Lay Waste to Waste Lean Six John P. Rouillard BBLISA June 2014 - - PowerPoint PPT Presentation

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Lay Waste to Waste Lean Six John P. Rouillard BBLISA June 2014 - - PowerPoint PPT Presentation

Mar 29, 2023 126 likes •680 views

Lay Waste to Waste Lean Six John P. Rouillard BBLISA June 2014 Errata Errata: Original version of the Control chart (as seen in video) had a run of 7 points on one side of the midline, this is not a problem. The Western Electric rule is

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Lay Waste to Waste

Lean Six 

John P. Rouillard BBLISA June 2014

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Errata

Errata: Original version of the Control chart (as seen in video) had a run of 7 points on one side of the midline, this is not a problem. The Western Electric rule is 9 points not 7 for a chance probability of 0.001953. This deck has been fixed.

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BBLISA 2014-06 John Rouillard 2014 3/55

The Speaker

  • Formal Quality Improvement from EMS
  • IT motivation: same problems again and again

impeding progress

  • Development/adoption of new tools without

paying attention to efficiency, requirements

  • Processes changes that add steps without

fixing issues.

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BBLISA 2014-06 John Rouillard 2014 4/55

Process is NOT a Dirty Word

  • Everything has a process, the question is can

you repeat the best elements?

  • Many processes get “baggage” by responding

(poorly) to a failure.

  • Process improvement cleans up the baggage

and makes the “best practices” into “current practices”.

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BBLISA 2014-06 John Rouillard 2014 5/55

Origins

  • Both Started in Manufacturing
  • LEAN – Toyota (as TPS 1930) (1990)

– Toyoda (Sakichi, Kiichiro) – Taiichi Ohno

  • Six Sigma – Motorola (1986)

– Bill Smith (Motorola) – Shewhart/Deming

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BBLISA 2014-06 John Rouillard 2014 6/55

Goals

  • Do more in LSS time
  • Do more with LSS effort
  • LSS stress to do your job
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You

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LEAN A method to maximize customer value while minimizing waste

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Six  A data driven method to improve quality and value by removing defects

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Bill on Waste

I wasted time, and now doth time waste me.

– William Shakespeare

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BBLISA 2014-06 John Rouillard 2014 11/55

Build the System Right

But be sure to:

Build the Right System

“There is nothing quite so useless as doing with great efficiency something that should not be done at all.”

– W. Edwards Deming

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BBLISA 2014-06 John Rouillard 2014 12/55

Ask the Right Questions

  • Why are we doing it this way?
  • What value are we getting from this?
  • Who is the accountable person?

“We don't want questions, we want answers” – run away, fast "My greatest strength as a consultant is to be ignorant and ask a few questions."

– Peter Drucker

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BBLISA 2014-06 John Rouillard 2014 13/55

Why Improve Process?

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In Insanity

doing the same thing over and over again and expecting different results.

– Al Einstein

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(some) Developers Get This

Many Agile Methodologies derive from lean

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Success Factors

  • Management Support
  • No 'Process Jumpers' (including bosses)
  • Recognition that 'Things Aren't Working'
  • Experts say 'I don't know', let's find out
  • Accountability
  • Process Culture
  • Improving Process is Everybody's Job (not a select

few)

  • Don't shoot the messenger (or make them fix it)
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BBLISA 2014-06 John Rouillard 2014 17/55

85% Failure Due To

“Eighty-five percent of the reasons for failure to meet customer expectations are related to deficiencies in systems and process…rather than the employee... The role of management is to change the process rather than badgering individuals to do better.”

– W. Edwards Deming

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BBLISA 2014-06 John Rouillard 2014 18/55

PI is a Process

  • Tame the process
  • Improve the process
  • Perfect the process
  • (compare to PMMI or CMMI maturity stages)
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BBLISA 2014-06 John Rouillard 2014 19/55

Pareto Chart P D C A Fishbone Chart

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7+1 WASTES

  • Transport
  • Inventory
  • Motion
  • Waiting
  • Over-production
  • Over-processing
  • Defects
  • Skills
  • T
  • I
  • M
  • W
  • O
  • O
  • D
  • S
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BBLISA 2014-06 John Rouillard 2014 21/55

RACI (single task)

Who R A C I Developer 1 X Boss 1 X Boss 2 X Expert 1 X

  • Responsible
  • Accountable
  • Consultable
  • Informable

Moving people from

  • ne role to another

can reduce (waiting) time.

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BBLISA 2014-06 John Rouillard 2014 22/55

The 5 S

  • Sort
  • Straighten
  • Shine
  • Standardize
  • Sustain
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BBLISA 2014-06 John Rouillard 2014 23/55

Value Stream Mapping

  • Go to the site (gemba)
  • See how it's done (practice) (not how you think it's

done (theory))

  • Categorize each step

1. 1. Value adding Value adding 2. 2. Required non-value adding Required non-value adding 3. 3. Waste Waste

  • As seen from customer's POV
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BBLISA 2014-06 John Rouillard 2014 24/55

Example Ticket VSM

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How bad was it?

