Driving Excellence through LEAN Six Sigma

Author:
Sanjib Ghosal
Gaurav Bhosle
Programme for the training on Lean Six Sigma
(Yellow belt)
Introduction to the Lean history
Lean Principles
Definition of Lean initiative
Seven Deadly wastes or MUDA
Fundamental lean Tools and its power
VSM (value stream mapping
Takt time and load leveling
5S Methodology
Visual Control
Jidoka ( First Time Right )
Poka-yoke (Mistake proofing)
Kaizen and its life cycle
DMAIC life-cycle overview
Customer Value VOC and VOB




Basic Statistical Tools and its Utility
How 6 Sigma and Lean interface
Real Life Project
Examination





DAY 2
DAY 1
Agenda for Day 1- training on Lean Six Sigma (Yellow
belt)
Time Topics to be covered
10- 11 AM Capture expectations
Introduction to Course objectives and scope
Introduction to the Lean history
Lean Principles
Definition of Lean initiative
Exercise on Value identification
11 AM-11.15 AM Tea Break
11.15 AM - 1.00 PM Seven Deadly wastes or MUDA
Exercise on Seven Deadly wastes or MUDA identification
Fundamental lean Tools and its power
VSM (value stream mapping
Takt time and load leveling
5S Methodology
Visual Control
Jidoka ( First Time Right )
Poka-yoke (Mistake proofing)
Kaizen and its life cycle
1.oo PM- 2 .00 PM Lunch Break
2.00 PM- 4.30 PM Recap of Lean
Videos on Lean Six Sigma
Customer Value VOC and VOB
Overview on Six Sigma
Detailed DMAIC approach
4.00 PM- 4.30 PM Tea Break
4.30 5.00 PM Integrated model of Lean Six Sigma
5.00 PM- 6 .00 PM Question and answer
Case studies
Bs & Cs
Agenda for Day 2- training on Lean Six Sigma (Yellow
belt)
Time Topics to be covered
10- 10.30 AM Recap of Day 1
Basic six sigma Tools and its Utility
11 AM - 11.15 AM Teak Break
11.15 AM- 1.00 PM Continue Basic six sigma Tools and its Utility
1.00 PM- 2.00 PM Lunch Break
1.30 PM- 2.30 PM Exercise and practice of six sigma tools
2.30 PM 3.30 PM

How 6 Sigma and Lean interface
3.30 PM 4.30 PM Real Life Project
4.30 PM- 4.45 PM Tea Break
4.45 PM- 5.15 PM Examination
5.15 PM- 6.00 PM

Wrap up, Bs&Cs
Question and answer
Driving Excellence through LEAN Six Sigma
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Introduction
Introduction of the Trainer
Introduction of Trainees:
Name
Process
Problem Statement
Expectation
Little known fact
Driving Excellence through LEAN Six Sigma
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Program Objective

Help people do their job more efficiently and effectively

Drive continuous improvement efforts across the organization by
getting everyone involved and thinking proactively about what to
improve.

Strengthen employee skills in leading process improvement teams
and apply quality tools

Foster an environment for people to discover ideas for change and
implement those ideas.

Reward & Recognition for contribution towards improvement



Driving Excellence through LEAN Six Sigma
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Why we talk about Continual Improvements?
Continuous rise in Customer Expectations - Quality, Delivery and Cost
Global Competition Outsourcing Business and Chinese Threats
Rising cost of production/ services
Proven technique for quantum jump in business results
Requirements of Quality Models (ISO, CMMI, ITILv3 Service Lifecycle,
etc.)
Driving Excellence through LEAN Six Sigma
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Continuous Improvement : its said Rome was not build in a
day and so do the vehicles and the computers we use
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Rome
BMW
Ipad 4
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2/5/2013 9
"Quality is fitness for use."
J.M. Juran
"Quality consists of the capacity
to satisfy wants."(C.D. Edwards,
"The Meaning of Quality", in Quality
Progress Oct.1968)
"Quality is the degree to
which a specific product
conforms to a design or
specification
H.L. Gilmore:

