Six Sigma Power Point Presentation for OSBA (Nov. 2011)

g Lean Six Sigma
g
Using
in y
your
district.
C120 122
C120-122
Learn how Olmsted Falls City
y used the Lean
Six Sigma problem-solving methodology to
improve business and the organizational
performance
f
off support staff
ff employees.
l
1



How many districts would like to have
additional financial resources in which to
operate your district?
How many feel it would be easy to pass a tax
levy in your district in the current economic
climate?
How many feel the need to stretch existing
fi
i l resources iin order
d tto push
h off
ff a
financial
future tax issue?
2



How many feel additional financial resources
will
ill soon be
b provided
id d to you by
b “the
“ h State”?
S
”?
How many feel additional financial resources
will soon be provided to you by “Washington
DC”?
How many feel that your district is likely at a
“h
h water mark”
k” in regard
d to its ffinanciall
“high
resources for the next several years?
3



What are we going to do in order to
stretch
h our current financial
f
l resources for
f
as long as possible?
How do we find additional financial
resources in order to fund much needed
improvements within the school district?
What process exists to help us become
“more efficient” in our current operations?
p
4

Introduce you to the concept of Lean Six
Sigma and provide a brief overview of the
methodology.

Display examples of the deployment of Lean
Si Sigma
Six
Si
as a strategy
t t
to
t increase
i
efficiencies / stretch financial resources for a
public school
school.
5

A combination of two business concepts:
◦ Lean
◦ Six Sigma
6
Based on teachings of Taiichi Ohno (Toyota).



Specify value from the standpoint of the
customer.
Identify all the steps in the value stream
(process); eliminating whenever possible those
steps (waste) that do not create value.
Re-examine the process again and again and
again until a state of perfection is reached in
perfect value is created with no waste.
which p
7
The core idea is to maximize
•The
customer value while
minimizing waste.
waste
•Simply, lean means creating
more value for customers with
fewer resources.
8
9
•Eliminating unnecessary steps
in a process.
process
•Maximize value (customer)
while minimizing
g waste.
10
Based on teachings of Dr. W. E. Deming
(1950s in Japan).
Japan)
• Improvement can be accomplished project by
project.
project
• Use of Statistical tools to improve processes.
Developed by Bill Smith at Motorola in 1980s
• Father of Six Sigma.
• DMAIC (Define / Measure / Analyze / Implement /
Control).
11
•
Business Definition
A strategy to significantly reduce variability in every
aspect of business.
•
Technical Definition
A statistical term signifying 3.4 defects per million
opportunities.
t iti
12
•
•
The implementation of a
measurement-based strategy
that focuses on process
improvement and defect
reduction.
Reduce the number of defects.
13
With 99 %
Quality
US Post Office:
For every 300,000
letters delivered:
Aircraft Landings:
Out of everyy 500,000
,
landings:
With Six Sigma
Quality
3,000 wrong
deliveries
1 wrong delivery
5,000
crashes
,
Less than 2 crashes
14
Lean
Reduce Waste
Six Sigma
Reduce Defects
15
Project Phases
Define
Measure
Analyze
 Identify,
 Analyze data,
 Collect data
evaluate and
establish and
on size of the
select projects
confirm the
selected
for
“vital few “
problem,
improvement.
determinants
of the
 Identify key
 Set goals
performance.
customer
requirements,
 Validate
hypothesis
Improve
Control
 Improvement  Establish
standards to
strategy
maintain
 Develop ideas
process;
to remove root
 Design the
causes
controls,
 Design and
implement and
carry out
monitor.
experiments,
 Evaluate
 Optimize the
financial
process.
impact of the
 Final solutions
project
16
1.
2.
3.
4.
5.
6.
What are we trying to accomplish?
Why are we working on this project?
Who are the customers?
What output is important to the customer?
How does the current process flow?
What resources will be required to
complete this project?
17

Project
P j t Charter
Ch t Form
F
18
19
20
1.
2.
y
What are the critical to q
quality
characteristics (identify and define)?
What is the current performance of
the process?
3.
What are the relevant metrics?
4.
Develop a Cause and effect matrix.
21
22
23


Through analysis, the team can determine the
causes of the problem.
Through
Th
h analysis,
l i the
h team can determine
d
i
how to eliminate the gap between existing
performance and the desired level of
performance.
24
25
1.
What improvement actions are necessary?
2.
What are the obstacles to improvement?
3.
How might the system “push back”?
26
27



