Send the link below via email or IMCopy
Present to your audienceStart remote presentation
- Invited audience members will follow you as you navigate and present
- People invited to a presentation do not need a Prezi account
- This link expires 10 minutes after you close the presentation
- A maximum of 30 users can follow your presentation
- Learn more about this feature in our knowledge base article
Do you really want to delete this prezi?
Neither you, nor the coeditors you shared it with will be able to recover it again.
Make your likes visible on Facebook?
You can change this under Settings & Account at any time.
The Skinny on Lean Six Sigma
Transcript of The Skinny on Lean Six Sigma
Sandia National Laboratories The Skinny on Lean Six Sigma
10 Practical Takeaways What is it? A process improvement methodology Operational Excellence bottom to top Originally developed by Motorola in the mid-80s To me... It's a way of looking at work environments, processes, or systems with an eye towards efficiency and quality. Value from the Customer's
Perspective activity the customer is willing to pay for Value Stream all the activities and processes required
to provide a specific product or service Pull don't create or store more than is being requested (JIT) Flow continuous, progressive adding of value;
fewest # of steps with no interruptions Perfection Lean = less steps
Less Steps = reduced probability of failure
Six Sigma = defect and variation reduction 99.99966% (3.4 defects per million)
Precision = less costs, satisfied customers, more success Let's talk about WASTE... At Sandia and Lockheed Martin, we consider
8 forms of waste We use the mnemonic TIMIWOOD. Here they here: 1. Transportation - any unnecessary material movement that does not support a Lean value stream
2. Inventory - Storing parts, pieces, documentation ahead of requirements
3. Motion - Any movement of people which does not add value to the product 4. Injury - Work-related accidents (2 biggest causes of missed work are ergonomics and slips)
5. Waiting - Idle time in which no value-added activities take place
6. Overproduction - Making more than is IMMEDIATELY required
7. Over processing - Tighter tolerances or higher grade materials than are necessary ("gold-plating," complex approval or workflows)
8. Defects - Rework, scrap, incorrect documentation OK, now that you know
what waste looks like,
let's talk about how
to ELIMINATE it. One of my favorite and a LSS workhorse:
6S 6 principles of maintaining an effective, efficient workplace Sort
Sustain Sort Clearly distinguish between what is necessary and what is unnecessary
Red tag all of the unnecessary AND GET RID OF THEM! Straighten Work tools or items are easily spotted, eliminating searches
"Visual management" Shine Clean the workplace; get rid of dirt, grime, dust and oil
Use cleaning as a form of inspection
Clean everything; clean everywhere Standardize Establish typical procedures for maintaining the first 3S's
Take what has been done and make it better! Safety Work areas are safe and free of hazardous conditions
Hazards and dangers are identified Sustain Be disciplined in maintaining 6S procedures through practice and habit
Take what's been done and make it a way of life Some 6S examples before after 10 Practical Takeaways 10. ROI/ROIC (Return On Investment/Return On Invested Capital
9. Operational Excellence is a practice
8. Lean workhorses: 6S, 5 Why's, Value Stream Mapping/Process Mapping
7. Compelling Solutions that happen to be affordable and efficient
6. Use facilitation and brainstorming techniques to identify problems and design solutions 10 Practical Takeaways 5. Understand and capture value from the customers perspective; (this is the foundation of operational excellence)
4. Iterate, iterate, iterate
(this is the spirit of continual improvement)
3. Never underestimate the power of EQ (Emotional Intelligence)
2. Become a WASTE ID sleuth 1. Be inquisitive!
Lean thinking is an attitude
and a mindset! Other useful techniques and skills 5 Whys EQ (Emotional Intelligence) Facilitation "Going to the Gemba"
data collection charter development VSM (Value Stream Mapping) SIA
(Structured Improvement Activity FMEA
Failure Modes and Effects Analysis team dynamics Lean Continuous improvement and respect for people
Lean tools like value streaming, process mapping, and kaizen are used to identify waste or bottlenecks
PDCA (Plan, Do, Check, Act) is a structured process for rigorous problem-solving Guided by 5 core principles of...