MY Tame) am) (eT) Green Belt training programme PMc Bes iWES ealb ell Lr ied Ametric that demonstrates quality levels at 99.99967 per cent performance for processes © Metric Benchmark benchmark for product and process capability on a quality basis eA ere tC Uy 0} Tool Sigma is a etter in the Greek alphabet Appractical application of statistical ‘tools’ to help measure, analyze, improve, and control the processes Acommitment to customers to offer the highest quality, reduced cost products Commitment Tere eel eod: e) rad Cera ET SCE Peg Coury ——l View processesimeasures Astatistical measure of @ completely from a customer point of view Continual improvement Integration of quality and daily work Satisfying customer needs profitably process's ability to meet customer requirements (CTOs) Process Sigma= 68 equates to 3.4 defects per million opportunities ‘The Greek symbol ‘sigma’ which means standard deviation is a measure of variationPMU are eile} & In 1980, Motorola -Survival faced survival problem with fierce Japanese competition i 'CEO Bob Galvin — was Maal | determined not to loose the | parental company Motorola chien eget Pate onsen er oe KPO tet ni ie ed th APE ean Cope ME oma, Hs Evolution of Six Sigma-Motorola / | Bill Smith’s solution was to reduce defects from 30,000 ppm to 3 ppm(in eight years ) The goal was 68 per cent improvements for every employee every year, in all units of Motorola (10 fold improvements every two years).Ae Test ER sal) { There was a strong emphasis on training with The return was Global benchmarking with Bandit programmeSpecie) Six Sigma is a disciplined, data- driven approach and attracts Meaney cy defects in a process...from manufacturing to transactional, and from product to service.Six Sigma - Its significance 98.930 per cent 99.99966per cent i good (3.8 Sigma) good (6 Sigma) 20,000 lost articles of mail/ hour ‘Seven articles lost per hour Unsafe drinking water for almost 15 (One unsafe minute every seven minutes each day months 5,000 incorrect surgical operations 41.7 incorrect operations per week per week ‘Two short or long landings at most (One short or long landing every five major airports each day pa 200,000 wrong drug prescriptions sechivea 68 wrong prescriptions per year No electricity for almost seven hours ‘One hour without electricity every 34 each month yeas eatynmyteinema atom inti ttc nei aang aman. asie 19 The paradigm shift Speed + Cost ll Quality Cost y the cause not the effect ‘ta inn Renan emt PMG ho nent NOG nl cap WM hf Quality Cur tel Speed +eM AVE Rorss / | Traditional view Japanese view s° * 8 So " Quality Sigma and PPM are correlated W sixsigma Part per Million (PPM) 308000 66800 6210 230 3.4 Sr reer sure uae sie E nT AQAAAqDUM ec Re hess Lr) 000000 0000 ce) 10000 1000 ort tee - 100 ° 10 - 1 2 3 4 5 6 7 Sigma scale of measures e229, ean Rete emt nner tml OuFPS er nee naam GH Cpe GH Why Six Sigma? Tord 20 Percent of 15 sales 10 5 f——__} _J___{__{ —__ PPM 3 2336210 66807 308537 5000000 SIGMA 6 5 4 3 2 1MME Rt aii? Sweet fruit - Six Sigma - 6s Bulk of fruits process characterization - ae Low hanging fruits - 3s Logic and intuition quick hits - 280 @ Pe Moe, eS Ee Se en ace ea re Ce 2a a eon nd Pt gn at at we PME HG UG es. Euh 18 champion (Ml) Master lack Bett [Black Belt + Leadership: + Teach 60 + Lead 6c project + Leam/Use 60 overall initiative teams Tools + Mentor black * Project funding belts + ‘Measure/analyze’ + Work on Six and resources Sigma Projects + Monitor BB + ‘Improve/control’ + HR: rewards and projects + Part of The Job recognition + Work on ‘pipeline’ projects + Aresource pool“Eighty-five percent of the reasons for failure to meet CH Tm ede C ae Li related to deficiencies in systems and process... rather than the employee. The role of management Is to change the process rather than badgering Cree ComeCe ot laMs is applied on pain problem areas of the organisation for improvements. Following approaches are adopted: For existing process For new processDMAIC Vs. DMAD' Dens Pct err Per) Cee) Cnt Measure Measure Analyse Analyse DMADV ouAlGl (OFSS) Design Improve Verity Controt 20 Define a) Selection of performance characteristics critical in meeting customer requirements | Measure | Creation and validation of a measurement system