1. An Introduction to Lean Six Sigma
What gets measured gets done……
But not always in the way we want

2. Process Improvement
Initial problem perception
Clarify problem
Locate point of cause
Root cause analysis
Design solutions
Test to see if worked
Standardize

3. What are Lean and Six Sigma?
A statistical measurement
A measure of quality
A goal
A methodology
A quality improvement initiative
A management philosophy focused on customer satisfaction
A strategy for organizational transformation

4. Lean Six Sigma Process Improvement
Lean Six Sigma Seeks to improve the quality of manufacturing and business process by:
identifying and removing the causes of defects (errors) and variation.
Identifying and removing sources of waste within the process
Focusing on outputs that are critical to customers
Define
Measure
Analyze
Improve
Control

5. Lean Six Sigma Process Improvement
LSS is a management philosophy that seeks to drive a quality culture change through a multi-level based program
Level
Training
Green Belt
LSS Methodology and basic tool set
Black Belt
Green Belt content plus advanced data analysis
Master Black Belt
Black belt content plus program management, leadership skills, some advanced tools

6. Lean Six Sigma Timeline
Deming
14 Points
7 Deadly Diseases
Guinness Brewery
Shewhart Introduces SPC
1900
1930
1950
Transition effect for timeline, slide 1
(Basic)
Tip: This transition works well for graphics that horizontally span more than one slide.
To reproduce the shape effects on this slide, do the following:
On the Home tab, in the Slides group, click Layout, and then click Blank.
On the Home tab, in the Drawing group, click Shapes, and then under Block Arrows click Chevron (second row, eighth option from the left). On the slide, drag to draw a long, horizontal chevron shape.
Select the chevron. Under Drawing Tools, on the Format tab, in the Size group, do the following:
In the Shape Height box, enter 0.7”.
In the Shape Width box, enter 9.48”.
Drag the chevron until the right end is beyond the right edge of the slide, and the left end of the chevron is approximately one inch to the right of the left edge of the slide.
Select the chevron. Under Drawing Tools, on the Format tab, in the Shape Styles group, click the arrow next to Shape Fill, point to Gradient, and then click More Gradients. In the Format Shape dialog box, click Fill in the left pane, select Gradient fill in the Fill pane, and then do the following:
In the Type list, select Linear.
Click the button next to Direction, and then click Linear Up (second row, second option from the left).
Under Gradient stops, click Add or Remove until a total of four gradient stops appear in the drop-down list.
Also under Gradient stops, customize the gradient stops as follows:
Select Stop 1 from the list, and then do the following:
In the Stop position box, enter 0%.
Click the button next to Color, and then under Theme Colors click White, Background 1 (first row, first option from the left)
Select Stop 2 from the list, and then do the following:
In the Stop position box, enter 36%.
Click the button next to Color, click More Colors, and then in the Colors dialog box, on the Custom tab, enter values for Red: 213, Green: 219, Blue: 221.
Select Stop 3 from the list, and then do the following:
In the Stop position box, enter 73%.
Click the button next to Color, click More Colors, and then in the Colors dialog box, on the Custom tab, enter values for Red: 178, Green: 190, Blue: 194.
Select Stop 4 from the list, and then do the following:
In the Stop position box, enter 100%.
Also in the Format Shape dialog box, click Line Color in the left pane, and then select No line in the Line Color pane.
Also in the Format Shape dialog box, click Shadow in the left pane, and then do the following in the Shadow pane:
Click the button next to Presets, and then under Outer click Offset Bottom (first row, second option from the left).
In the Transparency box, enter 60%.
In the Size box, enter 100%.
In the Blur box, enter 4 pt.
In the Angle box, enter 90°.
In the Distance box, enter 3 pt.
Also in the Format Shape dialog box, click 3-D Format in the left pane. In the 3-D Format pane, under Bevel, click the button next to Top, and then under Bevel click Circle (first row, first option from the left). Next to Top, in the Width box, enter 4 pt, and in the Height box, enter 4 pt.
On the Insert tab, in the Text group, click Text Box, and then on the slide, drag to draw the text box.
Enter text in the text box, select the text, and then on the Home tab, in the Font group, select Gill Sans MT Condensed from the Font list, enter 26 in the Font Size box, click Bold, click the arrow next to Font Color, and then under Theme Colors click White, Background 1, Darker 50% (sixth row, first option from the left).
On the Home tab, in the Paragraph group, click Center to center the text in the text box.
Select the text box. On the Home tab, in the Clipboard group, click the arrow under Paste, and then click Duplicate. Repeat this process to create a total of three text boxes.
Click in each of the two duplicate text boxes, and then edit the text.
Drag the text boxes onto the chevron shape to form a row.
Press CTRL+A to select all the objects on the slide. On the Home tab, in the Drawing group, click Arrange, point to Align, and then do the following:
Click Align to Slide.
Click Align Middle.
Press and hold SHIFT, and then select all three text boxes. On the Home tab, in the Drawing group, click Arrange, point to Align, and then do the following:
Click Distribute Horizontally.
To reproduce the animation effects on this slide, do the following:
On the Animations tab, in the Transition to This Slide group, click More, and then under Push and Cover click Push Left.
On the Animations tab, in the Transitions to This Slide group, in the Transition Speed list, select Slow.
Ford Assembly Line
Gilbreth, Inc.
Management Theory
Industrial Engineering
Toyota Production System
LEAN

