Lean Six Sigma Champion Training CGSA CGSA Conference 2016
Instructor Paul Stamper Deputy Executive Officer County of Ventura Lean Six Sigma Master Black Belt
[email protected] BA Philosophy M.B.A. LSS Master Black Belt
- U.C. Santa Barbara - Cal. Lutheran University - Kent State University
Introductions Two Truths and a Lie 1. I was the starting linebacker on a California state championship high school football team. 2. I set a school high jump record as a sophomore in high school. 3. As a little league pitcher I was benched right after I hit three batters in a row.
Fortune 100 Companies
82% Use Lean Six Sigma
Other Benefits Time Savings GM started Lean in 1994
Toyota started Lean in 1950s
Quality
Benefits of Lean Six Sigma Improved processes • • • •
Faster Reduced defects Lower costs Increased capacity
Increased customer satisfaction Better relationship between management and staff
Common organizational language Increased employee engagement and empowerment
Focusing Exercise
+ Partner Exercise
Blanket Purchase Orders 30 to 11 Steps 6 X Faster
PWA and GSA Heavy Equipment
1 Grader 1 Roller
= $225,000 = $ 54,000
1 Backhoe
= $150,000
$429,000
Other Ventura GSA Improvements Project Title
Savings Green Accomplishments
GSA Inventory Control Process
$ 41,618 Yes
Reduced inventory by 50%
Parking Permit Process Improvement
$
9,305 Yes
Moved from brownmail to online
Outdoor Marriage Ceremonies
$
1,136 Yes
Outdoor locations, brochure
Training Certificates
$
1,150 Yes
Email PDFs of unalterable certificates
ReCaps
$ 58,428 No
Processing time reduced by 78%.
GSA Online Billing
$
85,000 pages of GSA invoices annually to 80 locations.
Automated Medi-Cal RRR Packets
$ 229,960 No
48,800 Medi-Cal renewals per year.
Scan Center: HSA Mail & Paperwork
$ 811,972 Yes
Scan HSA's mail into ECM, saving 16,440 hours/year.
VCMC Invoice Redaction Project
$ 26,967 Yes
624 hours/year down to 78 hours.
Assembly of CalFresh Packets
$ 85,939 No
34,800 Cal-Fresh packets assembled & sent each year.
6,201 Yes
$429,000
Culture Change
Lean
Six Sigma
Speed
Quality
Performance Improvement
System of Work Before
After Process Improvement
A Lean Process
Cycle of Lean Principles Seek Perfection
Specify Customer Value
Identify Value Stream
Establish “Pull”
Achieve Flow
Six Sigma Reduces Defects Data-driven approach 99.99966% or 3.4 PPM
Reliance on Averages
Need to Look for Variation
What Do These Have in Common?
Cycle of Six Sigma Discipline Control (Assess & Adjust)
Define (Problem & Scope)
Improve
Measure
(Implement Solutions)
(Current State “Map”)
Analyze Variability
(Causes & Measures)
Continuous Improvement
Strategic Planning Agency Strategic Planning Session (EPS)
=
Executive Planning
Outputs from EPS 1.
Agency Strategic Plan
2.
Process Improvement Portfolio
• • • • •
Infrastructure Policy Performance levels Capacity/Speed Quality
• Where can process improvement events help achieve goals and objectives?
Process Improvement Portfolio
VSA – Kaizen – A3 – Just Do It
Choosing the Event Type Known
Just Do It
Project Management
A3
Kaizen
Solution
Unknown
Simple
Complexity
Complex
Rapid Portfolio Step 1: Discuss Selection Criteria
County Strategic Plan Agency Strategic Plan Existing KPI’s Pending or Recent Changes
• Ex. AB109, Affordable Care Act, EMR
Pain Points staff)
(Ex. Complaints from customers or
• Takes too long, mistakes, confusing, bottlenecks
Not enough staff (Capacity)
We found the problem… Its you
Sorting It Out
Traditional Approach
Value Stream Approach
Phase 1
Phase 2
- Voice in Government - Healthy Families - Safe Communities - Employment - Housing - Community Resources
Phase 3
Value
Value Streams
Products & Services
Customers
Outcomes/ Benefits
Your Value Streams
Just Do It • • • • •
•
Improvement Solution to a problem Already know the answer Don’t need a kaizen team to develop a solution
*No Green Belt, No Control Plan, Just a good idea
The JDI name is not meant to imply it is small or easy. Just that no further problem solving is required.
41
42
Kaizen Kaizen Roles
Kaizen Output
Value Stream Champion Team Members
Team Leader
Green Belts
• • • •
Improved Process Solutions to Root Causes SOP Control Plan
County Executive Office
Lean Improvement Tool Kit • • • • • •
Error-proofing Push/Pull Set-up Reduction 5-S Cellular Work Processing Work Standardization
Types of Error Proofing Creating quality at the source through error proofing Types of error proofing: 1. Make it impossible to create error 2. Make it harder to create error 3. Make it obvious the error has occurred
County Executive Office
County Executive Office
Elements of a 5S Program Sort Remove from the workplace all items that are not needed for current operation. Set in Order/Straighten Arranging needed items so that they are readily accessible and labeled so that anyone can find them or put them away.
Shine The key purpose is to keep everything in top condition so that when someone needs to use something, it is ready to be used
Standardize The standard should be easily understood and easy to communicate (i.e. visual controls).
Sustain Implementing solutions to address the root causes of work area organization issues. All employees must be properly trained and use visual management techniques
County Executive Office