Lean Six Sigma Green Belt Presentation Lean Six Sigma Presentation Enterprise Performance & Accountability Lean Six Sigma: Fostering Process Improvement Culture GLAAM StaRGazing 2025 Lean Six Sigma Green Belt Presentation Lean Six Sigma Presentation Introductions Lean Six Sigma Overview & History Tools and Techniques Agenda Lean Six Sigma Green Belt Presentation Lean Six Sigma Presentation What is Lean Six Sigma? Lean Six Sigma (LSS) is a process improvement methodology used in private and public organizations around the world to streamline business processes through waste elimination and analysis of solutions for improvement using data. Lean Six Sigma Presentation Lean Six Green Sigma Belt Presentation Why Organizations Implement Process Improvement To accomplish one or more of the following: Reduce waste Better understand and deliver on customer requirements Improve the efficiency and effectiveness of internal processes Empower employees at all levels to participate in improving the business Drive data-based decision making instead of “jumping to solutions” or opinion Lean SixLean Sigma Presentation SixGreen SigmaBelt Presentation A Capacity Problem Processes Are Like Junk DrawersLean Six Sigma Green Belt Presentation Lean Six Sigma Green BeltPresentation Presentation Lean Six Sigma What is Process Improvement? Working ON the process versus Working IN the process Lean Six Sigma Green Belt Presentation Lean Six Sigma Presentation Time For Process Improvement Lean Six Sigma Green Lean Belt Presentation Six Sigma Green BeltPresentation Presentation Lean Six Sigma How Lean & Six Sigma Began Lean: •Developed in the 1940’s at Toyota •Taiichi Ohno – production engineer; Executive Vice President •Created the Toyota Production System (TPS) •TPS became known as Lean manufacturing in the U.S. Six Sigma: •Early 80’s at Motorola •Founded by engineer, Bill Smith •1988 Motorola won the Malcolm Baldrige Quality Award •1990 Mikel Harry started the Six Sigma Academy Lean Six Sigma Green Lean Belt Presentation Six Sigma Green BeltPresentation Presentation Lean Six Sigma A Powerful Combination The Premise of Lean The Premise of Six Sigma Eliminate waste and maximize flow Identify and minimize variation and defects Taken as a combined system, Lean Six Sigma offers a robust system for increasing efficiency and enhancing effectiveness Lean Six Sigma Green Lean Belt Presentation Six Sigma Green BeltPresentation Presentation Lean Six Sigma Combined Toolkit Lean 8 Wastes Spaghetti Chart Gemba Walk Value Stream Map Visual Workplace Batch Size Reduction Standard Work Pull Production Cell Layout One-Piece Flow Six Sigma Common Goals Customer Focus Eliminate NVA Reduce Variability Increase Speed Reduce Errors Profitability Project Charter Swim Lane Map MSA Data Collection Plan Histogram Root Cause Analysis Fishbone Diagram Design of Experiments Statistical Tests SPC Control Charts Lean Six Sigma Green Belt Presentation Lean Six Sigma Presentation What Does Six Sigma Mean? Technically its 6 standard deviations from the mean. 3.4 defects per million opportunities If you have 99% quality 15 minutes of unsafe drinking water every day 6 Sigma or 99.99966 quality 2 minutes of unsafe drinking water per year 2 short or long landing at most major airports per day 1 short or long landing every 5 years 200,000 incorrect prescriptions per year 68 incorrect prescriptions per year 99% Good is not always Good Enough Lean Six Sigma Green Lean Belt Presentation Six Sigma Green Belt Presentation Lean Six Sigma Presentation Lean Six Sigma Myths • LEAN stands for “Less Employees Are Needed” • “Lean Six Sigma applies mainly to manufacturing processes” • “Too hard to translate into laymen’s terms for employees to use” People are an organization’s greatest asset. But often, people’s time is wasted on wasteful activities. The goal is to reduce wasteful activities to build capacity and continue to deliver more value. Lean Six Sigma Green Belt Presentation Lean Six Sigma Presentation Some ISD Projects and Results OPS M&O reduced the time for a Service Request to be routed to crafts from 5 days to 1 hour OPS Civic Center Custodial improved the % of completed scheduled inspections from 50% to 100% EPA developed 18 recommendations to improve inventory tracking of laptops issued to ITS