1、Lean Six Sigma Yellow Belt Training,ChinaDec., 2007,Pg 2,Six Sigma Academy/Processwise Managing PartnerEstablished Chinas first focused Six Sigma-based continuous improvement consulting firmConsulted extensively to help large local and MNCs Six Sigma and operational excellence deployment10 years of
2、experience: AT Kearney, GE Corporate, GE Aircraft EnginesStrategic consulting, operation and Six SigmaManufacturing and Financial industriesPh. D. Economics, The University of ChicagoSix Sigma Master Black Belt (GE Corp)Based in Shanghai, China and Encinitas, CA, USA,IntroductionsDr. Zening Ge 戈泽宁,Y
3、ellow Belt Module Agenda,Introduction (9:00-9:45)Introductions / Why Lean Six Sigma Process Simulation Exercise- Round I (9:45-10:30)Break (approx 10:30-10:45)Lean Six Sigma DMAICS Problem Solving Method (10:45-12:15)Define (10:45-11:15)Measure- (11:15- 12:15) Process Mapping & VSM Lunch (12:15-13:0
4、0)Lean Six Sigma DMAICS Problem Solving Method (contd) (13:00- 5:00) Measure cont. (13:00-13:30)- Pareto/Run Chart/Data CollectionAnalyze- (13:30-14:45) Kaizen/ 8 Wastes/Fishbone/5 WhysImprove- (14:45-15:15) Action planning/ Data demonstrates resultsBreak (15:15-15:30)Process Simulation Exercise- Ro
5、und II (15:30 16:15)Lean Six Sigma DMAICS Problem Solving Method (contd)Control- (16:15-16:45) Error ProofingShare- (16:45-17:00) Project SharingYellow Belt Project Examples (17:00-17:15)Roles & Responsibilities/ Next Steps(17:15- 17:30),Class Code of Conduct,Arrive on time and be in your seat ready
6、 to goThinkPad screens must be closed during class (unless required by the instructor)PDAs and phones should be set to vibrate onlyAbsences granted on an exception basis and must be approved by the instructorClass Credit will not be given if absences exceeds1 hour for one day Yellow Belt class5 hour
7、s for five day Green Belt classPlease leave the classroom as you found itTables and chairs straightened and in original configurationFood, bottles, papers, etc. in trash cansNo marks on tables, etc.Take your materials home each day,Class Objectives,Deeper understanding of Lean Six Sigma strategy and
8、 structure in LenovoUnderstand the DMAICS thought process and methodologyLearn and apply some of the basic tools used in Lean Six SigmaBe able to execute a Yellow Belt level projectBe able to contribute on a Green Belt project team,Why lean six sigma?,What Do Lenovos Customers Want?,SpeedQuality Val
9、ueConsistency,By meeting and exceeding the needs of our customers, Lenovo increases our competitiveness.,Why Lean Six Sigma?,Customer NeedsSpeedQualityValueConsistency,Lenovo BenefitsFasterBetterLower CostReliability,Making the business decision to implement Lean Six Sigma enables Lenovo to continuo
10、usly make improvements which:,Increase Value For Our Customers,Enabled by 9 “Strategic Initiatives” 4 Immediate priorities to close gaps Improve supply chain Core to our success in an industry facing declining marginsReturn Desktop BU to profitability Vital for competitiveness Rollout Transaction Mo
11、del Required for reaching new customers and leveraging our supply chainBuild our brand Be known for making the best engineered PCs and 5 other efforts to fuel future growthInstall a performance cultureExtend Notebook leadershipHyper-accelerate Services, Software & Peripherals growthExpand Relationsh
12、ip ModelPursue new opportunities,Corporation Strategic Initiatives and Lean Six Sigma?,LSS is the key enabler for these initiatives,Lenovo is making a conscious decision to strengthen our position as a customer-focused, “data-driven” culture.What that means for Lenovo and Lenovo employees is:Using f
13、acts, data, tools and methods to understand the causes of problems;Using facts, data and tools to act quickly to solve problems;Solving problems at their root causes;Using facts, data, tools and methods to improve processes quickly;Using facts, data, tools and methods to increase customer satisfacti
14、on.,How LSS will help us,How Lean and Six Sigma Work Together,Lean eliminates any unnecessary steps or waste in the value stream. Six Sigma improves the consistency and accuracy of the remaining steps.,Lean Six Sigma = Better & Faster Lower Cost,Summary,Lean Six Sigma is Focused on our Customers A b
15、usiness decisionA data driven methodolgoyAligned with Lenovos StrategyA way to impact our Strategic InitiativesNexthow we do it!,Lean AND Six Sigma,Lean Six Sigma combines the two most important improvement trends ofthe past 30 years:Making work Better using Six SigmaMaking work Faster using Lean Pr
