welcome!!!!! dmaic in a day kate isaacsen. agenda change management damic familiarization oee single...
TRANSCRIPT
WELCOME!!!!!DMAIC in a Day
Kate Isaacsen
Agenda
• Change Management
• DAMIC familiarization
• OEE
• Single Piece Flow
• Practical Tools
• Q & A
Change Management
Change Management
• IT’S TOUGH TO CHANGE!!!
• Invasion Of Privacy
• A Little Change Is Fun
• A Little More Is Stressful
• Too Much And They Give Up
Shocking lessons• #1: Most people do not think in terms of processes.
They would rather think in terms of isolated events.
• #2: When convinced of the value of thinking in terms of processes, most people still don’t think in terms of processes.
• #3:The word “process” generates fear and resistance.
Change Management
Change Management
• Increased understanding decreased confusion
• Increased commitment decreased resistance
• Increased capability decreased fear of failure
DMAIC Familiarization
DAMIC
• Define
• Measure
• Analyze
• Improve
• Control
Step ToolsInitiate the Project
•Project Charter
Create the Team•GRPI•ARMI•Stakeholder Analysis
Scope the Project•SIPOC•In/Out of the Box
Plan and Manage the Project
•Gantt Chart•Communication Plan•Elevator Speech
Validate the Project Focus•VOC Plan•Affinity Diagram•CTQ Tree•Kano Analysis
Define Y, Defect, Unit, and Opportunity
•DPU/DPMO•Project Charter
Define
Step ToolsUnderstand the Process
•Process Maps•Value Stream Map
Identify Potential X’s•Cause and Effect Diagram•FMEA (Failure Mode Effects Analysis)•5 Why Thinking•XY Matrix
Determine How to Collect the Data
•Defect Definition•Data Collection Plan•Data Collection Forms
Validate the Measurement System
•Measurement System Assessment
Collect the Data
Determine Process Stability•Control Charts•Special Cause / Common Cause Variation
Calculate Baseline Process Sigma
•Sigma Calculator•Sigma Table
Measure
AnalyzeStep •Tools
Identify Probable X’s •Process Map•FMEA•XY Matrix•C & E Diagram•Stratification Graphs)
Test Hypothesis •Hypothesis Testing (Parametric and Non-Parametric (Chi-square, ANOVA, Regression)•Additional Data Collection
ImproveStep Tools
Generate and Assess Solutions
•Solution Prioritization Matrix• Cost-Benefit Analysis• FMEA (re-visited)
Implement Lean Principles•5S•Spaghetti Diagrams•Value Stream Map•Waste (MUDA)
Plan and Implement Improvements
•FMEA• Piloting • Sigma Level Calculations• Implementation Plan
Prepare for Control •MSA (re-visited)•Process Map•Capability Analysis
ControlStep Tools
Establish a Process Control Plan
•Process Maps•Control Plan
Standardize and Document•Final Process Documentation•SOP’s
Monitor, Evaluate and Close
•Control Charts•Recalculating Process Sigma
OPE/OAE/OEE
Overall Process Effectiveness NumberOPE = %Availability X %Performance X % QualityAvailability = Time the process is working correctlyPerformance = Rate at which the process is performedQuality = How well the process meets specifications
Overall Activity Effectiveness NumberOAE = %Availability X %Performance X % QualityAvailability = Time the activity is working correctlyPerformance = Rate at which the activity is performQuality = How well activity meets specifications OEE = %Availability X %Performance X % Quality
Operational Equipment Effectiveness NumberAvailability = Time the equipment is working correctlyPerformance = Rate at which equipment is operatingQuality = How well equipment meets specifications
OPE/OAE/OEE
OEE Benchmark is Equipment Specific
Availability Rate
Operational Equipment Effectiveness = Availability * Performance * Quality
OEE = 95% * 95% * 95% = 85%
Performance Rate
Quality Rate
Max Time Available = 24 hr * 7 days/wk = 168 hrs/wk
Total Time Available as Scheduled => Could be 168 hrsUnscheduled
Time
Operational Availability = Gross
Operating Time = Labor Utilization
Unplanned
Downtime
Planned
Downtime
Breaks
Lunch
Weekends
Holidays
Net Operating Time = Performance Rate
= Performance Against Standards
Speed Losses
Inefficiency
Learning
Quality Operating Time =
First Pass Yield/Other Yield
Defect Losses
Scrap/Rework
OEE %
Operational Asset
Utilization
Business Decision
= Cost Impact
OPE/OAE/OEE
Single Piece Flow
When items are produced and moved from one processing step to the next, one-at-a-time, without
stoppages, scrap, or backflow
Consistent flow rate Drumbeat: regular, linear, even capacity utilization Synchronized with the customer
Quest Diagnostics Confidential & Proprietary
Single Piece Flow
Practical Exercises
• Round About
• Candy Cups
Charter
Define: Team Charter
• To reduce the distance traveled while processing Thin Preps and SurePaths by a minimum of 50%.