7. Lean Six Sigma Timeline
Motorola Introduces Six Sigma
AlliedSIgnal GE Adapt LSS to Business Processes
SPC
TQM
Lean Six Sigma
1980
1990
2000
Just – in–Time
Lean Mfg.
Transition effect for timeline, slide 3
(Basic)
Tip: This transition works well for graphics that horizontally span more than one slide.
To reproduce the shape effects on this slide, do the following:
On the Home tab, in the Slides group, click Layout, and then click Blank.
On the Home tab, in the Drawing group, click Shapes, and then under Block Arrows, click Chevron (second row, eighth option from the left). On the slide, drag to draw a long, horizontal chevron shape.
Select the chevron. Under Drawing Tools, on the Format tab, in the Size group, do the following:
In the Shape Height box, enter 0.7”.
In the Shape Width box, enter 9.48”.
Drag the chevron so that the left end is beyond the left edge of the slide, and the right end is approximately one inch left of the right edge of the slide.
Select the chevron. Under Drawing Tools, on the Format tab, in the Shape Styles group, click the arrow next to Shape Fill, click Gradient, and then click More Gradients. In the Format Shape dialog box, click Fill in the left pane, select Gradient fill in the Fill pane, and then do the following:
In the Type list, select Linear.
Click the button next to Direction, and then click Linear Up (second row, second option from the left).
Under Gradient stops, click Add or Remove until a total of four gradient stops appear in the drop-down list.
Also under Gradient stops, customize the gradient stops as follows:
Select Stop 1 from the list, and then do the following:
In the Stop position box, enter 0%.
Click the button next to Color, and then under Theme Colors click White, Background 1 (first row, first option from the left).
Select Stop 2 from the list, and then do the following:
In the Stop position box, enter 36%.
Click the button next to Color, click More Colors, and then in the Colors dialog box, on the Custom tab, enter values for Red: 213, Green: 219, Blue: 221.
Select Stop 3 from the list, and then do the following:
In the Stop position box, enter 73%.
Click the button next to Color, click More Colors, and then in the Colors dialog box, on the Custom tab, enter values for Red: 178, Green: 190, Blue: 194.
Select Stop 4 from the list, and then do the following:
In the Stop position box, enter 100%.
Also in the Format Shape dialog box, click Line Color in the left pane, and then select No line in the Line Color pane.
Also in the Format Shape dialog box, click Shadow in the left pane. In the Shadow pane, click the button next to Presets, under Outer click Offset Bottom (first row, second option from the left), and then do the following:
In the Transparency box, enter 60%.
In the Size box, enter 100%.
In the Blur box, enter 4 pt.
In the Angle box, enter 90°.
In the Distance box, enter 3 pt.
Also in the Format Shape dialog box, click 3-D Format in the left pane. In the 3-D Format pane, under Bevel, click the button next to Top, and then under Bevel click Circle (first row, first option from the left). Next to Top, in the Width box, enter 4 pt, and in the Height box, enter 4 pt.
On the Insert tab, in the Text group, click Text Box, and then on the slide, drag to draw the text box.
Enter text in the text box, select the text, and then on the Home tab, in the Font group, select Gill Sans MT Cond from the Font list, enter 26 in the Font Size box, click Bold, click the arrow next to Font Color, and then under Theme Colors click White, Background 1, Darker 50% (sixth row, first option from the left).
On the Home tab, in the Paragraph group, click Center to center the text in the text box.
Select the text box. On the Home tab, in the Clipboard group, click the arrow under Paste, and then click Duplicate. Repeat this process to create a total of three text boxes.
Click in each of the two duplicate text boxes, and then edit the text.
Drag the text boxes onto the chevron shape to form a row.
Press CTRL+A to select all the objects on the slide. On the Home tab, in the Drawing group, click Arrange, point to Align, and then do the following:
Click Align to Slide.
Click Align Middle.
Press and hold SHIFT, and then select all three text boxes. On the Home tab, in the Drawing group, click Arrange, point to Align, and then do the following:
Click Distribute Horizontally.
To reproduce the animation effects on this slide, do the following:
On the Animations tab, in the Transition to This Slide group, click More, and then under Push and Cover click Push Left.
On the Animations tab, in the Transitions to This Slide group, in the Transition Speed list, select Slow.
LEAN

