LEAN SIX SIGMA FOR ALL SECTORS - StarChapter · • Taguchi Loss of Function • Six Sigma Basics...

Charanjit Singh (CJ) BawaPMP, Black Belt & Change Agent

LEAN Coach, QCDMS Consultants

COPYRIGHT- QCDMS CONSULTANTS 1

LEAN SIX SIGMA FOR ALL SECTORS

About CJ (LEAN Six Sigma Coach)

COPYRIGHT- QCDMS CONSULTANTS

• Passionate, Results-Driven Professional and Public Speaker

• PMP, Black Belt, Change Agent and Mechanical Engineer• 25 Years of Lean six sigma , Change Management &

project management experience • Trained 7000 professionals, coached more than 160

Improvement project teams , from 50 organizations, across all sectors

• Coached 50 leadership teams• Industries served – Automotive (OEM- Daewoo &

Honda), Auto Parts Manufacturing, Service, Healthcare & Public service

• He can be contacted at call him at 416 571 8770 or email at [email protected]

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IMPROVE QUALITY

INCREASE SAFETY

LOWER COSTS

REDUCE DELIVERY TIME

ENHANCE MORALE


We support organizations to:

4COPYRIGHT- QCDMS CONSULTANTS

We coach teams to:

Lean can dramatically improve your Company’s bottom line.

PEOPLE

LEANCOMMON

SENSE

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1. SHOW RESPECT2. GO SEE & FIND

WASTE3. ASK WHY & ENGAGE


Core Values of LEAN

1. Organization’s

Culture &

Leadership Skills

4. Process Improvement

3. Problem Solving

2. Daily Management

towards a Purpose

Lean Philosophy, Principles &

Tools

WHITE BELT YELLOW BELT GREEN BELT

COMPETENT

Understands meaning of Waste and make

small changes

PROFICIENT

Lean Daily Management structure to engage staff

to make daily improvements

EXPERT

Can Embed culture of Lean Six Sigma and coach teams across organization

0.5 Day +1.5 Days +3 Days


Our LEAN Six Sigma Certifications

BENEFITS- Improved quality & efficiency, on-time delivery, reduced safety incidents,

enhanced customer and employee morale = INCREASED PROFITABILITY $$

PROCESS IMPROVEMENTS

PROCESS IMPROVEMENTS

COMPLEX PROBLEM SOLVERS +

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LEAN Six Sigma Yellow Belt (2 Days)

COMPLEX PROBLEM SOLVERS

MEDIUM SIZE PROCESS

IMPROVEMENTS +

Goal- Trainees will be able to create a Communication structure to engage staff who can

further make daily small to medium size Process Improvements.

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+LEAN DAILY

MANAGEMENT

Lean Six Sigma Yellow Belt Agenda (2 Days)

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Prework for Trainees

Prework –

• Choose a project,

• Complete Project Charter,

• Complete Waste in my day sheet (for a week ahead of the training),

• Complete Departmental Lean gap analysis sheet and

• Complete Individual LEAN Sxi Sigma Green Belt Skills Gap Analysis sheet

Day 1

Review prework

Lean Basics

• History of Lean and overview

• History of Six Sigma and overview

• Embedding Culture of LEAN Model (Culture, Purpose, KPIs, Lean Daily Management,

Problem Solving, Process Improvement and other important skills of a Green Belt)

• Lead Time, Cycle Time and TAKT Time, Capacity studies

• Share examples of LEAN application in your sector

• Difference between Value Added work and Waste

• Non-Value-Added Work and Inefficiencies

• LEAN 9 Waste

• 3 Exercises to find LEAN 9 Waste (Lego exercise, Video from your sector and Waste in

your process)

• Time and Motion Study

• LEAN Principles

• Trainees commit to 5 Small Lean Process Improvements

• Share Lean Improvement Form

Lean Daily Management

• Hoshin Kanri or Strategic Alignment

• Lean Daily Management & Huddle Structure

• Leader Standard Work

• Engaging staff to find Waste daily

• Segregation of Waste in Small, Medium and Large

• Prioritize improvement opportunities

1 WEEK GAP

Homework – Each trainee must complete 5 Small Process Improvements and report them on

Lean Improvement Forms

Day 2

Re-Cap of Day 1 and review homework

House of Toyota (Lean philosophies) and connect to your

sector

• Standardization (Foundation)

