Ruggles, Olivia, M Title: Standardized Work Instruction
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L E A N S I X S I G M A G R E E N B E LT C O U R S E T O P I C S Copyright ©2019 by Pyzdek Institute, LLC. LEAN SIX SIGMA GREEN BELT COURSE TOPICS LESSON TOPIC Overview A top-level overview of the topics covered in this course What is Six Sigma? A complete overview of Six Sigma Lean Overview 1 Waste and Value Lean Overview 2 Value Streams, Flow and Pull Lean Overview 3 Perfection Recognizing an Linking your Green Belt activities to the organization’s Opportunity vision and goals Choosing the Project- How to pick a winning project using Pareto Analysis Pareto Analysis Assessing Lean Six Sigma How to carefully assess Lean Six Sigma project candidates Project Candidates to assure success Develop the Project Plan 1 Team selection and dynamics; brainstorming; consensus decision making; nominal group technique Develop the Project Plan 2 Stakeholder analysis, communication and planning, cross functional collaboration, and Force Field Analysis Develop the Project Plan 3 Obtain a charter for your project Develop the Project Plan 4 Work breakdown structures, DMAIC tasks, network diagrams Develop the Project Plan 5 Project schedule management; project budget management Develop the Project Plan 6 Obstacle avoidance tactics and management support strategies High Level Maps 1 L-Maps, linking project charter Ys to L-Map processes High Level Maps 2 Mapping the process from supplier to customer (SIPOC) High Level Maps 3 Product family matrix 2 Voice of the Customer (VOC) 1 Kano Model, getting the voice of the customer using the critical incident technique VOC 2-CTQ Specification Link the voice of the customer to the CTQs that drive it Principles of Variation 1 How will I measure success? Are my measurements trustworthy? Scales of measurement, data types, measurement error principles. -
The Mapping Tree Hierarchical Tool Selection and Use
The Mapping Tree Hierarchical Tool Selection and Use 1 Session Objectives . Discuss the hierarchical linkage and transparency of mapping using this methodology. Understand how and when to apply each mapping tool and its application in the Lean tool set. Understand how mapping helps to reveal Value and Non-Value Added actions as well as Constraints in the process. 2 Why Do We Care? “Hierarchical Mapping“is necessary because: • Hierarchical mapping is critical in maintaining the organization’s strategic plan during a Lean deployment. • Hierarchical mapping is critical in achieving greater “Value to the Customer”, in revealing of wastes and improving processes. • Until we know all of the “players in the process”, we cannot begin to understand the process, its “Value to the Customer” and the impact on the strategic plan. 3 Keys To Success . Always use your team of experts for mapping exercises. Mapping in “silos” is a “design for failure”. Always follow a hierarchical procedure for mapping to root cause. Always begin at the high level first, then capture detailed maps as needed. 4 Why use the Mapping Tree methodology ? • Before any improvement exercise is undertaken, a clear definition of “what to work on” must be developed. • Without utilizing a mapping hierarchy, any attempt to attack a process for improvement effort would be just a “shot in the dark”. • We need a methodology that will link the lowest level effort to the high level organizational objectives, and do it transparently. • The hierarchical approach of the Mapping Tree helps to ensure that the lowest task efforts remain focused on the Customer requirements and support the Strategic Objectives. -
Chapter 5: Quality Tools for Six Sigma 2
Six Sigma Quality: Concepts & Cases‐ Volume I STATISTICAL TOOLS IN SIX SIGMA DMAIC PROCESS WITH MINITAB® APPLICATIONS Chapter 5 Quality Tools for Six Sigma Basic Quality Tools and Seven New Tools ©Amar Sahay, Ph.D. 1 Chapter 5: Quality Tools for Six Sigma 2 Chapter Highlights This chapter deals with the quality tools widely used in Six Sigma and quality improvement programs. The chapter includes the seven basic tools of quality, the seven new tools of quality, and another set of useful tools in Lean Six Sigma that we refer to –“beyond the basic and new tools of quality.” The objective of this chapter is to enable you to master these tools of quality and use these tools in detecting and solving quality problems in Six Sigma projects. You will find these tools to be extremely useful in different phases of Six Sigma. They are easy to learn and very useful in drawing meaningful conclusions from data. In this chapter, you will learn the concepts, various applications, and computer instructions for these quality tools of Six Sigma. This chapter will enable you to: 1. Learn the seven graphical tools ‐ considered the basic tools of quality. These are: (i) Process Maps (ii) Check sheets (iii) Histograms (iv) Scatter Diagrams (v) Run Charts/Control Charts (vi) Cause‐and‐Effect (Ishikawa)/Fishbone Diagrams (vii) Pareto Charts/Pareto Analysis 2. Construct the above charts using MINITAB 3. Apply these quality tools in Six Sigma projects 4. Learn the seven new tools of quality and their applications: (i) Affinity Diagram (ii) Interrelationship Digraph (iii) Tree Diagram (iv) Prioritizing Matrices (v) Matrix Diagram (vi) Process Decision Program Chart (vii) Activity Network Diagram 5. -
Implementation of Dmaic and Axiomatic Design to the Creation of a Basic Smartphone Application
