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Overview of
Lean Six Sigma
Chelsea Bridge
PwC Public Sector Practice
chelsea.t.bridge@us.pwc.com
© 2016, PricewaterhouseCoopers Public Sector (PS) LLP. All rights reserved. PricewaterhouseCoopers PS LLP (PwC)
refers to the PricewaterhouseCoopers PS LLP (a Delaware limited liability partnership) or, as the context requires, other
member firms of PricewaterhouseCoopers International Limited, each of which is a separate and independent legal entity.
Welcome & Introduction
Instructor
§ Chelsea Bridge
Ø Lean Six Sigma (LSS) Master Black Belt
Ø Lead PwC’s Lean Six Sigma work at NIH
Ø Previously supported LSS while working
for a DoD client
Entrance on Recruiting
Duty Employee exit
Recruitment
Performance Management
Employee Awards
Technology
Onboarding
1 2 3
5.
Continuously Improve
Lean 3.
the Process to Establish
Perfection Process Flow
4.
from Womack & Jones, Lean Thinking Customer Pulls
Value
PwC – Contents subject to the disclaimer on the cover page. 7
The Lean Principle
Much of what we do everyday does not add value to our work.
3. Motion – If workspaces are not clean or organized there can be a lot of unnecessary
movement.
4. Waiting – Typical symptom of batching and queuing, if people or products are sitting
around it is costing the company money.
5. Overproduction – Valuable time and energy going into producing parts
that either sit around and take up space, or adding embellishments that are
not paid for by the customer, resulting in waste of time and resources.
6. Over-Processing – Too many approvals, over inspection, and unnecessary
complex processes take time and resources away from adding real value.
7. Defects – Anytime you have to go back and fix an error it wastes
time and money. You can’t add value twice!
PwC – Contents subject to the disclaimer on the cover page. 9
The Lean Concept of Waste
The goal is to remove Waste to increase Value.
Remove Waste
Value
Overproduction
Over-processing
Inventory
Touches
Defects
Waiting
Motion
Perfection is possible!
§ We must focus on cost effective perfection,
using:
− A scientific approach for problem solving Plan
Ø Plan, Do, Check, Act – (PDCA) What are we going
to do?
− Kaizen Events
Check
Have we met our
expectations?
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per century round of sales
book
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2.5 days Miss 1 putt every 15-20%
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per century nine rounds of sales
book
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30 minutes Miss 1 putt every 10-15%
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per century 2.33 years of sales
encyclopedias
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small library
Lean
• Reduces and
eliminates waste &
non-value added steps
• Increases speed
• Cannot bring a process
under statistical control
Lean Six Sigma
• Maximizes value by achieving the
fastest rate of improvement in
customer satisfaction, cost,
quality, process speed and
invested capital.
• Reduces the cost of complexity
Six Sigma
• Reduces variation
• Increases quality
• Cannot dramatically
improve process speed
or reduce invested
capital
Lean =
Removes NVA Steps
Balances Flow
Increases Speed
6σ =
Reduces Variation
Increases Predictability
Improves Quality
After After
After
0 10 20 30 0 10 20 30 0 10 20 30
CONTROL
performance & adjust
new processes MEASURE
current performance
Customer-driven,
consistent,
metrics focused, &
results oriented.
ANALYZE
current processes &
Solutions performance
IMPROVE discouraged
processes & performance to this point!
TOLLGATES
PwC – Contents subject to the disclaimer on the cover page. Conducted at end of each phase 19
Project/Phase Tools & Activities
Accelerate your
processes!
Transformational Changes
Throughout the Organization. Large-scale
integration of organizational changes –
strategy, processes, culture, and systems –
to achieve and sustain world class
performance.
Transactional Changes
Core Business Processes. Methods
and tools targeted at reducing
variation and defects, and delivering
improved business results.
PwC 24
Lean Six Sigma Program at NIH
28
Lean Six Sigma Training & Project Mentoring
PwC provides Lean Six Sigma (LSS) Green Belt training and
project mentoring across NIH through a contract with the NIH
Office of Logistics and Acquisition Operations
ICs and Offices
• Five-day Green Belt training course developed and
attending training
231
conducted as part of the Green Belt certification process.
• One-day Executive Awareness Training for a high level
overview of Lean Six Sigma and the DMAIC methodology.
• LSS Green Belt training provided to 231 leaders from 28
Institutes, Centers, and Offices across the NIH.
People Trained
100+
• 27 NIH employees have been mentored through the OLAO
Green Belt certification program, successfully completing 20
improvement projects.
• PwC has improved more than 100 processes across NIH
Processes improved
through this program, including at NCI, NICHD, NINDS,
NIDDK, CC, NHLBI, NCCAM/NCCIH, and OHR. across NIH
Increased OHR
Created a tool Improved
Reduced Improved user data
that facilitates efficiency and
acquisitions freezer awareness by
procurement transparency of
redundancy / accountability creating a tool
projections and Onboarding
duplicated and lifecycle that links needs
standardizes and Exit
purchase efforts management to what reports
reporting processes
are available
Executive
Awareness
• Basic awareness
• High level concepts
• Techniques overview
1
day
Training
Green Belt
Course
• Deeper dive
• Hands on practice 5
• “Ready to act” days
http://www.pwc.com/publicsector
Chelsea Bridge
Lean Six Sigma Master Black Belt
970.988.4869
chelsea.t.bridge@us.pwc.com
Chris Houchin
Program Manager
703.918.1295
chris.houchin@us.pwc.com