Introduction to Lean Six Sigma

©RABEB BLAIECH EP. KALLEL

Learning
outcomes
1. Get familiarized with LSS
language & concepts

2. Understand LSS philosophy

3. Recognize LSS Roles

4. Recognize LSS methodology “DMAIC

 Plan

01 02
Lean Six Sigma overview LSS benefits
The brief history for the birth of LSS Benefits of LSS & when to use it

03 LSS roles
Understand the different roles in a LSS project
04 DMAIC
Initiation to LSS DMAIC tool
Lean Six Sigma overview
Appearance Story
 Brief History of Lean
1900’s 1990
Henry Ford TPS replication
Pionners flow
production a utilizes
1990 Sucees of TPS has
standard work in his Your Text Here created demand for
mass production You can simply greater knowledge
system. impress your about how to replicate
audience and add the system. The system
a unique zing and was first written about in
appeal to your
the machine that
Presentations.
changed the world

1800’s Mid 1900’s

Frederick Taylor TOYOTA 1996
Use of scientific method Kiichiro Toyoda, Taiichi Ohno, and Lean thinking
to improve efficiency & others at Toyota developed the Lean thinking fully
developed standard Toyota Production System TPS. introduced lean as
work. He also TPS places strong focus on the an improvement
experimented with time customer and empowering every methodology
and motion studies one in the organization to strive for
every day improvement “Kaizen”,
 •Lean brings us a strategy
for achieving significant
improvement in performance
through the continuous
elimination of ALL waste
“MUDA” of resources & time
in the total business process

•However, Lean techniques

alone cannot always deliver
the required level of process
capability

Lean Management
 Brief History of Six Sigma

Lean Six Sigma

1960’s-1970’s
Total Quality Control
SPC: Statistical
Process Control
02 04
03 2000
Lean Manufacturing
1980’s
1950’s ISO 9000
Statistical quality
control. 01 TQM: Total quality
Management
Deming 14 points Motorola’s Six Sigma
Methodology
 •Six Sigma gives us a
rigorous, structured
approach to reducing
product & process variability,
& significantly improving
process capability

•However, Six Sigma alone

cannot deliver continuous &
dramatic improvements in
process speed & flexibility

Six Sigma
Integrated approach: Lean Six Sigma
LSS

Lean Six Sigma

Reduces Waste. Reduces variation

Lean Six Sigma “LSS”

• A customer focused approach reducing waste & variation
• Uses a wide variety of tools
• Prioritize improvement activities
• Team based approach
• Data driven approach
Six Sigma
A set of techniques used to improve production process of
companies in order to reach the quality level required.

Identify process to improve

Reduce the variance of quality

Satisfy customers with constant quality

 6 Sigma dans la vie courante

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11
What is a process?
Lean Six Sigma benefits
Improvement/Tools/Functions involved/when to use?
How LSS help us improve
Key elements that LSS brings to organisations
Tools used in LSS
 Which business function needs it?
 Any process that:
- Produced an output Quality
- Has downstream customers Service
(either external or internal)
Administration
Manufacturing
 Significant returns are
Design
possible
Sales
Purchase
Lean Six Sigma roles
 Green Belt role profile
To deliver agreed benefits to the business

Via the implementeation of structured process improvment activities

Sponsored by line management

DMAIC
D(define), M(measure), A(Analyse), I(Improve),
C(Control)
 Key characteristics of DMAIC
- Using a data driven approach to problem solving and to finding the true root causes of
complex problems;
- Making sure that solutions are locked in so that improvement are sustained;
- Ensuring that the problem is fully understood before jumping in to solution generation;
- Providing teams with a structured framework for developing and testing solutions before
they are imposed on the customer and the business

Define
D Identify project goals and customer (internal & external)
requirements Your Text Here
Measure
M Measure current performance of the product/process
Your Text Here

Analyse
A Identify & verify the root cause(s) Your Text Here

Improve
I
Your Text Here
Identify, pilot & implement verified solutions

Control
C
Ensure the improvements are systemized and sustainable
 When we use LSS?
- A gap between - A gap between - New product or
current and required current and required process to set up. We
performance performance use in this case the
- The cause of the - The cause of the DCOV
problem is already problem is not
understood understood
- The solution is - The solution is
already appearent unkown

Just Do It LSS DFSS

25
 Learning outcome N°1
Understand LSS philosophy !
To ensure that you were able to reach this objective of this introduction to Lean six
sigma you are kindly invited to watch the explicative video
Good Luck!
 Learning outcome N°2
Understand the birth of Lean Six Sigma!

