lssg black belt training

1. 1

2. 2 Qualitative Analysis - A subjective analysis that helps evaluate the nature of the attributes, behaviors, or opinions of the entity being measured Quantitative Analysis - An objective analysis that helps to understand quantitative data and to identify relationships between and among variables through the use of statistical techniques Qualitative Analysis - A subjective analysis that helps evaluate the nature of the attributes, behaviors, or opinions of the entity being measured Quantitative Analysis - An objective analysis that helps to understand quantitative data and to identify relationships between and among variables through the use of statistical techniques

3. 3 Process Analysis Process Any part of an organization that takes inputs and transforms them into outputs repeatedly Process Analysis The ability to diagram a process, identify its flow, potential bottlenecks, and determine its capacity Process Flowchart The use of a diagram to present the major elements of a process.

4. 4 Example of a Process Flowchart

5. 5 Process Analysis Definitions Cycle Time - The average time between successive completions of units Throughput Time - The total time it takes for a unit to move through the process from beginning to completion Throughput Rate - The inverse of cycle time, expressed as number of units per time period Capacity - The measure of output per unit of time when system is busy Utilization - The ratio of the time that a resource is actually active relative to the time that it is available for use Continuous Flow - A job performed in a steady flow with no wasted motion, no interruptions, and no waiting Work-In-Process - Any type of unfinished work waiting to be performed at a later time Bottleneck - The slowest operation in the process; defines cycle time and capacity of the process

6. 6 Process Analysis for Processes without Buffers What is the cycle time of this process? What is the throughput time of this process? What is the throughput rate of this process?

7. 7 Process Analysis for Processes without Buffers

8. 8 Little�s Law The time that WIP resides in inventory; how long it takes on the average to clear the inventory in a buffer, assuming the rate of completion is determined by Takt Time (e.g., the average time a patient waits to see a doctor) The time that WIP resides in inventory; how long it takes on the average to clear the inventory in a buffer, assuming the rate of completion is determined by Takt Time (e.g., the average time a patient waits to see a doctor)

9. 9 Process Analysis with Buffers A take-out restaurant has a two-step process. The first step is to bake 100 meat loaves. The second step is to individually package each meal. Baking time is 60 minutes, while it only takes 48 minutes to package the 100 meals. The owner of the restaurant has just purchased a second oven to speed up the process, and since the packaging team was utilized only 80% of the time when only one oven was in operation. The cycle time for each oven is still one hour for 100 loaves, but with two ovens, the cycle time for the two ovens together is 30 minutes. With two ovens, the packaging process is now the bottleneck activity. The owner would like to balance the process steps, but she cannot afford to purchase any additional ovens at this time, and there is no additional space for ovens. The Director of Operations has suggested that they could bake for two shifts and package for three shifts. The owner is considering this idea, but is worried that the meat loaves would deteriorate over long wait periods. What do you think? A take-out restaurant has a two-step process. The first step is to bake 100 meat loaves. The second step is to individually package each meal. Baking time is 60 minutes, while it only takes 48 minutes to package the 100 meals. The owner of the restaurant has just purchased a second oven to speed up the process, and since the packaging team was utilized only 80% of the time when only one oven was in operation. The cycle time for each oven is still one hour for 100 loaves, but with two ovens, the cycle time for the two ovens together is 30 minutes. With two ovens, the packaging process is now the bottleneck activity. The owner would like to balance the process steps, but she cannot afford to purchase any additional ovens at this time, and there is no additional space for ovens. The Director of Operations has suggested that they could bake for two shifts and package for three shifts. The owner is considering this idea, but is worried that the meat loaves would deteriorate over long wait periods. What do you think?

10. 10 FMEA Template

11. 11 Benchmarking External 1. Identify those processes needing improvement 2. Identify a firm that is the world leader in performing the process (Library & WWW) 3. Contact the managers of that company and make a personal visit to interview managers and workers 4. Analyze data Internal benchmarking 1. Identify those processes needing improvement 2. Identify similar process within the organization 3. Bring together representatives to share and document best practices 4. Expand concept to include appreciative inquiry External 1. Identify those processes needing improvement 2. Identify a firm that is the world leader in performing the process (Library & WWW) 3. Contact the managers of that company and make a personal visit to interview managers and workers 4. Analyze data Internal benchmarking 1. Identify those processes needing improvement 2. Identify similar process within the organization 3. Bring together representatives to share and document best practices 4. Expand concept to include appreciative inquiry

12. 12 Problem Solving through Appreciative Inquiry Appreciative Inquiry: The art and practice of asking questions that strengthen a system�s capacity to apprehend, anticipate, and heighten positive potential - Assumes that organizations are alive with infinite constructive capacity to create the future 4-D Cycle Discovery: Mobilize for positive change Dream: Create a clear, results-oriented vision Design: Create an organizational design where people feel capable of realizing dreams Destiny: Create deep purpose and passion Create new capabilities build momentum Assume the best in people, and get better results. (PYGMALION Effect) Appreciative Inquiry: The art and practice of asking questions that strengthen a system�s capacity to apprehend, anticipate, and heighten positive potential - Assumes that organizations are alive with infinite constructive capacity to create the future 4-D Cycle Discovery: Mobilize for positive change Dream: Create a clear, results-oriented vision Design: Create an organizational design where people feel capable of realizing dreams Destiny: Create deep purpose and passion Create new capabilities build momentum Assume the best in people, and get better results. (PYGMALION Effect)

13. 13 Statistics Roadmap for Analyze(Black Belt Topics)

14. 14 Hypothesis Testing Roadmap

15. 15 Testing of Means - Roadmap

16. 16 Testing of Variation - Roadmap

17. 17 Testing of Proportions - Roadmap

18. 18 Non-Parametric Testing Roadmap