Simpler, Faster, Better, Less Costly - Lean.Ohio

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Day 1Simpler, Faster, Better, Less Costly - Lean.Ohio.gov

2

WELCOME AND INTRODUCTIONSIntroduce yourself NameWhere you workWhat you doAny experience with Lean/SixSigma/Quality Improvement First or most interesting jobSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-3

GROUND RULESAs with any group session, it is a good idea to establish, state, and agree tothe ground rules we will adhere to in the session. Here are the ground ruleswe have established: Everyone ParticipatesEngage in Open and Honest DialogueRespect the Opinions of OthersWork to Build ConsensusSuspend Judgment/Blameless EnvironmentLeave Rank at the DoorCan you think of any others?Simpler, Faster, Better, Less Costly - Lean.Ohio.gov1-4

HOUSEKEEPING RULESHelp Us to be MindfulAs with any group session, it is a good idea to establish, state, and agree tothe ground rules we will adhere to in the session. Here are the ground ruleswe have established: Silence Your Cell PhonesInterruptions to a MinimumBe on TimeStretchAlways Snack Time!Dress CodeSchedule/Breaks/LunchSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-5

SELF-ASSESSMENT1-6

VIDEO:Lean OhioOverviewSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-7

90’s2000’sQuality Services throughPartnership (QsTP)2011 - 2013DAS Office of Accountability &Results becomes LeanOhioCintas Corporation invited to briefcabinet on LSS conceptsDAS Office of Accountability &Results begins facilitating Kaizenevents120 state employees trained in LSSAverage reduction in overallprocess steps is 52%

2014 - 2015LeanLocal launched with 4.6million available to local entitiesand learning and improvementprojectsLeanOhio launches Boot Camptraining and introduces the CamoBelt2016 - 2017Over 500 state employeestrained in LSS2018 - 2019LeanOhio facilitates 88th Kaizenevent 1000 state employees trainedin LSS 500,000 staff hours redirectedto higher priority efforts thatimprove customer serviceLeanOhio launches LLDP 10,376 days reduced in startto-finish process time and morethan 1 million redirected hoursLeanOhio provides online trainingopportunitiesLeanOhio becomes one of the 1ststate govt to launch own BlackBelt trainingLeanOhio facilitates 50th KaizeneventLeanOhio partners with OSUCenter of Operational ExcellenceAverage reduction in overallprocess time is 67% and 10,000 process steps eliminatedLeanOhio Joins the American Societyfor Quality (ASQ)Develops partnerships withGovernor’s Office initiatives

4 Day Boot CampDAY ONEIntroduction,Overview and BasicPrinciplesDAY TWOUnderstand theSituation, Makingthe Invisible VisibleDAY THREEAnalyze andImproveDAY FOURImplement andMonitorSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-8

DAY ONEIntroduction, Overview andBasic PrinciplesLean Six Sigma Intro/ OverviewPre-AssessmentFour VoicesPDCASIPOC –Introduction to scopingProject CharterProject SelectionSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-9

DAY TWOUnderstand the Situation,Making the Invisible VisibleTeams and Team DynamicsProcess MappingMetrics and Data CollectionIdentifying WasteValue Add/Non-value AddRoot Cause AnalysisFishbone (Ishikawa) Diagram5SSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-10

DAY THREEAnalyze and ImprovePoka-YokePareto DiagramLean Tools: One Piece Flow, StandardWork, Pull, KanbanBrainstorming/Affinity DiagramImpact/Control MatrixClean Sheet RedesignSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-11

DAY FOURImplement and MonitorMaking the Future State HappenImplementation Plans and ToolsRound 2 DOP SimulationMeasures of SuccessTaking Lean Back to your WorkplaceShow What You KnowManaging ChangeSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-12

ROAD MAPLEANOhio Boot Campday one

3 ZONES1. Comfort2. Learning3. PanicSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-14

EXPECTATIONSSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-15

VIDEO:Fable ofComplexity1-16

WHAT ARELEAN AND SIXSIGMA?

