Lean Six Sigma For All Sectors

Lean Six Sigma For All SectorsCharanjit Singh (CJ) BawaPMP, Black Belt & Change AgentLean Coach, QCDMS ConsultantsCOPYRIGHT@ QCDMS CONSULTANTS1

We support organizations to:LOWERCOSTSIMPROVEQUALITYENHANCEMORALEREDUCE DELIVERYTIMECOPYRIGHT@ QCDMS CONSULTANTSINCREASESAFETY2

Core Values of Lean Six Sigma1. SHOW RESPECT2. GO SEE & FINDWASTECOPYRIGHT@ QCDMS CONSULTANTS3. ASK WHY & ENGAGE3

Lean Removal of 9 WastesDOWNDefectsOverproductionWaitingNon-utilized talentTIMETransportationInventoryMotionExtra processingRecently discovered 9th waste PrioritizationLean removes waste, redundancies, inefficiencies, roadblocks and bottlenecks out ofyour organization.Example: A manufacturing plant reduced their product Lead time from 10 days to 30minutes.COPYRIGHT@ QCDMS CONSULTANTS4

Six Sigma- Reduce VariationHistogram BeforeFrequency4332121 1 1121 1 1 10 012 e0Mix Ratio percentageExample: A medicinemanufacturing companyreduced variation in theirmixing process.Histogram After5 534250 0 0 0 0 0 0 0 030 0 0 0 requency6Six Sigma reduces variationand improves your processcapability.Mix Ratio percenageCOPYRIGHT@ QCDMS CONSULTANTS5

Our Lean Six Sigma nCOPYRIGHT@ QCDMS CONSULTANTS6

Training and coaching processTrainees work oncompany’s actualprocesses &identifyopportunitiesHandson practicalGames toengage traineesFocused questions& groupdiscussionsLego tactileexercisesQCDMSCoaching yourteam oncompany’sprocessesTraining throughmedia andactual case studiesWaterLeakWaterLeakCase Study 3Your Problem248Copyright: QCDMS ConsultantsCOPYRIGHT@ QCDMS CONSULTANTS7

Lean Six Sigma VERS PROCESSIMPROVEMENTS1. Organization’sCulture &Leadership Skills2. DailyManagementtowards aPurposeLeanPhilosophy,Principles &Tools4. ProcessImprovement3. Problem SolvingWHITE BELTYELLOW BELTGREEN BELT (5 Days)½ to 1 Day2 Days 3 Days for YellowCOMPETENTPROFICIENTProcess ImprovementsProcess Improvements Problem SolvingEXPERTCan Embed culture of Lean SixSigma and coach teams onProcess Improvement &Problem SolvingBENEFITS- Improved quality & efficiency, on-time delivery, reduced safety incidents,enhanced customer and employee morale INCREASED PROFITABILITY COPYRIGHT@ QCDMS CONSULTANTS

Lean Yellow Belt (2Days)PROCESSIMPROVEMENTS COMPLEXPROBLEMSOLVERSGoal- Trainees will be able to improve their processes with the help of Lean Eventmethodology and Six Sigma- DMAIC or Toyota- A3 Problem Solving thinking.TRAINEES MUST ATTEND THESE 2 DAYS OF YELLOW BELT TRAINING BEFOREREGISTERING FOR GREEN BELTCOPYRIGHT@ QCDMS CONSULTANTS

Yellow Belt overviewGoals and ObjectiveGoal- Train staff to improve their processes with the help of Lean Event methodologyand Six Sigma- DMAIC or Toyota- A3 Problem Solving thinking.Duration- 2 DaysCourse Pre-work – Trainees bring a small to medium size Process and Problem to thetrainingTraining overview Lego Simulation (Round 1 and 2) Introduction to Lean Lean Management and Philosophies Basic Statistics (Measure of Central Tendency) Lean or Kaizen Event Methodology applied on Trainee’s Processes 7 QC Tools Six Sigma (Define – Measure- Analyze- Improve- Control) or Toyota & Honda (A3Thinking) Problem Solving applied on Trainees problemsTRAINEES MUST ATTEND THESE 2 DAYS OF YELLOW BELT TRAINING BEFOREREGISTERING FOR GREEN BELTCOPYRIGHT@ QCDMS CONSULTANTS10

