Services Portfolio - nebula.wsimg.com

Achieving Operational Excellence

Services Portfolio

www.abacusteam.ca

[email protected]

http://www.abacusteam.ca/

Abacus Team Inc.

Siemens

Copyright Abacus Team Inc. 2015

http://www.tevanovopharm.com/

http://www.tevanovopharm.com/

http://www.voithhydro.com/index.html

http://www.voithhydro.com/index.html

http://www.intelerad.com/en/

http://www.intelerad.com/en/

Who is Alex Boussetta

• Extensive experience and education in continuous improvement: Lean and Six Sigma; Certified Master Black Belt (MBB)

• Extensive experience and education in project management, including projects over 30 Millions $, related to industrial engineering, product introduction, information systems

• Specialties: Lean thinking, Six Sigma with operational and business processes, DFSS, Project Management, Quality Management

Diplomas and Certifications: P. Eng., M. Eng, Six Sigma Master Black Belt (MBB), PMP, SCRUM Master Certified (SMC)


Who is Alex Boussetta

• Alex Boussetta has over 21 years of operational experience. He participated in many company transformations, turn around initiatives, and led continuous improvement and operational excellence deployments.

• Prior to consulting, Alex Boussetta was Corporate Director of Lean at MAAX, Director of Operations at Triton Electronik, and most recently Director, Global Supply Chain and Devices Quality at Blackberry.

• He holds a VIP award for his project management work at General Electric, as well as a five star award from BlackBerry for product reliability breakthroughs.


Roadmap to Process Excellence

Process Excellence

Advanced Lean and Black Belt

tools

Lean Daily Management

System

Waste and Variation Reduction

Lean Six Sigma Kaizen, Green

Belt tools

Problem solving


Roadmap to process excellence

Process Excellence


tools


System


Lean Six Sigma Green Belt tools

Problem solving


Root Cause Analysis - 8D

1. Problem description

2. Establish containment

3. Root cause identification

4. Corrective action

5. Validation of corrective action

6. Prevention of recurrence

7. Plan recognition

8. Close out problem resolution


Change Management and Leadership

Resistance

phase

Anger, fear

Listen

Denial phase

This can’t be

happening

Provide

information

Questioning

phase

What is it really ?

What will be my

involvement ?

Coach and

encourage

Exploration

phase

We should be OK

with this

Train and

encourage

Commitment

phase

It’s not that bad,

and actually is

better in some

ways

Recognize the

effort



Process Excellence


tools


System



Problem solving


Lean Daily Management System Elements

Leader Standard Work

Visual Controls

Daily Accountability

Process

Ensure that leaders that own the process focus on the critical elements within the material and information flow of their value streams. The critical elements are identified through Control and Assurance.

provide an immediate understanding of a situation or condition

Ensure that leaders that own the process communicate and share issues and drive problem solving within their value streams

Discipline&

Teaching


ESV OTD

Working

Capital

OTBooked hoursTRT

Defects

Quality

Tier I meeting –

CellsWhen: Shift start

5 minutes

Tier II meeting –

Engine Line / CR areaWhen: 7:30 AM

15 minutes

...

...

Wip Snags

Shortages

TRT

...

Tier III meeting –

SiteWhen: 8:30 AM every day or

week

60 minutes

Business Governance,

Information System and

Visual Management in

line with the company

scorecard

Hours Absence

CONQ

Absence

WIP LAR

OT

TRT

Absence

WIP

LAR

IN/OUT

HS&E

HS&E

Action plan: daily and

systemic issues


systemic issues


systemic issues



Process Excellence


tools


System


Lean Six Sigma Green

Belt tools

Problem solving


DOCUMENTREALITY

REALITYCHECK

REFRESHERTRAINING

FIRST DAY DAYS 2, 3 &/or 4 LAST DAY

KICK-OFF:GOALS etc

We get these

We do these

We measure progress

with these

Goals

Driver Measures

/Event Ojectives

Countermeasures

(LM Tools)

ID THE WASTE

PLANCOUNTERMEASURES

MAKE CHANGE

REVIEW PROGRESSTO-DO LIST

MAKE CHANGE

MAKE CHANGE

TO-DO LISTREVIEW PROGRESS

VERIFY CHANGE

QUANTIFYRESULTS

MAKE THIS THE NEWSTANDARD

SUMMARIZE ANDCELEBRATE

EVENT SUMMARYGOALS AND RESULTS

PLAN NEXT EVENT &

DO IT

AGAIN!