Start: When Thin Preps and SurePaths are delivered to Cytology Processing
Stop: When slides are placed on slide cart for further processing
Exclude: Conventional slides
• On a daily basis Cytology Processing handles an average of 1,560 specimens. The current workflow requires additional steps throughout the process. Eliminating redundant movement will maximize efficiency and throughput.
Business CaseScope
GoalProblem Statement
Cytology Processing Kaizen Event
All business units are challenged to improve overall productivity in specimen processing. This project is directly linked to the Blue Print objective of improving cost per requisition, possible FTE savings and increased revenue per day.
SIPOC
SIPOCSupplier Input Process Output Customer
PROCESS STEPS
PROCESS
STEP 1 STEP 2 STEP 3 STEP 4 STEP 5
Define: SIPOCSuppliers Inputs Process Outputs Customers
Start Stop
CytologyProcessing
HC requisitions
Specimen vials
Electronic demographics and test request
High level process
Patients
Drs Offices
Vendors
IT
Logistics
Accessioning
Slides ready for cytology reading
Requisitions ready for keying into Copath.
Ready for transport to Sendouts
Patients
Drs Offices
Insurance Companies
Cytologists
Billing
Client Services
lass lass Prep
specimensStain slides
Image specimenslass lass Gather Transport
To cytology
Cytology Processing Kaizen Event
Purpose– What do we do?– What is the purpose?– What is the outcome?
Outputs– What product do we make?– What are the outputs?– At what point are we done?
Customers– Who uses the products?– Who are the customers?
Inputs/Suppliers– Where does the information
or material you work on come from? Who are your suppliers?
– What do they supply?– How do our suppliers affect
what we do?– What effect do they have on
our job and on the outcome?
Process steps– What happens to each input?– What conversion activities
take place?
SIPOC
Stakeholder Analysis
Used for:
Identifying stakeholders and their position on a particular Six Sigma change initiative.
NamesStronglyAgainst
ModeratelyAgainst Neutral
ModeratelySupportive
StronglySupportive
Stakeholder Analysis for Change
People resist or support change for a variety of reasons
Stakeholder Analysis
Names StronglyAgainst (-2)
ModeratelyAgainst (-1) Neutral (0)
ModeratelySupportive (+1)
StronglySupportive (+2)
Change = reducing number of suppliersChange = reducing number of suppliers Change = reducing number of suppliersChange = reducing number of suppliers
• Who will care?• What commitment level now; minimum needed? Critical attention?• Who influences whom?
X
X
X
X
Solid Line = Critical To MoveDotted Line = Important But Not Urgent = Okay Where They Are
Ref. Physicians
File Clerks
IT Department
EquipmentVendors
Techs
CFO X
Stakeholder Analysis
A STAKEHOLDER IS ANY PERSON OR GROUP OF PEOPLE THAT IS:• Responsible for the final decision.• Likely to be affected, positively or negatively, by the outcomes you want.• In a position to assist or block achievement of the outcomes.• Has expertise or special resources that could substantially affect the quality of your end product/service.
