Lean Six Sigma is simple

1. Define 2. Measure
Done
Project charter Data collection plan
In
progress
SIPOC Data, VOC & VOP
To do
Process map Pareto chart

Stakeholders

Defining problem (Y) Measuring problem (Y)

a is simple - 5 steps to follow! One rule: Y = f(x)

asure 3. Analyze 4. Improve

Gemba walk,7 wastes Impact difficulty matrix

Fishbone diagram Implementation plan

5 Why

Solving problem (Y) by

problem (Y) List of root causes (Xs) addressing root causes (Xs)
e: Y = f(x)

5. Control

Control plan

Benefits calculation

Re-measuring Y
 Project charter - YouTube video
https://youtu.be/bhDGK_eG6Ik
Project charter Help
Project title Improve the productivity of the "Headrests" Process Use verb in project title to describe action: improve, reduce.

Process Headrests Finishing Stations X52 / X87 / J92, 3 Stations Name the process, frequency, number of people involved.

Problem statement The problem is production time of the Headrests to the customer What is the problem in the process? Time, quality, risk?

Project scope Autonomous Production Zone 1, Team 2 What is the part of the process/country/team to be included into project?

Project leader YOUSSEF ELALAOUI You!

Project sponsor TAZIN AHMED (Manufacturing Manager ) Someone senior, interested in the project's success, approves scope.

Team members ELGHERBI Rabie,Driss El asri, OULAD SAID Mohammed Names of team members involved in the project

Project objectives Help

Objective Current state data
What we want to achieve by running the project? Objective has to related with problem statement and
Reduce the cycle time to product an Headrest
data to be collected in Measure phase. An objective has to be very specific and related with data. It can
CT=164 seconds be reduction of defects (incorrect items), cost reduction or time decrease. Please define not more than
1-3 objectives for Your process.

Important: Project charter is about the "current state" process. Please do not include ideas for improvement here or
"future state" plans. The Project sponsor approves Project charter.
 SIPOC
Suppliers Inputs Req. Process Outputs Req. Customers

specifique Process On time and

Carousel the Foam dimensions trigger Headrestes correct order Renault

leather,nap,
T5 factory covers textile
Finishing Stations

The bags and boxes of White,specific

Ligne FEED Conditioning dimensions
Process
end

453688221.xlsx Rev 10/18/07

Process Map - YouTube video
https://youtu.be/sc-JF-g3liA
 Stakeholders - YouTube video
https://youtu.be/sc-JF-g3liA
Impact on the project Attitude to the project Action to be taken
success
Stakeholder name and Keep informed I Involve actively I
Low I Medium I High Negative I Neutral I Positive
function Monitor

TAZINE AHMED Production High Positive weekly meeting

manager
Rabie elgharbi Manager of Medium Positive Monthly meeting
Engineering
Anas Tiskaoui Supply chain Medium Negative reports and emails
manager

Important: Change Management is critical to your project success. Make sure you keep on in
people impacted by the change from the very beginning of the project.
 Help

Stakeholder is anybody impacted by your project -

person who is doing the process, team manager,
Customer, Supplier - make sure you understand
their emotions and expectations. Please decide
about the communication about project progress -
ask stakeholders about their expectation: project
update meeting monthly, e-mail update every
week, update after each phase is completed

ou keep on informing and involving

f the project.
 Data Collection Plan - Yo
https://youtu.be/sc-

Measure in SIPOC Metric

Cycle time of the Headrest 164 seconds per Headrest

Overall People Effectiveness 49.00%

What are you going to measure? Is it Time - number of hours per

I=Input, P=Process or O=Output month. Defects - number of
Please check with SIPOC defected records per month.

Important: Look at the Objectives from

Project objectives
Objective
Reduce time spent to product one Headrest team 2
Improve the efficiency of people of the zone 1 team 1
 Data Collection Plan - YouTube video
https://youtu.be/sc-JF-g3liA

Measure Definition
the time starting when operation begins to the point of time when the operation ends.

Is a key performance indicator (KPI) that measures the utilization, performance, and quality of
the workforce and its impact on productivity.

Help
Be very specific here - add details and requirements

Look at the Objectives from Project charter to be sure what to measure.

