Lean Six Sigma Training & Consulting_Vative

Lean Six-Sigma Process Solutions
Driven by Values, Powered by Intellect!

Manufacturing Warehousing & Log. Mining Administration Finance & Services Health Care Communications

Project Implementation

Lean Process Solutions

Government Funded Training

Resource & Skills Development

Six-Sigma Operational Forensics

Operational & Business Improvement

Australia New Zealand Asia
Vative - Truly Innovative
1

Vative About Us

Vative is a group of dynamic and creative individuals that take an
analytical approach to process assessment and training.
We develop innovative Lean Six-Sigma solutions according to our
customer's specific needs. (Training/Projects/Coaching)
Our skills are a unique combination of Academic and Trade
backgrounds which will ensure that the solutions we offer are simple,
effective, reliable and sustainable.
With over 18 years of industry experience with multi-national
companies such as Robert Bosch, Motorola and other successful Lean
companies.
6 years as an established Lean Six-Sigma service provider and
Partner with Motorola. Currently assisting 40+ businesses and
servicing 8+ RTO’s across Australia & NZ
Head Office in Melbourne with service centres covering all AU, NZ
and Asia
2

What is Lean Six-Sigma?

The term “LEAN” is summarized as the effective elimination of
“wastage”

Wastage is the misuse or uncontrolled application of our
resources, including time management

Waste is anything that can not be seen as Value Adding by the
customer

Value Adding actions are ones which increase product or
service value

The focus of “Six-Sigma” is to minimise and centralise process
variation, thus minimising the chance of “wastage”

3

Who thought of Lean and Six-Sigma?

In an attempt to eliminate wastes & become “Lean”, businesses
must implement systems and tools that aid in measuring and
removing wastes

These tools have various names and is most commonly known
as Lean Six-Sigma Systems

Toyota were the initial innovators of some of these tools and
developed a system called Toyota Production Systems or more
commonly known as TPS

Motorola also developed a set of tools called Six-Sigma

All these tools and methods aim for the same result, to eliminate
waste and develop a perfectly efficient process. These tools and
techniques apply to all industries
4

What is Six-Sigma?

5

The Objectives of Six-Sigma

6

Ultimate Goal to Eliminate Waste

What does the customer pay for ?
Waste Elimination
Activities through which a
product acquires a greater
value.
Activities that are V
obviously Work
unnecessary in with
order to increase added value W
product value.
Work with
evident
waste
Working
Process
Process more efficiently
Work with instead of faster .
concealed
waste

V

Activities that do not
bring an increase in W
value but which are W
required under given V
circumstances.

7

Vative LPS Tool Kit
Sort (Seiri)
Space/surface area
Set In Order (Seiton)
Shine (Seiso)
Inventory Transport
Standardise (Seiketsu)
Sustain (Shitsuke) Scoreboarding
Overproduction
Andon Boards
Motion Waiting
times times Waste Elimination Transparent Labour Balancing Charts
Defects & CIP Processes Heijunka Boards

Value Stream Mapping Layout Planning
Identifies improvements A defined location for
Links between the info & Equipment
material flow Process Flexibility Optimised flow
Determines trigger points Orientation Improved planning
and Change Over targets and strategic changes
Determines process pace Improved workplace
makers aesthetics and assists
in 5S
Pull Perfect
Systems Quality
Kanban & Pull Systems Standardization Firewall
Minimising Work In Progress (WIP) Early Warning Systems
Adequate material quantities Root Cause Analysis
Reduce material handling effort Poka Yoke
Eliminates material shortages 8D
Improve Ergonomics 5 Whys

Quick Change Over (SMED) Total Preventative Maintenance
Standardizes & optimizes method Time Studies & Procedures Routine Maintenance Task
Reduces downtime & improves OEE Standard Operating Procedures Reduce Break Down Frequency
Assists in batch size reductions Assessment of capacity Set Major Maintenance Schedules
Measures EPEI actual values Determine labour costs Regular Inspections
Balance processes

Vative - Truly Innovative Predict future process
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Lean Six-Sigma Enterprise Approach

Lean/Six Sigma Thinking Senior Managers, Supervisors,
Phase 1: 2-3 Day Simulation & Leadership
Group Leaders
3 Day Lean/Six
Sigma "in-house"
Workshop at Client Lean/Six Sigma Thinking Foreman, Operators, Participants
Premises by Vative 1 Day Simulation

