1 / 16

Lean Sigma Overview and its Significance to Project Management

Lean Sigma Overview and its Significance to Project Management. Harjit Singh, PMP harjitsinghpmp@gmail.com. Agenda. Introduction Tools Training and Certification Training Improvement Model Lean Sigma vs. PM Methodology Q&A. Lean Six Sigma. Six Sigma

betha
Télécharger la présentation

Lean Sigma Overview and its Significance to Project Management

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Lean Sigma Overview and its Significance to Project Management Harjit Singh, PMP harjitsinghpmp@gmail.com

  2. Agenda • Introduction • Tools • Training and Certification • Training • Improvement Model • Lean Sigma vs. PM • Methodology • Q&A

  3. Lean Six Sigma • Six Sigma • Business management strategy developed by Motorola in 1981 • An approach to improve the process quality by identifying and removing the causes of defects and minimizing variation in the processes • 99.99966% defects free • Bell shaped normal distribution (µ – LSL/USL = 6Ϭ) • DMAIC/DMADV project methodologies based on PDSA or PDCA cycles • Lean • Eliminate waste

  4. Lean Sigma Tools • 5 whys • Process maps • Cause & effect or fishbone or Ishikawa diagram • Control charts • Correlation • Cost-benefits analysis • Histograms • Pareto charts • Regression analysis • Root cause analysis • Run charts • SIPOC chart

  5. Certifications • Green belt • Black belt • Yellow belt • (Both green belt and black belt certifications are offered by the Institute of Industrial Engineers (http://www.iienet2.org/Default.aspx) and by the American Society for Quality (http://asq.org/ ) ) • Green belt and black belt are most common certifications

  6. Training • How? • Companies in-house training program • Private providers • IIE/ASQ • Why? • Team development and facilitation skills • Running effective projects • Utilizing PDSA structured improvement model • Choosing appropriate quality tools • Who? • Individuals who manage teams or projects

  7. Certification Process • http://www.iienet2.org/IIETrainingCenter/Details.aspx?grp=ICP • http://asq.org/certification/index.html • Individual company’s training department • May require to complete an improvement project

  8. Guidelines for a Successful Improvement Project • Alignment with organization’s business plans or priorities • Sponsorship • Importance to organization’s leadership. For example: • Customers are experiencing problems with projects or services • There is a need to improve productivity or reduce costs while maintaining or improving quality • There is a need to increase sales by exceeding current customer expectations and capturing market share • Unknown solution that requires learning and testing prior to implementation • Feasibility of key measures of success • Availability of baseline data • Business impact (customer satisfaction, cost savings or revenue increases) • Within scope

  9. DATA The Model for Improvement Learning / Action Cycles Improvement Implementation Wide-scale tests Small scale tests Hypothesis and ideas Supported by: Lean Sigma Methods and Tools

  10. Three Fundamental Questions • What are we trying to achieve? • Understand the problem. Know what you are trying to achieve. Have clear and desirable aims and objectives • How will we know that a change is an improvement? • Measure processes and outcomes • What changes can we make that will result in an improvement? • What challenges do we have? What can be learn as we go along and how?

  11. PDSA

  12. Lean Sigma with Project Mgmt • Project Management deals with projects for which the solution is already known • Green/black belt deals with projects for which solution is not known • Powerful combination • Lean PM

  13. Technical Lean Sigma Tools and PM • Initiate • Charter, 5 whys, cause & effect, pareto • Plan • Value stream map, 5 whys, fishbone • Execute • Workflow, control plans • Manage & Control • Balance scorecard, control plans • Close • Update strategy, prioritize next improvement plan

  14. Social Lean Sigma Tools and PM • Initiate • Brainstorming, cause & effect, case for change • Plan • Brainstorming, interview/survey, team building • Execute • Status meetings, organizational effects • Manage & Control • Skip level meetings, balanced scorecard • Close • Celebrate lessons learned, rewards/recognition

  15. References • HP Lean Sigma • Quality Digest: http://www.qualitydigest.com • Wikipedia: http://en.wikipedia.org/wiki/Six_Sigma

  16. Wrap Up

More Related