TREBALL FI DE GRAU Grau en Enginyeria Mecànica IMPLEMENTATION OF DMAIC AND AXIOMATIC DESIGN TO THE CREATION OF A BASIC SMARTPHONE APPLICATION Memòria i Annexos Autor: Antoni Amat Serra Director: Joan Martínez Sánchez Convocatòria: Octubre 2017 Implementation of DMAIC And Axiomatic Design to the Creation of A Basic Smartphone Application ACKNOWLEDGEMENT I would like to thank the Politecnico di Bari to give me the opportunity to study for one semester in Bari, also to Yasamin Eslami for helping me during all the process to finish this project. I would like to specially thank Joan Martinez to accept directing my work in such a short notice giving me the opportunity to finish my bachelor. I would like to thank my Parents to give the opportunity to study and to carry out this project abroad and also for giving me the spirit to finish the Bachelor. I Implementation of DMAIC And Axiomatic Design to the Creation of A Basic Smartphone Application ABSTRACT This project implements two theories to the creation of a basic smartphone application: DMAIC and Axiomatic Design Theory. DMAIC is very often used methodology that very successful enterprises had already implemented; it is used in Six Sigma, a procedure that ensures a large reduction on the errors of the enterprise processes. This method has been used by a lot of companies all over the world providing them a large increase of quality producing. Axiomatic Design Theory takes its name from the fact that it is composed of two Axioms that have to be accomplished when implementing this theory. It is a method meant to design with a very specific order. -
Define Measure Analyze Contr Ol
Lean Six Sigma BENEFITS STRATEGIC VALUE METHOD ORGANIZATION • Process improvement and • Superior cost structure • Professional and scientific • Improvement projects are led by Green redesign (manufacturing, • Competitive advantages based problem solving and Black Belts, who are familiar with the construction, financial services, on customer satisfaction • Working with precise and process and Lean Six Sigma healthcare, public sector, quantitative problem descriptions • Improvement projects follow the DMAIC high-tech industry) • Competence development in operations management, project • Starting with a data-based approach • Resulting in superior quality management and continuous diagnosis • Lean Six Sigma program management and efficiency levels improvement • Designing evidence-based coordinates projects by strategically • Structural financial impact improvement actions choosing projects and making sure that benefits are realized 0. DEFINE THE PROJECT Stakeholder analysis Lets initiative happen Legend: M oderately agains Strongly against 0: Current situation Makes initiative S I P O C X: Preferred situation Helps initiative happe Influence n Stakeholder Stake t Person 1 Person 2 Person 3 SIPOC Person 4 - Project charter - SIPOC and process flow chart - Benefit analysis - Organization (time and review board) DEFINE - Stakeholder analysis Project charter Stakeholder analysis 1. DEFINE THE CTQS 2. VALIDATE THE MEASUREMENT Operational PROCEDURES Revenue cost Pareto Chart of Problems Throughput time Processing time (min) 200 Customer 100 Personnel -
Six Sigma in Urban Logistics Management—A Case Study
sustainability Article Six Sigma in Urban Logistics Management—A Case Study Justyna Lemke , Kinga Kijewska , Stanisław Iwan * and Tomasz Dudek Faculty of Economics and Transport Engineering, Maritime University of Szczecin, ul. H. Poboznego˙ 11, 70-507 Szczecin, Poland; [email protected] (J.L.); [email protected] (K.K.); [email protected] (T.D.) * Correspondence: [email protected]; Tel.: +48-91-48-09-690 Abstract: A city as a system that constitutes one of the most important areas of human activities. The significant role to fulfill their expectations pay the goods transport and deliveries. These issues are the subject of urban logistics. In broad terms, urban logistics may be construed as a number of processes focused on freight flows, which are completed in cities, including deliveries, supply, goods transfer, services, etc. Due to the different urban logistics stakeholders’ expectations, these systems generate many challenges for managers, especially in the context of city users’ needs and their quality of life. Today, there is a lack of broadened approach and methodology to support them from the processes’ efficiency perspective. To fulfill this gap, the purpose of this paper is to apply the Six Sigma method as a support in last mile delivery management. Six Sigma method plays important role in production systems processes management. However, it could be useful in much wider perspective, including transport and logistics processes. The Authors emphasize that the Six Sigma method could be efficient approach in the last mile delivery processes’ analysis in the context of their efficiency. It helps positioning the customer satisfaction level and quantify the delivery processes defects, related to the undelivered goods. -
Finding and Eliminating the Root Cause of Defects Identified in Customer Complaints a Case Study Using the Six Sigma Methodology to Facilitate Root Cause Analyses
Finding and Eliminating the Root Cause of Defects Identified in Customer Complaints A case study using the Six Sigma methodology to facilitate root cause analyses Master’s Thesis Project in the Master’s Degree Program Quality and Operations Management MARIA ARAB ELIN DYMLING DEPARTMENT OF INDUSTRIAL AND MATERIAL SCIENCES DEPAR CHALMERS UNIVERSITY OF TECHNOLOGY Gothenburg, Sweden 2020 www.chalmers.se FIRST NAME LAST NAME Finding and Eliminating the Root Cause of Defects Identified in Customer Complaints A case study using the Six Sigma methodology to facilitate root cause analyses MARIA ARAB ELIN DYMLING Department of Industrial and Material Sciences CHALMERS UNIVERSITY OF TECHNOLOGY Gothenburg, Sweden 2020 Finding and eliminating the root cause of defects identified in customer complaints A case study using the Six Sigma methodology to facilitate root cause analyses MARIA ARAB ELIN DYMLING © MARIA ARAB, 2020 © ELIN DYMLING, 2020. Department of Industrial and Material Sciences Chalmers University of Technology SE-412 96 Gothenburg, Sweden Telephone: + 46 (0)31-772 1000 Abstract Volvo Cars is a global car manufacturer that produces premium brand cars that demand high quality. The quality of a product is often defined by the degree of customer satisfaction. Therefore, Volvo Cars Corporation has internal departments working with customer complaints. This thesis was performed in collaboration with the department Variability Reduction Team who perform root cause analyses initiated by customer complaints on newly produced cars. A case study was performed regarding a customer-initiated problem with loose support bearings at the production plant in Torslanda. People from several different departments possess different knowledge and experience regarding the problem with loose support bearings. -