Yellow hat versus Black hat thinking:
Yellow hat – is for optimism and a positive
view of things.
things Emphasizes the logical
benefits of the proposal.
Black hat – is for caution and critical
judgment. Can stifle creativity.
28
Project Prioritizer
1) Project
Importance
Cost to
to
Implement
2) Rating Categories
Feasibility
Cost
(Likelihood
Customer
Reduction
of Success)
Leverage
3) Total
(Positive Impact
Project
Rate 1 to 5
High = 5
Rate 1 to 5
High = 1
Rate 1 to 5
High = 5
Rate 1 to 5
High = 5
On Other
Processes)
ocesses)
Rate 1 to 5
High = 5
Low = 1
Low = 5
Low = 1
Low = 1
Low = 1
Foreign Language offerings
x
Teacher PD on technolgoy
x
Support system for
struggling students
x
Increase % of students
going to college
x
All-Day Kindergarten
x
Onsite PSEO classes
x
Increase AP course
offerings
x
Senior Project
x
Local
x
oca Internships
e s ps
Programs for non-college
bound students
x
Preserving Art / PE / Music
/ Home Ec
x
Introduction of Business /
Computer Science classes
at HS
x
Re-examine MS Life Skills and Tech Ed curriculum
Increase HS college counseling Services
Priority
x
x
x
x
x
x
=
=
0
0
x
x
x
=
0
x
x
x
x
x
x
x
x
x
=
=
=
0
0
0
x
x
x
x
x
x
x
x
x
=
=
=
0
0
0
x
x
x
=
0
x
x
x
=
0
x
x
x
=
0
29
1.
2.
3.
4.
Has a mechanism been p
put in p
place to p
provide
ongoing feedback and prevent backsliding?
A significant
Are
i ifi
t characteristics
h
t i ti being
b i
monitored?
it
d?
Are appropriate preventive actions in place to
ensure new process is being preformed in a
consistent fashion?
Are improvements, lessons learned, and best
practices being
p
g shared in a systematic
y
fashion?
30
31

School Food Service Operations

School Transportation Operations

School Custodial Maintenance Operations

School IT Operations
32

p
Participants
Carrie Bargholt
Roberta Gonzalez
Teresa Haun
Cheryl Hennessey
Denise Tabar
Food Service Staff
D
Dates: N
Nov. 23
23, 2010
- March 24, 2011
Voice of the Customer - Critical to Quality (CTQ)
Voice of the Business - Critical to Process (CTP)
BUSINESS: Olmsted Falls School Food Service
CTQs
Scorecard
Results
Voice of the
Business
Make a Profit
Business
Issues
labor time &
total time to
prepare
Critical
Business
Requirements
CTPs
cost vs. output
Prep time
Critical
Customer
Requirements
Tasty, hot
product
Customer
Issues
flavor,
appearance,text
ure,temperature
Voice of
Customer
Good product
for the cost
Type of Waste
Observations
Means to Eliminate Source of
Waste or Obstacle to
Eliminating Waste
Savings / Benefit from
Eliminating the Waste
Overproduction
Not reading and understanding
the recipe.
Eliminates over or under
production
Time and ability to produce.
Inventory
Not letting manager know you
need supplies (milk gallons
and macaroni noodles).
Communicate with the
manager.
Time and money.
Transportation
Lifting pans over her head to
the top oven when the bottom
one was not being utilized.
Heavy pans should always be
used in the bottom ovens when
possible.
Eliminates possible serious
injury.
Waiting
_________________________
_________________________
_______________________
Excess motion
Not gathering all of the
ingredients and supplies at one
time. Walking back and forth
to get supplies.
Gather supplies on carts.
Time and quality of product.
Non value-added
processing
Walkingg back and forth.
Covered macaroni and cheese
when not necessary to do in a
combi oven. Opened 8 oz
cartons of milk instead of
having gallons of milk.
Pay attention and follow
operating instructions of
equipment. Pre-plan supplies
needed.
Time and quality of product.
Correction
Training / Asking questions.
Consistency
Quality of time and products.
Under-used
intellectual
assets
Not using knowledge learned
during in-service day, staff
meetings and classes.
meetings,
classes
Not asking questions.
Paying attention in meetings
and applying what is being
taught.
Time, quality of product.
51 out
of 182
perfect
scores
Survey Results for Macaroni and Cheese
Number of students who respond
ded
20
18
16
14
FALLS
12
OFIS
10
MS
8
HS
6
4
2
0
12
11
10
9
8
7
6
5
Survey Score
4
3
2
1
0
Total Prep Time Mac & Cheese
120
100
Total Time
e
80
Falls
OFIS
60
MS
HS
40
20
0
1
2
Location
3




