No matter what your knowledge of Lean Six Sigma, come join us in a one hour lively discussion on “11 ways to Sink Your Six Sigma Project.” Master Black Belt Peter Bersbach will give an overview of each way, then open the session to a discussion on how to avoid that particular failure mode. No ideas are wrong, but we will learn different approaches we might use to avoid each of the 11 ways and have a very successful project.

1. Poor Project Selection
2. Defining Defects
3. Training Variation
4. Statistical Training
5. Shoddy Certifications
6. High Attrition Rates
7. Relying on GEMBA
8. Tool Application
9. Sustaining Results
10. Estimating Benefits
11. Six Sigma or Lean

Update 2/1/2012:
Click here to view the recording of the webinar 11 ways to sink your six sigma project. Length 44:17. This was a great webinar with a lot of input from the audience.

Update 2/8/2012:
Click here to view the recording of the webinar 11 ways to sink your six sigma project-the sequel. Length 221:48. Click here to see the chat log. This webinar covers points 8-11.

This offer is good only while supplies last. Click here to register or to get additional details.

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QUESTION: I am calculating Ppk’s for various processes and some values are, for example -1.2 and 1.2. Is it acceptable to take the absolute value for -1.2 and say that both process performances are equal even though the values are less than the desired value of 1.33? My second question is how to interpret various Ppk values of, say, 0.1 and 0.6? I would say the process is not capable of meeting the specification. Is it possible to differentiate in words small differences in Ppk values?

ANSWER

No, you can’t consider the absolute value to be equivalent. Ppk = -1.2 indicates that the process average is outside of one of the specification limits. Ppk = +1.2 indicates a process that is vastly better than Ppk = -1.2. Some texts assume that both (USL-xbar) and (xbar-LSL) are positive, but this would simply mean that you need not bother doing capability analysis if one of these is not positive because the process is so poor that capability analysis serves no purpose.

As for comparing capability indexes that are relatively close to one another in magnitude, you need to be able to calculate the confidence intervals of the capability indexes to make the comparison. This article describes the calculations. It gets a little deep and we don’t require that Black Belts learn this. It’s more in the domain of Master Black Belts, Quality Engineers, and Statisticians.

Rather than learning the advanced math for problems like this I like to suggest that Black Belts (and MBBs for that matter) use resampling. This involves setting up a spreadsheet with your raw data, calculating whatever statistic you’re interested in from the raw data, then randomly sampling the raw data with replacement and calculating the same statistics on the resampled data many times, say 100 or more. The range of the statistic in the resamples gives a valid confidence interval and it is more precise the more samples you use. To use this approach with your problem, create a spreadsheet with the raw data and calculate the difference in the two Cpks (0.6-0.1=0.5). Then resample and calculate the differences for each resample 100 or more times. The percent of times you get a difference greater than 0 is an estimate of the confidence you have that there is a real difference between the two processes.

Here’s a spreadsheet that uses resampling to estimate the confidence interval on Cpk. The pseudo-lower-confidence-limit on Cpk is in the Cpk Min cell, the upper is in the Cpk Max cell. I used a test data set with 50 values from a random normal universe (mean=100, sigma=10) and 100 resamples for these calculations. If you’re running excel 2003 you can repeatedly press F9 to see how these limits change with a new resampling set.

Sustain

Sustain  is the name of the whole 5S game. You gain nothing by deploying the first 4 S’s, only to let things go back to business as usual in the long run. In fact, you probably create an attitude among workers and supervisors that management isn’t really serious about Lean Six Sigma.

Just why things tend to get worse unless we pay close attention to them is a debatable proposition. There is an analogous concept used in thermodynamics: entropy.  One definition of entropy is applied to human systems, “The inevitable and steady deterioration of a system or society.”[1] In physics entropy is inevitable in closed systems. These are systems where there is no additional input of energy. The same applies to Lean Six Sigma 5S systems: if no additional effort is put into sustaining the improved state, then deterioration is inevitable and steady. You simply have no choice. If you want to sustain the benefits of 5S you must put forth the required effort to do so. Here are some guidelines to help you do so.

• Provide periodic refresher training on 5S.
• Schedule the required time to perform 5S on a daily basis.
• Create a standardized approach to 5S that clearly spells out how 5S will be implemented.
• Have your Lean Six Sigma process owner acknowledge and accept ownership of 5S.
• Create programs to recognize 5S efforts and reward compliance with standards.
• Keep 5S fun! Think of creative ways to keep 5S from becoming drudgery. (5-Minute 5S contests anyone?)

Safety–The Real 1^st S

A workplace where 5S is practiced is not only clean and well-organized, it is also safe. Clutter and unnecessary materials and equipment contribute to accidents. People can locate the tools and materials they need without searching among  unneeded objects and moving them out of the way. There are no oil spills where people can slip and fall. Adequate and clearly marked aisles make transportation safer. Marked storage areas which contain only what is needed are less likely to have excess inventory that can fall and injure people.

[1] http://dictionary.reference.com/browse/entropy

Standardized Cleanup

Standardized cleanup is used to maintain the 5S activities described so far. The definition is somewhat circular: when the 5S activities of Sort, Set in Order, and Shine are properly maintained, then you have standardized 5S. When 5S has been standardized you avoid backsliding.

