Presentation on theme: "John Reynolds, Lean Six Sigma Master Black Belt APICS Associate Lean Enterprise Instructor"— Presentation transcript:
John Reynolds, Lean Six Sigma Master Black Belt APICS Associate Lean Enterprise Instructor
Increased department production levels. Faster handling of expedited orders. Made rework center more productive. Added more quality control personnel. Increased employee utilization. Improved speed of repairing broken equipment. So why aren’t we making any more money?
You have to go… ◦ Go to where the problem happens ◦ Go to “Gemba” You have to see… ◦ Visual systems ◦ Make problems visible You have to ask… ◦ Ask supervisors ◦ Ask employees ◦ Ask customers
Is it something your customer is willing to pay for? Is it done right the first time? Does it provide a fundamental change in the product? Non-Value Added Value Added 50% reduction in NVA.
Have you asked your customer(s)? ◦ Is this something that they care about? ◦ Will this project solve that exact problem? Have you gone to see the problem? ◦ Do you understand the problem? ◦ Do you think that this project will solve that problem?
Do you know the root cause? If not, can you find it? ◦ 5-why ◦ Cause Mapping ◦ Brainstorming, etc. Does it make fiscal sense? Do you have involvement from all levels of the organization?
Does this problem affect your company’s goals? ◦ Is it aligned with what your company wants to be and do? ◦ Will it directly impact the bottom line? ◦ Does it impact safety or environmental concerns? Does it have management support? ◦ Do they agree that this will help the company? ◦ Will they provide the resources needed?
Have you asked your employees? ◦ Do they agree that this is a problem? ◦ Do they agree that this project will solve this problem? Will this project add value to your customers? ◦ How? …and this needs to be from the customer’s perspective. ◦ Do you know what the customer considers to be value-added?
If this is your first attempt at a project… ◦ Is it the right size? Small enough to complete Large enough to be worthwhile Are you using data or anecdotes? Are you focused on eliminating waste? Are your people trained? ◦ Lean Culture ◦ Lean Tools
Long lead times Stockouts Considering moving this operation to another location.
$3 million per year in damaged product. Considering new support system that only costs $2 million.