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Q: What’s lean? Lean: A process of eliminating waste to create value for enterprise stakeholders by making processes faster, more efficient, and economical or delivering satisfactory quality to increase revenue, lower cost and enhance customer satisfaction. Lean means a balance of less and more Lean...

Q: What’s lean? Lean: A process of eliminating waste to create value for enterprise stakeholders by making processes faster, more efficient, and economical or delivering satisfactory quality to increase revenue, lower cost and enhance customer satisfaction. Lean means a balance of less and more Lean = less of (waste + cycle times + bureaucracy) + fewer suppliers + more of (employee knowledge and empowerment + organizational agility and capability + productivity + satisfied customers + long-term success) Q: What’s waste? Waste is any activity that absorbs resources or consumes time or space without adding value to the product or service in the eyes of the customer. Q: What’s Muda? What are Muda types? Muda- Is a Japanese word that means waste Muda types 1. Actions that don’t add value, but for some other reason are still necessary and cannot be eliminated immediately. 2. Activities that don’t add value are unnecessary and are the first targets for elimination. Q: List examples of Muda? Examples of Muda Mistakes that require recertification Production of items no one wants unneeded processing steps. Movement/transport from one place to another without any purpose Downstream activity waiting because the upstream activity is late. Goods and services don't meet the customer's needs Q: list 6 Benefits of Implementation lean? Benefits of Implementation Lean Increased throughput and capacity Better quality from the start Less management time in "the mud" Allows time for high-level activities and identifying Reduced turnaround time Improved employee morale value-adding solutions Decreased overtime  Increased citizen service Better inventory management satisfaction! Decreased costs Improved communication Better utilization of people's talents Q: What is Lean Thinking? Lean Thinking Philosophy: Identify and eliminate all activities that are waste (Muda) and focus on optimal flow throughout the process through the following steps: 1. Identify the Current State which is full of Waste, Variation, and Constraints 2. Expose Problems 3. Solve Problems 4. Future State Q: What is the Principles of Lean? Principles of Lean 1. Define customers' value 2. Identify the value stream (added value and waste) 3. Make the process flow 4. Implement "pull" to the process 5. Continuous Improvement Q: What are the Different Categories of Waste in Processes? Explain each one of them? 9 Categories of Waste in Processes We can collect them in the following words (DOWNTIME A). 1. Defects Errors, poor quality, failure to meet customer requirements 2. Overproduction Providing unnecessary products, services, or features by producing sooner, faster, or in greater quantities than customer demand. 3. Waiting Delays, periods of inactivity as people wait for a work cycle to be completed. 4. Not utilizing people's talent: failure to utilize full people's time and talents. 5. Transporting Unnecessary movement of people or parts between processes. 6. Inventory Excess inventory/supplies, batch processing, queues, or backlogs of work. 7. Motion: Extra steps taken by employees because of inefficient layout, searching, hunting, and gathering. 8. Excess Processing Excess activity and processing steps caused by poor process design, repetition, or correction of a process. 9. Attitude: people's behavior toward wasting resources and time. Q: What are Waste Elimination actions? Waste Elimination regularly has 2 actions 1. Adding value by Traditional Focus throughout Work Longer-Harder-Faster or Add People or Equipment 2. Lean Six Sigma to remove waste by Improving the Value Stream to Eliminate Waste by avoiding any work that does not increase product value to be able to finish the work in less time Q: What is Lean Thinking? What’s its Purpose? Lean Thinking is eliminating waste to create Value. Its purpose is: Customer-focused on needs and expectations which pull enterprise activities Knowledge-driven according to knowledge and innovation for workers or suppliers Eliminating all types of waste Creating value by maximizing the net profit in parallel with decreasing costs, to benefit all stakeholders Dynamic and continuous for both innovation and continual improvement Q: Explain how Lean Provides reinforcing concepts, Practices, and Tools Lean Provides reinforcing concepts, Practices, and Tools that achieve the following: Delivering just-in-time: "Pull" based production Striving for perfect quality: Completely defect-free parts must flow to each subsequent process; quality designed-in, not based on inspection, mistake proofing Flexibility and responsiveness: Small processing sizes and quick set-up times; ability to respond to shifts in demand Trust-based relationships: Mutual commitments and obligations, internally and externally with suppliers Continuous improvement (Kaizen): Continuous improvement through work standardization, productive maintenance, root cause analysis, and worker training and empowerment. Q: What are the steps to becoming lean? The Becoming Lean Steps are: 1. Define Value from a customer point of view 2. Identify the Value by following the product stream 3. Flow the Product by eliminating waste 4. Pull by Producing Just-in-Time 5. Strive for Perfection by continuously improving Q: explain the steps to becoming lean? 1. Focus on the value from the customer's point of view 2. Separate non-value added from value-added  Map the actions required to produce (value stream) Eliminate activities that do not add value. 