Transcription
LEAN SIX SIGMA FOR ALL SECTORSCharanjit Singh (CJ) BawaPMP, Black Belt & Change AgentLEAN Coach, QCDMS ConsultantsCOPYRIGHT- QCDMS CONSULTANTS1
About CJ (LEAN Coach) Passionate, Results-Driven Professional and PublicSpeakerPMP, Black Belt, Change Agent and Mechanical Engineer24 Years of Lean six sigma , Change Management &project management experienceTrained 6100 professionals, coached more than 160Improvement project teams , from 50 organizations,across all sectorsCoached 50 leadership teamsIndustries served – Automotive (OEM- Daewoo &Honda), Auto Parts Manufacturing, Service, Healthcare &Public serviceHe can be contacted at call him at 416 571 8770 or emailat qcdmsconsultants@gmail.comCOPYRIGHT- QCDMS CONSULTANTS2
We support organizations to:LOWERCOSTSIMPROVEQUALITYENHANCEMORALEREDUCE DELIVERYTIMECOPYRIGHT- QCDMS CONSULTANTSINCREASESAFETY3
We coach teams to:LEANCOMMONSENSEPEOPLELean can dramatically improve your Company’s bottom line.COPYRIGHT- QCDMS CONSULTANTS4
Core Values of LEAN1. SHOW RESPECT2. GO SEE & FINDWASTECOPYRIGHT- QCDMS CONSULTANTS3. ASK WHY & ENGAGE5
Our Embedding Lean Model1. Create CultureAbout Lean Culture Leadership skills Commitment from the top Roles & Responsibilities Right Team and Resources Vision Mission Core ValuesOutcome – Get Direction Connecteveryone tocommonvision3. LeaderStandardWork2. KeyObjectives VOC VOB VOP VOE Key Processes Process MetricsOutcome Departmental orsectionalDashboard KPIs & Targets3 to 5 Years andYearly Plan Process KPIs Lean ThinkingLean PrinciplesLean Philosophies Lean ToolsLean Trainings (White, Yellow, Green)Other Training (Project Management,Change Management, Group FacilitationSkills and more)3. LEAN Daily ManagementTo monitor purpose and objectives2. Setting Direction1.PurposeOther Skills Focus on keyobjectives Leader’s activities Process Walk(Gemba)Outcome Leader’s Standardsheet Leader’s daily work isin alignment withPurpose and keyobjectives of theorganization4. CreateHuddleStructure Level of MeetingsDetails of Meetingsand Plan (What,When, Who, Where,Why, How and HowMuch)Outcome Meeting Standards Meeting Structure4.1 Process Improvements4.2 Problem Solving5. HuddleBoard andMeetings Huddle Boardwith objectives(Monthly andDaily) Monthly Meetings Daily MeetingsOutcome Monitoring of keyobjectives EmployeeEngagement tofind Opportunitiesto improveCOPYRIGHT- QCDMS CONSULTANTS6. ListingOpportunities List Small,Medium andLarge ProcessImprovements PrioritizationOutcome List of Problemsand Projects Problem Kan BanBoard7. ProcessImprovements SmallMediumLargeComplex ProblemSolvingOutcome Improved Processes Standardized Process Benefits to Team andOrganization6
Our LEAN nCOPYRIGHT- QCDMS CONSULTANTS7
Training and coaching processTrainees work oncompany’s actualprocesses &identifyopportunitiesHandson practicalGames toengage traineesFocused questions& groupdiscussionsLego tactileexercisesQCDMSCoaching yourteam on actualprocessesTraining throughmedia andactual case studiesWaterLeakWaterLeakCase Study 3Your Problem248Copyright: QCDMS ConsultantsCOPYRIGHT- QCDMS CONSULTANTS11
Our EngagementsOpen TrainingCoaching on Lean EventPMI Open Lean Six SigmaYellow Belt TrainingPublic ServiceOrganizational TrainingCoaching at client sideGroup FacilitationPublic Service1 piece flow - ManufacturingTeam Building- ServiceCOPYRIGHT- QCDMS CONSULTANTSPublic speakingOACETT chapter dinner9
Our LEAN VERS PROCESSIMPROVEMENTS1. Organization’sCulture &Leadership Skills2. DailyManagementtowards aPurposeLeanPhilosophy,Principles &Tools4. ProcessImprovement3. Problem SolvingWHITE BELT1 DayYELLOW BELTGREEN BELT 2 Days 3 DaysCOMPETENTPROFICIENTLean Basics & SmallProcess ImprovementsLean Daily Management,Medium size ProcessImprovements andProblem SolvingEXPERTCan Embed culture ofLean Six Sigma and coachteams across organizationBENEFITS- Improved quality & efficiency, on-time delivery, reduced safety incidents,enhanced customer and employee morale INCREASED PROFITABILITY COPYRIGHT- QCDMS CONSULTANTS