Yellow Beltst1day1st half day (before lunch)2nd half day (after lunch)Introduction to LeanLean or Kaizen Event Methodology History of Lean Background and basics of process improvement KPIs and 3 P’s of Lean (Purpose, People and Process) Share one case study from Service sector Show Respect, Go See and Ask Why Trainees bring their processes and apply lessons Simulation (Round 1)learned into their own processes Teach Lean Event methodology (6 step process)About Lean1. Choose a process- Team Charter (Voice of Lean 8 Waste, VA, NVA, Inefficiencies, Muda, Mura MuriCustomer, Objective, Milestones, Team formation and Two Lean 8 Waste Exercises.more) 1. Trainees watch video and finds 8 Waste and2. Data collection, Process Walks and creating Current 2.Trainees list all the 8 waste that they see in work)State Value Stream Map, Lean philosophy and principles3. Lean or Kaizen events (1 to 3 days) 5 Principles of Lean Review Charter and Objectives or KPIs, House of Toyota Agree on Current State Map, JUST IN TIME- Lead Time, Takt Time, Cycle Time, FIFO, 1 Piece Flow, Finding Inefficiencies,Push Vs. Pull, Work Cell, Load Balancing and Level Scheduling Clustering Inefficiencies & finding top priority STANDARDIZATION- Visual Management, 5 S, Point of Use and SkillsThemes,Development Root Cause Analysis, JIDOKA- Quality Control Vs. Quality Assurance Poka Yoke and Andon Creating Action Plan, Process Mapping Tools - SIPOC, Swim Lane, Process Walk Template and Work Breakdown Structure,Value Stream Map Drawing Future State Map, Applying Lean Philosophies and Principles in Simulation (Round 2) Target Setting, Measures of Central Tendency – Min, Max, Range, Mean, Median, Mode andth Report Out to Senior Leadership80 Percentile Toyota’s 14 Management PrinciplesTRAINEES MUST ATTEND THESE 2 DAYS OF YELLOW BELT TRAINING BEFOREREGISTERING FOR GREEN BELTCOPYRIGHT@ QCDMS CONSULTANTS11

Yellow Belt nd22nd half day (before lunch)Lean or Kaizen Event Methodology4. Complete Action Items5. Regular update meetings and monitor actionplan and KPIs6. Check benefits, Control and Close out ProjectShare Lean Event report out template7 QC Tools Histogram, Scatter Diagram, Fishbone, BarChart / Run Chart / Control , Pareto Analysis,Check Sheet, Process Mappingday2nd half day (after lunch)A3 Problem Solving methodology Provide Introduction to Root Cause Analysis Simple Root Cause Analysis by using simple tools like “5Why” and “5W 2H” Share Honda’s , 11 steps “A3 Problem Solving” methodology for complexproblems Share case study from Service sector Trainees bring their problem and apply Problem solving in their own setting Compare Honda’s A3 Problem solving with Six Sigma D-M-A-I-C approachand Ford 8D DEFINE – Team Charter that includes Problem Statement(Specification or Target Vs. Actual), Team Formation, Project Charterand Background of the problem MEASURE - Understanding the Current state, Data Collection andTemporary Solution ANALYZE – Root Cause Analysis, Fishbone Diagram, Findingprobable root causes and Testing or Trials to find the right root cause IMPROVE- Solutions, SMART Action Plan with WBS CONTROL – Monitor, Check Effectiveness , Statistical ProcessControl, Sustainment and Standardization Share Problem Solving report out templateTRAINEES MUST ATTEND THESE 2 DAYS OF YELLOW BELT TRAINING BEFOREREGISTERING FOR GREEN BELTCOPYRIGHT@ QCDMS CONSULTANTS12

Lean Green Belt ( 3 Days)1. Organization’sCulture &Leadership Skills2. DailyManagementtowards aPurposeLeanPhilosophy,Principles &Tools4. ProcessImprovement3. Problem SolvingGoal - Trainees will be able to embed Lean culture in their respective organization,create a robust Communication Structure and will be able to coach staff on dailyproblem solving and process improvements. They will also be able to lead complexproblem solving and large Lean or Kaizen events.COPYRIGHT@ QCDMS CONSULTANTS13

Green Belt overviewGoals and ObjectiveGoal - Trainees will be able to embed Lean culture in the organization , create a robustCommunication Structure and will be able to coach staff daily on leading complexproblem solving and large Lean or Kaizen events.Duration- 2 Days Yellow 3 daysCourse Pre-work – Complete pre-work, choose a complex problem or a large process.Training overviewLean Six Sigma Yellow Belt 3 Complex Lego Simulations Creating a culture where people feel valued Hoshin Kanri or Strategic Alignment Daily Management towards a Purpose Embedding culture of Lean Six Sigma and how to engage staff Other Green Belt skills Theory of Constraint Measure of Dispersion Define Stage Data, type and Measure Stage Analyze Stage Complex Lean Tools and Improve Stage Control Stage Report Out presentation template and share Lean Six Sigma Tools library Benefit calculation for Lean Six Sigma projects and benefits across organizationCOPYRIGHT@ QCDMS CONSULTANTS14

