Apply Lean Sigma methodologies to the innovation process within the organization you selected for the semester. All of the assignment information is located on this page. ** Note: There was previously a PDF linked here to download; however, the assignment has changed from that PDF, so it has been removed to avoid confusion.

Lean Sigma Project Description and Tools

Students of ENGR 501 may earn a certificate in Lean Sigma process improvement, at the yellow belt level, by successfully completing and presenting a hands-on application as one component of the major project's consulting report.

The overarching objectives of the Lean Sigma component are to

• provide students with a basic understanding of process improvement methodologies,
• offer problem-solving tools, and
• emphasize the critical role that leaders must play in achieving sustained organizational success in todays global business environment.

Lean Sigma utilizes concepts from the Toyota Production System to guide participants through the steps of continuous process improvement and, where appropriate, uses Six Sigma tools to collect and analyze data. Each step in the Lean Sigma methodology focuses on improving participants ability to

• work from a process perspective,
• work with others in mapping the current process,
• collect appropriate data, and
• identify any unnecessary work or process delaysand, in doing so, look for ways to eliminate waste and to improve the effectiveness, reliability, efficiency, and profitability of the process.

Typical Process Improvement Projects

Lean Sigma methodologies are used for improving many business processes, from complex processes unique to an organization to simple processes common among all businesses, such as

• getting to work on time;
• preparing to interview for a job;
• recruiting and selecting an employee;
• completing an expense report;
• attending a conference, trade show, or other event;
• preparing a business proposal;
• making a sales call;
• fulfilling an order;
• reserving a conference room; and
• planning a celebration.

Lean Sigma as a Component of Major Project Part 8

The focus of the Lean Sigma part of the major project for ENGR 501 is the gap between the current and desired innovation process within the organization you chose. For example, many organizations current innovation processes might be described as informal or decentralized. However, innovative organizations may have (or desire) a formal collaboration process designed to vet ideas and transform visions into realities.

Improvement Methodology

For this application, start by analyzing the current state of your organizations innovation process, then formulate plans for implementing a desired state. This will typically involve the following steps:

• Select a process for observation (the innovation process within your organization) and describe it via a project scope statement. Where does the process begin and end?
• Observe the innovation process (if possible) and develop a value stream map that shows the process steps.
• Create a data-collection tool and collect data (time, cost, etc.) to complete the value stream map.
• Identify barriers to overcome and opportunities for process improvement, so that you can create and complete an A3 Problem-Solving form (with the left side representing the current state and the right side representing the desired state).
• On the left side of the A3 form, include
  • the target process,
  • background information,
  • the current condition, and
  • a problem analysis.
• On the right side of the A3 form, include
  • the future state,
  • countermeasures,
  • a project plan
  • a cost/benefit analysis,
  • testing procedures, and
  • follow-up.

Process Improvement Tools

For the purposes of this assignment, a project scope template, Lean tools checklist, and Six Sigma tools checklist follow. The tools and report formats may be modified based on individual project demands.

To keep things simple, refer to the following A3 methodology website, where you can download an A3 Report Form templateLinks to an external site. (MS Word format).

In order to comply with applicable confidentiality agreements, you may sanitize names and data to what you are comfortable sharing in completing this assignment as long as it meets the needs of the project. Please contact your course instructor should you have any questions.

Lean Sigma Tools

The following checklists serve as guides and menus of tools that are commonly used by process improvement practitioners. Please note that some tools are required for your project (and marked), whereas others are merely recommended. Remember that you will need to include much of what you find in this section in your final report, so consider all options that will help you provide a quality consulting assessment per the final project criteria.

Lean Tools Checklist

Please consider which tools may be appropriate for your project.

• Process maps
• Observation charts
• Spaghetti charts
• Value stream map (before/after)
• A3 Problem-Solving form: required
• Workplace organization/5-S
  • sort
  • straighten
  • scrub
  • standardize
  • sustain
• Just in time (JIT)
• Quick changeover/setup reduction
• Cellularmodular flow: pull/kanban (visible record)
• Poka yoke (mistake-proofing)
• Visual management
• Total productive maintenance (TPM)
• Other: __________________

Six Sigma Tools (DMAIC) Checklist

Please consider which tools may be appropriate for your project.

Define

• Flowchart
• Brainstorming
• Pareto diagram and analysis (greatest issues from customers perspective)
• Cause-and-effect diagram and/or matrix: recommended
• SIPOC diagram: recommended
  • suppliers
  • inputs
  • processes
  • outputs
  • customers
• QFD diagram
  • quality
  • function
  • deployment
  • project charter

Measure

• Data-collection plan/sampling (required in value stream map)
• Measurement techniques and integrity
• Description of variables
• Run charts and/or control charts
• Capabilities studies

Analyze

• Gap analysis/current state versus future state (required in A3)
• Hypothesis testing/confidence intervals
• Analysis of variance (ANOVA)/parametric tests
• Correlation and regression analysis
• Reliability estimates and tolerance techniques

Improve

• Implementation plan (required in A3)
• Design of experiments (DOE)
• Pilot testing
• Failure mode effect analysis (FMEA)

Control

• Monitoring plan/follow-up actions (required in A3)
• Statistical process control (SPC)
• Dashboard metrics; benefits/costs (required in A3)
• Lessons learned: required

Includes a project scope statement

This criterion is linked to a Learning OutcomeIncludes a completed A3 Problem-Solving form

Provides a statement/summary of lessons learned