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23.11.17
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Lean Six SigmaGreen Belt TrainingModule 4 – „Improve“
April 2017Roman Bauer
www.pwc.com
2Lean Six Sigma • Green BeltPwC
Today‘s focus:
DefineD
Measure
Analyze
Improve
Control
M
A
I
C
Define the improvement opportunities
Identify the Key Performance Indicators (KPIs)
Identify specific problems
Identify potential solutions
Determine the control plan
Develop the project plan
Develop a data collection plan
Identify and validate the root causes
Select right improvement solution
Detect the abnormal variations
Develop the project team
Validate the measurement system
Identify y = f (x)
Test and validate optimal solutions
Evaluate results of the changes
Define the processes (high level)
Define the baseline process performance
Develop a change management approach
Document the process changes
Identify critical customers requirements (CCR’s).
Deploy and execute solutions
Close project, communicate the know-how
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3Lean Six Sigma • Green BeltPwCPwC
What will you learn in this module?How to...
• Develop solutions by focusing on the identified causes
• Determine the evaluation criteria for the process improvement
• Use the various criteria for the selection of the solutions
• Execute the chosen solutions in the pilot testing and tailor when
necessary
• Deploy the solution and make improvements
4Lean Six Sigma • Green BeltPwC
August 2013Lean Six Sigma • Black Belt Training Week 2PwC
1. Identify potential solutions
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5Lean Six Sigma • Green BeltPwC
Sources of solutions
Generateimprovement
ideas
Best practices
Root causes
Project goals
Six thinkinghats technique
“Discoveries”during analysis
Benchmarkideas
Ideas from otherprojects
Brainstorming
Mind mapping
Performancetargets
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
6Lean Six Sigma • Green BeltPwC
Rules for brainstorming
DO‘s
• capture everything
• encourage participants
• ask clarifying questions
DON‘Ts
• evaluate anything
• force participants or sequence
• ask judging questions
Ø Focus on quantity
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
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7Lean Six Sigma • Green BeltPwCPwC
Brainstorming exercise
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
8Lean Six Sigma • Green BeltPwC
Best solution selection
Potential solutions Screen out
Acceptable solutions Shortlist
Likely solutions
Nominal Group Criterial evaluation
Best solution
- Low pay off- „Must“ criteria
- Voting- N/2
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
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9Lean Six Sigma • Green BeltPwC
Is it worthwhile to implement a solution?– Pay off or PICK matrix
Low hanging fruits
Breakthrough
Deny
Maybe
Big benefits Small benefits
Easy Implementation
Complex Implementation
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4
7
5
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2
1
Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
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10Lean Six Sigma • Green BeltPwC
How to eliminate low payoff solutions
Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
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11Lean Six Sigma • Green BeltPwCPwC
“Musts” Criteria - Examples
If a solution does not meet “must” criteria, it should be eliminated from further consideration.
Examples:• Laws, Standards• Company policy• Customer “must be” requirements• Business “must be” requirements (e.g. resource constraints like money, time, people)
Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
12Lean Six Sigma • Green BeltPwCPwC
How to shortlist likely solutions
• Voting– Each person chooses best three ideas– Record number of times each idea is chosen to identify most popular ideas
• N/2- This technique need only be applied if the previous step
generated a large number of solution options.- N/2 is accomplished through a series of votes, each cutting
the list in half.
Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
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13Lean Six Sigma • Green BeltPwC
Evaluate the best solution
• Nominal group technique− quick method to prioritize− based on opinions, lacks of
objective criteria− each team member assigns
a rank to each solution (highest number to the most important solution and vice versa)
• Multi-criterial evaluation− requiring more time for
discussion− based on previously
identified criteria− opportunity to weight
criteria− objective comparisons of
solutions
Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
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14Lean Six Sigma • Green BeltPwCPwC
Criteria-based comparison
1. Record a final list of solutions
2. Create a list of criteria3. Weight the list of
criteria4. Compare the list of
solutions to the weighted criteria
5. Tally and discuss total scores for each solution
Example
Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
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15Lean Six Sigma • Green BeltPwCPwC
Cost/Benefit Analysis (1)
• Verification whether benefits outweigh the costs, and by how much• Basis for comparing projects
Procedure:1. Brainstorm costs and benefits associated with the project2. Assign a monetary value to the costs3. Assign a monetary value to the benefits4. Compare cost and benefits
Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
16Lean Six Sigma • Green BeltPwC
Cost/Benefit Analysis (2)
Quantitative benefits (Tangibles)v Cost reduction (hard savings), cost
avoidance (soft savings)v Quality improvementv Performance improvement
(productivity, lead time, servicelevel)
Qualitative benefits (Intangibles)v Customer satifactionv Employee satisfactionv Brand enhancement
Cost§ direct, indirect§ one time, ongoing
Analaysis preffered measuresü Payback-------------ü Net present value (NPV)ü Economic value added (EVA)ü Cash flow ROI
Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
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17Lean Six Sigma • Green BeltPwCPwC
Cost/Benefit Analysis
EXCERCISEBrainstorm costs and benefits for the case
(5 min)
Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
18Lean Six Sigma • Green BeltPwC
ExcerciseMake the cost&benefit analysis, calculate the payback
The lighting in warehouse is turned on 24 hours, 6 days a week, 50 weeks a year.The actual lighting of 46 sodium discharge lamps with a total power of 11500W is inadequate and provides a level of illumination in aisles between racks of only 5-100 lx, which does not meet the standard.
The selected contractor has offered a lighting of 100 LED lamps with a total output of 4050W that will provide the illumination of 100 lx.The electricity price is 2.60 CZK / kWhThe value of the contract for delivery and installation of lighting is 413,000 CZK.
Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
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19Lean Six Sigma • Green BeltPwCPwC
Key MessageBest Solution Selection
o The quadrant PICK matrix is a widely used simple decision-making tool.
o Often there are several collateral factors that make our decision-making more difficult, the method of multi-criterial evaluation can make it easier.
o Most benefits can always be quantified. Where it is possible, express in money and calculate the payback.
Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
20Lean Six Sigma • Green BeltPwC
August 2013Lean Six Sigma • Black Belt Training Week 2PwC
2. Verification of selected solution
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21Lean Six Sigma • Green BeltPwCPwC
Pilot
What is pilot?− Testing implementation of selected solution in a
small part or scopeWhat are benefits of piloting?− Better understanding of the impacts− Experience „from paper to real operations“.− “Reality test” of a design’s integrity.− Opportunity to improve the design before
implementation on a larger scale.− Minimizing risks associated with cost and
potential problems.
Act
Plan
Do
Check
Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
22Lean Six Sigma • Green BeltPwCPwC
6 steps of piloting
1. Define objectives and evaluating criteria for the pilot
2. Determine a pilot scope and where the solution will be tested
3. Develop a comprehensive plan for conducting and evaluating the pilot
4. Implement the solution on an experimental basis
5. Evaluate the pilot and determine next steps based on verified pilot results,
6. Build experience and lessons learned to support a broader deployment of the solution.
Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
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23Lean Six Sigma • Green BeltPwC
Test – Cardboard Design
Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
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24Lean Six Sigma • Green BeltPwC
FMEA - Failure Modes & Effects Analysis
Purpose:• Evaluate failure modes (potential errors) and their effects.• Determine preventive measures to prevent them
How?We measure the degree of risk:• severity• occurrence• detection
Inductive model presuming effects of an incident
Incident EffectsLogic of looking ahead
Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
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25Lean Six Sigma • Green BeltPwCPwC
Why do you apply FMEA
• Make design shorter and effective
• Improve safety and reliability / capability
• Meet high requirements / expectations of customer
• A practical step towards continuous improvement
• Optimize total cost (production, sales, service)
Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
26Lean Six Sigma • Green BeltPwCPwC
Steps for completing a P-FMEA
1. Describe process and determine the function of each step to
meet customer‘s requirements
2. Identify potential failure modes (defined as a malfunction)
3. Determine potential effects for each failure
4. Assign a severity ranking to the effects
5. Identify potential causes for each failure
Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
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27Lean Six Sigma • Green BeltPwCPwC
Steps for completing a P-FMEA
6. Assign a likelyhood of occurrence for each potential cause
Ø Set measures to limit the occurence
7. Assign likelihood of detection for each potential cause
Ø Set preventive or detective measures
8. Calculate a Risk Priority Number (S x O x D)
Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
28Lean Six Sigma • Green BeltPwC
FMEA Form
Identify failure modes and their
effects
Identify causes of the failure modesand controls
Prioritize Determine and assess actions
Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
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29Lean Six Sigma • Green BeltPwC
FMEA - example
Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
30Lean Six Sigma • Green BeltPwCPwC
Key MessageVerification of selected solution
o Always test or experiment with your solution beyond normal operation.
