Performance Excellence and Lean Six Sigma (LSS) at MNAA
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8 Ways to Improving Our Company Business Process Management (BPM) • Managing processes to guide responsibilities, roles, policies and processes
Performance Excellence (Baldrige) • Driving results through high performing processes
Quality Management System (QMS) • Ensuring the organization requirements and continuously improving processes (CALEA)
Lean Six Sigma (LSS) • Driving improvement, utilizing DMAIC, PDCA and lean to reduce variation and streamline processes
Improving
NAE
Enterprise Risk Management (ERM) • Managing risk and opportunity oversight across the whole enterprise
Safety Management System (SMS) • Ensuring the airport safety requirements and continuously improving safety processes Enterprise Resource Planning (ERP) • Increasing efficiency, timeliness and accuracy of information through centralized IT automation for major processes
Sustainability
• Ensuring Economic viability, Operational efficiency, Natural resource conservation and Social responsibility
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8 Ways to Improving Our Company Performance Excellence Performance Excellence (Baldrige) (Baldrige) Business Process Enterprise Risk • Driving results through results through Management (BPM)• Driving Management (ERM) high performing processes • Managing processes tohigh performing • Managing risk and guide responsibilities, opportunity oversight roles, policies and across the whole processes processes
enterprise
Quality Management System (QMS) • Ensuring the organization requirements and continuously improving processes (CALEA)
Lean Six Sigma (LSS) • Driving improvement, utilizing DMAIC, PDCA and lean to reduce variation and streamline processes
Improving
NAE
Safety Management System (SMS) • Ensuring the airport safety requirements and continuously improving safety processes Enterprise Resource Planning (ERP) • Increasing efficiency, timeliness and accuracy of information through centralized IT automation for major processes
Sustainability
• Ensuring Economic viability, Operational efficiency, Natural resource conservation and Social responsibility
www.flynashville.com
8 Ways to Improving Our Company
Business Process Management (BPM) • Managing processes to guide responsibilities, roles, policies and processes Quality Management System (QMS) • Ensuring the organization requirements and continuously improving processes (CALEA)
Performance Excellence (Baldrige) • Driving results through high performing processes
Lean Six Sigma (LSS) •Driving improvement, utilizing Lean Six Sigma (LSS) DMAIC, PDCA and leanimprovement, to reduce • Driving utilizing DMAIC, PDCA and lean to variation and streamline processes reduce variation and streamline processes
Improving
NAE
Enterprise Risk Management (ERM) • Managing risk and opportunity oversight across the whole enterprise
Safety Management System (SMS) • Ensuring the airport safety requirements and continuously improving safety processes Enterprise Resource Planning (ERP) • Increasing efficiency, timeliness and accuracy of information through centralized IT automation for major processes
Sustainability
• Ensuring Economic viability, Operational efficiency, Natural resource conservation and Social responsibility
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The Performance Excellence (Baldrige) Framework
“The Baldrige Award enjoys very broad, positive recognition among leaders in each of the Baldrige Award-eligible sectors. . . . More than 70 percent of leaders surveyed among Fortune 1000 companies said they are likely to use the Criteria for Performance Excellence.” Framework Booz Allen Hamilton
Results from using the Criteria: • Better employee relations • Higher productivity • Greater customer loyalty • Increased market share
• Improved profitability www.flynashville.com
Performance Excellence (Baldrige) Framework
The Baldrige Criteria, Six Sigma, Lean and ERM are complementary, not mutually exclusive. Many organizations use . Baldrige to develop an overall performance map to identify areas that need improvement, and then they may use one or more of these tools to design operations or improve processes within the organization.
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The Performance Excellence Journey
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Lean
Lean is focused on the elimination of all nonvalue-adding activities and waste from an organization’s processes. Waste includes • Scrap • Rework • Inspection Customer• Inventory defined value • Queuing time • Transporting materials or products • Redundant motion • Anything for which a final customer would not want to pay
Map and understand value stream
Goals: • Increase productivity • Eliminate waste • Maximize resource utilization
Make value stream flow
Continuous process improvement
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Lean – Value Stream Creation
Do you know who your customers are and what they value (their requirements) ?
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MNAA Enterprise Systems Model
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Category 3 – Customer Focus
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Category 1 – Leadership Processes
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Category 6 – Operations Focus – Value Conversion
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This is our “Value Stream” creating NAE!
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Lean – Value Add
Evaluate your value add at the system and process step level.
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Lean – Value Add by Step Six Sigma ~ 1000 Signs at our airports
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Lean – Value Add Criteria
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Lean – Manage Flow (Existing)
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Lean – Manage Flow (New)
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Lean – Understand Variation in Customer Demand We count everything we can … automatically if possible! • Passenger enplanements • Cars Parked • Vehicles flowing through/around terminal • Planes taking off and landing • Car Rentals • Taxis, hotel shuttles
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Lean – Understand Variation in Customer Demand Passenger Flow is highly seasonal
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Lean – Understand Variation in Customer Demand – Y = f(x)
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Lean – Understand Variation Sometimes it is hidden!
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Lean – Understand Variation Sometimes it is hidden!
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Lean – Use Visual Management • Map Your Processes Especially your Management processes!
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Lean – Use Visual Management Performance Excellence Journey is invaluable at getting you to do this!
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Lean – Use Visual Management Performance Excellence Journey is invaluable at getting you to do this!
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Lean – Use Visual Management • Graph Your Data – Over Time • Using just 2 data-points (Period-Over-Analysis) throws away information and prevents understanding process variation
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Lean – Use Visual Management
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Lean – Use Visual Management
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Lean – Use Visual Management
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Summary • Performance Excellence – a journey • Value Streams – at multiple levels • Think process flow • Understand Variation • Visual Management
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Questions?
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