r) Analyse Identification of sources of variation from the performance objectives Improve | Discovery of process relationships and establishment of new procedures | Control . ee Monitoring of implemented improvements to maintain gains and help ensure corrective actions are taken when necessaryDUNN tel= [olen Define Initiate, scope and plan the project Measure Understand customer needs and specify the CTOs Analyse Develop design concepts and high-level design Design Develop detailed design and control/test plan Verify Test design and implement full-scale processes 24a meant han mere PMS nts PCa Ea AB 22 rege Cony emer 1, What are customer expectations of the process 2. What is the frequency of defects? 3. Why, when and where do defects occur? 4, How can we fix the process 5. How can we make the process stay fixed?eri Y [2 Is Levels of mapping Mapping guidelines. a orm ry ool CT roles SEMI Ere nerrmec ttn nt nt a cne ENR enee 28 DMAIC Methodology Define Measure Analyze Improve Control GS &2 £2 es DB + Translate customer + The business case + Business ‘needs into specific, requirements. + Problem and ‘process mapping {goal statament + Project scope + Milestones + Team roles wt ge eee nd wih Gino Spin CE Meno, noe 5Gather VOC em S and devel pare ce + List your customers + Review existing VOC data + Define customer segments Decide on what to collect + Narrow the lst of customers + Use appropriate too's to gather VOC. = Surveys = Interviews = Beacustomer = Focus group = Customer observation = Uistening posts = Competitive comparison + Collect data jomer's requirements determines quant SE mn Pot PS tp er i NPS tigen ME an, nae Gather VOC crea eed Se eT ere ee etre + Organise all customer data + Translate VOC to specific needs + Define CTOs for needs + Priorse CTOs + Contain problem if necessaryLow interest ate Variable terms Allcharges clesrly stated Pay back when | want No prepayment penalties! charges Pre-approved credit ANT a eee Easy aplication cy access to capital Quick decision CCan apply over phone Know status ofan ‘uring apptcation now status of oan (post-approval) reference i bank customer Translating VOC into CTQs voc ee coe Wal come to my facity ‘Available outside ‘normal business hours ‘Avalable when | need totak Responsive to my call ‘Talkto one person eras Knowedgeable reps Professional Friendly Make me feel comfortable Patient during process. SCI} ere) Knows about my finances Knows about my business Makes finance suggestions Cares about my business. Has access to experts Provides answers to questions Calls if problems arse eeeExample: Translating VOC to CTQs + "You take too much time in getting back to me!” Neer} + “These forms are too cumbersome!” + Quick response Get + User friendly forms: ory + Process tum around time ot more than 10 minutes. aah + Form <2 pages and < 10 Validate CTQ minutes to complete rae see See IC CR EOL (ae a cTQs Prioritising CTQs — Kano model Satisfaction Dolighters Free upgrades Individual movies and games Special staf attention/services: ‘Computer plug-ins (power sources) = ‘Seat comfort Quality of refreshments Friendliness of staff Baggage speed reef Functional Dysfunctional Safe arrival Accurate booking Baggage arrives with passenger 99 per cent system uptime Dissatisfaction Kano model helps to prioritise our efforts towards satisfying Cueising CTQs — Kano model Kano modelitheory: + The Kano theory helps prioritise teams improvement efforts after needs and CTOs have been established. The team should refrain from translating CTQs to the Kano model but rather have customer VOC verify where the need/CTQ should feature using the model + For some customer needs, customer satisfaction is proportional to the extent to which the product or service is fully functional + The horizontal axis indicates how fully functional a product/service is; and the vertical axis indicates customer satisfaction + Itis to be expected over a period of product lfe cycle that (the product) could shift from being a delighter to 2 one dimensional to a must - be (eg., invention of TV) Identify ‘Must be’s’ affecting CTQs feria Coa)Bigger Ys Voice of Voice of F whe uatomer the eareoler = Key output metrics that are 3 x aligned with the strategic A Emeka scaltojocves ofthe buses. 