I. STAKEHOLDER II. MAJOR CONCERNS/INTERESTS III. OUR STRATEGY
Stakeholder Analysis
FMEA
1. For each Process Step, list ways that it can vary or go wrong (Failure Modes)
2. Identify Effects associated with each Failure Mode3. List all Causes for each Failure Mode (These could be outputs
from a previous process step or additional inputs to this step). 4. List the Current Controls for each Cause5. Create Severity, Occurrence, and Detection rating scales6. Assign Severity, Occurrence and Detection ratings to each Cause7.Calculate the risk priority number for each potential Failure mode
scenario8. Determine recommended actions, with responsible parties
assigned and estimated date of completion, to reduce High RPNs - Estimate effect of Actions on RPN (SEV, OCC, DET).
9.Take appropriate actions and re-calculate all RPNs
FMEA
• Process Step/Function Process Step/Function - simple description of the process step or function being analyzed.
• Failure ModeFailure Mode - the manner in which a specific Process Step could potentially fail to meet process requirements or intent.
– It is a description of malfunction at the process step under consideration. – can be an Effect (Output) of a failure in a previous operation or – can be a Cause (Input) of a failure in a subsequent operation.
• Failure EffectFailure Effect - impact on the customer. – The effect is described in terms of what the customer might notice or experience
(outputs on process map).• CauseCause
– Sources of process variation that causes the Failure Mode to occur.– Causes are things that could be corrected or controlled (inputs on process
map). • Current ControlsCurrent Controls
– systematized methods/devices in place to prevent or detect Failure Modes or Causes (before causing effects).
FMEA
Process Step/Function
Potential Failure Mode Potential Failure EffectsSEV
Potential CausesOCC
Current ControlsDET
RPN
What is the process step/ function under investigation?
In what way could the process step/function potentially fail to meet process requirements or intent?
What is the impact on the Key Output Variables (Customer Requirements) or internal requirements?
How
Sev
ere
is t
he
effe
ct t
o th
e cu
stom
er? What are the causes of this
Failure Mode? Typical failure cause result from process inputs.
How
oft
en d
oes
caus
e or
FM
occ
ur? What are the existing controls
and procedures (inspection and test) that prevent the cause or the Failure Mode? Should include an SOP number.
How
wel
l can
you
de
tect
cau
se o
r F
M?
What can go wrong with the Input?
What is the Effect on the Outputs?
How Bad?
How Often?
How can this be found?
How well can we detect?
In what way could the process step fail to meet requirements?
What is the process step being analyzed?
FMEA
• The output of an FMEA is the Risk Priority NumberRisk Priority Number• The RPN is a calculated number based on
information you provide regarding – the potential failure modes, – the effects, and – the current ability of the process to detect the failures
before reaching the customer
• The severity of the effects x rating on how often it occurs * ability to detect
EffectsEffects CausesCauses ControlsControls
RPN = Severity X Occurrence X Detection
FMEA
Spaghetti Map
Spaghetti Map
Before After
An Illustration of a System’s InefficiencyAn Illustration of a System’s InefficiencyQuest Diagnostics Confidential & Proprietary
Spaghetti Map
Benefits of Spaghetti Charting
– Identifies Inefficiencies in Area/Plant Layout– Identifies Opportunities For Less Handling– Identifies Opportunities For Better Workforce
Communication– Identifies Resource Allocation Opportunities– Identifies Opportunities For Safety Improvements
Where is There Excessive or Unnecessary Movement?Where is There Excessive or Unnecessary Movement?
• Sketch or Obtain “Facility Layout, Map”
• “Become the Product”
– Walk the Process As if Your Where the Product (A Requisition,
Specimen Tube, etc.)
