The Lean6leadership's Podcast

The very basics of 5S

In this episode, we will discuss 5S

Item 1: Why 5S

1. Image of professionalism
2. Find stuff
3. Cost control

Item 2: When 5S

1. Stable process
2. Mapped processes
3. Measurable processes

Item 3: How to 5S

1. Total involvement of the entire group
2. Take the time to do it right
3. Follow up with pictures

Story: Implementation in a single-operator hobby workshop. Later videos on YouTube.

Total Preventive Maintenance

In this episode, we will discuss Maintenance

Item 1: Scheduling Maintenance

1. Cost Control
2. Equipment maximization
3. Capacity utilization

Item 2: Everyone Involved

1. Getting buy-in
2. Keeping buy-in
3. I mean everyone is involved not just a few

Item 3: Customer satisfaction

1. Customer feedback
2. Customer engagement
3. Customers need to know

Story: Implementation of Total Preventative Maintenance at a consulting client organization.

Employing Six Sigma

In this episode, we will discuss How to employ Six Sigma

Item 1: Variation

1. Process in control?
2. Measurable
3. Understood

Item 2: Define

1. Justify why
2. Assign who
3. Gates with goals and controls

Item 3: Control

1. Follow-ups
2. Leadership clearly defined
3. Communication well understood

Story: Starting a Six Sigma project just because….

Risk Mangement

In this episode, we will discuss risk management

Item 1: Why manage risk

1. Cost management
2. Time Management
3. People management

Item 2: When to manage risk

1. Planning
2. Development
3. Execution

Item 3: How to manage risk

1. Planning tools
2. Development tools
3. Execution tools

Story:  Risk mitigation in the proposal to the customer

Tool Selection

In this episode, we will discuss Tool selection

Item 1: Define the whatever you are working on

1. Size
2. Time
3. Cost

Item 2: Charter sets it up

1. Limits
2. People
3. Communication types

Item 3: Breakdown

1. Tool Types: Brainstorm, Just do, and complex
2. Combo tools
3. Matrix

Story: PFMEA to a DOE

Scope Control

In this episode we will discuss Scope Control

Item 1: Establishment of scope

1. Charter
2. Work Breakdown Structure (WBS)
3. Limitations and change control

Item 2: Creep

1. Customer requirement creep
2. No change controls
3. People pleasing management (overcompensation)

Item 3: Kill it with fire

1. Run on project
2. The project is over but
3. We start the project….Why?

Story: The Black Belt project that couldn’t.

Episode 7 Management Responsibilities

In this episode, we will discuss Management responsibility.

Item 1: Which part of Management is responsible for improvement

1. Executive Management
2. Middle Management
3. Supervisory and Subject Matter Experts (SME)

Item 2: Large organization vs small business

1. Roles of each management type
2. Responsibilities differential by size
3. Reporting and follow-up

Item 3: Belts and titles

1. Green, Black, Yellow, Master and commander
2. CEO to the supervisor
3. SMEs

Story: Implementation at a small manufacturing company

Statistics

In this episode we will discuss statistics

Item 1: Is it really needed?

1. Appropriate to the process
2. Inspection type
3. Data available

Item 2: Implementation

1. Frequency of review
2. KPIs
3. Display of outputs

Item 3: Sustainment

1. Goals
2. Who sees the report?
3. When to change?

Story: SPC implementation with a supplier as well as reporting on internal metrics.

Process Mapping

In this episode we will discuss process mapping

Item 1: Why

1. Plan of PDCA
2. Baseline current process
3. Future state of process

Item 2: How

1. Excel or Paper and pencil
2. Visio
3. PowerPoint

Item 3: When

1. Beginning of a project
2. Any process at all
3. When developing a procedure

Story: Inclusion of process maps into procedures.

Lean Vs Six Sigma

In this episode we will discuss Lean Vs Sig Sigma

Item 1: Which is which

1. Lean and Six Sigma implementation
2. “ “              usage
3. Execution of each

Item 2: Best of both

1. 5s V 6S
2. PDCA or DMAIC
3. Design

Item 3: When not to use either

1. Research and development
2. Just fix it, damn it!
3. Seriously it is a paperwork issue?

Story: Lean out a production line vs Six Sigma project to fix data through put issue.