Lean Sigma: A Practitioner's Guide

The Practical, Easy-to-Use Guide to Lean Sigma Problem-Solving

Lean Sigma delivers results—if you use the right tools and techniques. In Lean Sigma: A Practitioner’s Guide, Dr. Ian Wedgwood captures best-practice Lean Sigma experience from multiple projects and industries, helping any professional identify the solution that will work best—and implement it.

Wedgwood’s exclusive "project roadmaps" present the fastest, most effective route to solving a wide range of problems—and explain why those solutions make sense. His "discovery roadmaps" help you identify potential Lean Sigma projects, even in processes where there are no obvious targets.

The heart of Lean Sigma is Wedgwood's 48 individual "tools roadmaps": step-by-step instructions revealing exactly how and when to use all these Lean Sigma tools...

Whether you’re a Green Belt, Black Belt, Master, Project Champion, Sponsor, Deployment Leader, or consultant, this book will help you use Lean Sigma to solve far more problems, far more rapidly, and far more effectively.

Dr. Ian Wedgwood, Executive Director of Sigma Breakthrough Technologies, has more than ten years of experience using, deploying, training, and consulting on Six Sigma and Lean Sigma. He has led and facilitated deployments in industries ranging from electronics and medical devices to chemicals and health care, and has trained and mentored numerous executives, champions, and belts. He holds a Ph.D. and First-Class Honors degree in Applied Mathematics from Scotland’s St. Andrew’s University.