3 big provide a dee messie r Or bisiness perermance 3 Process Ys° i Y ks 7 Key output metrics that v ‘summarise process performance y Project Y~ “ ‘ “ Key project metric defined x X x From the customer perspective ‘Any parameters that influence the ¥ Real kage between projects and bi ar Tce Acn isa document that provides purpose and goals for an improvement teamEa one Rear cig Es + Explanation of why to do ths project + Description ofthe problem/opportunity and ‘objective in clear, concise and ‘measurable terme + People, expectations, responsibilities, Charter + Key stops and dates to ca + Process dimensions, achieve goal co avaliable resources: Elements of a project charter ‘note? Vina re ne oundanes? In scope! ‘oa scope? “The problem statement x sa deserpon of wat Is wrong and where? = seams . . . oes proeet“Y" ‘mats the improvement Key miostones! Ink to business 67 tam seeking to achive? ‘ieinesidtaes pian Cone eeu caso) opportunity iy » > > Cas statement ‘Start wih aver @ 9, duce eliminate, conto, nrease) wo are the key rescureos 7 Foous of project oye time, accuracy, ec) \Wrat wl be the es of BBS! “Target by 80 ger cent by 75 per cet) {GBsiSponsorNBB's Deaatne ‘zie mm eptonsPanee smo ett UC oo lesbians KPHC non Cnn APUG Wh se 37The business case Why is this project worth doing? Why is it important to do now? What are the consequences of NOt doing this y project? What activities have higher or equal priority? _ How does it fit with business initiatives and targets? some a8 Sete Problem or Opportunity statements The purpose of the problem statement is to describe what is wrong The goal statement then CTR are) improvement objectiveMe eS us rey ta eels) teh = What process will the team focus on? Definition of the improvement, the team is seeking to accomplish Typically starts with a verb (reduce, eliminate, control, increase) Tends to start broadly - eventually should include measurable target and completion date Must not assign blame, presume cause, or prescribe solution! What is to be defined? The problem statement: What is problem/improvement scope with baselines and directions of improvements? What is expected savings/loss? The goals and objectives- Targeted improvements, directions, deadiines, progress measures Milestones- as per the DMAIC cycle — major checkpoints and target completion dates Roles and responsibilities, resource estimates- GB, BB, champions, time commitments ete.PR ue lars Problem definition & What is the problem? + Undesirable effect + Gap between the desired and actual 5 + Problem area/drudgery/cumbersome activity + Leads to rework S308 mama meth nb an hi APG ent 2 Rly ee cutis Cc Is the problem based on observation (fact) or assumption (guess)? » Does the problem statement prejudge a root cause? Can data be collected by the team to verify and analyze the problem? Is the problem statement too narrowly or broadly defined? » Is a solution included in the statement? Would customers be happy if they knew we were working on this?aoa ty + What process will the team focus on? + What are the boundaries of the process we are to improve? + Start point? Stop point? + What resources are available to the team? + What (if anything) is out of bounds for the team? + What (if any) constraints must the team work under? + Whats the time commitment expected of team members? + What will happen to our ‘regular jobs’ while we are doing the project? In frame/out frame - Project scoping tool Draw a large square ‘picture frame’ on a flip chart (or use tape on ‘metaphor to help the team identify what falls inside the picture of th out. This may be in terms of scope, goals, and roles ll) and use this, project and what fallsSample project charter Cr Prete me ‘Accounts Payabls Process fr Walasla usoes cave Frotamopporunty Sttarent aan ety rate Sa simcre eye cence Feeney | sn pact on the TAT aa resus n rower, reat | | Project 70 Detate Process CTO8 ue us taet Pret Traaaton Plane Se ee ce ake Garithos Eni Processing Proper tanber ‘ores ta roc erst or ln a aad pond au pm anders Duco’ 28? Prec entones “uae fetattale TG Roce Oe Project Coreen js Chare Sgn Want seen Pret Beats Estate Name Approver Resource Member | Interested party | Time commitment He Tt x 2hoursamonth viv t x | 2hous ammonth ‘Venkata x | 4 hours a week Bal x | ours a week Hema x |/aours a week MY CFO. a x “aur a month Sioned ee eee) Hard gains | Unit | Amount | Assumptions Soft gains Unit | I End customer satisfaction t ‘Soma nerease - Enpioyee satsfacton | ShurhocersattoctonG.R.PI. checklist - This tool is based on a simple model for team formation. It challenges the team to consider four critical and interrelated aspects of teamwork: Goals, roles, processes and interpersonal relationships. It is invaluable in helping a group become a team. G.RP.I Checklist Low High Goals How clear and in agreement are we on the mission and goals of ourteamproects? 