Die (Lean) Six Sigma Methode - TU Dortmund
Die (Lean) Six Sigma f. Dr. C. WeihsDozent:Dipl.-Stat. O. MeyerWintersemester 2018/19Lean Six Sigma TU Do1
Übersicht Vorlesung: DMAIC1.2.3.4.5.6.Einführung in Lean Six SigmaDefine: Projektdefinition & ProzessverständnisMeasure: Prozessverhalten dokumentierenAnalyze: Ist-Analyse – Prozessmodell erstellenImprove: Lösungen finden und bewertenControl: Umsetzen der besten LösungLean Six Sigma TU Do2
1. Einführung in Lean Six Sigma1.1 Was ist Lean Six Sigma?1.2 Geschichte1.3 Lean Six Sigma Ideen1.4 Lean1.5 Six Sigma1.6 Lean Six Sigma (LSS)1.7 Beispiele1.8 Erfolgsfaktoren1.9 Einführung: ZusammenfassungLean Six Sigma TU Do3
Define2. KapitelLean Six Sigma - DefineLean Six Sigma TU Do4
2. LSS – Define1.5 LSS – DefineProjektidentifikationDefineTollgateVoice of the ranalyseKommunikationsplanVoice of the customerProjektauswahlBenefit-Effort alityKano AnalyseTeam Launch5
Define2. LSS - DefineActivitiesActivitiesToolsPIP Management Process Identify Problem Complete Charter Develop SIPOC Map Map Business Process Gather Voice of the Customer &Voice of the Business Develop CCRs & CBRs Finalize Project Focus Lean Principals Non-Value Added Analysis Map Value StreamValue Stream MapSIPOC Map High-Level Process Map Quad Charts Project Election Tools Pareto Charts Charter Form VOC and Kano Analysis RACI Stakeholder Analysis Communication PlanLean Six Sigma TU Do Identify Problem Complete Charter Develop SIPOC Map Map Business Process Map Value Stream Gather Voice of theCustomer & Voice of theBusiness Develop CCR’s & CBR’s Finalize Project FocusTools Pareto Charts Project Selection Tools PIP Management Process Value Stream Map Various Financial Analysis Charter Form Stakeholder Analysis Communication Plan SIPOC Map High-Level Process Map Non-Value Added Analysis VOC and Kano Analysis RACI and Quad Charts6
Define2. LSS - Define2.02.12.12.12.22.32.42.52.62.7Vorgehensideen und DefinitionsphasenProjektidentifikation (VOB)Projektidentifikation (VOC)Projektidentifikation chkeitenStakeholder AnalyseKommunikationsplanTollgate7
Define2. LSS - DefineAktivitätVorgehenMethoden1. Identifizieren von a. Verständnis der Firmenabläufei. Voice of Businessmöglichen Lean Six b. Verständnis der Kundenwünsche ii. Voice of CustomerSigma Projekteniii. SIPOCAnalyse2. Priorisierung derProjekteEvaluation3. Genaue ProjektbeschreibungMessung undCharakterisierunga. Verständnis des Ertragsb. Verständnis des Aufwandsc. Gegenüberstellung von Ertragund Aufwandi. Projektauswahl Matrixii. Benefit/Effort Matrixa. Projektsteckbriefb. Umsetzungsmöglichkeiten und–anforderungen benennen Mc. Verantwortlichkeiten benennend. Wünsche und Kritik benennene. Kommunikation verdeutlichenf. Gesamtwürdigungi. Critical to Qualityii. House of Qualityiii. Pareto,Kano M ( Messen)i. RACIii. Stakeholder Analyseiii. Kommunikationsplaniv. TollgateLean Six Sigma TU Do8
Measure3. KapitelLean Six Sigma - MeasureLean Six Sigma, TU Do9
3. LSS – Measure1.5 LSS – MeasureSammlung von DatenEntwicklung von MaßenIPOMeasureTollgateStichprobenGrafische DarstellungenKontrollkartenInput Prozess OutputY f(X)InputXProzessfOutputYSigma ation vs. BeobachtungLean Six Sigma, TU Do10
3. LSS - MeasureMeasureActivities Identify Key Input, Process andAktivitätenIdentify Key Input, Process andOutput Metrics Develop Operational Definitions Validate Measurement System Develop Data Collection Plan Collect Baseline Data Determine Process Performance /Capability (Validate Business Opportunity) WerkzeugeSIPOC MapOperational Definitions Data Collection Plan Statistical Sampling Measurement System Analysis Control Charts Process Capability, Cp & Cpk (MSA), Gage R&R Constraint IdentificationSetup ReductionGeneric Pull Kaizen TPM, 5S Lean Six Sigma TU DoOutput Metrics Develop Operational Definitions Develop Data Collection Plan Validate Measurement System Collect Baseline Data Determine ProcessPerformance/Capability Validate Business OpportunityTools SIPOC Map Operational Definitions Data Collection Plan Statistical Sampling Measurement System Analysis(MSA), Gage R&R Constraint Identification Setup Reduction Generic Pull Kaizen TPM, 5S Control Charts Process Capability, Cp & Cpk11