consultants ITS Radio Systems reduced the time for FCC license applications from 13 days to 7 days OPS Special Services reduced the time for generator estimates from 11 hours to 6 hours Lean Six Sigma Green Lean Belt Presentation Six Sigma Green BeltPresentation Presentation Lean Six Sigma DMAIC Methodology DEFINE Define or identify the problem MEASURE Develop a baseline measurement to characterize the current state of the process ANALYZE Analyze the data and determine the root causes of defects IMPROVE Implement solutions to reduce defects and improve the process. Confirm improvement CONTROL Develop a control plan to sustain the improvement gain Lean Six Sigma Green Belt Presentation Lean Six Sigma Presentation Where Do Project Ideas Originate? Senior Leadership Strategy Goals Corporate Initiatives Customers Complaints Requests The Process and the Team Members Problems and gaps in service Metrics that don’t meet standards Frustrations Opportunities Lean Six Sigma Green Belt Presentation Processes Do Not Exist By Themselves Lean Six Sigma Green BeltPresentation Presentation Lean Six Sigma Often The Issues Are More Involved Than They First Appear Lean Six Sigma Green Belt Presentation Lean Six Sigma Presentation A Grand Slam Is Great, But Better to Try to Get On Base Lean Six Sigma Green BeltPresentation Presentation Lean Six Sigma Project Selection Considerations Meaningful Project Success Measurable Manageable Lean Six Sigma Green Lean Belt Presentation Six Sigma Green BeltPresentation Presentation Lean Six Sigma Define Phase Overview S U P P L I E R S Inputs Process SIPOC Outputs C U S T O M E R S Project Charter Current State Map Stakeholder Analysis Voice of the Customer Lean Six Sigma Green Lean Belt Presentation Six Sigma Green BeltPresentation Presentation Lean Six Sigma Project Charter Definitions Project Owner: The executive sponsor. Cares about the project. Can provide direction, resources. Project Director: The Project Manager’s supervisor. To be kept apprised of project direction, status. Project Manager: A member of the project team, guides the project. Team Members: The people that will participate in the project. Core team members are those that meet regularly. Resource team members are brought in as needed. Problem Statement: The problem usually captured in the form of a measurement (Example: cycle time, errors, etc.). The problem statement should not contain the solution, the root cause or imply blame. Business Case/Benefits: The business reasons for doing the project. Usually, this includes the financial impact, customer impact, and/or risk of not taking action. Includes the benefits that are anticipated to be achieved. Lean Six Sigma Green Lean Belt Presentation Six Sigma Green BeltPresentation Presentation Lean Six Sigma Project Charter Definitions Goal Statement: The measurement goal. Usually SMART goals are established (Specific, Measureable, Attainable, Relevant, and Timebound). In Scope: Clarifies/confirms the areas or issues the project will address. What the team is taking on, given time, money and resources. Out of Scope: Clarifies/confirms areas or issues the project will not address. These could be areas that might be assumed to be in scope, or that are subject to interpretation. Potentially these areas could be addressed by subsequent projects. Preliminary Plan: High level tasks and timeline to complete the project. Services/Departments Involved or Affected: High level identification of customers and stakeholders. Lean Six Sigma Green Lean Belt Presentation Six Sigma Green BeltPresentation Presentation Lean Six Sigma SIPOC for Pizza: Order to Delivery S I P O C Supplier Input Process Output Customer Customer An order for pizza Delivered Pizza Pizza Eater Grocery or Farmer Butcher Bakery Pizza Ingredients: Dough Sauce Cheese Toppings 2 Gather ingredients 3 Make Pizza Accurate (Pizza should match order) Paper Goods Manufacturer Packaging: Pizza Boxes 4 Bake Pizza On-Time (delivery in 30 minutes or less) 1 Process the order 5 Package Pizza Order 6 Deliver Pizza Order Hot (delivered at 155-160 degrees) Lean Six Sigma Green Lean Belt Presentation Six Sigma Green BeltPresentation Presentation Lean Six Sigma Voice of the Customer • The Voice of the Customer (VOC) is your customers’ needs and their perceptions of your