RLM & Associates LLC Your Lean Six Sigma & Project Management Trainers Lean Six Sigma DMAIC...

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Transcript of RLM & Associates LLC Your Lean Six Sigma & Project Management Trainers Lean Six Sigma DMAIC...

  • Slide 1
  • RLM & Associates LLC Your Lean Six Sigma & Project Management Trainers Lean Six Sigma DMAIC Workshop Green Belt Part 2 6 Green Belt 5/17/20151Kraft Foods Green Belt
  • Slide 2
  • 5/17/2015Kraft Foods Green Belt2 Six Sigma Pizza Inc. Start Boundary: Customer places order Stop Boundary: Customer receives order Suppliers Inputs Process Outputs Customers Order Received Pizza Built Pizza Cooked Pizza Finished Pizza Served
  • Slide 3
  • 5/17/2015Kraft Foods Green Belt3 Customer Identification Objective is to determine who is directly impacted by the problem Looking for ROI in improvement efforts o Identify most impacted customers Correcting the problem for this group generates the largest benefit, and can be applied to the other customer groups
  • Slide 4
  • 5/17/2015Kraft Foods Green Belt4 Who Are My Customers? A customer is the recipient of a product or service: May be internal or external External customer pay for the product or service Internal customer utilize the same output to complete their own processes, ultimately supplying the output to the external customer
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  • 5/17/2015Kraft Foods Green Belt5 Customer Identification Exercise Internal ExternalCustomers
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  • 5/17/2015Kraft Foods Green Belt6 Critical Customer Requirements Objective is to determine the qualities the customer views as important. How does the customer define quality? What specific characteristics matter most? Is there a difference among customer segments? Which segment is the target segment? Must be measureable! Requires that we gather feedback from our customers
  • Slide 7
  • 5/17/2015Kraft Foods Green Belt7 Six Sigma Pizza Inc. Product QualityService QualityPrice ReliabilityConvenienceLow original price DurabilityReliabilityValue Useability/FeaturesSpeedTotal costs PrestigeInterraction ServiceabilityTangiblesFailure Recovery
  • Slide 8
  • 5/17/2015Kraft Foods Green Belt8 Voice of the Customer Collects information from the customer directly through various sources Internal intelligence Outbound communications Inbound communications Casual contact Formal transactions Research
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  • 5/17/2015Kraft Foods Green Belt9 Voice of the Customer Typical Methods Interviews Focus Groups Surveys Customer Complaint Data
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  • 5/17/2015Kraft Foods Green Belt10 Critical Customer Requirements CCRs Voice of the Customer Key Customer Issues Critical Customer Requirements Actual customer comments which reflect their perception of: An attribute of a product or Service An experience with a product/service or delivery An encounter or experience with a business processes or representative This mower is way too hard to start Im always on hold or end up talking to the wrong person This package doesnt do squat The real customer concerns, values or expectations regarding a product or service. Void of emotion or bias, the statement describes the primary issue a customer may have with the product or services. Describes the experience surrounding the attributes of the product or service expected or desired by the customer. Wants the mower to start quickly and painlessly Wants to talk to the right person quickly The software does what the vendor said it would do The specific and measurable expectation which a customer has regarding a product or service. Mower starts within two pulls on the cord Mower starts with an effortless pull on the cord not exceeding 24 in length Customer reaches correct person the first time within 30 seconds (good) The software is fully operational on the customer's existing system
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  • 5/17/2015Kraft Foods Green Belt11 VOC to CCR Customer SaidCustomer IssueCritical Customer Requirement
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  • 5/17/2015Kraft Foods Green Belt12 Six Sigma Pizza Inc. Multiple CCRs will require prioritization ROI is key 1. Must Bes Unless fully functional, customer will be dissatisfied 2. Performance Improvement Improves competitiveness 3. Delighters The human touch extras
  • Slide 13
  • 5/17/2015Kraft Foods Green Belt13 Air Travel Example Must BesPerformanceDelighters Safe ArrivalSeat ComfortableFree Upgrades Accurate BookingXM/Sirius SatelliteWireless Internet Available for free Luggage Arrives with Passenger Friendliness of StaffComputer Plug-ins On-time Arrival
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  • 5/17/2015Kraft Foods Green Belt14 Six Sigma Pizza Exercise Must BesPerformanceDelighters
