Lean Six Sigma Green & Black Belt - English version E-Book

ir. H.C. Theisens

• Herausgeber: Van Haren Publishing
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 184

Veröffentlichungsjahr: 2021

Beschreibung

You can find many different books on Lean Manufacturing or Six Sigma. This book is different because it addresses the relation between Lean and other improvement methods that have been proven to be successful over the past decades, such as TQM, Kaizen, TPM and Six Sigma. These methods, tools and techniques have been united in the ‘Continuous Improvement Maturity Model’ (CIMMTM). CIMM is an open standard and is maintained by the ‘Lean Six Sigma Academy’ (LSSA). The framework describes the process of Continuous Improvement from a very early stage through to delivering World Class products and services. The CIMM framework connects Lean, Six Sigma and other improvement methods. The framework incorporates the best practices, methods and techniques of process improvement, quality management and new product development. The framework also connects the so-called ‘Hard’-elements of process improvement and the so-called ‘Soft’-elements of organizational development and change management.

Leseprobe

Title:

Lean Six Sigma Green & Black Belt140 Exercises and Rationals

Series:

Climbing the Mountain

Author:

ir. H.C. Theisens

Publisher:

Van Haren Publishing, ’s-Hertogenbosch, www.vanharen.net

Edition:

Second revised edition9789492240385 / 9789401809825NUR 100

Copyright:

© Van Haren Publishing

All rights reserved. No part of this book may be reproduced in any form or by any means, electronic, photocopying or otherwise, without the prior written permission of the publisher.

Portions of information contained in this book are printed with permission of Minitab Inc. All rights reserved. MINITAB® and all other trademarks and logos for the company’s products and services are the exclusive property of Minitab Inc. All other marks referenced remain the property of their respective owners. See minitab.com for more information.

The structure of this book is based on the LSSA® Skill set (rev 3.2, 2021) and the Continuous Improvement Maturity Model – CIMMTM. You have the permission to share and distribute this model in its original form by referencing the publisher and author, (LSSA®, Theisens et. al., 2021).

Printed in the Netherlands.