– Mark the Process Locations and Steps on the Layout
• Connect the Dots in Accordance With the Actual ‘Travel or
Walk Patterns’
• Calculate the Distance
Spaghetti Map
Value Add Analysis
Quest Diagnostics Confidential & Proprietary
Value Add Analysis
Seven Types of Waste:• Defects• Overproduction• Transport• Waiting• Inventory• Motion• Extra Processing
Quest Diagnostics Confidential & Proprietary
Value Add Analysis
Value Add Analyses
• Value Added • Non-Value Added
Control Plan
PROCESS CONTROL PLAN
9.0 Managing Customer Relationships Core Process: Implemented Process: Critical To Quality:
Notify Customer of Resolution in 48 hoursProject Goal::
Indicators
Measure ControlLimits
UCL=LCL=
UCL=LCL=
UCL=LCL=
UCL =LCL =
UCL=LCL=
Spec =
Spec =
Spec=
ProcessControlPlan.pp.
Timely Notification of Resolution.
Client Problem Resolution
T.Pate 12/04/01Page 2 of 2
Date: 12/03/01
If Indicators out of Control... Comments
Item to Review Frequency Responsible Party
Action Plan
X1= % Problems RequiringInvestigation
X2 =% Priority 1 vs Priority 2
X3= % CIR’sReceived Incomplete
X4= % CIR’s Rerouted to Another Dept
Y1 =% Customers Notified After 48 Hours
Y2 = % CIR’sclosed After 120 Hours
Y3 =% Customer Satisfied with Priority 1
X5 = Cycle Timefor Client Notification
# CIR vs Problem Tracking fromDatabase
• Sample of CIR’s (deptcode)•CIR Database
Sample of CIR’s
CIR Database
CIR Database
CIR Database
CIR Database
CIR Database
Monthly
•Daily•Monthly
Service Solutions Review Criteriafor CIR and giveFeedback toOriginators
•Daily
• Daily• Monthly
Bi-Weekly
Bi-Weekly
Bi-Weekly
Monthly
•OPS•Service Solutions
•OPS
• OPS•Service Solutions
Service Solution & Customer Satisfaction Team
Service Solution & CustomerSatisfaction Team
Service Solutions& Customer Satisfaction Team
Service Solutions& Customer Satisfaction Team
Review Criteriafor CIR and giveFeedback toOriginators
Investigate if X > 48 hrs and address drivers
Investigate if X > 3.5% andAddress drivers
Investigate ifX> 5% and address drivers
Review individualCIR’s as to reasonfor reroute. Address drivers
Investigate if Y < 97%.
Key Ys:
Key Xs:
MSEGauge R&R onCSR & ProblemRes. Group data input accuracy
Quarterly Functional Mgrw/ assistance ofGB/BB
PROCESS CONTROL PLAN
9.0 Managing Customer Relationships
Core Process: Implemented Process:
Process Flowchart
Critical To Quality:Notify Customer of Resolution in 48 hours
Project Goal::
Indicators
Measure
ProcessControlPlan.pp.
Timely Notification of Resolution.
Client Problem Resolution
Page 1 of 2
Date: 12/03/01
Client Service Solution Client Service Sales Other Depts
ARMI
ARMIKEY STAKEHOLDERS
DEFINE MEASURE ANALYZE IMPROVE CONTROLSample Stakeholder M M M M M
M – Member of team, with the authorities and boundaries of the charter.
I – Interested party; one who will need to be kept informed on direction and findings if later support is to be forthcoming.
PROJECT PHASE
ARMI Stakeholder TEMPLATE
A – Approval of team decisions outside their charter/authorities, e.g., sponsor, business leader.
R – Resource to the team; one whose expertise, skills, “clout” may be needed on an ad-hoc basis.
Process Maps
Process Maps
• There are many types of process maps. – Flow Chart– Functional Deployment Map– Value Stream Map– SOP– List of Steps
Agenda
• Change Management
• DAMIC familiarization
• OEE
• Single Piece Flow
• Practical Tools
• Q & A
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