Project objectives
Current state data
164 Seconde per Headrest (data from July-August 2017)
49 % (data from July-August 2017)
 Who will measure
When? the data?
data from July 2017 Oulad saaid/Mohammed

data from July 2017 Oulad saaid/Mohammed

Data collection timeline Please choose one responsible

person and the backup in the case
of absence

re what to measure.
 YouTube video - Data, VOC & VOP
https://youtu.be/sc-JF-g3liA
Productivity of the team per shift (8
hours)

Day Month CB BALL VIRGULE

1 Julu 2017 164 175 100

2 Julu 2017 164 180 95
3 Julu 2017 164 180 98
4 Julu 2017 160 185 105
5 Julu 2017 160 180 100
6 Julu 2017 160 185 100
7 Julu 2017 160 180 100
8 Julu 2017 165 185 100
9 Julu 2017 165 175 100
10 Julu 2017 160 180 120
11 Julu 2017 170 180 100
12 Julu 2017 164 175 100
13 Julu 2017 164 180 115
14 Julu 2017 164 185 120
15 Julu 2017 160 180 120
16 Julu 2017 160 185 120
17 Julu 2017 160 185 100
18 Julu 2017 160 180 98
19 Julu 2017 165 185 105
20 Julu 2017 165 175 100
21 Julu 2017 160 180 100
22 Julu 2017 170 180 100
23 Julu 2017 120 180 100
24 Julu 2017 157 185 120
25 Julu 2017 160 185 80
26 Julu 2017 155 180 100
27 Julu 2017 156 185 100
28 Julu 2017 170 175 100
29 Julu 2017 167 180 120
30 Julu 2017 164 180 100
1 August 2017 164 185 100
2 August 2017 164 180 100
3 August 2017 160 185 100
4 August 2017 160 180 100
5 August 2017 160 185 120
6 August 2017 160 180 80
7 August 2017 165 175 98
8 August 2017 165 180 105
9 August 2017 160 185 100
10 August 2017 170 180 100
11 August 2017 130 185 100
12 August 2017 151 175 120
13 August 2017 160 180 80
14 August 2017 160 180 98
15 August 2017 150 185 105
16 August 2017 165 180 100
17 August 2017 134 185 100
18 August 2017 149 175 100
19 August 2017 140 180 120
20 August 2017 164 180 80
21 August 2017 164 180 98
22 August 2017 164 185 105
23 August 2017 164 180 100
24 August 2017 160 185 100
25 August 2017 160 175 98
26 August 2017 160 180 105
27 August 2017 160 180 98
28 August 2017 165 180 105
29 August 2017 165 185 100
30 August 2017 160 180 100
31 August 2017 170 185 100

Total time per driver 9756 11040 6231

61 days
Average time per one product 106 120 68
 team per shift (8
rs)

Average
productiv
ity day
X87 Function

165 151 Min

165 151 Max
165 151.75 Average
160 152.5 Standard deviation
170 152.5
170 153.75
170 152.5
170 155
Voice of Process
165 151.25
165 156.25 Upper control limit
160 152.5 Lower control limit
170 152.25
170 157.25
170 159.75
165 156.25
160 156.25
170 153.75
170 152
170 156.25
170 152.5
165 151.25
170 155
170 142.5
165 156.75
160 146.25
170 151.25
170 152.75
170 153.75
 170 159.25
165 152.25
170 154.75
170 153.5
160 151.25
160 150
165 157.5
165 146.25
165 150.75
160 152.5
170 153.75
170 155
170 146.25
160 151.5
165 146.25
160 149.5
170 152.5
170 153.75
170 147.25
170 148.5
165 151.25
170 148.5
170 153
165 154.75
165 152.25
165 152.5
160 148.25
170 153.75
170 152
170 155
165 153.75
165 151.25
165 155

10170

111
 How to find it in excel Result

=min(data) 143
=max(data) 161
=average(data) 152
=stdev(data) 3

Voice of Process (VOP) and Voice of the Customer (VOC

3 x standard deviation up from average 161
3 x standard deviation down from average 143
 Help

You collected your data. The sample size - in this case 5 months - depends on your
process frequency and the availability of data. There is no need to have data for 3 years
if your process is daily but in the same time you cannot take data for 2 months if your
process is monthly. Now try to play with the data - create average number in total 5
year: average number of minutes per invoice per invoice type, average number of
incorrect invoices. Now please create run chart and ask Customer what is the target
-Voice of the Customer (VOC)

nd Voice of the Customer (VOC)

 Pareto Chart - YouTube video
https://youtu.be/sc-JF-g3liA
Category - driver Cycle time Cumulative %
CB 164 30.1%
BALL 162 59.8%
X87 144 86.2%
VIRGULE 75 100.0%