To ensure that you were able to understand the Lean six sigma benefits you are
kindly invited to do the activity N°2 on Mural: Meli Mélo mindmapping
Good Luck!
 Learning outcome N°3
Get familiarized with LSS language & con-
cepts!
To ensure that you were able to reach the first objective of this introduction to Lean
six sigma you are kindly invited to do the activity N°3: Guess & win

Good Luck!
 1
• Define Phase

2
• Measure Phase
Next 3
• Analyse Phase
chapters • Improve Phase
4

5
• Control Phase

29
Chapter 1: Define Phase

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30
 • What is the aim of the define
phase?
Aim

Chapiter 1: • Project « Scoping »

• Identify & understand customer
Define Step
s
• Project set up

Phase
App • Jungle case
licat
ion

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DMAIC
Define project scope & identify project goals and
customer (internal and external) requirements.

Define phase is the first step of DMAIC project. It’s objectif is to

define the project framework and scope:
- Establish project objectives;
- Focus on the process leading to the project achievement
- Identify & recruit the improvement team

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Define phase- Process steps
durée: entre 2 et 3 semaines

Understand
•
•
Project charter
Problem statement
customers • RACI
• Commitment plan + Eliott
• Y=f(x) • VOC Kemp matrice = stakeholder
• Pareto • Affinity Diagram analysis
• SIPOC • CTQ tree
• In/out of frame tool • L’analyse KANO

Project scope project set up

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33
 Project Charter
• Concise summary of key project
information
• Useful communication tool
• Documents initial problem statement
• States goals & objectives
• Defines project scope
• Details roles & responsibilities
• Sets out project plan & milestones
• Identifies costs & benefits
• Signed by Project Sponsor
• A key output of the ‘Define’ phase

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Enoncé du problème: une brève description du problème

Elle contient:
- Quel est l’élément mesurable qui ne Exemple:
fonctionne pas bien ou comme 10% de toutes les pompes à carburant
prévu fabriquées dans la cellule 5 échouent au
- Portée du projet test de fuite et doivent être retravaillées.
- Taille du problème (en utilisant des Cela a coûté 20 000 £ en frais de travail
données factuelles) refait (rework) au dernier trimestre
- Impact du problème

- Quel est le problème?

- Pourquoi c'est un problème?
- A quel moment le problème se pose?
- Le problème porte sur : la qualité, les coûts, la sécurité, la
livraison, la morale ou le management?
- A quel endroit le problème se pose?
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 Project objective should

• Address the performance issue in the problem

statement
• Quantify the expected performance
improvement
• Specify expected timing for project
completion
• Always includes the statement: “reduce
defect from _____ to _____ by ____ (date)”

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Projet objectif

Setting an appropriate objective is important to:

 Define Project completion success
 Focus the team effort
 Ensure proper financial analysis

Consider the following when choosing an objective:

 Needs of the customer

Benchmarking
 Needs of the business
 Mini workshop
Réduire au minimum le pourcentage de
défauts dans l’article X durant les 3
prochains mois 1 Une attente de 10 mn en moyenne Une longue durée d’attente dans la
devant le guichet N° 3 qui a engendré station d’essence qui expose les clients
ces 3 mois 30 plaintes de la part de nos à des services non sollicités par des
Réduire le temps d’attente de 50% dans grands clients 4 tiers (laver les vitres, vente de
la chaine n°2 durant les 6 prochains mouchoirs …) 7
mois. 2 Réduire les commandes défectueuses à
3% 5

