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Six Sigma Yellow Belt Certification
With six sigma yellow belt certification in Pune you can become eligible to work in Six Sigma team and can start preparation for Green Belt ASQ course. Our Six Sigma Yellow Belt certification Training course would focus on Introduction to the six sigma tools.\n
Get The Green Belt Certification With Training
Nowadays six sigma is the most important confirmation as the businesses today search for the talented and prepared workers who have the six sigma certification.
Get The Best Training From The Institute To Get The Certification
You can also get the training from International six sigma Institute which offers the staff with the finest training to manage all the tasks in the workplace.
Six Sigma Yellow Belt Certification in Pune
Six Sigma Yellow Belt Certification in Pune. http://www.ifqindia.com /. Best Institute for six sigma certification in Pune. IFQIndia. http://www.ifqindia.com/. IFQIndia provide programs:. Six sigma Green belt training courses Six sigma Black belt training courses
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Benefits Of Six Sigma Yellow Belt Certification Course
The course of six sigma six sigma yellow belt certification is new to six sigma world and it is exclusively designed for the entry-level employees who wish to hone their skills to be a professional executive.
ASQ Certified Six Sigma Yellow Belt (CSSYB) Certification | PDF
Start Here---> http:\/\/bit.ly\/2tMdcBA <---Get complete detail on CSSYB exam guide to crack Six Sigma Yellow Belt. You can collect all information on CSSYB tutorial, practice test, books, study material, exam questions, and syllabus. Firm your knowledge on Six Sigma Yellow Belt and get ready to crack CSSYB certification. Explore all information on CSSYB exam with the number of questions, passing percentage, and time duration to complete the test.
Lean Six Sigma Yellow Belt Templates
Lean Six Sigma Yellow Belt Templates. Visit GoLeanSixSigma.com for more Lean Six Sigma Resources. Project Charter Template. Voice Of the Customer Translation Matrix Template. SIPOC Template. Operational Definitions Template. Data Collection Planning Template. Fishbone Diagram Template.
[Sample Question] ASQ Certified Six Sigma Yellow Belt (CSSYB) Certification
Click Here---> http:\/\/bit.ly\/2tMdcBA <---Get complete detail on CSSYB exam guide to crack Six Sigma Yellow Belt. You can collect all information on CSSYB tutorial, practice test, books, study material, exam questions, and syllabus. Firm your knowledge on Six Sigma Yellow Belt and get ready to crack CSSYB certification. Explore all information on CSSYB exam with number of questions, passing percentage and time duration to complete test.
Six Sigma Black Belt Certification
Six Sigma deployment in an organization largely depends on the success of individual Six Sigma projects. Organizational stakeholders, including customers, suppliers, and employees, have a strong influence on the implementation of Six Sigma projects. In turn , http://www.e-learningcenter.com/courses/six-sigma-black-belt-2015-bok-organizational-process-management-measures/
Six Sigma Yellow Belt Training Courses Malaysia
The Yellow Belt Participants will have in-depth knowledge of Lean Six Sigma and the five phases applied in practical terms. \nThis course is designed to provide a broad understanding of Lean Six Sigma methodology, concepts, and language, along with a complete toolbox of basic process improvement methods. This programme was developed to encourage the candidates to be responsible for the development of process maps to support Lean Six Sigma projects. \nThe Yellow Belt Participants will participate as core team members or subject matter experts on a project. please visite our website http://www.malaysia-training.com/
Online Green Belt Six Sigma Certification
Six Sigma green belt training online inculcates an understanding of the various Six Sigma tools and techniques which are proved to be useful in improving the production process and minimize the defects in the final product. More emphasis has been laid on the practical implementation of these tools and techniques in the organization.
Six Sigma Green Belt Certification – Bahrain
choose best Six Sigma Green Belt Certification \u2013 Bahrain by mindcypress\n
Yellow Belt (YB)
Published: November 7, 2018 by Ken Feldman
Many companies are anxious to employ people who have been certified as a Lean Six Sigma Yellow Belt. We will explore what is involved in becoming a Yellow Belt, the benefits of you acquiring this certification, and what role you would play in your organization if you had your Yellow Belt.
Overview: What is a Yellow Belt?
As a Certified Lean Six Sigma Yellow Belt, you will learn some basic knowledge and skills in the foundational elements of the Lean Six Sigma Methodology. You will have the ability to lead limited improvement projects and/or serve as a team member on more complex improvement projects led by a Certified Green Belt or Black Belt . Your participation as a Yellow Belt is only part-time and is not a specific job title.
Training to become a Yellow Belt
To be certified, you will need to receive some training. There is a wide variety of training options where you can accomplish this, including online live, online self-paced, videos, educational institutions, consultants, and within your own company. The length of the training can range from a few hours up to 28 hours, with 16 hours being quite common. An online course could be spread over weeks, while others might be done in two days. Costs can range from free to $800 depending on who you use for your training.
As you can see, since there is no common certification body, the variation of approaches, time, cost and content is individually determined by who is training you.
The content of your training will also have significant variation. Some organizations will teach you almost the entire spectrum of DMAIC topics and tools — albeit at surface level. Others may teach you some of the most basic tools of process mapping, wastes of lean , basic statistics, and graphical problem solving tools such as the fishbone diagram, Pareto charts, and histograms.
Training and certification are separate concepts. You can get trained without getting certified, although that is not recommended. In addition to successfully completing your training requirements, most programs also require you to pass a comprehensive exam. These are usually pretty short and consist mostly of multiple-choice questions. For certification, some programs may also require you to complete a small project within your scope of responsibility.
Your role as a Yellow Belt in your organization will vary depending on the needs of your organization. As a Yellow Belt, you may serve as a valued team member on a project being led by one of your organization’s Green and Black Belts as well as a Master Black Belt . You may be encouraged to do a simple project within your department. Your organization will want you to use your knowledge and apply some of your skills in your day-to-day job.
3 benefits of Yellow Belt
There are a number of benefits for both you professionally and your organization overall in becoming a Yellow Belt.
1. New and valuable skills
If your organization has deployed a Lean Six Sigma effort, having your Yellow Belt certification will provide you the valuable skills to participate in a meaningful and important way. The use of your enhanced skills in your day-to-day job will result in improved performance, which could serve as a nice boost to your professional stature.
2. On deck for Green Belt
Companies are always on the lookout for potential Green Belt candidates. Yellow Belts are often the first group of people a company looks to for those candidates. If you are successful as a Yellow Belt and are excited about improving your skills, you might be identified as a potential candidate for future Green Belt training and certification.
Having a Yellow Belt certification on your resume, along with improved problem-solving and team skills, will allow you to stand out from your peers. This could improve your chances for promotion and higher compensation.
Why is the Yellow Belt important to understand?
Don’t just run off and get certified. It is a commitment of time and money, so be sure you understand what you’re getting into before proceeding.
1. Value of Yellow Belt Certification
It is always valuable to enhance your professional skills and knowledge. Since you’re making a personal commitment to learn, be sure there is value in it for your career and that your organization values the Yellow Belt certification.
2. Variation of providers
Without a central training and certification body regulating belt training and certification, you must understand the difference between the available sources that offer training and certification. Be careful who you choose, the content of the training, and the reputation of the provider.
3. Variation in time and cost
It is bound to be confusing when you do an Internet search for Yellow Belt training and certification. You will see organizations that do both training and certification. You will see people that only provide certification. You will see training time range from a few hours up to 28 hours. You will be able to choose between completing everything in one or two days versus 1-3 weeks. And most confusing, you will see costs ranging between $0 and $800.
An industry example of Yellow Belt training
A 22,000 person company had been on a vigorous Lean Six Sigma journey for two years. They were heavily engaged in training both Green and Black Belts. Trained and certified Green Belts served as the pool for future potential Black Belts. However, the company started to run out of obvious candidates for Green Belt training and certification.
The company’s senior Master Black Belt suggested that the company initiate Yellow Belt training as a mechanism for creating a pool of potential Green Belt candidates. He was given permission to create the training materials and begin identifying potential participants to fill the Yellow Belt classes.
In addition to being able to identify future Green Belt candidates, the Yellow Belts who were selected to serve on Green and Black Belt projects were more qualified and contributed more than the average team member. Even if they were not interested in Green Belt training, the Yellow Belts helped foster and advance the company’s Lean Six Sigma effort to a wide range of company operations.
