Lean and Six Sigma(PPT 32)

LeanandSixSigmaWDHIMSSMay5th,2005Presentedby:TannerHolst,Systems&ProcessConsultant,FranciscanSkempHealthcare,LaCrosse,WIFocusonSixSigma–Definition,useofdata,roles,sixsigmaroadmapFocusonLean–Definition,TheHouseofLeanLeanSixSigmaQuestionsPartI:SixSigmaSixSigmaisacustomer-focused,welldefinedproblemsolvingmethodologysupportedbyahandfulofanalyticaltoolswithagoaltoreducevariationKeyis:Customer-focusedCustomerisalwaysthe“nextstep”intheflowofworkInternalcustomershavetobeservedwellforexternalcustomerstobeservedwellTQM–TotalQualityManagementCQI–ContinuousQualityImprovementJIT–JustinTimeMBO–ManagebyObjectivesMBWA–ManagebywalkingaroundRightsizingPDSA–PlanDoStudyActLeanandSixSigma–alloftheabove+Usesstatisticssolelyastoolsforinterpretingandclarifyingdata–relyonthefactsRequiresnotjuststatistics,butchangesinthecultureoftheorganizationRequirescommitmentofmanagementRequiresatoleranceforquestioningsacredcompanybeliefsOutsideinthinking,lookatcustomer’sperspective,notoursThesigmavalueindicateshowoftendefectsarelikelytooccurAccordingtoMotorola,aperformancelevelofsixsigmaequatesto3.4defectspermillionopportunities(4.5)Asthesigmalevelincreases,costandcycletimegodownwhilecustomersatisfactiongoesupKeyobjectiveistoreducevariabilitybut…–Ifyouaremakingparachutesandfindthatonaverage90%+/-2%open,changingthatto90%+/-1%won’thelpcustomersatisfactionFirstgoal:MustbeontargetProcessmustbeincontrolPrecisionversusAccuracy中国最大的资料库下载Accuratebutnotprecise:AcceptableProject12345ControlSPECTraditional99.73percent(3sigma)yields–54,000incorrectdrugprescriptionsperyear–40,500newbornbabiesdroppedeachyearSixsigmaquality(99.9996%)yields–Oneincorrectdrugprescriptionevery25years–3newbornbabiesdroppedeachcenturyLevelsofdata–Intuition/gutfeeling–Qualitativebrainstormingtools–Quantitativebrainstormingtools–Basiccharts–Basicstatistics–Inferentialstatistics=f(x)DeterminekeyvariablesY=outputs,effects,symptoms,dependentX=inputs,causes,control,independent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)Define–ProcessAnalysis–FlowCharting–CheckSheets–Fishbone–ParetoAnalysis(fewimportant/manytrivial)–Cause/Effectdiagrams–FailureModeEffectsAnalysisMeasure–ProcessCapability•%non-conforming•CapabilityIndices–MeasurementSystems–CostofQuality•Detection•Failure–ControlCharts•Commonvs.specialcausevariationAnalysis–DescriptiveStatistics–InferentialStatistics–Probability–ControlCharts–FMEA(FailureModeEffectsAnalysis)Improvement/ImplementTools–DesignofExperiments–Simulation–CostJustification–FMEA–Correlation–RegressionControl–StatisticalProcessControl–CostofQuality–CostAnalysis–Scorecards–Connectedtobusinesspriorities,majorimportanceRepresentsmajorprocessimprovementRepresentsmajorfinancialimprovementReasonablescope(3-6months)DefinesQuantitativemeasuresofsuccessBaseline/goalswelldefinedImportanceiscleartotheorganizationSupportandapprovalofmgmtProjectteamsincludestakeholders(&finance)EachprojecthasachampionSME’srequiredProblemstatementData/factbaseddecisionmakingrequired,makeuseofthedataReduceHighmonthlyvariabilityinsurgicalservicesNOI(infinitevariables)–Goodluckwiththatone!!ReducestandarddeviationinDr.Hogan’ssurgicalcasestarttimes(2-3variables)from6minutesto1minutebyDecember31,2005.PartII:LeanSystematicapproachtoidentifyingwaste(non-value-addedactivities)throughcontinuousimprovementbyflowingtheproductatthepull(demands)ofthecustomerinpursuitofperfection.–TheMEPLeanNetworkLeanisCustomer/MarketDrivenFirst,Definethefollowing:–Value-added:Anyactivitythatincreasesthemarketformorfunctionoftheservice.(thingscustomersarewillingtopayfor)–Non-value-added:Anyactivitythatdoesnotaddmarketformoffunctionorisnotnecessary.(theseactivitiesshouldbeeliminated,reducedorintegrated)ValueStreammapis“core”ofLeananalysis“OneofthemostnoteworthyaccomplishmentsinkeepingthepriceofFordproductslowisthegradualshorteningoftheproductioncycle.Thelongeranarticleisintheprocessofmanufactureandthemoreitismovedabou