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Kaizen!

A Guide to Continuous
Process Improvement
Ryan Smith, Associate Registrar
Joe Tate, Operations Manager
11/07/2011
Improvement Fundamentals
What is a process?




What is process improvement?
An objective look at process, not people
Fixing the root cause of an issue
Reducing variation, removing waste
Its not fighting fires and managing crises


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Influencing X to Control Y
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Any set of activities that when taken together, transform a series
of inputs into an output, producing a result of value to a customer

Process
Input
Output
S
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p
p
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i
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r
s

C
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m
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Methodologies
Popular and time-tested methodologies:
Lean
Six Sigma
Lean + Six Sigma


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Lean




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Six



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Lean + Six = Lean Six Sigma
Lean/6 Methodology
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D.M.A.I.C. (Define-Measure-Analyze-Improve-Control)

Executive leadership Buy-in

Organizational change in mindset

Training and socialization

Proof of concept quick wins
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Organizational Transformation
Where Do We Start?

What is the voice of our students and internal
customers telling us?


Where do we see process pain points?


Where do we see waste?


Where can we reduce costs?
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Identify:
Tactical Approach
Basic Improvement Model
Select Process
Organize Team
Define and Understand Current State
Gather Baseline Data
Identify Waste & Root Causes of Pain Points
Future State -Map out process (utopia state)
Implement Changes
Standardize and control
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Select Process and Refine Focus
The Pareto Principle (the 80-20 rule)
80% of events are attributable to 20% of causes

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Vilfredo Pareto
37
4
2 2
1
80%
89%
93%
98%
100%
0%
20%
40%
60%
80%
100%
120%
0
5
10
15
20
25
30
35
40
45
Process A Process B Process C Process D Process E
#

o
f

D
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Organize Project Team
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Diversified team
In-house experts
Close to the student
Up and down stream
Leadership
Process improvement expert if
possible
Current State - Define and Understand
Map out the current process
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What Management thinks is
happening
What actually happens...
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DOWNTIME
Redundant quality checks


Waiting on batches for document
processing


Requesting the same information
from students on multiple forms
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Examples of non-value adding activities
Value Stream and Waste Types
5 Whys
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Root Cause Analysis
Data Based Decision Making
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Identify and Prioritize Ideas
Brainstorm utopia state

C&E Matrix

FMEA

Ease and Impact

5S

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Future State
Map out the desired future state process
(Incorporate improvement ideas)

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Implement, Standardize and Control
Establish a data collection method to monitor results
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Things to Remember
Best depends on the needs and current state of your
organization
Best may be a combination of methodologies
An organization ready for Six Sigma is also ready for Lean or
other methodologies
The name of methodology used doesnt matter; what matters is
leadership, commitment, vision, strategy, and follow-through from
supplier to customer.

Quoted from Process Improvement LLC.

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Useful Tools, Takeaways
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Electronic Handout includes
High level DMAIC example at UOPX
SIPOC
VOC Tool
Value Analysis
DOWTIME Analysis
Root Cause Analysis
Future State Mapping
5S your desk
Thank You
Thank you for your interest and time today and good luck in your
pursuit of process improvement.

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Email us @:
Ryan Smith
Ryant.Smith@phoenix.edu
Joe Tate
Joe.Tate@phoenix.edu
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Apollo Excellence DMAIC map


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SIPOC

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Voice of Customer

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Value Analysis

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DOWNTIME Analysis

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Root Cause Analysis

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Future State Mapping

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5S Your Desk




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