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  • 5/17/2015Kraft Foods Green Belt15 Six Sigma Pizza VOC Customer Complaints Delivery took too long to arrive Pizza cold when delivered Pizza was stuck to the top of the box Adding 20% tip to my group of 16 was not justified Jeff Gordon crashed in turn 3 and my pizza was stuck to the top of the package My pizza was cold when I got it home
  • Slide 16
  • 5/17/2015Kraft Foods Green Belt16 Six Sigma Pizza Inc. Customer Loyalty Score over the last 12 months Dine In Customers 52% Carry Out Customers 48% Delivery Customers 22%
  • Slide 17
  • 5/17/2015Kraft Foods Green Belt17 Team Exercise Assign teams: Complete the SIPOC Exercise for Six Sigma Pizza Inc. Complete VOC to CCR template Complete Prioritization Matrix Be prepared to present
  • Slide 18
  • 5/17/2015Kraft Foods Green Belt18 Six Sigma Pizza Inc. Customer SaidCustomer IssueCritical Customer Requirements Delivery took too long to arrive Pizza was cold Pizza was stuck to the top of the box Jeff Gordon crashed in turn 3 and
  • Slide 19
  • 5/17/2015Kraft Foods Green Belt19 Six Sigma Pizza Inc. Customer SaidCustomer IssueCritical Customer Requirements Delivery took too long to arrive Timely delivery Pizza was coldPizza is supposed to be HOT Pizza was stuck to the top of the box Pizza should be in one piece Jeff Gordon crashed in turn 3 and Safe and courteous drivers
  • Slide 20
  • 5/17/2015Kraft Foods Green Belt20 Six Sigma Pizza Inc. Customer SaidCustomer IssueCritical Customer Requirements Delivery took too long to arrive Timely deliveryDelivered in 35 minutes Pizza was coldPizza is supposed to be HOT 110 degrees at time of delivery Pizza was stuck to the top of the box Pizza should be in one piece Intact not stuck to box Jeff Gordon crashed in turn 3 and Safe and courteous driversNo accidents, tickets or complaints about drivers
  • Slide 21
  • 5/17/2015Kraft Foods Green Belt21 Six Sigma Pizza Inc. Start Boundary: Customer places order Stop Boundary: Customer receives order Suppliers Inputs Process Outputs Customers Customer Ingredient Suppliers Oven Suppliers HR Department Marketing Department Media Order Ingredients Equipment Staff Coupons Order Received Pizza Built Pizza Cooked Pizza Finished Pizza Served Carry Out Customers Dine in Customers Delivery Customers Cooked Pizza
  • Slide 22
  • 5/17/2015Kraft Foods Green Belt22 Document and Analyze Processes
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  • 5/17/2015Kraft Foods Green Belt23 Functional Deployment Process Like the top-down process map, a functional deployment process map displays the steps depicted in a process in sequential order. The functional deployment process map also illustrates where each step is performed and who is involved. Features Symbols, such as those shown below, are used to illustrate the process flow, decision points, and activities performed. Functional deployment process maps generally take considerable time to prepare, but they are extremely useful in understanding a process prior to attempting improvements. They require input from people familiar with each area of the process.
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  • 5/17/2015Kraft Foods Green Belt24 Functional Deployment Mapping
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  • 5/17/2015Kraft Foods Green Belt25 Six Sigma Pizza Inc.
  • Slide 26
  • 5/17/2015Kraft Foods Green Belt26 Six Sigma Pizza Exercise Turn top-down flow chart in to Functional Deployment Map Hand drawn or Visio is acceptable Present to group Remember. AS IS Process!
  • Slide 27
  • 5/17/2015Kraft Foods Green Belt27 Quick Win Opportunities Some processes have been neglected for so long that a simple mapping exercise may illuminate many easy and obvious improvement opportunities. Conducting a common sense assessment of the value of each step may help to identify these opportunities, referred to as quick wins, or low hanging fruit. Teams should always be prepared to identify and pursue quick win opportunities the return on investment can be very high.
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  • 5/17/2015Kraft Foods Green Belt28 Quick Win Opportunities Criteria for Defining an Opportunity as a Quick Win Easy to Implement: Making the change or improvement does not require a great deal of coordination and planning. Fast to Implement: Making the change or improvement does not require a great deal of time. Cheap to Implement: The change or improvement does not require a large investment of capital, of human resource or of equipment or technology. Within the Teams Control: The team and its management are able to gain the support of the people needed to make the change. The scope of the change is within the teams ability to influence.
  • Slide 29
  • 5/17/2015Kraft Foods Green Belt29 Qualitative Analysis Introduction to Improvement Criteria Prior to detailed measurement and analysis of a process, a team can often identify quick and