Content

HOW TO USE THIS BOOK

1    WORLD CLASS

1.1    CONTINUOUS IMPROVEMENT

1.1.1    History of Lean and Six Sigma

1.1.2    Lean principles

1.1.3    House of Quality

1.1.4    Eight types of Waste

1.1.5    CIMM–framework

1.2    CUSTOMER VALUE (VOC & CTQ)

1.2.1    CTQ – Nursing home

1.2.2    CTQ – Implementation organization

1.2.3    CTQ – Ball bearing on shaft

1.2.4    CTQ–Flowdown – Baking pancakes

1.2.5    CTQ–Flowdown – Hotel room

2    POLICY DEVELOPMENT AND DEPLOYMENT

2.1    POLICY DEVELOPMENT

2.1.1    Mission, vision and core values

2.1.2    Competitive strategies

2.1.3    Cost of Poor Quality

2.1.4    Strategy (BB)

2.2    POLICY DEPLOYMENT

2.2.1    Change management

2.2.2    Stakeholders and project board

2.2.3    Stakeholder analysis

2.3    COMPETENCE DEVELOPMENT

2.3.1    Learning organization (BB)

2.3.2    Effective communication (BB)

3    PROJECT MANAGEMENT

3.1    MANAGING A PROJECT

3.1.1    Project prioritization

3.1.2    Project charter

3.1.3    Motivating and involving project members

3.1.4    Project delay

3.1.5    Project risks

3.2    PROCESS IMPROVEMENT ROADMAPS

3.2.1    PDCA–roadmap

3.2.2    SCRUM–elements

3.2.3    DMAIC–roadmap

4    CIMM LEVEL I – CREATING A SOLID FOUNDATION

4.1    PROFESSIONAL WORK ENVIRONMENT

4.1.1    5S – At the office

4.1.2    5S – On a computer

4.1.3    5S – Activities

4.1.4    5S – Gemba walk

4.2    STANDARDIZED WORK

4.2.1    Standard Operating Procedure – Paper plane folding

4.2.2    One point lesson

4.3    QUALITY MANAGEMENT

4.3.1    Effective process control methods

5    CIMM LEVEL II – CREATING A CONTINUOUS IMPROVEMENT CULTURE

5.1    VISUAL MANAGEMENT

5.1.1    Visualization in the workplace

5.2    PERFORMANCE MANAGEMENT

5.2.1    Ohno Circle

5.2.2    Root cause analysis

5.3    BASIC QUALITY TOOLS

5.3.1    Affinity diagram – Students

5.3.2    5–Why technique – Problem solving

5.3.3    Ishikawa – Pizza complaints

5.3.4    Cause & Effect matrix – Baking pancakes

EXCEL

5.3.5    Scatter plot – Electronic system

5.3.6    Pareto chart – Customer satisfaction

5.3.7    Bar chart – Corona

5.3.8    Bar chart – Top

5.3.9    Bar chart – CPU2000

5.3.10       Pie chart – Flashlight production

5.3.11       Time series plot – COVID–cases

5.3.12       Time series plot – Meatballs

5.3.13       Histogram – Meatballs

5.3.14       Histogram - Welfare

5.3.15       Boxplot – Coffee pods

MINITAB

5.3.16       Stacking columns

5.3.17       Transposing columns

5.3.18       Subset data using a formula

5.3.19       Merge text from columns

5.3.20       Pareto chart – Call center

5.3.21       Bar chart – Call center

5.3.22       Pie chart – Nutritional supplements

5.3.23       Time series plot – Marketing

5.3.24       Line plot – Department store

5.3.25       Histogram – Distribution center

5.3.26       Histogram (with fit and groups) – Camshaft

5.3.27       Box plot – Health survey

5.3.28       Interval plot – Hotel

5.3.29       Marginal plot – Lifestyle products

5.3.30       Visualization of data – Demographic data

6    CIMM LEVEL III – CREATING STABLE & EFFICIENT PROCESSES

6.1    PROCESS MAPPING

6.1.1    SIPOC – Baking Pancakes

6.1.2    Flowchart – Flashlight production

6.1.3    SIPOC – Pancakes in detail

6.2    PERFORMANCE METRICS

6.2.1    Takt time – Flashlight production

6.2.2    Takt time – Fines

6.2.3    Lead time – Letters

6.2.4    Lead time – Applications

6.2.5    First Time Right (FTR) and Rolled Throughput Yield (RTY)

6.3    BASIC STATISTICS

6.3.1    Scale types

6.3.2    Mean and median

6.3.3    Variance, standard deviation and range

6.4    VALUE STREAM ANALYSIS

6.4.1    Three M’s and eight Wastes

6.5    REDUCING MUDA (WASTE)

6.5.1    Waste identification – Logistical process

6.6    REDUCING MURI (OVERBURDEN)

6.6.1    Work in process – Penny Fab (BB)

6.7    REDUCING MURA (UNEVENNESS)

6.7.1    Kanban – Lego injection molding