1 2 3 4 §& Roles How well do we understand, agree on, and full the roles and responsibilities for our team? 192 3 4 5 Processes To what degree do we understand and agree on the way weil approach our project and our team? (Procedures and approaches forgetting our project work done?For «= 1 = 23 OS running our team?) Interpersonal ‘Ase the relationships on our team working well so far? How is ourlevel ofopenness, 1 2 3 4 5 trust, and acceptance? ‘cu oa. manned Penna lhe KPE tent ans KN aon NC eh snes Uses: An excellent organising tool for newly-formed teams or for teams that have been underway for a while, but who have never taken time to look at their teamwork. Ideally, this tool should be used at one of the first team meetings. It can and should be updated as the project unfolds. Steps: + Distribute copies of the check lst to all team members prior to a team meeting, Invite team members to add details/examples on each of the four dimensions of the check list. Ask each team member to bring his/her completed checklist to the team meeting. + Atthe team meeting discuss and resoive issues related to the check list. + Share certain aspects with champion/functional leader if appropriate. + Option: When there is considerable disagreement or tension within the team environment, team members can choose to complete the questionnaire individually and tur it in to a neutral party who will collate the data and give it back to the team in an aggregate fashion (thus protecting the anonymity of individual team members).Expanded version of the tool: Useful when a more detailed look at team elements is required. + Purpose and outcomes ‘We understand and agree on our project mission andthe desired outcome (vision). + Customer and needs ‘We kono the project eakeholders ar, what they aque, and why tis projects realy needed, + Goals and Deliver ‘Weave lentes specie, measurale and pcrtized project goals and deliverables inked 10 out business goa + Projet scope defiition ‘We understansagres on what nour feu proect soe an asks, The project scope is ‘set. * Roles and responsibilities |Wenave defined and agreed on our ees, reeponsbities, required hile, and resources or ou project + Authorty and Autonomy ‘Ourteam lear on he dares ofauhortlompowerment we have to mest our project mission How would you rate the degree to which your team presently has clarity, agreement and effectiveness on the following GRPI-related elements? oS 50% | 100% + oiial suedess factors We know and ae focussing on he key factors needed to meet the projet goals and mission Weave an elective gome plan tofolow that incudes the ight aes clearly dened assiones, + Monitoring and measures Weave a efecve montore process and spectc metrics inked to progress and goals + Scheduleimlestonos Weave detined ou project schedule and know what the phases and miestones are operating agreement fehave defied shared expectation, agreed and folowed guidelines for how out together. + Interpersonatteam \Wenave te necessary relatonehipe, ust, opemness partition and behaviors fr aheathy anc productive ear works| | aa Secret) Work out session Create the Project Charter Great project / | + fit looks too big, itis + Itenables full support of business + There should be a significant impact + Global or local ‘beta themes’Prioritization of Six Sigma projects Financials help prioritise projects Focus and Motivate teams to deliver results Incremental revenue + Volume driven metrics. — Increased capacity = Improved product quality/service — Improved commercial processes *+ Price driven metrics Decreased cost + Reduced rework + Increased labor efficiency + Reduced operating