This presentation shows how to use the six sigma methodology to conduct a lean event (also called a Kaizen event)

1. Lean Six Sigma: How to Conduct a Lean Event Quality Minds, Inc. 3/4/09

2. The Process to be Used Metrics The voice of the customer is important Next process or external to plant Improved process or solved problem Define Measure Analyze Improve Control People Tools/Gages Techniques Paperwork Software Time Empowerment Commitment Resources Ideas Equipment Budget Cross Function Team Leader Team Facilitator Team Facilitator Team Facilitator Management Management Management Management Team Members Management Management Customer Output Process Inputs Supplier

3. Agenda Control 1:00-3:30 Lunch 12:00-1:00 Control 11:00-12:00 Report Out to Management TBD Improve 1:00-4:30 Improve 8:30-4:00 Day Three Improve 8:30-11:00 Day Four Lunch 12:00-1:00 Analyze 8:30-12:00 Day Two Measure 1:00-4:30 Lunch 12:00-1:00 Define 8:30-12:00 Day One Stage Time Date

4. Day One: Define Metrics What does the voice of the customer say? Measure A project charter Team leader Develop a definition of the problem or improvement opportunity Project Scope Project Goals Due Dates Techniques Ideas Observations Mentor Process Importance Team Members Team Members Team Members Team Facilitator Team Members Team Members Management Team Members Customer Output Process Inputs Supplier

5. Project: Project Information Leader: Mentor: Project Start: Project End: Cost of Poor Quality: Process Importance Process Improvement Opportunities Team Members Mentor: Leader: Team Members: Process Start/Stop Start Point: Stop Point: Project Goals Process Measurements Project Time-Frame Milestone: Date:

6. Day One: Measure Metrics Analyze A value stream map of the process Completed SIPOC Diagram Measure the process’ performance Techniques Data Video Recorder Software Project Charter Stop Watch Team Facilitator Team Members Team Leader Team Facilitator Define Phase Team Facilitator Customer Output Process Inputs Supplier

7. SIPOC Diagram of Process Metrics Customer Output Process Inputs Supplier

8. Stamping Spot Weld #1 Spot Weld #2 Assembly #1 Assembly #2 Shipping c/t=1s FTQ=95% c/o=2hr c/t=39s FTQ=99% c/o=1hr c/t=46s FTQ=90% c/o=120s c/t=62s FTQ=97% c/o=1hr c/t=40s FTQ=85% c/o=30s Production Control I I 7000 I I I I 1700 2450 1840 4140 2xweek 1xweek 18,400 per month 20 working days per month 920 pieces per day Customer Supplier MPS Create Value Stream Map Total Working Time 8 hours per shift or 28,800 seconds minus 3600 seconds for lunch and breaks=25,200 seconds working time per shift I

9. Day Two: Analyze Metrics Improve A statement of opportunities for improvement Analyze the process to determine opportunities for improvement Techniques Software Current state of process performance Videotape Ideas Team Facilitator Team facilitator Value Stream Map Define Phase Team Members Customer Output Process Inputs Supplier

10. Day Two-Four: Improve Metrics Control An improved process or a solved problem Improve the process by attacking the opportunities for improvement (Plan-Do-Check-Act) Ideas Focus Patience Time Statement of opportunities for improvement Team Members Team Leader Team Members Management Analyze Phase Customer Output Process Inputs Supplier

11. Change in Process Before After

12. Day Four: Control Metrics Voice of the customer Key metrics for output Next process or external to plant A stable and predictable process Control the improved process to sustain the gains Techniques Ideas Follow up Team Facilitator Team Members Management Customer Output Process Inputs Supplier