Ex-Army Captain (Viet Nam Era) Over 33 Years Healthcare Industry (Manufacturing & QA)
Chairman, ASQ Team & Workplace Excellence Forum (2008 2009) BS Management (Texas A&M) MBA Pepperdine Univ. 6-Sigma Black Belt Baxter Master Black Belt 40 Years - Married 2 Grown Kids, 1 New Grandson & Puppy
20 Years at Baxter
Questions
How many are implementing models? What kind of issues do you face? How many believe you have to have support from the top to successfully implement?
MODEL - OVERVIEW
Improvement Opportunity Identification and Prioritization Lean Six Sigma DFSS / DMAIC Methodology Tool Set Total Employee Involvement Tangible, Verifiable Results
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I N T E G R A T E
Provides focus, ensures alignment of all employees towards common goals, timetables and targets.
TOOLS * Six Sigma Variation ** Kaizen Quick Change *** Lean Waste
Strategic Objectives
1. 2. 3. 4. 5.
Map processes that support key strategic objectives and create customer value. Include baseline on key measures and targets for improvement; lead time, cost, quality, yield, etc.
Metrics
External Strategic Challenges
Customer 6. Competitor/Market 7. 8. Supplier 9. 10.
1, 2 A, B
1 A
1, 2 A, B
Manufacturing
Finance
Product Developmen t
Information Technology
Supply Chain
Human Resource s
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Value Creation
Product Manufacturing Supply Chain
Customer
Information Technology
Copyright 2006, Baxter International, All Rights Reserved
MRP
Weekly Schedule
Weekly Material Shipment
Process Step #1
Process Step #2
Process Step #3
Process Step #4
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300 units C/T = 10 sec C/O = 1 hr Uptime = 85% Yield = 70%
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50 units C/T = 30 sec C/O = 1 hr Uptime = 75% Yield = 60%
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50 units C/T = 30 sec C/O = 2 hr Uptime = 95% Yield = 80%
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150 units C/T = 20 sec C/O = 2 hr Uptime = 80% Yield = 70%
Non-Value Add 50 min. 25 Min. 25 min. 50 min PCT = 151.5 mins Value Add 10 sec. 30 sec 30 sec. 20 sec. VAT = 1.5 mins
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Copyright 2006, Baxter International, All Rights Reserved
Opportunity Identification
Strategic Challenges Strategic Objectives Value Streams & Key Metrics Improvement Opportunity Identification and Prioritization Lean Six Sigma DFSS / DMAIC Methodology
6W Kaizen Lean
Value Stream 2
1.
To engage the organization in process thinking and continuous improvement 2. To identify improvement opportunities through process understanding 3. To manage all improvement efforts toward meeting all key metric targets
Value Stream 3
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0-6 12 months months future future state state Quick Hit Quick Hit Kaizen Kaizen Project 6-Sigma 6-Sigma Kaizen
24 months 36 future months state ideal state 6-Sigma Project Kaizen 6-Sigma Project Project Project 6-Sigma
Mechanism to drive improvement. Standardized methodology and language: Define, Measure, Analyze, Improve, Control. Lean Six Sigma Toolkit.
Value Analysis
Activities essential to deliver product or service according to customer requirements. Three criteria:
Transforms the item or service toward completion Customer cares (would be willing to pay for it) Done right the first time
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Baxters 11 Wastes
Overproduction Waste is anything other than the minimum Waiting amount of equipment, materials, parts, space, and workers time which are Transportation absolutely essential to add value to the Excess Motion product. Shoichiro Toyoda - President, Toyota Injuries Inadequate procedures/methods (processing waste) Unplanned Activities (processing waste) Inventory Poor Communication Defects (not meeting customer requirements) Variation
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Copyright 2006, Baxter International, All Rights Reserved
Definition of Waste
Tools
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Six Sigma
A focus on variation reduction that impedes optimized performance.
Lean Six Sigma is a robust, data-driven approach to dataimprove and manage key business processes.
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Copyright 2006, Baxter International, All Rights Reserved
MEASURE
ANALYZE
IMPROVE CONTROL
MEASURE
Boxplot Dotplot Charts Pareto Chart CTQ Project Y MSA Gage R&R Drilldown Process Capability Study
ANALYZE
Brainstorm Fishbone FMEA Affinity Multi-Voting Scatter Pareto Chart Fault Tree 5 Whys
IMPROVE
DOE MistakeProofing Standard Work Flexible Workforce Visual Mgt. TPM
CONTROL
Control Plan Operating Procedures Revised Process F low Project Decommissioning
Opportunity Identification, Refine based upon Prioritization, and Project Selection results and changes to Six Sigma Leanstrategic challenges and DFSS / DMAIC Methodology strategic objectives.
6W Kaizen Lean
I N T E G R A T E
MODEL - DEPLOYMENT
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Questions
How many have tried to implement a business model in your company and were successful right out of the gate? How many have tried to implement a business model and slammed full on into cultural issues:
Were different Tried it before and failed
How many have actually made some inroads with employees, only to see stubborn leaders kill the motivation?
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64 Full time Director/Coaches to deploy program All Leaders sent to Crosby School in Florida
Issues
Deployment to manufacturing world-wide. Division Leaders made an effort. Merger of Baxter and American Hospital Did not include Technical Areas (i.e. R&D, IT, Finance, etc.)
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Model History
64 Full time Director/Coaches to deploy program All Leaders sent to Crosby School in Florida
Four Full-time VPs, an award office of staff & 200+ Examiners Leaders asked QLP or Baldrige, which one?
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Model History
Manufacturing Plants still generally the best examples Great efforts being made in Quality Organizations
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Model History
Lean (2002)
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Pitfalls We Experienced
Baldrige Model Placing it in competition with QLP Seeing LEAN, Six Sigma, Kaizen, etc. as Models Succession Planning Failure to consider culture/style Reduction in Organizational Resources
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Stuck With IT Saved Millions, Developed & Maintained a Core Competence in Manufacturing Merged it all Together
QLP Culture Baldrige/Shingo Model Fits Partial & Complete Organizations 6-Sigma/Lean/Kaizen/Etc. as Tools
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