expenses (fixed and variable costs) + Reduced plant and equipment depreciation or lease expense roan eee nr Pees resets Tt} + Project scope is manageable Set up project scope charter and have it + Project has identifiable defect ees + Project has identifiable impact, + Adequate buy-in from key stakeholders, + Measure vor dete ooo te pronea + Aase and quar pte! pac Upon £3 + Porom sakoholdr arabes Cenc ny + Resourcing of projects inadequate + Identity and get committed resources up-front + Duplicating another project + Research database and translate where + Losing project momentum peer rene retae + Sot up milestones and communications plan HP nah pe eee nNOS Cape PUG nt, SeeC RU) Acollection of activities that takes one or more inputs and transforms them into outputs that are of value to the customer The business process ii Jos es 10 nh i mt ae ENG nC EMD en suse Outputs e@ Customer(s) eer Tu eau cTQs cTQs ‘Suppliers Ets) He Ea Customers, Measures Measures o-=-¢ = —-eCe eee Tu eum iei Supplier: The provider of inputs to your process Input: Materials, resources or data required to execute your process Process: A collection of activities that takes one or more kinds of input and creates output that is of value to the customer Output: The products or services that result from the process Customer: The recipient of the process output — may be internal or external CTQs: Critical to quality characteristics; a specific attribute or quality of the output that is a key requirement for customer satisfaction Boundary: The limits of a particular process, that define the start and stop points of the process Cutie PME aah Suer 56 Levels of process mapping : . . Core process . : . - ‘Subprocesses = (Level 2) Exports — Imports ‘Subprocesses (Level 3) — Negotiation -> Payments -* Collections —> Microprocesses (Level 4 and Below) => PO, LN wosrear Tur Points to Remember: + People who work on the process know it the best. Involve people who know (focus on) the ‘as Is process’ Decide, clarify and agree upon process boundaries + Use group activities like brainstorming — Use verb - noun format (e.g., Prepare contract not contracting) = Do not aim at the person taking care of the activity Respect the boundaries Do not start ‘problem solving’ . S046 nt monroe hc i mC Beaks Validate and refine before analysing Lack RET) ols | + Earlier in define, you developed a high-level or SIPOC process‘map. By looking at a process from a ‘big picture’ perspective, you evaluated customer needs and supplier inputs, and determined initial measurement objectives + Now, you will look in more detail at the sub processes defined in the SIPOC map. Sub process ‘maps provide specifics on the process flow that you can then analyse using several useful techniques. Choose what to sub process map by determining which of the major steps in the SIPOC have the biggest impact on the output (Y's). The block (or blocks) selected is the one on which you create a sub process map — using it to understand how and why it impacts the output Ifthe output is a time measure, which of the blocks consumes the largest portion of total time, or Which one has the most variation or delays? — Ifthe output is @ cost measure, which of the blocks adds the most cost? — Ifthe output is @ function measure, which block has the most errors or problems? + Like working with a puzzle, you begin to assemble the pieces of an area on which it makes sense to focus our efforts tetsu asa Ran Futana mabe oe ENE to unr Me hPa Cen APO Moma eosite ene Ti) Core Process Sesness processes el isl cee nat sIPOC e— oe Suppliers (ext) Customers Aint) Customer 7 — “. service department @-n-5-E-¢-H-H-@ = a ‘Sub process map Tasks i -B— yProcedures Sub-process mapping + Here are some guidelines on building a sub process map. These are not absolute — but they should help you avoid some of the pitfalls of process mapping = Focus on ‘As is'~ To find out why problems are occurring in a process, you need to concentrate on how its working now — Clarify boundaries — If you're working from a well-done high level map, this should be easy. If Not, you will need to clarify start and stop points = Brainstorm Steps — It is usually much easier to identity the steps before you try to build the map Starting each step