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    32 views39 pages

    Toolss Opex

    Uploaded by

    Abdelkrim Betouche
    opex

    Copyright:

    © All Rights Reserved
    Download as PDF or read online from Scribd
    Flag for inappropriate content
    of 39
    Definition: + A logical and structured approach for problem solving, ‘+ Adopted by Lean organizations around the world and developed as part of the ‘Toyota Production System. + a3 thinking is bullt around the POCA philosophy. Use: + Used in problem solving, planning and decision making. + Used as a storytelling method to communicata improvement projects, Benefits: + Provides 2 structured and consistent approach to process improvernent, + Davelops and maintaine a culture for continuous improvement. + Promotes collaboration, sharing and innovation. knowledge A3 Seven Stages Mod. Pe EM 63 seven staces MODEL choosing the problem of opportunity d Curent stuaion Document the currentstte. jy E Target Define the desired future state 2 - 3 BEN Analysis - Dig into the problem and understand why | - It's happening, Countermeasures ~ Brainstorm and evaluate possible | 4. countermeasures based on the conducted analysis. | FOUR STAGES MODEL |] 6. Implementation Plan — Develop a workable plan to implamant the countermeasures. 7. Follow-up ~ Evaluate the implemented olan and the achievement of outcomes. | 1.Problem 3. Action Pian | a Hints: , =... +The name A2 i derived from the Jin=z/atey |) 2.Cuee | international 43 paper size. ===). i a + No specal sofware is needed to == |E Selec : a ee ae + You just need an Ad sheet, a pencil Sand graphs in the A3 report as and an eraser as you will need to —|E _ they are more effective than text erase and rewrite many times. In communicating ideas, www.citoolki Affinity Diagram * A grouping method for classifying items together into meaningful catagories. + Also called KJ Analysis & Affinity Map. When itis used? + During brainstorming sessions, + During problem-solving sessions. * Can be used to organize the voice of ‘the customer. + Can be used at any stage in research and in verbatim analysis. Benefits: ‘+ Helps organize ideas and information to see how they are connected, * Helps Identifies the characteristics ‘that distinguish each category. Helps bringing out the best ideas and leads to better results (team-based) How to construct an affinity diagram? Hints when constructing the ‘with your team, present the topic cr define the problem clearly. Give your taam sticky-nates then ask them to write one idea or response per sticky-note, Collect the sticky notes and stick them randomly on the wall. Lead the participants to group the ideas and label the categories. Eliminate duplicate items and the items that are not worth keeping. Add arrows between items and groups to show relationships In case an interview is to be conducted and information is to bbe provided verbally, make sure to record the actual spoken words. www.citool com fiagram: COLLECT GROUP LABEL Oo tal og? OBR) coe aoe BO ae ox ao5 oo go Ee oa ‘Three Basic Steps There should be no discussion or evaluation of ideas of any kind until the final affinty dlagram is complete Be [tine Charge Obstacles Planing Ieplamertzion Defi * A graphical representation for the frequency of numeric deta values. * Also referred to es a Boxand- Whisker Plot as it displays the data in a box-and-whiskers format Uses: + To explore and present the data in an easy and understandable manner, + When comparing central tendency ‘and variation between multiple data sets. Applications: * Box plots are widely used in statistics, process improvement, scientific research, economics, and in social and human sciences. ‘Structure: * Abox plot is made up of a box and two whiskers. + The data is plotted in such away that the bottom 25% and the top 25% of the data points are represented by the two whiskers, whereas the middle 50% of the data points ore represented by the box. bay ” —— e t—+~—__ | | Minimum vale Lowerauartie Median sper quale outier Example of how to compare between multiple date sets: Box plots are ideal to A represent moderate to large amount of data. The size of the box plot can vary significantly if the data size is mall. * ‘A’ appears to have higher median and higher variability than “ www.citoolkit.com hbone Diagram uc + A tool that allows to establish and present the cause-and-effect in an easy and understandable format. + Also called as Ishikawa diagram and cause-and-effect diagram Uses: + Brainstorm all possible causes that may contribute to an effect. + Capture, categorize and organize people's knowledge of a process, + In product and process design to prevent future problems and risks. ‘The 6 Ms approach: + One of the common approaches that can be used to categorize and label the branchas of the fishbane diagram. + These categories typically include Man, Method, Machine, Materia, Environment, and Measurement, Three main steps: 1. Clearly define the effect which may be desirable or undesirable, 2. Identity the cause categories using the 6 Ms or any other approach, 2. Use brainstorming to lg all possible causes under the appropriate categories ‘+ Start with the man causes and then the secondary causes and so on, Tips: The main idea behind the fishbone diagram is to brainstorm all possible causes that may contribute to an effect, so be aware of adding causes which are actually solutions. A cause-and-effect matrix can then be used to prioritize the causes of the problem, www.citoolkit.com -Peonle Envrerment Euiprent Polis and Procedures Typical fishbone diagrams for manufacturing and Cause Cetegory Sub cause ted Potential Z cause Batic ‘Structure Combining the fishbone with the 5 whys allows to identify the hierarchy of causes including the possible root causas. Manufacturing [Administration and Services non-manufacturing processes 5s Definition: The 5S phas * AJapanese management approach | * SORT —Refers to the practice of going through for organizing and m all the items in the workplace and keeping only disciplined and produ what is needed. sustain Sect workplace. ‘+ SET IN ORDER — The practice of arranging the + Represents five simple practices required items (where, how, how much). ss [iss that starts with the letter “S". * SHINE — Aims of creating a clean workplace * Considered a prerequisite for without rubbish, dirt or dust. driving other Lean techniques such_| + STANDARDIZE~ Aims to ensure the consistency as TPM, Flow end Kaizen. of implementing the first three 5S practices. Benefits: + SUSTAIN — Aims to ensure everyone knows the y Aadlcas wacietuauladiag tt benefits and be involved in the 5S program. things How to implement 5S in an area? ‘+ Minimizes mistakes and enhances | + Evaluate the current situation and take ‘before! photos. safety. * Brainstorm to identify improvement ideas. + Promotes workplace ownership, * Develop and implement a plan to improve the area. BEFORE AFTER pride and motivation. + Audit the area end take the ‘after’ photos. + Improves the image of the business | + Share and publish the results, iN and builds customer confidence. + _Implement a control plan to sustain the improvement. www.citoolkit.com i — Definition: * One of the common techniques for problem-solving and root cause analysis. * Introduced and made popular by Toyota as part of their Toyota Production System. Uses: + Used in everyday business situations to identfy the possible causes Underlying a specific problem, + Widely used within Lean and Six Sigma frameworks. Benefits: + Allows finding the roct cause of a problem quickly. + Encourages deep thinking. + Helps engaging operators process. in the How to Use the 5 Whys? 1. With your team, write a clear and specific problem statement, 2. Ask “Why the problem occurs?”. Write the answer down below the problem. 3. Ask Why again for the generated answer and write the answer devin, 4, Keep asking Why until the team identify the root cause of the problem. 5. Discuss and agree on the corrective actions that vill permanently coive the problem. Tips: Ensure your problem is relevant and solving it will make a difference. You may find that you need to ask Why more cr less times depending cn the situation. Remember that each Why answer is 2 hypothesis that can be validated, Keep in mind that people do not fail, processes do. www.citoolkit.com Swe 17 . eters a Postible LZ Root Fate Combining 5 Whys with the fishbone diagram allows to identify the hierarchy of causes Including the possible root causes. Usetulwnen having more than one fextor that contributes tothe problem Flowcharting A graphical tool that illustrates the flow of a business process and the relationships between its activities. Use: To understand and communicate the sequence of activities in 2 process. To identity and analyze problem areas to continuously improve processes. To decument how to do a particular job, To provide a view of how a process should be. Benefits: Provides clarity to a process that appears disordered or complicated. Halos revealing areas of inefficiency. Helps communicating any changes on the process. Helps explaining the process to new employees and subcontractors. Flowchart Types: Activity Flowchart Swimlane Flowchart Opportunity Flowchart Displays the sequence of Displays the activities Provides a way'te analyze | “= ‘the activities that make up to accomplish a process and study processes by A. the process in a way that that is cross-functional highlighting the steps | <_> focuses on what happens. (ocuseson what & who}. thatadd no value. oxcien He] va} nval © > > How to Construct a Flowchart? ws 41. With your team, deserbe the process and your goal, wae 2 ddemnettetpeaffowcarsttelvelotccs, Gap)» i andre appropri ope ond bunds = eri mor precession Dra eNotes te tanar st of shpes Tearnto caret tepeens th proces sourto % Pibishond dbus hecompetedtnd veson,” { tery the re tthe re poces or at Inconel thet pou irgonea www.citoolkit.com A decision-making technique that can be used to analyze the pros and cons of any decision, It looks at the forces thet are either driving or blocking movement toward agoal. Uses: Benefit Analyze the pros and cons of any organizational decision when decision making isn’t going well To explain the reasons behind the taken decision. By analyzing both the helping end the hindering