1. DRIVER A European Lean Six Sigma Process Improvement Methodology
Paul White
Oakland Consulting

2. Agenda Oakland Consulting Process Improvement Methodologies
Lean Principles
Six Sigma Overview
DRIVER:
Process Focus
Deployment Strategy
European Aeronautical Defence Sector (EADS)
EADS DRIVER Case Study
Questions & Answers

3. Some of our Private Sector Clients

4. Some of our Public Sector Clients

5. Workshop Discussion
What methods can we use to protect the customer?

6. 100% Inspection – Does it work?
Workshop Discussion
100% Inspection – Does it work?

7. Will 100% inspection protect the customer?
Scenario
Oakland’s Marketing Department are very proud of the publications they produce.
The customers of Oakland expect the highest quality publications.
Therefore, the manager of the publications department has decided to employ you as an inspector at the end of the printing process to ensure that the text produced is accurate.
You have 30 seconds to inspect the following set of text and count how many times the letter ‘F’ appears, (upper & lower case) including the title.

8. F-Test
Finished files are the results of many years of sceintific studies combined with the experience of many years of effort

9. How many did you see? Have another look!
F-Test
How many did you see?
Have another look!

10. F-Test
Finished files are the results of many years of sceintific studies combined with the experience of many years of effort

11. Did anyone change their mind?
F-Test
Did anyone change their mind?

12. F-Test
Finished files are the results of many years of sceintific studies combined with the experience of many years of effort

13. Did you spot anything else?
F-Test
Did you spot anything else?

14. F-Test
F-Test
Finished files are the results of many years of sceintific studies combined with the experience of many years of effort

15. 100% Inspection – Does it work?
Workshop Discussion
100% Inspection – Does it work?

16. Process Improvement Methodology Objective
Waste Elimination / Defect Reduction
Efficiency / Yield Improvement
Improved Customer Satisfaction
Higher Shareholder Value

17. Process Improvement Methodologies

18. Act Plan Check Do Plan, Do, Check, Act What now? What focus?
Review
Project revision
Standardisation
Share learnings
Further improvement
Plan
What focus?
Project goals/measures
Set up team
Map process
Measure process
Identify key problems
Find root causes
Identify solution
Plan for implementation Do
What action?
Prepare for implementation
Training
Communication
Implement improvement
Change management
Project management
Check
What happened?
Measurement
Assessment
Analysis

19. Global 8D 0. Emergency Response Action 1. Identify the team
Protect the customer
1. Identify the team
Build cross-functional team
2. Define the problem
Where, when, etc.
Is/Is not analysis
Process map
Measure and set objective
3. Contain the symptom
Short-term solution
Rescue affected customers
4. Identify root causes
Use FMEA, Five Whys
Identify and check root cause
5. Choose corrective action
Focus on fixing root causes
Set targets and owners for implementation
6. Implement corrective action
Implement to plan
Collect data to prove success
This is a more recent variant of the improvement cycle.
It is popular in the automotive industries and actually originates in Ford.
A good idea that it contains is ‘containing the symptom’ – this is like putting a sticking plaster on a bleeding wound before you go to the hospital. In practice, it may mean taking short-term steps to resolve a customer problem whilst also working on fixing the root cause that caused the problem in the first place.
7. Make change permanent
Documentation
Revise targets, FMEAs, etc.
8. Recognise the team
Recognise individuals and the team
Celebrate success

20. Define Measure Analyse Improve Control DMAIC
Identify champion and owner
Initial assessment of situation
Define scope and goals of project
Map process
Validate measurement system
Calculate process capability
Analyse for sources of variation
Identify potential root causes
Verify actual root cause
Develop solution
Create new process map
Cost / benefit analysis
Standardise
Sustain the gain
Develop control strategy

21. DRIVER A European Lean Six Sigma Improvement Methodology
Define
Define the scope and goals of the improvement project in terms of customer and/or business requirements and the process that delivers these requirements. R
Review
Map the ‘as-is’ process and measure the current process performance to understand the ‘value-add’ I
Investigar
Analyse the gap between the current and desired performance, prioritise problems and identify root causes of problems. V
Verbessern
Generate the improvement solutions to fix the problems and prevent them from reoccurring so that the required financial and other performance goals are met E
Execute
This phase involves implementing the improved process in a way that “holds the gains”. Standards of operation will be documented in systems such as EN 9100 and standards of performance will be established using techniques such as Statistical Process Control
Renforcer
Capitalise the improvement by ‘learning the lessons’ and establishing process re-assessment for continuous improvement