Determine Responsibilities

The tools needed for standardized cleanup include the tools already introduced: 5S maps and 5S schedules. In addition you’ll need a new tool: the 5S Cycle Chart (see Figure 14.) To create such a chart you sort the duties into Sort, Set in Order, and Shine categories and use a letter code to identify the cycle period. The resulting 5S Job Cycle Chart can be used as a checklist by the personnel responsible for the various 5S activities.

Figure 14-5S Job Cycle Chart

5S Job Cycle Chart

Integrate Sort, Set in Order, and Shine with the Work Routine

Make these three 5S activities a part of the normal work done in the work cell. This integration will reinforce the idea that 5S isn’t something added on to the work being done, it is an integral part of it. One mechanism for implementing this is “Visual 5S.” As with the visual workplace in general, the purpose of visual 5S is to be able to tell at a glance that 5S activities are being done on an ongoing basis. For example, if Set in Order requires that  tools are kept on a pegboard, then the tool outlines on the pegboard will indicate which tools are currently in use. This means that any blank space observed on the pegboard at the start or end of the shift is an indication of a problem.

Another mechanism is 5-minute 5S. This is similar to the 5-minute shine described earlier, only the scope is the entire 5S program. Don’t get hung-up on the “5-minute” part of this activity, it’s just an easy to remember tag. However, think of it as something you do quickly. You may want to use a visual display to make it easier to track your 5-Minute 5S activities, such as that shown in Figure 15.

Figure 15-5 Minute 5S Signboard

5 Minute 5S Signboard

Shine

Cleaning Inspection

Shine can be thought of as the Lean Six Sigma version of housekeeping. It involves making sure that dirt, grease, and grime is eliminated from the work place. The goal is to make the workplace a safe and pleasant place to work. Shine also assures that items and equipment will be ready to use when needed. Shine is an ongoing activity, not a once-in-a-while “spring cleaning” type of event.

Cleaning and inspection go hand-in-hand. When you clean an area you automatically inspect the working surfaces, floor, equipment, parts, etc. that you are cleaning. This is a side-benefit of cleaning because it highlights issues and opportunities that would otherwise be overlooked. To get the full benefit from this you will need to incorporate a method for easily reporting any problems discovered.

Shine Steps

Identify the shine targets. What warehouse items (parts, raw materials, subassemblies, etc.,) equipment (machines, tools, worktables, desks and chairs, etc.,) and spaces (floors, work areas, beams, windows, shelves, lights, etc.) will be cleaned?

Assign responsibilities. Use the 5S map to create specific areas that will be assigned to individuals. Set up and post a schedule showing when each area is to be cleaned. Be sure that shine activities take place throughout each day.

Determine the shine methods. Start and end each shift with a shine inspection. Determine what will be cleaned and how it will be cleaned, including the cleaning supplies and equipment needed. Implement the “5-minute shine” drill. You will be surprised at how much can be done in an intense 5-minute effort. Develop standard cleaning procedures that assure that time is spent on actual cleaning rather than on preparation for the task.

Tools. Apply the Set In Order approach to your cleaning tools, thereby making them easy to find and easy to use.

Shine! Now it’s time to get to work on the targets. Have the responsible people follow the shine procedures and, using the proper tools, clean the work area to the required standards.

Deal with issues identified during cleaning. Finally, respond to any problems found during the shine process. When possible, fix things immediately. The standard cleaning procedure should include what steps to take to deal with problems that can’t be fixed at once. To whom should they be reported? What forms, etc. are needed? It is a good idea to attach a tag to any equipment where maintenance has been requested to remind workers and supervisors that maintenance is pending.

Set in Order

Once the Sort phase has been completed, it is time to set the remaining needed items in order. Items are arranged and labeled so they are easy to find and use when needed. When this is done a great deal of waste is eliminated in production and office activity. For example, it will no longer be necessary to waste time searching for the needed item, nor will it be necessary to return an item because it wasn’t the item you actually needed. You’ll make fewer errors due to using the wrong tool or material or form.

Setting in order revolves around standardization, and, conversely, standardization revolves around setting things in order. The key principle is visual control. For example, Figure 10 makes it clear to the surgical team which instrument goes where by providing drawings and verbal descriptions. In factories, Lean Six Sigma teams often keep things simple by drawing outlines of the tools on simple pegboards, as shown in Figure 11. It is then easier to see which items are currently in use, as well as where a given item needs to go when it is returned. If possible, attach the tool to a retractable cord so it automatically returns to the correct location when released. Color-coding the tools helps reduce errors (Figure 12.)

Figure 10-5S Surgical Instruments Organizer

To further simplify, teams should organize tools so they are presented in the order of use and are easily accessible to operators. Ideally operators will be able to get the needed tool without even looking at the tray or pegboard. This may require providing storage areas with additional space between tools to make it easy to reach them.[1]

As a general set in order rule, frequently used items are located nearer to the work cell than items used less frequently. Items that are seldom used are usually stored in a remote location to reduce clutter.