3 best practices when thinking about the Yellow Belt
Both you and your company need to think about how best to approach Yellow Belt training and certification.
If you are interested in getting your Yellow Belt certification on your own, gather as much information as you can about the differences between the available training programs. Evaluate your best option by comparing the time, content, cost differences, and credentials of the organizations you’re considering.
2. Worth to the company
If you’re in the position of determining whether you want your organization to provide Yellow Belt training and certification, be sure you’ve evaluated its worth to your business. There will be an investment of time and money, so do your due diligence and be convinced it is the right thing to do for your people as well as the business.
3. Decide on content
What exactly do you want or expect your Yellow Belts to do? If you expect them to apply their learnings to company projects, then keep your content narrow but deep so they can contribute in a meaningful way. If you just want them to be aware of some of the language and concepts, you can go wide and shallow.
Frequently Asked Questions (FAQ) about Yellow Belt
1. how long will it take to get my yellow belt certification .
Depending on who you select for your training and certification, it can take hours, days, or weeks. There is no industry standard.
2. Will I make more money if I get my Yellow Belt?
Maybe yes, maybe no. If the knowledge and skills you receive during your Yellow Belt training and certification help you perform better in your job, the answer might be yes.
3. Is Yellow Belt training hard?
Since the Yellow Belt training is foundational and introductory, the content will not be difficult for you if you prepare, study, and take your training seriously.
A summary of the Lean Six Sigma Yellow Belt
Yellow Belt is one of the levels of the Lean Six Sigma hierarchy of certifications. It covers the foundation and basics of the DMAIC methodology. A Yellow Belt certification will make you a valued member of a project team and allow you to use your skills in your own day-to-day job.
There is a great variety of providers of Yellow Belt training and certification resulting in significant variation in training content, training time, and cost. You must carefully evaluate and compare your options.
About the Author
Lean Six Sigma Yellow Belt Program
About the program.
Continuous improvement of internal processes is one of the perspectives outlined on the DFA Strategy Map . Launched in 2017, Lean Six Sigma (LSS) Yellow Belt builds on the white belt training, giving process owners the opportunity to apply LSS tools and principles to real projects.
LSS Yellow Belt training is offered twice a year in the spring and fall. Participants are nominated by their department head and selected after an application process.
After successfully completing the program, participants present their process improvement projects to DFA cabinet members and their projects are added to the project library .
LSS Yellow Belt Application and Certification Process
The program is intended to empower participants to complete process improvement projects in their functional area or as a cross-functional team. Participants are expected to have the following qualifications:
- Process owners or have a direct line to the process owner to implement improvement changes.
- Demonstrated interest in process improvement and change management.
- Ability and willingness to complete a process improvement project during the program (within 7 weeks) as well as lead or participate in additional projects after completion of the program.
- Completed Lean Six Sigma White Belt training.
- Strong communication and quantitative skills (Excel, PowerPoint, etc.).
- Discuss your interest in LSS Yellow Belt with your supervisor/department head.
- Secure supervisor and department head approval for your application and project (see below for project criteria).
- Two cohorts (spring and fall) are offered each year.
Select a Project
- Participants should be process owner or have a direct line to the process owner to implement improvement changes.
- Consider selecting a process where you can collect data, analyze, and develop potential solutions for within 7 weeks.
- Participants need to have supervisor, department head, and DFA cabinet member support for the project they select. Please consult the A3 Readiness Assessment tool to make sure you have the proper alignment for your project. If your assessment is "Not Ready" or "Possibly Ready," please discuss another potential project with your supervisor/sponsor.
Email [email protected] with any questions about the program.
- Attend all class sessions (seven two-hour weekly Zoom sessions) and complete your process improvement project.
- Receive your Lean Six Sigma Yellow Belt certification.
- Present your process improvement project to DFA cabinet.
Continue to apply your skills and knowledge to process improvement projects and serve as a mentor/advisor to others.
Lean Six Sigma Yellow Belt Projects Archive
Reminder the SharePoint site requires approval and access with UCI credentials.
*Completion status of the project scope defined for the program.
Are You Serious About Your Career?
Get serious with a lean six sigma yellow belt certification that teaches you the skills you need to grow your career!
Hi! I’m Michael Parker – Founder of Lean Sigma Corporation
Six Sigma Transformed My Career.
Seven months after getting my Six Sigma certification, I was offered a Six Sigma position with more responsibility at a new company. I was excited to take on the new job and I was humbled by an offer that increased my base salary by 65%. This was a monster improvement to my family’s life, we were scraping by before that. It was truly an awesome job offer and I am to this day grateful for it. But, that wasn’t the career transformation I was talking about. It was the one I was chasing, but it wasn’t the one I found.
Over the next ten years, while I continued to embrace six sigma. I applied its concepts and tools to everything I did. My “career skill-set” became soo much more advanced than my peers that people at work would seek my assistance with all kinds of different problems. I found myself facilitating work sessions, leading projects, presenting to executives, developing business cases.
I found myself working on business problems and business improvements that were fun, challenging, and exciting. I was forced into stressful situations, you know, the kind of stress that helps you perform well. And I did, which led to more opportunities for exposure and growth.
What I discovered while I was enjoying my career, was that I felt like I was contributing to the organization. I was working on meaningful projects that had big results for the business. I was contributing to my family because my career success was paying me back. I was proud, I had become a successful professional. But that feeling of worth and meaningful contribution was not something I had experienced at work before. It became a new measure of success for me. That sense of purpose and meaning behind everything I do. It’s this transformation of perceived value for me, that brings us together today.
You see, in pursuit of sharing the priceless value of six sigma with others, I have created an unrivaled online six sigma training program. But what you don’t yet know is that I have packed it with information, tools, templates, and features that will be there for you during your certification journey and more importantly afterward, when you’re on your own career transformation journey.
I believe strongly in the Six Sigma and D.M.A.I.C. methodology. And I know exactly what you need to learn to begin tapping into its value. Selfishly, I want to continue with my own sense of worth by providing you the training that fueled my career ascension and transformation. Nothing would make me happier than to see my students ascend and transform their own careers in meaningful ways.
You Can Transform Your Career Too!
These are the Results of Learning and Applying Six Sigma
Nearly 30% of newly certified professionals earn a promotion or new job within 12 months of certification
The average salary for Quality Professionals in the U.S. is $96,036 (source: Quality Progress Magazine).
Ways Your Career Will Grow From Six Sigma
Become a Master Problem-Solver
Learning the DMAIC methodology teaches you to become a master problem-solver. You will learn how to properly define a problem, measure its current state, determine critical x’s (the things that move the measure of your problem), validate critical x’s, and statistically prove improvements after making changes. You’ll be every manager’s new favorite employee.
Become an Analytics Professional
Mastering Six Sigma analytics will make you a true analytics professional by adding skills that will shoot you above your peers. This aspect of Six Sigma is one of its true differentiators. People may argue about the value of Six Sigma but no one can argue the value of you knowing basic statistics, inferential statistics, hypothesis testing, regression analysis, and the list goes on.
Master Your Facilitation and Presentation Skills
Six Sigma professionals are frequently called on to present their project work, findings, learnings, and/or savings. The work you do throughout your project like facilitating meetings and presenting project statuses, helps you master your presentation skills and puts you in career situations where you can demonstrate your mastery to senior leadership.
Hone Your Leadership Skills
Among the countless tools and techniques you will learn, there are a group of them called “experiential tools”. These are are the tools that rely upon experience and knowledge to provide information and it’s your job to plan, prepare, and facilitate meetings, work sessions, brainstorming sessions, etc. to draw upon the knowledge and experience of others. Doing this through 1 or 2 projects begins to consistently put you in front of others in a thought leadership capacity. This is how you’ll grow your career.
Earn Your Certification
Earn your Lean Six Sigma Green Belt certification and 85 PDUs along with it. With over 4,200 certifications worldwide, Lean Sigma Corporation will grant you the designation of LSSGB (Lean Six Sigma Green Belt) when you complete all certification requirements.
Grow Your Income
It’s amazing how many different and valuable ways your professional development will advance from a Six Sigma certification. Combining them all shoots you way ahead of your peers and puts you in front of people in a thought leadership capacity while gaining access to levels of leadership you never had before. There’s no better certification to pursue than a serious Six Sigma training program.