product or service • VOC data can be vague or non-specific • VOC needs to be validated with customers Lean Six Sigma Green BeltLean Presentation Six Sigma Presentation Who Are Your Customers? • • • Customers: The users of the products or services resulting from the process – Are there multiple types of customers with different requirements sharing one process? Stakeholders: Anyone who does not USE the process, but has a vested interest in how the process performs. Process Partners: Those upstream or downstream from our processes who do work, provide information, documents, materials and continue to add value to services and products to customers. Lean Six Sigma Green Belt Presentation Lean Six Sigma Presentation What are Customer Requirements? Accessible Friendly Good Quality Fast Affordable Convenient Easy to Use Responsive Flexible Accurate Customer cues are comments that state a possible need or requirement Lean Six Sigma Green Belt Presentation Lean Six Sigma Presentation The Success Equation Quality Results = + Acceptance Solution Lean Six Sigma Green Belt Presentation Lean Six Sigma Presentation All Work is a Process Lean Six Sigma Green BeltPresentation Presentation Lean Six Sigma Every Process Has Four Different Versions What You Think It Is... What It Really Is.. What It Should Be… What It Could Be... Lean Six Sigma Green Belt Presentation Lean Six Sigma Presentation Vertical vs. Horizontal View Traditional Arrangement: Work is managed vertically Silo’s are created; Voice of Department is prominent Dept. 1 Manager Department 1 • Gemba Walk Dept. 2 Manager Department 2 Dept. 3 Manager Department 3 Dept. 4 Manager Department 4 Walk and Manage the Process Horizontally Walking the process increases visibility of the whole process…the Value Stream Lean Six Sigma Green Belt Presentation Lean Six Sigma Presentation Go to Gemba: Process Walk A “Gemba” Process Walk is going to where the work actually occurs “Gemba” is a Japanese term that means “the real place” Utilize subject matter experts (SMEs) to walk the process, and collaborate with the field Build profound knowledge of the process and the root causes of problems Identify the solutions and an implementation plan related to process analysis Lean Six Sigma Green Belt Presentation Lean Six Sigma Presentation Vote By Mail: Swimlane (Before) 24 handoffs in handling VBM envelopes Lean Six Sigma Green Belt Presentation Lean Six Sigma Presentation Value Stream Map Lean Six Sigma Green Lean Belt Presentation Six Sigma Green Belt Presentation Lean Six Sigma Presentation Measure Phase Overview 1. Measurement Selection 2. Data Collection Planning 3. Baseline Data Collection Lean Six Sigma Belt Presentation Presentation Lean Green Six Sigma Some Characteristics of Measures Workload Performance How much is being done How well is the work being done What resources are used How well are customer requirements being met Lean Six Sigma Green Belt Presentation Lean Six Sigma Presentation 37 Key Take Away: Lots of variation in the process and the average time to serve lunch is 27 minutes which is very high! Lean Six Sigma Green BeltPresentation Presentation Lean Six Sigma 38 Key Take Away: Customers want delivery in 20 minutes or less, so the lunch delivery process is clearly not capable. Lean Six Sigma Green Belt Presentation Lean Six Sigma Presentation Analyze Phase Overview 1. Brainstorm Root Causes 4. Confirm Root Causes 2. Develop Hypothesis 3. Gather Data to Validate Hypothesis Lean Six Sigma Green Belt Presentation Lean Six Sigma Presentation Why Analyze? • Are we medicating a symptom? • Or are we identifying a root cause and addressing it? Lean Six Sigma Green Belt Presentation Lean Six Sigma Presentation The Five Whys • The practice of asking the question ‘why?’ repeatedly, in order to work the causal chain • Usually carried out with a group of people that know the process • No special technique is required Lean Six Sigma GreenLean Belt Six Presentation Sigma Presentation Fishbone Diagram • Label the fish head with the problem statement and brainstorm root causes. • Try these categories. If they don’t apply, you can create ones that make sense. People Process Policy Undesirable Effect Procedure Place Other Lean Six Sigma Green Lean Belt Presentation Six Sigma Presentation Green Belt