22. Methodology Comparison
PDCA 8D
DMAIC
DRIVER
1. Identify team
Define
2. Define problem
Define
3. Contain symptom
Review
Measure
Plan
Investigar
4. Identify root causes
Analyse Do
Improve
Verbessern
5. Choose corrective action
Check
6. Implement corrective action
Execute
Control
7. Make change permanent
Act
8. Recognise the team
Renforcer

23. DRIVER A holistic approach
DRIVER training also includes ‘project management’ & ‘change management’

24. Lean Principles

25. Lean Principles
Lean principles are based on the Toyota Production System (TPS)
TPS was developed after benchmarking the Ford Motor Company River Rouge plant in Detroit in the 1950’s.
The key characteristics of TPS / Lean are:
Only producing what is required, when it is required
Close links throughout the supply chain – just in time
Producing right first time
A lean mindset & company culture
The elimination of non-value added activity (waste)

26. Remove Waste, don’t Improve the Value-Add
Total Throughput Time =
Value-add time +
Non-Value Add + Other time
Usual Focus
Work longer-harder-faster,
add people, complexity or equipment
Lean
Eliminate Waste to Improve the Value Stream
World Class Companies: ‘NVA’ = 80% TTT
Typical ‘NVA’ = 99% TTT 26

27. 1 7 2 WASTE 6 3 5 4 The 7 wastes Over-production
Defects (Scrap/Rework)
Over-production
Inventory 1 7 2
Motion
Over-processing
WASTE 6 3 5 4
A useful way to remember the 7 wastes is is TIM WOOD
Transportation
Waiting

28. A Lean Example LEAN Concepts Standardised Work Waste Elimination
Parallel Processing
Cell Layout
Batch Reduction
Quick Changeover
Line Balancing
Other Concepts
Visual Management
5 S
Error Proofing

29. Workshop Discussion
Are Lean principles only applicable to manufacturing processes?

30. Six Sigma Overview

31. What is Six Sigma?
Six Sigma is focused on improving the quality of our products and services
How do we define the term ‘quality’?
The generic definition of quality is ‘meeting or exceeding the customer requirements’
The customer of a process can be internal or external
Therefore, Six Sigma improves quality, thus, improving customer satisfaction

32. Six Sigma Satisfying the Customer
Defects
Acceptable
LSL
USL
Customer Requirement
Process Performance
Sigma is a capability metric that compares process performance against customer requirements

33. Is 99% Quality Good Enough?
3.8 Sigma
99% Good
6 Sigma
% Good
2 short or long landings at an airport per day (200 daily flights)
1 short or long landing every 5 years
Unsafe drinking water for almost 15 minutes each day
Unsafe drinking water one minute every seven months
5,000 incorrect surgical operations per week (500,000 operations per week)
1.7 incorrect operations per week
10,700 defects per million opportunities
3.4 defects per million opportunities

34. Quantifying Process Capability}
Sigma is a universal measure of process performance

35. Variable Process Capability Analysis
Variable process capability is the ability of a process output to ‘fit’ between the specification limits which are defined by the customer requirements. 4 3 5 6 7
Can this distribution from a process output
fit between the specification limits of 5 1?

36. Variable Process Capability Analysis
Capability is an assessment of: process spread as a ratio of the process tolerance. – Cp / Pp
LSL USL
Tolerance
Process spread
Cpk / Ppk is the location of the process mean with respect to both process specification limits.
LSL USL
Mean

37. Workshop Exercise Cp
LSL USL
Cp = 1
Cp = 3
Cp = 2
Cp =
0.5
Cp = 1

38. Workshop Exercise Cpk Cpkl = 1 Cpku = 1 Cpkl = 5 Cpku= 1 Cpkl = 1
LSL USL
Cpkl = 1
Cpku = 1 X
Cpkl = 5
Cpku= 1 X
Cpkl = 1
Cpku = 3 X
Cpkl = 0.5
Cpku= 0.5 X
Cpkl = 3
Cpku = -1

39. Cp / Cpk Simulation
The London Institute of Education utilised digital technology to create a Cp / Cpk training tool to enhance learning in the workplace. Cp
Cpk

40. DRIVER – Process Improvement

41. DRIVER The Process Focus
Define: Grasp the problem & identify objectives
Y: Output
Review: Map ‘as-is’ process & current performance
40–60 x’s: Inputs
Investigar: Analysis & root cause identification
3-5 x’s
Verbessern: Solution generation & prioritisation
3-5 x’s
Execute: Implement solutions to ‘sustain the gain’
3-5 x’s
Renforcer: Share best practice & lessons learnt
Optimised Process