Figure 11-Pots and Pans Outlined on Pegboard

Figure 12-Engine Assembly Line in Poland with Color-Coded Overhead Tools on Retractable Cords

Locations

The locations where WIP, jigs, tools and other equipment are stored can be determined by evaluating the “5S Map,” such as that shown in Figure 7-Work cell Layout. This is done as follows:

1. Draw the 5S Map on a floor plan, preferably drawn to scale. Indicate the location of WIP, fixtures, tools, etc. on the scale drawing.
2. Draw a spaghetti diagram of the work flow on the 5S map. Identify wasted motion.
3. Create alternative 5S maps which reduce or eliminate wasted motion.
4. Simulate the work flows represented by the various 5S maps and choose the best alternative.
5. Create the new work cell layout, including locating the WIP, tools, fixtures and jigs, etc..

Once the improved layout has been determined, create “signboards” to identify the locations for the various items needed in the work cell. This includes location indicators that show where the various items go, such as marking off floor areas with tape or paint. It also includes item indicators which show the specific items that belong in each location. Finally, you will need amount indicators to specify how many of each item are needed. Signboards are used to identify machine locations, locations for standard procedure displays, storage of equipment when it is not being used, location of WIP and finished goods inventory, racks and spaces within racks for various items, and named work areas.

Floor locations are often shown in places other than the work cell itself. For example, paint (or colored tape) is used to show aisles and aisle direction, door swing space, storage locations, zones which are off-limits for storage, hazardous areas, etc.. Additional information can be conveyed by the use of color-coded paint. For example, red might show off-limit areas, green might show operations areas, and yellow might indicate divider lines.[2] If you use color-coding, be sure that the color uses are standardized.

[1] In the case of the surgical instruments tray, a person normally hands the needed instrument to the surgeon.

[2] Color coding has other uses as well. For example, it can be used to show  which tools are used together, which equipment make up a “set” for producing a particular item, etc.. Be creative and use your imagination to identify how to use simple, visual means of conveying information at a glance.

How can we keep the workplace safe, clean and organized? (5S)

The standardized approach to work is completely dependent upon maintaining discipline in the workplace. Procedures are useless if they are not maintained and followed. Change is not only inevitable, it is desirable and pursued continuously. When favorable change has been discovered it is made part of the standard.

The workplace itself is the physical manifestation of the standard. It includes the materials, equipment, and tools needed to do the work according to the standard. It does not include anything that is not needed. Just as the work cell is laid out to produce maximum efficiency, the details are also arranged to achieve this goal. The necessary tools are placed where they can be easily and immediately accessed when needed. Strict housekeeping is enforced to assure that clutter is non-existent; clutter is not needed to do the work, so it is to be eliminated. In Lean Six Sigma the system used to create and maintain an efficient, clutter-free and clean workplace is known as “5S.” 5S. 5S is the starting point for Lean deployment. 5S stands for Sort, Set in order, Shine, Standardize, and Sustain. These terms are defined as follows:

• Sort. Clearly distinguish what is necessary to do the job from what is not. Eliminate the unnecessary.
• Set in order. Put needed items in their correct place to allow for easy accessibility and retrieval.
• Shine. Keep the workplace clean and clear of clutter. This promotes safety as well as efficiency.
• Standardized cleanup. Develop an approach to maintaining a clean and orderly work environment that works.
• Sustain. Make a habit of maintaining your workplace.

Sort

Earlier in the training we focused attention on process steps and operations activities that were non-value-added. The same search for waste occurs with 5S during the Sort phase. Sort means that you vigorously search for items in the work place that are not needed to perform the value-added work being done. This is much more difficult than it sounds. People tend to want to hold on to things “just in case” they are needed at a future time. This mentality is an artifact that results from the pre-lean era when unforeseen problems–for example equipment failures, quality defects, bottlenecks, etc.—created such needs. This hoarding behavior results in the accumulation of things that are not needed in the well designed lean work cell. They take up space which is needed for production and they get in the way of smooth movement within the work cell.

Red-Tagging

To deal with the “we may need this later” mentality, and the general uncertainty regarding what is and is not needed, it is best to proceed by placing an item in a holding area before discarding it completely. In Lean Six Sigma this is done by using red-tags. When a red-tag is placed on an item the team is asking three questions:

1. Is this item needed in this work cell?
2. If the answer to #1 is yes, is it needed in this quantity?
3. Does this item need to be located here?

Items that are red-tagged are considered one-by-one and one of the following actions is taken:

• They are left where they are.
• They are moved to another location for storage.
• They are held in a local red-tag holding area for a specified period of time to see if they are needed or not.
• They are disposed of, i.e., thrown away, sold, used elsewhere in the company, or moved to a central red-tag holding area.

If large equipment is red-tagged it should be handled as described above if possible. If the equipment can’t be moved it can remain where it is for a while, but it should be removed when it is determined that it is not needed where it is.

The results of the red-tag effort should be documented to show the value of the effort. It is not uncommon for companies to postpone or scrap plans to add facility space after seeing the amount of floor space freed as a result of the red-tag program. This is the infamous “hidden factory” made visible.