Lean and Six Sigma.ppt

LeanandSixSigma,WDHIMSSMay5th,2005Presentedby:TannerHolst,Systems&ProcessConsultant,FranciscanSkempHealthcare,LaCrosse,WI,Agenda,FocusonSixSigmaDefinition,useofdata,roles,sixsigmaroadmapFocusonLeanDefinition,TheHouseofLeanLeanSixSigmaQuestions,PartI:SixSigma,SixSigmaDefined,SixSigmaisacustomer-focused,welldefinedproblemsolvingmethodologysupportedbyahandfulofanalyticaltoolswithagoaltoreducevariationKeyis:Customer-focusedCustomerisalwaysthe“nextstep”intheflowofworkInternalcustomershavetobeservedwellforexternalcustomerstobeservedwell,QualityInitiatives-Wheredoeslean/sixsigmafit?,TQMTotalQualityManagementCQIContinuousQualityImprovementJITJustinTimeMBOManagebyObjectivesMBWAManagebywalkingaroundRightsizingPDSAPlanDoStudyActLeanandSixSigmaalloftheabove+,FocusonSixSigmaApproach,UsesstatisticssolelyastoolsforinterpretingandclarifyingdatarelyonthefactsRequiresnotjuststatistics,butchangesinthecultureoftheorganizationRequirescommitmentofmanagementRequiresatoleranceforquestioningsacredcompanybeliefsOutsideinthinking,lookatcustomersperspective,notours,Whatissigma?,ThesigmavalueindicateshowoftendefectsarelikelytooccurAccordingtoMotorola,aperformancelevelofsixsigmaequatesto3.4defectspermillionopportunities(4.5)Asthesigmalevelincreases,costandcycletimegodownwhilecustomersatisfactiongoesup,ExampleofObjective,KeyobjectiveistoreducevariabilitybutIfyouaremakingparachutesandfindthatonaverage90%+/-2%open,changingthatto90%+/-1%wonthelpcustomersatisfactionFirstgoal:MustbeontargetProcessmustbeincontrolPrecisionversusAccuracy,ControlChart:Precisionvs.Accuracy,Accuratebutnotprecise:AcceptableProject,PrecisionandAccuracy,Traditionalvs.6Sigmaquality,Traditional99.73percent(3sigma)yields54,000incorrectdrugprescriptionsperyear40,500newbornbabiesdroppedeachyearSixsigmaquality(99.9996%)yieldsOneincorrectdrugprescriptionevery25years3newbornbabiesdroppedeachcentury,Data:drivingforcebehindsixsigma,LevelsofdataIntuition/gutfeelingQualitativebrainstormingtoolsQuantitativebrainstormingtoolsBasicchartsBasicstatisticsInferentialstatistics,SixsigmaProjectMilestone,y=f(x)DeterminekeyvariablesY=outputs,effects,symptoms,dependentX=inputs,causes,control,independent,SixSigmaRoadmap,MajorStepsinprocess(DMAIC)Recognize(executives)Define(Champions,Finance,MBB,BB)Measure(SMEs,BB,GB,TM)Analyze(SMEs,BB,GB,TM)Improve(SMEs,BB,GB,TM)Implement(SMEs,BB,GB,TM)Control(SMEs,BB,GB,TM)Realize(Finance,SMEs),SixSigmaTools,DefineProcessAnalysisFlowChartingCheckSheetsFishboneParetoAnalysis(fewimportant/manytrivial)Cause/EffectdiagramsFailureModeEffectsAnalysis,MeasureProcessCapability%non-conformingCapabilityIndicesMeasurementSystemsCostofQualityDetectionFailureControlChartsCommonvs.specialcausevariation,Toolscontinued,AnalysisDescriptiveStatisticsInferentialStatisticsProbabilityControlChartsFMEA(FailureModeEffectsAnalysis),Improvement/ImplementToolsDesignofExperimentsSimulationCostJustificationFMEACorrelationRegression,ToolsContinued,ControlStatisticalProcessControlCostofQualityCostAnalysisS中国最大的资料库下载,SixSigmaProjectCharacteristics,Connectedtobusinesspriorities,majorimportanceRepresentsmajorprocessimprovementRepresentsmajorfinancialimprovementReasonablescope(3-6months)DefinesQuantitativemeasuresofsuccessBaseline/goalswelldefined,ImportanceiscleartotheorganizationSupportandapprovalofmgmtProjectteamsincludestakeholders(&finance)EachprojecthasachampionSMEsrequiredProblemstatementData/factbaseddecisionmakingrequired,makeuseofthedata,DMAICapplicationexample,ReduceHighmonthlyvariabilityinsurgicalservicesNOI(infinitevariables)Goodluckwiththatone!ReducestandarddeviationinDr.Hoganssurgicalcasestarttimes(2-3variables)from6minutesto1minutebyDecember31,2005.,PartII:Lean,LeanDefined,Systematicapproachtoidentifyingwaste(non-value-addedactivities)throughcontinuousimprovementbyflowingtheproductatthepull(demands)ofthecustomerinpursuitofperfection.TheMEPLeanNetworkLeanisCustomer/MarketDriven,FocusonLean,First,Definethefollowing:Value-added:Anyactivitythatincreasesthemarketformorfunctionoftheservice.(thingscustomersarewillingtopayfor)Non-value-added:Anyactivitythatdoesnotaddmarketformoffunctionorisnotnecessary.(theseactivitiesshouldbeeliminated,reducedorintegrated)ValueStreammapis“core”ofLeananalysis,ReduceCycleTime,“OneofthemostnoteworthyaccomplishmentsinkeepingthepriceofFordproductslowisthegradualshorteningoftheproductioncycle.Thelongeranarticleisintheprocessofmanufactureandthemoreitismovedabout,thegreatertheultimatecost.”HenryFord,1926,LeanSummary,LeanCompanySimple/visualDemanddrivenInventoryasneededReducenonvalueaddedSmalllotsizeMinimalleadtimeQualitybuiltValuestreammgrs,TraditionalCompanyComplexForecast/budgetdrivenExcessinventorySpeedupvalueaddedworkBatchproductionLongleadtimesInspectedinFunctionaldepartmentsLargeQIdepts,PartIII:LeanSixSigma,WhytheyworkExercise,YouretheownerofasuccessfulItalianrestaurant,yourabouttotakeathreemonthbusinesstripoverseas,youveaskedyourbusinessmanagertofaxyouareporteveryMondaythatincludes5piecesofdatamostimportanttoyou,whatarethey:12345,Thecustomer,YouwantItalianfood!YouhavethreeItalianrestaurantswithin5milesfromyou,allhavethesamebasicmenu,whatarethe5thingsthathelpmakeyourdecisiononwheretoeat?12345,SixSigma/Leancoreknowledge,Knowledgeofsystems&valuestreamsinterdependentcomponentsworkingtowardacommonaim(goaltooptimizevalueaddedcomponents)Knowledgeofstatistics/dataanalysis(reducevariation,improvequality)commonversusspecialcauseKnowledgeofpsychology(