Black Belt - Path To Excellence

Welcome To…

The Lean Six Sigma Black Belt

Presented by e-Zsigma (Canada) Inc.
Canada’s Leader in Lean, Six Sigma and Innovative Practices

ABUNDANT CHALLENGES...
Healthcare Telecommunications
Wait times; rapid access to quality care Meeting changing customer expectation
Cost-effective, sustainable delivery Increased competition
platforms Asset and infrastructure management
Increased demand and aging population Speed to market: New technology &
Surge/capacity management & integration services
Integration of emerging technologies Increased revenue & reduced cost
Manufacturing Services
Global competition Cost management
Changes in exchange rates Information management
Margin erosion Security & privacy
Changes in customer demand patterns Sarbanes-Oxley and equivalents
Bringing new product to market E-Service
Availability of skilled labour Outsourcing & Off-shoring
Bringing new services to market
A “Balanced Scorecard” – transparency and
accountability

What are your challenges?

EVER-INCREASING CUSTOMER FOCUS
Organizations provide goods and services for customers – they
define needs, quality and price
Customer focus drives such questions as:
Why are we in business?
Where do we need to be in the future?
What is the source of our “Competitive Advantage”?
Customers bring alignment to cross-functional organizations:
What drives purchasing behaviour?
What is a defect; what constitutes value for the customer?

Lean Six Sigma; Deconstructing the Black Belt
Presented by e-Zsigma (Canada) Inc. September 10, 2010
www-e-zsigma.com

UNDERSTANDING CUSTOMER NEEDS
The “Voice of the Customer” (VOC) is the qualitative or
quantitative expression of the things that drive customer
satisfaction
In a commercial setting, VOC are all those things that drive
intent to purchase or repurchase (commitment)
VOC is the true customer voice – in the words of the customer
VOC needs to be constantly and accurately understood to
create Value

www-e-zsigma.com

QUANTIFYING NEEDS

I hope I don’t have
to wait too long to
see the doctor!

Quantitative: “total
minutes lapsed until
meeting the doctor”
Subjective: “Too Long”

5 September 10, 2010

MEETING TARGETS BASED ON CT’S?...
Capability to meet/exceed customer
expectation?
Reliability and stability of key
(process) inputs resulting in
predictable outcomes for
customers?
Need to “shift” the average?
Increase production rate/capacity
Reduce cycle time and cost

Need to reduce variation?
More “robust” processes
Less non-conforming results (eliminate defects)

6 Presented by e-Zsigma (Canada) Inc. September 10, 2010
www-e-zsigma.com

TWO POWERFUL APPROACHES…
Six Sigma & Process Variation Lean & Process Efficiency
• Describe variation! • Define customer value!
• Analyze it! Y = f(x) • Identify waste!
• Reduce it! • Eliminate waste!
• Control it! • Increase flow of value!

Example
• wait times
Reduced Reduced • cost
variation average • handling
• minutes, hours,
days…

After Lean
Before Lean
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27
Before 6S After 6S
Predictable, Controlled, Capable Efficient, High-Value, Low Cost

Breakthrough Improvement!
www-e-zsigma.com

MAXIMUM VALUE
In the past quality programs focused on meeting the
customer needs at virtually any cost, despite poor
internal processes. Although companies managed to
produce higher quality, costs escalated.
The result...hard to be competitive when costs are
too high!
The Lean Six Sigma Approach: Yielding higher profits
and maximizing value to the consumer, with high
quality products and services at the lowest possible
cost.
www-e-zsigma.com

LEAN & SIX SIGMA
LEAN
Patient/Customer Focused
A Paradigm Shift in the Way Value is Defined
5 Key Principles & Eight Associated Sources of Waste
A Value-Stream Based Approach: The “Flow” of Value (velocity)
Tools & Techniques to Improve Value Creation
Turn everyone’s “waste radar” on
Reduce or Eliminate the Inhibitors to Value Creation
Extremely Participative Problem-Solving , Event Driven, & Culturally Transforming
SIX SIGMA
Focus on process “problems”: Errors, Quality, Robust Process Design
Key to Success: Focus on Understanding Process Variation
Emphasis on data and analysis: Profound Knowledge!
Project-Centric: Well Defined Goals & Measurable Results
Rich & Diverse “Tool Box” for Analysis and Problem-Solving

