DoD Lead Agent: Office of the Assistant Secretary of the Army (Installations and Environment) Department of Defense Voluntary Protection Programs Center of Excellence Operated by: Development, Validation, Implementation and Enhancement of a Voluntary Protection Programs Center of Excellence (VPP CX) Capability for Department of Defense (DoD) Lean / Six Sigma and VPP

2/26 Objectives After this training you will be able to: Describe Six Sigma and Lean approaches Identify the five steps of the Six Sigma Process Describe Lean 5S Understand how Lean / Six Sigma compliment VPP Discuss the role of Leadership in Lean / Six Sigma and VPP.

3/26 Lean and Six Sigma Six Sigma is a system of data driven statistical process control Lean focuses on process flow and eliminating waste Lean and Six Sigma compliment each other in a culture of continuous improvement.

Six Sigma

5/26 Six Sigma Six Sigma is a: – Goal where organizations should operate at less than 3.4 defects per million opportunities – Philosophy dedicated to reducing defects and variations in processes, products and services – Metric where communication is more effective by using the same standards throughout the organization.

6/26 Six Sigma Process There are five steps to the Six Sigma process: – Define Phase – Measure Phase – Analyze Phase – Improve Phase – Control Phase.

7/26 Six Sigma – Define Phase The Define Phase objective is to understand the requirement, goal(s) and current process. – Define the safety or health requirements and goal(s) – Define how the current process works.

8/26 Six Sigma – Measure Phase The Measure Phase objective is to assess current safety performance – Define incident, near misses, severity, potential hazard, etc. – Develop data collection system, gather incident information and measure baseline performance – Identify areas with most incidents or highest risk (i.e. the critical few).

9/26 Six Sigma – Analyze Phase The Analyze Phase objective is to determine which safety problems to solve in what order – Evaluate and prioritize work activities associated with incidents – Determine root causes and possible countermeasures – Identify and prioritize gaps in the current process.

10/26 Six Sigma – Improve Phase The Improve Phase objective is to identify and implement optimal change solutions – Evaluate and prioritize corrective / preventivemeasures – Eliminate incidents through process re-design and error proofing – Deploy effective corrective/ preventive measures.

11/26 Six Sigma – Control Phase The Control Phase objective is to sustain, enhance and improve process performance – Continuously evaluate and improve, using the Plan, Do, Check, Act (PDCA) Cycle.

12/26 Six Sigma & VPP

13/26 Mgmt Leadership & Employee Involvement Worksite Analysis Hazard Prevention & Control S&H Training Stage 1 Define management and labor commitment Define requirements, programs, systems, and procedures Define goals, objectives, and expectations Define data and trending requirements, workplace assessment systems, etc. Measure baseline conditions/performance Analyze current conditions Define hazards and control requirements Analyze and select control alternatives Define training needs, resources, and deployment methods, and initiate training activities Stage 2 Measure awareness, support, involvement, progress Analyze performance in achieving desired conditions Measure current conditions and performance and changes from baseline conditions / performance Analyze data and trends to determine where action is most needed Analyze commitment, involvement and performance levels versus desired state Analyze root causes and possible countermeasures Analyze and prioritize alternatives for hazard prevention and control Improve tools, procedures, training, materials, guards, training, inspections, data collection systems, etc. as indicated by worksite analyses Measure training attendance Stage 3 Continuously Analyze and Improve the S+H Management System. Control the system to ensure improvements are implemented as intended. Six Sigma Mapped to Stages & Elements of VPP

Lean

15/26 Lean Process Management Philosophy –Eliminate Wastes –Smooth and Efficient Work Flow The Original Seven Wastes Evolving Thoughts on Waste –Safety  “Unsafe work areas create lost work hours and costs.” –Skills  "It is only by capitalizing on employees' creativity that organizations can eliminate the other seven wastes and continuously improve their performance." Overproduction Overprocessing Defects Transportation Inventory Motion Waiting

16/26 Lean 5S Process Lean 5S originated in Japan in the 1960’s as a technique of good housekeeping and workplace organization. The 5 S’s are: –SORT = Go through everything – keep only what is needed –STORE = A place for everything – in a way that promotes good work flow –SHINE = Clean everything –STANDARDIZE = Make standards visually obvious – everyone does things the same way –SUSTAIN = Keep it that way.

17/26 4 APU Tool Box (One section for each APU type) Good Floor Examples of 5S Reduces trip hazards Less fatigue Fewer ergonomic incidents Improves production while avoiding safety and health incidents

18/26 Good Floor Examples of 5S Organization assists the self-inspection process.

19/26 Schedule of order entry personnel Faxes for personnel go here Standard location for pen, stamp, etc. Bins indicate time a fax order was received White board captures problems with delayed order processing Bins indicating delays in order processing - visually escalating problem orders Work space for current order processing only. Good Office Examples of 5S Ergonomic benefits Improve morale

Lean / Six Sigma and VPP

21/26 Keys to Lean / Six Sigma Success: –Management Commitment  Time and Resources  Clear Performance Goals  Visible Leadership. –Employee involvement –Training and Tools –Improvements Driven by Data –Systematic Processes –Plan-Do-Check-Act –Continuous Improvement –Support from qualified professionals. Lean / Six Sigma and VPP

22/26 Lean Six Sigma ToolApplication to VPP Failure Mode Effects Analysis (FMEA)Process Hazard Analysis Cause and Effect AnalysisRoot Causes Rapid Problem Solving (5 WHYs)Accident Investigations MUDA (waste) Walk Undesirable Observations Health and Safety Inspections And Self Inspections Poka-Yoke (Mistake Proofing)Hazard Control - Employee Involvement Management of ChangeVPP Implementation Approaches Pre-start Safety ReviewPre-use Hazard Analysis Value Stream MappingNeeds Assessment/Efficiency = Credibility Design of ExperimentValidation of VPP Actions / Metrics Pareto ChartsTrend Analysis KaizenEmployee Involvement Lean and Six Sigma Teach Tools and Techniques That Can Support and Reinforce VPP

Leadership Role

24/26 Leadership Role Expect Safety to be part of every Lean / Six Sigma event Support both - time and resources Use skills acquired for Lean / Six Sigma for VPP initiatives Provide cross training opportunities for Lean / Six Sigma and Safety and Health professionals Personally participate in Lean / Six Sigma and VPP events. “Lead by Example”

25/26 Summary In this session you learned about: Lean and Six Sigma approaches The five steps of the Six Sigma process Lean 5S How Lean / Six Sigma compliments VPP The role of Leadership in Lean / Six Sigma and VPP.

Questions?