description with a verb (e.g., ‘collate orders’; ‘review credit data’) helps you focus on action in the process = Who does the step is best left in parentheses (or left out) — you want to avoid equating a person with the process stepett eles senl i Process flowchart | Top down flow chart | Deployment or cross-functional mapiflowchart Planning for a par a a Peale, Deptt Dept? Dey 10 20 20 P revs “> pean gue Creates lst haben aa | *. onion cms» oon Y o> wearer Sram” meme tmtation —* QuIRE> —>te ination No a biz baz Nae r es Fe a ie Sm nie cosrunto wrth AG wt te min awh PG Ce MG eh elt Muley seme el ty ‘Suppliers Inputs ___Pfocess_ @ Outputs Customers CTOs Define business process to be reviewed ~ name it - agree on beginning and end of process — bounc Refer to CTQ work to identify primary outputs, the customers who receive them, and the customers’ CTQs = Use nouns for outouts (e.g, sales call, proposal, etc.) ~ Use adjectives for CTs (e.g. timely, knowledgeable, accurate) Identify the process steps using brainstorming and affinity techniques — Write large = one step per card — Donat try to establish order ~All steps should begin with a vero Do not discuss process steps in detail Use brainstorming and affinity techniques to Identify critical inputs which affoct the quality of the process For each critical input, identify the ‘supplier’ who provides it Validate to be sure the map represents the situation as it really is today (the oF how'it should be is! map) — not how you think itis, S24 ni npntrty erttrtartNeume See r w Mah eAD en ain PONS eenprime rll fontify project through business theme and personal issue Review Six Sigma Quality project tracking database for similar projects Identify internal/external CTs Create high-level process map Identify team members and business functions required Open project in Six Sigma quality project tracking database Seis nae miencrete mts mren nts nik nr nthe ane is in Pee | 38 ‘Segmentation and stratification Defining measure Graphical analysis tools, Display and describe variation Causes of variation Work value analysis: Run chart Fishbone diagram Bar chart Normal curve Pen | Fm Process capability Establish data collection plan Base lining Define operational definitions DPMO/DPU Define sampling procedures CpiCpk Measurement system analysis Calculate Sigma US mat a Suae 67Segmentation and stratification Segmentation A process used to divide a large group of data into smaller, logical categories for analysis. Segmentation is commonly used by us in our day to day business to understand and interpret information = Example: Segmentation of customers based on the cities Stratification A process which uses summary metrics (central tendency, dispersion) to make the decision about when to separate different processes for continued analysis Unlike segmentation, stratification involves the uses data rather than just ‘information’. Values of the central tendency and dispersion are used to stratify the given data set. = Example : Stratification of the customers based on the business volumes they provide us 2°44 mid Prange rote ele ME love ante ae EPEC EME aay One ‘etn Sees Seu a enon Lory Pie charts =< * Can be used to represent the per cent break up or the absolute numbers eoussen || * Use excel to develop the graph tse + Further break up of each slice is also possible Bar charts = + Various combinations and pattems of the 2 bar chart make it the most widely used Ee Rem tool i8 ——= cor fe oe jnnetursss] |. Can depict process performance in ° - = various pockets as against the targets age i He es o ° + Multiple axes can help depict =e comparative effects of factors ‘2g wnt reo Pte sani he enti eh PG Cae MG Hse ‘an wePareto chart 299, ABH —June 30 Number of units investigated: 8,000 yo “f=trequency Cumulative Summation Line {Cum Sum tine) me ng 7” o 3 3 i 5 z feat i Ew i g £ 80 : = 3 Leseno . © 3 wtrnstasoros | Z Birconoino = | 3 «GB —_C:Signnot verified | Date S | in Process understanding | Erorncona 20 wo 0 o B E Other F A ‘Typeof defect Nes Pena Pareto chart + A fully documented Pareto chart typically includes the ‘Cumulative Summation line’ or Cum Sum line, which depicts the running total of the frequency of each subsequent bar (stratification level). The right- hand