Begin Your Career Transformation with Lean Six Sigma Yellow Belt
Lean Six Sigma Yellow Belt Certification
12 Content-Packed Modules
- Six Sigma Overview (Value: $99.95)
- Fundamentals of Six Sigma (Value: $99.95)
- Lean Six Sigma Projects (Value: $99.95)
- Lean Fundamentals (Value: $99.95)
- Process Definition (Value: $99.95)
- Six Sigma Statistics (Value: $99.95)
- MSA (Value: $99.95)
- Process Capability (Value: $99.95)
- Inferential Statistics (Value: $99.95)
- Lean Controls (Value: $99.95)
- Six Sigma Control Plans (Value: $99.95)
- Yellow Belt Certification Exam (Value: $295)
Bonuses and Features to Help Your Career Transformation
Bonuses That Help You During and After Certification
“How to” Articles
Six Sigma analytics! YIKES! if you’re anything like me you’ll need to slow down and carefully work through a new statistical analysis technique on a step by step basis. These articles do just that for you. With screenshots, result interpretations, and the exact data files needed for every exercise. These articles are a massive value to you in learning the quantitative tools you’ll need during your career transformation. A total value of $347 and I’m including them for FREE !
Tools & Templates
The Tools & Template bonus gives you a cache of dozens of my trusty “go-to” files that will help you gather, organize, analyze, prioritize, and present information. This bonus gives you a home base of the same resources I used to help me throughout my career. Valued at $197 and I’m including it for FREE !
Lean Six Sigma Green Belt Training Material
If you’re someone who wants to print the slide set to follow along during your studies or just want the ease and quick access of the training material in pdf format, this bonus should speak to you. I’m including my $49 Lean Six Sigma Green Belt Training material slide set for FREE ! You’ll have this training content to reference during your certification journey as well as your career transformation journey.
Roadmaps and Data Files
When I was a budding Black Belt I used to carry around a single sheet of notes to help me determine what to do and at what phase during my six sigma projects. Now, you get a fancier and smarter version of my DMAIC roadmap along with other roadmaps and data files. The DMAIC roadmap alone is PRICELESS !
You Will Have Lifetime Access to My System Packed with Communication, Sharing, and Collaboration Features
Lifetime access to your course and your bonuses and features
Ask questions or find answers from other people’s questions
A comprehensive glossary of six sigma terms and definitions
Earn Your Lean Six Sigma Yellow Belt Certification
Over 4,000 People Certified Globally
Lean Sigma Corporation has been providing online certification courses for ten years and through that time we have certified over 4,200 people worldwide. As the certification entity for many training companies around the world, Lean Sigma Corporation’s certification is the one you want.
What You Get When You Complete Our Certification Program
Hear From Other Certified Professionals
What Our Students Say
“I am a recent graduate with a BS in chemical engineering. I saw that many positions I desired to pursue listed Lean Six Sigma Greenbelt as either a requirement or a strong benefit. After taking the course I can see how it is absolutely essential to industrial and manufacturing environments. I feel much more capable and palatable with this certification in my possession.”
“This online course is a convenient yet comprehensive way to achieve a lean sigma black belt certification from a credible agency that stands as a substantial portfolio item.”
“My overall experience was great. On the simple side to use, with the ability to record progress as you go. The ability to repeat any portion of the course, and continue where you left off was also a plus. Glad I had the chance to learn the material at my pace. Looking forward to using my new knowledge to perform Lean Six Sigma.”
More Comments from Certificate Holders
Great course! Very easy to follow, great explanations and interactions with Minitab and excel. I cannot wait to implement my new lean processes using DMAIC.
I would recommend this course to anyone seeking to bring a Certification to their skill-set. It is comprehensive, informative, and challenging. I got a tremendous amount of information and practical real-world application.
The Project assignment allowed me to utilize the lesson topics in a real-world setting. Proving out the methodologies.
I would recommend this course to anyone seeking to bring a Certification to their skillsets. It is comprehensive, informative and challenging. I got a tremendous amount of information and practical real-world applications.
I have learned a lot (tremendous). The course was practical, I appreciate the many practical examples provided for each concept. The course is indeed professionally narrated, as advertised.
- Minitab exercises and what to look for in the analysis and metrics
- Constant testing to ensure knowledge retention.
- Level of detail
- System reliability – i.e. the way it always resumed where you left off.
It provided a number of useful tools and described applications for the use of the tools so that they can easily be applied to improve our work processes. I like how the course was structured into phases as well.
It is a well-structured course for self-learning. It is important to have a full understanding of the statistics to complete the exam.
Difficult subject but the training provided necessary information to succeed!
The course syllabus was detailed in explaining all the areas that must be mastered in order to pass the course. I enjoyed the course and am proud to be a Black Belt now.
Arnaud Mambanza Mboungou...
This training helped me to understand data like a statistician, after studying and working on different phases. I am now able to collect data, analyze data, interpret data, and present data. Six Sigma Lean is a powerful framework for thinking, for reaching insight for solving different problems.
The Project was a challenge as I really had to understand how to use each of the tools in order to move forward. This is a very good part of achieving the Black Belt certification.
The course content is great, the theory and project practice is also great
Well thought out, organized, not overwhelming and succinct learning material, tactics & organization!
The training manual and references to available online resources – those were the most useful to me.
This training presented a wide latitude to tools to use for the various steps (DMAIC) along with how and when to use them.
Overall, the course that I took related to earning the black belt was strenuous but excellent.
I enjoyed the online courses (GB & BB). I also appreciated the process of observing my findings through the Measurement Phase & the Analyze Phase and learning more about the practical application of the DMAIC Process via my BB Project.
I learned a whole new way of approaching complex problems and organizing data.
The online modules were very beneficial to me. It allowed me to work on the content ad-hoc versus being forced into a classroom to watch PPT’s.
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Yellow Belt Training
county executive officekeys
County executive office18, gearscounty executive, culture of ventura county, cost of county services, culture of service excellence, culture culture, learning experience.
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Lean Six Sigma Yellow Belt Training
Text of Yellow Belt Training
County Executive Office
WELCOME YELLOW WELCOME YELLOW BELTS!BELTS!
Service Excellence ProgramService Excellence ProgramLean Six SigmaLean Six Sigma
See how you fit in Ventura County’s Service Excellence See how you fit in Ventura County’s Service Excellence ProgramProgram
Participate in Continuous Process Improvement eventsParticipate in Continuous Process Improvement events
Apply problem solving tools to improve processesApply problem solving tools to improve processes
Use a common Lean Six Sigma languageUse a common Lean Six Sigma language
Recognize how the culture of Ventura County is evolving Recognize how the culture of Ventura County is evolving
Cheat with a clear conscience Cheat with a clear conscience (“borrow” good ideas > See our website)(“borrow” good ideas > See our website)
Course ObjectivesCourse ObjectivesAt the end of this course you will be able to:
Complaints •What took so long?• Can’t you go any faster?• Who dropped the ball?
Solutions1. More employees2. Improved employees
• Training• Multitasking• Incentives• Accountability
3. Customers have to wait
• “Manage” expectations
County Executive OfficeCustomer Becomes the ProblemCustomer Becomes the Problem
County Executive OfficeService DeliveryService Delivery
County Executive OfficeSystem PerspectiveSystem Perspective
Perspective Adds MeaningPerspective Adds MeaningComplexity = Specialization = Narrow Perspective / Complexity = Specialization = Narrow Perspective /
County Executive OfficeImproving Our SystemsImproving Our SystemsFundamental truth
All organizations are the same All organizations are collections of systems All work is part of a system
Continuous Process Improvement Tap our most valuable resource – You Culture of action, empowerment, change Awareness of your surroundings / Be Curious
County Executive OfficeWhere are you going?Where are you going?
County Executive OfficeTraining EnvironmentTraining EnvironmentSuppliesSupplies
• Sign in sheet, name tentsSign in sheet, name tents• Service Excellence trifold handoutService Excellence trifold handout• Exercise equipment (Statapult etc.)Exercise equipment (Statapult etc.)
TeamsTeams• Color coded, pick team namesColor coded, pick team names
Keys to Your Success In This Keys to Your Success In This CourseCourse Have funHave fun Active participation in class activitiesActive participation in class activities Ask questionsAsk questions Notice the terminology Notice the terminology Appreciate the concepts; no memorizationAppreciate the concepts; no memorization Get the Sampler; Check out the specialsGet the Sampler; Check out the specials
County Executive OfficeTeam AgreementsTeam AgreementsH A V E F U N ! ! !H A V E F U N ! ! !