Presentation The Eight Wastes of Lean 1. Defects 2. Overproduction 3. Waiting 4. Non-Utilized Talent 5. Transportation 6. Inventory 7. Motion 8. Extra Processing Lean Six Sigma Presentation Lean Six Green Sigma Belt Presentation Analyze Process and Data In Process Analysis: • Review the process for clues for causes • Handoffs, delays, repeated steps, rework, redundancies, bottlenecks • Inspections and decisions • Potential causes visible in the process flow • Analyze the value of the steps in the process • Look at cycle times and the balance of work and wait • Observe how work and information flow Lean Six Sigma Presentation Lean Six Green Sigma Belt Presentation Different Shapes of Distributions Lean Six Sigma Presentation Lean Six Green Sigma Belt Presentation Pareto Diagram All Warehouses 800 100 700 80 500 Percent Count 600 400 300 200 60 40 20 100 0 Defect Count Percent Cum % c Ba r de r kO 468 58.6 58.6 me Ho Job t No 95 11.9 70.5 s on i t i d on C e Sit 90 11.3 81.7 r liv e e r eD Oth 55 6.9 88.6 s y In s tion c tru 30 3.8 92.4 ite ns O nt ym P No 28 3.5 95.9 0 ers h t O 33 4.1 100.0 Lean Six Sigma Green Belt Presentation Lean Six Sigma Presentation Improve Phase Overview 4. Capture Improvement Data 3. Implement Solutions 1. Brainstorm and Prioritize Solutions 2. Develop Future State Map Lean Six Sigma Green Belt Presentation Lean Six Sigma Presentation Eliminating NVA Steps Process Steps BEFORE Process Steps AFTER Eliminate, minimize or make those NVA steps transparent to the customer Lean SixLean Sigma Presentation SixGreen SigmaBelt Presentation Lean Six Sigma Green Belt Presentation Cross-Training Cross-training clerk 2 to do all of the process steps minimized hand-offs, batching, and waiting AND increased capacity and speed Lean Six Sigma GreenLean Belt Six Presentation Sigma Presentation Lean SixGreen SigmaBelt Presentation Standard Work – Health Care • Study – – • Harvard School of Public Health 8 hospitals around the world (Seattle, London, Toronto, New Delhi, and Ifakara, Tanzania) – 7,688 surgeries – Utilization of a simple 19 point checklist Impact of checklist – Death rate fell from 1.5% to 0.8% (46.7% reduction) – Serious complications fell from 11% to 7% (36.4% reduction) Lean Six Sigma GreenLean Belt Six Presentation Sigma Green Belt Presentation Lean Six Sigma Presentation Lean Six Sigma Presentation Lean Six Sigma Green Belt Presentation Poka Yoke: Mistake Proofing Poka Yoke: Reducing the likelihood of making an error. Ideally, eliminating the opportunity of an error occurring at all •“Hard” mistake-proofing: Design processes and tasks for error-free execution • Anticipate errors and make processes “fail-safe” • Allow preventive actions to be part of process design •“Soft” mistake-proofing: Create alarm signals to catch defects as they occur and warn people Lean Six Sigma Green Belt Presentation Lean Six Sigma Presentation Mistake Proofing (Poka Yoke) Lean Six Sigma Presentation Lean Six Green Sigma Belt Presentation Possible Solutions 3 2 7 4 5 6 8 1 SixLean Sigma Presentation Lean Six Sigma Green Lean Belt Presentation SixGreen SigmaBelt Presentation Future State Map • Develop a future state map • Incorporate changes you want to make from the current state map • Get agreement from existing team members, stakeholders, and people in the process • Future State map should be 4-8 months from today Lean Six Sigma Green Belt Presentation Lean Six Sigma Presentation Control Phase Summary 4. Project Communication and Replication 1. Assign Process Owner 2. Develop a Process 3. Project Documentation Control System 56 Lean Six Sigma Presentation Lean Six Green Sigma Belt Presentation Show the Gain Lean Six Sigma Green Belt Presentation Lean Six Sigma Presentation The Cycle of Continuous Improvement • • • • We live in exponential times The only thing that is constant is change Dealing with change will not become obsolete Process improvement is about changing things, making them better, and the cycle of continuous improvement “It is not the strongest of the species that survive, nor the most intelligent, but the ones most responsive to change” – Charles Darwin Lean Six Sigma Green Belt Presentation Lean Six Sigma Presentation John Arnstein John.arnstein@gmail.com 818-850-6110
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