Quality [means] conformance
to requirements."
P.B. Crosby
What is Quality?
Driving Excellence through LEAN Six Sigma
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2/5/2013 10
What is Quality in different sectors?


fast delivery, correct delivery, cost
containment
Courier Services
On-time resolution, easy of access Customer care center
Good product, fast delivery, good
environment
Food Services
Clearer, faster, cheaper service

Communications
Properly made, defect-free, cost
effective

Consumer Products
Correct diagnosis, minimum wait
time, lower cost, security
Health Care
On-time, comfortable, low-cost
service

Airlines
Examples Area
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2/5/2013 11
Dr. Mikel Harry has been widely
recognized as the principal architect of
Six Sigma and the worlds
leading authority within this
field. He founded Motorola's
Six Sigma Research Institute
Taiichi Ohno, considered to be the father
of the Toyota Production System, which
became Lean Manufacturing
in the U.S.
Bill Smith (VP in Motorola) widely
known as Father of Six Sigma
gave solution to reduce
defects from 30,000 ppm
to 3 ppm (in 8 years ) at
Motorola
Lean Six Sigma- Quality Gurus
Jack Welch, Chairman and CEO of
General Electric Implemented
six sigma in GE and
became the global
promoter of Six Sigma

Driving Excellence through LEAN Six Sigma
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In the different approaches for continues improvements have
emerged with the same end objective
During the day we would focus our attention on lean and six sigma.
Best Quality
Lowest cost
Shortest
lead time
High Morale
Lean
Kaizen
Six Sigma
JIT
Quality Circle
Plan, Do, Study, Act (Deming Cycle)
Total Quality Management etc..
Driving Excellence through LEAN Six Sigma
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Why Lean Six Sigma is important to the business
This approaches directly focuses on increasing customer satisfaction and build Loyalties

This approach is completely Data Driven Approach

There is no scope for judgmental decisions as every action is statistically proven

This approach helps in improvising existing product/ process and also in developing new
product/ process

This approach leads to get Best people on the job to perform process improvement

This approach helps to achieve Improvement in Business Growth/Market Share

Driving Excellence through LEAN Six Sigma
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Origins of Lean
Lean Journey
Driving Excellence through LEAN Six Sigma
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Definition and origins of lean
Post World War II Toyota had few resources compared to
the USA

Mass production could never be replicated as they could
not buy or access the machinery, materials or the skilled
workforce

Ohno realised that they had to:
Produce in small batches
Produce good quality and when errors occur correct them and
prevent them from reoccurring
Flow production
The term lean is a generalisation of the Toyota Production System methodology
developed by Taiichi Ohno
Definition
Origins
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LEAN Approach
LEAN journey strives to minimize waste and increase speed
Cost
Operational
Excellence
Customer
Satisfaction
Empowers
Team
Schedule / Effort Shrinkage
Productivity improvement
SLA improvement
Defects Reduction
Team Utilization
LEAN in Software
Minimum Cost of Prodn
Highest rating
Customer Wow
Driving Excellence through LEAN Six Sigma
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The 5 Original Lean Principles


1.Value is in the eyes of the customer

2.Identify the value streams and eliminate all waste

3.Involve and empower employees

4.Make the value flow at the pull of the customer

5.Continuously improve towards perfection

Driving Excellence through LEAN Six Sigma
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Specify Value Lean Approach
Define customer value in terms of whole product starting point of lean journey
Completing on time, Defect free and lesser cost


Servicing Quality food at nominal price Hotel

Issuing DD/check at customer requested time Bank

Delivering bug free services that meets SLA Software service

Generating invoicing and billed to customer Finance



Exercise on Value identification: Come up with 5 value added proposals to improve
business
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Tea Break
Driving Excellence through LEAN Six Sigma
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Lean thinking ?
The removal of muda!
Muda-Is a Japanese word for waste
Waste-any activity that absorbs resources
& creates no value!
Kaizen-continuous incremental improvement
Lean Structured waste management
Driving Excellence through LEAN Six Sigma
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Types of Muda
Mistakes which require recertification
Production of items no one wants
Processing steps which really arent needed
Employee or goods movement/transport from one place
or another without any purpose
People in downstream activity waiting because upstream
activity has not delivered on time
Goods and services that dont meet the need of
customer

