Lean Six Sigma Team Member Copyright OpenSourceSixSigma.com 1 OSSS LSS Black Belt v9.0 - Control Phase LSS Team Members Training Materials

Lean Six Sigma Team Member Copyright OpenSourceSixSigma.com Course Contents 2 OSSS LSS Black Belt v9.0 - Control Phase Class Presentation 145 slide PowerPoint Presentation Instructor Notes Process Management Definitions Process Ownership Cost of Poor Quality

Lean Six Sigma Team Member Copyright OpenSourceSixSigma.com Course Contents 3 OSSS LSS Black Belt v9.0 - Control Phase Lean Principles Seven Areas of Waste Value Stream Analysis 5S Principles Poka-Yoke Methods Six Sigma Define Measure Analyze Improve Control

Lean Six Sigma Team Member Copyright OpenSourceSixSigma.com A SMALL SNEAK PEAK… 4 OSSS LSS Black Belt v9.0 - Control Phase

Lean Six Sigma Team Member Copyright OpenSourceSixSigma.com Process Architecture 1. Obtain … 2. Add … 3. Move to … Sub-Process 2 Tasks Activities Sub-Process 1 Major Processes We all perform tasks at various levels and are therefore quite familiar with this concept. Many people think of what they do as a set of activities that they do repeatedly. To create a more effective approach, their thoughts have to transform from activity thinking to process thinking.

Lean Six Sigma Team Member Copyright OpenSourceSixSigma.com X1... Xn Independent A Process Input The Cause of a Problem What Needs to be Controlled (X) YY Fundamental Relationship of Cause and Effect Y Dependent A Process Output The Effect It is a Symptom Can Only be Monitored is equal to a function of This is the “Blending” or the way in which the process combines the inputs together with various process activities. The performance of an output or a characteristic we are interested in is a function of the process inputs, called (X’s) and the manner in which the process combines them to provide the resultant output (Y). Written as Y = f (X).

Lean Six Sigma Team Member Copyright OpenSourceSixSigma.com Definition of a Process Suppliers Internal/External Customers Internal/External Process Transformation (Creating Value) Requirements and Feedback Inputs (X’s)Outputs (Y’s) Process Activity Tasks Blending of Inputs Materials Information People Energy Tools and Equipment Methods Procedures Process rules Customer requirement Step AStart Inspect FinishStep BStep CStep D

Lean Six Sigma Team Member Copyright OpenSourceSixSigma.com Process Hierarchy Process A B C D E Senior Management Owned Middle Management Owned Process Member and Process Owner Responsibilities The many detailed activities, tasks and decisions involved in satisfying a process output A core process is directly related to generating revenue, providing services to the customer or creating a strategic advantage for the company. Enabling ProcessesCore Processes Enabling processes do not directly impact the customer. They must exist to enable and support the execution of the core processes.

Lean Six Sigma Team Member Copyright OpenSourceSixSigma.com Process Management provides a systematic approach and knowledge about the true workflow while helping prioritize improvement efforts. Benefits : 1.Creates indicators to help manage objectively 2.Focuses on the needs of the customer, the process and the business 3.Provides a structure for the continuous monitoring of an organization’s capability to meet customer requirements 4.Establishes work improvement priorities 5.Provides a common language within and across departments 6.Links together all process activities so the team can better understand and perform the necessary work 7.Maintains the gains achieved by problem-solving teams and process redesign teams Process Management Summary

Lean Six Sigma Team Member Copyright OpenSourceSixSigma.com Business Example Exercise The purpose of this exercise is to identify what we deem as important from our perspective in a business situation and then see how that can be transformed using six sigma’s cause and effect thinking. Read the following background for the exercise: The exercise is about the operation of a movie theatre. First, take the perspective of an owner, read the owner scenario and perform the steps below. Owner Scenario 1.You have invested $14 million in a very successful cinema with many employees. 2.You have been presented another viable business opportunity overseas and you will be out of the country for three consecutive months diligently working this new deal. 3.In order to assure the success of your cinema business and to maintain a continuous income stream, you have asked your staff to fax you a weekly report each Monday morning to your overseas office. What information (measures) would you like to see in that fax? Task 1: Brainstorm as many things as you can think of that you would want included on the fax, try to complete this in 10 minutes or less. Task 2: Write these items in a well organized fashion. Task 3: When finished, proceed to the Customer Scenario.

Lean Six Sigma Team Member Copyright OpenSourceSixSigma.com Business Example Exercise Customer Scenario You and a number of your friends have decided to go to a movie as a group. The movie that you would like to see is playing in three different cinemas in your neighborhood. You must decide which theatre you will choose based upon some criteria. The following items in this exercise are common to all three theatres and therefore are not part of your decision criteria. They are all about the same travel time from your home and the routes are similar. Each theatre charges the same amount for the movie. Parking facilities and neighborhood security are the same. The movie is showing at the same times in each theatre. The general seating, screen size, sound systems and clientele are the same. Task 1: Brainstorm as many things as you can think of that you would use as a criteria, excluding the items above, to decide to which theatre you would go. Task 3: Write these items in a well organized fashion. Task 4: When finished proceed to the next slide.

Lean Six Sigma Team Member Copyright OpenSourceSixSigma.com The X’s (Drivers) & the Y’s (Results) è Ticket Sales è Concession Sales è Labor/Work Force Costs è Profit Reports è Other... Supplier Perspective (Owners) The Y’s Customer Perspective (Movie Goers) The X’s è Good Popcorn è No Sticky Floors è Clean Restrooms è Short Lines è Pleasant, Courteous Employees Voice of the Customer “Inputs to the Business” Voice of the Business “Outputs of the Business”

Lean Six Sigma Team Member Copyright OpenSourceSixSigma.com The Six Sigma Project Results Practical Solution Control Plan Statistical Solution Statistical Problem Six Sigma Project Practical Problem Generally a systemic or chronic problem which impacts the success of a process or function. A well-defined effort states the problem and output expectations in quantifiable terms. A data-oriented problem that is addressed with facts and data analysis. Data driven solution with known confidence/risk levels versus an “I think” solution. Developed method to assure the long-term sustainability of the solution. Practical solutions are not complex, expensive or irrational, and are readily implement-able. Finding the solution of Y = f(X) Tangible results have measurable, quantifiable financial or strategic value. Characteristics of a project: 1. Has an impact on profitability or a significant strategic value 2. The problem is not easily or quickly solvable using traditional methods 3. It is targeted to reduce the problem by >70% over existing performance levels Focus is to solve a business problem that is: 1. Hampering success 2. Adding costs 3. Decreasing employee or customer satisfaction 4. Impacting a customer (external and/or internal)