LEAN Yellow Belt ( 2 Days)PROCESSIMPROVEMENTS COMPLEXPROBLEMSOLVERSGoal- Trainees will be able to improve their processes with the help of Lean Eventmethodology and Six Sigma- DMAIC or Toyota- A3 Problem Solving thinking.COPYRIGHT- QCDMS CONSULTANTS18
Yellow Belt overviewGoals and ObjectiveGoal- Train staff to improve their processes with the help of Lean Event methodologyand Six Sigma- DMAIC or Toyota- A3 Problem Solving thinking.Duration- 2 DaysCourse Pre-work – Trainees bring a small to medium size Process and Problem to thetrainingTraining overview Lean Management Principles, Philosophies and House of Toyota Lean organization- Culture and Direction Overview of “Lean Daily Management”- KPIs, Dashboard, Huddle & Issues Kan BanBoard, Huddle Meetings, Leader Standard Work Overview of “Lean or Kaizen Event” methodology applied on Trainee’s Processes Basic Statistics (Measure of Central Tendency) and 7 QC Tools “Root Cause Analysis”- Six Sigma (Define – Measure- Analyze- Improve- Control) or“Toyota & Honda A3” Thinking on Trainees problemsCOPYRIGHT- QCDMS CONSULTANTS12
Yellow BeltDay 1 (1st Half)About LeanEmbedding Lean ModelLEGO Simulation (Round 1) Lean 8 Waste, VA, NVA,Inefficiencies, Muda, Mura Muri History of Lean 3 P’s of Lean (Purpose, Peopleand Process) Two Lean 8 Waste Exercises. 1. Trainees watch video andfinds 8 Waste and 2.Trainees list all the 8 wastethat they see in work) Lean philosophy and principles 5 Principles of Lean Applying Lean Philosophiesand Principles in LEGOSimulation (Round 2) Create a List of Opportunities (inyour own setting) where LeanPhilosophies can be applied, 2per trainee in the roomDay 1 (2nd Half)Day 2 (1st Half)Day 2 (2nd Half)House of ToyotaLean or Kaizen Event MethodologyAbout Lean Daily Management JUST IN TIME- Lead Time, Takt Background and basics of processOrganization CultureTime, Cycle Time, FIFO, 1 Pieceimprovement Culture and Continuous ImprovementFlow, Push Vs. Pull, Work Cell, Teach Lean Event methodology (6 step Respect For IndividualsLoad Balancing and Levelprocess) Overview and Recipes of a GreatScheduling1. Choose a process- Team Charter (VoiceCulture (Lean Leadership and Soft STANDARDIZATION- Visualof Customer, Objective, Milestones, TeamSkills)Management, 5 S, Point of Useformation and more) Skills required to become a LEANand Skills Development2. Data collection, Process Walks andLeader JIDOKA- Quality Control Vs.creating Current State Value Stream Map,Embedding culture of Lean Six SigmaQuality Assurance Poka Yoke3. Lean or Kaizen events (1 to 3 days) Embedding culture of LEAN modeland Andon Review Charter and Objectives or Lean Planning Sheet for a department RESPECTKPIs, How staff members are engaged in a KAIZEN Agree on Current State Map,Lean Six Sigma organizationBasic Statistics and 7 QC Tools Finding Inefficiencies, ClusteringDaily Management Measure of Central Tendency – Min,Inefficiencies & finding top priority Huddle Meetings and Boards aroundMax, Median, Mode, Average, CountThemes, Root Cause Analysis,Business and Process Keyand 80th Percentile Creating Action Plan, WorkPerformance Indicators (KPIs) 7 QC Tools- Histogram, ScatterBreakdown Structure, Leader Standard Work aligned withDiagram, Fishbone, Bar Chart / Run Drawing Future State Map,Organization KPIsChart / Control , Pareto Analysis,Target Setting,Project Selection or Process ImprovementCheck Sheet and Process Mapping Report Out to Senior LeadershipOpportunitiesProblem Solving Tools4. Complete Action Items Project Selection, Prioritization and Problem Solving or Root Cause5. Regular update meetings and monitorImpact Effort AnalysisAnalysis – 5 Why, 5W2H andaction plan and KPIs Type of Kaizen or ProcessFishbone Diagram6. Check benefits, Control and Close outImprovements – Small, Medium and A3 PROBLEM SOLVINGProjectLarge Share Lean Event report out templateCOPYRIGHT- QCDMS CONSULTANTS13