15% des commandes enregistrées sur Automatiser le système Remplacer l’employé responsable du
notre système contiennent au moins un d’enregistrement des commandes pour mauvais enregistrement des
défaut, ce qui entraîne des niveaux réduire à 2% le nombre de commandes commandes pour réduire à 2% le
élevés de plaintes de la part de nos contenant un défaut dans 5 mois. nombre de commandes défectueuse
clients 3 dans le mois qui suit. 8
6

Classez les métaplans en 2 colonnes selon s’il s’agit d’un énoncé de problème ou

39
objectif, Ensuite trouvez l’intrus dans chaque catégorie
©ÉLABORÉ PAR HABIBA ZAAFRANE SAHNOUN & RABEB BLAIECH
 Not sticking to the facts
 Assigning a cause
Assigning blame
Offering a solution
Not making the problem statement measurable

Common pitfalls

©ÉLABORÉ PAR HABIBA ZAAFRANE SAHNOUN & RABEB BLAIECH 40

Project scope
Many projects initially feel like “The Rock”:
 “Improve product quality”
“Reduce costs by 20%”
 “Improve on time delivery”
 “Reduce errors”
“Improve customer satisfaction”

Flow down the problem to manageable projects

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project Scoping tools

Y = F(X) -IN/OUT OF - PARETO - SIPOC

CASCADE FRAME ANALYSIS

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42
 The y = f(x) concept
 The outputs (Y’s) of a process are dependent on its inputs (X’s)
This is summarised as ‘Y = f(X)’

If we can control the inputs, we can achieve a consistent

output

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Y = f(X) lies at the heart of Lean Six Sigma

The critical element is to flow down from the concept to ensure we have a project where
we can identify the SPECIFIC X’s for the process

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 Developing the Y = f(X) cascade to scope projects
1.What key issue are we trying to improve? (the ‘Y’) – i.e. what is the problem, or
what is the business goal? Developing the Y = f(X) cascade to scope projects
2.What are the key contributory factors? (the X’s) – identify these using data &/or
team experience
3.Which of these factors is the most significant? – focus on this key factor (it
becomes the 2nd tier ‘Y’)
4.How can this key factor be broken down? – identify the sub-factors using data &/or
team experience
5.Which of these sub-factors is the most significant? – focus on this key sub-factor (it
becomes the 3rd tier ‘Y’)
6.How can this key sub-factor be broken down?

Continue the cascade until you have a manageable

project

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 Flights to Leave on
Schedule

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 Using Pareto Analysis as a scoping tool
When multiple improvement opportunities exist the team must ensure it works on the ones
that have the greatest impact

A Pareto chart is tool for setting

priorities
• 80-20 rule
• Separate the “vital few” from the
“trivial many”
• Rank order frequency of defects
• Apply resources where potential
impact is greatest
• Cost / value aspect

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Pareto Analysis benefits
They are most commonly used to prioritize root causes, but they can also be used to
prioritize problems.

“Pareto chart will help us to separate the vital few from the trivial
many”

©ÉLABORÉ PAR HABIBA ZAAFRANE SAHNOUN & RABEB BLAIECH 49

 How to use it?
 Uses discrete data

The bars indicate the frequency or

count of poor ratings for each
category. The corresponding scale for
the bar is on the left.
 The line indicates the cumulative
percent from left to right.
The corresponding scale for the
cumulative percent line is on the
right.
 The Pareto chart is always arranged
by frequency, with the most frequent
on the left (Most frequent to least
frequent ).
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example of a Pareto diagram of workplace
injuries in a manufacturing facility
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 In/Out of scope
tool
 Write down elements on Post-It
notes
 Draw a large circle on a flip
chart to indicate project
boundaries
Stick the notes inside the circle
if ‘in scope’
 Stick the notes outside the
circle if ‘out of scope’
Review & reconcile with project
sponsor & process owner