Be on time returning from breaks & Listen fastBe on time returning from breaks & Listen fast Ask questions anytime – this is a learning Ask questions anytime – this is a learning
experienceexperience Participate fully in all activitiesParticipate fully in all activities Listen to speakers – one speaker at a timeListen to speakers – one speaker at a time Parking Lot – 3 knock ruleParking Lot – 3 knock rule Handle outside business on breaksHandle outside business on breaks
• Set electronic devices to stun (silent mode)Set electronic devices to stun (silent mode)• This is a “Blackberry-Free Zone”This is a “Blackberry-Free Zone”
““County bell”County bell”
County Executive OfficeIntroductionsIntroductions Pair up – prepare to introduce your Pair up – prepare to introduce your
partnerpartner NameName AgencyAgency Example of Customer Service ExperienceExample of Customer Service Experience
Introduce your partner then let them give Introduce your partner then let them give their own short description of a positive or their own short description of a positive or negative customer service experience they negative customer service experience they have had (anywhere). have had (anywhere).
(Take 5 Minutes – Be ready to present at _:__)(Take 5 Minutes – Be ready to present at _:__)
To provide public infrastructure, services and To provide public infrastructure, services and support so that all residents have the support so that all residents have the
opportunity to achieve a high quality of life opportunity to achieve a high quality of life and enjoy the benefits of a healthy and enjoy the benefits of a healthy
Ventura County MissionVentura County Mission
Service Excellence Program ObjectiveService Excellence Program ObjectiveEncourage a county-wide culture of service excellence, continuous Encourage a county-wide culture of service excellence, continuous improvement and empirically based decision making as a means of improvement and empirically based decision making as a means of improving quality, consistency, speed and cost of County Services.improving quality, consistency, speed and cost of County Services.
2121stst Century Business Practice Century Business Practice
Fiscal ConservancyFiscal Conservancy
Governmental TransparencyGovernmental Transparency
County Executive OfficeService Excellence ObjectiveService Excellence Objective
Service ExcellenceService ExcellenceContinuous Improvement Continuous Improvement (Ex. Music Teacher)(Ex. Music Teacher)
Empirically Based Decision-making Empirically Based Decision-making (Ex. (Ex. Donkey Story)Donkey Story)• Observation, Experience Observation, Experience In Order to Improve
QualityQuality ConsistencyConsistency SpeedSpeed CostCost
Measurable >>>Measurable >>>
Culture First-Inside Culture First-Inside OutOut
County Executive OfficeMichael Powers VisionMichael Powers Vision
All Employees Value StreamValue StreamChampionChampion
• Provide data and voice of customer inputs to Just Do Its, Kaizen Events and Projects
• Apply concepts to their own jobs and work areas
Service Excellence Service Excellence StructureStructureBoard of Supervisors
Michael Powers, CEOCatherine Rodriguez, COO
Service Service Excellence Excellence
Agency Executive Team
Execution: Do it.Infrastructure
: Support it.
Vision & Direction
GTE, $, Resources
County Executive OfficeBreathing Life Into DataBreathing Life Into Data Discretionary Permit Process Discretionary Permit Process Resource Management Agency, Resource Management Agency,
Fire, Agriculture, Public Works Agency.Fire, Agriculture, Public Works Agency. • Reduces number of separate forms from 31 to 1. Reduces number of separate forms from 31 to 1. • Reduces number of pages from 325 to 59. Reduces number of pages from 325 to 59. • Reduces 872 questions to 110. Reduces 872 questions to 110. • Reduces duplicated questions from 180 to 0.Green.Reduces duplicated questions from 180 to 0.Green.
Blanket Purchase Order Blanket Purchase Order General Services Agency. General Services Agency. Increased Increased productivity of BPO’s from 163 to 1,686, 30 steps to 11 steps. productivity of BPO’s from 163 to 1,686, 30 steps to 11 steps. Sustained for 3 years. Staff morale and teamwork “never better”.Sustained for 3 years. Staff morale and teamwork “never better”.
OthersOthers PWA/GSA. PWA/GSA. Heavy Equipment tracking and purchase decisions. Heavy Equipment tracking and purchase decisions. GSAGSA. Changed billing process to electronic. Eliminated 85,000 . Changed billing process to electronic. Eliminated 85,000
paper.paper. Animal Regulation. Animal Regulation. Eliminated annual dog tags. $35,000 (Why Eliminated annual dog tags. $35,000 (Why
game)game) HSAHSA. Eliminated labels on forms, printed contact information. . Eliminated labels on forms, printed contact information.
County Executive OfficeThree GearsThree Gears
Exercise - Process Exercise - Process Simulation Round 1Simulation Round 1
Round 1: Current StateRound 1: Current StateRound 2: Future State - Round 2: Future State -
Flow ImprovementsFlow Improvements
Learning ObjectivesLearning ObjectivesThe Statapult exercises are designed to give students experience using the methodologies and tools taught in this course.
County Executive OfficeSimulation RequirementsSimulation Requirements
1. Exercise RequirementsMake the exercise work correctly and cannot be modified
2. Customer Requirements (Voice of the Customer)How the customer would like the product and/or service to
3. Business Requirements (Voice of the Business)How your “Company” functions, internal policies
4. Statapult Requirements (Voice of the Process)Constraints or capabilities of the tool used
Lean thinkers hear voices.Lean thinkers hear voices.
County Executive OfficeRound 1Round 1
This round is intended to give the team experience running the current process. It includes the following three phases:
1. Baseline2. Shoot3. Calculations4. *Pick your team name*
Current StateCurrent State
County Executive OfficeBaselineBaseline
Position your Statapult Position your Statapult in designated areain designated area
Take 20 test shots (164 Take 20 test shots (164 degrees)degrees)
Mark the landing of Mark the landing of each shot with piece of each shot with piece of tapetape
Use masking tape to Use masking tape to mark off target areamark off target area
Do not move Statapult Do not move Statapult during or after shootingduring or after shooting
In order to run the simulation, you must determine the accuracy and precision of the process in order to set up the target area.
County Executive OfficeExercise Requirements – Exercise Requirements –
Round 1Round 1 Each team member will be assigned a roleEach team member will be assigned a role The balls will be marked as a preparation The balls will be marked as a preparation
for shooting and for reworkfor shooting and for rework• Blue dots symbolize inputs needed to Blue dots symbolize inputs needed to
complete a job function and are considered to complete a job function and are considered to be value added to the processbe value added to the process
• Red dots symbolize the time and effort Red dots symbolize the time and effort required to fix a problemrequired to fix a problem
No permanent markings or modifications No permanent markings or modifications can be made to the Statapult or ballscan be made to the Statapult or balls
County Executive OfficeCustomer Requirements – Customer Requirements –
Round 1Round 1 All shots must be fired at an angle of 164 All shots must be fired at an angle of 164
degreesdegrees All shots must land on the floor in a stationary All shots must land on the floor in a stationary
target area +/-3 inches long and +/- 6 inches target area +/-3 inches long and +/- 6 inches wide with respect to the nominal targetwide with respect to the nominal target
Pass/Fail data must be collected for each shotPass/Fail data must be collected for each shot The balls must be sorted based on either Pass or The balls must be sorted based on either Pass or
FailFail The balls must be delivered to customer with no The balls must be delivered to customer with no
markings (colored dots)markings (colored dots) The customer requires 20 passed balls to be The customer requires 20 passed balls to be
delivered in 5 minutesdelivered in 5 minutes All data must be collected “real time”All data must be collected “real time”
County Executive OfficeBusiness Requirements – Business Requirements –
Round 1Round 1 Balls must be transported in batches of 5Balls must be transported in batches of 5 The Statapult must be recalibrated (remove & The Statapult must be recalibrated (remove &
reattach rubber band) between every shotreattach rubber band) between every shot Workers should only be concerned with their Workers should only be concerned with their
assigned jobsassigned jobs All shots must originate from the floorAll shots must originate from the floor Must use forms 5O-5LO, RUK-1D-1NG, and 1-Must use forms 5O-5LO, RUK-1D-1NG, and 1-
T5-L8T5-L8 Balls are aligned with blue dot facing upBalls are aligned with blue dot facing up
County Executive OfficeStatapult Requirements – Statapult Requirements –
Round 1Round 1 The Statapult settings and structure cannot The Statapult settings and structure cannot
be modifiedbe modified The Statapult can not be aligned/modified The Statapult can not be aligned/modified
with any tools, devices or aidswith any tools, devices or aids The Statapult can only be handled/touched The Statapult can only be handled/touched
by the Shooterby the Shooter The Statapult must be placed so that the The Statapult must be placed so that the
base is horizontal to the floor and in a base is horizontal to the floor and in a stationary positionstationary position
County Executive OfficeRolesRoles
Take 5 minutes to review what your role is before the Round 1 shoot
County Executive OfficeRound 1 – LayoutRound 1 – Layout
Pass Fail Pass Fail CupsCups
Box ofBox of BallsBalls
County Executive OfficeRound 1 ShootRound 1 ShootAre you ready to start?