8. Lean Six Sigma Timeline
2000
2013
Transition effect for timeline, slide 3
(Basic)
Tip: This transition works well for graphics that horizontally span more than one slide.
To reproduce the shape effects on this slide, do the following:
On the Home tab, in the Slides group, click Layout, and then click Blank.
On the Home tab, in the Drawing group, click Shapes, and then under Block Arrows, click Chevron (second row, eighth option from the left). On the slide, drag to draw a long, horizontal chevron shape.
Select the chevron. Under Drawing Tools, on the Format tab, in the Size group, do the following:
In the Shape Height box, enter 0.7”.
In the Shape Width box, enter 9.48”.
Drag the chevron so that the left end is beyond the left edge of the slide, and the right end is approximately one inch left of the right edge of the slide.
Select the chevron. Under Drawing Tools, on the Format tab, in the Shape Styles group, click the arrow next to Shape Fill, click Gradient, and then click More Gradients. In the Format Shape dialog box, click Fill in the left pane, select Gradient fill in the Fill pane, and then do the following:
In the Type list, select Linear.
Click the button next to Direction, and then click Linear Up (second row, second option from the left).
Under Gradient stops, click Add or Remove until a total of four gradient stops appear in the drop-down list.
Also under Gradient stops, customize the gradient stops as follows:
Select Stop 1 from the list, and then do the following:
In the Stop position box, enter 0%.
Click the button next to Color, and then under Theme Colors click White, Background 1 (first row, first option from the left).
Select Stop 2 from the list, and then do the following:
In the Stop position box, enter 36%.
Click the button next to Color, click More Colors, and then in the Colors dialog box, on the Custom tab, enter values for Red: 213, Green: 219, Blue: 221.
Select Stop 3 from the list, and then do the following:
In the Stop position box, enter 73%.
Click the button next to Color, click More Colors, and then in the Colors dialog box, on the Custom tab, enter values for Red: 178, Green: 190, Blue: 194.
Select Stop 4 from the list, and then do the following:
In the Stop position box, enter 100%.
Also in the Format Shape dialog box, click Line Color in the left pane, and then select No line in the Line Color pane.
Also in the Format Shape dialog box, click Shadow in the left pane. In the Shadow pane, click the button next to Presets, under Outer click Offset Bottom (first row, second option from the left), and then do the following:
In the Transparency box, enter 60%.
In the Size box, enter 100%.
In the Blur box, enter 4 pt.
In the Angle box, enter 90°.
In the Distance box, enter 3 pt.
Also in the Format Shape dialog box, click 3-D Format in the left pane. In the 3-D Format pane, under Bevel, click the button next to Top, and then under Bevel click Circle (first row, first option from the left). Next to Top, in the Width box, enter 4 pt, and in the Height box, enter 4 pt.
On the Insert tab, in the Text group, click Text Box, and then on the slide, drag to draw the text box.
Enter text in the text box, select the text, and then on the Home tab, in the Font group, select Gill Sans MT Cond from the Font list, enter 26 in the Font Size box, click Bold, click the arrow next to Font Color, and then under Theme Colors click White, Background 1, Darker 50% (sixth row, first option from the left).
On the Home tab, in the Paragraph group, click Center to center the text in the text box.
Select the text box. On the Home tab, in the Clipboard group, click the arrow under Paste, and then click Duplicate. Repeat this process to create a total of three text boxes.
Click in each of the two duplicate text boxes, and then edit the text.
Drag the text boxes onto the chevron shape to form a row.
Press CTRL+A to select all the objects on the slide. On the Home tab, in the Drawing group, click Arrange, point to Align, and then do the following:
Click Align to Slide.
Click Align Middle.
Press and hold SHIFT, and then select all three text boxes. On the Home tab, in the Drawing group, click Arrange, point to Align, and then do the following:
Click Distribute Horizontally.
To reproduce the animation effects on this slide, do the following:
On the Animations tab, in the Transition to This Slide group, click More, and then under Push and Cover click Push Left.
On the Animations tab, in the Transitions to This Slide group, in the Transition Speed list, select Slow.
LEAN