“At e-Zsigma, we teach people to do Six Sigma and we CHANGE people to do Lean”

9 www-e-zsigma.com

WHAT IS LEAN?
It is an approach that shortens the lead-time from customer orders to
delivery of parts or service, using the least amount of resources (people,
equipment, money, materials, time, facilities, etc.) by focusing on
eliminating all forms of waste.
Lean is Customer Focused and Customer Driven. Every person in the
supply chain, both internal and external to the organization is the customer
of their upstream supplier. This creates a Pull System from the ultimate
customer all the way back through all of the linked processes in the supply
chain of products and services.
Lean is a way of thinking – not just the application of a series of
techniques. It is a whole systems approach that creates an environment
where everyone is encouraged to continuously improve processes,
products and services leading to higher levels of value-added activities.
Lean helps organizations reduce costs, inventory, defects and scrap, cycle
times and non-value-added activities, resulting in a more competitive,
profitable, agile and market-responsive organization.

www-e-zsigma.com

LEAN PRINCIPLES?
2. Identify & map
the Value Stream

1. Define value 3. Reduce waste
from the customer’s and improve
perspective flow

5. Pursue 4. Move from
perfection “push” to “pull”
from customer

www-e-zsigma.com

LEAN 101: DEFINING VALUE
Lean Thinking: Any process step, activity or task that transforms the deliverables of a
process such that the customer is aware of it AND is willing to pay for it is considered
value added. Value is always stated in the eyes of the customer.
© 1996 “Lean Thinking”, Womack & Jones
Healthcare? Any activity or task that moves the patient through the diagnosis,
treatment and prevention process, is performed correctly the first time, and the
customer and/or community is willing to pay/fund for that activity or task since it does
create value.
Public Service? Any process step, activity or task that transforms the deliverables of a
process such that the customer and the community is aware of it and is willing to fund
and/or pay for it is considered value added.
How do you or your organization define value? Because… If it is not value-added, then it
is waste (aka “Muda”)

12 www-e-zsigma.com

NON-VALUE ADDED: WASTE
Waste is defined as anything that does not add value
for the customer.

“Lean Thinking” requires an organizational
culture that is intolerant of all forms of
waste.

The goal of Lean is to banish waste.

www-e-zsigma.com

LEAN 101: THE EIGHT SOURCES OF WASTE
Inventory & Storage: Brochures/booklets printed, stored and perhaps becoming obsolete
(scrapped)
Waiting or Delays: Delay in getting security clearance for a new hire
Over-producing:
Transportation: The movement of people, equipment, materials etc between building, cities,
regions, provinces, etc
Motion: Poor office layout (departments) resulting in people having to move around to get their
regular work done
Errors/Mistakes: Missing or incorrect information on a form or application resulting in rework
and delays or even lost opportunity
Over-processing: Producing reports in advance of when the information is needed, or
information that may not be needed at all
Underutilized human capability: People working on non-value added (see above) and not
leveraging their talent and capability
9th Waste? Reprioritization

14 www-e-zsigma.com

LEAN 101: MAKING WASTE MORE VISIBLE
Process Flow Maps
Spaghetti Diagrams
Value Stream Maps
Cause and Effect Diagrams
Five “Whys?”
Pareto Charts
Workplace Organization
5S (Sort, Set, Shine, Standardize, Sustain)
Visual Workplace
Process Reports, Audits and Assessments

15 www-e-zsigma.com

LEAN 101: VALUE STREAM MAPS
Current State Value Stream Future State VSM

Kaizen events linked to (future state) VSM plan
Moving process towards the future state
Focus on optimizing customer value
www-e-zsigma.com