6.7.2    Heijunka – Applications for innovation subsidy (BB)

6.7.3    CONWIP – Surface treatment (BB)

6.8    VALUE STREAM IMPROVEMENT

6.8.1    SMED – Quick changeover

6.9    PROCESS AND QUALITY CONTROL

6.9.1    Process FMEA – Baking pancakes

6.9.2    Poka Yoke – Practical examples

6.10    TOTAL PRODUCTIVE MAINTENANCE (TPM)

6.10.1    OEE – Bread maker

6.10.2    OEE - Medicine packaging (BB)

7    CIMM LEVEL IV – CREATING CAPABLE PROCESSES

7.1    STATISTICS

7.1.1    Probability theory – Tossing dice

7.1.2    Probability theory – Vase with marbles

7.1.3    Population versus sample

7.1.4    Sampling methods

7.1.5    Sample – Without replacement

7.1.6    Multi Vari – Metal sintering (BB)

7.1.7    Power – Spindles

7.1.8    Power – Logistic center (BB)

7.2    DISTRIBUTIONS

CONTINUOUS DISTRIBUTIONS

7.2.1    Probability plot – Entrance exam

7.2.2    Normal distribution – Briquettes

7.2.3    Normal distribution – Espresso

7.2.4    Normality test – Medicine

7.2.5    Weibull – Process time

7.2.6    Lognormal – Income distribution (BB)

7.2.7    Probability plot – Income tax (BB)

DISCRETE DISTRIBUTIONS

7.2.8    Binomial distribution – Boys versus Girls

7.2.9    Binomial distribution – Leak tightness

7.2.10       Binomial distribution – Quotations

7.2.11       Binomial distribution – Screws

7.2.12       Poisson distribution – Helpdesk

7.2.13       Central Limit Theorem

7.3    MEASUREMENT SYSTEMS

7.3.1    Measurement procedures and systems

7.3.2    Measurement Systems Analysis – Laboratory

7.3.3    Attribute Agreement Analysis – Blood eggs (BB)

7.4    HYPOTHESIS TESTING AND CONFIDENCE INTERVALS

7.4.1    Confidence interval – Shaft diameter

7.4.2    Confidence interval – Ball bearings

7.4.3    Confidence interval – Referendum

7.5    TESTS FOR MEANS, VARIANCES AND PROPORTIONS

7.5.1    Test for means – Lead time subsidy application

7.5.2    Test for means – Fill volume

7.5.3    Test for means – Cable tensile strength

7.5.4    Test for means – Spindle diameter

7.5.5    Test for means – Student height

7.5.6    ANOVA – Blood coagulation research

7.5.7    ANOVA – Typing speed

7.5.8    ANOVA – Beer consumption

7.5.9    Test of proportions – Unbiased coin

7.5.10       Test of proportions – Call center

7.5.11       Paired comparison – Distribution center

7.5.12       Chi–square test (Contingency table) – Flower bulbs

7.5.13       Chi–square test (Goodness or Fit) – Boys and Girls

7.6    CORRELATION AND REGRESSION

7.6.1    Regression analysis – Plant growth

7.6.2    Regression analysis – Fishermen

7.6.3    Logistic regression – Challenger case (BB)

7.7    PROCESS CAPABILITY AND PERFORMANCE

7.7.1    Process capability – Cable diameter

7.7.2    Process capability – Fill weight ointment tubes

7.8    DESIGN OF EXPERIMENTS (DOE)

7.8.1    Full Factorial – Cycling experiment

7.8.2    Fractional Factorial – Circuit boards (BB)

7.9    STATISTICAL PROCESS CONTROL (SPC)

7.9.1    Xbar–R control chart – Camshaft

7.9.2    I–MR control chart – Supplier

7.9.3    P & NP control chart – LCD screens

8    CIMM LEVEL V – CREATING WORLD CLASS PRODUCTS

8.1    PRODUCT LIFECYCLE MANAGEMENT (PLM)

8.1.1    Product lifecycle (BB)

8.1.2    Durability (BB)

8.2    DESIGN FOR SIX SIGMA

8.2.1    Design for Excellence (BB)

8.3    FOURTH INDUSTRIAL REVOLUTION

8.3.1    Industry 4.0 (BB)

RATIONALS

1    WORLD CLASS

1.1    CONTINUOUS IMPROVEMENT

1.1.1    History of Lean and Six Sigma

1.1.2    Lean principles

1.1.3    House of Quality

1.1.4    Eight types of Waste

1.1.5    CIMM–framework

1.2    CUSTOMER VALUE (VOC & CTQ)

1.2.1    CTQ – Nursing home

1.2.2    CTQ – Implementation organization

1.2.3    CTQ – Ball bearing on shaft

1.2.4    CTQ–Flowdown – Baking Pancakes

1.2.5    CTQ–Flowdown – Hotel room

2    POLICY DEVELOPMENT AND DEPLOYMENT

2.1    POLICY DEVELOPMENT

2.1.1    Mission, vision and core values

