2012 presentation lean 6 sigma

8/12/2019 2012 Presentation Lean 6 Sigma

1/57

Murray JamerSaskatoon

LEAN SIX SIGMAPRESENTATION TO CAMA

May 29, 2012


2/57

OverviewTraditional ways to balance the municipal books

Some of our proactive toolsLean Six SigmaFrederictons Lean Journey

Our plan:Our commitment:Councils perspectiveResults to date:Questions


3/57


4/57

Some of our proactive tools:BPIsIT projectsQMS (formerly ISO)

ean x gma


5/57

What is Lean Six Sigma?Lean Sigma

Improve SystemEfficiencyIm rove Flow and

Six Sigma

Improve ProcessEffectivenessReduce Variation

StabilityEliminate Waste

Method of OperationFocus on Value forCustomer

Improve YieldProblem Solving

MethodFocus on Quality forCustomer

We will use combination of Lean Sigma and Six Sigma


6/57

LeanFocuses on maximizing the flowof value by eliminating wasteProvides tools for analyzing

identification of wasteCenters on the separation of"value-added" from "non-value-added" work


7/57

How is Lean different from Six Sigma?Lean

Waste EliminationStandard Work

Six Sigma

Variation ReductionsRework Elimination

SPEED STABILITY & ACCURACY


8/57

Common Types of Waste in Organizations

Over Production -Producing more than what is needed

Waiting - DowntimeTransport - Items transferred from one location toanother

Motion Poor LayoutExtra Processing - Rework - HandlingDefects Defective itemsExcess Inventory

Underutilization of staff


9/57

Goals of Lean Sigma

RED

INCR

CEEASE


10/57

Lean/Six Sigma is NOT:A Cost Cutting Exercise

Job CuttingAn easy thing to do

*

Although positions may be eliminated throughattrition or changed.

*


11/57

Lean-Sigma OverviewLean-Sigma is about creating a culture thatdemands continuous improvement and thepursuit of perfection

Gives employees the tools to:1. Enable them to pinpoint performance gaps2. Make the necessary improvements


12/57

What about QMS?We still have QMS; not ISOQMS has provided:

Structureocumen a on

A culture of continuous improvement

QMS is a foundation for Lean Six Sigma


13/57

Lean Six Sigma Organization in City(Our Improvement & Innovation Team)

City Council

City Administrator

SteeringCommittee

Finance DeptI&I Team Members

DevelopmentServices Dept

I&I Team Members

Community ServicesDept

I&I Team Members

Engineering &Public Works Dept

I&I Team Members

Corporate ServicesDept

I&I Team Members

Police DeptI&I Team Members

Fire DeptI&I Team Members

Office ofContinuous

Improvement


14/57


15/57

VisionWe will improve the Citys internal andexternal services by making them moreefficient and better able to withstand

Innovation teams using Lean Six Sigmatools and other change management tools, in

order to enhance continuous improvementwithin the framework of the City ofFrederictons overall Management System.


16/57


17/57


18/57

ObjectivesShort-term (1-2 years)

1. Improvement and Innovation Teams, made up of staff from eachdepartment, will work on at least four Improvement and Innovationprojects per year, where trained team members will use newlyacquired Lean Six Sigma techniques.

2. Ever Cit em lo ee will have been ex osed to Lean Six Si ma

principles.3. Every department will participate in Improvement and Innovation

projects.4. 10% of City employees will have participated on Improvement and

Innovation projects where Lean and Six Sigma techniques are used.5. 1 City staff will have Black Belt designation in Lean Six Sigma.6. 4 City staff will have Green Belt designation in Lean Six Sigma.7. Improvement and Innovation Projects (Lean Six Sigma projects) will

have resulted in annual savings of $500,000.


19/57

A Lean Six Sigma ProjectSelect a project

Select teamDefine Phase

easure aseAnalyze PhaseImprove Phase

Control Phase


20/57

A Lean Six Sigma ProjectSimilar to BPI

Data is importantValue Stream Mapping

Future State


21/57

The 5S Process


22/57

What is 5SAn easy definition is:

A place for everything and everything in its place

s t e oun at on or ont nua mprovement anLean implementation

One tool in Lean SigmaReduces time waste (waiting & searching)

Reduces motion wasteIncreases operational efficienciesHelps increase value added time


23/57


24/57


25/57

Traffic WarehouseBefore After


26/57



27/57



28/57



29/57



30/57



31/57

Before After

Property Services


32/57

Before After

Property Services


33/57

Before After

Property Services


34/57

Before After

Property Services


35/57

POLICE GARAGEPOLICE GARAGE


36/57


37/57



38/57



39/57

Regent DepotBefore After


40/57



41/57



42/57

Regent Depot

Before After


43/57

Regent Depot

Before After


44/57

Fleet

Before After


45/57

Fleet

Before After


46/57

Water & Sewer

Before After


47/57

Water & Sewer

Before After


48/57

Water & Sewer

Before After


49/57

Water & Sewer

Before After


50/57

Water & Sewer

Before After


51/57

Our plan:

Make changes before we are asked to make

changesInvolve our staff

teams)


52/57

Our commitment:

No layoffs as a result of a Lean Six Sigma Project

(staff savings through attrition)We will honestly measure results and cost savings


53/57

Councils perspective

Didnt like our previously proposed cuts

Dont want higher taxesConcerned about simply deferring infrastructure

Pleased we are trying Lean Six Sigma


54/57

Results to date:

5S done in 7 workplaces

Curbed requirement for more spaceCurbed requirement for more staffEstablished foundation for Lean Six Si ma Pro ects and

staff reductions / other efficiencies?)


55/57


56/57

Summary

Looks like this is a good methodology

Our team in placeEmployees are motivated / engaged

e are we un erwayHard staff reduction targets?

Q i


57/57

Questions

2012 presentation lean 6 sigma

Documents