Driving Excellence through LEAN Six Sigma
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SHIFT MINDSET

CURRENT
THINKING
REQUIRED
THINKING
WASTE NOT DEFINED
REACT TO LARGE EXAMPLES
REACTIVE IMPROVEMENT
WASTE IS "TANGIBLE
IDENTIFY MANY SMALL OPPORTUNITIES
-LEADS TO LARGE OVERALL CHAGE
CONTINUOUS IMPROVEMENT
WASTE
TYPES
OF
WASTE
Correction
Processing
Motion
Waiting
Inventory
Transportation
Over-
Production
Driving Excellence through LEAN Six Sigma
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Categories of Waste in Software
Exercise on waste identification
Driving Excellence through LEAN Six Sigma
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Three key elements of a successful Lean Transformation
program
Only by an approach that tackles all three areas will you be able to
change behaviours and make results sustainable
Process Do the right
work Only do what adds
value in the eyes of the
customer
People Do the work
right Ensure staff are
fully trained, motivated and
empowered
Organization Manage
the right way Have the
right Organization structure
and performance measures
that help the teams to
understand their
achievements in terms of
what the customer wants
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Lean breaks down barriers and leads to effective end-to-end
team working
Department 4
Department 1
Department 2
Department 3
Current Scenario
Department 4
Department 1
Department 2
Departments 3
Future Scenario
Driving Excellence through LEAN Six Sigma
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Kaizen Thinking
Waste Productivity
Staffing Productivity
Do MORE with LESS
WASTE
Driving Excellence through LEAN Six Sigma
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Steps for continuous improvement
Document the Current Process. We need to
understand how processes are performed
today
Those elements of a process that do not
increase the value of a product, but only
increase cost
Revisit the scope of the project and ensure it
captures the flow of the product/process and
can be completed within the Kaizen event
To ensure proper direction and counter
measure are the proper lean solution
Ask team members, build coalition and just Do
it
Document Reality
Identify waste
Plan counter measure
Reality check
Make changes
Driving Excellence through LEAN Six Sigma
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Steps for continuous improvement
Results Achieved?
If not, go back and make additional changes
Re-verify with additional observations
Take action that is needed to complete verification
within the event time frame
Did the waste get eliminated?
Will the improvements contribute to the annual Goals

Establish visual controls to insure progress is maintained
Make controls visible and understandable to the casual
observer
Visibly post open actions and leave them up until they
have been completed

The facilitator is responsible to help establish control
Establish a visual display board in each area
The results must be repeatable and sustainable
Verify Changes
Measure Result
Make this the Standard
Driving Excellence through LEAN Six Sigma
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Value Stream Mapping

Collect information from Go See process

Start at the customer and work backwards

Prepare Current stream mapping using symbols

Make a list of Lightening Bolts of potential improvements

Create Future State mapping by identifying Non value added processes (FSVSM)

Implementation by streamlining processes


Driving Excellence through LEAN Six Sigma
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Value Stream Mapping - Applications
Value stream mapping is generally done for each of these processes;

Software Execution processes:
TS : Concept thru design and implementation to release in new development
OS services: Bug reproduction, analysis to bug fixing, testing and build in defect fix cycle
Testing: Developing test plans and testing the product to releasing the final product in case of
validation

Information Management Processes:
Project Management : Allocation of work, monitoring of progress, updating stake holders on the
progress, issues and risks till releasing the final product to Customer or validation group

Physical transformation Processes
Recruitment, training them and allocating them to the projects as per requirement