9. Lean Six Sigma is … An Evolution!
Continuous Improvement can be traced to Taylor’s time studies
Toyota created Lean to achieve Henry Ford’s low cost with GM’s variety of product
Motorola initiated “six sigma” to meet the challenge of Japanese chip quality and cost
Deming, Baldrige and Shingo Prize’s are Descriptive of success
GE Prescribed the Six Sigma infrastructure of success connected to business strategy
Lean Six Sigma integrates Lean lead time and cost reduction with Six Sigma quality and sustaining infrastructure of success
Lean Six Sigma builds upon the evolution of Continuous Improvement (CPI) initiatives - based on continual learning and experience. LEAN SIX SIGMA IS NOT A NEW IDEA!
Henry Ford
Lead Time to transform iron ore to an automobile fell from 14 days to 31 hours eliminating most non value add cost
Price fell from $850 in 1908 to $345 in 1916!
Toyota’s Contribution - The Toyota Production System (TPS)
Goal - Henry Ford’s low cost and high quality with General Motors’ customer responsive variety.
Toyota achieved these goals by 1980

10. Lean vs. Six Sigma
Lean tends to be used for shorter, less complex problems. Often time driven. Focus is on eliminating wasteful steps and practices.
Six Sigma is a bigger more analytical approach – often quality driven – it tends to have a statistical approach. – reduce defects.
Some argue Lean moves the mean, SixSigma moves the variance.
Waste elimination eliminates an opportunity to make a defect
Less rework means faster cycle times
Six Sigma training might be specialized to the “quality” department, but everyone in the organization should be trained in Lean

11. The Voice of the Process is independent of the Voice of the Customer
VOC vs. VOP
Sigma
Capability
Defects per Million Opportunities
% Yield 2
308,537
69.15% 3
66,807
93.32% 4
6,210
99.38% 5
233
99.98% 6
3.4 %
Voice of Customer
Voice of Process
The Voice of the Process is independent of the Voice of the Customer

12. What’s good enough? 99% Good (3.8 Sigma) 99.99966% Good (6 Sigma)
20,000 lost articles of mail per hour (based on 2,000,000/hr)
7 articles lost per hour
Unsafe drinking water for almost 15 minutes each day
1 unsafe minute every 7 months
5,000 incorrect surgical operations per week
1.7 incorrect operations per week
2 short or long landings daily at an airport with 200 flights/day
1 short or long landing every 5 years
2,000,000 wrong drug prescriptions each year
680 wrong prescriptions per year
No electricity for almost 7 hours each month
1 hour without electricity every 34 years

