LSSG Green Belt Training

1. LSSG Green Belt Training Introduction to Lean Six Sigma Intro to LSS

2. Who is Responsible for LSS? Defining Roles and Responsibilities Intro to LSS

3. Deming’s 14 PointsW. Edwards Deming (1900-1993) • Create constancy of purpose for improvement • Adopt a new philosophy • Cease dependence on mass inspection • Do not award business on price alone • Work continually on the system of production and service • Institute modern methods of training • Institute modern methods of supervision of workers • Drive out fear • Break down barriers between departments • Eliminate slogans, exhortations, targets for the work force • Eliminate numerical quotas • Remove barriers preventing pride of workmanship • Institute a vigorous program of education and retraining • Take action to accomplish the transformation Intro to LSS

4. ssssss ssssss Sigma (s) vs Sigma Level  = Standard Deviation • a measure of variation around the average Sigma Level = 1/2 the number of standard deviations () that will fit between the specification limits when the process is centered Customer Specifications ssssssss = 8/2 = 4 = 12/2 = 6 Sigma level is also a measure of the number of defects per opportunity produced by a process. Intro to LSS

5. Six Sigma Improvement Methods Six Sigma accommodates both Improvement and Reengineering Define Measure DMADV DMAIC Analyze Reengineering Continuous Improvement Improve Design Control Validate Intro to LSS

6. Six Sigma Improvement - Role of Tollgates • Ensure Sequence • Obtain formal approval to move to the next DMAIC phase • Prevent team from skipping steps • Enable Communication • Provide management with project updates at each level • Allow Charter Updates • Make modifications to project scope Define Measure Analyze Improve Design Control Verify Intro to LSS

7. Control Improve Analyze Define Measure DMAIC Six Sigma - Define Objectives • Identify Customers • Complete Charter • Understand Process Tools Charter, VOC, VSM, CTQ SIPOC, Scorecards Intro to LSS

8. Control Improve Analyze Define Measure DMAIC Six Sigma - Measure Objectives • Identify Inputs and Outputs • Measure Process Capability • Revise Charter Tools Brainstorming, MSA, Walkthrough, C&E, 5S, KPOV, KPIVs, RTY, Benchmarking Intro to LSS

9. Control Improve Analyze Define Measure DMAIC Six Sigma - Analyze Where are the key leverage points for driving breakthrough performance? Objectives • Determine Variation Sources • Prioritize Key Outputs and Inputs • Revise Project Benefits Tools Fishbone Diagram, Pareto Chart, Process Capability, Control Charts, Layout and Process Flow Analysis FMEA, Statistical Analyses Intro to LSS

10. Control Improve Analyze Define Measure DMAIC Six Sigma - Improve How do we get there? Objectives • Develop Potential Solutions • Develop Future State • Evaluate and Mitigate Risk Tools Kaizen Event, Contingency Planning, Pilot, DOE, Optimization. Intro to LSS

11. Control Improve Analyze Define Measure DMAIC Six Sigma - Control How Do We Keep the Gains? Objectives • Implement Controls • Standardize • Evaluate Benefit Tools Standardization, Training, Visual Aids, Mistake Proofing, Documenting Benefits Intro to LSS

12. Verify/ Validate Design Analyze Define Measure DMAIC Six Sigma - Design How do we create and implement a new process that will delight the customer and provide outstanding business results? Objectives • Design Product/Process • Evaluate Product/Process Structure • Evaluate Risk/Benefit Intro to LSS

13. Verify/ Validate Design Analyze Define Measure DMAIC Six Sigma - Verify How do we determine if the new process is successful? Objectives • Beta test • Plan Implementation • Implement Solution Intro to LSS

14. Elimination of Non-Value Add Activity Visual Management JIT Delivery Genuine Focus on the Customer Culture for Lean Increase Offering/Decrease Changeover Kaizen Events Lean Tools, Methods and Measures What is Lean? ContinuousFlow Lean Customer Pull LEAN - Like water running downstream - more speed with less effort! Intro to LSS

15. The Four Rules of the Toyota Production System (TPS) • All work shall be highly specified • Direct customer-supplier connection • Visual Management • Use scientific method for improvement Intro to LSS

16. 7 Sources of Waste Intro to LSS

17. The 5S Philosophy Seiri (Sort) Seiton (Straighten) Seiso (Shine) Seiketsu (Standardize) Shitsuke (Sustain) • Get rid of clutter • Separate out what is needed for the operations • Red tag unneeded items • Discard unnecessary materials “When in doubt, throw it out.” • Organize work area • Draw current state map; identify WIP • Make it visible and self explanatory - “simplify” • Label areas • Map new locations for tools, materials, and documents • “A place for everything, and everything in its place.” • Clean the work area daily • Make it shine • Sweep the workspace • Remove dust, dirt, spills, and trash • Establish procedures • “The best cleaning is not to need any cleaning’ • Implement best practices • Empower employees to determine standards • Create checklists and schedules to be followed • Publish new locations and procedures • Make the workplace “talk to us” • Achieve self discipline • Define new status • Train all staff on new procedures • Monitor performance • Promote self-discipline on cleanliness and organization • Celebrate • The less self-discipline you need, the better” Benefits of the 5S Philosophy: • Prerequisite for Lean • Simplifies the workspace • Eliminates non-value activity • Quick Results Enhances Buy In • Fast Standardization of work process Intro to LSS

18. The Lean Six Sigma Approach Define Scope / Opportunity Current State  Future State  Gap Process cleanup 5S and other Lean Tools Yes No Known Solution 6 Sigma Project Lean Project Yes New Design? DMADV No DMAIC Intro to LSS

19. Strategy and Execution Continuous Improvement and Re-Engineering Internal and External Focus Measurement and Intuition Short-term and Long-Term Standard Work and Continuous Improvement Manufacturing and Services Methodology and Creativity Teams and Individuals Quantitative and Qualitative Measurement Management and Employee Empowerment Customer and Other Stakeholder Needs Lean and Six Sigma Root Cause Analysis and Immediate Action Successful Transformation Requires Balance! Intro to LSS