Green Belt Day 3 AgendaDay 3 (Lego Simulation 1)Organization Culture SWOT Analysis Culture and Continuous Improvement Recipes of a Great CultureHoshin Kanri or Strategic Alignment Overview of 9 Steps of Strategy Deployment to align organizational purpose to daily workDaily Management Huddle Meetings and Boards around Business and Process Key Performance Indicators Leader Standard WorkEmbedding culture of Lean Six Sigma Embedding Lean Six Sigma GANTT Chart for complete organization Roles and responsibilities of Lean Six Sigma Belts Lean Planning Sheet for a department Project Selection, Prioritization and Impact Effort Analysis How staff are engaged in Lean Six Sigma organizationsSix Sigma & Statistics Basic Measure of Dispersion, Histogram, Normal Distribution, Variance, Standard Deviation, Process Capability (CP and Cpk), Six Sigma, Sigma levels, DPU, DPM, DPO and DPMO Types of Variation (Common or Special)COPYRIGHT@ QCDMS CONSULTANTS15

Green Belt Day 4 AgendaDay 4 (Lego Simulation 2)Green Belt Skills Project management basics Change management basics Management tools and types Group facilitation skills and types Lean Leadership AttributesDefine stage Complex Project Charter and GANTT Chart Voice of Customer- Kano Model Critical to Quality , Cost and Delivery Customer Surveys and Types BenchmarkingData Type of data and sampling Time and Motion Study Capacity StudyMeasure stage Data collection plan y f(x), y Output, x Inputs and SIPOC Finding sources of variation in SIPOC, Create Complex Value Stream Map by hand Measurement Systems Analysis and Gauge R&RAnalyze stage Analyze Complex data, Large data base analysis in Microsoft Excel (Reports and Pivots) Create a detailed Fish Bone Diagram by using x’s from y f(x), Process Walks and Team Brainstorming Creating detailed Test Plans to Analyze all available probable root causesCOPYRIGHT@ QCDMS CONSULTANTS16

Green Belt Day 5 AgendaDay 5 (Lego Simulation 3)Complex Lean Tools and Philosophies SMED or Quick Change Over Kan Ban, Heijunka Overall Equipment Effectiveness TPM Layout Improvement JUST IN TIME ExerciseImprove stage SMART Action Plan and WBS FMEA (Failure Mode Effects and Analysis) Mistake ProofingControl Stage Control Plan Statistical Process Control and Control Charts Standardization - Standard Operating Procedures Visual Management- Monitoring graphs and Kan Ban Boards Skills Development PlanReport Out and Close Out Benefits-Financial, Tangible and Non tangible Report Out Templates for a Problem and Process Share Lean Six Sigma tools folderCOPYRIGHT@ QCDMS CONSULTANTS17

Our trainees came from:MANUFACTURINGSERVICEPUBLIC SERVICEHEALTHCARECOPYRIGHT@ QCDMS CONSULTANTS18

Pictures from our eventsOpen TrainingCoaching on Lean EventPublic speakingPMI Open Lean Six SigmaYellow Belt TrainingPublic ServiceOrganizational TrainingCoaching at client sideGroup FacilitationPublic Service1 piece flow - ManufacturingTeam Building- ServiceOACETT chapter dinnerCOPYRIGHT@ QCDMS CONSULTANTS19

About CJ (Lean Six Sigma Coach) Passionate, Results-Driven Professional and PublicSpeakerPMP, Black Belt, Change Agent and Mechanical Engineer24 Years of Lean six sigma , Change Management &project management experienceTrained 6300 professionals, coached more than 160Improvement project teams , from 50 organizations,across all sectorsCoached 50 leadership teamsIndustries served – Automotive (OEM- Daewoo &Honda), Auto Parts Manufacturing, Service, Healthcare &Public serviceHe can be contacted at qcdmsconsultants@gmail.com orcall him at 416 571 8770COPYRIGHT@ QCDMS CONSULTANTS20

Embedding culture of Lean Six Sigma Embedding Lean Six Sigma GANTT Chart for complete organization Roles and responsibilities of Lean Six Sigma Belts Lean Planning Sheet for a department Project Selection, Prioritization and Impact Effort Analysis How staff are engaged in Lean Six Sigma organi