Organizational level Processes
Finance, Invoicing and MIS reporting etc



Driving Excellence through LEAN Six Sigma
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Value Stream Mapping Example (before Lean)
Customer sent
Bugfix to FO
team
Process Cycle Efficiency = 135/340 = 40%

Request
Assignment

Implementation

Regression
Testing

Release and
acceptance

Close Defect
CT=90 VT=45 CT=140 VT=40 CT=55 VT=20
CT=55 VT=30
Ticket has been
logged in tool

Offshore PM picks up ticket
from tool and assign to analyst

Analyst sent fo PM
for clarification

PM sent fo FO team
for clarification

FO team sent details
after clarifying with client
CT=10 VT=10
CT=10 VT=5
CT=20 VT=20
CT=30 VT=5 CT=20 VT=5

Analysis of Bug
Reproduction of Bug

Coding

Code Review

Request was
on Hold

Fixing of
errors
CT=5 VT=5 CT=60 VT=0
CT=5 VT=5 CT=20 VT=20 CT=10 VT=5
CT=40 VT=15
D D
D I
Driving Excellence through LEAN Six Sigma
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Value Stream Mapping Example (After Lean)
Customer sent
Bugfix to FO
team

Request
Assignment

Implementation

Regression
Testing

Release and
acceptance

Close Defect
CT=40 VT=35 CT=60 VT=40 CT=55 VT=20
CT=55 VT=30
Ticket has been
logged in tool

Offshore PM picks up ticket
from tool and assign to analyst

Analyst sent fo PM
for clarification

PM sent fo FO team
for clarification

FO team sent details
after clarifying with client
CT=10 VT=10
CT=10 VT=5
CT=20 VT=20
CT=30 VT=5 CT=20 VT=5

Analysis of Bug
Reproduction of Bug

Coding

Code Review

Request was
on Hold

Fixing of
errors
CT=5 VT=5 CT=60 VT=0
CT=5 VT=5 CT=20 VT=10 CT=10 VT=5
CT=20 VT=15
D D
I
Process Cycle Efficiency = 125/210 = 60%
Driving Excellence through LEAN Six Sigma
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Takt Time

Takt is a German word which refers to the beat of music or meter

Takt Time-- the desired time for units of production output, synchronized
to customer demand.

Takt time is the time given by customer to complete a single unit

Example1 :
1. In a retail store that is open 8 hours a day including weekends there are 30
billing tills and during peak season there are 30000 customers buying goods
in 30 days. What is the TAKT time per till assuming that arrival rate of
customers is even in all the billing tills and how many customers are serviced
in one day?



Answer
Takt time/customer = 30*30*8/30000= 0.24 hours
Number of customers serviced in a day = 30*8/0.24 = 1000

Takt Time Example
Request
Type
Weight age No Equivalent
Simple
Requests
Complex 4 12 12*4 = 48
Medium 2 20 20*2 = 40
Simple 1 40 40
Total 128
A release is planned for 12 complex , 20 Medium and 40 simple tickets in 10 days
Total Available time = 10*8*8 = 640 hours

Takt time = 640/128 = 5 hours/simple ticket
Resource Skill Level No Equivalent
Simple
Resources
P1 Highly Skilled 1 1*2 = 2
P2 Medium
Skilled
2 2*1.5 = 3
P3 Low Skilled 3 3
Total 6 8
Driving Excellence through LEAN Six Sigma
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Takt time Exercise
A book of 1200 pages has to be read in 5 days (8 hr each day), what is takt
time per page and how many pages can be completed in a day



A release is planned for 50 tickets in 5 days and they work on 24/7
support, Calculate Takt time if 8 resources are working in the team.