2.1.2    Value strategies

2.1.3    Cost of Poor Quality

2.1.4    Strategy (BB)

2.2    POLICY DEPLOYMENT

2.2.1    Change management

2.2.2    Stakeholders and project board

2.2.3    Stakeholder analysis

2.3    COMPETENCE DEVELOPMENT

2.3.1    Learning organization (BB)

2.3.2    Effective communication (BB)

3    PROJECT MANAGEMENT

3.1    MANAGING A PROJECT

3.1.1    Project prioritization

3.1.2    Project charter

3.1.3    Motivating and involving project members

3.1.4    Project delay

3.1.5    Project risks

3.2    PROCESS IMPROVEMENT ROADMAPS

3.2.1    PDCA–roadmap

3.2.2    Scrum-elements

3.2.3    DMAIC–roadmap

4    CIMM LEVEL I – CREATING A SOLID FOUNDATION

4.1    PROFESSIONAL WORK ENVIRONMENT

4.1.1    5S – At the office

4.1.2    5S – On a computer

4.1.3    5S – Activities

4.1.4    5S – Gemba walk

4.2    STANDARDIZED WORK

4.2.1    Standard Operating Procedure – Paper plane folding

4.2.2    One point lesson

4.3    QUALITY MANAGEMENT

4.3.1    Effective process control methods

5    CIMM LEVEL II – CREATING A CONTINUOUS IMPROVEMENT CULTURE

5.1    VISUAL MANAGEMENT

5.1.1    Visualization in the workplace

5.2    PERFORMANCE MANAGEMENT

5.2.1    Ohno Circle

5.2.2    Root cause analysis

5.3    BASIC QUALITY TOOLS

5.3.1    Affinity diagram – Students

5.3.2    5–Why technique – Problem solving

5.3.3    Ishikawa – Pizza complaints

5.3.4    Cause & Effect – Baking Pancakes

EXCEL

5.3.5    Scatter plot – Electronic system

5.3.6    Pareto chart – Customer satisfaction

5.3.7    Bar chart – Corona

5.3.8    Bar chart – Top

5.3.9    Bar chart – CPU2000

5.3.10       Pie chart – Flashlight production

5.3.11       Time series plot – COVID–cases

5.3.12       Time series plot – Meatballs

5.3.13       Histogram – Meatballs

5.3.14       Histogram – Welfare

5.3.15       Boxplot – Coffee pods

MINITAB

5.3.16       Stacking columns

5.3.17       Transposing columns

5.3.18       Subset data using a formula

5.3.19       Merge text from columns

5.3.20       Pareto chart – Call center

5.3.21       Bar chart – Call center

5.3.22       Pie chart – Nutritional supplements

5.3.23       Time series plot – Marketing

5.3.24       Line plot – Department store

5.3.25       Histogram – Distribution center

5.3.26       Histogram (with fit and groups) – Camshaft

5.3.27       Box plot – Health survey

5.3.28       Interval plot – Hotel

5.3.29       Marginal plot – Lifestyle products

5.3.30       Visualization of data – Demographic data

6    CIMM LEVEL III – CREATING STABLE & EFFICIENT PROCESSES

6.1    PROCESS MAPPING

6.1.1    SIPOC – Baking Pancakes

6.1.2    Flowchart – Flashlight production

6.1.3    SIPOC – Pancakes in detail

6.2    PERFORMANCE METRICS

6.2.1    Takt time – Flashlight production

6.2.2    Takt time – Fines

6.2.3    Lead time – Letters

6.2.4    Lead time – Applications

6.2.5    First Time Right (FTR) and Rolled Throughput Yield (RTY)

6.3    BASIC STATISTICS

6.3.1    Scale types

6.3.2    Mean and median

6.3.3    Variance, standard deviation and range

6.4    VALUE STREAM ANALYSIS

6.4.1    Three M’s and eight Wastes

6.5    REDUCING MUDA (WASTE)

6.5.1    Waste identification – Logistical process

6.6    REDUCING MURI (OVERBURDEN)

6.6.1    Work in process – Penny Fab (BB)

6.7    REDUCING MURA (UNEVENNESS)

6.7.1    Kanban – Lego injection molding

6.7.2    Heijunka – Applications for innovation subsidy (BB)

6.7.3    CONWIP – Surface treatment (BB)

6.8    VALUE STREAM IMPROVEMENT

6.8.1    SMED – Quick Changeover

6.9    PROCESS AND QUALITY CONTROL

6.9.1    Process FMEA – Baking pancakes

6.9.2    Poka Yoke – Practical examples

6.10    TOTAL PRODUCTIVE MAINTENANCE (TPM)

6.10.1    OEE – Bread maker

6.10.2    OEE – Medicine packaging (BB)

7    CIMM LEVEL IV – CREATING CAPABLE PROCESSES

7.1    STATISTICS

7.1.1    Probability theory – Tossing dice

7.1.2    Probability theory – Vase with marbles

