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Kaizen!

A Guide to Continuous

Process Improvement

Ryan Smith, Associate Registrar

Joe Tate, Operations Manager

11/07/2011

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Improvement Fundamentals

What is a process?

What is process improvement?

An objective look at process, not people Fixing the root cause of an issue

Reducing variation, removing waste

Its notfighting fires and managing crises

2010 University of Phoenix, Inc. All rights reserved. 2

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Influencing X to Control Y

2010 University of Phoenix, Inc. All rights reserved.

Any set of activitiesthat when taken together, transforma series

of inputsinto an output, producing a result of valueto a customer

Process

Input

Output

Suppliers

Customer

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Methodologies

Popular and time-tested methodologies:

Lean

Six Sigma

Lean + Six Sigma


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Lean


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Six

http://www.google.com/imgres?q=lean+six+sigma&hl=en&rls=com.microsoft:en-us:IE-SearchBox&biw=1440&bih=697&tbm=isch&tbnid=3k19yhuDG7uivM:&imgrefurl=http://www.ecolab.com/Careers/LeanSixSigma.asp&docid=DYZT1nZXY-5K6M&imgurl=http://www.ecolab.com/Careers/images/LSS%20belts.jpg&w=465&h=285&ei=y-ihTtX5K4KxsAKUp5WtBQ&zoom=1http://www.google.com/imgres?q=six+sigma+motorola&hl=en&sa=X&rls=com.microsoft:en-us:IE-SearchBox&biw=1282&bih=549&tbm=isch&prmd=imvns&tbnid=xlRiMZR1H9IuwM:&imgrefurl=http://dykymypakive.wordpress.com/2011/08/18/motorola-history-review-blog-of-iphone-transfer/&docid=E7btYW4kEyiC2M&imgurl=http://www.freeiphonetransfer.com/blog/wp-content/uploads/2011/08/Motorola-history020_thumb.jpg&w=404&h=304&ei=--OhTvC_OJSFsAKU94WvBQ&zoom=1

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Lean + Six = Lean Six Sigma

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Lean/6 Methodology


D.M.A.I.C. (Define-Measure-Analyze-Improve-Control)

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Executive leadership Buy-in

Organizational change in mindset

Training and socialization

Proof of conceptquick wins


Organizational Transformation

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Where Do We Start?

What is the voice of our students andinternalcustomerstelling us?

Where do we see process pain points?

Where do we see waste?

Where can we reduce costs?


Identify:
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Tactical Approach

Basic Improvement Model

Select Process

Organize Team

Define and Understand Current State

Gather Baseline Data

Identify Waste & Root Causes of Pain Points

Future State -Map out process (utopia state)

Implement Changes

Standardize and control


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Select Process and Refine Focus

The Pareto Principle (the 80-20 rule)80% of events are attributable to 20% of causes


Vilfredo Pareto

37

42 2 1

80%

89% 93%98% 100%

0%

20%

40%

60%

80%

100%

120%

0

5

10

15

20

25

30

35

40

45

Process A Process B Process C Process D Process E

#ofDefects

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Organize Project Team


Diversified team

In-house experts

Close to the student

Up and down stream

Leadership

Process improvement expert if

possible
http://www.google.com/imgres?q=organize+team&hl=en&sa=X&rls=com.microsoft:en-us:IE-SearchBox&biw=1440&bih=674&tbm=isch&prmd=imvns&tbnid=5OZVxa_P-mzlgM:&imgrefurl=http://blog.eventish.com/2011/02/04/organizing-a-successful-team-building-event/&docid=tqsTD3YmPS7vrM&imgurl=http://blog.eventish.com/wp-content/uploads/2011/02/Working-together-team1.jpg&w=195&h=191&ei=UuyhTqLCIqfisQLX97mpBQ&zoom=1

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Current State - Define and Understand

Map out the current process


What Management thinks is

happening

What actually happens...

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DOWNTIME

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Redundant quality checks

Waiting on batches for document

processing

Requesting the same information

from students on multiple forms


Examples of non-value adding activities

Value Stream and Waste Types

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5 Whys


Root Cause Analysis

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Data Based Decision Making


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Identify and Prioritize Ideas

Brainstorm utopia state

C&E Matrix

FMEA

Ease and Impact

5S


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Future State

Map out the desired future state process

(Incorporate improvement ideas)


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Implement, Standardize and Control

Establish a data collection method to monitor results


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Things to Remember

Best depends on the needs and current state of your

organization

Best may be a combination of methodologies

An organization ready for Six Sigma is also ready for Lean orother methodologies

The name of methodology used doesnt matter; what matters is

leadership, commitment, vision, strategy, and follow-through from

supplier to customer.

Quoted from Process Improvement LLC.


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Useful Tools, Takeaways


Electronic Handout includes

High level DMAIC example at UOPX

SIPOC

VOC Tool

Value Analysis

DOWTIME Analysis

Root Cause Analysis

Future State Mapping

5S your desk

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Thank You

Thank you for your interest and time today and good luck in your

pursuit of process improvement.


Email us @:Ryan Smith

[email protected]

Joe Tate

[email protected]
mailto:[email protected]:[email protected]:[email protected]:[email protected]

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1Apollo Excellence DMAIC map

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2SIPOC

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3Voice of Customer

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4Value Analysis

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5DOWNTIME Analysis

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6Root Cause Analysis

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7Future State Mapping

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85S Your Desk

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