Announce Company nameAnnounce Company name Statapult layout is readyStatapult layout is ready Target area is taped offTarget area is taped off Roles are assignedRoles are assigned Role instructions have been distributedRole instructions have been distributed
**(**(LeaveLeave Statapult in place when finished) Statapult in place when finished)
The simulation will start simultaneously for all teams!
County Executive OfficeCalculations – Round 1Calculations – Round 11. 1. Customer Order Customer Order (How do you know what they want?) (How do you know what they want?) ____________ (1) (1)
The amount of balls successfully delivered to the customerThe amount of balls successfully delivered to the customer2. 2. Total Balls FiredTotal Balls Fired (Effort-Quality)(Effort-Quality) ______ ______ (2)(2)
The total amount of balls fired for the exerciseThe total amount of balls fired for the exercise3. 3. Total FailuresTotal Failures (Do customers care?)(Do customers care?) ______ ______ (3)(3)
The total amount of failures called by the inspectorThe total amount of failures called by the inspector4. 4. Time to First DeliveryTime to First Delivery (Do customers care?) VOP(Do customers care?) VOP ______ ______
(4)(4)The time to make the first delivery to the customerThe time to make the first delivery to the customer
5.5. Total Lead Time (seconds) Total Lead Time (seconds) (Expected response)(Expected response) ______ ______ (5)(5)Total time to complete the customer orderTotal time to complete the customer order
6. 6. WIP (Work In Progress)WIP (Work In Progress) ______ ______ (6)(6)The total amount of balls left at each work areaThe total amount of balls left at each work area
7.7. Yield Yield ____________ (7)(7)Customer Order(1)/Total Balls Fired(2)Customer Order(1)/Total Balls Fired(2)
What do these metrics tell us?
County Executive OfficeExercise: What Went Wrong?Exercise: What Went Wrong?
What went wrong with the process?What went wrong with the process?No solutions allowed yet; only No solutions allowed yet; only
*At the end: ID which was the biggest problem of *At the end: ID which was the biggest problem of allall
INTRODUCTION TO INTRODUCTION TO CONTINUOUS PROCESS CONTINUOUS PROCESS
IMPROVEMENT METHODODLOGYIMPROVEMENT METHODODLOGY
Module 2Module 2
List and define 3 CPI methodologiesList and define 3 CPI methodologies• LeanLean• Six SigmaSix Sigma• Theory of Constraints (TOC)Theory of Constraints (TOC)
List and explain the “Five (5) Principles of List and explain the “Five (5) Principles of Lean”Lean”
Identify the five (5) Phases of Six SigmaIdentify the five (5) Phases of Six Sigma
Module 2 ObjectivesModule 2 ObjectivesAt the end of this module you will be able to:
County Executive OfficeWhat is “Lean Six Sigma”?What is “Lean Six Sigma”?
A.A. A college sororityA college sororityB.B. A diet aidA diet aidC.C. A war on WASTE and A war on WASTE and
VARIATION in business VARIATION in business processesprocesses
Six Six SigmaSigma
Theory of Theory of ConstraintsConstraints
Performance Performance ImprovementImprovement
County Executive OfficeLean Six Sigma is . . .Lean Six Sigma is . . .
A Combination of two schools of thought:A Combination of two schools of thought:““Lean” - eliminating waste to reduce cycle Lean” - eliminating waste to reduce cycle
times; times; ““Six Sigma” - reducing variation to ensure a Six Sigma” - reducing variation to ensure a
standard, quality output;standard, quality output;
A set of methodologies characterized by:A set of methodologies characterized by:customer satisfactioncustomer satisfactiona culture of continuous improvementa culture of continuous improvementthe search for root causesthe search for root causesand comprehensive employee involvementand comprehensive employee involvement
Making common sense common Making common sense common practicepractice
County Executive OfficeOrigin of LeanOrigin of Lean Japan – post WWII – struggling economy Edwards Deming – Quality guru Brought radical ideas not yet implemented in
America Acceptable quality level. cost/quality not a trade
off Daily incremental improvement (everyone
involved). Don’t seek perfection…yet (80/20). Focus – Don’t improve work, eliminate waste
Find colors exercise
County Executive OfficeLean BasicsLean Basics
Lean Is . . .
A War on WASTE!
Example: Firemen and Pit Crews
County Executive OfficeExamples of WastesExamples of WastesTime spent dealing with complaintsRedundant capture of informationInformation not accurateTime spent looking for information, equipment, people Excess supplies stored in multiple locationsLimited storage space – not properly usedVariations –
Low process yields, low quality, shift changes, Information/equip unavailability
= Value Added Time
= Non-Value-Added Time (WASTE)
FLOW TIMEStart Finish
Value-Added time is only a very small percentage of the total Time
Re-workTransport Work Reinstall
Traditional Process Improvement vs. LeanTraditional Process Improvement vs. Lean
Traditional Traditional FocusFocus
Improve Value-Added work Improve Value-Added work stepssteps
i.e. Better tools, machines, i.e. Better tools, machines, instructionsinstructions
Result: Result: SmallSmall time savings time savings
Time savings have a direct impact on • Cost • Capacity• Schedule • Flexibility• Resources • Etc.
Time Amount ofTime Eliminated
Lean Focus Reduce or eliminate NVA/waste Result: LARGE time savings
of time saved
NON Value-added time
Inspect Re-workTransport Work Reinstall
Lean Process ImprovementLean Process Improvement
Identify Value Stream
Cycle of Lean Cycle of Lean PrinciplesPrinciples
County Executive OfficePower of LeanPower of Lean Voice of the CustomerVoice of the Customer Examples: BMW, Grapefruit, Examples: BMW, Grapefruit,
CokeCoke• Driving force of the Enterprise: FOCUSDriving force of the Enterprise: FOCUS
Lean BehaviorLean Behavior• Empowered workforceEmpowered workforce
Unlocks the potential of the organizationUnlocks the potential of the organization• You can’t help it!You can’t help it!
Removes WasteRemoves Waste• Steps reduced/streamlined; systems simplifiedSteps reduced/streamlined; systems simplified• Cycle time reductionCycle time reduction
County Executive OfficeWhat is “Six What is “Six Sigma”?Sigma”?Reduces variation in a process to achieve near perfect Reduces variation in a process to achieve near perfect
11stst Time Quality Time Quality99.99966% or 3.4 PPM99.99966% or 3.4 PPMFocuses on Operational ExcellenceFocuses on Operational Excellence
Six Sigma is a Six Sigma is a data-driven approach data-driven approach aimed at the near-elimination of defects aimed at the near-elimination of defects from every process and transaction. from every process and transaction.
County Executive OfficeWhy “Six Sigma”?Why “Six Sigma”?
• 20,000 lost postal mail items 20,000 lost postal mail items per hourper hour
• 15 minutes of unsafe 15 minutes of unsafe drinking water per daydrinking water per day
• 2 long/short landings per day 2 long/short landings per day at a major airportat a major airport
• 5,000 incorrect surgical 5,000 incorrect surgical operations per weekoperations per week
• 84 hours of lost electricity 84 hours of lost electricity per yearper year
• 240,000 wrong prescriptions 240,000 wrong prescriptions per year per year
• 7 lost postal mail items per hour
• 1 unsafe minute every seven months
• 1 long/short landing every five years
• 1.7 incorrect operations per week
• 1 hour without electricity every 34 years
• 68 wrong prescriptions per year
Hey, 99% is good enough right?Hey, 99% is good enough right?99% 99.99966% (6 Sigma)
County Executive OfficeSources of VariabilitySources of Variability Information unavailability Information unavailability Ex. Fed Ex – Schedule, StatusEx. Fed Ex – Schedule, Status
Equipment & tools unavailability Equipment & tools unavailability Ex. Badge, PasswordEx. Badge, Password
Poor planning that results in rushed workPoor planning that results in rushed work Ex. Hot JobsEx. Hot Jobs
Low process yields (Defects)Low process yields (Defects) Ex. Hot DogsEx. Hot Dogs
Material condition not as expectedMaterial condition not as expected Unique/custom productsUnique/custom products Change notices, holds, customer changes Change notices, holds, customer changes Vacations, illness = absent staffVacations, illness = absent staff Many, many more... (obstacles to consistent Many, many more... (obstacles to consistent
Define(Problem & Scope)
(Causes & Measures)
Cycle of Six Sigma Cycle of Six Sigma DisciplineDiscipline
County Executive OfficeIt’s scientific!It’s scientific!