16、inciples,Defects reaching the customerPast improvements are not sustained Unknown Root causes of problemsInspection and rework,Six Sigma attacks issues in depth,Lean attacks issues End to End,Core processes take too longWasted: Time, Effort & MaterialResources: Overworked, LimitedProcess bottlenecks
17、 preventing flow,Lean Six Sigma Problem Solving Methodology: DMAICS,Share,Control,Improve,Analyze,Measure,Define,Use data to describe your problem,Use data to measure your problem,Use data & tools to analyze your problem,Use data to select your solution,Use data to ensure your solution sticks,Tell o
18、thers your data-driven solution,DMAICS- Lenovos template for improvement,DMAICS Links Lean and Six Sigma,Share,Control,Improve,Analyze,Measure,Define,Lean,Six Sigma,Use data to describe your problem,Use data to measure your problem,Use data & tools to analyze your variability problem,Use data to sel
19、ect your solution,Use data to ensure your solution sticks,Tell others your data-driven solution,Use data to describe your problem,Use data to measure your problem,Use value stream mappingto analyze your process problems,Use data & future state valuestream maps to create your solution,Use data to ens
20、ure your solution sticks,Tell others your value stream map & data-driven solution,Shared Structure,Sources of variation can beIdentifiedQuantifiedEliminated by control or prevention,Basic Premise of Six Sigma,Six Sigma changes our approach to problem solving from “I think the answer is” to “ I can p
21、rove the answer is .”,This clearly aligns Six Sigmas philosophy with Lenovos new data-driven culture !,A Formula For Achieving Results,Results you want to achieve/ improve?,What actions will getyou there the fastest?,Y = f(x),(x1 , 10x2 , 2x3 . ),Some actions have a greaterimpact on the results than
22、 others,Focus on the vital few actions which will provide the greatest benefit for achieving the desired results.,Process simulationround i,Establish the baseline,Process Simulation: Case Introduction,When Conducting the Simulation,Follow the instructions exactlyDont change your customer!Dont look f
23、or tricksthere are noneDuring the simulation, dont change any of the proceduresKeep good record of what is happening in your process,Lean six sigma dmaics problem solving method,DefineMeasureAnalyzeImproveControlShare,Define Phase,Precise identification of an issue that needs to be resolved using LS
24、S toolsDefine phase often completed with Champion/ Area Managers to determine the best projectsAligned with Lenovos StrategyCompleted with available resourcesScoped to complete in 1-3 monthsDeliverables of Define Phase:Well scoped projectApproved 6 Up Chart (YB)Approved Project Charter (GB&BB)Concep
25、ts/Tools Introduced:Proper project definition6 Up Chart,Define The problem in terms of business/customer impact,Measure Quantify the problem,AnalyzeIdentify root cause(s),ImproveImplement sustainable solutions to root cause(s),ControlEnsure the problem stays solved,ShareShare the solution & lessons
26、learned across Lenovo, quickly,D,M,A,I,C,S,Yellow belt DMAICS - 6 Up Project Summary,Analyze: Tools Used: Root Cause Findings:,Measure: Before Measures: Objective/Goal:,Improve: Actions Taken: Results/Savings:,Control & Share Standardization/Sustaining: Future Plans/Sharing:,Define: Problem Definiti
27、on: Why Selected:,Title: Area:Time Frame:Team:,D,M,A,I,C,S,DMAICS - 6 Up Project Summary- Title Box,Title: 1. Best description to identify EXACTLY what you are working on (or not working on)2. Add regional or group identifying information (ex: EMEA, LA, DT, NB)3. Use action verbs to describe what me
28、tric you are trying to change (ex: Increase CSAT, Optimize First Time Fix)Area: 1. Identify any region where project people or processes are located2. Identify any areas that might be affected by this process.2. Include any geo specific information (ex: EMEA M2 serviceability)Time Frame: 1. Give sta
29、rt date and estimate completion date for project work ( ex: Nov 07- Feb 08). Should be roughly 1-3 monthsTeam: 1. List core team members2. Part time team members can be listed as space allows,DMAICS - 6 Up Project Summary- Define Box,Define: Problem Definition:This is the statement of your problem.