LEAN 101: THE KAIZEN EVENT

Planning Execution Follow-up

September 10, 2010

LEAN 101: WHAT IS KAIZEN?
Kaizen: “Change for the better”
Kaizen event: A focused, localized, intense, short-
term (rapid) project to improve a process
aka “Kaizen Blitz”
“Kaizen Bursts” are opportunities
identified on a Value Stream Map
Small-scale improvements are easier and faster
Risks are lower - typically have limited effect
The accumulated effect of many Kaizens can often be
greater than a single large improvement

www-e-zsigma.com

LEAN 101: THE 5S EVENT
1. Sort: Separate what is needed in the work area from what is not. Then…
get rid of what isn’t needed!
2. Set in order: Organize what remains – in the order that it is required for
the process or task
3. Shine: Clean and inspect the work area/workplace
4. Standardize: Standardize the cleaning, inspection,
and safety practices – make it part of the job
5. Sustain: Establish an environment, including audits and visual cues, that
ensure the culture of 5S “sticks”
Note: Lean organizations have a standard that any “tool” must be able to be found within X
seconds (example: 60 seconds). A tool can be a piece of equipment, a document, a file, etc.
necessary for the work to proceed and value to be created.

19 www-e-zsigma.com

EXAMPLE: THE 5S EVENT

20 www-e-zsigma.com

LEAN 101: VISUAL WORKPLACE
The Challenge: People not having access to the knowledge they need to do
their jobs effectively and efficiently. What tasks? What priority? What
target? The “correct” way? Which tools and where can I find them?
Waste: Searching, asking, waiting, retrieving, reworking!
Visual workplace: Providing vital information when and where it is needed.
Easily understood & unambiguous work instructions on what to do,
when, and how.
Tools and methods to easily and reliably identify process errors ad
omissions as quickly as possible - at the source.
Real-time performance feedback so employees know where they stand in
terms of meeting goals or targets.
Encourage alignment of activities across and up and down the
organization so that they congruent with strategic goals and objectives.
Promote and communicate cultural change in the organization,
specifically the lean evolution.
21 www-e-zsigma.com

EXAMPLE: VISUAL WORKPLACE

“Access to information and tools to do the job”
22 www-e-zsigma.com

LEAN 101: ASSESSMENTS & AUDITS
Creates accountability & encourages shared commitment for
performance
Tracking trends and (lean) improvement activities
“We measure our performance”: a part of our culture
“You can’t manage what you don’t measure”
Measures help control the processes
Metrics aligned to corporate goals and strategy
Ex. Customer survey data
Using & reporting the “wrong” metric
can be more damaging than having no
metric at all!

23 www-e-zsigma.com

LEAN 101: ELIMINATE WASTE BY…
• Reduction/elimination of batches • Five S – Visual Workplace
• Single piece flow • Quick Changeover
• Continuous flow • Standardized Work
• Improved process control • Andon System, Pitch
• Reduced process variation • Materials replenishment
• Faster reaction to problems • Kanban, FIFO
• Shorter lead times • Supermarket Pull System
• Reduced forecasts • Total Productive Maintenance
• Takt time and demand leveling • Cellular Design/Layout
• Just in Time • Work cells
• Touch once principle • Error Proofing
• “Pull” systems design • Kaizen improvement events

September 10, 2010
24

YOUR EXPECTATIONS FOR LEAN
Improved customer experience and satisfaction
Faster response to client needs
Increased job satisfaction & reduced stress for staff
Improved, standardized & repeatable processes that are more predictable
Reduction in Process Cycle Time
Ability to focus resources on more value-added activities
Improved asset utilization: people, equipment & technology
Improved flow through elimination of bottlenecks (delays) and constraints
(limiters)
Dramatic improvement in scheduling predictability – better process
management
Participative problem-solving
Engaging the people who know and do the work… the team
Recognition of the “human” side of lean and the need to manage change

25 www-e-zsigma.com

WHAT IS SIX SIGMA?
Six Sigma is a improvement approach that:
Focuses on issues that are critical to customers
Systematically identifies, reduces and eliminates causes of
variation, errors and defects that occur in key business
processes
By doing this, profitability is dramatically improved
Six Sigma is several things:
a measure of performance
a strategy for business improvement
a methodology for managing projects
a philosophy of eliminating defects

www-e-zsigma.com

SIX SIGMA: A FOCUS ON VARIATION
While Lean focuses on eliminating waste (NVA), Six Sigma tools
and methods focus on dramatic understanding and
management of process variation.

