Bonacorsi Consulting Improve Master Template
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Lean Six Sigm Program Nam<Project Title (State From ... To)> < Last Name, First Name > Wave No: <xx> Review Date: <xx/xx/xxxx> DefineMeasure Analyze Improve Control LEAN SIX SIGMA DefineMeasure Analyze Improve Control LEAN SIX SIGMA Lean Six Sigm Program Nam Improve Phase Road Map Define Measure Analyze Improve Improve Control Activities • Develop Tools Potential Solutions Select, and Optimize Best • Replenishment • Stocking • Process • Process Pull/Kanban • Evaluate, Strategy Solutions • Develop • Develop • Confirm • Develop Flow Improvement Balancing Batch Sizing ‘To-Be’ Value Stream Map(s) and Implement Pilot Solution Attainment of Project Goals Full Scale Implementation Plan Improve Gate • Analytical • Total Productive Maintenance of Experiments (DOE) Selection Matrix • Design • Complete • Solution • Piloting and Simulation Bonacorsi Consulting 3 Analyze Overview Hypothesis Tests Value-Add Analysis Improve Root Cause / Effect Tools Used Root cause: Value Add Analysis One-Way ANOVA Two-Way ANOVA Pareto Plots Simple Linear Regression Multiple Regression Test for Equal Variance Scatter Plots C&E Matrix Complexity Cause & Effect Diagram Kaizen/Quick Wins FMEA Control/Impact Chart T-Test Other Effect Root cause: Effect Root cause: Effect Bonacorsi Consulting 4 To-Be Process Map Client Mgr Notify HR of employee exit date Avg. Cycle time = 0 days Improve Client HR Places information into HR EXIT database Client Contact Utilize web tool to submit a delete request to vendor Avg. Cycle time = 1 day NT Admin Access database daily Create Work Request Avg. Cycle time = 1 day Avg. Cycle time = 1 day Avg. Cycle time = 1 day Email Vendor Delete account Admin Admin closes work request and manager notified Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 5 Evaluating Solutions Against Criteria Example: Independent Solutions Solutions Solution A Solution B Solution C Solution D Solution E 20% 5% #1 #2 #3 #4 Improve % Contribution of Root Cause to Process Deficiency Root Cause #1Root Cause #2 Root Cause #3 Root Cause #4 40% 25% 20% 10% 250 200 150 100 100% 80% 60% 40% 20% 0% 80% 20% 30% 80% 100% 50 0 Root Causes Solution A = a 32% reduction in defects (80% of 40%) Solution B = a 21% reduction in defects (20% of 25% + 80% of 20%)=(5%+16%) Solution C = a 17.5% reduction in defects (30% of 25% + 100% of 10%)=(7.5%+10%) Implementing Solutions A & B achieve a 53% reduction in defects. (Assumes no interaction effects of the solutions) Original goal is a 50% reduction. Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 6 Design of Experiments (DOE) Results Main Effects Plot (data means) for Mean 60 45 30 Training Dollars J ets 15 0 -1 60 45 30 15 0 -1 1 -1 1 Employees 1 -1 %Overbooked 1 Improve Fractional Factorial Fit: Response = Mean Estimated Effects and Coefficients for Mean (coded units) Term Effect Coef SE Coef T Constant 29.64 0.08610 344.22 Training 0.10 0.05 0.08610 0.60 Jets -0.08 -0.04 0.08610 -0.44 Employee -55.93 -27.97 0.08610 -324.81 % Overbo 0.36 0.18 0.08610 2.11 Training*Jets -0.10 -0.05 0.08610 -0.57 Training*Employee 0.05 0.02 0.08610 0.28 Training*% Overbo 0.09 0.05 0.08610 0.53 Jets*Employee 0.10 0.05 0.08610 0.57 Jets*% Overbo -0.40 -0.20 0.08610 -2.34 Employee*% Overbo 0.17 0.09 0.08610 1.01 P 0.000 0.573 0.676 0.000 0.088 0.591 0.788 0.619 0.591 0.066 0.359 Mean of Mean The number of Employees is the biggest driver for Mean Time Late Pareto Chart of the Standardized Effects (response is Mean, Alpha = .05) 2.6 C BD D CD T erm A BC AB AD B AC 0 50 100 150 200 250 Standardized Effect 300 350 F actor A B C D Name Training Dollars J ets Employees % O verbooked Employee is the only statistically significant factor for Mean besides the constant term. All other main effects & 2-way interactions have a p-value > 0.05. Pareto Chart for Mean Time Late Ymean=f(x) equation is: Enter Key Slide Take Away (Key Point) Here 7 Ymean = -27.97(Employee) + 29.64 Number of Employees is the only significant factor for Mean - Time Late Bonacorsi Consulting Pugh (Selection) Matrix Benchmark Option Importance Rating Improve Pugh Matrix Solution Alternatives Alternative 2 Alternative 3 Alternative 5 + S + S + S + 4 3 3 20 15 5 Alternative 1 Alternative 4 + S + + S + 4 4 2 23 17 6 Concept Selection Legend Better + Same S Worse - Key Criteria Criteria 1 Criteria 2 Criteria 3 Criteria 4 Criteria 5 Criteria 6 Criteria 7 Criteria 8 Criteria 9 Criteria 10 Sum of Positives Sum of Negatives Sum of Sames Weighted Sum of Positives Weighted Sum of Negatives Totals 4 2 3 2 5 6 10 8 5 6 + S + S + S + 4 3 3 22 14 8 S + S + S + 3 4 3 19 18 1 + S + S + S 3 4 3 16 20 -4 + + + + S + S + 6 2 2 27 11 16 Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 8 Benefit-Effort Matrix Benefit 16 7 Improve 1 3 8 12 High Highly Desirable Opportunities Projects in upper left are the most desirable projects. Potentially Desirable Opportunities Projects in the upper right are potentially desirable, but usually require more analysis to ensure good decision making. “Potential Quick Hits” Possibility for Kaizen event or small GB project 4 Med 9 13 6 17 10 Low 11 14 5 15 Med 2 Effort Low High Least Desirable Opportunities Projects in the lower right are the least desirable. Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 9 Stakeholder Analysis Improve Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 10 Influence Strategy Improve Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 11 Pull System 1. Always pull stock from bin with GREEN card if it is there. 2. Store/supply room replaces stocked items and switches RED card to items just replaced. 3. The cards are attached to magnetic strip labels (for ease of movement for resizing). Improve Bin 1 Bin 1 Bin 1Bin 2 Bin 1 Bin 2 Bin 1Bin 2 Bin 1Bin 2 Bin 1 Bin 2 Bin 1 Bin 1Bin 2 Bin 1 Bin 2 Bin 1 Bin 2 Bin 1 Bin 2 Order Cards 2-Bin Mailbox Bin 1 Bin 2 Bin 1 Bin 2 Bin 1 Bin 2 Bin 1 Bin 1 Bin 2 Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 12 Setup Reduction Improve Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 13 Kaizen Improve Monday 8AM Measure Typical Kaizen Weekly Schedule Tuesday Wednesday Future State Des Mid-Week Review Future State Des Thursday Friday Finalize Future State 10AM Finalize Pre-Event Prep (Present State Analysis) Implement Improvements Perform Process Participant Training Tweak Design Complete Training on Std Work Implement Improvements Analyze Final Presentation 12PM Lunch Kaizen Kickoff Lunch Lunch Lunch Lunch and Celebration 2PM Lean/Kaizen Training Specialized Training Analyze Brainstorm Ideas Idea Effort/Impact Idea Prioritization Future State Design Implement Improvements Perform Process Participant Training Tweak Design Create and Implement Standard Work Measure Future State Calculate Actual Benefits 4PM Measure (Present State Analysis) 6PM Process Part Design Review Create Final Presentation St 1 ep Tim e St 2 ep Tim e St 3 ep Tim e St 4 ep Tim e St 5 ep Tim e St 6 ep Tim e A iv y ct it 1 -1 Tim e A iv y ct it 2 -1 Tim e A iv y ct it 3 -1 Tim e A iv y ct it 4 -1 Tim e A iv y ct it 5 -1 Tim e A iv y ct it 6 -1 Tim e A iv y ct it 1 -2 Tim e A iv y ct it 2 -2 Tim e A iv y ct it 4 -2 Tim e A iv y ct it 5 -2 Tim e A iv y ct it 6 -2 Tim e A iv y ct it 1 -3 Tim e A iv y ct it 2 -3 Tim e A iv y ct it 4 -3 Tim e A iv y ct it 5 -3 Tim e A iv y ct it 1 -4 Tim e A iv y ct it 2 -4 Tim e A iv y ct it 4 -4 Tim e Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 14 Pilot Plan Pilot Test • Improve Description Sample Check-in Data Sets entered in HandChek device • Sample Data Sets Transmitted to Hot-Chek System – All Hotel Floors, All Hotel Rooms • Confirmation Data Received from Hot-Chek to Hand-Chek Device – All Hotel Floors &Rooms • • • Success Criteria Data Set Entry Accuracy < 3.4 DPMO • Data Time < 6 Sec • Data Set Transmission/ Reception Accuracy < 3.4 DPMO Data Set Entry Accuracy < 3.4 DPMO • Data Set Entry Time < 6 Seconds • Data Set Transmission/ Reception Accuracy < 3.4 DPMO • Design Scorecard CCRs • Test Team SB, plus Hot-Chek tech rep Schedule Start 3/1 Complete 3/3 Hand-Chek/ Hot-Chek Interface Test Check-in Verificatio n Test • • • • Check-in Validation Test • • • Sample Guest Data Entered in Hot-Chek System (variety of room requirements) “Guests” (Hotel Employees) Walked Through Check-in Process (90% Pre-Registered, 10% Non-Pre-Registered) Volume Stress Test – Simulated Arrival 20 Guests in a “Tour Bus” Process Measurements recorded via Observer (see Design Scorecard); “Guest” Observations Recorded. 25 Guests invited to experience hotel check-in Guests “pre-registered” with their room requirements in Hot-Chek system. Guests Walked Through Check-in Process (90% Pre-Registered, 10% Non-Pre-Registered) Process Measurements recorded via Observer (see Design Scorecard) Guests Debriefed Following Experience. SB, + 6 Check-in Staff Start 3/6 Complete 3/7 Data Set Entry Accuracy < 3.4 DPMO • Data Set Entry Time < 6 Seconds • Data Set Transmission/ Reception Accuracy < 3.4 DPMO • Design Scorecard CCRs • SB, + 6 Check-in Staff Start 3/10 Complete 3/10 Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 15 Verify Pilot Results Measurement Plan: Measure CTQs Process time Plan Target Improve x Pilot s 0.05 min. Comments 1 minute 0.5 min. CTQs Data Transmission < 3.4 DPMO Accuracy Pilot Observations: Rooms 100 DPMO 1) Data Reception Weak – 