A well planned LeanSigma deployment system provides a compass (GPS) direction for the business in executing strategic & tactical plans. It also enables a focused synergy among all enterprise wide improvement initiatives. LeanSigma helps you to tackle today’s limited operation budget and resource to meet increasing customer demand and shareholder’s expectation. We will highlight the key roadmap below to create a robust enterprise system. The key elements are defined vision, a robust process, high performance team, and an interactive global system to track & reinforce the actions. We can provide the technology, experience, and dedicated passion to help you succeed.
Traffic Light
Policy Deployment (PD) is the DNA of the Lean Enterprise System. It continuously monitors a balanced scorecard across the enterprise and deploy focused corrective actions. There is a structured monthly PD review across all manufacturing facilities. A thorough diagnostic and related countermeasure are required. Then an executive summary PD is presented to the CEO and officers level. The following are key elements inside a Policy Deployment. PD has these key elements - Traffic Light, Balanced Scorecard, Safety, Quality, Service, Cost, and Inventory in the primary section. There is also a secondary section on capital spending, product price variance, environmental sustainability, and schedule adherence. Each site is required to deploy with the primary area if it is RED (actual unfavorable to target).
A Lean Product Delivery System must be totally custom focused. It starts with truly understanding the CTQ (critical to quality) of what the customer wants. Then cascades the CTQ’s through QFD (Quality Function Deployment, 3P, 2P) into a house of quality. The investment of time upfront with all stakeholders in the organization will pay huge dividends in avoiding costly product design and manufacturing errors. The PDCA (Plan, Do, Check, Act) process provide a close loop system to assure continuously feedback for internal and external customers. Winning a race is not how fast you run, but are you running in the right direction.The Lean Enterprise Roadmap provides a compass (or GPS) heading for everyone in the organization. We can help you to create a X-matrix that translate the 3 year Strategic Plan into annual operation activities. Key initiatives are clearly pointed to primary and secondary project owners. Additionally key measurable performance metrics are setup to track execution success. Multi-level X-matrix are developed to cascade from the CEO level down to the shop floor to assure total transparency.
Execution of Lean journey starts with a Value Stream Analysis and Map (VSA & VSM).
It provides a clear understanding of the current state of the operation by inviting the inputs of all stakeholders. It identifies the Takt time vs Cycle time gaps, process capability, lead time, inventory levels, and other process constraints. Key improvement areas are identified an prioritized matching the cascaded X-matrix. Then a future state map is developed with a Hoshin project calendar with discrete owners and timeline. All Kaizen activities are entered and tracked in the Lean SharePoint site. Monthly review is held by each site Lean Champion to track Hoshin performance and PD productivity improvement. It is a close loop system.
A best layout plan and system without qualified people (team members) will not be successful. That’s why a robust Lean Enterprise must have a structured leadership development program in action. Senior officers of a company must be the stewards or sponsors of the LeanSigma initiative. It is a top down process. At the front line or factory, it starts with establishing a 5s culture where pride, dedication, and accountability are developed and reinforced daily with 5s audits. A progressive MDI (Managing for daily improvement) program is ingrained into the daily operation cadence with Gemba Walk in a visual workplace. Traditional Greenbelt, Blackbelt, and Lean Master formal trainings are necessary to prepare the leadership to become mentors.
A more impactful people development starts in the KPO (Kaizen promotion office) and DOJO (formal Kaizen training center) on the shop floor. Since 95% of the problems can be solved on the frontline, people development are vital to the Lean culture success. Therefore certified SME (Subject Matter Experts) is an effective way to empower shop floor team members to drive continuous improvements everyday. The A3 root cause analysis method, management and shop team members follows a formalized 6 step process to address a problem. This promotes buy-in and sustainability in the solution.
The Six Sigma (DMAIC) know-how is vital for establishing a reliable baseline and to understand the process capability. The VSM process identifies specific areas affected by uncontrolled instability (variations). This is where a combination of Lean and Six Sigma tools can drill down to the root cause and true KPI (key process input).
IDM provides a seamless application of both worlds (Lean + Sigma) with the strengths of MBB and Lean Master expertise. Measurement system integrity is often overlooked and lead to inaccurate findings and unsustainable solutions. Six Sigma also provides a balanced approach to DOE (design of experiments) to include all KPI’s. Then we can quantify the strength of the waste elimination result achieved more reliably. Finally, standard work, control charts, and MDI work in harmony to reinforce a well honed process is being carried out continuously.