4. IDENTIFY POTENTIAL INFLUENCE FACTORS
- Brainstorm sessions- Expert interviews - BOB vs. WOW and autopsies- FMEA- Process inefficiencies in value stream map- Process matrix
Ishikawa diagramwith 6Ms
Exploratory data analysis
FMEA
Man Machine Material
Method Measurement Mother nature
Total time
151413121110
9876
A B C
*
Failure modeFailure 1Failure 2
O38
S25
D49
RPN24360
10
8
6
4
2
0
1 2 3
BOB vs. WOW study and autopsies
Brainstorming session
Lean Six SigmaD
EFIN
EM
EASU
RE
AN
ALY
ZEIM
PRO
VE
CON
TRO
L
BENEFITS• Process improvement and
redesign (manufacturing, construction, financial services, healthcare, public sector, high-tech industry)
• Resulting in superior quality and efficiency levels
• Structural financial impact
STRATEGIC VALUE• Superior cost structure• Competitive advantages based
on customer satisfaction• Competence development in
operations management, project management and continuous improvement
METHOD• Professional and scientific
problem solving• Working with precise and
quantitative problem descriptions• Starting with a data-based
diagnosis• Designing evidence-based
improvement actions
ORGANIZATION• Improvement projects are led by Green
and Black Belts, who are familiar with the process and Lean Six Sigma
• Improvement projects follow the DMAIC approach
• Lean Six Sigma program management coordinates projects by strategically choosing projects and making sure that benefits are realized
- Project charter- SIPOC and process flow chart- Benefit analysis- Organization (time and review board)- Stakeholder analysis
S P OI C
0. DEFINE THE PROJECTStakeholder analysis
Legend:0: Current situation Strongly against
Moderately against
Lets initiative happen
Helps initiative
Makes initiative
happen
Stakeholder StakePerson 1Person 2Person 3Person 4
X: Preferred situation
Influence
Stakeholder analysis
SIPOC
Project charter
- Process behavior over time- Process capability analysis- Value stream map- Redefine project objectives
3. DIAGNOSE THE CURRENT PROCESS
6
6
6
6
6
5666
1
6
6
6
6
6
66
5
1
66
5
6
5
6
6
6
6
6
5666
1
6
6
6
6
6
66
5
1
66
5
6
5
Control chartProcess statistics and histogram
Value stream map
Descriptive Statistics: Total time
VariableTotal time
VariableTotal time
N521
N*0
Mean9.422
SE Mean0.555
StDev2.661
Maximum59.800
- Process description and operating procedures- Control plan and control loops (feedback and feedforward)- Roles and responsibilities- Logs, dashboards and quarterly reports- Mistake proofing (poka-yoke)
7. IMPROVE PROCESS CONTROL
Control pyramid Control loops Poka-yoke
Senior management
Line management
Line personnel
Automatic controls
Supplier Process OutputInput Customer
Intervention(OCAP)
Compare with the norm
Inspection
5S andvisual management
- Benefit realization- Implementation plan- Project documentation- Follow-ups
8. CLOSE THE PROJECT
Benefittracking
PlanInitiateImplementMonitorClose
Technical Organizational Political
Projectdocumentation
Implementation roadmap
Discharge form
2. VALIDATE THE MEASUREMENTPROCEDURES
- Validity of the measurements: before, during and after data collection
- Precision: gage R&R or agreement study (kappa)- Pilot measurement- Start measuring
Check definitionsand calculations
Face validity
- CTQ flowdown- Operational definitions- Measurement plan and forms
1. DEFINE THE CTQSRevenue
CTQ flowdown
Operationalcost
Customersatisfaction
Personnel cost
Data collection form
Throughput time Man hoursFirst time right
Waitingtimes
Internaliterations
Externaliterations
Processingtime
Throughput time Processing time (min)
Star
t dat
a
End
date
Arch
ivat
ion
1
Acco
unt m
anag
er
Arch
ivat
ion
2
Cre
dit d
ept.
Pareto analysis
200
150
100
50
0
100
80
60
40
20
0
Problem 49
Problem 12
Problem 25
Problem 15
Problem 19
Problem 5
Problem 33
Problem 16
Problem 1
Problem 4
Problem 19
Problem 7
Problem 44
Problem 22Other
Pareto Chart of Problems
6. DESIGN IMPROVEMENT ACTIONS
- Improvement actions - Operations management- Description of the new process- Impact on the CTQs
Average workload
Workload
Time
Capacity vs. workload
Rationalizing, routing,streamlining and line balancing
LIFO
FIFO
FINO
Rush jobs
5. ESTABLISH THE EFFECT OF INFLUENCE FACTORS
Process matrix
Statistical dataanalysis
- Select the most important influence factors- Determine impact and changeability of
influence factors- Summarize evidence
Control variablesDMAIC 4: possible influence factors DMAIC 5: effect
Influence factor
Sales personUsing a sales scriptCoachingIncentives sales personsIncentives advisorsTiming of the callProduct knowledgeDepartmentCall durationCourteousness
CTQ1
XXXX
XXXXX
CTQ2
X
X
XX
X
Impact
++
++++++––+––
Changeability
–+++
++++++++––+
15
14
13
12
11
10
9
8
7
Y
5.0 5.5 6.0 6.5
X
7.0 7.5 8.0
© 2016 Institute for Business and Industrial Statistics of the University of Amsterdam
www.ibisuva.nl
-
Third party
LSS_IBIS_poster_UK2016.indd 1 06/11/16 22:36