o Where possible, perform the FMEA analysis.
o Start the solution in small scale (pilot), here you are well prepared for a broad implementation.
Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
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31Lean Six Sigma • Green BeltPwC
August 2013Lean Six Sigma • Black Belt Training Week 2PwC
3. Deploy solutionMake Improvement
32Lean Six Sigma • Green BeltPwC
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33Lean Six Sigma • Green BeltPwC
August 2013Lean Six Sigma • Black Belt Training Week 2PwC
Improvement tools
5S – Right workplace organization
34Lean Six Sigma • Green BeltPwC
Why is workplace organization important?
In Czech, “5u” is used sometimes instead:
Utřídit.
Uspořádat Uklidit Ustanovit Udržet
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
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35Lean Six Sigma • Green BeltPwC
What are these 5S?
The origin of the 5S is Japanese§ Seiri§ Seiton§ Seiso§ Seiketsi§ Shitsuke
English translation• Sort• Set in order• Sweep and clean• Standardize• Sustain
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
36Lean Six Sigma • Green BeltPwC
5S method
What is 5S It’s a journey to develop:ü Safe workplaceü Clean environmentü Better workplace organizationü More free spaceü Effective and efficient process
Wha is not 5S§ It’s NOT only cleaning(Rather, we want to prevent cleaning as a special or extraordinary activity.)§ It’s NOT for others – bosses,
customers(It is here for you to be able to do the job first time right, easily and without much effort.)
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
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37Lean Six Sigma • Green BeltPwC
S1 - SortProcedure
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
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38Lean Six Sigma • Green BeltPwC
S1 - SortRed tag process (1)
Finditem
Fill in thered tag
Record in log book
Move in quarantine
Worker WorkerWorker Supervisor
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
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39Lean Six Sigma • Green BeltPwC
S1 - SortRed tag process (2)
Itemclassific. Auction Record in
log bookMove out
quarantine
WorkerSupervisorManagerManager
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
40Lean Six Sigma • Green BeltPwCPwC
S2 – Set in order / StraightenPlace for everything, everything on its place
1. Decide what where to store
2. Find appropriate places for everything
3. Arrange and furnish the places
4. Implement standardization, make it visual
5. Put everything on its place
13 0
3 6 5
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
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41Lean Six Sigma • Green BeltPwC
S2 – Set in order / StraightenExample from daily life
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
42Lean Six Sigma • Green BeltPwC
S2 – Set in order / StraightenExamples of standardization and visualization
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
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43Lean Six Sigma • Green BeltPwC
S2 – Set in order / StraightenExamples of standardization and visualization
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
44Lean Six Sigma • Green BeltPwC
S2 – Set in order / StraightenExamples of standardization and visualization
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
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45Lean Six Sigma • Green BeltPwC
S2 – Set in order / StraightenExamples of standardization and visualization
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
46Lean Six Sigma • Green BeltPwC
S3 – Sweep / ShinePrevent problems in a clean enviroment
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
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47Lean Six Sigma • Green BeltPwC
S3 – Sweep / ShinePrevent problems in a clean enviroment
Clean
Inspect
Lubricate
Repair
1. Plan a big cleaning day
2. Document a current state (what‘s wrong)
3. Execute the cleaning (team)
4. Record problems, abnormalities
5. Plan corrective actions
6. Operate the clean equipment for one shift
7. Clean again and record all problems and abnormalities
8. Implement corrective actions and document a new state
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
48Lean Six Sigma • Green BeltPwC
S3 – Sweep / ShineClean out from top to bottom
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
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49Lean Six Sigma • Green BeltPwC
S3 – Sweep / ShineInspect equipment
Problems are visible on cleanequipment
Dirty coversand indicates
problem
A visibleproblem is theproblem you
can solve
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
50Lean Six Sigma • Green BeltPwC
S3 – Sweep / ShineInspection – link between 5S and TPM
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
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51Lean Six Sigma • Green BeltPwC
S3 – Sweep / ShineLubrication – another link between 5S and TPM
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
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52Lean Six Sigma • Green BeltPwC
S3 – Sweep / ShineRepair early
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
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53Lean Six Sigma • Green BeltPwC
S4 – StandardizeEnable “Standard Operations” to work
1
OpDailyDailyDailyDailyDaily5Clean area and empty bag as necessary.