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Example: purshasing car

53
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 SIPOC Map benefits
Always draw a SIPOC map of the process before attempting to draw the detailed process
map

Enables the team to see the ‘big picture’

Clarifies exactly what is the process to be mapped
 Establishes the boundaries for the detailed process map
 Prevents “scope creep”
Reinforces process thinking rather than ‘silo’ thinking
 Ensures customer focus
Identifies if team has correct membership
 Can be used to prioritize areas requiring improvement focus
Can prepare additional SIPOC Maps for complex process steps
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 SIPOC
templates

https://www.lucidchart.com/pages/t
emplates/process-map/sipoc-diagra
m-template

 https://sipoc.info/templates/ (word
& Excel)

https://www.isixsigma.com/tools-te
mplates/sipoc-copis/sipoc-diagram/
(PDF & PPT)

https://slidemodel.com/templates/si
poc-template-for-powerpoint/

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Application : Jungle Case
Section 1 et 2

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Problem statement & objectives

TOTAL 19 555

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Appropriate scope tool: Pareto Analysis

PARETO MISSED DELIVERIES

PARETO TABLE
ANSWER

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Problem statement and project objective - Refined

Problem Statement
On time delivery performance of Standard delivery is currently at 58% (42% miss the required delivery slot)
against a target of 95%
Goals and Objectives
To improve on time delivery performance from 58% to 95% within 6 months (enter date from start of
project)
In Scope
Standard delivery, all order types, phone and internet orders, all UK countries, process steps from fulfilment
to order ready for delivery
Out of Scope
Express, Named Day, Silver and Gold delivery, Republic of Ireland deliveries, process steps receipt of
customer order and delivery of package to customer

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 Financial
benefits
Every 1% improvement in business performance will result
in £5,000 per year in increased profit for the company.
Improving performance from 58% to the target of 95% will
result in a 37% improvement and a financial saving of £185k
per annum.

61
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 Identifying
Customer
Requirements
- VOC
- CTQ tree
- KANO

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 The VOC
Process
1. Identify customers
2. Collect verbatim VOC data
3. Translate into CTQs
4. Prioritise the CTQs
5. Agree operational definitions

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 Who are our customers?
Customers are the people, companies or other departments who receive an output
from the process

External Customers: the final recipient of the product or service

 Internal Customers: other processes/departments who receive the output(s) of the
process you are focused on improving
Other Stakeholders: the people who work within the process or interact with the
process should also be considered

We collect the ‘Voice of the Customer’ (VOC) to understand the needs & wants of
each customer group

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Affinity Diagram to identify themes

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What is a CTQ?
 Critical To Quality characteristics (CTQs) are key measurable characteristics of a
product or process whose performance standards must be met in order to satisfy the
customer
 It is important to identify the CTQs for your project in order to ensure that the
improvement effort is linked to a critical issue that affects customer satisfaction
 You identify project CTQs as an early step in DMAIC projects & typically focus
on one or two CTQs to determine ways to improve a process or product

CTQs are measurable characteristics that reflect the Voice

of the Customer requirements

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Example – CTQ Tree
Need Drivers CTQs/Specification

General
Specific
Hard to measure Easy to
measure
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 Prioritising customer needs
Prioritise CTQs
Rank CTQs according to customer’s priorities to
focus on what is most important to the customer
Methods to use
 If possible do this work with the customer not just
the team
 Not all CTQs will be carried through the project …
it is necessary to decide on the key ones
Use Kano analysis

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 Using the Kano Model to prioritise customer needs

 You must deal with any basic requirements

(Must Be’s) that your product or service does
not deliver. If these are not right then it does
not matter how well you do on the other
features or options
 Performance features need to be evaluated
into how much you can afford to include in
your product or service, depending upon its
budget, premium or niche
 If you have delighters in your product or
service, continue to develop them, but don’t
forget that these are the
least important!