3. LSS - ensideenEntwicklung von Maßen: zessfähigkeitGauge R&RAttributive MesssystemanalyseLean PrinzipienToll GateLean Six Sigma, TU Do12
Measure3. LSS - MeasureAktivitätVorgehenMethoden1. Identifizieren vonMessgrößena. Inputs und Outputsb. Messprozessc. Entwicklung von Maßeni. IPO-Analyseii. Operationalisierungiii. . Messen undBeschreiben derMessergebnisseMessung undBeschreibung3. Überprüfen derMessbarkeitBeobachtungsstudienUmfrageZeitliche StabilitätPassung in Spezifikationa. Stabilität der Messungen beiunterschiedlichen )iii. Kontrollkarteniv. Prozessfähigkeiti. Gauge R&Rii. Attributive MSAEvaluationLean Six Sigma, TU Do13
Analyze4. KapitelLean Six Sigma - AnalyzeLean Six Sigma TUDo14
AnalyzeAnalyze4. LSS – Analyze1.5 LSS – AnalyzeTollgateCause & EffectAnalyseFischgrät, splanung(DOE)Reduzieredie Liste derEinflussfaktorenLean Six Sigma TUDo15
AnalyzeAnalyze4. LSS - AnalyzeActivitiesToolsPropose Critical X’s Prioritize Critical X’s Conduct Root CauseAnalysis on Critical X’s Validate Critical X’s Estimate the Impact of Each X on Y Quantify the Opportunity Prioritize Root Causes Detailed ‘As-Is’ Process Maps Non Value-Added Analysis Basic Statistical Tools (incl. Box Plots) Pareto Charts C&E/Fishbone Diagrams C&E Matrix Korrelation und Streudiagramm Simple & Multiple Regression Hypothesis Testing Versuchsplanung (DOE) Interaction Plots ANOVA SupplyChainAccelerator Analysis Brainstorming ( LSS-Improve) FMEA ( LSS-Improve)Lean Six Sigma TUDoActivities Propose Critical X’s Prioritize Critical X’s Conduct Root CauseAnalysis on Critical X’s Validate Critical X’s Estimate the Impact ofEach X on Y Quantify the Opportunity Prioritize Root CausesTools Pareto Charts C&E Matrix C&E/Fishbone Diagrams Brainstorming Detailed ‘As-Is’ Process Maps Basic Statistical Tools SupplyChainAcceleratorAnalysis Non Value-Added Analysis Hypothesis Testing FMEA Box Plots Interaction Plots Simple & Multiple Regression ANOVA16
AnalyzeAnalyze4. LSS - use & Effect DiagrammCause & Effect MatrixUnivariate DatenanalyseKorrelation und StreudiagrammRegression und HypothesenVersuchsplanung und FaktoridentifikationHypothesentest bei MittelwertenToll GateLean Six Sigma TUDo17
AnalyzeAnalyze4. LSS - AnalyzeAktivitätVorgehenMethoden1. Identifikation vonmöglichenEinflussfaktorenIdentifikationa. 6 Msb. 5-Warumi.2. DatenanalyseAnalysea. Univariate Analyseb. Bivariate Analysec. Multiple Analysei. Verteilungscharakteristikaii. Histogramm, iii. Korrelation undStreudiagrammiv. Regression3. Identifikation derwesentlichenEinflüsseAuswahla. Überprüfung des Einflusses der i. VersuchsplanungFaktoren bei unter(Screening, Modellierung)schiedlichen Bedingungenb. Berücksichtigung vonInteraktionenBrainstorming ( LSSImprove)ii. Cause & Effect Diagrammiii. Cause & Effect MatrixLean Six Sigma TUDo18
Improve5. KapitelLean Six Sigma - ImproveLean Six Sigma TUDo19
1.5 LSS – Improve5. LSS – stormingBenchmarkingIdeenpriorisierungNominal Group Technique (NGT)Kriterienbasierte MatrixMultiple RegressionOptimierungRisikobewertungFMEA, nde optimaleEinstellungen derEinflussfaktorenLean Six Sigma TUDo20
