Professional Documents
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Biopharmaceuticals
5. Six Sigma, Kaizen, Analyse Phase, 5S
Jim McKiernan
October 2014
Content
Six
Sigma, continued
Continuous
Analyse
Root
5S
Improvement - Kaizen
Phase
Introductions
Date
Event
Content
Timing
16 Sept 11-1
Face to
Face
2 hours
2 Oct 12-13
Face to
Face
1 hour
2 Oct 13-14
Face to
Face
1 hour
21 Oct 11-13
Face to
Face
2 hours
28 Oct 11-12
Webinar
1 hour
10 Nov 11-12
Webinar
1 hour
17 Nov 11-12
Webinar
1 hour
25 Nov 11-13
Face to
Face
2 hours
28 Nov 9-10
Webinar
1 hour
11 Dec 12-14
Test
2 hours
What if?
In God
God We
We Trust,
Trust, The
The Rest
Rest Bring
Bring Data
Data .. .. ..
In
Six Sigma
A Practical Approach to Continuous Improvement
Show me
the data
Practical:
Emphasis on financial result.
Start with the voice of the customer.
Kaizen
Kaizen
is a Japanese word :
Benefits
Implementation techniques
Kaizen
Kaizen
Kaizen
Making it work
Ongoing Top Management commitment and support with a clearly articulated and
understood vision for the business
Strong focus on customers
Management by facts
Empowered and engaged workforce learning by doing
Seeing employees as part of the solutions and not causes of problems (No Blame!)
Involving all employees and training employees on teamwork and problem solving tools
Kaizen
Visual Management
Management and workers aware of elements that make quality, cost and delivery
successful
Analyze is the third phase in the 5-step DMAIC cycle used in Lean
and Six Sigma projects
This phase is all about identifying activities that create value, those
that create waste and the root causes of problems
The M (measure), A (analyze) and I (improve) phases are usually
iterative and not linear
A key step in this phase is to develop detailed current state maps
in order to identify VA (Value-adding) and NVA (non value-adding)
activities
We should also start doing some cause-effect analyses
Used for
Outputs
Process Maps
VA/NVA activities
Pareto Analysis
Prioritization
5 Whys
Root causes
Cause-Effect Matrices
Causal relationships
Root causes
Visualizing data
ANOVA
Analyse
Causes (x)
manpower
materials
method
Effect (y)
problem
statement
mother
nature
measurement
machinery
In Ohnos classic example (From his book on the Toyota Production System):
Why did the machine stop? There was an overload and the fuse blew.
Why was there an overload? The bearing was not sufficiently lubricated.
Why was it not lubricated sufficiently? The lubrication pump was not pumping
sufficiently.
Why was it not pumping sufficiently? The shaft of the pump was worn and rattling.
Why was the shaft worn out? There was no strainer attached and metal scrap got in.
Introduction to 5S
5S Philosophy
5S
Shine (Seiso) cleaning the whole place and doing this on a daily basis to maintain the
improvement
Sustain (Shitsuke) focuses on defining a new status quo and standard of work place
organisation (most difficult to achieve as human nature is to resist change)
5S
5S
Clean and Check cleaning the whole place and doing this on a daily basis to maintain
the improvement
Conformity standardising best practice in the work area involving employees in the
development of such standards
Custom and Practice focuses on defining a new status quo and standard of work place
organisation (most difficult to achieve as human nature is to resist change)
5S
Sort
How
Attach red tags to items not required and move to a holding area
5S
5S
Set in Order
How
Indicate quantity
5S
5S
Shine
How
5S
5S
5S
Standardize
How
Assign responsibilities
Train
5S
Sustain
How
Involvement of all
Redefine standards
5S