13. Goals of Lean Six Sigma Prevent Defects by Reducing Variation
LSL
USL
LSL
USL
Defects
Defects
Defects
Customer Target
Customer Target
Prevent Defects by Reducing Variation
Prevent Defects by Centering Process
LSL
USL
Customer Target
Meet Customer Requirements

14. Background on Lean Lean comes out of the industrial engineering world
Taiichi Ohno – Toyota Production System.
1940s-1950s company was on verge of bankruptcy
Dynamics of industry were changing – moving from mass production to more flexible, shorter, varied batch runs (people wanted more colors, different features, more models, etc).
Ohno was inspired by 3 observations on a trip to America
Henry Ford’s assembly line inspired the principle of flow (keep products moving because no value is added while it is sitting still)
The Indy 500 – Rapid Changeover
The American Grocery Store – led to the Pull system – material use signals when and how stock needs to be replenished

15. What is Lean? Lean Enterprise Institute:
“Lean is a set of concepts, principles and tools used to create and deliver the most value from the customers’ perspective while consuming the fewest resources and fully utilizing the knowledge and skills of the people performing the work”

16. What is Lean? Taiichi Ohno:
“all we are doing is looking at the timeline from the moment a customer gives us an order to the point when we collect the cash. And we are reducing that timeline by removing the non-value-added wastes”
It is about eliminating waste and showing respect for people

17. Lean Thinking Lean is about making the right work easier to do
Work is designed as a series of ongoing experiments that immediately reveal problems
Problems are addressed immediately through rapid experimentation
Solutions are disseminated adaptively through collaborative experimentation
People at all levels of the organization are taught to become experimentalists

18. Path To Lean Theory Waste is Deadly Application
Define Value – act on what is important to the customer
Identify Value Stream – understand what steps in the process add value and which don’t
Make it flow – keep the work moving at all times and eliminate waste that creates delay
Let customer pull -- Avoid making more or ordering more inputs for customer demand you don’t have
Pursue perfection -- there is no optimum level of performance
Focus
Flow Focused
Assumptions
Non-Value added steps exist
Results
Reduced cycle time

19. Waste Defined Wastes Healthcare Examples Transport Inventory Motion
Moving patients from room to room
Poor workplace layouts, for patient services
Moving equipment in and out of procedure room or operating room
Inventory
Overstocked medications on units/floors or in pharmacy
Physician orders building up to be entered
Unnecessary instruments contained in operating kits
Motion
Leaving patient rooms to:
Get supplies or record
Documents care provided
Large reach/walk distance to complete a process step
Waiting
Idle equipment/people
Early admissions for procedures later in the day
Waiting for internal transport between departments
Over-Production
Multiple signature requirements
Extra copies of forms
Multiple information systems entries
Printing hard copy of report when digital is sufficient
Over-Processing
Asking the patient the same questions multiple times
Unnecessary carbon copying
Batch printing patient labels
Defects
Hospital-acquired illness
Wrong-site surgeries
Medication errors
Dealing with service complaints
Illegible, handwritten information
Collection of incorrect patient information
Skills
Not using people’s mental, creative, and physical abilities
Staff not involved in redesigning processes in their workplace
Nurses and Doctors spending time locating equipment and supplies
Staff rework due to system failures

20. Applying Lean in Real Life
Toast Kaizan
3:28 – Current Condition
20:10 – Target Condition

21. Goals: Safety, Quality, Time, Cost, Morale
The Lean House
Goals: Safety, Quality, Time, Cost, Morale
Flow
Quality
Prevent Delays
Value Stream Focus
Pull Systems
Right care, right place, right time
Identify root Cause
Prevent errors at the source
Involve employees
Avoid blame
Developing People
Heijunka Standardized Work Kaizen
(level loading (employee empowerment) (Continuous Improvement)

22. Lean Foundations
Standardized Work – people should analyze their work and define the way that best meets the needs of all stakeholders.
“The current one best way to safely complete an activity with the proper outcome and the highest quality, using the fewest possible resources”
Standardized not Identical – mindless conformity and the thoughtful setting of standards should not be confused
Written by those who do the work.