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Step 5: Operational definitions & describing CTQs
 If measurements are to take place
with respect to a CTQ it is essential
that the CTQ can be adequately
described & communicated
Often an ‘operational definition’
for the CTQ is produced -a way of
unambiguously describing what is
entailed in meeting that CTQ
(defect or non-conformance free)
Operational definitions always
need checking such that their
interpretation is consistent &
adequately represents the CTQ

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Pay attention! Each improvement has to be
profitable
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 Eliott
RAICI Gantt
Kemp
Matrix Diagram
Matrix

Setting up the project: Main tools

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RACI Chart

Only ONE person can be

accountable!

©ÉLABORÉ PAR HABIBA ZAAFRANE SAHNOUN & RABEB BLAIECH 73

Constructing a RACI chart

WHO DOES WHAT ROLE

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Example
of RACI
Chart

©ÉLABORÉ PAR HABIBA ZAAFRANE SAHNOUN & RABEB BLAIECH 75

 ELLIOTT KEMP
MATRIX
Understanding who your key
stakeholders are is essential for
any Change Project Leader.
Key stakeholders are those
with sufficient power and
influence and who are
interested or concerned enough
about your project to be able to
support its success or cause its
failure.
An Elliott Kemp matrix is
simply a four box model that
can be used to chart the position
of all project stakeholders and
highlight the key stakeholders.

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76
 Project Planning
Having a project or program plan
Early identification of hold-ups
At strategic level identifies
project interactions
At execution level optimises
project team productivity
Use risk analysis tools – Gantt
charts – Excel – Red / yellow /
green

©ÉLABORÉ PAR HABIBA ZAAFRANE SAHNOUN & RABEB BLAIECH 77

Chapter 2
Measure

©ÉLABORÉ PAR HABIBA ZAAFRANE SAHNOUN & RABEB BLAIECH 78

Understanding value
Research has shown that value-adding activities are typically less than 5% of
product/service lead time

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Value Add vs Non Value Add Activities

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What are the 8 Wastes? TIMWOODS
Transportation Inventory

Motion Waiting

Overproduction Overprocessing

Defects Skills (Unused)

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82
 Timeline: Key definitions

 Takt Time
 Cycle Time
Delay Time
 Value Stream Lead Time
The cycle time ratio

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 Takt time
 Takt time defines the rate of output
to meet customer demand
 Producing faster than the required
rate creates waste of overproduction

• Takt will change if customer demand

changes
• Takt Time will change if available time
changes

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Cycle time
 The time it takes to process one unit from
when it is picked up until when it is set down
(assuming it is worked on without
interruption)
 Could be calculated by: stop watch, observer
…

Difference between takt time and cycle

time

85
©Élaboré par Habiba ZAAFRANE SAHNOUN & Rabeb BLAIECH
©Élaboré par Habiba ZAAFRANE SAHNOUN & Rabeb BLAIECH 86
Lead time
Is the time between a customer order
and the delivery of that order.

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 Delay time
 The time the product / work unit is in delay between process steps

 For some manufacturing processes it is possible to estimate delay time from the count
of inventory as follows:

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Value stream lead time (Non Value Added)
Value Stream Lead Time: the time from release of a product / work unit into a
process until it exits the process (process delay time + process cycle time)

Process delay time + Process cycle

time

©ÉLABORÉ PAR HABIBA ZAAFRANE SAHNOUN & RABEB BLAIECH 89

 The cycle time ratio (CT Ratio)
or value added ratio
 CT ratio represents the percentage of time that is spent actually working on the
product, compared to the total time the product spends in the process
 It is calculated using:

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 91
Introduction to Value Stream Mapping (VSM)

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 What’s a VSM?
 The value stream includes all the activities of all the companies involved in the
supply of a product or service to their ultimate customer
 To map the value stream we need to map all the activities, both value adding and
non-value adding process

If you do not understand the big picture and all its inter-relationships,
… how do you know what needs to be improved,
… much less, in what sequence to improve them?