*EVERYTHING IS A PROCESS“If you can't describe what you are doing as a process,you don't know what you're doing.”W. Edwards ntMaterialsMethodsEnvironment“A bad process will beat a good person every time”W. Edwards DemingSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-18

*PROCESSES TEND TO BE INVISIBLEPoint B:RESOLUTIONPoint A:REQUESTSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-19

IN MANUFACTURING OR GOVERNMENTwhatever your results. Lead time Cycle time Errors Costs Rework Customer satisfaction or frustration .your process is perfectly designed to achieve those resultsSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-20

LEANA Systematic Approach to identifying andeliminating waste through: Continuous improvement Sequencing the service or product at the pull ofthe customerOriginated with the Toyota Production System(TPS) in the 1990’sLean is a way ofworking whereeveryone ismaximizingcustomer valuewhile minimizingwaste everydayLean Enterprise InstituteLean focuses on speed without sacrificingquality for the customerSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-21

LEAN PILLARS AND PRINCIPLESPillars: Pursuit of continuous improvementPhilosophy of respect for peoplePrinciples:1.2.3.4.5.6.7.Define value in the eyes of the customerIdentify the process for a service or productCreate continuous flow without interruptionsReduce defects in services or productsLet the customer pull what they wantPursue perfectionEliminate or reduce variation (variation is evil)Simpler, Faster, Better, Less Costly - Lean.Ohio.gov1-22

ASQ FOUNDATIONS OF LEANLean shines a spotlight on the waste and seeks toeliminate or reduce waste through: Teamwork with employees who participate in the decisions thatimpact their functionClean, organized, and well-marked work spacesFlow systemsPull systemsReduced lead times through more efficient processing, set-upsand schedulingAmerican Society for Qualitywww.asq.orgSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-23

LEAN GOVERNMENTLeanOhio promotes government that is :SimplerBetterFasterLess Costly“Lean Takes Time” Have to slow down to speed upSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-24

SIX SIGMA: 6σMinimize variabilityOriginMotorola, USA 1986-Lean Principle99% vs. 99.99966%1,000,000 @ 99% 10,0001,000,000 @ 99.99966% 3.4Simpler, Faster, Better, Less Costly - Lean.Ohio.gov1-25

SIX SIGMA: 6σStandard Bell CurvePopulation n sample sizeStandard Curve where datalands𝜇 𝑀𝑒𝑎𝑛 𝑚𝑖𝑑𝑑𝑙𝑒Simpler, Faster, Better, Less Costly - Lean.Ohio.gov1-26

SIX SIGMA: 6σNo Electricity 7 hrsEach Month99 % Good1hr w/o ElectricityEvery 34 years99.99966% Six SigmaSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-27

SIX SIGMA: 6σ200,000 Wrong Rx/year99 %GoodGood99%68 Wrong Rx/year99.99966%Sigma99.99966% SixSixSigma99.99966% Six SigmaSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-28

SIX SIGMA: 6σ2 Bad Landings PerAirport DailyOne Bad LandingPer Airport Yearly99% Good99.99966% Six SigmaSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-29

LEAN SIX SIGMALEANProcess improvementrequires aspects of bothLean and Six Sigmaapproaches. Both are:SIX SIGMA Customer focusedQuality focusedRequire strongmanagement supportData driven decisionsProven continuousimprovement methodsSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-30

LEAN AND SIX SIGMALeanSix SigmaPDCA MethodologyDMAIC MethodologyReduce Time and WasteReduce Defects and VariationReduce cycle time andbottlenecks, increase flow andpullProcess Mapping, 5S and 7Wastes – and moreSix Sigma Goal: 3.4 Defects permillion opportunitiesAchieves goals by use of lesstechnical tools such as 5S,workplace organizational andvisual controls. (ASQ)Achieves goals by use ofstatistical data analysis, designof experiments and hypothesistesting. (ASQ)Camo BeltsGreen Belts, Black BeltsData and Analysis Tools – andmoreSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-31