Y = f (x1, x2,…xn)Y = f (x1, x2,…xn)
County Executive OfficeProcess Improvement FilterProcess Improvement Filter1.1. Y = f (xY = f (x11, x, x22…)…)2.2. Define Y (Charter)Define Y (Charter)3.3. Identify the X’s (tribal knowledge)Identify the X’s (tribal knowledge)4.4. Identify the red X’s Identify the red X’s (tribal knowledge) (Vital (tribal knowledge) (Vital
Few)Few)5.5. Validate the red X’s (Gemba/data)Validate the red X’s (Gemba/data)6.6. AnalysisAnalysis7.7. SolutionSolutionDon’t accelerate the excavation until you are sure your digging in the right place.
County Executive OfficeTheory of ConstraintsTheory of Constraints
A constraint is anything in an A constraint is anything in an organization that limits it from organization that limits it from
moving forward or achieving its goalmoving forward or achieving its goal
“The slowest vehicle in a convoy sets the pace”
Constraints and Barriers
County Executive OfficeChecking InChecking In
1.1. Lean is a war on ______.Lean is a war on ______.2.2. Six Sigma reduces Six Sigma reduces
____________.____________.3.3. Lean Six Sigma engages and Lean Six Sigma engages and
empowers ___________ to make empowers ___________ to make process changes.process changes.
4.4. The Theory of Constraints The Theory of Constraints strives to eliminate ________.strives to eliminate ________.
What other comments or questions do you have?
Team Members Team Members Roles and ResponsibilitiesRoles and Responsibilities
Module 3Module 3
Describe a Lean ThinkerDescribe a Lean ThinkerDescribe & articulate your role as a Describe & articulate your role as a
Team MemberTeam MemberHave an appreciation for the impact of Have an appreciation for the impact of
culture on changeculture on change
Module 3 ObjectivesModule 3 ObjectivesAt the end of this module you will be able to:
County Executive OfficeLean ThinkersLean Thinkers It’s not about tools – don’t throw tools at a It’s not about tools – don’t throw tools at a
problem problem (Tools do not have solutions, people do)(Tools do not have solutions, people do)Turn the “mental corner” together Turn the “mental corner” together (Use L6S lens)(Use L6S lens)Filter the problem and problem solving Filter the problem and problem solving
through Cycle of 5 Lean Principles and Cycle through Cycle of 5 Lean Principles and Cycle of Six Sigma Disciplineof Six Sigma Discipline
Your experience + Lean Six Sigma tools = Your experience + Lean Six Sigma tools = solutionssolutions
If all the same thinking still exists, little by little If all the same thinking still exists, little by little you will return to your prior state!you will return to your prior state!
County Executive Office Where to find team members?Where to find team members?
Regulatory Agencies, Partner
Agencies or Departments, Auditor-Controller, etc.
Process Step 2
External Customer(s): Those who receive or use your product or service,
outside your organizationHere
Two types of team members: Core Team Members: Are there for the duration of the project.Extended Team Member: Are requested as needed for the duration of the project.
County Executive OfficeTeam MembersTeam MembersRepresent your areaRepresent your areaCommunicate back to your groupCommunicate back to your groupParticipate fullyParticipate fullyThink, think, thinkThink, think, thinkParticipate in implementation planningParticipate in implementation planningBe a conduit for changeBe a conduit for changeBe personally accountable – own it!Be personally accountable – own it!
Blind SpotsBlind Spots
Culture Trumps ToolsCulture Trumps Tools
Must address BOTH Must address BOTH Culture and ToolsCulture and Toolsto avoid unintendedto avoid unintendedconsequences &consequences &less than desirableless than desirablelong-term success withlong-term success withProcess ManagementProcess Management
Process, Results and FocusProcess, Results and FocusImprovement ToolsImprovement Tools
Invisible: Invisible: Hard to Measure & ChangeHard to Measure & Change
County Executive OfficeChange is Uncomfortable Change is Uncomfortable
Fold Arms ExerciseFold Arms Exercise ABC Exercise ABC Exercise (2 volunteers)(2 volunteers)
Change is difficultChange is difficult Need to develop a culture of Need to develop a culture of
changechange Look out for CAVE dwellers Look out for CAVE dwellers
Integrating the Toolsets Integrating the Toolsets Using DMAIC ApproachUsing DMAIC Approach
Module 4Module 4
Recognize tools used in the Lean processRecognize tools used in the Lean process Describe the Describe the Define Phase Define Phase and its purposeand its purpose List parts of a CharterList parts of a Charter Participate a SIPOC (Suppliers-Inputs-Process-Participate a SIPOC (Suppliers-Inputs-Process-
Outputs-Customer) DiagramOutputs-Customer) Diagram
Module 4 ObjectivesModule 4 ObjectivesAt the end of this module you will be able to:
County Executive OfficeLean ToolkitLean Toolkit Value Stream MappingValue Stream Mapping 5S, and Visual Workplace5S, and Visual Workplace Work StandardizationWork Standardization Cellular Work ProcessingCellular Work Processing Push and Pull SystemPush and Pull System Setup ReductionSetup Reduction Error Proofing (poke yoke)Error Proofing (poke yoke)
Project teams decide which tools to apply to their problem.Project teams decide which tools to apply to their problem.
County Executive OfficeJust Do ItJust Do ItNot every idea needs a team (Kaizen)Not every idea needs a team (Kaizen)
• Do you already know what needs to be Do you already know what needs to be done?done?
Manager/supervisor or approvesManager/supervisor or approves Do It!Do It!
Report it!Report it!
ObjectivesObjectives Identify and/or validate the improvement
Opportunity. Develop the business processes, define the
critical customer requirements. Identify what adds value to the process
from both the business, process and customer perspective (Voice Of the Business/Customer/ Process; VOC, VOB, VOP).
Process for Process Improvement - DMAIC
If I had one hour to save the world, I would If I had one hour to save the world, I would spend 59 minutes defining the problem spend 59 minutes defining the problem and 1 minute finding solutions.and 1 minute finding solutions.
- Albert Einstein
ToolsTools ChartersCharters SIPOC Map SIPOC Map
Good Charter opportunity / problem Good Charter opportunity / problem statements should provide the statements should provide the following information:following information: What is the problem or opportunity for What is the problem or opportunity for
improvement (improvement (whatwhat)?)? Where is the problem? Is it in your Where is the problem? Is it in your
workplace or someone else's (workplace or someone else's (wherewhere)?)? How long has it been happening (How long has it been happening (whenwhen)?)? What is the extent of the problem What is the extent of the problem
((extentextent)?)? How large is the impact of the problem How large is the impact of the problem
Example of a bad opportunity Example of a bad opportunity or problem statement:or problem statement:
“ “ It takes too long to process a It takes too long to process a material order form and material order form and wrong parts are ordered.”wrong parts are ordered.”
Example of a better Example of a better opportunity or problem opportunity or problem statement:statement:
“ “The material ordering The material ordering process for ACME Company - process for ACME Company - West takes in excess of 30 West takes in excess of 30 days. The problem has days. The problem has existed for the past year. existed for the past year. 85% of the orders require 85% of the orders require rework due to wrong parts. rework due to wrong parts. This has resulted in the This has resulted in the postponement of 60 projects postponement of 60 projects in the last 6 months.”in the last 6 months.”