Clean and dust bag not over filled.
Visual & Manual
Dust collector3
2
2
5
Time
OpDailyDailyDailyDailyDailySweep, tidy up, find or replace if missing.
Spill kit complete and orderly.
Visual & Manual
Spill kit4
OpDailyDailyDailyDailyDailyStraighten and position. Dispose of packaging.
Orderly and correctly positioned.
Visual & Manual
Cores & Resin
2
OpDailyDailyDailyDailyDailySweep and Clear UpIs free from, litter, scrap and dust.
Visual & Manual
Floor1
RespFriThuWedTueMonActionCriteriaMethodItemNo
OpDailyDailyDailyDailyDaily5Clean area and empty bag as necessary.
Clean and dust bag not over filled.
Visual & Manual
Dust collector3
2
2
5
Time
OpDailyDailyDailyDailyDailySweep, tidy up, find or replace if missing.
Spill kit complete and orderly.
Visual & Manual
Spill kit4
OpDailyDailyDailyDailyDailyStraighten and position. Dispose of packaging.
Orderly and correctly positioned.
Visual & Manual
Cores & Resin
2
OpDailyDailyDailyDailyDailySweep and Clear UpIs free from, litter, scrap and dust.
Visual & Manual
Floor1
RespFriThuWedTueMonActionCriteriaMethodItemNo
4
Location: B4 D/S Dust CollectorArea Owner: Issue date: 12 July, 2006
5S Area StandardLocation: B4 D/S Dust CollectorArea Owner: Issue date: 12 July, 2006
5S Area Standard
2
3
2
2
2
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
54Lean Six Sigma • Green BeltPwC
S4 – StandardizeEnable “Standard Operations” to work
Tools
Visual explanation
Quality inspection
instructions Instructions for safety
5s instructions
Protection
Common mistakes
Maintenance instructions
Text explanation
Who created, checked and approved it
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
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55Lean Six Sigma • Green BeltPwCPwC
S5 – SustainRegular evaluation and scoring
Ø Identify what should be monitored and control itØ Implement control tools:
Stock taking (quantity, locations)
Photos Check lists Audits
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
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56Lean Six Sigma • Green BeltPwC
S5 – SustainRegular evaluation and scoring
Ø Training (material) for your staff
Ø Boards
o Evaluation / Scoringo Pics wrong / righto Benefits
Ø Posters in workplace
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
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57Lean Six Sigma • Green BeltPwCPwC
5S in computersDecluttering your computer
How many messages are in youremail inbox now?
How many of them are clutter?
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
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58Lean Six Sigma • Green BeltPwCPwC
5S in computersDecluttering your computer
Is your computer cloggedwith old files you don‘tneed anymore?
Can you find all the files / emails you do need?
Do you have a system to backup all your files?
Don‘t forget all yourphotos ! :-D
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
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59Lean Six Sigma • Green BeltPwCPwC
5S in computersDecluttering your computer
How much time do you spend on-line?How much of that time is productive?
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
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60Lean Six Sigma • Green BeltPwCPwC
Key Message5S
o Without good practice of 5S, it is unlikely that all other elements of the “lean" system will be retained.
o The most important and difficult is the last 5th S. Make audits, motivate people, try to change their inappropriate attitudes and behavior.