Answer
Takt time/Page = 5*8*60/1200= 2 min
Number of pages in day = 8*60/2 min = 240 pages
Answer
Takt time/Ticket= 5*24*8/50= 19.2 hrs
Driving Excellence through LEAN Six Sigma
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Takt Time - Applications
Estimation and planning (One piece flow)

Tracking - Track current progress of project and stabilizing the production

Load Levelling - Check whether each employee has a full job, passed to Takt Time

Process Step --------
Driving Excellence through LEAN Six Sigma
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The 5S Process
5S is: A systematic approach to organize and
standardize the workplace
Objectives of 5S are:
1. Promote Safety
2. Improve Work Flow
3. Better Product Quality
4. Reduce Inventory Waste
5. Give People Control of Their Workplace

Driving Excellence through LEAN Six Sigma
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The 5S Process
5S was originally developed within the
Toyota Production System and consisted of 4Ss
Sort

Shine

Set in Order

Standardize

Sustain
Driving Excellence through LEAN Six Sigma
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The 5S Process
Driving Excellence through LEAN Six Sigma
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5S in Software
Configuration
Management
Database
Keep only relevant information and
update it regularly e.g. if the version of
Windows in a server is changed from
2000 to 2003, the same should be
updated

Sort (Seiri)
Server Information
Server Name
CPU Speed
Disk Space
Memory Size
Application Inventory
Application Name
Technology Used
Current Version
No of versions released
User Information
User Name
Applications owned
Privileges/Rights
Tenure
Keep the organized so that they can be
located easily. Use proper naming
conventions
Set (Seiton)
Keep the information current and
remove all redundant content e.g. if a
particular user id is not does not exist,
the same should be deleted from
CMDB database
Shine (Seiso)
Standard naming conventions should
be used and proper guidelines followed
to organize the information
Standardize (Seiketsu)
Review the content regularly to ensure
there are no violations to rules or
guidelines
Sustain (Shitsuke)
Driving Excellence through LEAN Six Sigma
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Visual Controls