7.1.3    Population versus sample

7.1.4    Sampling methods

7.1.5    Sample – Without replacement

7.1.6    Multi Vari – Metal sintering (BB)

7.1.7    Power – Spindles

7.1.8    Power – Logistic center (BB)

7.2    DISTRIBUTIONS

CONTINUOUS DISTRIBUTIONS

7.2.1    Probability distribution – Entrance exam

7.2.2    Normal distribution – Briquettes

7.2.3    Normal distribution – Espresso

7.2.4    Normality test – Medicine

7.2.5    Weibull – Process time

7.2.6    Lognormal – Income distribution

7.2.7    Probability plot – Income tax

DISCRETE DISTRIBUTIONS

7.2.8    Binomial distribution – Boys versus Girls

7.2.9    Binomial distribution – Leak tightness

7.2.10       Binomial distribution – Quotations

7.2.11       Binomial distribution – Screws

7.2.12       Poisson distribution – Helpdesk

7.2.13       Central Limit Theorem

7.3    MEASUREMENT SYSTEMS

7.3.1    Measurement procedures and systems

7.3.2    Measurement Systems Analysis – Laboratory

7.3.3    Measurement Systems Analysis – Blood eggs (BB)

7.4    HYPOTHESIS TESTING AND CONFIDENCE INTERVALS

7.4.1    Confidence interval – Shaft diameter

7.4.2    Confidence interval – Ball bearings

7.4.3    Confidence interval – Referendum

7.5    TESTS FOR MEANS, VARIANCES AND PROPORTIONS

7.5.1    Test for means – Lead time subsidy application

7.5.2    Test for means – Fill weight

7.5.3    Test for means – Cable tensile strength

7.5.4    Test for means – Spindle diameter

7.5.5    Test for means – Student height

7.5.6    ANOVA – Blood coagulation research

7.5.7    ANOVA – Typing speed

7.5.8    ANOVA – Beer consumption

7.5.9    Test of proportions – Unbiased coin

7.5.10       Test of proportions – Call center

7.5.11       Paired comparison – Distribution center

7.5.12       Chi–square test (Contingency table) – Flower bulbs

7.5.13       Chi–square test (Goodness or Fit) – Boys and Girls

7.6    CORRELATION AND REGRESSION

7.6.1    Regression analysis – Plant growth

7.6.2    Regression analysis – Fishermen

7.6.3    Logistic regression - Challenger (BB)

7.7    PROCESS CAPABILITY AND PERFORMANCE

7.7.1    Process capability – Cable diameter

7.7.2    Process capability – Fill weight ointment tubes

7.8    DESIGN OF EXPERIMENTS (DOE)

7.8.1    Full Factorial – Cycling experiment

7.8.2    Fractional Factorial – Circuit boards (BB)

7.9    STATISTICAL PROCESS CONTROL (SPC)

7.9.1    Xbar–R control chart – Camshaft

7.9.2    I–MR control chart – Supplier

7.9.3    P & NP control chart – LCD screens

8    CIMM LEVEL V – CREATING WORLD CLASS PRODUCTS

8.1    PRODUCT LIFECYCLE MANAGEMENT (PLM)

8.1.1    Product lifecycle (BB)

8.1.2    Durability (BB)

8.2    DESIGN FOR SIX SIGMA

8.2.1    Design for Excellence (BB)

8.3    FOURTH INDUSTRIAL REVOLUTION

8.3.1    Industry 4.0 (BB)

How to use this book

Many excellent books have been written on Lean and Six Sigma. However, just reading the books will not give you the skills to use the techniques successfully. You can develop these skills by making exercises. This book contains 140 exercises and rationals and is therefore a valuable addition to any theoretical Lean and Six Sigma course. Even experienced Lean Six Sigma specialists can use this exercise book to improve their practical skills. Finally, this book is useful for trainers and teachers who provide training within their own organization or in education.

The structure of this exercise book is based on the 'Continuous Improvement Maturity Model' (CIMM). CIMM is an open standard which is maintained by the Lean Six Sigma Academy (LSSA). This framework describes the process of continuous improvement from the initial phase to the delivery of products and services at the level of ‘World Class’. The CIMM framework connects the different methods and encompasses the most commonly applied techniques in the field of problem solving, continuous improvement and new product development.