PH Clinic Registration and Billing Process
Date Initiated: Revision Date: Event Start Date: Event End Date:
ROLE Phone No. LAST NAME FIRST NAME AGENCYDepartment Champion
Value Stream Analysis ChampionTeam Lead
Subject Matter ExpertSubject Matter Expert
Green BeltGreen Belt
Total Man Hours
Event Type I KaizenEvent Type II Part of GTEP
Opportunity or Problem Statement/Business Impact
In Scope Out of Scope
Value Stream Champion Date
Review the Charter Carefully. - - - - - - - - - - -Be sure to understand the scope.Focus effort toward the goals and deliverables.
County Executive OfficeSIPOCSIPOC
Y = f (x)Y = f (x)
Team will be hunting for Team will be hunting for Red “X’s” Red “X’s” – Sources of Variance– Sources of Variance
County Executive OfficeSIPOCSIPOCSuppliersSuppliers ProcessProcess OutputsOutputs CustomersCustomersInputsInputs
Houseplants/Firehose (S, C); Looking for the 20% that have 80% of impactHouseplants/Firehose (S, C); Looking for the 20% that have 80% of impact
County Executive OfficeSIPOC - ExerciseSIPOC - Exercise
Exercise – SIPOC for the Exercise – SIPOC for the SimulationSimulation
Integrating the Toolsets Using DMAIC Integrating the Toolsets Using DMAIC ApproachApproach
Module 5Module 5
ObjectivesObjectives Identify critical measurements that are Identify critical measurements that are
necessary to meet customer requirements and necessary to meet customer requirements and develop a method of collecting data to develop a method of collecting data to measure process performance. measure process performance. What measurements matter?What measurements matter? How will you collect the data?How will you collect the data?
Understand the data calculations and establish Understand the data calculations and establish a baseline for the process being measured. a baseline for the process being measured. Current stateCurrent state
ToolsTools Value Stream Mapping / Process MappingValue Stream Mapping / Process Mapping
Value Stream MappingValue Stream Mapping
Products & Customers
Process steps / Measurements
Current State = ID Focus Areas, Kaizens…
Future State = Lean, Synchronize to Demand
Spaghetti MapSpaghetti Map- Follow Products or People- Follow Products or People- Transportation, Over processing- Transportation, Over processing
Number of Handoffs: 9
Total Time: 8 days
Touch Time: 5 days
Waiting 2 Days
Distance traveled: 1000 feet
Number of Handoffs: 18
Total Time: 45 days
Waiting 40 Days
Distance traveled: 5000 feet
Information Flow “Circle” DiagramInformation Flow “Circle” Diagram
Number of Handoffs: 11
Waiting 3 Days
County Executive OfficeProcess for Process Improvement - DMAIC
Swim Lane Process Map
VLS CM SCD ECP Current State - 1.0 Develop Alteration Proposal part 1Fi
FT: 16TT: 4P: 1
1.0 Submit SCD
for reviewFT: 8TT: .5P: 1
1.2 A28,A47, A65,A68 Review SCD & Submit
TT: 0.25 P: 4
Post ECP to Live LInk
FT: 8TT: 0.5
TT: 0.5P: 1
1.4 SubmitECP for ReviewFT: 8TT: 6P: 1
Review SCD & Submit
CommentsFT: 56TT: 4P: 1
CommentsFT: 56TT: 8P: 1
commentsFT: 16TT: 8P: 1
1.6 A28,A47, A65,A68
Review ECP & Submit Comments
FT: 88TT: 0.25
FT: 88TT: 16
FT: 88TT: 8P: 1
FT: 88TT: 0.2
1.9 Conduct Sponsor Teleconfor ECP
FT: 4TT: 4P: 1
Participate inSponsor Telconfor ECP
Action item resolution Sponsor Telconfor ECP FT: 40TT: 4P: 1
Exercise – Process Exercise – Process MappingMapping
Module 6Module 6
ObjectivesObjectives Identify and validate the root cause(s) that Identify and validate the root cause(s) that
assure the elimination of waste, variation, assure the elimination of waste, variation, and constraints. and constraints.
Identify, validate and prioritize all root Identify, validate and prioritize all root causes. causes.
Determine the true sources of variation and Determine the true sources of variation and potential failure modes that can lead to potential failure modes that can lead to customer dissatisfaction. customer dissatisfaction.
Root cause analysis is where the Root cause analysis is where the real real cause of the cause of the problem is uncovered. problem is uncovered.
A root cause, if corrected would prevent a recurrence A root cause, if corrected would prevent a recurrence of the problem.of the problem.
Problem-solving without root cause analysis, results in Problem-solving without root cause analysis, results in managing a symptom of the problem. managing a symptom of the problem. (ex Aspirin for a headache)(ex Aspirin for a headache)
One technique is asking “Why” 5 times. By asking One technique is asking “Why” 5 times. By asking why, you can peel away the layers of symptoms that why, you can peel away the layers of symptoms that lead to the root cause of a problem.lead to the root cause of a problem.
Analysis: Determining Root CauseAnalysis: Determining Root Cause
Problem: Lincoln memorial Problem: Lincoln memorial deteriorating at a high deteriorating at a high rate.rate.
1.1. Why:Why: We wash this memorial We wash this memorial more than the others.more than the others.
2.2. Why: Bird droppings make it Why: Bird droppings make it unsanitary for tourists.unsanitary for tourists.
3.3. Why: Birds eat the Spiders Why: Birds eat the Spiders that gather in masse.that gather in masse.
4.4. Why: Spiders gather to eat Why: Spiders gather to eat the flying midges that the flying midges that swarm.swarm.
5.5. Why: Midges swarm around Why: Midges swarm around the bright, warm lights that the bright, warm lights that are turned on at dusk.are turned on at dusk.Answer: Answer: Delay turning on Delay turning on the lights for one hour.the lights for one hour.
Analysis: Determining Root Cause
Cause and Effect Cause and Effect AnalysisAnalysis aka Fishbone aka Fishbone DiagramDiagram
Example Next Slide
Fishbone Diagram SampleFishbone Diagram SampleProcess for Process Improvement - DMAIC
Knowledge Work 8- Wastes Product Work
Too many reports, reviews, approvals. Batching paperwork. Overproduction
Running equipment to keep equipment and people busy.
Waiting for meetings to start. Information, paperwork and approvals. Waiting
Waiting for equipment, people or process to cycle, waiting for materials and tools.
Work not meeting requirements. Missing information. Rework. Defects
Scrap, rework, lost capacity due to mistakes, inaccurate SOP’s.
Paper- based data vs. electronic transfers. Routing of unnecessary approvals/processing.
TransportationLong travel distances, unplanned premium postal.
Unnecessary steps. Too many handoffs, lack of SOP’s. Over Processing Incapable equipment and
processes. Equipment with unbalanced flow.
Excessive backlog of work to be processed. Too much paper to be handled, processed or filed.
Making what we can instead of what customers need. High obsolescence and write offs.
Walking to deliver paperwork, poor ergonomics, chasing information.
Repetitive/unnecessary movement caused by poor ergonomic design.
Over or under staffing, talents not utilized, work load not balanced.
Under utilization of people
Using expensive labor to do Using expensive labor to do work that can be done by less work that can be done by less expensive labor. expensive labor.
What examples can you think of?
Review List of Statapult Process ProblemsReview List of Statapult Process Problems1.1. Waste or Variation?Waste or Variation?2.2. Which Type of Waste?Which Type of Waste?
Exercise – Identify 8 WastesExercise – Identify 8 Wastes
1.1. OverproductionOverproduction2.2. WaitingWaiting3.3. DefectsDefects4.4. TransportationTransportation5.5. OverprocessingOverprocessing6.6. InventoryInventory7.7. MotionMotion8.8. Underutilize PeopleUnderutilize People
Value-Added and Non-Value-Added work– Value-added is defined as adding value to the product or service in
the eyes of the customer– Non-value-added is work in the process that the customer is not
willing to pay for if they had a choice (waste)
Value-Added Activities An activity that transforms or shapes
material or information Customer wants it Done right the first time (no rework)
Non Value-Added Activities Activities that consume resources but create
no value in the eyes of the customer Pure waste If you can’t get rid of the activity, it - ”E”
Non Value-Added – Essential Activities Activities causing no value to be created but which cannot be eliminated
based on current state of technology or thinking Required (regulatory, customer mandate, legal) Necessary (due to non-robustness of process, currently required; current
Waste is…Any action, process or product that adds cost (uses resources), without adding value as perceived by our customer.
