Lean Six Sigma Project

“Project Title”

Black Belt Name

Project Initiation Date: DD/MMM/YY
Measure Tollgate Date: DD/MMM/YY

Class C
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Agenda
• Project Charter Review •Process Capability
• Executive Summary •Quick Wins
• Swim Lane map •Financial Validation
• Value Stream Map •Measure Tools Summary
• Operational Definitions •Lessons learned
• Data Collection Plan •Next Steps
• MSA •Measure Storyboard
• Baseline Data •Measure Signoff
s u it y ou r project flow
da to
Modify agen o ols ar e m andatory
t all t
project – No

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Project Charter Validation
Business Impact
• Reduction of electrical fire incidences to 3 per
year will enhance plant reliability.
• We will also reduce fire related safety
incidences
Opportunity or Problem Statement
 Electrical system fire occurs, resulting in
production loss and plant equipment downtime
 In the last three years, we faced 17 fire
incidences in electrical systems, averaging 6
incidences per year

ha r te r s lid e from your

ject c
Goal Statement Insert the pro ga Project
te an d u p
Scopedate it
D e fin e phase toll • All equipment in the plant
• Reduce electrical fire incidences from 6 to 3 per
year
• Eliminate HT / LT cable fire incidences from
____ to zero

Project Plan
Team Selection
Define - July 22 to 26; Measure - Aug 26 to 30 • Bhavesh Mehta (Leader
Analyze - Sep 30 to Oct 4; Improve - Nov 4 to 8 • Subroto Banarjee (Sponsor)
• Rajendra Dhanani, Deepesh Gupta, Sumit
Control - Dec 9 to 13 Vandra, Chirag Parmar

3
Measure – Executive Summary
• Patients presenting a new prescription at the main pharmacy
are delayed before their prescriptions can be processed
because the prescriptions are not in CHCS
• The number delayed is extremely small, when compared with
the number of new prescriptions processed each month in
the main pharmacy; approximately 104 not in computer out
of 30,000 new prescriptions (0.34%).
• There is an opportunity for cost avoidance, however, the cost
is relatively small at less than $30,000 a year
• The major opportunity of this project is to avoid the risk of a
sub-group of patients experiencing a delay in obtaining their
medications or not receiving their medications at all.

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Swim Lane Map

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Value Stream Map

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 Operational Definitions
Metric Perf. Type Units Operational Definition
Measure
Y1 Cont. MT
Y2 Disc. Nos.
Y3 TAT Cont. Hrs Date & Time of Job card creation considered as the start time
QC closing date and time considered as end time
Holidays are included in the TAT time as per the current definition
For Outside Locations – start time is from creation of Job card ; logistics time not
considered
Any repair sent to Service City (L3 repairs) not included in the study of TAT

X1 Cont. Gpm
X2 Cont. Kg/cm2
F1 Cont. Baume
F2 Cont. ppm
P1 Disc. Type
P2 Disc. Attrib.
P3 Disc. Location
an b e c lu b bed with
This table c o n Plan”
“Da ta C o ll ec ti
T H E T I P S GIVEN IN
D
PLEASE REA E O F T HIS SLIDE
P A G
THE NOTES

7
Data Collection Plan
Performance Data Source How Will Data Who Will When Will Data Sample Stratification How will data
Measure and Location Be Collected Collect Data Be Collected Size Factors be used?

c a n be c lubbed with
This table efinition”
p er a ti o na l D
“O S G I VEN IN
DT H E T IP
PLEASE REA E O F THIS SLIDE
P A G
THE NOTES

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Measurement System Validation
Purpose:
To validate that the base line calculated for repeats does not have measurement system error

Process Steps:
Identified key process parameters for the measurement system
Performed reproducibility study for measurement system validation

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Measurement System Analysis

Data
b ute
tt r i
r A
Fo

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Measurement System Analysis
• The measurement systems are /are not acceptable. The data is considered to
have/not have potential for significant error.