Chapter 1 Introduction 1

PART I PROJECT ROADMAPS TO SOLVE BUSINESS PROBLEMS

Chapter 2 Define—Tools Roadmap Applied to the Beginning of All Projects 13

Chapter 3 Global Process Problems 23

A: On-Time Delivery Issues 23

B: Capacity of Process Is Too Low 27

C: RTY, Defects, Accuracy, Quality, Scrap, and Rework Issues 29

D: % Uptime Is Too Low 33

E: Pace of Process Too Slow 36

F: Process Has Enough Capacity, But Fails Intermittently 38

G: Process Has Enough Capacity, But Process Lead Time Is Too Long 41

H: Individual Steps Meet Takt, Global Process Does Not 44

I: Demand from the Customer Is Too Variable 47

J: Too Many Entity Types (Products) 51

K: High Schedule Variation 54

L: Measurement System Broken 60

M: Performance Characteristic Not Good Enough 63

N: Planned Maintenance Takes Too Long 64

O: Setup/Changeover Takes Too Long 65

P: Too Much Unplanned Maintenance 68

Q: Process Can’t Make Product at All 72

R: Resource Usage Is Too High (Headcount Reduction) 75

S: Inventory Is Too High 78

T: Waste/Process Loss Too High 82

U: High Forecast Variation 85

V: Not Enough Sales 89

W: Backlog of Orders Is Too High 91

X: Payments Made to Suppliers Not Optimized 93

Y: Accounts Receivable Are Too High 95

Chapter 4 Individual Step Process Problems 99

Chapter 5 Control—Tools Used at the End of All Projects 107

PART II ROADMAPS TO FIND PROJECTS WHERE NO OBVIOUS CANDIDATES EXIST

Chapter 6 Discovery—Tools Applied to Identify Projects 115

PART III ROADMAPS TO GUIDE IN THE PRACTICAL APPLICATION OF EACH LEAN SIGMA TOOL

Chapter 7 Tools 119

01: 5 Whys 119

02: 5S 122

03: Affinity 130

04: ANOVA 133

05: Box Plot 141

06: Capability—Attribute 143

07: Capability—Continuous 146

08: Cause & Effect (C&E) Matrix 153

09: Chi-Square 157

10: Control Charts 163

11: Critical Path Analysis 171

12: Customer Interviewing 174

13: Customer Requirements Tree 183

14: Customer Surveys 186

15: Demand Profiling 193

16: Demand Segmentation 196

17: DOE—Introduction 202

18: DOE—Screening 213

19: DOE—Characterizing 222

20: DOE—Optimizing 237

21: Fishbone Diagram 249

22: Handoff Map 253

23: KPOVs and Data 257

24: Load Chart 268

25: MSA—Validity 272

26: MSA—Attribute 276

27: MSA—Continuous 284

28: Multi-Cycle Analysis 294

29: Multi-Vari Studies 300

30: Murphy’s Analysis 306

31: Normality Test 308

32: Overall Equipment Effectiveness (OEE) 311

33: Pareto Chart 318

34: Poka Yoke (Mistake Proofing) 321

35: Process FMEA 325

36: Process Variables (Input/Output) Map 330

37: Project Charter 333

38: Pull Systems and Kanban 342

39: Rapid Changeover (SMED) 354

40: Regression 362

41: SIPOC 372

42: Spaghetti (Physical Process) Map 376

43: Statistical Process Control (SPC) 380

44: Swimlane Map 384

45: Test of Equal Variance 389

46: Time—Global Process Cycle Time 392

47: Time—Individual Step Cycle Time 395

48: Time—Process Lead Time 398

49: Time—Replenishment Time 401

50: Time—Takt Time 404

51: Total Productive Maintenance 408

52: t-Test—1-Sample 411

53: t-Test—2-Sample 416

54: t-Test—Paired 422

55: Value Stream Map 423

The Practical, Easy-to-Use Guide to Lean Sigma Problem-Solving

Lean Sigma delivers results–if you use the right tools and techniques. In Lean Sigma: A Practitioner’s Guide, Dr. Ian Wedgwood captures best-practice Lean Sigma experience from multiple projects and industries, helping any professional identify the solution that will work best–and implement it.

Wedgwood’s exclusive "project roadmaps" present the fastest, most effective route to solving a wide range of problems–and explain why those solutions make sense. His "discovery roadmaps" help you identify potential Lean Sigma projects, even in processes where there are no obvious targets.

The heart of Lean Sigma is Wedgwood's 48 individual "tools roadmaps": step-by-step instructions revealing exactly how and when to use all these Lean Sigma tools...

Whether you’re a Green Belt, Black Belt, Master, Project Champion, Sponsor, Deployment Leader, or consultant, this book will help you use Lean Sigma to solve far more problems, far more rapidly, and far more effectively.

Dr. Ian Wedgwood, Executive Director of Sigma Breakthrough Technologies, has more than ten years of experience using, deploying, training, and consulting on Six Sigma and Lean Sigma. He has led and facilitated deployments in industries ranging from electronics and medical devices to chemicals and health care, and has trained and mentored numerous executives, champions, and belts. He holds a Ph.D. and First-Class Honors degree in Applied Mathematics from Scotland’s St. Andrew’s University.

Dr. Ian Wedgwood is an Executive Director for SBTI and has over a decade of Lean Sigma Experience. He has both led and facilitated a number of deployments in indus­tries as diverse as electronics, engineered materials, medical devices, chemicals, and healthcare, and has trained and mentored numerous Executives, Champions, and Belts in DFSS, Six Sigma, and Lean. Ian has a strong product development background and co-developed SBTI’s Lean Design, Lean Sigma, K-Sigma (accelerated Lean Sigma), and Healthcare methodologies and curricula.

Prior to joining SBTI, Ian worked for the global engineering group Invensys PLC (the merger of BTR and Siebe) with some 1200+ sites worldwide. Starting out as Development Manager for BTR Technology Services, based in the United Kingdom, and then progressing to Technical Manager, he led the development of Six Sigma based soft­ware tools and their implementation into BTR’s manufacturing sites.

As a Program Manager with BTR C&TG he was involved in key Projects within the BTR Group during strategic acquisitions. One such project, building a new 180,000 square foot manufacturing facility in Tijuana, Mexico, brought Ian to the United States where he still lives with his wife, Veronica, and sons Christian and Sean.

As a Program Manager for Powerware (part of Invensys’ Power Systems Division), Ian led the efforts to lean the Divisions’ New Product Development processes. Moving backinto a Divisional role, he then led Invensys’ highly successful Lean Design for Six Sigma deployment. Some 380+ Design Belts within Power Systems alone yielded a 65 times return in less than two years.

He joined SBTI as a Master Consultant in 2001 and SBTI’s Leadership Team as its first Executive Director in February 2003.

Ian holds a Ph.D. and a First-Class Honors degree in Applied Mathematics from Scotland’s St.Andrew’s University.