axis on the graph will show the cumulative percent of defects. By reading the Cum Sum line against the cumulative percentage, your team can determine which of the stratification levels comprise 80 per cent of total for the problem, and direct their attention to those levels + The pareto chart is an important tool to further focus improvement efforts. However, the top bars on the chart are not root causes and the team may need to fully investigate each category in order to pinpoint the root cause. Like the ‘five Whys’, the pareto chart can be used in an iterative fashion in order to cascade deeper into a processLr Ror Lad When to use a Pareto Chart : + Pareto chart can be used in the define phase to narrow-down the scope of the project and focus on key-factors if historical data available + Pareto chart be used the measure and analyse phase to analysing the data gathered to identify which are the 20 per cent root-causes which cause 80 per cent of the effect + Pareto chart should not be used in series repeatedly on the same set of causes as this will reduce the focus area to 80 per cent of 80 per cent of 80 per cent. ty mtn ener aise PS moh nt ie enh PUG ind Cree En) Aue 72 MUDA + Muda means waste, where waste is any activity that does not add value, Reducing or eliminating muda is, of course, one of the fundamental objectives of any quality-oriented person. — Defects — Overproduction = Inventories = Unnecessary processing — Unnecessary movement of people — Unnecessary transport of goods = Waiting = Designing goods and services that done meet customers’ needs + Muda is one of the '3Ms': muda, or waste, muta, meaning irregular, uneven or inconsistent, and ‘muri, meaning unreasonable or excessive strain. Sry ates rma sate ae At te an eo in PENS a, one 79Doar Complexity Unnecessary steps, excessive documentation, too may permission needed Overproduction Producing more than the customer demands. Producing before the customer needs it Space Storage for inventory, parts awaiting disposition, parts awaiting rework and scrap storage. Excessively wide aisles. Other wasted space Defects Repair, rework, repeated service, multiple calls to resolve problems Materials: ‘Scrap, ordering more than is needed Idle materials Material that just sits, inventory Transportation Movement that adds no value Safety hazards Unsafe or accident-prone environments Per UCN Arcs Value added work er ° + Data input cata processing er ee mnasiparenoee + App waiting in the queue Sea ioo gaee + Rechecking Value enabling work ners Pyne eee + Developmental taining ee e147. pte wd rene I E¥G tno rte VEN eh Cua YE mio Sez TSMe NEUE * Value-enabiing work is just a different type of non value-added work. While this terminology can be difficult, it does attest the perspective: ‘If the customer is not willing to pay for it, it must be non value-added — by definition.’ + Value-enabling may be tasks and steps that are still needed given today's condition. Consider what it would be like if things were perfect. + Clues to non value-added work symptoms: = To get work done, you need multiple approvals — Your policies address only control issue — Res are things in your process that are done more than one time (REdo, REcall, REissue) = REs usually cause you to loop back to an earlier pointin your process — REs consume time, add to the complexity, and use additional resources and costs the ‘organizations more in terms of $$smoney Spr teem ramen senor ME mi int rm iON ein eH Be TG Cycle time analysis Movement of the ; ; Output waiting meee Processing Movement Processing (pe ae af A i. ‘* (ili a 4 Shrs 2hrs Shs Ars 4hes “Experts say that a 66 per cent of the time spent in a process can be targeted for reduction whichis usually spent in activites like + Movement + Storage + Waiting time ete We can by a simple cycle time analysis select and target such potential areasiactivities, 27 mttaer ere et Spe PONG in Beth TTCycle Time Constituents Process time + Delay time = Total cycle time —— = Where and why What kind of Why should we retain are we spending activities are these. activities which are NVA and the highest time?? \VAINVAIVE? contributing to total TAT? Process flow analysis Looking at the process together...work flow and value analysis Tel L =| me