Help

Pareto rule is 80/20 - e.g. 80% of the time you wear 20 % of your cloths. It
helps us to understand where to concentrate on - in case of our project we
should look closer at category C. It means you don't need to analyze all
data - just the one that has the biggest impact on the project objectives.
 Gemba walk & 7 Wastes- YouTube video
https://youtu.be/sc-JF-g3liA
7 Wastes
T Transport

I Inventory

M Motion

W Waiting

O Overprocessing
O Overproduction
D Defect
Unused creativity of
8th Waste people

Help
Please follow GEMBA approach - GEMBA means go and see. Go to the place here the process is run, login to
procedure and observe them. Look for Waste in the process, learn how the process in run in real time. Look al
time reduction? Good! In this case please look at your process and look for all Waiting. Please check also Pare
should go and see.
ba walk & 7 Wastes- YouTube video
https://youtu.be/sc-JF-g3liA
Meaning Describe wastes in your process
Unnecessary movement of items, data,
equipment. 1-transfert des chars

Storage of unnecessary goods or data

1-Take the foam from the lathe and place it on the packing support
2-Place the bag on the AT and start the aspiration
Unnecessary movement of people 3-Engage the cap on the AT and waiting the breathing
4-Maintain and center the cap and engage it towards the po

5-Moving to packing crates

Waiting for inputs, approval, confirmations 1-waiting for headgears

2-waiting for cardboard packing
3-waiting for pallets
Too many data, too many unnecessary details not
needed by Customer

More items than Customer needs.

Items not meeting Customer expectations

Not involving people, lack of feedback

Help
eans go and see. Go to the place here the process is run, login to the application used in the process, ask people to follow ste
in the process, learn how the process in run in real time. Look also at your Project charter again - do you have objectives rela
k at your process and look for all Waiting. Please check also Pareto chart - it helps you to understand where to use GEMB - w
should go and see.
cribe wastes in your process
s

m the lathe and place it on the packing support

he AT and start the aspiration
on the AT and waiting the breathing
ain and center the cap and engage it towards the post

g crates

ears
oard packing
s

tion used in the process, ask people to follow steps from

oject charter again - do you have objectives related with
helps you to understand where to use GEMB - where you
 Fishbone/Ishikawa diagram - YouTube video
https://youtu.be/UQbJjdHlivE

Mother nature Man Method

Cause
Cause Stop for lack of No exploitation of
Lack of Visual management operator the SAP system
Cause
Lack of training Cause No optimization s

Stop for change of Pack

Cause Cause Cause

problem of data -Verin degradation -lack of the Headdresses
reliability
Pressure pedal
-lack oh the Foam
problem

-flow of matter is invisible

Measurement Machine Materia

 Method Help

Take a look at Problem statement on Project charter and Objectives section as we

Cause problem is incorrect invoice. In Analyze phase we look for root casuses of the prob
No exploitation of Fishbone diagram helps to present root causes and group them in 6M view.The best
the SAP system create Fishbone diagram is to run a brain strorming session with people from SIP
involved in the Process. Give them 15 minutes to write down all the root causes on
notes and then alocte them on fishbone diagram (use whiteboard). Start discussion
Cause No optimization space possible improvements related with root cause.

Stop for change of Packing Bag

production time
of the Headrests

Cause
-lack of the Headdresses

Important: Involve people in root cause identifica

-lack oh the Foam
and improvement ideas generation! If it's my ide
ow of matter is invisible
will be happy to implement it!

Material
 Objectives section as well. The
root casuses of the problem.
em in 6M view.The best way to
on with people from SIPOC -
n all the root causes on post it
eboard). Start discussion about
ot cause.

ause identification
n! If it's my idea I
ment it!
 5 Why - YouTube video
https://youtu.be/lZhU8_qSlcc
Cause 1. Why? 2. Why?

Lack of stirrups
lack oh the Foam Stop Carrousel

Out of stock
lack of the Headdresses No replenishment requests

Stop for change of Packing Bag Waiting for maintenance Lack of tools for bag change
intervention

Stop for lack of operator Lack of sufficient staff in the

line New Project

Help
5 Why is used if the cause from Fishbone diagram does not go enough deep. Please select all causes from your
Why? As many times as needed to get to the root cause.The root cause is marked in green. Remember it’s no
good people in bad processes the outcomes don’t imp
 3. Why? 4. Why 5. Why?