3. Make the remaining value-added activities flow smoothly 4. Produce only what customers need (pull) 5. Continuous improvement Q: What’s the difference between value-added and non-value-added? The Value-Added Brings the product closer to its final form Changes the form, fit, or function An activity the customer is willing to pay for Non-Value-Added Does not contribute to bringing the product to its final form Doesn't improve the product or service form, fit, or on the first pass through the process. An activity useless for the customer to pay for Q: What’s the difference between Traditional Thinking and Continuous Flow Thinking? Traditional Thinking: Batch Production is like a meandering stream with many stagnant pools, waterfalls, and eddies. Doubling the production rate means doubling resources Continuous Flow Thinking: Pipeline with the fast-flowing product without stopping as each person does specific repeated actions as a step to produce the final product. Q: What is Quality? Lean? 6σ? Quality is identifying the right things and assuring that they are done right. Lean is focusing on removing waste (Muda) from processes Six Sigma focuses on understanding and reducing variation in processes Q: What is Lean Six Sigma? Combines both approaches by reducing waste and reducing defects by effectively solving problems and reducing variation Q: What is the Concept behind LSS? Lean Six Sigma is one of many methodologies developed through the Quality Revolution to remove wasteful activities to reduce variation. Q: List the different Stages of the Evolution of Quality and Write what led to the evolution of Lean Six Sigma? The evolution of Quality passed through the following stages: 1. Craft Production: This stage consists of: ▪ Each item is unique ▪ Individual parts made to fit ▪ Quality through craftsmanship 2. Mass Production: This stage consists of: ▪ High volume ▪ Interchangeable parts ▪ Quality through inspection 3. Better Production: This stage consists of: ▪ Understanding of process variation ▪ Quality through process Q: The high Volume of Production with interchangeable parts passed (MCQ) 1. Craft Production 2. Mass Production 3. Just in time 4. Lean Six Sigma Q: Explain the stages of the Evolution of Quality from 1700 till Six Sigma? 1. Interchangeable Parts was in 1798 by Eli Whitney 2. Statistical Process Control was in the 1920s by Walter Shewhart 3. Reconstruction of Japan was in 1950 by Deming & Juran 4. Toyoda Production System was in 1960 by Eiji Toyoda 5. Six Sigma was in 1980 by Motorola Q: What is DPMO and what is Six Sigma? DPMO: Defects Per Million Opportunities Q: What does “Six Sigma” mean? A process with a Six Sigma level of quality experiences only three defects per one million opportunities. Q: Is it Important to have a Six Sigma level of quality for all organizations? It depends on the customer's perception of quality. For example, there is no way for landing airplanes to obtain less than a Six Sigma level of quality. However, in manufacturing coffee stirrers, lower levels of quality may be completely acceptable. Q: What’s the lean Six Sigma Methodology? Lean Six Sigma Methodology: ▪ DMAIC Process ▪ Key Concepts ▪ Understanding Variation ▪ Voice of the Customer ▪ Voice of the Process Q: What are the three major Key Concepts of Lean Six Sigma Methodology and Explain them? Key Concepts of Lean Six Sigma (LSS) 1. Understanding of Variation ▪ Two types of variation ▪ Controlled variation (Common Causes) ▪ Uncontrolled variation (Assignable/Special Causes) ▪ Improvement strategy based on type of variation ▪ Controlled variation = Change the process ▪ Uncontrolled variation = Deal with the special events 2. Voice of the Customer (VOC) ▪ How does the customer describe quality ▪ What is the customer’s tolerance for defects ▪ VOC is often expressed as specification limits ▪ Goals should align with the voice of the customer 3. Voice of the Process (VOP) ▪ What is the current process capability ▪ How much variation is in the process ▪ How many defects does it produce ▪ What is the process average  ▪ What process inputs are important to the final quality Q: Explain Understanding of Variation as a Key Concept of Lean Six Sigma Methodology? Understanding of Variation ▪ Two types of variation ▪ Controlled variation (Common Causes) ▪ Uncontrolled variation (Assignable/Special Causes) ▪ Improvement strategy based on type of variation ▪ Controlled variation = Change the process ▪ Uncontrolled variation = Deal with the special events Q: Explain the Voice of the Customer (VOC) as a Key Concept of Lean Six Sigma Methodology? Voice of the Customer (VOC) ▪ How does the customer describe quality ▪ What is the customer’s tolerance for defects ▪ VOC is often expressed as specification limits ▪ Goals should align with the voice of the customer Q: Explain the Voice of the Process (VOP) as a Key Concept of Lean Six Sigma Methodology? Voice of the Process (VOP) ▪ What is the current process capability ▪ How much variation is in the process ▪ How many defects does it produce ▪ What is the process average ▪ What process inputs are important to the final quality Q: What’s the Conceptual Summary of Lean Six Sigma? The Conceptual Summary of Lean Six Sigma? Y=ƒ(x) The Output (Y) is a function (ƒ) of the inputs (x) Q: Explain the DMAIC Process of Six Sigma with one tool used in each phase? Explain 2 activities for each phase? Explain the meaning of each phase? DMAIC Process 1. Define begin with the end in mind, organize the project scope, and develop the project charter. Define Activities Identify Problem Complete Charter Develop SIPOC Map Finalize Project Focus Define Tools Charter Form Multi-Generational Plan Stakeholder Analysis Communication Plan SIPOC Map Voice of Customer (VOC) Defect definition Goal definition Simply the define stage answers the following: What is the problem? What is the goal? 2. Measure determines the "Current State" process using the experts' opinions Measure Activities Develop Operational Definitions Develop Data Collection Plan Collect Baseline Data Determine Process Performance/Capability Validate Business Opportunity Review EBPM&C process maps to create ‘As-Is’ Process Map  Measure Tools Operational Definitions Data Collection Plan Graphical Analysis Pareto Chart Histogram Box Plot Run Chart Detailed ‘As-Is’ Process Maps Simply the measure stage answers the following What is the current performance? What is the defect rate? 3. Analyze put the process under the microscope and beat it up! Collect data to confirm/deny opinions Analyze Activities Propose Critical X’s Prioritize Critical X’s Conduct Root Cause Analysis of Critical X’s Validate Critical X’s Prioritize Root Causes Analyze Tools Pareto Charts Fishbone Diagrams Brainstorming 5 Why’s Non-Value-Added Analysis Simply the analysis stage answers the following What are the sources of process variation?  What are the root causes of defects? 4. Improve Manipulate process to improve and create desired "Future State" Improve Activities Develop Potential Solutions Develop Evaluation Criteria & Select Best Solutions Work with EBPM&C to create Develop ‘To-Be’ Process Map(s) Develop High-Level Implementation Plan Develop Pilot Plan & Pilot Solution Improve Tools Brainstorming Solution Selection Matrix ‘To-Be’ Process Maps Piloting and Simulation Simply the improve stage answers the following How do we change the process? How do we verify our changes will improve the process? 5. Control develops procedures and controls and sustains the gains Control Activities Develop SOPs, Training Plans & Process Control Systems Implement Process Changes and Controls Monitor & Stabilize Process Transition Project to Process Owner Control Tools Control Charts Standard Operating Procedures (SOP’s) Communication Plan Implementation Plan Training Plan  Process Control Plans Simply the control stage answers the following Are the improvements to the process consistent over time? Are we maintaining future improvement? Q: What are Lean Six Sigma Certification Options? Lean Six Sigma Certification Options are: Yellow Belts Green Belts Black Belts Master Black Belts Champions (the highest) Q: What is the Difference between Goal Post Philosophy and Taguchi Philosophy of Quality? Traditional "Goalpost" Philosophy Taguchi Philosophy Anything outside the specification Any deviation from the target causes limits represents quality losses losses to society Q: List at least 6 Tools used in Lean Six Sigma? Kanban, Kaizen, Value Stream Mapping, JIT, SPC, TPM, POUS, Fishbone Analysis, DFSS, Cellular Flow, 5-S, Quality Circles, root cause analysis. Q: List the Problem-Solving tools of LSS? Problem-Solving tools of LSS 1. Value Stream Mapping 2. Root cause analysis 3. Fishbone Analysis 4. Pareto chart 5. The 5 Whys 6. Kanban 7. Kaizen 8. 5S Q: List the lean building blocks? Lean Building Blocks KAIZEN (the top) Pull/Kanban, Cellular/Flow, TPM  Quality at Source, Point of Use Storage (POUS), Quick Changeover Standardized Work, Batch Reduction, Teams 5S System, Visual, Plant Layout (the base) Q: Summarize the lean principles? A Summary of Lean Principles The target is Continuous Incremental Change to achieve the following: 1. Customer Satisfaction Perform value-added activities Operate just-in-time Eliminate waste Flow and pull continuously Create quality at the source Live standardized work 2. Respect for People Ensure personal safety Foster employee security Challenge and engage everyone Celebrate wins Grow and learn continuously Communicate effectively