N

S

EW LEAN?

TOOLS

DRI

VE

RS

DRIVER MEASURE /

COUNTERMEASURE

MATRIX

TO-DO LIST

TEAM

LEADER

MEETING WITH

CONSULTANT

TO-DO LIST

TEAM

LEADER

MEETING WITH

CONSULTANT

TO-DO LIST

TEAM

LEADER

MEETING WITH

CONSULTANT

Kaizen Event


Waste (muda)


http://www.google.ca/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&docid=qxWKxJsDUcbqFM&tbnid=pQlsRvMFVoxtxM:&ved=0CAUQjRw&url=http%3A%2F%2Fwww.dqs.ca%2Flist-poster.php&ei=LPWUU5HxIdSjqAaGx4CwAg&bvm=bv.68445247,d.b2U&psig=AFQjCNEd4pIeQS1mL5fOQoZyCFvKb0mT0A&ust=1402357119727435

http://www.google.ca/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&docid=qxWKxJsDUcbqFM&tbnid=pQlsRvMFVoxtxM:&ved=0CAUQjRw&url=http%3A%2F%2Fwww.dqs.ca%2Flist-poster.php&ei=LPWUU5HxIdSjqAaGx4CwAg&bvm=bv.68445247,d.b2U&psig=AFQjCNEd4pIeQS1mL5fOQoZyCFvKb0mT0A&ust=1402357119727435

Summary Sheet and Target SheetScope and team:SIPOC

Capital investment

Force field analysis

ObservationData collection plan

Brainstorm on scenarios

Plan countermeasures

Improvement idea form

Newspaper

Flow techniques, SMED

Root cause analysis

5S, TPM

Pull: Kanban

Poka Yoke, Jidoka, Autonomation

Selection grids

LEAN

Roadmap

Prepare the

Kaizen

Make and verify

Changes

Value

Value Stream

Flow

Pull

Perfection


Mission statement

Scope and team:SIPOC

Project Management Plan (10 dimensions)

Force field Stakeholder analysis

Scenarios

Functional analysisValue Engineering

Flow techniques

5S, TPM, SMED

Pull: Kanban, Heijunka

Poka Yoke

Selection gridsPugh principle and creativity

DOE, Performance prediction

Pilot and Implementation plan

Lean 6

Define

Improve

Green Belt&

Black BeltTools



Process Excellence


tools


System



Problem solving


Black Belt Roadmap

Recognize

•Strategic plan

•SWOT analysis

•Hoshin Kanri

•Value Stream Improvement Plan

•Customer complaints and surveys

•Kano model

•Scorecards, Dashboards, bowling charts

•COPQ

•Benchmarking

•Tree technique

•Selection grids

•Multi GenerationalProject Plan

Define

•Mission statement

•Scope and team:SIPOC

•5W2H

•Project Management Plan (10 dimensions)

•Force field analysis

•Stakeholder analysis

Measure

•Voice of the customer, Needs, Y, X, Takt time

•Survey design

•Kano Model

•QFD, Benchmarking

•Brainstorming, Ishikawa, 5W, 5W2H, ICUKU

•Process mapping,

•Value Stream Mapping

•VA/NVA and otheranalysis types

•Risks: FMEA

•Observation

•Data collection plan, sampling

•Measurement system analysis

•Process capability:

•Cpk, Ppk, Z, DPMO, yields – Normal and non normal

Analyze

•Critical X

•Graphical analysis

•Chronological analysis

•Statistical analysis

•Sample size calculation

•Hypothesis testing, ANOVA

•Correlation and regression

•Multivari charts

•Selection of the factors to improve

•Change management

•Communication, presentations

•Functional analysis, Value Engineering

Improve

•Scenarios

•Functional analysis

•Value Engineering

•Flow techniques

•5S, TPM, SMED

•Pull: Kanban, Heijunka

•Poka Yoke

•Selection grids

•Pugh principle and creativity

•Workshops guidelines and facilitation

•Overview of Design for Six Sigma for products

•Process design methodology including simulation

•Design of experiment

•Loss function

•Pilot and Implementationplan

Control

•Visual management

•Control plan

•Control charts

•Standard work

•Standard workcombination sheets

•Transfer of power

•Lessons learned

•Update of MGPP

•Celebrate

•Post mortem and audits

•Quality system and standardized work

•Evaluation of the gains


Project Management

• Scope: Orientation, definition, limits

• Quality: Tests, validation

• Time: Milestones, deadlines, duration, critical path

• Cost: Budget, cost of product / process

• Human resources: Planning, quantity and profiles

• Procurement: Suppliers, work

• Communication: Planning, meetings, reviews

• Stakeholders: Engagement, Decision Makers

• Risks: Unknowns, delays, expenses, resistance to change

• Integration: These 10 dimensions with the environment and events

According to the Project Management Institute


GOAL

OBJECTIVES

MANAGEMENT CREATES STRATEGIES

SUPERVISORS CREATE ACTION PLANS

ASSOCIATES CREATE RESULTS

ANA

Safety

EmployeeInvolvement

Delivery

Quality

Cost

Early LaunchInvolvement

orm Team

Heijunka

orm Team

Prevent ProblemRecurrence

rmT

Engage Mgmt.At Worksite

QualitySafety Delivery EmployeeInvolvement Cost

Hoshin Kanri – Strategy Deployment


Hoshin Kanri – Strategy Deployment

Level 1: Linking Corporate objectives to Function / BU

Level 2: Linking Function / BU Objectives to its Leadership Team

Level 3: Linking the Leadership Team to their Directors, Managers


Design for Six Sigma and Reliability

Cost of changes

At different

Stages of

the product

development

Market Top level Detailed

Research Design Design Production

(VOC) (concept)

1

X 10

X 100

X 1000

DMAIC

projects


Define the mandate

Strategic plan and objectives

Business case

Project mandate

Define and prioritize the target markets

Market study

Market segmentation

Choice of differentiation

Identify the customer needs (Voice of the

customer)

Interviews

Surveys

Focus groups

Ethnography technics (observation)

Kano analysis

Identify the requirements, and the key

requirements, in order of importance to the

customer

QFD, FMEA

Functional analysis

Affinity diagrams

Set the measurable performance objectives , in

accordance with the customer and the

competition

Value engineering

Multi generation product plan (platform definition)

Benchmarking, competitive comparison

Generate Concepts

Brainstorming

Creativity tools (ex: TRIZ, creativity templates)

Identify Project and product risks

Feasibility studies

Risk management

FMEA

Value stream mapping

Select the best concept Pugh emergence principle (matrix)

Apply DFX principles

Functional analysis

DFX: Design for manufacturing, assembly,

testing, maintenance, obsolescence checklists

Define

Identify

Characterize



Identify and prioritize the design parameters

according to the key requirements QFD

Build the transfer functions

Theory, software models

Sigma based tolerance design and gap analysis

Transfer functions

Prediction scorecards

Identify the lower level parameters (detailed

design parameters) and transfer functions

QFD

Theory, software models

Sigma based tolerance design and gap analysis

Transfer functions


Reduce sensitivity of key parameters to

variations and noise , including risks

simulation

Design of experiment


Return to the DFX principles

Functional analysis

Value engineering

DFX: Design for manufacturing, assembly,

testing, maintenance, obsolescence checklists

Set tolerances Prediction scorecards

Plan the pilot, validation and the tests (design

tests)

Validation planning matrix

prototype definition

Validate and test actual performance Pilot or prototype assessment


Complete the product development process

steps

Capability verification

EVOP

Validate

Optimize



Documents

Services Portfolio - nebula.wsimg.com