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
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61Lean Six Sigma • Green BeltPwC
August 2013Lean Six Sigma • Black Belt Training Week 2PwC
Improvement tools
Zero defects
62Lean Six Sigma • Green BeltPwC
What are reasons for errors?
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
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63Lean Six Sigma • Green BeltPwC
What is Error Proofing?
„Poka-Yoke“ (in Japanese)• Using process or design features to prevent errors ortheir negative impact• Inexpensive• Very effective• Based on simplicity and
ingenuity
Typical benefitsü Defect reduction by 70-90%ü Productivity increase by 30-
60%ü 75% less injuriesü Significant cost reductiono reduced reworko reduced scrapo reduced waranty costo reduced inspection cost
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
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64Lean Six Sigma • Green BeltPwC
Correcting cost vs. benefits of poka-yoke
1 – 10 – 100 RuleAs a product or servicemoves through thesystem, the cost ofcorrecting an errormultiplies by 10.At:order entry 1 $billing 10 $customer 100 $
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
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65Lean Six Sigma • Green BeltPwC
Levels of error proofing
1. Prevention◦ make it impossible
to make an error◦ make it difficult to
make an error2. Detection
◦ make it obvious anerror has occured
3. No impact◦ make only „no
impact“ error
Two types of Poka-Yoke
Improve Identify potentialsolutions
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Deploy and execute solutions
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66Lean Six Sigma • Green BeltPwC
Error proofing solutions- Process barriers
Contact (form, size) Calculation Sequence control
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
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67Lean Six Sigma • Green BeltPwC
Error proofing example- Impossible to make an error
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
68Lean Six Sigma • Green BeltPwC
Error proofing example- Impossible to make an error
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
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69Lean Six Sigma • Green BeltPwC
Error proofing example- Difficult to make an error
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
70Lean Six Sigma • Green BeltPwC
Error proofing example- Difficult to make an error
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
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71Lean Six Sigma • Green BeltPwC
Error example- „No impact“ error
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
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72Lean Six Sigma • Green BeltPwC
Error proofing example- Industry 4.0
Assisted assembly Controlled assembly
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
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73Lean Six Sigma • Green BeltPwCPwC
Key MessageZero Defects
o Errors / defects are evidence of poor process design, low technology capability, or environmental problem. The problem is not people.
o Quality shan’t be checked, but produced. Implement error proofing solutions and eliminate the need to inspect a quality.
o The benefits of poka-yoke solution many times exceed its cost.
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
Lean Six Sigma • Green BeltPwC
74
August 2013Lean Six Sigma • Black Belt Training Week 2PwC
Improvement tools
Problem Solving
23.11.17
38
Lean Six Sigma • Green BeltPwC
75
A3 thinking
Purpose of A3:§ Problem solving
system (8D, PDCA, DMAIC)
§ Learningstandardizedmethod
§ Developing CI culture
§ Mean ofcommunication and documentation
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
Lean Six Sigma • Green BeltPwC
76
Types of A3 charts- A3 Project chart
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
23.11.17
39
Lean Six Sigma • Green BeltPwC
77
Types of A3 charts- A3 Problem Solving
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
Lean Six Sigma • Green BeltPwC
78
Types of A3 charts- A3 DMAIC report
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
23.11.17
40
Lean Six Sigma • Green BeltPwC
79
Key MessageA3 thinking
o Use anywhere it is possible, because it's a great helper and guide:o to solve a problemo to plan a projecto to develop and learn a continuous improvement
o Just pencil and blank forms in your block and you can use it anytime, anywhere
o By using when working with colleagues, you will teach them structured thinking
Improve Identify potentialsolutions
Select rightimprovementsolution
Test and validate optimal solutions
Develop a changemanagement approach
Deploy and execute solutions
1 2 3 4 5
80Lean Six Sigma • Green BeltPwCPwC
Contact
Roman BauerExperience the joy of work
Lean Manager, Consultant, Trainer
E: [email protected]: (+420) 602 154 168