Advantages

Status on work available at any time & at regular
intervals

Complete task list visible to all members

Early understanding of dependencies

A visual display relates information and data

Team motivation

Team picks up next task automatically

Visual control is a setup with charts and labels with color coded markings to
understand the process and track the progress.
Driving Excellence through LEAN Six Sigma
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A Generic Information Centre
Resource
Plan
BAU U
Skills
Matrix
Productivity
CCC Strips
Training
Plan
Successes
Cost
Daily Task
List
Quality
Lead Time
NAME OF TEAM Info Centre
Contact
List
Behavioural
PEOPLE PERFORMANCE
CONTINUOUS
IMPROVEMENT
Team Specific Metrics
Performance is monitored against the
standards to drive towards targets
Graphs should be simple, focused, easy
to understand and easy to update
The long term section of the board
contains the people, planning and
direction setting for the team.
The CCC Board controls the continuous
improvement section of the Information
centre. The CCC Strips can be used for
problems or ideas to track them through
to implementation.
Driving Excellence through LEAN Six Sigma
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1 People / Long Term
Learns
The long term section of the
board contains the people,
planning and direction
setting for the team.
Other documents can include Standard Work
and Value Steam Maps to highlight the teams
key roles and responsibilities.
Plans
VSM
Successes
Skills / Availability
Success!!
A lessons learned / success area of the board can
be powerful in communicating the teams
achievements, positive client feedback and key
lessons learned
MATALAN WEEK NUMBERS
WK 41 WK 42 WK 43 WK 44
December 1st 2nd 3rd 4th 5th 6th 7th 8th 9th 10th 11th 12th 13th 14th 15th 16th 17th 18th 19th 20th 21st 22nd 23rd 24th 25th 26th 27th 28th 29th 30th 31st
T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T
Moughal, Omar C C C C C C C C C C C C C C C C C C H E C C C
Foster, Derek E E E E E M M M M SA SU E M M M M L L H H H H H E E
Wright, Danny E E E E SU M M M M M SA M M M M L L L L L O O O O O
Hutchinson, Anthony E E E E SA M M M M M SU M M M M M L L L L BHO L E E E
Elston, Kate M M M M SA SU M M M M M L L H H H E E E E H SA E E M H
Shallcross, Mike M M M H H H M M M M H L L L L H E E E E H H M M M
Hogarth, Mandy M M M M M M M M M L L L L L E E E E H SA L M M L
Helsby, Brian M M M M L L L L L H E E E E M M M H H H SU H H H H
Lamb, Steve L M M M SA SU L L H H H E E E E E M M M M H SU H M M M
Crosbie, Richard M M M M L L L L L E E E E E M M M M BHO SA SU BHO M M M
Harrison, Paul H H H H H E E E E M M M M M H H M M M M H E L L L
Fallon, Maria E L L L E E E E E M M M M M SA SU M M M M BHO L L L M
Williams, Phillip L L L L E E E E E H H H H H SA SU M M M M BHO BHO L L L
The Shift Plan and Skills Matrix
make sure the right people are
in to cover all vital duties.
Driving Excellence through LEAN Six Sigma
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2 Performance / KPI
Performance is monitored against the standards
to drive towards targets
Graphs should be simple, focused, easy to
understand and easy to update (by hand!)
The performance charts on the
KPI board then show the
performance over a week,
month etc.
If there is a dip in performance or
a worrying spike then a Concern
Strip is raised to investigate. An
Ideas Strip may also be raised if a
better way of completing the
process is found
Problem Solving techniques such as Pareto and 5 Whys can be used to solve the root cause of the problems
Process changes are then trialled
and success monitored to ensure
the route cause has been
eliminated.
Standard Work can be updated and
staff re-trained.
Targets / times are set
Start / End
KPI Board
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3 CCC Strips
(Concern-Containment-Countermeasure)
1
6
2
7
3
8
4
9
5
10
Keeping On-Hold call
volume for Microsoft
applications less than
150 per week
Reduce On-Hold call
volume by applying 3
strike rule
Less
resour
ces for
project
work
Create a On-Hold Call
sheet and track it on
weekly basis
Dat
e
Area
Who
cont?
Countermeasure
Targe
t
date
Resp Status Containment Concern Impact
Fre
q
Tracking
06/0
1
Micro
soft
apps
SI
18/0
1
DB shift
What went (or is going) wrong
Permanent fix; What will be done to
prevent the concern from ever occurring
again
Implementation of countermeasure
(DO) should be completed by this
target date
Person resp. for implementing
countermeasure
Has it really fixed
the problem
The date the concern started
Where the concern can be seen
Temporary fix
Countermeasure
project mgmt
Impact on the business
Who did the temporary fix?
Driving Excellence through LEAN Six Sigma
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Balanced score card An effective way to track performance
Driving Excellence through LEAN Six Sigma
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Balance score card a way to track Business performance
from all angles
Driving Excellence through LEAN Six Sigma
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Capgemini Approach to Visual Management
See Video
Driving Excellence through LEAN Six Sigma
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5 why
5 Whys is a question asking method to explore the cause/effect relationships
underlying a particular problem. Ultimately, the goal of applying the 5 Whys method is
to determine a root cause of a defect or problem. By repeatedly asking Why the
layers of symptoms are peeled off leading to the root cause. Although called 5 Whys
the root cause can be found fewer or more than 5 iterations

An example:
High Change Management (CM) efforts for Visteon account
Why is the CM efforts for Visteon account high? Team taking too much time for resolving Change
tickets
Why team takes too much time for resolving Change tickets? Team is required to do too much
documentation with every Change Order (CO)
Why is Team required to do too much documentation with CO? Documentation is needed to comply to
SOX guidelines
Why do we need to comply to SOX guidelines for all CO? They are compulsory for Financial
applications
Are all CO from Financial Applications? No they are not. Only 30% are from Financial Applications
Source: Capgemini BaU Lean Program 2010. For any queries contact the author Hariharan Sthanunath
Driving Excellence through LEAN Six Sigma
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FIRST TIME RIGHT QUALITY (jidoka)
Jidoka is sometimes called autonomation,
meaning automation with human intelligence
Jidoka: A quality control method that involves thorough, automatic
inspection of every product as it moves through the conversion process.
Invented by Toyota founder Sakichi Toyoda in 1924
.
Ji self
Do movement, motion
Ka -ize, to be or become
Driving Excellence through LEAN Six Sigma
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FIRST TIME RIGHT QUALITY (jidoka)