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 When do we use it and why?
Value Stream Mapping is a high level mapping tool that can be used in:

can be used in the Define and/or in the Measure Phase In the Improve phase the
Phase for project scoping to capture the current state Future State Value Stream
in more detail Map will be generated to
represent the new and
improved process

©ÉLABORÉ PAR HABIBA ZAAFRANE SAHNOUN & RABEB BLAIECH 93

VSM
Example

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 How to draw a VSM: Understanding the mapping
icons

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 Start with customer information

Process steps and data

VSM Current State process data

drawing Count inventory

steps Supplier information

Internal Information flow

Add timeline

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Evaluating the current state map

Some things to look out for:

 Long value stream lead time
Poor cycle time ratio &/or value added ratio
Queues of work in progress between process steps
Significant variations in demand &/or cycle times
Too few (or too many) staff to deal efficiently with peaks & troughs in customer
demand
Secondary processes (whether official or unofficial)
Lengthy checking/approval steps (possibly including external authorities or third
parties)

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Jungle case VSM

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Chapter 3
Analyse

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Aim of analyse phase
Identify the cause of the
problem;
dentify potential sources of
variation/waste

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 Root cause analysis tools

Process analysis Fishbone Diagram 5 whys Graphical analysis tools

Flow chart diagram  Pareto Analysis

Swim lane chart

 Pie Charts

 Box Plot
Spagetti diagram

 Scatter Plots
Process analysis
Review process maps and identify key issues .Typical problems include:
• Bottlenecks
• Non-value adding steps
• Duplication of process steps
• Different methods used by different people
• Multiple inspection points
• Key process risks
• Rework loops

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 Flow chart
Process Mapping is a step-by-step breakdown of a
specific process.
This should include every step, every decision, and all
documentation in a process.
 This tool is used to dig your team deeper into a
process and better understand how each step impacts
the issue you are facing.
 Process Mapping is commonly known as flow
charting, so it uses common flow chart symbols:

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 Swim lane flow chart
Swim Lane Process Mapping is a
process map formatted to show what
person or group executes each step.
This can be done vertically or
horizontally. The map will resemble
swimming lanes – one for each
person or group

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 Spaghetti chart
A Spaghetti Diagram is used to track the movements of individuals or materials in a
given area. These diagrams are purely a visual tool for evaluating

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 Fishbone = Ishikawa = cause & effect diagram
This cause analysis tool is considered one of the basic quality tools. The fishbone
diagram identifies many possible causes for an effect or problem. It can be used to
structure a brainstorming session. It immediately sorts ideas into useful categories.

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FISHBONE DIAGRAM PROCEDURE
Write the categories of causes as
branches from the main arrow.
Agree on a problem statement
(effect). Brainstorm all the possible causes of
Material needed
Write it at the center right of the flipchart or the problem. Ask "Why does this
whiteboard. Draw a box around it and draw a
horizontal arrow running to it. happen?" As each idea is given, the
Marking pens and flipchart facilitator writes it as a branch from
or whiteboard Brainstorm the major categories of the appropriate category. Causes can
causes of the problem. be written in several places if they
relate to several categories.
1. Methods /process Again ask "Why does this happen?"
2. Machines
3. Material about each cause. Write sub-causes
4. Manpower branching off the causes. Continue to
5. Measurment
6. Mother nature ask "Why?" and generate deeper
7. Management levels of causes. Layers of branches
indicate causal relationships.
When the group runs out of ideas,
focus attention to places on the chart
where ideas are few.
Example: Error during visual test
5 whys method

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 5 whys example (1)

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Example 2: The Washington Monument was disintegrating…

1.Why? Use of harsh cleaning chemicals.

2.Why? To clean pigeon poop (can’t have one of our
nation’s most powerful symbols covered in crap, can
we?)
3.Why so many pigeons? They like to eat spiders and
there are a lot of spiders at the monument.
4.Why so many spiders? They like to eat gnats and
there are lots of gnats at the monument.
5.Why so many gnats? They are attracted to the lights
that are turned on at dusk to illuminate the
monument.
Solution: Turn on the lights after dusk via timer / photocell
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