Data
r ia ble
or Va
F

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Baseline Data

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Process Capability
 xxxdata points collected
between x and x
 Sample Mean is xx, St.
Dev. Is, the data is xxxx
distributed Control charts
indicate xxxx m ple
 Cpk & Ppk are xxxx
Sa
indicating that the process
is exceeding/meeting the
USL.
A CPU of xxx indicates the
current process is xxxx of
meeting needs. It also
means that the process is
xxxx for the requirement.

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Quick Wins & Rapid Improvements
• List the recommended quick improvements

T HE T I P S GIVEN IN
D
PLEASE REA E OF T H IS SLIDE
PA G
THE NOTES

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Financial Validation
• Financial impact of project
– Early Costs identified:
– Capital Investments Needed:
• Return on Investment (EBITDA)
– Revenues:
– Cost avoidance:
– Cost savings:
• Operational Benefits
– #1:
– #2:
– #3:

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Measure Phase Tools Summary
Tool Used Observations / Remarks
Process mapping/ VSM
MSA
Operational Definitions
Data Collection Plan
Basic Stats
nif ica n tly in fluenced
t sig
Process Capability List tools tha v e y o u an in sight
or ga
Histograms your decision O T be listed
– All n ee d N
Probability Plot, Normality Test
Pareto Analysis
Time Series Plot
Quick Hits using 5S, 7W, VA/NVA, SMED,
…
Control Charts

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Lessons Learned
• Application of Lean Six Sigma tools-
• Communications -
• Learnings from MSA -
• How quick wins were identified -
• Team contributions -

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Next Steps
• Activities for Analyze Phase
– Identify Critical X’s
– Identify Potential Root Causes Affecting Critical X’s
– Reducing the List of Potential Root Causes
– Root Cause Analysis
– Impact of Root Causes on Key Outputs (Y)
– Prioritized Root Causes
– Analyze Summary
• Planned Lean Six Sigma Tool use
– Basic statistical analysis
– Basic graphing tools

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Measure Storyboard
The Process (DMAIC) PROCESS: Loose Tools - Inventory Management & Requirements Planning
SUB-PROCESS: Loose Tool Stocktake

The process map was

Process
broken down into sub-
Mould Gear Delivery and
Determine loose Purchase loose Monitor delivery Loose tool Issue loose tools to Loose tool
Request for loose Produce drawings receipt of loose
tool requirements tools date Vs glass date manufacture Production stocktake
tools tools

processes that showed Conduct quarterly

stocktake on ‘New’ loose

key inputs/outputs and

Is variance Yes
tools SAP calculates
Freeze inventory in SAP Physically count stock Enter stock count in SAP Greater than Investigate variances
(should also be ‘Used’ in variances

Mould Shop
2%?
Stores, on machines, at
Suppliers) BVA BVA BVA BVA NVA
BVA
Outputs (y): Outputs (y): Outputs (y): Outputs (y):

VA/NVA activities helping

Outputs (y):
Outputs (y): - Frozen inventory in - Entered stock count in - Stock variances - Reason(s) for
- Stock count of ‘New’
- Stock count of ‘New’ SAP SAP Inputs (x): variances
Inputs (x):
Inputs (x): Inputs (x): Inputs (x): - Entered stock count in Inputs (x):
- ‘New’ loose tools
- ‘New’ loose tools - SAP inventory screen - Stock count of ‘New’ SAP - Stock variances

to highlight what activities

required greater focus.

Plant Business Services

Gain/Loss is
automatically receipted
Stocktake is processed End
in Profit & Loss
statement
BVA BVA

Measurements (DMAIC)
Outputs (y): Outputs (y):

The baseline measures for the 4

- Processed stocktakein - profit & Loss Statement

ple
SAP Inputs (x):
Inputs (x): - Processed stocktakein
- Entered stock count in SAP
SAP
- Stock variances

m
Australian Plants were: Inventory $9,739,000; Expenditure $8,449,000.
Sa

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 Measure Signoff
• I concur that the Measure Phase was successfully completed on dd/mmm/yy
• I concur the project is ready to proceed to next phase: Analyze

Enter Name Here Enter Name Here

Project Sponsor Black Belt/Green Belt/KL

Enter Name Here Enter Name Here Enter Name Here

Finance Rep. (Money Belt) Deployment Champion MBB/Consultant

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