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Every Change Request raised
needs to go through a
rigorous Quality Assurance
process
An independent panel, reviews the
Changes made by developers,
before they are screened by the
client
Change request
raised
Capgemini Review
Panel
Client Review
Panel
Approved and released
for production
Changes are reviewed by
client and any non-
compliance is considered a
breach of SLA
Current States
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Client Review
Panel
Approved and released
for production
Change request
raised
Introduction of
checklist for
validation of CRs to
ensure data
correctness before
Client meetings. The
Capgemini review
meetings will then be
phased out in a
planned manner.
Defects are thus
detected,
investigated and
fixed right-away
before they get
passed on to the next
stage in the process
Less effort spent on
change management
activities
Future State
If something is not right do NOT just continue.. STOP and fix it !
Driving Excellence through LEAN Six Sigma
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Poka Yoke
Benefits :
Poka-Yoke systems create a process in which a worker
cannot create an error.
Parts and/or process are designed so that desired
results are inevitable.
Poka-Yoke Should be Considered When:
Worker Vigilance is Required
Mis-positioning is Likely
SPC is Difficult
External Failure Costs Far Exceed Internal Failure Costs
Japanese industrial engineer- Shigeo Shingo
Driving Excellence through LEAN Six Sigma
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Types of error
1. Forgetfulness : Forgetting a step or a part
[Safeguard : Checklist, Visual Standard Operating Procedure]

2. Errors due to Misunderstanding :Not very familiar with the required operation.
[Safeguards :Continuous Training, Visual SOP]

3. Errors in Identification : Problems in identification or clearness of required steps or
parts.
[Safeguards : Training, Visual Training, Standardization]

4. Errors due to Lack of Experience : New Employees
[Safeguard : Skill Building & Training, Work standardization]

5. Errors due to Lack of Standards : No clear way to perform the task or job
[Safeguards: Standard Operations, Visual Instructions]

6. Errors due to Machine Readability : Machine out of spec
[Safeguards :TPM , Critical Parts List, Maintain Equipment History List]


Driving Excellence through LEAN Six Sigma
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POKA-YOKE STRATEGY
Lets Look at some Applications Of
Nothing happens on a reliable, sustained basis unless we
build a system to cause it to happen on a reliable, sustained
basis.
1. Throwing the switch on one door locks them all
2. Doors automatically lock when car exceeds 18 mph
3. No door will lock if switch is activated with door open
Errors
A
c
t
i
o
n
s

Detection
Prevention
Prediction
Warning
Have
Happened
About to
Happen
Driving Excellence through LEAN Six Sigma
Ver 1.0
Poka-yoke in IT
More use of reusable (tested)component
Automated testing
Use of ZQC (Zero Quality Control) technique
Design for poka-yoke

Driving Excellence through LEAN Six Sigma
Ver 1.0
Key challenges affecting successful Lean deployment

Resistance to change

Lack of focus/ commitment

Conflicting objectives

Lack of review, reward and recognition mechanisms

Lack of knowledge/ skills

Expecting too much too soon

Low leadership support

Driving Excellence through LEAN Six Sigma
Ver 1.0
As the Lean programme matures the benefits delivered
accelerate
Functional
Department
e.g. Manufacturing/
Procurement
Supply Chain
end-to-end
Cross Enterprise and
Extended Value Chain
B
e
n
e
f
i
t

/

I
m
p
a
c
t

R
e
a
c
h

+
+

Lean Programme Maturity
Results in the departments
targeted will improve
Programme extension
across the whole supply
chain shows an acceleration
of savings delivered
Continuous benefits will be
delivered as the
programme matures
Increasing benefit
with programme
maturity
The Lean Maturity Model
Driving Excellence through LEAN Six Sigma
Ver 1.0

Lunch Break