forces, decision makers and change agents can make more Intelligent business decisions in @ ‘team-oriented manner, How to construct a force field diagram? * Gather the team. involve experts where appropriate. + Describe the decision that needs to be made. + Write the decision in 2 box at the top middle of a paper or white board. + Draw a line from the box down the middle of the paper. + List all possible halping forces left to the line. + Ust all possibie hindering forces right to the line, + Allocate @ numerical score to each force indicating its significance (e.g, from 1 to 5). + Add up the scores of both lists to find out which force wins, Actions should be taken where forces are overwhelming. Questions to help identify the forces involved: + What are the benefits? + What are the costs? + What is the best or worst thing that could? + How easy or difficult wil it be to implement? + How longit will take? www.citoolkit.com DECISION => = om ye =) =z Fach force or ergument could be shown This technique is widely used in the fields of organizational change, business process management, and ea 2 www.citoolkit.com ‘How-How Diagram * A simple method thet is used to generate multiple ideas to solve a particular problem. + It works by repeatedly asking: ‘how can this problem be solved?" until you can no longer break the answers any further. When is it used? * In problem solving when seeking a practical solution to solve a problem. Benefits: * Provides an effective structure for organizing possible Ideas and solution options all in one place. * Supports the non-linear way in which we tend to think, The diagram: * Multiple answers can be given for 2 m7 mw single question. + The result can be represented in ¢ Lh * The diagram can either be drawn from I eh ron i ca gg —_—_—— Drawing the diagram: at + Clearly state the problem then Energy Reduction AN write it ona post-it card. Example EE + Place the problem card on the 7s conurpn Ta left side of a whiteboard or wall a * Ask ‘how can this be solved?’. monies ad reporing ‘+ Let the participants write as many > Wes egy etna answers as possible. change ve + Stick the answers to the right of the problem. haat —_ + Keap asking ‘How’ until the ideas are specific & satisfactory. sates + Prioi ize and determine the key ideas to be implemented. www.citoolkit.com How to prioritize your activities? * A 2-dimensional chart. Quadrant 1 + An effective method for organizing | * Leave some time in your schedule for the priorities. unexpected activities. + All tasks are evaluated in terme of | * Avoid procrastination and be proactive: importance and urgency. Quadrant 2 REC nE + Youshould spend most of your time here. ; Quadrant 8 «ie y * To prioritize work activities. + Push back, delegate and lear how tosayNO. 8 a Baie] DTP * To prioritize personal activities. + Arrange regular meetings to avoid interruptions, BS | OE * When the team Is unable to | quadrant 4 E funnage bie Werk Cetin, + Limit the time you spend in this quadrant. 2 Urgent Not urgent. Eespaged ane How to use the importance urgency matrix? En + Quadrant 1 > important and urgent. zi F A pee es 5 Begin by your personal or job-related activity list. Elsenhiowers Important but not ‘ ee * Draw the importance-urgency matrix on a paper (or on 3 Urgent Important 2 Gasnanes Sietinpananitit flip chart if you are working with a team). Principle & Covey’s Bee Sort all the activities in the appropriate quadrant. Thre Management © Quadrant Norimportant'nor + Manage and focus whet’s on the first two quadrants, and Grd reat pushback or ignore what's on the lest two cuadrants. www.citoolkit.com Improvement Roadmap De jon: * An approach that is used to guide | * through the implementation of a long-term continuous improvement | * journey. Application: + To summarize a strategic plan ina | « comprehensive and _ integrated manner(on one sheet of paper). | + In organizational development and change management projects. Benefits: + Provides an insight toward continuous improvement. * illustrates the best possible routes to reach the destination. + Ensures everybody is moving | * forward towards the same goal. Four m: sections Improvement categories — the dimensions in which you want to set your improvement goals. Current condi jens — indicates the starting point of the journey for each category [you should understand the current condition in order to improve). Milestones and targets — what you need to do in each improvement category and when. Performance metrics — allows to monitor performance and assess progress against, baseline plans. Action plans: + After setting your goals and creating the improvement roadmap, an action plan per improvement category or per goal shall be created. Action plans help breaking down big goals into smaller and workable activities. www.citoolkit.com There are many ways to create improvement ccadmaps, come of them are long and complicatec, Improvement roadmaps should be, however, simple to creat= and easy to follow, = ae Kano Analysis Defi * A method used to identify and categorize customer needs. + These categories are considered to analyze potential opportunities for improvement. jon: Benefits: * Helps categorizing the different featuras of a product or service. * Shows how customer needs are constantly changing as time goeson. ‘Types of features: * Must be features. * Performance features. * Delight features. * Indifferent features. * Reverse features. Kano categories and examples: + The must be features — The basic features a5 a defect-free product & determined by the customer. If they are not present »> timely and. responsive or insufficient, customers will be dissatisfied. + The performance features (catisfiers) — The better the performance, the more customers are satisfied. | Amount of defects & Companies often use these features to prioritize Il} the speed of answering their improvement initiatives. phone in a call center, + The delight features — The fulfillment of these features will lead to high customer satisfaction. They are often unexpected, unspoken, and provided >» to customers for no additional money. customer service. Getting a free mouse when purchasing a new laptop. How to conduct a Kano analysis: * Define the purpose of the Kano exercise. * Brainstorm all possible features * Classify the features into the Kano categories, * Think of ways to improve customer satisfaction. + Agree on the actions to be taken to improve the current situation. Kano Diagram www.citoolkit.com Mind Mapping Definition: * Visually organizing Ideas, thoughts and information around a single topic or problern. Use * To sort out the new ideas when brainstorming. ‘+ To sort out complex situations, * To consolidate information from different sources. ‘+ To support interviewing and studying. ‘+ To crastivaly generate and organize alternatives for making decisions, Where + Meetings and planning sessions. + Brainstorming sessions. * Workshops and lecturas. + Anindividual effort. is used? Benefits: Helps understanding the structure of any concept. Helps to see how information pieces of fit together. Makes it easier to classify, summarize and recall. Offers new insights into new possibilities and creative solutions, Provides focus and clarity as only few words and phrases need to be written down. How to construct and use? Present the topic or problem to be explored. Draw a circle in the middle of a paper then write in it the topic or problem. Draw lines out from the main points. Brainstorm and add information to the main peints by creating more branches. ‘Show associations by connecting the related items. Provide the opportunity to add to the mind map later on ‘as you come across new information. circle to initiate the www.citoolki Basic Structure st Topie sie Ly Ae Often drawn by hand, However, there are many applications that allow the creation of mind maps. A good practice is to use colors and ade images, icons, symbels & shapes, Observation definition: * A data collection method used to gether specific information about a process or a situation. Use: + Verify an existing problem and understand the actual situation. ‘+ Measure actual performance ageinst set targets. ‘+ Measure customer satisfaction and perception af quality. * Acquire best practice and benchmark information, Benefits: + Accelerates problem solving. *Aligns leadership with the shop floor. * Allows to listen from the process performers. ‘= Encourages learning and Cl. ‘Types of observation: 1. silent observation: Useful_when collecting raw data and takes only a couple of miautas to one hour. 2. Interactive observation: The observer is required to visit the actual place in order to sea the actual process, understand it, ask questions, and learn. 3. Extended observation: The observation period takes much longer time to ‘thoroughly understand the process. Gemba definition: + Gemba refers to the real place where value is created and where clients are served within the value stream. + A Gemba walk is going to the actual place and observing how the work 1s performed. + It aims to get closer to the work and to identify potential improvement areas, www.citoolki ae reat) re ne) PROCESS OBSERVATION FORM = = cer ia aaa a Observation activities can also be applied in the customer service environments to truly understand the viewpoint of customers, Paired Comparison Defi * A technique for evaluating a small range of options by comparing them against each other jon: Uses: + To select the alternative that will be the most affective * To choose the most compelling problem to solve. Examples! + Selecting the concept design for a new product before marketing, * Deciding which skills, qualifications and experience are essential when hiring people for a new role, + Deciding how or where to spend your coming summer holidays. When to use? Paired Comparison Matrix + When alternatives are completely different. + When comparing different subjective options. + Where there is little objective data to base ‘our decision on, co How to construct and use? ‘+ Identify the alternetives to be eveluated. * Identify the evaluation criterion (e.g., the ‘most important or the easiest). + Ust all alternatives on the left hand column and on the top row of the matrix. xcon Soure Fak “The matrix will ensure that each Cee cen es Ses In each blank cell, compare the option in the row with the option in the column, then write in the call the option that bettar meets the criterion. + Count the number of times each option has been chosen. * Rank the options based on their count. * Consider the options with the highest ranking. www.citoolkit.com Pareto Analysis eee ——_ Definition: The Pareto princip! + Aprincple that helpstofocus onthe |» The Pareto principle states that roughly 80% ofthe results come from ay, mostimportart matters. 