This exercise book is a supplement to the textbook ‘Climbing the Mountain’ by H.C. Theisens. Together, these books form the basis for developing yourself in the beautiful field of problem solving and continuous improvement. The book contains examples from multiple sectors. However, all exercises can be made without having prior knowledge of a certain sector.

To make the exercises in this book, both Excel and Minitab are used. The data files required for the exercises can be downloaded from the website of the LSSA: www.lssa.eu.

If you only want to practice with Lean, it is sufficient to make the exercises in chapters 1 to 6 only. Six Sigma topics are covered in Chapter 7. The exercises that only need to be completed by Black Belts are indicated by ‘(BB)’.

1    World Class

1.1    Continuous improvement

1.1.1    History of Lean and Six Sigma

Various methodologies are applied within the process of operational excellence, continuous improvement and new product development. Each of these methodologies has its own origin, principles and field of application. These different approaches are combined in the CIMM framework.

Briefly describe the origin of the following methodologies and their field of application:

a)   Kaizen.

b)   Lean.

c)   Six Sigma.

d)   Agile.

1.1.2    Lean principles

Liker describes 14 principles that are applied within Toyota. These are divided into four sections:

1.    Base your strategy on a long–term philosophy.

2.    The right process will produce the right results.

3.    Add value to the organization by developing your people and partners.

4.    Continuously solving root problems drives organizational learning.

5 of the 14 principles are summarized below:

•    Base management decisions on a long–term philosophy, even at the expense of short–term financial goals.

•    Create a continuous process flow to bring problems to the surface.

•    Build a culture of stopping to fix problems, to get quality right the first time.

•    Respect your extended network of partners and suppliers by challenging them and helping them improve.

•    Go and see for yourself to thoroughly understand the situation (Genchi Genbutsu).

a)   Discuss in small groups the meaning of these principles and which of these principles are present within your own organization.

1.1.3    House of Quality

An organization’s strategy can be visualized by a ‘House of quality’. The roof of the house visualizes the goals of the organization. The foundation of the house describes the values and principles as well as conditions for continuous improvement. The house has two pillars. One pillar is about optimizing the process and the other pillar focuses on preventing quality. The center is about the culture in the organization.

a)   Draw a House of Quality on a sheet of paper or whiteboard and name as many elements from your own organization as possible.

1.1.4    Eight types of Waste

Within Lean, identifying and eliminating Waste is one of the most important activities.

a)   Name the eight types of Waste.

b)   Name at least one example of your own department or activities per Waste.

1.1.5    CIMM–framework

The Lean Six Sigma training aims to teach all employees how to recognize opportunities and how to work on improvement in a structured way. It's about the continuous, never– ending, process of eliminating waste and improving the quality of products and services to be among the best in the world.

Lean originated around 1950 within Toyota. A definition of Lean is difficult to give because, in addition to Toyota's own ideas, it is also an integration of a number of philosophies. Six Sigma was developed by Motorola in 1980 and later became known for the successes of General Electric

a)   Within your group, discuss the differences between Lean, Six Sigma, Kaizen and Agile.

b)   Indicate which techniques are applied in your organization at the different CIMM levels.

1.2    Customer value (VOC & CTQ)

1.2.1    CTQ – Nursing home

The residents of a nursing home complain to the director that the nursers have so little time for a simple chat. The director checks with the employees whether this is correct and gets a lot of irritated faces. They shout: “We have to keep track of all kinds of things and that means we don't have enough time for the real work. We seem to work more like an administration office than in healthcare”. The director decides to do something about this and wants to reduce the administrative burden for nursers by 20%.

a)   What is the CTQ of this project?

1.2.2    CTQ – Implementation organization

A government organization receives many complaints from inhabitants calling for information. In particular the complaint: “I am being sent from pillar to post” is an absolute pain point. Further research shows that it is indeed common for customers to have more than one contact with this organization before the correct information is provided. The director of this organization decides to take action and starts an improvement project.

a)   You as a Green Belt are asked to lead this project. The director asks you to define the CTQ for this project. What is your proposal?

1.2.3    CTQ – Ball bearing on shaft

In an assembly process of a lawn mower, a ball bearing must be mounted on a shaft at some point. It turns out that many problems arise here, because sometimes the ball bearing does not fit on the shaft. It is not clear whether the problem is the diameter of the shaft or the diameter of the ball bearing.