• Just in Time (Left Pillar)

• Respect (Middle of the house)

• Jidoka (Right Pillar)

• Kaizen (Roof)

• Trainees commit to create a Huddle structure and commit

to applying Lean philosophies in their day to day work

Quality Control Tools

• Pareto Analysis, Fishbone, Histogram, Control Chart,

Check Sheet, Scatter Diagram and Process Flow Diagram

• Different types of process flow diagram – SIPOC,

Spaghetti, Swim Lane, Time and Motion Study, Layout and

Value Stream Mapping

Problem Solving or Root Cause Analysis

• Simple Root Cause Analysis and 5 Whys

• Toyota A3 sheet for Root Cause Analysis of Problem

Solving

• Toyota A3 sheet for Process Improvement

Process Improvement or LEAN or Kaizen Event methodology

• Overview of LEAN or Kaizen Event methodology

• Share case studies from your sector

• Value Stream Mapping – Teach trainees how to draw

Current State and Future State VSM through case studies

• Share A3 Sheets

Homework – Trainees to pick up one problem, one small

process, complete A3 sheet for Problem Solving and A3 sheet

for Process Improvement


9COPYRIGHT- QCDMS CONSULTANTS

Goal - Trainees will be able to embed Lean culture in their respective organization,

create a robust Communication Structure and coach staff on daily problem solving and

process improvements. They will also be able to lead complex problem solving and

large Lean or Kaizen events through Group Facilitation and Project Management skills.

LEAN Six Sigma Green Belt (5 Days or +3 days for Yellow)

COMPLEX PROBLEM SOLVERS

LARGE SIZE PROCESS

IMPROVEMENTS + +LEAN DAILY

MANAGEMENT

SIX SIGMA, STATISTICS &

DMAIC

COMPLEX LEAN TOOLS

PROJECT & CHANGE

MANAGEMENT

GROUP FACILITATION


Day 3

Re-cap of Yellow Belt (3 Days of Training)

Important Skills for Lean Six Sigma Professionals

• Project Management (Charter, GANTT Chart, Closure

report)

• Change Management (Stakeholder Analysis and

Communication Plan)

• Group Facilitation Skills (Nominal Group Technique, Multi-

voting, Brainstorming)

• Project Selection and Prioritization (Prioritization Matrix and

Impact Effort Analysis)

Basics of Six Sigma and Data

• Types of Data and Data collection Techniques

• Theory of Constraints

• Taguchi Loss of Function

• Six Sigma Basics – Histogram, Variance and Standard

Deviation, Control Charts, Common & Special Cause, DPU,

DPM, DPO and DPM, overview of DMAIC

Define Stage (Your Project)

• Swim Lane Process Flow Mapping

• Project Charter (Simple and Complex)

• Initiate A3 Process Improvement Sheet

• 5W 2H and Problem or Process Improvement Statement

• SIPOC

• Voice of Customer- Survey, Kano Model and Critical to

Customer

1 WEEK GAP

Homework – Trainees to walk the process, map the process

and collect necessary data

Day 4

Re-cap of Day 4 and review homework

Measure Stage (Your Project)

• Y=f(x) and identifying Sources of Variation in a

SIPOC

• Initiate Current Value Stream Mapping (Macro

and Micro)

• Process Walk Templates and Process Walks

• Data Collection PlanAnalyze Stage (Your

Project)

• Large Data Analysis in Excel

• 9 Waste Analysis in the Current state Value

Stream Map

• Future State Mapping

• Choose one project and coach the team on

actual LEAN or Kaizen Event (Current State-CS

to Future State-FS)

• Important Note – Day 5 could be treated as

an actual LEAN Event for one of the team

and all the necessary team members

(outside of Green Belts) can also be present

• Create a Lean Implementation Plan to get from

the CS to FS

• Re-Cap of Lean Tools, how and when to use

correct LEAN Six Sigma Tools in your

Implementation Plan

• Coach team on choosing right Lean Six Sigma

Tools, philosophies and methodologies

1 WEEK GAP

Homework – Trainees to walk the process, map

the process and collect necessary data

Day 5

Review homework

Improve Stage (Your Project)

• Review process improvements

• If needed, lead actual process

improvements in actual project in the

process (after proper planning)

• Support trainees

Control Stage (Your Project)

