Lean Six Sigma for All Sectors

LEAN SIX SIGMA FOR ALL SECTORS

Charanjit Singh (CJ) Bawa PMP, Black Belt & Change Agent LEAN Coach, QCDMS Consultants

COPYRIGHT- QCDMS CONSULTANTS 1 About CJ (LEAN Six Sigma Coach) • Passionate, Results-Driven Professional and Public Speaker • PMP, Black Belt, Change Agent and Mechanical Engineer • 25 Years of Lean six sigma , Change Management & project management experience • Trained 7000 professionals, coached more than 160 Improvement project teams , from 50 organizations, across all sectors • Coached 50 leadership teams • Industries served – Automotive (OEM- Daewoo & Honda), Auto Parts Manufacturing, Service, Healthcare & Public service • He can be contacted at call him at 416 571 8770 or email at [email protected]

LOWER ENHANCE COSTS MORALE

IMPROVE REDUCE DELIVERY INCREASE QUALITY TIME SAFETY

COMMON LEAN SENSE

PEOPLE

Lean can dramatically improve your Company’s bottom line.

2. GO SEE & FIND 1. SHOW RESPECT 3. ASK WHY & ENGAGE WASTE

COMPLEX PROCESS PROBLEM 1. Organization’s IMPROVEMENTS Culture & SOLVERS + Leadership Skills

2. Daily Lean Management 4. Process towards a Philosophy, Improvement Purpose Principles & Tools

3. Problem Solving

WHITE BELT YELLOW BELT GREEN BELT 0.5 Day +1.5 Days +3 Days

PROFICIENT COMPETENT EXPERT Lean Daily Management Understands meaning structure to engage staff Can Embed culture of of Waste and make to make daily Lean Six Sigma and coach small changes improvements teams across organization BENEFITS- Improved quality & efficiency, on-time delivery, reduced safety incidents, enhanced customer and employee morale = INCREASED PROFITABILITY $$

MEDIUM SIZE COMPLEX LEAN DAILY PROCESS PROBLEM MANAGEMENT IMPROVEMENTS + SOLVERS +

Goal- Trainees will be able to create a Communication structure to engage staff who can further make daily small to medium size Process Improvements.

COPYRIGHT- QCDMS CONSULTANTS 15 Lean Six Sigma Yellow Belt Agenda (2 Days) Prework for Trainees Day 2 Prework – Re-Cap of Day 1 and review homework • Choose a project, • Complete Project Charter, House of Toyota (Lean philosophies) and connect to your • Complete Waste in my day sheet (for a week ahead of the training), sector • Complete Departmental Lean gap analysis sheet and • Standardization (Foundation) • Complete Individual LEAN Sxi Sigma Green Belt Skills Gap Analysis sheet • Just in Time (Left Pillar) Day 1 • Respect (Middle of the house) Review prework • Jidoka (Right Pillar) Lean Basics • Kaizen (Roof) • History of Lean and overview • Trainees commit to create a Huddle structure and commit • History of Six Sigma and overview to applying Lean philosophies in their day to day work • Embedding Culture of LEAN Model (Culture, Purpose, KPIs, Lean Daily Management, Problem Solving, Process Improvement and other important skills of a Green Belt) Quality Control Tools • Lead Time, Cycle Time and TAKT Time, Capacity studies • Pareto Analysis, Fishbone, Histogram, Control Chart, • Share examples of LEAN application in your sector Check Sheet, Scatter Diagram and Process Flow Diagram • Difference between Value Added work and Waste • Different types of process flow diagram – SIPOC, • Non-Value-Added Work and Inefficiencies Spaghetti, Swim Lane, Time and Motion Study, Layout and • LEAN 9 Waste Value Stream Mapping • 3 Exercises to find LEAN 9 Waste (Lego exercise, Video from your sector and Waste in your process) Problem Solving or Root Cause Analysis • Time and Motion Study • Simple Root Cause Analysis and 5 Whys • LEAN Principles • Toyota A3 sheet for Root Cause Analysis of Problem • Trainees commit to 5 Small Lean Process Improvements Solving • Share Lean Improvement Form • Toyota A3 sheet for Process Improvement Process Improvement or LEAN or Kaizen Event methodology Lean Daily Management • Overview of LEAN or Kaizen Event methodology • Hoshin Kanri or Strategic Alignment • Share case studies from your sector • Lean Daily Management & Huddle Structure • Value Stream Mapping – Teach trainees how to draw • Leader Standard Work Current State and Future State VSM through case studies • Engaging staff to find Waste daily • Share A3 Sheets • Segregation of Waste in Small, Medium and Large • Prioritize improvement opportunities Homework – Trainees to pick up one problem, one small 1 WEEK GAP process, complete A3 sheet for Problem Solving and A3 sheet Homework – Each trainee must complete 5 Small Process Improvements and report them on for Process Improvement Lean Improvement Forms

LARGE COMPLEX LEAN DAILY SIZE PROCESS PROBLEM MANAGEMENT IMPROVEMENTS + SOLVERS +

PROJECT & SIX SIGMA, GROUP COMPLEX LEAN CHANGE STATISTICS & FACILITATION TOOLS MANAGEMENT DMAIC Goal - Trainees will be able to embed Lean culture in their respective organization, create a robust Communication Structure and coach staff on daily problem solving and process improvements. They will also be able to lead complex problem solving and large Lean or Kaizen events through Group Facilitation and Project Management skills.