23. Lean Foundations
Heijunka -- Level loading – smoothing the workflow and patient flow throughout the hospital.
Kaizen – continuous improvement
Employee Empowerment
Andon Cord
Jidoka – problems are fixed at the source instead of being passed along and fixed at the end
“Suggestion Box”

24. Lead Time and Value Added

25. Types of Work Value Added Work Non-Valued Added Work
Activities that transform materials or information into something that the customer cares about
Non-Valued Added Work
Necessary
Room changeover
Testing
Administration?
Unnecessary (pure waste)
Re-testing
Waiting for a test
Walking

26. Value Stream Mapping A value stream map is a type of process map
But shows how long each step takes
As well as the wait time between each step
Current State VSM
Helps identify waste and opportunity for improvement
Future State Map
Target for where we want to be

27. Insurance Claim Processing
Compile
Folder
with
Docs
Receiving:
Open &
Array Docs
Verify
Claim
Calculate
Amount &
Address
Print,
Stuff &
Mail
Check
Policy Holder’s
Family
Insurance Co.
FIFO 2
Min 5 10 1
P/T =
L/T =
# inputs =
Reliability =
%C&A =
# ops =
L/T =
% rejects =
% rework =
% errors = 7
Days 28 19
mail
manual
finan
Process Box
Work Priority
Technology
Used
Process Data
Box
System Metric

29. Swim Lane
Processes and decisions are grouped visually by placing them in lanes.
Parallel lines divide the chart into lanes, with one lane for each person, group or subprocess.
Arrows between the lanes represent how information or material is passed between the subprocesses.

31. Spaghetti Diagram
A spaghetti diagram is a visual representation using a continuous flow line tracing the path of an item or activity through a process. 
Decide what you are going to observe eg product, staff or patient flow.
Draw the layout of the area and then draw lines on the diagram to represent the main flows of the staff member or patient.
By analyzing the lines, you can identify any areas with unnecessary movement. This helps staff decide whether to bring two points closer together and optimizes the flow.

34. Lean Methods Kaizen Events (or SCORE events)
Planned and structured process that enables a small group of people to improve some aspect of their business in a quick, focused manner.
Select
Clarify
Organize
Run
Evaluate
5S – this methodology reduces waste through improved workplace organization and visual management
Sort, Store, Shine, Standardize and Sustain
Kanban – a Japanese term that can be translated as “signal,” “card,” or “sign.”
Most often a physical signal (paper card of plastic bin), that indicates when it is time to order more, from whom, and in what quantity.

35. 5S and the Visual Healthcare Workplace
Sort
Get rid of unneeded items
Straighten
Organize and label the location for items that are needed in the area
Shine
Clean the workspace
Equipment clean and prepped for use
Standardize
Develop cleaning methods and cleanliness standards to maintain the first 3 S’s
Sustain
Review the workplace regularly. Make it a habit

37. Lean Daily Management
The LDM process promotes employee ownership of their operational performance
Creates a no-fault culture
Reinforces continual improvement efforts.
Physicians often respond well to its transparent, data-oriented nature.

38. Lean Daily Management
Each day, a team (composed of all operational stakeholders) gathers for a 5-minute discussion to review a dashboard
four categories: safety, quality, cost, and efficiency.
To help focus and prioritize its improvement efforts, the team should place only one metric in each category.

39. The Glass Wall

40. The Glass Wall

41. The Glass Wall

42. Departmental Boards

43. Departmental Boards

44. Departmental Boards

45. Departmental Boards

46. Departmental Boards

47. London 2015???

48. Errors per Worked Hour by Month
Special Causes in March 2012, and July-Sept 2012

49. Correcting the “Bad Apples”
Error rate falls from to

50. When we “changed the process”
When we changed the process, rate fell to .0049

51. Sample Sizes

52. Six Sigma Overview Variation is the enemy
Diligent attention to managing, improving, and reinventing business processes
Disciplined use of facts, data, and statistical analysis
A close understanding of both internal and external customer needs
Standard deviation (σ) is used to measure the amount of process variation
As sigma gets larger, process variation increases
Variation is the enemy

