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LEAN SIX SIGMA - Coggle Diagram

- - - - Transport
        
        Inventory
        
        Movement
        
        Waiting Times
        
        Over - Production
        
        Over - Processing
        
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        O
        
        W
        
        M
        
        I
        
        T
  - - - 1.Sort (Seiri)
        
        Throw away all the rubbish.
        
        Store Away all the Useful.
      - Set In Order (Seiton)
        
        Set everything in its own place.
        
        Label every storage space clearly and simply.
        
        Everything has a place and everything is in its place.
      - Shine (Seiso)
        
        Keep the work place so clean it shines.
      - 4.Standardise (Seiketsu)
        
        Everything must be labelled
        
        Everything must be standardised.
        
        Everything must be documented.
      - Sustain (Shitsuke)
        
        Maintain and review the standards.
        
        Ensure than the other 4 S’s are practiced everyday
    - - An event typically created to identify areas of waste in a process.
        
        The name is Japanese and derives from two terms
        
        Kai - Small
        
        Small changes for good.
        
        Best suited for the problem is identified and well defined
        
        The teams for this must be small, experts in their field, well versed in the product or service and from different departments with varied outlooks.
        
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        Zen - Good
    - - Single Minute Exchange of Dies
        
        A tool in Lean management that reduces the total time it takes to change from one process to running another
        
        SMED can help reduce the process’ cost and waste as well as improve flexibility within it.
        
        Critically analyse the current procedures using the 8 wastes as a filter.
        
        Once the wastes are identified divide them into two categories.
        
        Internal Waste
        
        External waste
        
        Convert as many internal wastes into external.
        
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        Attention can be be made to the order of groups.
        
        There are always aspects that are common to different process
        within a system that can be done exactly the same way every time they are completed
        
        This makes a switch easier if required urgently.
  - - - Identifying the value as specifically communicated by the customers is a key starting point.
        
        Translating the value to aspects that can be measured and quantified is the next step.
        
        Establish how to measure the aspects, defining the criteria for success and identifying the key performance indicators associated with the value.
    - - Lay out the steps that make the process
        
        Identify each step as being : value add, value neutral, or waste.
        
        Remove the wasteful steps and determine whether or not the value-neutral steps are essential or not.
    - - One step cannot begin until the one before it is completed.
        
        This means that the work is pulled by the operator or customer downstream from that step.
        
        Therefore, just in time tools can be implemented in order to improve the efficiency in which a team progresses through steps of a process.
        
        The 4 Just In Time Steps
        
        Step 1: Ensure workshop efficiency
        
        Train Employees on Lean principles
        
        5 S’s
        
        Step 2: Maintain Quality Control
        
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        Kanban
        
        Parts Ordering System
        
        A system that conveys information between processes and automatically prompts orders as they are used up.
        
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        Goods In
        
        Goods - Under - Work
        
        Goods Out
        
        Scheduling System
        
        Clear sign-based scheduling system to reduce over-burdening and bottlenecks.
        
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        Work completed
        
        Work in Progress
        
        Work In
    - - Continuous imrpovement is a foundation of Lean Management
        
        The idea that we will never reach perfection but must nevertheless strive towards it is key.
        
        Progress must always be controlled and sustained. Equally, processes must be continuously monitored and evaluated.
        
        Everything can always be improved, lean is not a quick fix tool or a passing phase, it must be adopted as ingrained in the organisation’s culture. It is a foundational underpinning philosophy that drives performance.
    - - Once the value analysis is completed and waste is removed, the steps can be rearranged to generate flow
        
        Flow must be continuous - single tasking is key.
        
        One step must end before the next step can even start.
        
        A step starts as soon as the one upstream is completed
- - - - Establish the project
        
        Define the problem we need to solve.
        
        Define the stakeholders and customers.
        
        Write the Project Charter
        
        Gather the VOC
        
        Plan for Change
        
        VOC - Voice of the Customer
        
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    - - Document the Process
        
        Translate the VOC to the CTQ requirements
        
        Collect the baseline data
        
        Narrow the project
    - - Analyse the data collected in the Measure Phase
        
        Identify the Root Causes
        
        Identify Areas of Waste
    - - Generate solutions to the root causes identified.
        
        Evaluate the solutions and select the most appropriate options
        
        Optimise the solutions.
        
        Pilot and Test the solutions
        
        Plan and Implement the solutions
        
        Pugh Matrix
    - - Control the process.
        
        Validate the Project’s Benefits.
        
        Identify areas of improvement
        
        Set timeframe to revisit the process to evaluate and continually improve.
  - - - Expert in the principles and theory of lean 6 Sigma.
    - - Leads or supports projects.
    - - Leads Projects - Expert in the application of the theories, principles and statistical analysis involved.
    - - Experienced Black Belt with coaching capability.