20% of the efforts. a, + Itdascribes a phenomenon that a small | + In the field of continuous improvement, it states that roughly 80% of number of high values contribute more the problems or effects comes from 20% of the causes. to the total than a high number oflow | + Tae Pareto principle has been found to be trua in many situations: values. = 20% of the population owns 80% of the nation’s wealth, Use — 20% of a company’s cients are responsible for 80% of its revenue, 20% ~ 2084 of the causes account for 8096 ofthe effect ina fishbone diagram. Causes. + Inprocess improvement projects to focus on the causes that contrisute Pareto chart: most to a particular problem. + Inproject management when prioritizing projects to focus on the significant projects that will bring value tte the customer and the business + Aspecial type of bar chart that plots the + The horizontal axis represents the categories, +The vertical axis represents the frequencies of the categorical data, Benefits: + The bars are arranged in order of frequency from + Holps visualizing the data to quickly left to right so thatthe “vital few” categories can ine wheret@ Deus heeft be clearly addressed onthe lft. Hi + Measure the impact of an improvement | * You mayhave.a cumulative frequency curve by somnparing before and after: above the bars to simplify interpreting the results. = £O www.citoolki frequencies of categorical data ao PDCA Cycle Definition: * A fourstep model that provides a simple and structured way for problem solving and continuous Improvement. + Represents the logical way of thinking we tend to follow when solving problems, Uses: * Widely recognized as the basis of continually improving the quality of processes, products, and services Benefits: + Encourages the methodical way of problem solving. * Helps closing the gap between planning and doing. + Increases process knowledge from solving problems and finding solutions. Four phases: TREPDEA 1. Plan - identify the problem or opportunity, analyze cycle the current situation, identify solution alternatives, and select and schedule the most promising solution. 2. Do- test the solution on a small-scale basis, measure the progress, and collect data and feedback. ne Ei 3 Check - analyze the collected data and feedback, compare the cutcome against planned objectives, EEcES and gather and summarizing key learnings. 4. Act implement the solution in full scale, standardize and sustain the improved process, and integrate It into the organization's system. Note: Multiple iterations of the PDCA cycle could be necessary to solve sh the problem permanently and reach the ultimate future state. PDSA cyclo is a modified ‘PDEA is another version oN version where's’ stands tor (Ap where ‘0° stands for MAO Study, as Checking doesn’t Observe toemphasize the IA Cp really imply studying and “@& S D need to observe before D' analyeng the data, creating any plan www.citoolki PEST Analysis Definition: +A strategic and structured tool for evaluating the external environment of an organization. * PEST stands for Political, Economic, Social, and Technological. When itis used? + During strategic analysis and market research. + When entering a new country, region or market, + In project management to increase awareness of the opportunities and threats @ project may have. Benefits: * Provides an understanding of the wider businass environment. + Helps to spot future opportunities and threats, * Reveals the direction of change. Four Perspectives: + Political factors ~ focuses on government policies and regulations that may cause instability and uncertainty. Ecowownic * Economic factors — analyzes how the economy affects the profitability of @ business, * Social factors — considers the social and cultural characteristics in which the organization is operating. + Technological factors — looks et the technological characteristics which is becoming more important in the modern business environment. PESTLE Analy: ‘An alternative of PEST adding environmental ‘and legal factors to the four perspectives: * Legal factor — looks at the laws that will affect the way in which a business produces and delivers its products and services, + Environmental factors — looks at the potential impacts of climate and climate change on how the business produces and delivers its products and services. www.citoolki PEST analvss is often linked with SWOT analysis, and bath tools complement each other and are often used together. weve selon oleae eo 68 e e@ Prioritization Matrix Benefits: * decision-making method that + Helps make more informed and justifiable decsions. a z 3 allowsto select the most appropriate | + Helps reduce options to the