HISTORY OFCONTINUOUSIMPROVEMENT

*HISTORY OF CONTINUOUS IMPROVEMENT1793Eli Whitney1800sCarl Frederick GaussSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-33

*HISTORY OF CONTINUOUS IMPROVEMENT1901Henry FordSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-34

HISTORY OF CONTINUOUS IMPROVEMENT*1940sSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-35

HISTORY OF CONTINUOUS IMPROVEMENT*1950s1793Joseph M. Juran&W. Edwards Deming1970sToyotaSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-36

*HISTORY OF CONTINUOUS IMPROVEMENT1980s1793Six Sigma1990sBlack BeltSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-37

*HISTORY OF CONTINUOUS IMPROVEMENT2000sSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-38

W. EDWARDS DEMING1900 – 1993 Father of theModern Quality MovementWALTER SHEWHART1891 – 1967 Father of StatisticalQuality Control, PDCASimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-39

JOSEPH M. JURAN1904 – 2008Cost of QualityPHILLIP CROSBYKAOURU ISHIKAWA1926 – 2001Do it Right the First TimeSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1915 – 1989Father of Japanese Quality1-40

PROCESSIMPROVEMENT

PDCAACTPLANAdopt, Adapt, orAbandonDefine and analyzeproblem; DevelopsolutionCHECKCheck the results ofyour test; Recordimprovement metricsDOPlan and test solution1-42

PROCESS IMPROVEMENT ACTIVITY: CARD GAME Team Leader Time Keeper RecorderSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-43

PROCESS IMPROVEMENT ACTIVITY: CARD GAMESimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-44

PDCA9. Adopt, Adaptor AbandonFollow-upMonitorPlan:1. Identify and SelectProblem2. Define Current State3. Define Desired State4. Analyze5. Select Solution totest6. Plan and TestSolution7. ImprovementMetrics8. Check ResultsSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-45

P1: IDENTIFY & SELECT PROBLEM Find a problem or opportunity Review background information How do you know it is a problem? Identify why change is needed What are the customers saying? What are their needs and expectations? Scope the improvement project Develop a SIPOC Develop a CharterSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-46

P2: DEFINE THE CURRENT STATE Understand the processEight Quality Control Tools Make the invisiblevisible What are the metrics? What is it costing us intime/dollars/staff? What is the impact onour customers?Simpler, Faster, Better, Less Costly - Lean.Ohio.gov1-47

P3. DEFINE GOALS/TARGET CONDITION What is the aim?Identify goals.Make them SMART!What is the gap?What are the importantaspects of the future targetcondition? Benefits of moving to thefuture target condition?Simpler, Faster, Better, Less Costly - Lean.Ohio.gov1-48

P4. ANALYZE What is causing theproblem(s)? What factors accountfor the gap between thecurrent state and thegoal? What does the datasay? What is the root cause?Simpler, Faster, Better, Less Costly - Lean.Ohio.gov1-49

P5: GENERATE POTENTIAL SOLUTIONS Review information Ensure understanding ofcauses Brainstorm potentialsolutions Evaluate and select solution Develop an improvementhypothesis: If we do ,then we think willhappenSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-50

D6: TEST YOUR CHANGE Develop an action plan totest your improvementtheory (hypothesis) Implement your plan Collect data using keymeasuresSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-51

C7 & C8: RECORD IMPROVEMENT METRICSAND CHECK RESULTS Evaluate your test data Did your hypothesisproduce the desiredresult? Ask those affected bythe change how it’sworking Refine yourimprovement asneededSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-52

A9: FOLLOW-UP ACTION If successful: Implementsystem-wide,standardize If not successful: Tryanother test solution or Start the cycle again Repeat cycle asnecessary Continuously measure Plan for the future1-53Simpler, Faster, Better, Less Costly - Lean.Ohio.gov

REPEAT FOR CONTINUOUS IMPROVEMENTSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-54