ENTERPRISE
Internal Manager
Roll out of detailed, formal training covering Lean/Six Sigma areas
PHASE 2: Shop-floor Area #1
including:
EXTERNAL Internal Manager
COACHING/ •5S •CIP Teams
PROJECT Shop-floor Area #2
IMPLEMENTATION •Kanban & Just In Time (JIT) •Lean Metrics & Score boarding INTERNAL
•Quick Changeover CHANGE
•Capacity Planning and OEE AGENTS Internal Manager
(To be provided by •Time and Motion Studies Incoming Goods
•Mistake Proofing GREEN &
Vative as part of BLACK
Cert III/IV training •Quality Tools and Root Cause Analysis •TPM BELTS
program - cost Internal Manager
neutral to client) •SOP’s •Six Sigma
FG Warehouse
•Labour Balancing
Grad Cert/Dip/Six-Sigma

Cert III – Problem solving focus in syllabus 12 - 24 mths
Phase 2:
12 Months – Operators, Participants
Cert III/IV
Government Phase 3:
Funded Training Cert IV – Entire Suite of Lean Leadership Tools Grad Certificate/Diploma/Six-
provided by Vative Sigma Training provided by
12 Months – Foremen, T/Leaders, 5S Leaders (R&R)
Vative

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Phase 1 – Lean Leadership/Practitioner

Phase 1 – 3 day workshop including simulations

Lean
Master All Projects

+ 2 Projects
Lean Expert

VSM & 5S
Lean Practitioner + 1 Project

Lean Certification ladder
Internationally Certified
Motorola Program
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Phase 2 - Certificate Training Model

Phase 2 – Certificate training and development model

Lean Practitioners
Lead and plan
Managers
change in the
Diploma work environment

Team Leaders Team Leaders Implement
Cert IV Cert IV change in the
work environment

Operators Operators Operators Operators
Cert III Cert III Cert III Cert III Participate in
change in the
work environment
Cert III Cert III Cert III Cert III

11

Phase 2 – Deployment Steps

Establish VSM/VSD of a business value stream to highlight macro wastes
Provides perspective and highlights opportunities specifically related to
the value stream of main product or service
Lean Business Health Check (Operational Forensic Assessment)
Provides perspective for core functions within the business and highlights
micro and system opportunities for improvement
Culture/Morale Survey
Identifies opportunities and barriers in people readiness to enable
maximum improvement to the business
Training and Implementation of 2 Lean Six-Sigma Projects
9 x 2hr sessions plus 6 hours support/session/group (Groups 10-15 max)
Develop a strategic implementation and training plan. 5S is generally
selected as the foundation of Lean!
Quality Assessment & Other projects (3 x 8hr sessions) based on VSM and
LBHC outcomes
(18 Lean Toolkit options – refer to Vative Projects Summary)
Training core qualification units (including OH&S and Communication)
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Value Stream Mapping

What is it?
Value Stream Mapping looks at the process flow
for your highest volume/profit product or service
from the supplier to the customer
This tools helps identify macro wastes and
provides direction towards business targets for
reducing lead time, WIP and improving
information flow
The results of the VSM/VSD are used to identify
the second target project to be implemented with
the training program and other opportunities

13

Value Stream Mapping

VSM looks at the business as a whole (Macro Wastes)

14

Business Health Check

What is it?
This is a detailed audit process which investigates
the critical functions of the business in relation to
the 7 lean pillars and identifies opportunities
Areas assessed include any 4 of the following :
Production
Procurement
Processing customer orders
Internal Logistics
External Logistics
Associate Involvement
This tool can be used to measure business
improvement and plan resource focus.
15

Lean Business Health Check

Vative analyse different areas of the business against
world class Lean benchmark organisations.
The results give current business measures including
suggested actions to make improvements.
Overall Audit Results
Current
Process Orientation
100%
Last Audit
Associate Involvement 80%
Pull System
and Empowerment
60%

40%

20%
Continuous
0% Perfect Quality
Improvement

Transparent Processes Flexibility

Standardization
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Cultural Morale

Vative measure morale prior to rolling out any programs
It develops a report & suggested action plans for improvement

Work Culture Survey (ple ase tick) Pre-training Post-training
Please do not provide your name as this is a non personal survey

Company Department Date

This survey has been developed to capture some of your thoughts and opinions about your company.

For this survey, morale is defined as a state of mind regarding one’s work life.

Morale includes satisfaction, commitment, loyalty and a sense of common purpose.

The information you provide is confidential & only used to help make improvements.

Your opinion and thoughts are appreciated!