30、Be brief yet descriptive- 2 to 3 sentences. First sentence should include your metric, its BASELINE performance, and your metric goal for the end of the project. Next sentences should detail what is included (or excluded) in the project scope.Ex: Improve First Time Fix (FTF) rate on Notebooks from 9
31、1% to 95% without impacting cycle time of repair or cost. This project will be focused on the Memphis Depot. Why Selected:This is the business case for why this project is worth doing (aligned with corporate strategy, major customer issue, approved by management).Positions the project against the Bu
32、siness StrategyJustifies why this is an important issue to workInclude description of Value Stream to be analyzed including start/end point (if applicable),Example: Rate the Project Definition,Define: Problem Definition: Too much effort being spent on recruiting those that dont accept positions Why
33、Selected: Taking too much time, need to reduce effort required,Title: Increase accept rate on offered positionsArea: HRTime Frame: Nov 07-Nov 08Team: M Smith,Define: Problem Definition: AG Days Sales Outstanding (DSO) currently at 63 days. Financial targets require reduction to 53 days to meet goals
34、. Why Selected: Impacts KPI Financial target for AG. Aligned with Lenovo Strategy.,Title: AG DSO Improvement ProjectArea: AG FinanceTime Frame: Nov 07-Mar 08Team: C. Rourke, N. Klien, B Richardson, M. Riley,Define: Problem Definition: Reduce HDD test time by 50% from 30s/GB to 15s/GB for Notebook. W
35、hy Selected: Contributes to overall GSC directive to reduce test time in MFG operations. Increases serviceability. Reduces cost by streamlining manufacturing process.,Title: Reduce HDD test time for NotebooksArea: HDD Procurement EngineeringTime Frame: Mar 07-Sept 07Team: HDD Procurement & Mfg Engin
36、eering,1,2,3,D,M,A,I,C,S,Exercise: Define the Problem of your process,You may have more than one problems after the simulation, choose any one of them (or you think the most important one)Complete the Define box of 6 Up chart10 minutes,Widget Capacity Increase,D,M,A,I,C,S,Analyze: Tools Used: Root C
37、ause Findings:,Measure: Before Measures: Objective/Goal:,Improve: Actions Taken: Results/Savings:,Control & Share Standardization/Sustaining: Future Plans/Sharing:,Define: Problem Definition: Widget demand has skyrocketed thanks to Hannah Montana, and capacity needs to be increased from 50,000 units
38、 to 100,000 units per month Why Selected: Increase supply chain efficiencyIncrease revenueIncrease customer satisfaction,Title: Widget capacity increaseArea: Widget Production LineTime Frame: One DayTeam: Yellow Belts,DefineMeasureAnalyzeImproveControlShare,Measure Phase,Deliverables of Measure Phas
39、e:Map of Process (Process or Value Stream Map)Baseline of Primary Metric establishedList of POTENTIAL Xs identified Concepts Introduced:Process MappingValue Stream MappingData CollectionPareto ChartsRun Charts,Define The problem in terms of business/customer impact,Measure Quantify the problem,Analy
40、zeIdentify root cause(s),ImproveImplement sustainable solutions to root cause(s),ControlEnsure the problem stays solved,ShareShare the solution & lessons learned across Lenovo, quickly,D,M,A,I,C,S,6 Up Project Summary: Measure,Analyze: Tools Used: Root Cause Findings:,Measure: Before Measures: Objec
41、tive/Goal:,Improve: Actions Taken: Results/Savings:,Control & Share Standardization/Sustaining: Future Plans/Sharing:,Define: Problem Definition: Why Selected:,Title: Area:Time Frame:Team:,D,M,A,I,C,S,DMAICS - 6 Up Project Summary- Measure Box,Measure: Before Measures: What is your metric? How will
42、project success be measured? What is the current performance of that metric? Projects can have primary and secondary metrics. Primary Metrics are the main focus of the project Secondary (Balancing) Metrics are those things we need to pay attention to while fixing the Primary Metrics Metrics should b
43、e: Project/process specific Timely (more often than monthly) Well understood or clearly defined Objective/Goal: State the goal for the project metric at the end of the project Ex: Decrease M3 cycle time from 240min to 120 min Reduce number of logic PCNs by 70%,Visualizing your processBefore moving f
44、orward, we need a visual representation of the process. This will aid in seeing all steps, not just familiar ones.Establishing the baseline performance of your ProcessThe team must agree on the metric that will be used to gage the process. This is important to understand how well the system works no
45、w and after your implementation.,Executing the Measure Phase,D,M,A,I,C,S,Measure Phase Step # 1: Map your processEvaluate your source of “pain” (long wait times between process steps, excessive customer returns)Select Value Stream Mapping or Process Mapping Even if you already have a Process/Value S
46、tream Map, DO IT AGAIN.Map the process as it is, not how it should beRemember to stay in “observation mode”, no problem solving in this stageTry to map your process on a single picture. Use subsequent maps for any “deep dives”.,Executing the Measure Phase,D,M,A,I,C,S,Process Map,What is it?A critica
47、l analysis tool for:showing the flow of products/ services in a processshowing the steps of a process without functional group linksunderstanding customer and supplier requirementshelping understand the underlying steps and sequence of activities in a process,Get Ready,Alarm Beeps,Eat,Sleep,Work Day
48、?,Yes,No,Leave,Get Dressed,Travel,Arrive,Process Map for “Getting to Work”,D,M,A,I,C,S,Anatomy of a Detailed Process Map: A Quick Guide,Process Start/Stop BoxBegin/end your map with this symbolProcess Step BoxTask/activity that must be performed to complete the processDecision DiamondDiamond records a decision in the processNormal process (what usually happens) should flow in the direction of the rest of the process.,
