with alternative words, ask approval to change the words before recording it.

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Flipchart tips

See page 15 Facilitation at a Glance!

Best Practices

See page 18 Facilitation at a Glance!

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Facilitation Tools

• Brainstorming• Affinity Diagram• Voting Methods• Priority tool – Pick Chart

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Brainstorming

An effective brainstorming session…– Develops highly creative solutions to a

problem– Invites the experience of the group into

play– Unlocks innovation– Brings team members together

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Brainstorming tips

• Rapid generation is the aim – high energy• No such thing as a “wild” or “bad” idea – write

down everything and do not let any team member “knock” an idea

• Chaos can be fun – have fun• Take pride in your ignorance• Build on others’ ideas• Laughter fans the flames of creativity

420420


Exercise – Phase 1

You are members of the Board of Directors for an escargot company. The CFO has indicated that the company is spending too much money on the disposal of organic byproducts produced by snails as they grow from incubation to maturity. Slime is currently being hauled to a landfill and costs are cutting into the company’s bottom line.

You are asked to brainstorm some potential ideas on what we con do with the “slug slime” instead of disposing it in the current manner.

Get in your teams. 4 facilitators. Everyone take 2 minutes as facilitator. I will ring the bell to switch. (10 min)


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Affinity Diagram• Capture all ideas on stickies• Place them all on a location where they can all be

read• Have the team begin to move stickies into

groups.• Don’t discuss why. Short clarification of meaning

is OK.• Resolve conflicts with duplicate stickies.• Questions large groups.• It’s over when the momentum stops.• Title categories last.

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Exercise – Phase 2

The CEO would like to begin to place the ideas into categories so that research and development can have a starting place to begin at looking at a resolution to the “slug slime” problem.

1 facilitator (new). Facilitate the Affinity diagram. (10 minutes)Teams report out – use another member.


423423


Voting Methods

• Single voting: participants vote for their favorite idea

• Multi-voting: Participants vote for their top three (or more). Ranking can be introduced. Can be used to reduce a long list to a manageable number.

• Sign up voting – Participants vote privately by turning in “ballots” to be tallied.

See page 74 and 146-147 Facilitation at a Glance!

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Exercise 3

• The Development Director wants to see the teams top 10 candidates before making a recommendation to the CEO.

Select a facilitator. Facilitator, decide what kind of voting technique to use and explain it and why you chose it to your team. Lead the team in the voting technique and isolate your top 10.



Pick Chart

• A tool for organizing process improvement ideas and categorizing them

• When faced with multiple improvement ideas a PICK chart may be used to determine the most useful.

• There are four categories on a 2*2 matrix; horizontal is scale of payoff (or benefits), vertical is ease of implementation. By deciding where an idea falls on the pick chart four proposed project actions are provided; Possible, Implement, Challenge and Kill (thus the name PICK).

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Low Payoff, easy to do - PossibleHigh Payoff, easy to do - ImplementHigh Payoff, hard to do - Challenge

Low Payoff, hard to do - Kill

427427


Exercise 4

• The company does have the funds to pursue three ideas but operations has agreed to pursue two ideas this year. The CEO has asked you select the top two ideas that are most likely to succeed.

Select a facilitator (rotate): Use the Pick Chart and facilitate the team through it. Report out.



Vocabulary Review

Facilitation - Facilitation serves the needs of any group who are meeting with a common purpose. It does not lead the group, nor does it try to distract or to entertain it. Rather, seeks to engage in the tasks to encourage a team towards a successful outcome.

Brainstorming– A facilitation technique used to draw ideas from the team in rapid successions.

Affinity Diagram – A tool used to organize ideas into categories.

Voting Methods– A tool used to reduce a large number of ideas into a more manageable number.

Pick Chart – A tool used to prioritize ideas for action based on ease of implementation and payoff.



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QUAD REPORT/BRIEFINGSLesson 29

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432432

Bringing the Event to Completion

• All feasible process improvement ideas have been implemented

• The project sponsor/process owner and personnel from the affected work area have been adequately trained on the process changes

• Event objectives have been met or exceeded (Validate)

• Processes are updated• Needed controls are instituted in the process

1. Ensure that:

2. Quantify event benefits (ROI)


433433

Capturing CPI Costs• Labor

– Cost of team members– Cost of GB/BB – Cost of any other workers making improvements

• Material– Cost of expendables to support team’s work– Cost of all material used to make improvements

• Visual controls, paint, point of use tools, etc.

• Travel Costs

Make sure you capture actual costs – not baseline costs


434434

• See the Charter – Event Tab and Calc Tab

Return on Investment

ROI = Return on Investment – the ratio between a predicted “cost” reduction (the return) that results from improving a process and the “cost” of implementing the improvements (the investment).

ROI is about more than just COST.


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Quad Chart

Prepared for each Kaizen by the Project Lead with the assistance of the Green Belt

Started at beginning of the Kaizen A key document in the formal submittal of

the event’s results Documents key Kaizen information,

metrics, status & financial results as an executive summary on one page

A living document that is periodically updated during and after the event as results are validated


436436Addendum #7


Vocabulary Review

Stick Rate Results – The measure of the number of Kaizens that have completed to the number that have been implemented and sustained after a 6-month period.

Briefing – The communication by the lead with the champions on the status of an improvement event during and at the completion of that event.