PLANPDCAIdentify Problem (problemselection guide)P1Gather data and background(How do you know it is aproblem?) What, When, Where,How muchScope the issue: Develop SIPOC;Identify customer requirements(survey, focus group, interviews)Develop charter/ start A3P2Determine current stateDevelop Data Collection Plan and GEMBA – go observe the process Identify waste (TIM U(background and measures) gather datain the workplace. Develop aWOOD) and pain pointsProcess MapP3Establish targetgoals/future/desired stateWhat measures will tell you if you Make goals SMARTare successful?Analyze the situationExamine the data,Understand the causes ofproblemDetermine bestimprovement(s)Brainstorm improvement ideas, Select improvement (s) Use flow, State a hypothesis: If we doEvaluate (Impact/ control matrix) poka yoke, standard work.XXXX, then we think YYYYDevelop new process mapwill happenTest your Improvement(s)Plan implementation of a test ofthe proposed solution.P4P5DOCHECK/METRICS Check/study the results ofyour testACTAdopt, adapt or abandon.MonitorTell your StoryFishbone diagram, Paretodiagram, Run chart, bar chartImplement test solution.Gather data to measure successFind the Root cause of theproblem, 5 WhysAction register, Gantt chartData collection toolsEvaluate results: Compare before Seek feedback from customersand after measuresDetermine if the actionstaken were successfulImplement standard work. ORtest another solutionTell your story Complete theA3Monitor: Collect data & reviewperiodically. Track results usingvisual management

Video:MealsperHour59

PDCA, A3, DMAIC1-57

*WHAT IS AN A3?a.b.c.d.A way of thinkingA reportAn 11 x 17 piece of paperAn approach to continuousimprovemente. All of the aboveSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-58

WHY A3? A3 provides a structured format for problem-solving Provides a method for addressing the things that“bug” you or frustrate you Reflects the philosophy of don’t blame the people,fix the process! Promotes continuous improvement Aligns with PDCA cycle Promotes transparency – is visual! Tells the storySimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-59

A3Title:Team:Date Started:Current Date:Sponsor:P1: Background/Why changeis neededP4: AnalyzeC7: Improvement MetricsP2: Current StateP5: Potential SolutionsC8: Check ResultsP3: Project GoalsD6: Action Plan & TestA9: Follow-up and Monitoring1-60

Title:Date Started:WHATCurrent Date:Team:Executive Sponsor:P1: Why change is neededP4: AnalysisC7: Improvement MetricsWhy are we working on thisproblem/opportunity? What is thebusiness case? What is the painpoint? What is the impact? Scope?What is preventing achievement ofthe goal? What is the root cause orcauses of the problem? Fishbone or 5whys.Collect data. Check the results ofyour improvement. Did you close thegap? Simpler, faster, better, lesscostly.P2: Current StateP5: Potential SolutionsC8: Check ResultsWhat is currently happening? Extentof the problem? Data. Statement ofthe problem. Graphically present apicture of the current state.Brainstorm solutions. Analyze them.Select a solution to test.What went well? What didn’t? If youdidn’t achieve goal, then go back totest another solution. If goal isachieved, put into standard work.P3: Future StateD6: Action PlanA9: Follow-up and MonitoringWhat specific outcome is required?What is the goal? What is the gap?Specific improvements inperformance needed?Pictures/graphs.Develop an action plan for runningyour test (or pilot) and implement it.What is the plan for ensuring thatsolution benefits are maintained?How will you monitor?IS AN A3?LEANOhio Boot1-61Campday one

VIDEO:Lean: BCICrime LabPLAY TIME:6 mins 59 sec1-63

FOUR VOICES

4 VOICESTo inform process improvement we need to listen to four voicesVoice of the Customer - VOCVoice of the Business - VOBVoice of the Process - VOPVoice of the Employee - VOESimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-65