most effective and least costly alternative after evaluating multiple | + Helps make use oftime and resources to focus on the important matters. (A conflicting criteria. + Allows the teams to agree on priorities & move toward the action collectively. Miseke Evaluation criteria: * Used in project management to select |. peyeloping list of evaluation criteria is thefirst Template the potential projects that need tobe | step before prioritizing the alternatives Example ral Intiated, * Evaluation criteria represent standards by which + Used in problems solving and process | the alternatives can be measured and z improvement to select the problem compored 5 that needs to be resolved andthe |. consider weighting the ertaiia according to 5 solution that needs to be their importance (optional). < implemented. The eutcome Other applications: ie sane + System and software selection, could be § * Material and supplier selection. presented al + Equipment and machine selection. using a bat Chart. ‘Altinines + Personnel selection, Process Mapping — Definition: process mapping 4 representation of the process. + They are simple ways of making sense of graphical what happens or must happen ina process. Use: + Provides a mechanism for analyzing and studying processe: Benefits: + Brings clarity to complex processes in order to simplify and ontinize them. + By understanding and controlling the inputs, itis possible to make processes more capable, thus more predictable. + Provides inputs to other continuous improvament tools such 2s cause and effect analysis and FMEA. + Serves as a mean to communicate and document business processes, Three Perspectives: What the What the process process reallyis. should be. a 4 < 30 What you think the process is. =n 30 —> 40 Process maps are used to map existing processes as well as to design new procesces. Type Production processes, invalve the flow of materials in the production field. They include activities ike machining, assembly and packaging. 00 sg n ) _» 1 cues Wetang ang ‘Transactional processes, involve the flow of information, hurmans, objects, tools and money in the service field 2s well as in the transactional environment of the production field. ee eee foe www.citoolki ferent Techniques: Simple drawing maps, SIPOC maps Flowcharts. Opportunity maps. Flow process charts. Process charts Value stream maps Flow diagrams, Input variables are often classiied into the following categories: 4. Moise facts which are uncontralable 2. Standate reco. 3 Design factors, the controlleble Factors ‘that can be adjusted and controlled 4. The neverthought of Defore farsors Process Sequence Char Definition: ‘Common Categories and Symbols: + symbolic representation that + Operation - Produce, aud, change, or process something. ©) jeer attmed oe many illustrates the sequence of operation, | * Inspection — Checking of items for quality and/or quantity. lean pactkiones. inspection, storage & transportation | + storage ~The storing of items until later time. v activities within @ process. : ‘Transport Movement of tems or people between areas, [> Otter tees and hased on thestuaton Uses + Delay —The temporary waiting of something or somebody. 1 BOC pec Err Wat port samples inospreniseet tobe pied “The typical approach ic & + Totrack performance measures such ‘the improvement willbe + To analyze activities that make up a ae eye tines, ear fates, and Process Chart: proposed ona 2nd car. distance traveled. + resents the activities and the z= - related information inthe form Benen: of atable meat + Provides accurate description ofthe | * Allows providing further Sy process ss itis often drawn up as information ebout each process — the procass is happening. step (eg., time and distance) + Holps identifying waste, long delays | * Helps estimating key metrics ft eens and other non-value-added activites. | (e.g.,% VA activities & VA time). od www.citoolki Process Yield Measures Defi * Metrics which are used to measure and understand the operational even the smallest inefficiencies in a process. Benefit * Enables operations to understand thelr true process yield in order to set reelistic improvement targets. Common process yield measure: + First Time Vield (FTY). + Final Yield (FY). + Throughput Yield (TPY), or First Pass Yield (FPY). + Rolled Throughput Yield (RTY). First Time Yield & Final Yield Both measures are obtained by dividing the good product units by the number of total Units enterad the process. First Time Yield is measured at any given Process step while Final Yield Is measured at the end of the process. Reworked units are often included in both measures (do not reflect actual defect rates). Throughput Yield & Rolled Throughput Yield Throughput Yield is the probability that a product will pass through a given process step defect-free. Rolled Throughput Yield is the probability of passing all performance standards through the entire process defect-free, Both measures provide « better insight of defect and rework rates. ‘Accurate reflection of the process performance. www.citoolkit.com Fra Ved es Thrstehou ies Yel = cumustve + A good practice isto use @ process map as a guide in the