42. DRIVER Deployment Structure
Inverting the hierarchal triangle
Customers of Products and Services
Green Belts
Black Belts
Project Champions
Master Black Belts
Executive Black Belts
DRIVER deployment is led by executives to ensure company wide support

43. DRIVER Project Checklist
Project Leader:
Project Sponsor:
Process Owner:
Team Members:
Start Date:
Project Title:
Key:
Completed
In progress
X Not required
R&R Roles and responsibilities
KOMY Key Ouput Metric Y
CTQ Critical to Quality
SOP Standard Operating Procedures
SLA Service Level Agreement
Define
Review
Investigate
Verify
Execute
Reinforce
Develop problem statement
Identify project scope
Determine SMART objective
Formulate project team with R&Rs
SIPOC map
Define CTQs
Stakeholder map
Develop comm-unication plan
Develop outline project plan
Refine & sign-off Project Charter
Project sponsor approval
‘Current state’ process map
Identify potential quick wins
Identify measurements to be taken
Develop data collection plan
Collect data
Calculate baseline process capability (KOMY)
Revisit problem statement
Project sponsor approval
Analyse Waste – Lean Toolkit
Analyse Variation – Six Sigma toolkit
Team brainstorm to identify root causes
Document root causes on Cause & Effect diagram
Select top 3-5 root causes
Validate root causes
Project sponsor approval
Team brainstorm solutions
Select optimum solutions
Conduct pilot study (or FMEA)
Verify improvements
‘Future state’ process map
Review stakeholder map and comms plan
Implementation business case (cost / benefit)
Implementation timing plan
Project sponsor approval
Implement actions on timing plan
Select control techniques (SPC)
Update or create SOP / SLA
Develop control metrics (KPI’s)
Disengage old process
Monitor progress
Validate improvements: process capability (compare against baseline Y)
Handover to process owner
Project sponsor approval
Monitor progress
Share lessons learnt (organisation memory, newsletters etc)
Thank the team
Celebrate success
Plan future activities
Project sponsor approval
End Date:
End Date:
End Date:
End Date:
End Date:
End Date:
© Oakland Consulting Plc. All rights reserved.

44. European Aeronautical Defence Sector (EADS)
Airbus
Eurocopter
Astrium
Military Transport
Defence & Security

45. EADS Version of DRIVER

46. MTAD - Improve super plastic forming process EF-2000 slats
Context
Situation : Deviations in slat spar position cause scraps and repairs at assembly leading to non quality costs and manufacturing lead-time increase.
Performance :
On-quality 27% spar position values. 8.5% scrap.
€ non quality costs
EF-2000 Slat Superplastic forming process
What has been done
Achievements
D – Stake-holder analysis, DoE training, Pareto analysis for scoping.
R – Process map & key parameters, run charts, histograms.
I – Run charts, Process capability analysis, Scatter plot.
V – Variance & correlation analysis, Pareto, Rules determination.
ER – SPC, KPI monitoring
METRIC
BASELINE
RESULTS
% NON CONFORMING VALUES (REPAIRS)
73%
23%
%SCRAP
8.5%
1.3%
%CONCESIONS
89%
20%
%HNC´S
100%
60%
LEAD TIME
50 days
42 days
WORK IN PROCESS
333,774 €
280,946 €
NON QUALITY COST REDUCTION (*) €

47. User Help Desk Process Improvement
Performance
Context
Situation :
Information Management integration at company level with numerous local processes
Performance :
On time Incident Resolution performance fluctuated a great deal from process to process
What has been done
Achievements
D Processes identification, Prioritisation, Voice of Customer, Voice of Business
R Process mapping, waste identification
I Statistical analysis (process capability, Pareto), root cause
V Solution generation, waste reduction, external benchmark, business case
E Responsibility charting, implementation
R Full deployment proposal
Buy-in facilitated by the DRIVER method
Performance increased by 40% (increase of calls closed by UHD)
Cost base sustainable benefit exceeding 400 K€ per year for Germany and France

48. Summary Oakland Consulting Process Improvement Methodologies
Lean Principles
Six Sigma Overview
DRIVER:
Process Focus
Deployment Strategy
European Aeronautical Defence Sector (EADS)
EADS DRIVER Case Study
Questions & Answers

49. Questions and Answers
Paul White
Oakland Consulting