12th Floor, SW 2) Data Entry Sequence Confusing GAP Analysis/Root Causes: 12th Floor 1) Insufficient radio transceivers, 2) Order of questions confusing staff Follow-up Actions: 1) Add four more radio transceivers 2) Resequence guest questions Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 16 Summarizing Pilot Conclusions Improve Once all the pilot data has been collected and the results verified, the team can determine the next steps toward solution implementation. Only after an objective and comprehensive assessment of the pilot can responsible “next step” decisions be made. Some questions a team should ask upon the completion of a pilot to help guide them toward identification of the proper next steps are: Did pilot have anticipated results? Was the plan for conducting the pilot effective? What improvements can we make to the solution? Can the solution be implemented “as-is”? Should it be? Can the solution remain in place at the pilot location? What lessons learned and best practices can we apply during solution implementation? Did the solution achieve the required design goals? Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 17 FMEA Improve Risk Analysis recommended actions (Key Speaking Points) Rating Index Total Current RPN Risk Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 18 Value Stream Map (VSM) “Future State” < ERP > Supplier Customer Improve Questions What is the VA to NVA percentage? <Right Click, and select Add Text> <Step1> 1 <Step3> 2 <Step3> 1 What is the Improved state VSM? <Right Click, and select Add Text> What is the Improved state VSM? <Right Click, and select Add Text> Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 19 Kaizen - Action Workout Planning Improve Execution Before ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? Root Causes / Quick Wins Graphical Analysis After Root cause: Quick ? ? ? ? ? ? ? ? ? ? Win #1 Root cause: Quick Win #2 Root cause: Quick Win #3 Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 20 Multi-Generational Project Plan Improve Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 21 Cost/Benefit Analysis Improve Identify the various solution options Describe the Type 1 solution $ gained from the expected process improvement Calculate the total cost of ownership to fully implement the solution Cost/Benefit Analysis Financial Benefits: First 12 months after Budget Increase Implementation Expense Reduction Loss Avoidance Other Total Benefits Financial Cost: Labor Pre-Implementation & Technology first 12 months after Materials Other Total Cost Cost/ Benefit Solution A $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Solution B $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Solution C $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 22 Business Impact Improve State financial impact of project Separate “hard or Type 1” from “soft Type 2 or 3” dollars State financial impact of future project leverage opportunities Annual Estimate Replicated Estimate • Type 1: ? • Type 2: ? • Type 3: ? • Type 1: ? • Type 2: ? • Type 3: ? • Type 1: ? • Type 2: ? • Type 3: ? • Type 1: ? • Type 2: ? • Type 3: ? • Type 1: ? • Type 2: ? • Type 3: ? • Type 1: ? • Type 2: ? • Type 3: ? • Type 1: ? • Type 2: ? • Type 3: ? • Type 1: ? • Type 2: ? • Type 3: ? • Type 1: ? • Type 2: ? • Type 3: ? • Type 1: ? • Type 2: ? • Type 3: ? Revenue Enhancement Expenses Reduction Loss Reduction Cost Avoidance Total Savings Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 23 Business Impact Details Improve Type 1: Describe the chain of causality that shows how you determined the Type 1 savings. (tell the story with cause–effect relationships, on how the proposed change should create the desired financial result (savings) in your project ) Show the financial calculation savings and assumptions used. Assumption #1 (i.e. source of data, clear Operational Definitions?) Assumption #2 (i.e. hourly rate + incremental benefit cost + travel) Type 2: Describe the chain of causality that shows how you determined the Type 2 savings. (tell the story with cause–effect relationships, on how the proposed change should create the desired financial result (savings) in your project ) Show the financial calculation savings and assumptions used. Assumption #1 (i.e. Labor rate used, period of time, etc…) Assumption #2 (i.e. contractor hrs or FTE, source of data, etc…) Describe the Type 3 Business Impact(s) areas and how these were measured Assumption #1 (i.e. project is driven by the Business strategy?) Assumption #2 (i.e. Customer service rating, employee moral, etc…) Other Questions Stakeholders agree on the project’s impact and how it will be measured in financial terms? What steps were taken to ensure the integrity & accuracy of the data? Has the project tracking worksheet been updated? Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 24 Current Status Improve Key actions completed Issues Lessons learned Communication s, team building, organizational activities Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 25 Next Steps Improve Key actions Planned Lean Six Sigma Tool use Questions to answer Barrier/risk mitigation activities Lean Six Sigma Project Issue Log No. 1 2 3 4 5 6 7 8 9 10 Description/Recommendation Status Open/Closed/Hold Due Date Last Revised: Revised Due Date Resp Comments / Resolution Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 26 Improve Summary Improve Solution Selection Criteria How the solution was determined: • What was the solution selection tool used? • What project management tools were used? • Cost/benefit analysis? • Include any other tools or methods used 1. ? 2. ? 3. ? 4. ? 5. ? Pilot and Implementation Plan Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 27 Improve Stop Tollgate Checklist Tollgate Review Has the team developed improvement solutions for the critical X’s, piloted the solution and verified that the solution will solve the problem? Improve What techniques were used to generate ideas for potential solutions? What narrowing and screening techniques were used to further develop and qualify potential solutions? What evaluation criteria were used to select a recommended solution? Do the proposed solutions address all of the identified root causes, or at least the most critical? Were the solutions verified with the Project Sponsor and Stakeholders? Has an approval been received to implement? Was a pilot run to test the solution? What was learned? What modifications were made? Has the team seen evidence that the root causes of the initial problems have been addressed during the pilot? What are the expected benefits? Has the team considered potential problems and unintended consequences (FMEA) of the solution and developed preventive and contingency actions to address them? Has the proposed solution been documented, including process participants, job descriptions and if applicable, their estimated time commitment to support the process? Has the team developed an implementation plan? What is the status? Have changes been communicated to all the appropriate people? Has the team been able to identify any additional ‘Quick Wins’? Have ‘learning's’ to-date required modification of the Project Charter? If so, have these changes been approved by the Project Sponsor and the Key Stakeholders? Have any new risks to project success been identified and added to the Risk Mitigation Plan? Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 28 Sign Off • I concur that the Improve phase was successfully completed on MM/DD/YYYY • I concur the project is ready to proceed to next phase: Control Improve Enter Name Here Enter Name Here Sponsor / Process Owner Enter Name Here Deployment Champion Green Belt/Black Belt Enter Name Here Financial Representative Enter Name Here Master Black Enter Key Slide Take Away (Key Point) Here Belt 29 Bonacorsi Consulting Bonacorsi Consulting This Training Manual and all materials, procedures and systems herein contained or depicted (the "Manual"), are the sole and exclusive property of Bonacorsi Consulting, L.L.C. The contents hereof contain proprietary trade secrets that are the private and confidential property of Bonacorsi Consulting. Unauthorized use, disclosure, or reproduction of any kind of any material contained in this Manual is expressly prohibited. The contents hereof are to be returned immediately upon termination of any relationship or agreement giving user authorization to possess or use such information or materials. Any unauthorized or illegal use shall subject the user to all remedies, both legal and equitable, available to Bonacorsi Consulting. This Manual may be altered, amended or supplemented by Bonacorsi Consulting from time to time. In the event of any inconsistency or conflict between a provision in this Manual and any federal, provincial, state or local statute, regulation, order or other law, such law will supersede the conflicting or inconsistent provision(s) of this Manual in all properties subject to that Steven Bonacorsi is a Senior Master law. Black Belt instructor and coach. © 2006 by Bonacorsi Consulting, L.L.C. Steven Bonacorsi has trained All Rights Reserved. hundreds of Master Black Belts, Black Belts, Green Belts, and Project Sponsors and Executive Leaders in Lean Six Sigma DMAIC and Design for Lean Six Sigma process improvement methodologies. Bonacorsi Consulting 30
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