Wasted motion in preparation time
Recipes not standardized throughout the
district
Diff
Different
equipment
i
required
i d diff
different
process
Preparers added or deleted parts of recipe
over time





Standardize recipe
Be sure all tools and equipment needed are
available
D
Develop
l
checklist
h kli ffor the
h production
d
i
process
Train staff
Take measurements a second time and
compare results
Survey Results Macaroni & Cheese 2nd collection
40
35
81 out
of 215
perfect
scores
Number o
of students who res
sponded
30
25
FALLS
OFIS
20
MS
HS
15
10
5
0
12
11
10
9
8
7
6
Survey Score
5
4
3
2
1
0
Total Prep Time Mac & Cheese
100
90
80
70
60
Time
50
40
30
20
10
0
Falls
OFIS
MS
HS
Falls
Location
OFIS
MS
HS





Production Record with time column added
Checklist
Revised Standardized Recipe
Training
Leveraging for future time savings:




new quality improvement projects
increase labor intensive recipes to provide
higher quality nutrition to customers
use this method to analyze current scratch recipes











Less pans to clean
Easier cleaning of pans ( No Sticking)
Easier and faster serving to students (not sticking to serving
utensils)
Better quality end product
Less use of employee time to maintain quality during hold
time
i
Training for all Food Service staff on project
Project hopper for each building kitchen
Additional average of 71 minutes saved to be used in
continuation of quality improvement
Use of process to evaluate current scratch recipes
Improved quality to customers
71
min/bldg=284minx9=2556min/year=42.6hrsx$15.44/hr=$
657.74
This sums it all up!