(please com ple te each s tatem ent by circling ONE digit only)

1. Company Communication Never Ra rely Sometimes Often Always
1.1 I feel the company is open and honest about information 1 2 3 4 5
1.2 The company promotes the importance of communication 1 2 3 4 5
1.3 Good communication occurs between each department 1 2 3 4 5
1.4 The company provides information about the vision and goals of the business 1 2 3 4 5
Comments or suggestions:
2. Team Communication Never Ra rely Sometimes Often Always
2.1 I feel disputes are resolved effectively 1 2 3 4 5
2.2 When I make suggestions I receive feedback 1 2 3 4 5
2.3 We have regular team meetings and I am encouraged to contribute 1 2 3 4 5
2.4 My supervisor/team leader provides clear goals and directions to my team 1 2 3 4 5
3. Involveme nt Never Ra rely Sometimes Often Always
3.1 I work within groups or teams 1 2 3 4 5
3.2 Supervisors and managers ask for my suggestions 1 2 3 4 5
3.3 I am involved when changes occur in my area/department 1 2 3 4 5
3.4 When working on projects I feel my manager helps achieve the goal 1 2 3 4 5
4. Empowerment Never Ra rely Sometimes Often Always
4.1 My team works effectively 1 2 3 4 5
4.2 I make important decisions about my process 1 2 3 4 5
4.3 The organisation provides what I need to make improvements 1 2 3 4 5
4.4 I find what I need when I need it because everything is in its place and clean 1 2 3 4 5
5. Rewards/Recognition Never Ra rely Sometimes Often Always
5.1 I get feedback on my performance 1 2 3 4 5
5.2 I believe I am fairly rewarded for my extra efforts 1 2 3 4 5
5.3 I feel that I am valued for my efforts and contributions 1 2 3 4 5
5.4 I feel that if I do well at work I can progress in my career 1 2 3 4 5
6. Satisfaction Never Ra rely Sometimes Often Always
6.1 My work involves variety 1 2 3 4 5
6.2 I am happy coming in to work 1 2 3 4 5
6.3 I feel respected and safe in my workplace 1 2 3 4 5
6.4 My employer deals with discrimination fairly 1 2 3 4 5
7. Occupational Health & Safe ty Never Ra rely Sometimes Often Always
7.1 I feel safe & protected in my workplace 1 2 3 4 5
7.2 I have the correct lifting aids and equipment to allow me to work safely 1 2 3 4 5

Objective Survey Pre-training results
17

Cascading Lean Objectives

Our training and development model
Managers Lead and plan
Diploma change in the
work environment

Team Leaders Team Leaders Implement
Cert IV Cert IV change in the
work environment

Cert III Cert III Cert III Cert III Participate and
support in
change in the
work environment
Cert III Cert III Cert III Cert III

18

Occupational Health & Safety

Vative train your staff to be proactive about OHS in the workplace

Identify &
report hazards
Conduct Risk
Assessments
Emergency
Evacuation
Plans
Employer &
Employee
Responsibilities
PPE

19

Effective Communication

The Power of Meetings

20

5S – S1 Sort

Conduct tagging of unnecessary items around the workplace

21

5S – S1 Sort

Establish White tag holding areas to place the tagged items

22

5S – S2 Set In Order

Organise areas so the tools and equipment can be controlled at a glance

23


‘A place for everything and everything in its place’

24


‘Visual min/max levels on materials and consumables’

25

5S – S3 Shine

Develop cleaning rosters Cleaning equipment required

26

5S – S4 Standardise

5S Audits to measure progress

5 mins 5S - Daily checklist

5S results displayed to promote
Vative - Truly Innovative competition between departments 27

5S – S4 Standardise

Develop Standard Operating Procedures (SOPs)

28

5S – S5 Sustain

Sustaining the changes – making habit of 5S activities, building
discipline and continuous improvement into the culture
Vative Auditing tools and process can help Sustain the change!

29

2nd Project Options

All Six-Sigma Belt training and project services
Lean Metrics
Kaizen - Continuous Improvement
Quick Change Over (QCO)
Mistake-proofing (Poka Yoke)
Kanban and Just In Time (JIT) systems
Measuring Overall Equipment Effectiveness (OEE)
Standardised Work & SOPs
Total Productive Maintenance (TPM)
Time studies & Labour balancing
Layout planning
Quality firewalls and Early Warning Systems
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Where To Find Us!

Lean Six-Sigma Process Solutions & Training
Office: Suite 1.22, 202 Jells Rd Wheelers Hill 3150 VIC
Australia
Phone: (03) 9560 5515

www.vative.com.au or www.six-sigma.com.au
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Lean Six Sigma Training & Consulting_Vative

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