Day 3 Day 4 Day 5 Re-cap of Yellow Belt (3 Days of Training) Re-cap of Day 4 and review homework Review homework

Important Skills for Lean Six Sigma Professionals Measure Stage (Your Project) Improve Stage (Your Project) • Project Management (Charter, GANTT Chart, Closure • Y=f(x) and identifying Sources of Variation in a • Review process improvements report) SIPOC • If needed, lead actual process • Change Management (Stakeholder Analysis and • Initiate Current Value Stream Mapping (Macro improvements in actual project in the Communication Plan) and Micro) process (after proper planning) • Group Facilitation Skills (Nominal Group Technique, Multi- • Process Walk Templates and Process Walks • Support trainees voting, Brainstorming) • Data Collection PlanAnalyze Stage (Your • Project Selection and Prioritization (Prioritization Matrix and Project) Control Stage (Your Project) Impact Effort Analysis) • Large Data Analysis in Excel • Control Plan and Control Charts • 9 Waste Analysis in the Current state Value • Mistake Proofing Basics of Six Sigma and Data Stream Map • Standardization, Skills Development and • Types of Data and Data collection Techniques • Future State Mapping Visual Management • Theory of Constraints • Choose one project and coach the team on • Share Lean Six Sigma Green Belt report • Taguchi Loss of Function actual LEAN or Kaizen Event (Current State-CS out template with the team • Six Sigma Basics – Histogram, Variance and Standard to Future State-FS) Deviation, Control Charts, Common & Special Cause, DPU, • Important Note – Day 5 could be treated as 1 WEEK GAP DPM, DPO and DPM, overview of DMAIC an actual LEAN Event for one of the team Homework – Trainees to complete their and all the necessary team members project, complete Report Out Template and (outside of Green Belts) can also be present must be submitted to Lean Coach for final Define Stage (Your Project) • Create a Lean Implementation Plan to get from review and approval • Swim Lane Process Flow Mapping the CS to FS Note- Last day could be utilized as a Report • Project Charter (Simple and Complex) • Re-Cap of Lean Tools, how and when to use Out • Initiate A3 Process Improvement Sheet correct LEAN Six Sigma Tools in your • 5W 2H and Problem or Process Improvement Statement Implementation Plan Review Report Outs, Approve Closure and • SIPOC • Coach team on choosing right Lean Six Sigma Certification • Voice of Customer- Survey, Kano Model and Critical to Tools, philosophies and methodologies Customer 1 WEEK GAP Homework – Trainees to walk the process, map 1 WEEK GAP the process and collect necessary data Homework – Trainees to walk the process, map the process and collect necessary data

Coaching Training

Group Consulting Facilitation

COPYRIGHT- QCDMS CONSULTANTS 11 Training and coaching process Trainees work on company’s actual Hands processes & on practical identify Games to opportunities engage trainees

Focused questions Lego tactile & group exercises discussions

Q C D M S Coaching your Training through

Water team on actual Leak media and Water processes Leak actual case studies Case Study 3 Your Problem

248 Copyright: QCDMS Consultants

COPYRIGHT- QCDMS CONSULTANTS 9 Our Engagements Open Training Coaching on Lean Event Public speaking PMI Open Lean Six Sigma Public Service OACETT chapter dinner Yellow Belt Training

Organizational Training Coaching at client side Group Facilitation Public Service 1 piece flow - Manufacturing Team Building- Service

Honda Cars India Automotive Parts Commercial Filters High Rise Window

• Converted line from one • Reduced tooling • Reduced manufacturing • Trained 80 staff from all processes model to variant model line Changeover process from lead time by 95% from 10 • 50 processes and sub processes • Completed numerous quality 1 hour to 20 minutes days to 30 minutes, review defect reduction projects by • Honda seat frame product • Initiated Lean • Initiated LEAN Daily Management using Honda A3 thinking line productivity improved communication structure structure • Completed time & motion by 10% • Started inventory • One of the process reduced by studies, did load balancing • Overall Plant KPIs management system 99.99 % from 2 days to 1.5 minute on assembly line to free up improved by 10% • Reduced overall Lead • 500 small to rapid process five resources • Freed up 12 resources Time by 15% improvements across all from a process processes • Savings close to 1 Million Dollars

New User Provisioning IT Helpdesk IT Storefront

• Freed up 15% capacity and • Reduced lead time by 25% • Freed up 300 square feet of reduced overtime • Combined the New User space • Lead time reduced by 20% Provisioning process with • Freed up 10% of resource the IT Helpdesk process to hours bring one common • Inventory reduced by 25% platform

Cardio Clinic Imaging Clinic Family Health Team

• Waiting time at the clinic • Freed up 15% resource • Completed Capacity study and reduced by 25% hours supported management team • Overall patient wait time from • Reduced Patient waiting to open up more lines of the time of receiving referral time by 75% by studying and business or revenue to the 1st time at the clinic improving call center • Coached staff to find Lean 8 reduced by 20% process Waste in healthcare • Load balancing to improve the patient care

Library New Material Courts Early Resolution Facility Maintenance

• Lead time reduced by 97% • Processing lead time reduced by • Lead Time reduced by 25% • Freed up 630 square feet 99.99% for Customers coming to • Brought back $200K worth of • 42% increase in production Counter sublet or outsourced work, • Freed up 700 Employee • Touch time / ticket reduced by back into the department Hours 30%

Trained 2500 public service professionals who have further initiated 600 small process improvements and saved $ 4 Million of Tax Dollars in the form of cost reductions, cost savings and freed up capacities

Accounts Payable Infill Building Permit Road Repairs

• 65% reduction in number of • Resubmissions reduced by • Construction lead time Invoices 25% reduced by 54% • 25% reduction in Lead Time • Overall lead time reduced by • Payment lead time reduced • $25,000 in Freed up 41% by 60% capacities

MANUFACTURING SERVICE

PUBLIC SERVICE HEALTHCARE