School Food Service Operations

School Transportation Operations

School Custodial Maintenance Operations

School IT Operations
45
Lean Six Sigma Project:
AM/PM KG CLASS
RE-DISTRIBUTION
RE
Our
project subject was developed due to concerns over an
imbalance of student numbers in our AM and PM Kindergarten
classes.
Through
research, it was found that following the registration
process in April 2010 and a submittal to the Early Childhood Center
in May 2010 with a tentative class assignment for students
students,
transportation had developed an AM class roster of approximately
102 and a PM roster of approximately 103.
Voice of the Customer - Critical to Quality (CTQ)
Voice of the Business - Critical to Process (CTP)
CTQs
Critical
Customer
Requirements
Balanced KG Class sizes
class sizes (21 +/-2)
+/ 2)
Voice of the
Business
Don't increase
cost of
transportation
Balanced KG
class sizes for
teachers
effectiveness
Business
Issues
Stay within
budget
Critical
Business
Requirements
Don’t increase
cost of
transportation
Better teaching Class sizes
environment
(21 +/- 2)
CTPs
Cost remains
the same
Balanced AM
& PM class
sizes
Customer
Issues
Voice of
Customer
Lower class
sizes for
maximum
educational
benefit
More
conducive
learning
environment
for students.
◦
◦
◦
◦
◦
◦
◦
Tim Atkinson, Director of Business Affairs
Jan Holecko, Transportation Coordinator
Greg Surtman,
Surtman Director of Business Development (Tri-C)
(Tri C)
Dr. Jim Lloyd, ECC Principal
Loretta McClelland, ECC Secretary
Dr. Todd Hoadley, Superintendent
Kathleen Fenderbosch, KG Bus Driver
Means to Eliminate
Source of Waste or
Obstacle to Eliminating
Waste
Savings / Benefit from
Eliminating the Waste
Type of Waste
Observations
Overproduction
Students that are double
registered at O.F. and a nonpublic school.
Create registration deadline.
Eliminate phone calls to
parents and more accurate
data.
Waiting for parents to
register students.
Create registration deadline.
More accurate data to balance
classes.
Inventory
Transportation
Waiting
Excess motion
Non value-added Updating/revising lists &
routes
processing
Correction
Under-used
intellectual
assets
Duplicate registrations.
Better communication &
registration deadline for more
Reduce number of revisions.
thorough list to start.
Better communication between
school, parent &
Time to correct mistake.
transportation.
PR O C E SS M A P
P r e - r e g is t e r e d
stu d e n ts.
S tu d en t h as
IE P .
N o n P r e - r e g is t e r e d
stu d e n ts.
T r a n s p o r t a t io n
a s s ig n s s t u d e n t s to
A M /P M b a se d o n
s t r e e t lis t s .
E C C a s s ig n s
s tu d e n t to A M o r
P M s e s s io n .
A d ju s t s t r e e t s to
e q u a l c la s s s iz e s
A M /P M
R e v ie w c la s s s iz e s .
A M /P M
even?
Y E S
ST O P.
N O
M ake
a d ju s t m e n t s .
Process/Product
Failure Modes and Effects Analysis
(FMEA)
Process or
Product Name:
KG Class
Cl
A
Assignment
i
t
Prepared by: Ticketing Team
Responsible:
Process
Step/Input
Registration
Registration
Registration
Registration
Page __1__ of __1__
FMEA Date (Orig) ________ (Rev) _____________
Potential Failure Mode
Double entry at OF and
non-public school
Summer address change
Potential Failure Effects
Extra phone calls, route
changes
Potential Causes
Parent didn't decide where
child should go or used one
school as a backup plan
Current Controls
R
P
N
Cross check lists and try to get
an anwer from parent early.
Actions Recommended
Adding a KG registration
deadline
315
Could change class sizes
and routes.
Failure of parent OR school to Inform parents to notify
notify transportation of change. transportation of potential moves.
School forgot to notify
transportation of new
student
Last minute route changes,
no postcard for student
Failure at school office
Late entries/registration
Last minute route changes,
no postcard for student,
added phone calls
Carelessness of parent, newly
moved into district
Communication with school
frequently.
80
40
None
Communication to parents
to notify transportation.
School registration
checklist.
Adding a KG registration
deadline
200
Registration
Student withdrawn/doesn't
enter
Route changes
Parent moved out of district or
decided not to send the child
to KG this year.
Screening process.
Adding a KG registration
deadline
12
There were 49 students added to AM KG from April ‘10 thru March ‘11.
Of the 49 students,
36 were new (29 over
summer), 8 were due to
street assignment changes
and 5 were IEP
placements.
40
Numbe
er of students
35
30
25
20
15
10
5
0
New students
Street changed
IEP
[49 added – 15 deleted (previous slide) = net gain of 34 to AM class]
SUMMARY
A large influx of new students occurred over the summer months
Changes in street assignments to adjust the class sizes were made too early
Class placements due to IEP’s had a minimal effect
FUTURE PROCESS MAP
Pre-registered students
by June 15th
Non pre-registered
students.
Student has
IEP.
Transportation
assigns students to
AM/PM based on
street lists.
ECC assigns
student to AM or
PM session.
Adjust streets to
equal class sizes
AM/PM
Daily
il contact with
i h
Loretta/ECC
Review class sizes.
AM/PM
even?
YES
STOP.
NO
Make
M
k
adjustments
in July.
Loretta will communicate
student enrollment changes
daily (or as needed). After
July, ECC will place
students in am/pm classes
to maintain a +/- 2 students
balance.
FUTURE IMPROVEMENTS
•Add Pre-registration deadline of June 15th to reduce number of late
registrations
•Reinstate
R i
old
ld street boundaries
b
d i andd wait
i until
il July
J l to make
k any adjustments
dj
with streets
•Monitor Before/After KG daycare enrollment and use as a tool to adjust class
sizes as needed
•Daily communication on student enrollment changes with ECC/Loretta
•Get feedback related to street assignments/routes from KG driver






Generates sustained success
Sets performance goal for everyone
Enhances value for customers;
Accelerates rate of improvement;
Promotes learning across boundaries;
Executes strategic change
57
Company
General Electric
JP Morgan Chase
Annual Savings
$2.0+ billion
*$1
$1.5
5 billion
(*since inception in 1998)
Motorola
$ 16 billion
(*since inception in 1980s)
Johnson & Johnson $500 million
Honeywell
$600 million
58
59
60
Olmsted
Ol
d Falls
F ll City
Ci Schools
S h l
Dr. Todd Hoadley, Superintendent
(440) 427-6000 [email protected]
thoadley@ofcs net
Denise Tabar, Director of Food Services
(440) 427-6440 [email protected]
Tim Atkinson, Director of Business Affairs
(440) 427-6000 [email protected]
Tri-C Corporate College
Greg Surtman, Director of Business Development
(216) 987-5855
[email protected]
61