Lean Six Sigma Course Training Part 12

Lean Six Sigma Course Training Part 12

• 1.
  1 Lean-Insight.com Lean Six SigmaTraining Part 12 Training Centers: Bangalore, Chennai and Hyderabad
• 2.
  2 Visual Controls (cont.) 12 3 4 5 6 7 8 9 10 11 12 Both Visual & Audio Controls Lean-Insight.com
• 3.
  3 Theory of Constraints LargerProcessInput Output Input Process Output Input Process OutputInput Process Output Input Process Output Lean-Insight.com
• 4.
  4 Theory of Constraints Lean-Insight.com
• 5.
  5 Theory of Constraints(Cont.) • Different link capabilities, normal variation and changing workload make it impossible to balance everything. • One element of the system is more limited than another. • When the whole system is dependent upon the cooperation of all elements, the weakest link determines the strength of the chain. • An exactly balanced chain (system) is stronger than a non- homogeneous chain, but when close to the breaking point, all links must be managed 100 Lean-Insight.com
• 6.
  6 Theory of Constraints(Cont)  What is Theory of constraints? •Is a tool to remove bottlenecks in a process that limits production or throughput •Start with mapping the value stream and follow the 5 steps  The 5 steps in Theory of Constraints are: •Step 1: Identify the system's constraint(s) A system constraint limits the business system from achieving its performance and goals It acts as a bottle neck •Step 2: Decide how to exploit the system's constraint(s) Find ways so that this constraint now works at full potential •Step 3: Subordinate everything else to the decisions of Step 2 Align the whole process or system to support the decision made above •Step 4: Elevate the system's constraint(s) Make other changes so that the constraint is resolved •Step 5: If a constraint has been resolved in Step 4, go back to Step 1 Once a constraint has been resolved, redo the process to find the next constraint(s) Lean-Insight.com
• 7.
  7 KANO Model Noriaki Kano Professorat Tokyo Rika University International Consultant Received individual Demming Prize in 1997 Noriaki Kano Developed foundation for an approach on “Attractive Quality Creation” commonly referred to as the “Kano Model” Challenged traditional Customer Satisfaction Models that More is better, i.e. the more you perform on each service attribute the more satisfied the customers will be. Proposed new Customer Satisfaction model (Kano Model) Performance on product and service attributes is not equal in the eyes of the customers Performance on certain categories attributes produces higher levels of satisfaction than others. Lean-Insight.com
• 8.
  8 KANO Model (Cont) •When to use the Kano Model Project Selection Lean Six Sigma Design for Six Sigma New Product Development New Service Development Determine Market Strategies • Key Elements Identify the Voice of the Customer Translate Voice of the Customer into Critical to Quality Characteristics (CTQs) Rank the CTQs into three categories: Dissatisfier - Must be’s – Cost of Entry Satisfier – More is better – Competitive Delighter – Latent Need – Differentiator Evaluate Current Performance Lean-Insight.com
• 9.
  9 KANO Model (Cont) Delighters ExcitedQuality Dissatisfier Must-be Expected Quality “Didn’t know I wanted it but I like it.” “Cannot increase my satisfaction, but can decrease.” Dissatisfaction Satisfaction Service Performance Service Performance Satisfier One Dimensional Desired Quality Lean-Insight.com
• 10.
  10 Lean-Insight.com If you arelooking for Lean Six Sigma training course along with certification in Bangalore visit: http://lean-insight.com/six-sigma-training-bangalore/