1. Introduction to Process Improvement & Lean Six Sigma
Robert Woods
Elke Sanborn
Elke
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Introductions
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To get us started
OBJECTIVE
Participants gain a baseline knowledge of Process Improvement that can start them down the path of applying it their working environment, while hearing real life examples of how T-Mobile’s Payroll team has been using this methodology to get results.
AGENDA
What is a process
What is Lean Six Sigma
Why Process Improvement
How its done
How we do Process Improvement at T-Mobile
Elke
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4. What is a process?
proc•ess (pros′es) n. – A repetitive and systematic series of steps or activities where inputs are modified to achieve a value-added output.
Understand how and why work gets done.
Blame the process, not the people.
Structured approach that leads to a measured outcome.
Why should we focus on them?
Repetitive – processes are not projects
Examples of processes?
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5. Perception and reality
Process Perception:
Most see process flow as :
Do Something
Do Something
Do Something
Reality:
Delay
Delay
Defect ? Do Do Do
Expense Report Example
WIP
WIP
Rework
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6. T-Mobile Process Improvement Goals
Drive Continuous Improvement and Process Management Mindset
Build end to end process knowledge and expertise across team
Standardize, improve and document key processes, housed within a centralized documentation repository
Develop operational metrics to run business and drive performance
And we started our process improvement journey at T-Mobile very much like this… by taking the entire team through an introduction to process improvement training. We were able to help people think about their work differently.
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7. What is Lean Six Sigma?
Simply a set of methods and tools to help organizations become than their competition.
FASTER – BETTER – CHEAPER
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Why Lean and Six Sigma?
Lean Six Sigma: The combination of two approaches used to continuously improve processes
Lean
Relentless elimination of all waste
Creation of process flow & demand pull
Resource optimization
Simple and visual
Cuts the time it takes to meet our customer’s demands
Strength: Efficiency
Six Sigma
Focus on voice of the customer
Data and fact based decision making
Analytical and statistical rigor
Helps find and fix mistakes, errors, and defects involved in every aspect of delivering to customers
Strength: Effectiveness
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Why Lean Six Sigma?
DELAYS
Workarounds and rework loops
Unnecessary delays between steps
Enemies of WORLD CLASS, CUSTOMER CENTRIC COMPANIES
DEFECTS
Every process produces defects
Defects cause waste and rework
DEVIATION
Variation in processes and output
Results in dissatisfied customers
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Toyota’s 8 Wastes
waste (v.) Anything other than the minimum amount of time, material, people, space, energy, etc… needed to add value to the product or service you are providing.
Delay – unnecessary delays between process steps
Overproduction – making/doing stuff that is not ordered
Rework – caused by mistakes, errors, defects and deviation
Non-value added processing – e.g., inspection and review
Transportation – unnecessary movement of material
Inventory – unnecessary raw materials, WIP or finished goods
Motion – unnecessary movement of employees
Employee Creativity – unused wisdom of the workers
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The Signs
Heroic Effort
Customer Complaints
Employee Complaints
Blaming People, not process
Knee Jerk fixes that fail
Failures on the floor
Too many inspectors
Absenteeism and turnover
When do you need Process Improvement?
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12. Making Process Improvement a Reality
Formal Process Improvement:
In-depth Lean Training
Actual Process Improvement Projects
Transmit
Manual Checks
Putting New Tools Into Practice
Charters
Process Maps
Measurement
Root Cause Analysis
Informal Process Improvement
Visibility
Reality – this took a lot of time
Results are worth it – team has new tools
New expectations for team
Process Improvement is catching on
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How its done
Structured Approach to Problem Solving:
Define the Customer, what matters to them, and the Core Process involved. D
Measure the performance of the Core Process involved. M
Analyze the data collected and process map to determine root causes of defects and waste. A
Improve the target process by designing creative solutions to fix and prevent problems. I
Control the improvements to keep the process on the new course. C
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A Closer Look: Define
Define
Form project team and define roles
Create Charter
Map Process
Gather & analyze customer/stakeholder data
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A Closer Look: Measure
Measure
Analyze process for problem areas
Determine process and problem measures
Create data collection plan
Collect and organize baseline data
Without data, you’re just another person with an opinion. W. Edwards Demming
Zombie Problems
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A Closer Look
Analysis
Perform root cause analysis
Determine most significant cause
Solution selection
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A Closer Look
Improve
Brainstorm solutions
Solution selection
Implementation plan
Without data, you’re just another person with an opinion. W. Edwards Demming
Zombie Problems
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18. Real Life Process Improvements Examples
Payroll Preview Process
Tax credits
Expense checks processed with payroll
Stock, ESPP and NQDC
Paycard program
Compliance pay review
Paperless pay
Scheduled Off-cycles
Paperless Everything:
Child Support Garnishment Process
Manual Check Process
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Audit Improvements
Maintained Payroll Accuracy
Jan
Feb
Mar
April
May
June
July
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20. Results – Reduction in Late Files
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21. Results – Shortening Transmit Time
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T-Mobile – How to Start
Find a Mentor Assign a Champion
Engage Your Team
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Initial Steps
Pilot Projects
Decided on a specific project to work on and team
Bi-Weekly Instructions from Mentor
Worked on actual project between meetings
Implemented
Reported back to leadership
Pilot Project
Lessons Learned
Choose the right project!
Ours were too big
Need to encompass all areas of Lean Six Sigma
Start building necessary metrics early
Set aside dedicated time for your team to be involved
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Next Steps to Ensure Continuous Improvement
Establish Metrics to monitor what has been put in place… and actually look at them…
Create backlog of processes that need to go through the Lean 6 Sigma process
Build a ‘core team’ that will help lead Process Improvement projects and educate others
Engage team members that own the process
Encourage process improvement activities of all sizes and don't forget the quick wins.
Celebrate successes and create excitement around process improvement.
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Questions
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