HANDOFF, PREPARING THE LEAD TO IMPLEMENT AND REPORT

Lesson 30

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439439

Kaizen/RIE Follow-Up Beyond the Event

Green Belt Ensure standard work is implemented Foster success – market results Complete and submit documentation on event Clean handoff to Event Sponsor at completion

of event week

See Addendum #2


440440

• Monitor (control charts, control plans, Gemba)

• Drive completion of any outstanding action items

• Visit the area frequently for several weeks after the Improvement Event

• Address stakeholder issues and concerns• Recognize participants of event and

celebrate success• Keep up the pressure completing

outstanding action items

Prepare the Lead


441441Create a package that sums up

everythingCreate a package that sums up

everything

Event Documentation• Clearly captures the results of the event

• Should include:– Charter information– Tools utilized– Improvements made– Evidence of data driven decision making– Before / After process flows and metrics– ROI calculations– SOP, Training, Communication, Control Plans– Other improvement opportunities


442442

Lessons Learned• Every improvement effort offers a lesson.• It is what we do with these lessons that

matters.• For successful projects, we want to

document our efforts and conclusions to repeat the success.

• If not successful, we want to document what went wrong to prevent repeating the same mistakes.

• The availability of this type of information can greatly accelerate future efforts.


Team Feedback

• Check for perception of Kaizen success

• Check for culture change at the team and individual level

• Learn about what you can do to improve as a belt

• Information for the Champion/Lead

443443



444444


PREPARE TO KAIZEN!Lesson 31

445445

County Executive OfficePreparing for your Kaizen Event

Getting Ready Form – Addendum # 2 (Items 1-22)

KEYS TO SUCCESS:1. Clear and specific planning

2. Communication3. Scheduling people/logistics

4. Working agenda5. Don’t take shortcuts yet

446446


Conduct the Kaizen

• Prepare as fully as possible• Materials to bring• Equipment• Planning the agenda, activities, and

transitions

447447


Conduct the Kaizen

• JIT• Agenda Review• Current State (Define, Measure,

Analyze)• Future State (Analyze/Improve)• Hand Off (Control)

448448


Products of the Kaizen

• Current State (Baseline data)• Future State (New process)• Brief out/Quad Chart• Documents required by the

Champion• SOP• Communication, Training Plans• Control Plans

449449


JIT TRAININGLesson 32

450450


Customize your training by inserting tools and concepts you will use.

See Teaming Site


Team Kaizen ExperienceTeam Kaizen Experience

A new experience – not business as usual

Facilitated by a Green Belt Introduced to and ask to use L6S

Tools Asks you to think in a very measured

and structured way i.e. Pre-definitions of waste and value

Your job is to use the tools to help you “see with new eyes”


CLOSE OUTLesson 33

453453


Thank you

• Caring

• Work

• Patience

• Courage/Humility


Not Business As Usual

KAIZEN

– “Kai” means “change” or “action to correct”– “Zen” means “good” or “benefit”

• In Taoist or Buddhist philosophy, “benefit” is defined as action that ‘benefits’ the society but not one particular individual

The process is just as critical as the solution.


When to Use a Kaizen

• Project• The problem needs a team• A long standing problem – prior efforts have failed to

solve it

• Leaders• Champion believes (and understands) it is necessary• Champion is willing to invest the time • In other words, the Leader(s) will Lead

• Organization• Culturally ready• Structurally ready

County Executive OfficePractitioners Lead the Discipline

• Mastery comes from practice

• Use the structure to help yourself and the team use and master Lean Thinking

County Executive OfficeUsing Tools Outside of a Kaizen

• A great idea!

• Compliment problem solving, analysis, decision making by using tools such as Value Stream Mapping, Metrics, Control Plans, etc.

Do this as a strategy not a shortcut!Do this as a strategy not a shortcut!

► Be mindful of pros and Be mindful of pros and conscons


All Employees


BeltsBelts


TeamTeamMembersMembers

Be Clear About ROLESBe Clear About ROLESBoard of Supervisors

Mike Powers, CEOCatherine Rodriguez, Chief of Ops

Lean Champion


CouncilCouncil

Practitioner’sCouncil


OfficeOffice


Lean Coordinator

You are You are herehere

County Executive OfficeCulture Change Takes Balance

Left Brain = Logic = DMAICDefineMeasureAnalyze ImproveControl Right Brain = Emotions =

BTUFA

Believe

Think

Understand

Feel

Act

Adjusted from a Davis Bovis article, “Lean Six Sigma – The Emperor’s New Clothes”


Green Belt Community

• Practitioner’s Council– You are not alone!– Monthly continuous learning– Built in mentors– Find partners for your Kaizens– Brainstorm/ask questions– Stay engaged


PREPARATION FOR GRADUATION AND BRIEFINGS

462462


We…..


Final Brief Out Notes

• Discuss Protocol• Send PPT’s• Samples• Duration of report• Schedule• Dress to impress!

See Addendum #2

464464


Thank you and see you at graduation!

465465

Elaine – 658-4342Paul - 654-3938

Call your mentor!


Your feedback please.

466466


SEVEN DEADLY WORDS

““WE HAVE WE HAVE

ALWAYS ALWAYS

DONE IT DONE IT

THIS THIS

WAY.”WAY.”467467

green belt training

Business

measure lesson

phase lesson

overview lesson

variation lesson

jit lesson

introductions lesson

control lesson

close lesson