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Chapter 8: Make improvement permanent

Presented byHemant Dewangan Ibrahim Malubhaiwala Jasmeet Singh Bhatia Kamaldeep Singh Lote Kapil Verma
Post Graduate Diploma in Industrial Engineering, National Institute of Industrial Engineering

Institutionalization
Overall goals and objectives of the business, centered on complete activities customer satisfaction, fuel all teaming

Continuous improvements are driven by data

Team formation

I have seen people at every level of the

organization-even though it sometimes meant

personal

inconvenience-decide

to

things

differently when confronted with facts

Kimball Fisher

Impact of teaming on employees

Sense of contribution Gain confidence

Learn new skills

Teaming based on data

Improved Communication With management

Whats in it for middle managers

Learn their new role Attain the skills necessary for management in an open and sharing manner Transformation from command and control

manager to a teaming manager Atmosphere of high morale and an understanding

Whats in it for senior management

Happy customers Increase in sales Increase in profits

Costs go down

Performance increases

Senior Management

Positive Image

GE utilizes six sigma, and Jack Welsh is a fan

What I believe in more than anything is that the whole idea of leading is to get every mind in the game. If employees feel their ideas count and feel that their job is exciting and see connection between their job performance and the stocks

performance, the linkages are all lined up

together

One goal: Customer focused

Key to six sigma program is its customer focus

Ensure that the team is concentrating on the right goals and

objectives. Internal conflicts become unnecessary.

How six sigma leads to cultural change

Before After

Employees not encouraged to think, Employees encouraged to use their skills do what they are told Think of better ways to do their jobs Perform the bare minimum to get Understand the linkage between

the job done

their performance and companys success Sense of self satisfaction

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Work Method Change

Work units establish to monitor their performance Employee empowerment Pride and ownership Accountability along with empowerment Smaller workforces accomplishing more than their predecessors

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PhysicalChange
Simple physical changes can simplify and streamline an operation Case 1: Semiconductor Manufacturing Initial scenario: Slow run rates and mistakes lading to rework were too high In photo imaging process, product queued at several points in the process. Product travelling 2500 feet, with factory floor space of 50 by 75 feet

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PhysicalChange
Changes made: One table and cleaning bench resituated Result:

Distance travelled by product reduced to 500 feet

Errors causing rework reduced from 4% to 1%

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PhysicalChange
Case 2: Chemical plant Initial condition: Raw material arrived in the middle of the factory

It had to travel east to begin processing

Product in process would then travel west to continue its

journey
They would bump into each other and some percentage would get mixed

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PhysicalChange
Solution Stage the raw material at the far-east end of the factory

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PhysicalChange
Case 3: The Tycoon Initial Scenario:

Required productivity or quality level out of a line within

the factory
Hired four high-powered consulting firms to come up

with what was wrong and recommend changes

Changes made: Left-handed operator at one of the workstations

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Procedural Change
The systems all require some form of controlled

documentation
Experts write these procedures

A team comprised of those doing the work and the

experts working together to generate the required

documents

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Training

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Training

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Training

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Training