Case Studies (Manufacturing)Honda Cars India Converted line from onemodel to variant model line Completed numerous qualitydefect reduction projects byusing Honda A3 thinking Completed time & motionstudies, did load balancingon assembly line to free upfive resourcesAutomotive Parts Reduced toolingChangeover process from1 hour to 20 minutes Honda seat frame productline productivity improvedby 10% Overall Plant KPIsimproved by 10% Freed up 12 resourcesfrom a processCommercial Filters Reduced manufacturinglead time by 95% from 10days to 30 minutes, Initiated Leancommunication structure Started inventorymanagement system Reduced overall LeadTime by 15%COPYRIGHT- QCDMS CONSULTANTSHigh Rise Window Trained 80 staff from all processes 50 processes and sub processesreview Initiated LEAN Daily Managementstructure One of the process reduced by99.99 % from 2 days to 1.5 minute 500 small to rapid processimprovements across allprocesses Savings close to 1 Million Dollars14
Our approach at Client side Planning Training PlanCoaching PlanChoosing LeadersChoosing ProcessesEstablish LEANChampion Walk ProcessesObserveUtilize Leaders andChampion to createHigh level VSM andfind opportunitiesGet readyEstablish Focus Process Walksbefore TrainingTraining inClassroom Establish KPIsHuddle BoardsHuddle MeetingsFind OpportunitiesEngage staff Coach onActual ProcessLean DailyManagementUtilize Processes andopportunities foundduring Process WalkPractical training andconnect all LEANprinciples andphilosophies withClient’s processes andpainsCOPYRIGHT- QCDMS CONSULTANTS Bring everyonetogether from all levelsEveryone presentsKEEP ONREPEATING THISCYCLEMake Lean a Way ofThinkingREPORT OUTFind opportunities fromLean DailyManagement structureApply LEAN principlesand Philosophies toimproveCoach , support andmotivateCreate Presentations ,Before, After andBenefits15
Case Studies (IT- Service)New User Provisioning Freed up 15% capacity andreduced overtimeLead time reduced by 20%IT Helpdesk Reduced lead time by 25%Combined the New UserProvisioning process withthe IT Helpdesk process tobring one commonplatformIT Storefront COPYRIGHT- QCDMS CONSULTANTSFreed up 300 square feet ofspaceFreed up 10% of resourcehoursInventory reduced by 25%16
Case Studies (Healthcare)Cardio ClinicImaging Clinic Waiting time at the clinicreduced by 25% Overall patient wait time fromthe time of receiving referralto the 1st time at the clinicreduced by 20% Load balancing to improvethe patient care Freed up 15% resourcehours Reduced Patient waitingtime by 75% by studying andimproving call centerprocessFamily Health Team Completed Capacity study andsupported management teamto open up more lines ofbusiness or revenue Coached staff to find Lean 8Waste in healthcareCOPYRIGHT- QCDMS CONSULTANTS17
Case Studies (Public Service)Library New Material Lead time reduced by 97%Freed up 630 square feet42% increase in productionFreed up 700 EmployeeHoursCourts Early Resolution Processing lead time reduced by99.99% for Customers coming toCounterTouch time / ticket reduced by30%Facility Maintenance Lead Time reduced by 25%Brought back 200K worth ofsublet or outsourced work,back into the departmentTrained 2500 public service professionals who have further initiated 600 smallprocess improvements and saved 4 Million of Tax Dollars in the form of costreductions, cost savings and freed up capacitiesCOPYRIGHT- QCDMS CONSULTANTS18
Case Studies (Public Service)Accounts Payable 65% reduction in number ofInvoices25% reduction in Lead Time 25,000 in Freed upcapacitiesInfill Building Permit Resubmissions reduced by25%Overall lead time reduced by41%Road Repairs COPYRIGHT- QCDMS CONSULTANTSConstruction lead timereduced by 54%Payment lead time reducedby 60%19
Our trainees came from:MANUFACTURINGSERVICEPUBLIC SERVICEHEALTHCARECOPYRIGHT- QCDMS CONSULTANTS20
Lean philosophy and principles ¾ 5 Principles of Lean Applying Lean Philosophies and Principles in LEGO Simulation (Round 2) Create a List of Opportunities (in your own setting) where Lean Philosophies can be applied, 2 per trainee in the room Day 1 (2nd Half) About Lean Daily Management
