Supply Chain Optimization by applying Lean and Six Sigma

A company’s supply chain is its lifeblood.  The opportunities for improvement and change are numerous once identified.  To dramatically improve the speed, flexibility, and cost of the supply chain requires a structured and systematic approach.  Our proven approach follows the DMAIC Six Sigma operations improvement process, integrates Lean principles, and includes the DMADV Design for Six Sigma process as well.
The following outline describes at a high level how to achieve Supply Chain Continuous Improvement.

1. Mobilize for Improvement and DEFINE the Opportunities
   
   1. Systematically evaluate and select opportunities focusing on tangible improvement
   2. Build and train teams assigned to specific improvement projects
2. MEASURE, Monitor, and Analyze Performance
   
   1. Performance Measurement Indentification
   2. Performance Measurement Tracking
   3. Performance Measurement Monitoring and Analysis
3. ANALYZEand Diagnose the Supply Chain
   
   1. Design of Products and Processes DFSS (Excellence, Assembly, Manufacturability, Installation, Service, and Reliability)
   2. Supply of Raw Materials and Components
   3. Conversion and Production
   4. Fielded Product Reliability and Customer Feedback
4. IMPROVEthe Processes, Products, and Service Delivery
   
   1. Establish and Implement the Required Actions
5. CONTROLthe Processes, Products, and Service Delivery
   
   1. Quality Management System
   2. Monitor the Steady State

Process Predictability Management has applied this process to numerous supply chains with dramatic results.  We can both teach and guide your team to apply these methods to your supply chain.  If you are serious about dramatic and continuous improvement contact us.  We are here to help.

Webinar On Demand Provides Live Training and Coaching

Live
Training and Coaching support for your Operations
Improvement projects is available through Webinar On Demand

• Have you run into stumbling blocks in your continuous improvement efforts?


• Is Lean and Six Sigma getting a little confusing?


• Do you want to try some methods and techniques and you aren't quite sure how to apply them?


• Are you having trouble with statistics, minitab statistical
  software, quality function deployment, business case development, or design of experiments?


• These are just a few of the topics that can be covered Live with Webinar On Demand.

If you answered “Yes” to any, or many, of the above questions then EducateVirtually.com can help. We provide Webinar On Demand Live Training and Coaching sessions where
You Pick the Topic and the Schedule.

There is no limit to the number of attendees.

We do limit Webinar On Demand connections to 4 computers.

Visit EducateVirtually.com for Details, Pricing, and Topics Supported

Lean Root Cause Analysis

Do you have processes that don’t perform the way you would like them to?

Do you have processing errors and customer complaints?

Does it seem like nothing ever gets out the door on time?

Are you tired of the inefficiencies and waste in your processes?

If you are in this situation then finding the root causes in your processes is the answer. Lean Root Cause Analysis begins with mapping of the current state, which is where you are now. All it takes is a walk through review of your current process, a digital camera to capture actual evidence, some sticky notes, sharpies, and a roll of brown paper.

Depicting the current state of your process on a Process Map, whether it is a Value Stream Map or a Deployment Process Map, gives you a visual representation from the beginning to the end of your process. You will be able to take a step back and review what’s actually going on objectively.

Photographs provide reminders of what is actually taking place. Sometimes the photos show some pretty scary things taking place in the process.

Information that should also be captured are cycle times, processing times, lead times, quantities of good and bad process outputs, travel distances, and inventory. The list is not all encompassing, but a good start.

The next step is to classify and quantify the Value Adding activities and the Non Value Adding Activities. We define Value Adding activities as ones that (1) the customer considers to be important and would be willing to pay for them, (2) the “THING” that travels through the process is physically changed, and (3) the process activity is done correctly the first time through the process. All three requirements must be met or the process activity is considered to be Non Value Adding.

To reduce or eliminate the Non Value Adding activities in the process requires an understanding of the root causes that created the need for them. We use Cause and Effect Diagrams, Failure Mode Effects Analysis, and 5 Why Brainstorming to uncover the root causes.

Devise your corrective actions and implement the improvements. Sounds pretty easy and it can be. Just follow the 5 step DMAIC improvement process. Define your current state, measure what is actually happening, analyze the information to uncover the root causes, develop creative solutions to improve the process, and then implement the solutions and install controls to maintain your gains.

If you need some help getting started then take our course Lean Root Cause Analysis

The Lean Root Cause Analysis course teaches practical application tools for uncovering the root causes in your processes. Lean concepts are demonstrated with a simulation. You will then learn how to define your current state and uncover the root causes that are the impediments to your future state success. Budget friendly at only $69.95

Register for a Course Today at EducateVirtually.com

Measuring Improvement without Data

When faced with a process that cycles infrequently it is often deemed impossible to measure the improvement from the current state to the future state. It doesn’t have to be.

FMEA (failure mode effects analysis) can be used to show before and after improvements based upon the difference in RPN (risk priority number) Score. The question then becomes, “What does an RPN reduction of 500 points actually mean from an improvement standpoint?”

We have developed a table that links the RPN Score to Process Yield which in turn links to Process Sigma. By using the table we can calculate the improvement in Process Sigma from the current state to the future state.

To see how this concept works take our Free Nano Course. Complete topics in 5 minutes or less. (this course is actually about 8 minutes, oops)

To see the Nano Courses available visit EducateVirtually.com

This Nano sized course introduces FMEA, RPN, and converting RPN to Process Sigma Level.

FMEA (Failure Mode and Effects Analysis) is a powerful tool for identifying, defining, and quantifying root causes to operations issues.

The RPN (Risk Priority Number) is calculated by multiplying the severity score times the occurrence score times the detection score.

The RPN quantifies the impact of a potential root cause providing the means to rank the root causes.

This is how we separate the vital few from the trivial many.

Converting the RPN into a Process Sigma Level is shown in a handy table.

When processes cycle infrequently the FMEA, RPN, and conversion to Process Sigma level provide the means to quantify the improvement.

Try a Nano Course, then Register for a Course Today!

More Free Nano Sized Courses

Our Nano courses cover complete topics in 5 minutes or less. These courses are offered for Free!

Take one today, then register for a full sized course that you can take at your leisure, when the time is right for you.

The New Nano Courses

TAKT Time and Process Flow are explained in this Nano course. Our bucket and spigot analogy fully illustrates the concept. Take this course today in less than 5 minutes!

Classifying Customer Wants and Needs Statements using the Kano Model. This Nano course includes an interactive quiz. Take this course in 5 minutes and 50 seconds

Each Nano Course will cover a Continual Improvement Topic, or Software Application, that supports improvement of products, processes, and service delivery.

Try a Nano Course, then Register for a Course Today!

To see the Nano Courses available visit EducateVirtually.com