Eliminate errors & defects…
Minimize variation…

A Paradigm Shift…
“We are going to shift the paradigm from fixing products to
fixing and developing processes, so that they produce nothing
but perfection or close to it!”
Jack Welch, CEO, General Electric
GE’s launch of the Six Sigma
Management System, 1995
www-e-zsigma.com

SIX SIGMA 101: “Y IS A FUNCTION OF X”

The heart of “Six Sigma” thinking
The phrase “Y is a function of X" means that the value of Y (process
outcome) depends upon the value of x (process inputs), so Y can be
written in terms of X.
This philosophy has evolved into a robust, powerful problem-solving and
process improvement methodology used by hundreds of thousands of
organizations world-wide
Automotive, aerospace and manufacturing
Banking, insurance and financial services What sectors, if any, have not
Hospitality and service industries leveraged in some shape or form, Six
Government and public sector Sigma thinking and methods?
Healthcare

28 www-e-zsigma.com

SIX SIGMA 101: CAUSE & EFFECT

29 www-e-zsigma.com

SIX SIGMA 101: THE IMPORTANT QUESTIONS
1. Do I fully understand the customer requirements? 1
(Target and Tolerance)
2. How much variation is in the process I use to meet 2
my customer’s needs?
3. How well does my process meet my customer’s
needs? How often? What is the impact on Cycle 3
time? Safety? Customer Satisfaction?

4. What are the root cause(s) of the process variation? 4 Y = F(X1..Xi)

5. Can I reduce variation within the process to reduce
5
the defects? (If not, get a new process.)

6. Can I center the current process on target? 6
30 www-e-zsigma.com

SIX SIGMA 101: DMAIC APPROACH
Define… process improvement goals that are consistent with customer
demands and the enterprise strategy.
Measure… key aspects of the current process and collect relevant data.
Analyze… the data to verify cause-and-effect relationships. Determine
what the relationships are, and attempt to ensure that all factors have
been considered.
Improve… or optimize the process based upon data analysis using
techniques like Design of Experiments.
Control… to ensure that any deviations from target are corrected before
they result in defects. Set up pilot runs to establish process capability,
move on to production, set up control mechanisms and continuously
monitor the process.
Source: www.isixsigma.com

31 www-e-zsigma.com

LEAN SIX SIGMA 101: ROBUST “TOOL BOX”
Define Phase – Key Tools
•VOC (Voice Of the Customer) •Cost of poor quality •“Critical To” Tree (CT Tree)
Define •Project scoping and problem statement •Change management •High level process map
•Team identification •Project contract
Measure Phase – Key Tools
•Process Mapping (including SIPOC) •Control Charts Basics •Binomial Distribution Statistics
•Rolled Throughput Yield (RTY) •Measurement System Analysis •Graphical Analysis and Techniques
•Basic Statistics (MSA) •Data Collection Plan
Measure •Central Limit Theorem (CLT) •Process Capability •Failure Mode & Effects Analysis (FMEA)
•Cause and Effect (C&E) Matrix •Cause and Effect (C&E) Diagram

Analyze Phase - Key Tools
•Advanced Graphical Analysis •Statistical Analysis •Confidence Intervals
oMulti-Vari Studies oHypothesis Testing •Power and Sample Size
oMain Effects Plots Means
Analyze oInteraction Plots Variation
Chi Square
Non-normal data
oCorrelation Proportion Analysis of Variance
oRegression Counts Analysis of Means
Improve Phase - Key Tools
•Modeling Designs of Experiments •Robust Design of Experiments •Screening Design of Experiments
Improve •Response Surface Design of •Survey Design of Experiments •Multiple Regression
Experiments

Control Phase – Key Tools
• Process Control Plans • Mistake Proofing • Statistical Process Control
Control • Gage Control Plans • 5S • Business Case Simulation Exercise
• Preventative Maintenance Control Plans • Standard Operating Procedure

32 www-e-zsigma.com

PROCESS MANAGEMENT
All processes exist for the purpose of creating value
for the organization and its customers
How can something be of value if you don’t measure
it?
You Can`t...
manage what you don’t measure
control the outcomes of the things you value when you
don’t manage them
improve what you don’t measure

www-e-zsigma.com

PROCESS METRICS
Establish the difference between perception, intuition
and reality
Gather the facts for good decision making that will
provide the basis for sound implementation
Identify undetected problem areas/bottlenecks
Understand process- which ones are important and which
are not
Evaluate customer satisfaction and the link to key
processes
Process and cost correlation
“Translate a practical problem into a statistical problem,
find a statistical solution and then translate into a
practical solution!”
www-e-zsigma.com

