1. Lean Six Sigma Knowledge of Lean 6σ Tools can help you in your daily work.

2. What is LEAN? a practice that considers the expenditure of resources for any goal other than the creation of value for the end customer to be wasteful, and thus a target for elimination a practice that considers the expenditure of resources for any goal other than the creation of value for the end customer to be wasteful, and thus a target for elimination MORE VALUE, LESS WORK MORE VALUE, LESS WORK

3. What is Six Sigma? A business management strategy that seeks to identify and remove the causes of defects and errors in manufacturing and business processes A business management strategy that seeks to identify and remove the causes of defects and errors in manufacturing and business processes A six sigma process only has 3.4 defects per million opportunities A six sigma process only has 3.4 defects per million opportunities 99.9997% efficiency 99.9997% efficiency

4. Six Sigma – Removing defects Striving for PERFECTION!! Striving for PERFECTION!! Improve processes Improve processes Reduce variation Reduce variation Use data to identify causes of defects or variation Use data to identify causes of defects or variation Why is variation a problem? Why is variation a problem?

5. Six Sigma Method - DMAIC Define Define SMART goals SMART goals Measure Measure Analyze Analyze Improve Improve Control Control

6. Six Sigma Tools Are you a DATA HEAD??? Are you a DATA HEAD??? Pareto Chart Pareto Chart Ishikawa Diagram Ishikawa Diagram Control Charts Control Charts 5 Why’s 5 Why’s

7. 5 Whys? Used to determine the root cause of a defect Used to determine the root cause of a defect Ask why the defect is occurring? Ask why the defect is occurring? Then ask WHY again? Then ask WHY again? And again And again And again until you get to the root cause of the defect. And again until you get to the root cause of the defect.

8. Questions about 6σ?

9. Lean – removing WASTE (MUDA) Seven Types of Waste Seven Types of Waste Overproduction Overproduction Waiting Waiting Transportation/Motion Transportation/Motion Over processing Over processing Inventory Inventory Rework/Defects Rework/Defects Variation Variation

10. Lean Tools 5S 5S Just in Time Just in Time Poka-yoke Poka-yoke Value Stream Mapping Value Stream Mapping

11. 5S Philosophy Organizing and managing the workspace and flow to improve efficiency. Organizing and managing the workspace and flow to improve efficiency. Sort Sort Straighten Straighten Shine Shine Standardize Standardize Sustain Sustain

12. Just in Time Production of a product so that Is just in time for delivery to customer. Production of a product so that Is just in time for delivery to customer. Less inventory Less inventory Different signals call for more or less production Different signals call for more or less production

13. Poka Yoke – Mistake Proofing How can you keep the error from occurring? How can you keep the error from occurring? Elimination – redesign process to eliminate the chance of the error Elimination – redesign process to eliminate the chance of the error Facilitation – provide guidance to minimize the chance of the error Facilitation – provide guidance to minimize the chance of the error Mitigation – lessen the effect of the error on the consumer Mitigation – lessen the effect of the error on the consumer Flagging – ensure the removal of all defective pieces before it gets to the consumer Flagging – ensure the removal of all defective pieces before it gets to the consumer

14. Value Stream Mapping Used to analyze the steps in a process that get a product to a consumer Used to analyze the steps in a process that get a product to a consumer Map the current state Map the current state Determine how waste can be eliminated Determine how waste can be eliminated Draw a future state Draw a future state Make it happen Make it happen

15. Value Stream Mapping To get the process right you need to understand the sequence of activities – what steps add value? To get the process right you need to understand the sequence of activities – what steps add value?

16. Questions about LEAN?

17. Final Thoughts It does not matter what you call it – Lean Six Sigma, Total Productive Manufacturing (TPM), Total Quality Management (TQM), Operational Excellence It does not matter what you call it – Lean Six Sigma, Total Productive Manufacturing (TPM), Total Quality Management (TQM), Operational Excellence It is all about being efficient and doing things for a reason, not just because that is the way it has always been It is all about being efficient and doing things for a reason, not just because that is the way it has always been Remove variation Remove variation All steps in any process should add value to the customer and they should be willing to pay for it. All steps in any process should add value to the customer and they should be willing to pay for it.

18. Let’s Get Started!!! PURCHASE TO PAYMENT We are mapping out this process to create a clear picture of the steps involved to order and pay for an item purchased on campus. Identify what steps in the process are breaking down and where we can become more efficient.

19. SIPOC Diagram Suppliers – Providers of input Suppliers – Providers of input Input – Items that are needed to complete the process Input – Items that are needed to complete the process Process – High level 5-7 steps Process – High level 5-7 steps Output – Results of the process Output – Results of the process Customers – Receivers of the output Customers – Receivers of the output