• Control Plan and Control Charts

• Mistake Proofing

• Standardization, Skills Development and

Visual Management

• Share Lean Six Sigma Green Belt report

out template with the team

1 WEEK GAP

Homework – Trainees to complete their

project, complete Report Out Template and

must be submitted to Lean Coach for final

review and approval

Note- Last day could be utilized as a Report

Out

Review Report Outs, Approve Closure and

Certification

Lean Six Sigma Green Belt Agenda (+3 Days)

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Training

Group Facilitation

Consulting

Coaching

Our LEAN Services


Training and coaching process


Trainees work on company’s actual

processes & identify

opportunities

Handson practical Games to

engage trainees

Focused questions & group

discussions

Lego tactile exercises

Coaching your team on actual

processes

Training throughmedia and

actual case studies

QCD

MS

Water Leak

Water Leak

Case Study 3 Your Problem

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Our Engagements


Open Training Coaching on Lean Event Public speaking

Organizational Training Coaching at client side Group FacilitationPublic Service

Public Service

Team Building- Service

OACETT chapter dinner PMI Open Lean Six Sigma

Yellow Belt Training

1 piece flow - Manufacturing

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Case Studies (Manufacturing)


Honda Cars India Automotive Parts Commercial Filters

• Converted line from one

model to variant model line

• Completed numerous quality

defect reduction projects by

using Honda A3 thinking

• Completed time & motion

studies, did load balancing

on assembly line to free up

five resources

• Reduced tooling

Changeover process from

1 hour to 20 minutes

• Honda seat frame product

line productivity improved

by 10%

• Overall Plant KPIs

improved by 10%

• Freed up 12 resources

from a process

• Reduced manufacturing

lead time by 95% from 10

days to 30 minutes,

• Initiated Lean

communication structure

• Started inventory

management system

• Reduced overall Lead

Time by 15%

High Rise Window

• Trained 80 staff from all processes

• 50 processes and sub processes

review

• Initiated LEAN Daily Management

structure

• One of the process reduced by

99.99 % from 2 days to 1.5 minute

• 500 small to rapid process

improvements across all

processes

• Savings close to 1 Million Dollars

Case Studies (IT- Service)


New User Provisioning IT Helpdesk IT Storefront

• Freed up 15% capacity and

reduced overtime

• Lead time reduced by 20%

• Reduced lead time by 25%

• Combined the New User

Provisioning process with

the IT Helpdesk process to

bring one common

platform

• Freed up 300 square feet of

space

• Freed up 10% of resource

hours

• Inventory reduced by 25%

Case Studies (Healthcare)


Cardio Clinic Imaging Clinic Family Health Team

• Waiting time at the clinic

reduced by 25%

• Overall patient wait time from

the time of receiving referral

to the 1st time at the clinic

reduced by 20%

• Load balancing to improve

the patient care

• Freed up 15% resource

hours

• Reduced Patient waiting

time by 75% by studying and

improving call center

process

• Completed Capacity study and

supported management team

to open up more lines of

business or revenue

• Coached staff to find Lean 8

Waste in healthcare

Case Studies (Public Service)


Library New Material Courts Early Resolution Facility Maintenance

• Lead time reduced by 97%

• Freed up 630 square feet

• 42% increase in production

• Freed up 700 Employee

Hours

• Processing lead time reduced by

99.99% for Customers coming to

Counter

• Touch time / ticket reduced by

30%

• Lead Time reduced by 25%

• Brought back $200K worth of

sublet or outsourced work,

back into the department

Trained 2500 public service professionals who have further initiated 600 small

process improvements and saved $ 4 Million of Tax Dollars in the form of cost

reductions, cost savings and freed up capacities

Case Studies (Public Service)


Accounts Payable Infill Building Permit Road Repairs

• 65% reduction in number of

Invoices

• 25% reduction in Lead Time

• $25,000 in Freed up

capacities

• Resubmissions reduced by

25%

• Overall lead time reduced by

41%

• Construction lead time

reduced by 54%

• Payment lead time reduced

by 60%

Learn with LEGO Serious Play



Experiential Learning with Games and Models




Apply Lean in your own Problem or Process


Our trainees came from:


MANUFACTURING SERVICE

PUBLIC SERVICE HEALTHCARE

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Date post:	07-Jul-2020
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