53. Six Sigma is a Quality Measure and a Goal

54. Six Sigma as a Methodology
Underlying methodology called DMAIC
Empowerment of trained professionals
Formal project charters set the scope and objectives
Various basic quality tools and statistical tools applied during project
Project champion/sponsor both approve project tollgates

55. Lean & Six Sigma are Synergistic
Lean Focus on Waste Elimination supports Six Sigma Quality
(waste elimination eliminates an opportunity to make a defect)
Six Sigma
Goal: Improve process performance in relation to what is critical to the customer
Focus: Bias for analysis
Method: Uses the DMAIC method and quality tools
Deployment: Explicit Infrastructure
Customer Satisfaction
Lean
Goal: Improve process performance through waste elimination & cycle time reduction
Focus: Bias for action
Method: Implement Lean tools such as Kaizen events, Value Stream Mapping, 5S, TPM etc.
Deployment: Implicit infrastructure
Speed, Flow, Cost
Lean and Six Sigma could be used in isolation, but there is a synergy that is created when tools from each methodology are used together and concentrated on a project
Lean is primarily focused on reducing waste- speed
Six sigma is focused on reducing variation- improving quality.
When used together, waste elimination decreases an opportunity to make a defect
Six Sigma Quality supports Lean Speed
(less rework means faster cycle times)

56. What Tool do I use? Complexity of Complexity of 6σ Variation Reduction
Issue 6σ
Variation Reduction
Lean
Waste and Flow Issues
Simple Problems

57. What Makes a Good Six Sigma Project?
There is no known solution
The root cause is not known
The problem is complex and needs statistical analysis
The problem is part of a process
The process is repeatable
A defect can be defined
Project will take 3-6 months
There are data available

58. The DMAIC Methodology
Define – describe the problem quantifiably and the underlying process to determine how performance will be measured.
Measure – use measures or metrics to understand performance and the improvement opportunity.
Analyze – identify the true root cause(s) of the underlying problem.
Improve – identify and test the best improvements that address the root causes.
Control – identify sustainment strategies that ensure process performance maintains the improved state.

59. Define Define Scope of the Problem
Document the Process
Collect and Translate the Voice of the Customer
Determine Project Objective and Benefits
Define Metrics and Defects
Establish Preliminary Baseline
Develop Problem & Objective Statements
Estimate Financial Benefit

60. Define (continued) Create Project Charter Focus here is on the problem
Confirm Improvement Methodology
Define Project Roles and Responsibilities
Identify Risks
Establish Timeline
Managerial Buy-in
Focus here is on the problem

61. Measure Measure what is measurable, and make measurable what is not so” – Galileo
Define “As Is” process
Value stream map/process flow diagram
Validate Measurement System for Outputs
Don’t assume your measurements are accurate – measuring system must accurately tell what is happening
Quantify Process Performance
Collect data (Y’s)
Examine process stability/capability analysis

62. “Before”

63. “Before”

64. Analyze Identify Potential Causes (X’s)
Investigate Significance of X’s
Collect data on x’s
Graphical/Quantitative analysis
Pareto Chart
Fishbone Diagram (cause and effect)
Chi Square Test
Regression Analysis
Failure Mode Effects Analysis
Identify Significant Causes to focus on (y=f(X))
Evaluate the impact of x’s on y
Here you identify the critical factors of a “good” output and the root causes of defects or “bad” output.

65. Fishbone (Cause and Effect) Diagram
Verify the potential root causes using data and remember that it’s not enough to simply note that the root causes exist where the problem occurs, you must also verify that the root cause doesn’t exist where the problem doesn’t exist.
Keep in mind that graphical displays and statistical comparisons can help you understand the relationship between the variables (X’s and Y’s), however they cannot be used to infer causality.

66. Cause and Effect Matrix (Root Cause Analysis)

67. Improve Generate Potential Solutions Select & Test Solution
Develop Implementation Plan

68. Control Create Control & Monitoring Plan Implement Full Scale Solution
Mistake proof the process
Determine the x’s to control and methods
Determine Y’s to monitor
Implement Full Scale Solution
Revise/develop process
Implement and evaluate solution
Finalize Transition
Develop transition plan
Handoff process to owner

69. “After”