Exercise – Current Process AnalysisExercise – Current Process Analysis
Value Added Value Added (to customer)(to customer)Non-Value AddedNon-Value Added (to customer)(to customer)- - - - - - - - - - - - -- - - - - - - - - - - - -Non-Value Added (Essential)Non-Value Added (Essential)
(determine during Future State Mapping)(determine during Future State Mapping)
See next slide for reminder of customer requirements.
ReviewReview All shots must be fired at an angle of 164 degreesAll shots must be fired at an angle of 164 degrees All shots must land on the floor in a stationary All shots must land on the floor in a stationary
target area +/-3 inches long and +/- 6 inches wide target area +/-3 inches long and +/- 6 inches wide with respect to the nominal targetwith respect to the nominal target
Module 7Module 7
Define, Measure, and Analyze before Improve Define, Measure, and Analyze before Improve stage.stage.
What is the problem, what are the red X’s, What is the problem, what are the red X’s, validate the red X’s.validate the red X’s.
Don’t accelerate the excavation until you are Don’t accelerate the excavation until you are sure you’re looking in the right place.sure you’re looking in the right place.
ObjectivesObjectives Identify potential Identify potential
solutionssolutions Question/Validate Question/Validate
requirementsrequirements Question non-value Question non-value
added stepsadded steps Map out “TO BE” process Map out “TO BE” process Develop an Develop an
implementation Planimplementation Plan Pilot solutionPilot solution Consider 5 SConsider 5 S Add error proofingAdd error proofing
Build a process that can Build a process that can produce consistent produce consistent results. Don’t rely on results. Don’t rely on Dan!Dan!
County Executive Office5-S (Workplace Org)5-S (Workplace Org)
5S is a technique that results in a well-5S is a technique that results in a well-organized workplace complete with organized workplace complete with visual controls and order. It’s an visual controls and order. It’s an environment that has “a place for environment that has “a place for everything and everything in its place, everything and everything in its place, when you need it”. when you need it”.
Elements of a 5S ProgramElements of a 5S Program SortSort Remove from the workplace all items that are Remove from the workplace all items that are
not needed for current operationnot needed for current operation. . Set in Order/Straighten Set in Order/Straighten Arranging needed Arranging needed
items so that they are readily accessible and labeled so items so that they are readily accessible and labeled so that anyone can find them or put them awaythat anyone can find them or put them away..
ShineShine The key purpose is to keep everything in top The key purpose is to keep everything in top condition so that when someone needs to use condition so that when someone needs to use something, it is ready to be usedsomething, it is ready to be used
StandardizeStandardize The standard should be easily The standard should be easily understood and easy to communicate (i.e. visual understood and easy to communicate (i.e. visual controls).controls).
SustainSustain Implementing solutions to address the Implementing solutions to address the root causes of work area organization issues. All root causes of work area organization issues. All employees must be properly trained and use visual employees must be properly trained and use visual management techniquesmanagement techniquesWhat is most difficult?What is most difficult?
County Executive OfficeTypes of Error ProofingTypes of Error ProofingCreate Create quality at the source quality at the source through error through error
proofingproofing(This is called = Poka Yoke)(This is called = Poka Yoke)
Types of error proofingTypes of error proofing Make it impossibleimpossible to create error Make it harderharder to create error Make it obviousobvious the error has occurredExamples:Examples:
Minivan – Gas tank/sliding doorMinivan – Gas tank/sliding door – – Beeping when leave keys in carBeeping when leave keys in car – – Trunk latch/remote lockTrunk latch/remote lockOthers: USB, Color coding, Edits, Checklists (Pilot,gas Others: USB, Color coding, Edits, Checklists (Pilot,gas
cap,Dr?) cap,Dr?) Poor Quality = Waste (Defects, rework, Poor Quality = Waste (Defects, rework,
Exercise – Simulation Round Exercise – Simulation Round 22
Round 2: Future State - Flow Round 2: Future State - Flow Improvements/Variation Improvements/Variation ReductionReduction
Learning ObjectivesLearning Objectives
The Statapult exercises are designed to give students experience using the methodologies and tools taught in this course.
County Executive OfficeRound 2Round 2
This round is intended to give the team experience with specific flow changes & reducing variation to improve quality and yield.
Flow Improvements/Variation ReductionFlow Improvements/Variation Reduction
Exercise Requirements – Exercise Requirements – Round 2Round 2
Team members do not have to perform Team members do not have to perform the same roles as in Round 1the same roles as in Round 1
No permanent markings or No permanent markings or modifications can be made to the modifications can be made to the Statapult or ballsStatapult or balls
Customer Requirements – Customer Requirements – Round 2Round 2
All shots must be fired at an angle of 164 All shots must be fired at an angle of 164 degreesdegrees
All shots must land on the floor in the targetAll shots must land on the floor in the target Pass/Fail data must be collected for each Pass/Fail data must be collected for each
shotshot The balls must be sorted based on either The balls must be sorted based on either
Pass or FailPass or Fail The customer requires 20 passed balls to be The customer requires 20 passed balls to be
County Executive OfficeRequirements – Round 2Requirements – Round 2Business RequirementsBusiness Requirements NoneNone
Statapult RequirementsStatapult Requirements The Statapult must be placed so that The Statapult must be placed so that
the base is on the floor and in a the base is on the floor and in a stationary positionstationary position
County Executive OfficeFuture State Map ExerciseFuture State Map Exercise
Based on the new requirements and your team’s value analysis of the Current State Map, design the new process layout for the next Statapult round. Consider the following:
1. Strategies to reduce variation Address list of items causing variation
2. Strategies to reduce waste Create Future State Map Eliminate steps / improve flow New roles/responsibilities Listen to voice of the customer **Only keep value added and essential steps**
County Executive OfficeRound 2 ShootRound 2 ShootAre you ready to start?
The Future State Map is readyThe Future State Map is ready Statapult layout is readyStatapult layout is ready
The simulation will start simultaneously for
all teams! 15 minutes
Module 8Module 8
ObjectivesObjectives Solution implementationSolution implementation Establish control plan Establish control plan (Metrics: Avg/Std Dev; (Metrics: Avg/Std Dev;
oven/bucket)oven/bucket) Verify improvements Verify improvements (Monitor targets)(Monitor targets) Verify long term capabilityVerify long term capability Transition project to process ownerTransition project to process owner
““What gets What gets measured gets measured gets managed”managed”
ToolsTools Control ChartsControl Charts Standard Operating Procedures Standard Operating Procedures
Process Control PlanProcess Control Plan Communication PlanCommunication Plan Mistake ProofingMistake Proofing Team Feedback SessionTeam Feedback Session
No Control Plan?No Control Plan? Like Shooting an arrow in the sky and Like Shooting an arrow in the sky and
expecting it to stick. Gravity!expecting it to stick. Gravity!
Maintaining Process ImprovementsMaintaining Process Improvements A Control Plan’s primary intent is to create A Control Plan’s primary intent is to create
a structured approach to control the a structured approach to control the process.process.
Control plans assure well thought-out Control plans assure well thought-out reactions are in place if an out of control reactions are in place if an out of control condition occurs. condition occurs.
They provide a method for documentation They provide a method for documentation and communication of control methods.and communication of control methods.
Entropy- It just isn’t what it used to beEntropy- It just isn’t what it used to be
County Executive OfficeCelebrate!Celebrate!
Go to brief-outsGo to brief-outsTeam CertificatesTeam CertificatesPublicize resultsPublicize resultsBrag!Brag!
V-ValidateV-Validate Improvements/Savings will be validated Improvements/Savings will be validated
six months to one year after completion of six months to one year after completion of your CPI project to insure improvements your CPI project to insure improvements are realized and sustained. are realized and sustained.
ToolsTools Metrics Collection SystemMetrics Collection System Audits Audits
Process for Process Improvement – DMAIC-V
County Executive OfficePush to ChangePush to Change
““..you’ll have trouble creating a ..you’ll have trouble creating a new new culture if you insist on culture if you insist on doing it in the ways that are doing it in the ways that are consistent with the consistent with the oldold one.” one.”
County Executive OfficeWhat Can I Do?What Can I Do?See for yourself!See for yourself! Go to the WebsiteGo to the Website
Be an advocate – find a story and tell it!
Get involved!•Get training•Ask why•Submit ideas•Get on a team
County Executive OfficeSeven Deadly WordsSeven Deadly Words
““WE HAVE WE HAVE
DONE ITDONE IT
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