process yield evaluation “© 100 inputs 89 Outputs In the above example, RTY = 0.94* 091 * 0.92 = 78.7% Project Charter Definition: ‘+ Aone-page document that summarizes ‘the fundamental information of a project before it begins. Used to ensure that the proje + Is business focused. + Iswell scoped, + Isexecuted in a timely manner. + Have the necessary resources. + Have the nece:sary cupport. Benefits: + Establishes a shared understanding of ‘the project scope and objectives. + Enables ell stakeholders to review the project and commit it + Acts as a contract between the key stakeholders and the project team. + Communicates the objectives to those outside the project team. + Serves as a reference for future projects. Key elements: + Problem and goal statements. + Approject team that includes a dedicated project leader and team members directed bya project sponsor, + Approject scope which defines what is involved in the project and what isnot. + Voice of the customer (VOC), + Project metrics (primary, financial, or bath) + The time required to complete the project. + Signing the project charter by key stakeholders, Other element: + Key stakeholders, + Project implementation methodology. + Costand benefit analysis + Risk assessment of the planned activities. + Project deliverables at every stage. + Project milestones. +The required resources including funding. + Acommunicaticn plan summary. www.citoolki Although project charters are short and briet, they often referto more detalled documents. Goal Statement Example: “Reduce oil losses of the manual refilling process of the forming machines in line #4 to less than 196 per drum by the 20th of October” PROJECT CHARTER PROBLE! Goat: vor: PROIECTTEAM: METRICS: SCOPE: MILESTONES: Project Closure Definition: * All projects are designed for a specific period of time. +A project closure provides a formal way of closing projects. + An important part of the overall project life-cycle. Use: ‘+ It is used to bring the project to its final state. Benefits: * Validate project goals have been accomplished. + Ensures controls are in place and sufficient to sustcin the benefits achieved. + Release the team from the project. + Formally hands off the project to the process owner. Key elements: A brief description of the project. Project deliverables and results. Actual vs. estimated date of completion. Benefits obtained: + Financial benefits (hard savings, net gains, ROI, etc.|. + Soft savings. Improvement in performance: + Initial vs final defect levels. + DPMO or other kay metrics. Controls in place to sustain the benefits: + Audit checklists, visual controls, standard work, SPC charts, preventive maintenance, etc. Best practices and lessons learnt. Probles and shortcomings developed during implementation, Ongoing work and next steps, Signatures from key stakeholders to confirm the completion of the project. www.citoolki Get the digital signatures of the key stakeholders or prin ‘out a copy of the projact closure and ‘get their physical signatures, PROJECT CLOSURE Description: Benefits: Rey metrics: Controls Deliverables: Shortfall: Pugh Matrix * A scoring method used to compare and select the best solution from a set of alternative proposals. + Aform of prioritization matrix. + Altematives are compared against a standard. ‘The standard can be: + The current solution that is already exist (the baseline), * Agoal or benchmark to reach in the near future. Benefit + It does not require a great amount of quantitative date. + Subjective alternative versus another can be made more objective. Whan itis use * Often used when making design decisions during the product development cycle (based on VOC). + When designing or redesigning processes to achieve faster and more efficient performance (VOC). + When deciding which investment to take. * When deciding which vendor to select. + When deciding which improvement project to initiate (VOC). How to construct and use? Ss + Identify the alternatives and the relevant criteria, 2 + Select the baseline solution, goal or benchmark. 2 * Draw-a table, then place the criteria in the lefthand 3 column and the alternatives in the top row. © Indicate how the baseline solution is compared with Se each alternative (place a plus, minus or zero) — + "+" means better that baseline, “~" means Further colutions can then be worse than baseline and ‘0' means the same. developed by mixing the + Notice the strongest solutions, the one with the positive aspects of a number most pluses and the fewest minuses. of solutions www.citoolkit.com RACI Matrix Definition: Use A tool that shows how stakeholders are assigned to different project and process activities. RACI stands for Responsible, Accountable, Consulted and Informed. Describes the participation of the vanous roles in completing the required activities and deliverables. Benefits: Provides a clear view of what is expected from each stakeholder. Helps identifying who should be approached at any given situation, Raveals issues such as too many responsible persons and not enough communication. The four major participation types: + Responsible ~ anyone who actively participate to ‘accomplish