ACTIVITY: 4 VOICESYour Movie TheaterYou own a local movie theatre Youare going on vacation for 10 daysYou have asked your theatremanager to email you 5 data itemsevery other day.What do you want to know?Simpler, Faster, Better, Less Costly - Lean.Ohio.gov1-66

ACTIVITY: 4 VOICES continuedOwner Needs Ticket SalesConcession SalesIncome/Expenses/ProfitWhat movies came inEmployee problemsWho called offCustomer IssuesWeatherCustomer Needs Line Movement Good Popcorn Reasonably PricedRefreshments Clean, Updated Restrooms Ambiance/Décor Great Sound System Friendly & Efficient Staff Convenient ParkingWhich group can you really influence and control?Simpler, Faster, Better, Less Costly - Lean.Ohio.gov1-67

4 VOICES: VOICE OF THE CUSTOMERDescribes the stated andunstated needs orrequirements of the customer. Identifies the CustomerNeedsDriversCritical to QualityWhat they Don’t WantMeeting ExpectationsExceeding ExpectationsSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-68

4 VOICES: VOICE OF THE CUSTOMERCustomer needs and expectations need to drive ourimprovement efforts.These are usually stated in general terms and need to gettranslated to more measurable terms.Customer: “I want a cup of coffee.”What does that mean?Simpler, Faster, Better, Less Costly - Lean.Ohio.gov1-69

HOW DO WE KNOW WHAT CUSTOMERS WANT?DATA. Capturing data from the Voice of the Customer (VOC) is especiallyimportant in Process Improvement SurveysInterviewsFocus GroupsCustomer ComplaintsBenchmarkingWhat others can you think of? Consider having your customers participate in an improvement project!Simpler, Faster, Better, Less Costly - Lean.Ohio.gov1-70

VOICE OF THE CUSTOMER IS MULTIFACETED *Simpler, Faster, Better, Less Costly - Lean.Ohio.gov1-71

VOC CUSTOMER TRENDS Immediate feedback – close to the serviceUtilize social mediaWeb utilizationRaised expectationsWant it fasterWant it on-lineWant it INSTANTLYSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-72

4 VOICES: VOICE OF THE BUSINESSDescribes the statedand unstated needsor requirements ofthe organization VisionMissionValuesFinancialsPerformance MetricsSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-73

4 VOICES: VOICE OF THE PROCESSDescribes what the process is telling you What’s working What’s not working Process Data provides the voice – the information needed1-74

4 VOICES: VOICE OF THE EMPLOYEEDescribes the front line knowledgeand requirements of the employee. The people who do the work know thework best! Employees are closest to the Customer Lean principle of respect for people Set them up for Success Change can be difficult Empowering employees to makechange promotes ownership of thework and creates a better place to workSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-75

VIDEO:(VOC) SeinfeldCar ReservationPLAY TIME:1 mins 54 SecSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-76

DoP APPLICATION SIMULATION Department of Prevention (DOP) DOP is a GovernmentOrganization DOP reviews applications fromother Government OrganizationsDOP Motto: Keeping bad things from happening.Simpler, Faster, Better, Less Costly - Lean.Ohio.gov1-77

APPLICATION PROCESSING SECTION You will be working in the Application Processing Section This Section receives applications from governmentorganizations requesting permission to conduct processimprovement activities DOP processes two types of applications: Renewal andInitial The section goals are to process applications as quickly andefficiently as possible without losing quality The section must process 16 applications every day in orderto meet customer demand and avoid a backlogSimpler, Faster, Better, Less Costly - Lean.Ohio.gov1-78

DoP SIMULATION RULES DOP needs to process 16 apps every day (8 min)

Managing Change Simpler, Faster, Better, Less Costly - Lean.Ohio.gov. ROAD MAP LEANOhio Boot Camp day one. 3 ZONES 1. Comfort 2. Learning 3. Panic . Simpler, Faster, Better, Less Costly - Lean.Ohio.gov 1-23. LEAN GOVERNMENT LeanOhio promotes government that is : Simpler Better Faster Less Costly

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