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Lean Six Sigma Training Technology Applications Center (TAC) J.C. Brinker Associate Director ODU Business Gateway

Lean Six Sigma Training Technology Applications Center (TAC) J.C. Brinker Associate Director ODU Business Gateway. Introduction. Who Are WE? Technology Applications Center (TAC) - an enterprise center of Old Dominion University Business Gateway

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Lean Six Sigma Training Technology Applications Center (TAC) J.C. Brinker Associate Director ODU Business Gateway

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  1. Lean Six Sigma Training Technology Applications Center (TAC) J.C. Brinker Associate Director ODU Business Gateway

  2. Introduction Who Are WE? • Technology Applications Center (TAC) - an enterprise center of Old Dominion University Business Gateway • ODU Business Gateway (TAC) is a partner of GENEDGE ALLIANCE - affiliated with the Manufacturing Extension Partnership (MEP) program – implemented by the National Institute of Standards and Technology (NIST), an agency of the U.S. Department of Commerce

  3. Introduction Our Goal: Help Virginia based businesses and organizations become more competitive by building a long term empowered culture focused on realizing true value for their organizations and the customers they serve.

  4. We Provide • Continuous Improvement Training/Implementation • Lean Six Sigma Principles • Specific “Lean Six Sigma Tools” Training • VSM, 5S, Set-up Reduction, 6 Sigma DMAIC, Kanban, Cellular flow, TPM, etc…. • Professional Development Training-Continuing Ed • Project Management Certificate, PE Exam Prep • Lean Six Sigma Yellow Belt/Green Belt Certificate • Lean Practitioner Certificate • Project Implementation & Mentoring • Quality Management Systems • ISO 9001: 2008 implementation & certification • ISO 9001: 2008 auditor training and services

  5. Origins of Lean Six Sigma • Lean and Six Sigma have been around a long time: • Concept of flow and shorter production cycles, pioneered by Ford in early 1900’s (high volumes but zero flexibility!) • Modified/perfected by Toyota post WWII (multiple models/colors/options, rapid setups, Kanban, mistake-proofing, lower volumes / maximum flexibility!) • Outwardly focused on being flexible to meet customer demand, inwardly focused on reducing/eliminating the waste, variation and cost in all processes • Evolution to other businesses! • Whenever flexibility, quality and speed are key: banks, technology firms, healthcare providers and other customer service organizations are the most recent to adopt Lean Six Sigma practices.

  6. Traditional Functional Silos Benchmark to justify not improving: “just as good” Blame people Rewards: Individual Supplier is the enemy Guard information Volume lowers cost Internally focused Lean Six Sigma Interdisciplinary teams Seek ultimate performance, the absence of waste Root cause analysis Rewards: Group Sharing Supplier is an ally Share information Removing waste lowers cost Externally focused (customer) Lean Six Sigma = Culture Change

  7. Train people in Lean Six Sigma concepts/tools Establish an implementation team with a Champion Identify a key value stream and map it Identify non value added tasks or wastes in the current state map Idealize what a future state could look like Develop an action plan and apply appropriate Lean/Continuous Improvement tools Do it again! Implementation Strategy

  8. Define Control Measure Improve Analyze Celebrate Success Document Reality Confirm results and Standardize Visualize the Ideal Check Effectiveness Plan Strategy Make Changes Reality Check/Gain Buy-in Verify Change Implementation Tactics ! Lean/VSM Training Do It Again ??? Make Changes

  9. Batch Reduction Six Sigma POUS Teams Visual 5S Plant Layout Pull/Kanban Quality @ the Source TPM VSM – the Heart of Lean Six Sigma Quick Changeover Cellular Flow VALUE STREAM MAPPING Standardized Work

  10. Benefits of a Lean Six Sigma Enterprise • Improved ratio of value added activities • Improved quality/accuracy • Empowered employees • Faster turn around time • Lower costs • Increased capacity • Better utilization of space and other resources • Improved profitability • Happy Customers!

  11. Lean Six Sigma = Growth • Lean is a growth strategy • Frees up capacity • Improves flexibility • Frees up cash to fund growth • Improves competitive capabilities

  12. Who Have We Helped? (partial list) • Va. Beach Schools • Newport News Schools • Liebherr Mining • Northrop Grumman • Steel America/Colonna’s • Seacoast Electric • US Gypsum • Wagner Retina • LifeNet Health • Optima Health Ins • Sentara HealthCare • Kitco Fiber Optics • Norfolk Southern • Electric Motor Corp • Bauer Compressors • Jo-Kell • Ciba Specialty Chemical • Sumitomo • BAE Systems • L-3, Unidyne • SAIC • Hampton Machine

  13. ODUBG Client Reported ImpactFY2010Annualized (14 Clients) • Increased sales/capacity $ 58,000,000 • Retained Sales $ 52,700,000 • Cost Savings $ 26,600,000 • New Jobs Created 56 • Retained Jobs 243 • Avoid Investments $ 4,200,000

  14. Any Questions !

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