Out of stock No replenishment requests No identification of the need in

matter before the break

No identification of the need in

matter before the break

Lack of Recruitment / Versatile

Operators

Help
. Please select all causes from your Fishbone Diagram and decide if the are root causes. If not ask
marked in green. Remember it’s not about the people – it’s about the process and that if you put
processes the outcomes don’t improve.
 Impact difficulty matrix - YouTube video
https://youtu.be/vexMr9Qm1Bk

Impact on project objectives

high 1 3 4 2
low

low high
Difficulty of implementation
 Create a list of improvements as a
List of identification, Gemba walk and co
Impact/Difficulty Matrix. Start implem
2 improvements your project objectives and low difficulty
be implemented with low im

Improvement of the Raw

1. Material Store

Reinstatement of Finishing
2. Stations
The implementation of the
self-maintenance: The
3. repairs of the first level are
done by the operators

4. Recruitment of Three
People For Project X52

high 5. purchase of Transfer Trolley

mentation 6.
 reate a list of improvements as a result of root cause analyzes, 7 Waste
dentification, Gemba walk and correlation check. Now allocate them on
ct/Difficulty Matrix. Start implementation with the one with high impact on
roject objectives and low difficulty. Don't implement improvements difficult to
be implemented with low impact on your project success.
1. Actions
Improvement

Improvement of the Raw Material Store

The implementation of the self-maintenance: The repairs of the first level ar

Recruitment of Three People For Project X52

Reinstatement of Finishing Stations

purchase of Transfer Trolley

2. Trainings
Training objectives

5S

TPM

3. Communication
Audience

4. Standard Operating Procedure

Procedure name and version

Procurement procedure

Storage procedure
 Implementation plan - YouTube video
https://youtu.be/YNlk7UQqyDE

Impact on objective Start & finish date

High 17/05/2017 & 11/06/2017

High 17/05/2017 & 11/06/2017

High 17/05/2017 & 18/05/2017

medium 17/05/2017 & 18/06/2017

medium 15/06/2017 & 15/06/2017

Participants Place

Production staf TREROC T5

Production and maintenance staf TREROC T5

Key Message Sender

Owner Action

YOUSSEF Improvement of the Raw Material Store

YOUSSEF Improvement of the Raw Material Store

 Help
Owner Status

YOUSSEF EL ALAOUI 100%

Now it's all about change management - not only
Logistics manager 80% action to be completed. The Stakeholders involved
project from the very beginning will support you. Fo
Team leader 100% them it will be first time they will here - we need to
the process. You can imagine what will be the rea
Please start with small steps, improvements ea
YOUSSEF EL ALAOUI 100% implement where people can see very visible bene
communicate your each step in advance so nob
purchasing manager 100% surprised!

Start & finish date Status

5/15/2017 100%

5/16/2017 100%

Start & finish date Status

Start & finish date Status

6/11/2017 100%

6/11/2017 100%
 Help

t change management - not only list of

leted. The Stakeholders involved in your
y beginning will support you. For some of
time they will here - we need to change
can imagine what will be the reaction.
th small steps, improvements easy to
people can see very visible benefits. And
our each step in advance so nobody is
surprised!
 Control plan - YouTube video
https://youtu.be/mvtDDq8MARk
Project objectives and b
Objective Current state data (before improvement)

164 Seconde per Headrest (data from July-

Reduce time spent to product one Headrest team 2 August 2017)

Improve the efficiency of people of the zone 1 team 1 49 % (data from July-August 2017)

Help

You have changed your process! Congratulations! Now you need to measure the process again to confirm with
better. Don't start measuring the data just after implementation - give people some time (depends on the pr
adopt to the change. Please calculate project benefits based on new data - show how many hours were save
reduced per month - it's all about data. It's also about people - have a meeting - report out - to present your pr
involved in the project, to project sponsor. Celebrate your success with others! Please send the file up
anna@go4sixsigma.com
DDq8MARk
Project objectives and benefits
Project benefits - a difference
Current state data (before improvement) Future state data (after improvement) the old and the new pro
164 Seconde per Headrest (data from July- 52 secande per Headrest 112 secondes per Headrest
August 2017)

49 % (data from July-August 2017) 70% 21% of improvement

Help

need to measure the process again to confirm with data that your process has changed - for
ntation - give people some time (depends on the process frequency - at list one month) to
sed on new data - show how many hours were saved per month, how many defects were
le - have a meeting - report out - to present your project results, say thank you to all people
te your success with others! Please send the file updated with your project data to
anna@go4sixsigma.com
 Project benefits - a difference between
the old and the new process
112 secondes per Headrest

21% of improvement