Modul 4.1: Methods & Tools (1)
0 likes99 views
The document provides an overview of Lean Six Sigma training modules that teach various methods and tools, including Voice of the Customer & Critical to Quality trees, the Kano model for classifying customer needs and requirements, process mapping, and Quality Function Deployment (QFD). It describes the typical areas of application, prerequisites, team roles, goals, procedures, and considerations for applying each tool to process improvement or new product development projects.
Modul 4.1: Methods & Tools (1)
- 1. Lean Six Sigma White Belt Training Modul 4.1: Methods & Tools (1) https://leanbase.de/onlineacademy
- 2. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Framework • Area of application • Prerequisites / Preparation • Contributors / team members • Goals & Results • Procedure • Considerations
- 3. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Voice of the Customer & Critical to Quality (Tree)
- 4. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Customer‘s Order PjM‘s Understanding Analysis Implementation Sales Offer Documentation Installation Invoicing Maintenance Customer‘s Need
- 5. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Area of application • To make customer requirement specific & tangible • VOC, VOB (cost, resources, …), VOP • Create shared understanding VoC / CtQ
- 6. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Prerequisites / Preparation • Access to customers, at least representatives (product owner) VoC / CtQ
- 7. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Contributors / team members • Product management • Engineering • Relevant experts VoC / CtQ
- 8. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Goals & Results • Tangible (quantifiable) requirements VoC / CtQ
- 9. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Procedure 1. Identify customers (external/internal) 2. Identify “sources“ • Focus groups • Observations • History • Interviews • Market intelligence • Surveys • Claims 3. Questionaire: needs, expectations, actual situation, lacks VoC / CtQ
- 10. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Procedure (cont.) 4. Collect information 5. RUMBA • Resonable • Understandable • Measurable • Believable • Achievable 6. Use Kano Model 7. Derive CtQ (Critical to Quality) 8. Leads to QFD (Quality Function Deployment) VoC / CtQ
- 11. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Considerations • Bad VOC (how) • solution • specification • needs • advantages • Good VOC (what & why) • activities to be performed • expected results • obstacles • Needs vs. Requirements • Customers vs. Users VoC / CtQ
- 12. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Kano Model
- 13. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Area of application • Analysis of customer expectations • … needs • … wishes • … requirements Kano Model
- 14. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Prerequisites / Preparation • VOC • (CTQ) Kano Model
- 15. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Contributors / team members • Product management • Engineering • Experts Kano Model
- 16. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Goals & Results • Classification of features, attributes, requirements, … • Better & shared understanding • Priorities Kano Model
- 17. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Procedure • Basic needs • not specifically demanded • “More is better“ • specified • surveys, ... • Wow Factors • unknown to the customer • most difficult to define • Irrelevant • Rejection Kano Model Customer Satisfaction Offer not available ☹️ 😀️
- 18. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Considerations • Take care with wow factors • imply future expectations • will transform into “more is better“ or basic need • interdependencies with basic needs • don‘t provide without a defined process • may jeopardize other business Kano Model
- 19. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Example: Hotel room • Basic needs • Bed • Bathroom • “More is better“ • Breakfast buffet • Wow factor • Free room service Kano Model • Irrelevant • Color of bed linen • Color of carpets • Rejection • Noisy environment • Unfriendly staff
- 20. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Process Mapping / Swimlane
- 21. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Area of application • Explain processes • Create mutual understanding • Explore processes • Standardize processes • Rationalize processes Process Mapping
- 22. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Prerequisites / Preparation • Basically none, but … Process Mapping Assembly Production Service Maintenance Sales Quotation Acquisition Design Innovation Strategy Validation Verification Testing Documentation Engineering Procurement LogisticsSupply Chain Sourcing Recruitment Onboarding Controlling Quality Ass. Shipping
- 23. Lean Six Sigma White Belt Training — 4.1 Methods & Tools In Six Sigma everything is a process! Process Mapping
- 24. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Contributors / team members • Experts • Frontline staff • Facilitator Process Mapping
- 25. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Goals & Results • Clear & shared understanding • Baseline for further proceeding Process Mapping
- 26. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Procedure (high level) • SIPOC (Supplier, Input, Process, Output, Customer) to create a high level map • ‘Walk‘ the process following the actual path of data or material • Add supplementary information • Verify the map until consensus is reached between all parties • Mark the process map with identified improvement opportunities • Review scope of project and need for further mapping Process Mapping
- 27. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Considerations • Chose the right level of details • Chose the right people • Separate the actual operation from wishful thinking Process Mapping
- 28. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Quality Function Deployment (QFD) aka “House of Quality“
- 29. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Area of application • Identify & prioritize relevant features of products & services • Identify interdependencies & interactions • Identify lacking and unnecessary features & requirements QFD
- 30. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Prerequisites / Preparation • VOC & CTQ • Evaluation with Kano model QFD
- 31. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Contributors / team members • Product management • Engineering • Experts • Facilitator! QFD
- 32. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Goals & Results • Retraceable process re. requirements & features • Interdependencies between features • Priorities • Separation of WHAT from HOW • Shared understanding QFD
- 33. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Procedure QFD 4 – Relation / Influence Matrix 3 – Relation / Influence Matrix 3 – Relation / Influence Matrix 1–Customer Requirements 2–PlanningMatrix 6 – Goals, Alignment (tech.) 3 – Technical Requirements 5 – Interdepend. 1–Product Attributes 1–Technical Requirements 2 – Product Attributes 4 – Interdepend. 2 – Parts & Material 4 – Interdepend. 5 – Goals, Alignment 5 – Goals, Alignment
- 34. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Procedure – details 1. Collect customer requirements • (structure with affinity diagram or tree) • prioritize acc. to customer importance 2. Evaluate existing solutions • only in initial QFD • check competitors 3. Technical requirements • features & attributes • define required improvements QFD 41 2 6 3 5
- 35. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Procedure – details 4. Relation / Influence Matrix • between customer req. & attributes (high=9, medium=3, low=1, none=0) 5. Interdependence • between attributes (positive, negative, neutral) • if necessary strong or weak 6. Goals, Alignment • competitor evaluation • target values QFD 41 2 6 3 5
- 36. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Considerations • Consider external & internal customers • If relevant consider policies, guidelines, laws • Consider subsequent process steps • Don‘t neglect time consumption • Use a neutral moderator (and/or software) QFD
- 37. Lean Six Sigma White Belt Training — 4.1 Methods & Tools Example: Chocolate Biscuits QFD