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© RiverRheeConsul.ng2011
LeanSixSigmaandProjectManagement–trianglesand(virtuous)circles
APM,HolidayInn
Stevenage,9thMay2011
ElisabethGoodmanandJohnRiddell
hNp://www.riverrhee.com+44(0)7876130817
© RiverRheeConsul.ng2011 1
© RiverRheeConsul.ng2011 2
Introduc.onBroadAgendaandApproach
Purpose:
• Tounderstandands.mulateinterestinhowLSSandProjectManagementcanmakeeachothermoreeffec.ve
Agenda:
• Whatdoyouknowalready?(Introduc.on&interac.on)
• AnoverviewofLeanSixSigma‐andthetriangle(Presenta.on)
• LeanSixSigmaaspartofProjectManagement(Interac.on)
• Opportuni.esforLeanSixSigmaandProjectManagement–thevirtuouscircle(Presenta.onandconclusions)
© RiverRheeConsul.ng2011 3
• Ex‐Pharmaceu5cal:– R&D(Elisabeth)– Manufacturing(John)
• Consultants,trainers,facilitators• Prac55onersof:
– ProcessImprovement:LeanSixSigma(GreenBelts)
– Knowledgemanagement– Changemanagement
– Projectmanagement
Introduc.onWhoweare
© RiverRheeConsul.ng2011
Whereareyouonyourcon.nuousimprovementjourney?
Don’tknowmuchaboutit
Oneortwodays’
instruc.onorexperience
SomethingI/wehaveac.velyexplored
It’spartofhowI/we
work
4© RiverRheeConsul.ng2011
2. Placepostitnoteswithname&companytoshowyourindividualunderstanding/experience
1. Placedotsonthebrownpapercharttoindicateyourorganisa.ons’currentunderstanding/experienceofLSS
Name:Company:
© RiverRheeConsul.ng2011 5
YourknowledgeandexperienceofLeanSixSigmatools?
Inyourtables:
1. Discussandcaptureonpost‐itnotesthemaintoolsencountered(1‐3onlyperperson)foreffec.veimplementa.onofeitherPMorLSS–iden.fyingwhetherinPMorLSS
2. Captureataveryhighlevela) Whathasbeenpar.cularlyuseful&why/howb) Anyissuesencounteredintheiruse
Bepreparedtofeedbackonanycommonthemes,goodexamplesandkeyissues
Facilitatorswillclusterwhathasbeenusefulandissuesasarecordfromthemee.ng
Tool:PM/LSS?
Workedwell/how(tools)
Issue/why(tools)
© RiverRheeConsul.ng2011 6
Anintroduc.ontoLeanandSixSigma
2topics:
1. HowLSSrelatestothePMtriangle• Lean(Time/Cost)andSixSigma(Quality)
2. DMAIC:thestructuredapproachtoLSS• Withexamplesofoneortwotoolsperstep
© RiverRheeConsul.ng2011 7
1.Thetriangle
Time
Quality
Cost
Leanop5misesprocessesby
elimina5ngwasted5meandmoney
SixSigmaop5misesqualityofwhatisdeliveredto
customersbyreducingvaria5on
LSSPrinciples: Customersdefinethe‘quality’ofproducts&services
Quality&speedofworkareop.mised
Flow&speedaredeterminedbycustomer‘pull’
Thosedoingtheworkhavethebestknowledgetoimprovethewaytheydoit
“Opera.onalExcellence”isacon.nuousjourney
© RiverRheeConsul.ng2011
2.DMAIC• Defini.onofgoalsandapproachtoachievethem
• Informa.ononcurrentstate(alsohelpstoinformgoals)
• Analysisofissuesandtheirrootcauses
• Iden.fica.onandevalua.onofsolu.ons,recommenda.onsforreviewwithmanagement,changemanagementplans
• Visualmeasurestoensurethatan.cipatedbenefits(goals)arebeingrealised;iden.fica.onofnewgoals
8© RiverRheeConsul.ng2010
Define
Measure
Analyse
Improve
Control
© RiverRheeConsul.ng2011
DMAIC–astructuredapproachtoprocessimprovementprojects
• SIPOC(andIPO)• KnowledgeBased
Managementand“Showmethedata”
• PF/CE/CNX/SOP
• PhysicalProcessMap
• ProcessFlowChart/ProcessObserva.on/Gemba
• TimeValueMap
• WasteAnalysis
• CauseandEffectDiagram
• 5whys
• FMEA
• ParetoChart
• ForceFieldAnalysis
• Visualmanagement• 5SWorkplace
Organisa.on• WorkCellDesign/
StandardWork
• Kanban
• SMED/PokeYoke
• DoE
• ProcessControlCharts
• RunCharts
• (AAR)
9
Define
Measure
Analyse
Improve
Control
© RiverRheeConsul.ng2011
Suppliers Inputs Process Outputs Customers Who are our suppliers?
What do we need to carry out our process effectively and efficiently?
What are the steps involved to produce what the customers want?