Improve5. LSS - ImproveActivitiesDevelop Potential Solutions Develop Evaluation Criteria &Select Best Solutions Evaluate Solution for Risk Optimize Solution Develop ‘To-Be’ Process Map(s) andHigh-Level Implementation Plan Develop Pilot Plan & Pilot Solution Tools Brainstorming Benchmarking Process Improvement Techniques Solution Selection Matrix ‘To-Be’ Process Maps FMEA Poka-Yoke DoE for Optimization Piloting and Simulation Line Balancing Process Flow Improvement Purchasing and Sales Strategy Replenishment Pull Setup Reduction Pull SystemsLean Six Sigma TUDoActivities Develop Potential Solutions Develop Evaluation Criteria &Select Best Solutions Evaluate Solution for Risk Optimize Solution Develop ‘To-Be’ Process Map(s)and High-Level ImplementationPlan Develop Pilot Plan & Pilot SolutionTools Brainstorming Benchmarking Process ImprovementTechniques Line Balancing Process Flow Improvement Replenishment Pull Purchasing and Sales Strategy Poka-Yoke Setup Reduction Pull Systems FMEA Solution Selection Matrix ‘To-Be’ Process Maps Piloting and Simulation21
ImproveImprove5. LSS- Improve5.0 Vorgehensideen5.1 Brainstorming5.2 Ideengenerierung5.3 Nominal Group Technique (NGT)5.4 Kriterienbasierte Matrix5.5 Planung der Implementierung5.6 Risikobewertung5.7 FMEA – Fehlermöglichkeits- und Einfluss-Analyse5.8 Versuchsplanung und Optimierung5.9 Testlauf / Pilotstudie5.10 Toll GateLean Six Sigma TUDo22
ImproveImprove5.0 VorgehensideenAktivitätVorgehenMethoden1. Verbesserungsmöglichkeitenfindena. Brainstormingb. ona. Ideenpriorisierungb. Implementrierungsplanc. Risikobewertungi. Nominal Group Technique(NGT)ii. Kriterienbasierte Matrixiii. Should-be process mapiv. FMEA3. VerbesserungOptimierunga. Systematische Optimierungb. Testeni. Versuchsplanung zurOptimierungii. Testlauf / PilotstudieAnalyse2. Ideenauswahl undRisikobewertungLean Six Sigma TUDoBrainstormingZwanzig FragenCandid CommentsAnnahmen hinterfragenSix Thinking HatsZufallswort„Kreativbauen“Benchmarking23
ControlControl6. KapitelLean Six Sigma - ControlLean Six Sigma TU Do24
6. LSS – Control1.5 LSS – ControlFortlaufende MessungenRisikobewertungFMEA, higkeitsanalyseLean Six Sigma TU Do25
Control6. LSS - ControlActivitiesToolsDevelop SOP’s, Training Plan &Process Control System Implement ProcessChanges and Controls Monitor & Stabilize Process Transition Project to Process Owner Identify Project ReplicationOpportunities Calculate Financial Benefits Poka-YokeVisual Control Control Charts Visual Process Control Process Control Plans Standard Operating Procedures(SOP’s) Training Plan Communication Plan Implementation Plan Project Commissioning Project Replication Plan-Do-Check-Act CycleLean Six Sigma TU DoActivities Develop SOP’s,Training Plan &Process Control System Implement ProcessChanges and Controls Monitor & Stabilize Process Transition Project to ProcessOwner Identify Project ReplicationOpportunities Calculate Financial BenefitsTools Control Charts Standard Operating Procedures(SOP’s) Training Plan Poka-Yoke Visual Control Communication Plan Implementation Plan Visual Process Control Process Control Plans Project Commissioning Project Replication Plan-Do-Check-Act Cycle26
5. LSS - FMEA teLean Six Sigma TU Do27
ControlControl6.0 VorgehensideenAktivitätVorgehenMethoden1. Prozessvalidierunga. Messsystemanalyseb. Risikoanalysei.ii.a. Visuelle Kontrollenb. Fähigkeitsanalysei. Kontrollkarten (Phase II)ii. Prozessfähigkeita. Vorbereitung derProzessübergabe anProcess Ownerb. Überblick über dasgesamte Vorgeheni. SOPii. Kontrollplaniii. DashboardAnalyse2. ProzessüberwachungEvaluation3. ProjektabschlussDokumentationLean Six Sigma TU DoR&RFMEA28
Tollgate Lean Six Sigma TU Do 8 Define . 3. Kapitel Lean Six Sigma - Measure Lean Six Sigma, TU Do 9 Measure . 1.5 LSS – Measure Lean Six Sigma, TU Do 3. LSS – Measure I P O Input Output Entwicklung von Maßen Prozess Y f(X) Tollgate M
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