LINKAGE TO CORPORATE OBJECTIVES
High-level Strategic Planning: Review Service Levels, back office process
and Voice of the Customer (VOC)
Business Priorities
High customer impact
Fastest or largest return
Critical to business success
Identify Key business issues – Where do opportunities exist?
Recognize operational processes affect profitability
Define what the critical to business processes are and technology driven
opportunities
Define the purpose and scope of everything that needs to get done:
Establish financial targets, customer impact, key milestones timelines
Create deployment plans for metrics, communications, team setting,
funding, training, facilitation, program management. Fill the gaps and
supply the tactical pieces only on areas you can’t supply yourselves.
www-e-zsigma.com

DEFINING A BLACK BELT
Accept and validate project mandate
A Black Belt is a fully Coordinate and improvement projects
trained Lean Six Sigma
expert who leads Applying the Lean Six Sigma
“Breakaway” project methodology
improvement teams, Train project team members
works projects, and
mentors trainees Provide analytical summaries and
interpretations to project team
Assist Champions in identification of
projects and preparation of
appropriate project mandates
Ensure project completion
Ensure projects are successfully
Lean Six transferred to process owners
Sigma
Project Coach and mentor Green Belts
Providing feedback to senior
management on project progress and
results

September 10, 2010

BECOMING A LEAN SIX SIGMA BLACK BELT

Black Belt

www-e-zsigma.com

COURSE OUTLINE: GB/BB BLENDED
Session 1 Objectives: Define, Measure & Analyze

Explain Lean & Six Sigma fundamentals (program and concepts)
Establish & manage a project team
Constructing a SIPOC and CTQ tree
Complete a process flow map
The eight sources of waste in lean organizations
Construct a Cause & Effect diagram
Use forced ranking tools prioritize information
Prepare a Pareto analysis
Design and execute a data collection plan
Perform a measurement system analysis
Apply basic statistics to describe process under review
Prepare & interpret a histogram
Complete process variability, capability and yield studies
www-e-zsigma.com

COURSE OUTLINE
Session 2 Objectives: Analyze, Improve & Control

Complete a Risk Analysis (FMEA, FTA)
Value stream mapping and value-added analysis
Process rationalization
Mistake-proofing
Rapid change-over (SMED)
Kaizen, 5S, standardized work and cellular design
Visual workplace and visual controls
Perform basic Hypothesis Tests (“t-Test”, “F-Test”, Chi-Square, etc)
Correlation & regression analysis
Perform basic Analysis of Variance (ANOVA)
Conduct a Simple Designed Experiment Note: Green Belt Program
Create and interpret basic Control Charts is now completed! Black Belts
Create and execute a process control plan continue to Session 3.
Successfully close a project
www-e-zsigma.com

COURSE OUTLINE
Session 3 Objectives: Analysis (advanced)

Having completed the equivalent of Green Belt training in the first two
sessions, participants will further explore the analytical tools that
are the earmark of Lean Six Sigma Black Belts. Students will have
spent a significant portion of this week exploring the advanced
statistical and analytical tools that will be leveraged for the
breakthrough process improvements they are looking for in their
projects.

Hypothesis testing (level II)
Managing non-normal data and data transformation
Probability models including Binomial & Poisson
Non-parametric studies
ANOVA & ANOM
www-e-zsigma.com

COURSE OUTLINE
Session 4 Objectives: Improve & Control (Advanced)
Design of Experiments (DOE)
Conducting Historical DOE's
Update process maps and associated metrics
Design control plans and supporting control charts
Prepare project recommendations & closing reports

Additional Topics Covered in Green Belt and Black Belt Programs
Roles & Responsibilities
Project Team Selection
Customer Focus
Project Management
Team Leadership
Change Management
Interviewing Techniques
Customer Surveys
Benchmarking
Successful Project Closure

www-e-zsigma.com

WHY ENROLL?
Expand your knowledge and skills in Lean Six Sigma
Look at opportunities, problems, root cause and solutions from a strategic
level.
Leverage your desire to help create an organization dedicated to process
improvement and the voice of the customer.
Become a change agent within your organization
Enhance your personal academic and business credentials and further
elevate your career
Comfortable and stimulating adult learning environment and facilities.
High quality instruction by world class practitioners.
Interactive learning environment, real life case studies, bonding with peers,
establishing friendships.