What do our clients want in terms of products, services and quality?
Who are are customers?
Defini.onofgoalsandhowtoachievethem
• SIPOC(andIPO)• Kano
• KnowledgeBasedManagementand“Showmethedata”
• PF/CE/CNX/SOP
10
Define
VERYSATISFIED
PRESENCE
NENTRAL
DISSATISFIED
PRESENTABSENT
CLIENTSATISFAC
TION
PERFORMANCE BASICNEEDS
DELIGHTERS
© RiverRheeConsul.ng2011
Informa.ononcurrentstate(alsohelpstoinformgoals)
• PhysicalProcessMap
• ProcessFlowChart/ProcessObserva.on/Gemba
• TimeValueMap
• WasteAnalysis
11
Measure
Type of waste
Potential Problem
Defects Quality that does not meet customer requirements
Overproduction
Delivery is too fast or there is too much product / service for needs
Transport Unnecessary ‘transport’ during production (go for cellular layout)
Waiting Waiting between steps for things to happen (batching vs. 1-piece flow)
Inventory Products or services (including work in process) piling up prior to use
Motion Unnecessary movement of individuals during production
Processing More work than is needed e.g. for review or to meet customer needs
Creativity Staff creativity / potential not being used
Jours ou
heures
Added value activities
Non-added value activities (and ‘white’ space)
Start End
© RiverRheeConsul.ng2011
Analysisofissuesandtheirrootcauses
• CauseandEffectDiagram• 5whys
• FMEA
• ParetoChart
• ForceFieldAnalysis
12
Analyse
Undesirableeffectorissue
Cause
Cause
Cause
Cause
PRIMARYCAUSE
Why?
Why?
Why?
Why?
Why?
Undesirableeffect
MaterialsSystemsPeople
EnvironmentMeasures Methods
Freq
uency
Individualissues Cumula.
vefreq
uency80%
© RiverRheeConsul.ng2011
Iden.fica.onandevalua.onofsolu.ons,recommenda.ons,change
managementplans• Visualmanagement• 5SWorkplace
Organisa.on• WorkCellDesign/
StandardWork
• Kanban
• SMED/PokeYoke
• DoE
13
Improve
SUSTAIN
SORT
STORE
SHINE
S T ANDA RD I S E
&SAFETY
FinishStart
© RiverRheeConsul.ng2011
Someexamplesof5Sinac.on!BEFORE
AFTER
BEFORE AFTER
BEFORE AFTER
© RiverRheeConsul.ng2011 15
MoreaboutVisualManagement
Informa.on
FailsafeControl
© RiverRheeConsul.ng2011
A"erAc'onReview–simpleformat
• Whatweretheoriginalgoals?• Whatactuallyhappened:
• Whatwentwell?• Whatcouldhavebeenimproved(how)?
• Whathavewelearnt?• Whatcanweshare?• Withwhom(andhow)?
Visualmeasurestoensurethatan.cipatedbenefitsarebeingrealised
• ProcessControlCharts• RunCharts• (AAR)
16
Control
Controllimits
establishedSpecialcause
ShiuNewtrend
Controlregion
Controllimitsextended
QUALITYM
EASU
RES
TIME
• Hospitalpa.enttemperaturechart
• Salespermonth• Numberoflatetrainsperday• Analy.caltestresultsbybatch• NumberofpeopleperAPM
Seminar
© RiverRheeConsul.ng2011 17
LSSaspartofProjectManagement
Workintables.Exploreoneoftwoques.ons:
• Q1.CanLSSenhancethedeliveryofprojectsandifsohow?
• Q2.WhatistheroleforprojectmanagersinintroducingandembeddingLSStools
Discussfor15minutesandbepreparedtofeedback
Q1orQ2
© RiverRheeConsul.ng2011
VirtuousCircles
18
PM
LSS
© RiverRheeConsul.ng2011
OurviewofLSS/PMopportuni.es
19
Define
Measure
Analyse
Improve
Control
Concept
Defini.on
Implementa.on
Hand‐overandclose‐out
IPOtoconfirmobjec.ves,star.ngpointandapproach
Data(processobserva.on)androotcauseanalysisofcurrentstateclarifiesandconfirmsissuesandgoals
Visualmanagementtomonitorprogress&Iden.fyopportuni.esforcon.nuousimprovement
Poten.alsolu.onsevaluatedagainstrootcausesandgoals
Ensuresponsorshipinplaceandstakeholdersmanaged
Determinebusinesscase,successcriteriaandbenefits
Handover,closeoutandreviewtoreleaseresourceandgainknowledge
Developingandtrackinganimplementa.onplanProjectmanagertoleadandbeaccountable
© RiverRheeConsul.ng2011
Thankyouforyourpar.cipa.on!
Pleaseleaveusyourdetailsforslides¬esfromtoday.
ElisabethGoodman,[email protected]
hNp://www.riverrhee.com+44(0)7876130817
20© RiverRheeConsul.ng2011