a particular activity. + Accountable — the one viho delegates the work to those responsible and has final aporoving authority. * Consulted — anyone who can provide valuable information and guidance to complete the work. + Informed — anyone who should be notified of a decision or result when the work is completed. How to create a RACI matrix? + Explain the purpose for creating the RACI matrix. ‘+ Identify the stakeholders who need to be involved and the main activities that need to be performed, + Use a flipchart or whiteboard to construct a two- dimencional matrix + Enter the activities in the left column and the roles oF persons in the tap row of the matrix. + For each activity, identify the Responsible, Accountable, Consulted and informed. www.citoolki Responsible eer) ‘The assigned resources or stakeholders can be listed as roles, groups or individuals. 0000 ® O® e000 ACTIVITIES RAID Log Definition: * A project management tool used to store several project information in one place. Uses: © A central repository for all risks, assumptions, Issues & dependencies. + Drives to take the necessary actions to ensure successful implementation of the project. Benefits: + Keeps your project organized and on track, + Makes the information easier to store and retrieve. * Useful document in regular project meetings and for audit purposes. ‘+ Gives confidence that the project is under control and being monitored. Risks: + ARisk is something that will have a negative impact contthe project it happens. * Can lead to quality, delay or cost problems. + Refers to the combined likelihood that the event will occur and the impact on the project fit occurs. + Risks are often ranked by their Risk Priority Numbers (RPNS). + A plan should then be developed to mitigate risks with high RON. ‘Assumptions: + Those factors that are taken for granted but cannot be guaranteed and may impact the result of the project. Issues: + Incidents that cause the project to become out of alignment (risks that have already occurred). Dependencies: + Those activities that need to start or be completed for the project to proceed successfully www.citoolki RAIDLog Crtogny asc. meee epible ‘emeton von ion Sse oe |e RAID Dashboard Agood practice i to create the log at the beginning of the project then regularly update it as needed ‘through regular project meetings. Scatter Diagram Defi A way of showing whether two varlables are correlated or related to each other When itis used? When analyzing and communicating the correlation between pairs of variables. Before conducting statistical techniques to support or reject hypotheses about the data. advanced Benefits: + Enables to identify the most ignificant factors affecting the process, Useful to verify that any change in the input variable will influence the output variable. Real work and + Whena line manager wants to check the relationship between equipment downtime & its cost of maintenance. example: an apatana put variables + When a call center manager wants to check the relations! between the number of people working on a shift and the average answer time. * When you want to check the relationship between driving speed and fuel consumption. Several types of correlation: Hote that the width of the scattered pattern 6, x JS gg teflects the strength of x x *S Xe the relations x ¢ oe 4k the ralatonsin xXx ot SS xx x * x x Be careful before concuiing that there is Nocoreestion —Postiveconelaion Negmive correlation Seatterdagrem: direct eauseand Wwhenthedsta _occurswhenthe caus whenthe — canalsoinciest? effect relationship Dointsarescattered velues of one valuescfone nonlinear Serena inarendomvay verableincreaseat variable increase a: relatonships oan lwitoutsnowing thevaluesorte —tevaluescrthe between Ter ras fe any pattern othervariabiealso cthervariatle variables tor that is affecting increase cccreaze the relationship, www.citoolkit.com SIPOC Analysis Definition: * A simple tool that provides a high: level view of the important elements of a business process. + SIPOC is an acronym that stands for Suppliers, Inputs, Process, Outputs ‘and Customers. When itis used: ‘+ When investigating 2 procass to identify its important elements. * During the define phase of DMAIC, ‘+ During the planning phase of Kaizen events, + When designing new processes. Benefits: * Helps define the scope of work fora project. ‘+ Helps understand the relationships between inputs and outputs, SIPOC elements: How to create? ‘Suppliers ~any person or company that supaiesinputs. § | p OC Inputs — the materiels, energy, information, ané financiel . and other resources which are needed to execute the process. Process—the collection of actwities that together transform inputs into outputs that is of value to the customer. ‘Outputs — the tangible products and/or services that result from the process. ‘Customer — the person or company that receives the outputs of the process. SIPOC analysis 1s a team effort, and the team agin with the process by listing 2hOUM include people with enough knowledge of the key highest-level steps. HES Identify the outputs of the process,

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