www-e-zsigma.com

COURSE DATES
16-Day Lean Six Sigma Black Belt
TORONTO SESSION:

Session 1: October 18 – 21, 2010
Session 2: November 15 - 18, 2010
Session 3: December 13 – 16, 2010
Session 4: January 17 - 20, 2011

Register Online: www.e-zsigma.com/s_34.asp
Register in person: 416.593.8026 or ljamischak@e-zsigma.com

www-e-zsigma.com

WHY E-ZSIGMA (CANADA) INC.?
Canada’s Pioneer in Lean Six Sigma for Training and Development

Industry Leader most widely accepted Canadian Certification

Lean Six Sigma BB Program considered among the highest

PDU's accredited by PMI

Recognized and highly-respected e-Zsigma brand.

Seasoned Lean Six Sigma instructors and professionals that have
hands-on project experience across a wide range of industry
sectors, spanning health care, government, manufacturing,
information technologies, telecommunications, financial
services, consumer goods and more.
www-e-zsigma.com

SUMMARY
A Lean Six Sigma approach has proven itself over and
over again, yielding high-impact, high-value benefits for
organizations.
The methods and tools establish a discipline for process
improvements that drive measurable financial results.
Most importantly, Lean Six Sigma helps create a
winning culture that is hungry for operational
excellence, and it creates leaders who are empowered
to align their business processes to the voice of the
customer.

www-e-zsigma.com

E-ZSIGMA SERVICES
PUBLIC SECTOR SPECIFIC TRAINING PROGRAMS
E-Zsigma has designed an 5-day Blended Lean Six Sigma for Public
Sector program tailored specifically for the Canadian Public Service
industry. This program is the first of its kind in Canada.
CUSTOMIZED SOLUTIONS
Our training programs can be customized to suit your needs and be
delivered at your location.
PROJECT MANAGEMENT & LEADERSHIP
Allowing our senior Master Black Belts to help you lead rapid and
highly successful lean six sigma improvement projects
E-LEARNING SOLUTIONS
We understand the hectic schedule of the healthcare professional.
Therefore we offer a comprehensive eLearning program designed to
meet your needs on your schedule.
46 www-e-zsigma.com

QUALITY CAMPUS

47 www-e-zsigma.com

YOUR EXPECTATIONS FOR LEAN SIX SIGMA
Improved patient experience and satisfaction
Faster response to patient needs
Increased job satisfaction & reduced stress for caregivers
Improved, standardized & repeatable processes that are more predictable
Between 20% and 60% reduction in Process Cycle Time
Ability to focus resources on more value-added activities
Greater than 50% Improvement in resource utilization
Improved asset utilization: people, equipment & technology
Reduced unit costs through increased capability
Improved flow through elimination of bottlenecks (delays) and constraints (limiters)
Greater than 30% gain in process capability
Dramatic improvement in scheduling predictability – better process management
Participative problem-solving
Engaging the people who know and do the work… the team
Recognition of the “human” side of lean and the need to manage change

48 www-e-zsigma.com

SO... WHAT’S KEEPING YOU UP AT NIGHT?

49 www-e-zsigma.com

THE 5W2H TOOL
Ask 5W questions & 2H questions to ensure you have
covered all the key information:

1. What is the problem?
2. Why is it a problem? Highlight the “pain”
3. Where do we observe the problem? (location, products)
5W
4. Who is impacted? (customers, businesses, functions)
5. When did we first observe the problem?

1. How did we observe the problem? Symptoms
2H 2. How often do we observe the problem? How many defects do we
observe? Magnitude and trend.

September 10, 2010
50

CLOSING REMARKS & DISCUSSION

Thank you for joining us today for this webinar and
we look forward to working with you in the future!

www-e-zsigma.com

Black Belt - Path To Excellence

Recomendados

Recomendados

Mais conteúdo relacionado

Último

Último (20)

Destaque

Destaque (20)

Black Belt - Path To Excellence