  • Total cycle time 35 business hours
  • Value add time 14 hours (1 hour human)
  • Time wasted 13 hours (~1.5 business days

faster) (not including 8 hours RNVA) But wait, it's worse

  • Context shifts (development and operations)

cost 2 additional hours of human time

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Yeah This is a Reason

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Problem Identification

  • Group failures into categories
  • Count up instances (cost, hours spent) of each

category

  • Determine the “significant few” from the

“insignificant many”

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BBLISA 2014-06 John Rouillard 2014 28/55

Pareto Chart

  • Bar chart sorted

by count

  • Where is the

biggest bang for the buck

  • 80/20 rule
  • May need to

subcategorize and repeat

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BBLISA 2014-06 John Rouillard 2014 29/55

RCA (root cause analysis)

  • 5 Whys
  • Ishikawa Diagram
  • Cause Mapping
  • Kind of bogus, often failures are a sequence of
  • steps. Interrupting any step stops the failure.
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BBLISA 2014-06 John Rouillard 2014 30/55

The 5 Why's

  • Why?
  • Why?
  • Why?
  • Why?
  • Why?
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Ishikawa Diagram (fishbone)

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  • D
  • M
  • A
  • I
  • C

DMAIC / PDCA

  • Define
  • Measure
  • Analyze
  • Improve
  • Control
  • P
  • D
  • C
  • A
  • Plan
  • Do
  • Check
  • Act
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BBLISA 2014-06 John Rouillard 2014 33/55

D - Define

  • Problem statement (what is wrong)
  • Identify CTQ's (Critical to Quality for customer)
  • What will success look like
  • Constraints
  • Measurements (how do we know what's wrong)
  • Business Case
  • Deployment Plan
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BBLISA 2014-06 John Rouillard 2014 34/55

Tollgate

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M – Measure

  • What to measure

– Do you need a proxy?

  • How to measure
  • Who measures
  • Quality of measurement (accuracy, consistent

(gage repeatability, reproducibility))

  • Training
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BBLISA 2014-06 John Rouillard 2014 36/55

A - Analyze

  • Analyze the data to
  • Determine root cause
  • Predict results (on measurements)
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I- Improve

  • Determine changes to fix
  • Make changes
  • Train workers
  • Develop tools, forms, checklists
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C - Control

  • Has problem really been solved?
  • Keep improvements
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Problem Solved?

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Lies, Damn Lies and ...

  • Measurements

– Real change or due to chance?

  • In average – t-test or Mann Whitney U
  • In min/max (variance) – F test (but be careful, needs

normal data), Levene

  • Data is messy, GIGO rules

– Is your data valid? – Repeatable – Reproducible

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BBLISA 2014-06 John Rouillard 2014 41/55

Histograms

  • A method to display

frequency of data values

  • Y axis is counts

(frequency)

  • X axis is binned

numeric ordered values

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BBLISA 2014-06 John Rouillard 2014 42/55

Data Collection

  • Approximately 140 tickets closed/month
  • Choose 20 randomly
  • Count up number of interactions where a

question was posed to the person opening the ticket.

  • Repeat this for another month period
  • Have two data sets month 1 and month 2
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BBLISA 2014-06 John Rouillard 2014 43/55

Significant Change

  • Change or not a change

– Center change (mean/average, median) – Best case – Worst case

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Box Plots

Seat of Pants Eval

  • Line at median
  • Box at Q1/Q3
  • Whiskers last point

inside 1.5 box width

  • Outliers plotted
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BBLISA 2014-06 John Rouillard 2014 45/55

Staying in Control

  • Prevent Errors
  • Detect Errors

– Repeat analysis (monthly, weekly) – Test to see if mean/variation changed

  • r

– Control Charts

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BBLISA 2014-06 John Rouillard 2014 46/55

Checklists

  • Checklists are wonderful things...
  • Reinforces process and increases consistency.
  • ABC's – Airway, Breathing, Circulation
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BBLISA 2014-06 John Rouillard 2014 47/55

Poka what?

  • Poka-yoke or mistake proofing
  • Catch failure at earliest possible point
  • Code reviews, Unit tests, Continuous

integration, pre-commit tests for code check-in

  • Keyed (or color coded) plugs on computer

hardware Dodge said many years ago, 'You cannot inspect quality into a product.' – Deming

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BBLISA 2014-06 John Rouillard 2014 48/55

Anatomy of a ʌ Control Chart

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Can't Touch This...

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Control Chart of PAIN

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Maintain

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World Domination

Learning to see waste and systematically eliminate it has allowed lean companies such as Toyota to dominate entire industries. Lean thinking defines value as 'providing benefit to the customer'; anything else is waste.

– Eric Ries

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BBLISA 2014-06 John Rouillard 2014 53/55

For Further Reading

  • How to Measure Anything – Hubbard
  • Lean Six Sigma for Service – George
  • Lean from the Trenches – Kniberg
  • Identifying and Managing Project Risk –

Kendrick

  • Lean Six Sigma for Dummies – Morgan, Brenig-

Jones

  • Too many web resources to mention
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BBLISA 2014-06 John Rouillard 2014 54/55

Challenges

  • Think of a process at work and analyze it for one of

the 8 wastes.

  • Chose another process, what measurements would

let you see if it's being done properly? How reliable will the measurements be? Can you make it more reliable?

  • Find some process to Poka-Yoke. What errors are in

it, how do you detect their introduction?

  • Next time you solve a problem, Define it first:

Acceptable results, How do you know? Predict what should result from an intervention?

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BBLISA 2014-06 John Rouillard 2014 55/55

Questions?

  • Your chance to make me think......