Lean Six Sigma Yellow Belt, Study notes of Production and Operations Management

Download Lean Six Sigma Yellow Belt and more Study notes Production and Operations Management in PDF only on Docsity! C E R T IF IC A T IO N L E A N S IX S IG M A Y E L L O W B E L T LEAN SIX SIGMA YELLOW BELT Achieve twice the results with half the resources Certification Manual LUIS SOCCONINI Certifi cation Lean Six Sigma Yellow Belt For organizations that wish to remain competitive, Lean Six Sigma offers a highly fl exible approach to meeting demand in low-volume, high-mix environments. LSS Yellow Belt training focuses on preparing individuals to develop effi cient processes for fast delivery and consistent quality. Benefi ts: • Signifi cant reduction of costs, waste, and excess inventory. • Development of a common language for business improvement. • Improvements in response times and on-time deliveries. • Development of skills to implement continuous improvement projects. • Increased fl exibility with higher product and service mix. We invite you to join as a member of our community: www.leansixsigmainstitute.org Luis Socconini is an industrial engineer who is certifi ed in Strategic Management by Stanford University, in Leading Product Innovation by Harvard University, and in Industry 4.0 by MIT. Additionally, he holds a master’s degree in Quality and Productivity from Monterrey Tec. Luis has extensive experience in teaching and applying Lean Six Sigma as a Master Black Belt and is the founder and president of Lean Six Sigma Institute. IS BN 97 8- 84 -1 79 03 -6 0- 2 9 7 88 41 7 9 03 60 2 LEAN SIX SIGMA YELLOW BELT CERTIFICATION MANUAL Get the free sample 2 5 The author ABOUT LUIS SOCCONINI He holds a bachelor’s degree in Industrial Engineering and a mas- ter’s degree in Quality and Productivity from Monterrey Tec. He is also a Master Black Belt in Lean Six Sigma and a distinguished professor at several prestigious universities in Mexico. Luis is certified in Strategic Management by Stanford Univer- sity, in Leading Product Innovation by Harvard University, and in Industry 4.0 by MIT. He has worked as a business consultant for the Wharton Business School in Pennsylvania, as a process engineer for Grolsch Brewery in the Netherlands, and as a manufacturing engineer at IBM. As director of Lean Six Sigma Institute, Luis develops high-impact projects for companies such as Abbott Laboratories, Kraft Heinz, Coca-Cola, BMW, Bimbo, and Fender – to name a few. He has a broad base of experience and is continually devel- oping productivity applications in diverse industries such as construction, mining, agriculture, government, energy, service, and more. Luis is the author of Lean Six Sigma Green Belt, Certification Manual, Lean Com- pany, Lean Manufacturing, The Process of the 5’s in Action, as well as co-author of Lean Six Sigma Management System and Lean Energy 4.0. www.socconini.com 6 7 Index Preface . . . . . . . . . . . . . . . . . . . . . 9  1. IntroductiontoLean Six Sigma . . . . . . . . . . . . . . . . 11 Strategic Tools  2. Canvas . . . . . . . . . . . . . . . . . . 27  3. LeanStrategy:HoshinKanri . 41  4. ValueStreamStructure . . . . 57  5. TalentDevelopment . . . . . . . 75  6. Introduction to White Belt . . 87 Basic Tools  7. ProblemSolving . . . . . . . . . . 99  8. 5SHousekeeping . . . . . . . . . 115  9. Andon . . . . . . . . . . . . . . . . . . 137 10. StandardWorkInstructions . 153 11. IntroductiontoYellowBelt . 161 Define 12. 4-QuadrantAnalysis . . . . . . . 167 13. ProjectDefinition:A3 . . . . . . 177 Measure and Map 14. DataCollection . . . . . . . . . . . 191 15. OverallEquipment Effectiveness(OEE) . . . . . . . . 197 16. CurrentStateValue StreamMap(VSM) . . . . . . . . 203 Analyze 17. FailureModeandEffects Analysis(FMEA) . . . . . . . . . . 227 Improve 18. Kaizen . . . . . . . . . . . . . . . . . . 241 19. ContinuousFlow . . . . . . . . . . 249 20. QuickSetups(SMED) . . . . . . 263 21. TotalProductive Maintenance(TPM) . . . . . . . 277 22. Kanban . . . . . . . . . . . . . . . . . 293 23. FutureStateValue Stream Map . . . . . . . . . . . . . 305 Control 24. StandardizedWork . . . . . . . . 317 25. PokaYoke . . . . . . . . . . . . . . . 335 26. Kata . . . . . . . . . . . . . . . . . . . . 349 10 Youwillfindmanagementtoolsthatleadersmustunderstandandimple- ment in order to plan and execute strategies, analyze results, design organiza- tional structures, nourish new talent, and develop a new financial thinking that accurately reflects real costs. Youwillalsofindfundamentalbasictoolsthateverymemberofanyorgani- zation must put into practice in order to establish a continuous improvement culture and system. And finally, you will find tools and material to help you polish your processes and implement continuous improvements aimed at creating positive, signifi- cantimpactsonresults–includingquality,cost,deliverycycletime,safety,and productivity. The work philosophy, tools, and methodologies explained in this manual will allow you to easily understand how the organizations of the future should be run – and will therefore enable you to become an agent of change and to produce positive, impactful results. The goal of this certification manual is to help you understand and imple- ment simple yet practical tools that you can also teach your colleagues and use to develop new ways of working – thus continuously adapting to complex, changing business environments. In this world, improvement is optional – but progress is up to you. I appreci- ate your trust and confidence in giving us the opportunity to provide you with high-quality,widelytestedmaterialandIthankyouforgrantingustherespon- sibility to guide you on this continuous improvement journey that starts but never finishes. LuisSocconini Founder and Director of Lean Six Sigma Institute 11 Learning objectives 1. UnderstandthefundamentalsofLeanandSixSigma. 2. Understandtheimportanceofimprovingproductivity byeliminatingwasteandvariability. 3. Learnhowtosuccessfullyimplementandmanage Lean Six Sigma philosophy, tools, and methodologies. 4. Developaleadershipmindsetandbecomeachange agent in establishing the structure needed to achieve impactfulresults. Content > Background > BusinessDevelopmentModel > WhatisLean&SixSigma? > Benefits > ImplementationProcess > ChangeManagement > StructureandRoles > Leadership Introduction to Lean Six Sigma 1 When the winds of change blow, some people build walls and others build windmills. Chinese Proverb 12 Introduction to Lean Six Sigma Industry 1.0 Mechanization Steam power Industry 2.0 Mass production Electricity Assembly lines Industry 3.0 Productivity & Quality Electronics Transistor / Computers Industry 4.0 Lean Six Sigma Company Internet of things Robots & Automation Additive manufacturing Artificial intelligence 1784 1870 1960 2020 1900 - F. Taylor Scientific Mgmt. 1776 - James Watt Steam 1908 - Henry Ford Mass Production 1970 - Toyota TPS 1982 - Goldratt TOC 1988 - Motorola Six Sigma 2020 - Lean Six Sigma 4.0 Background • Many companies continue to encounter:  Slow delivery of products or services  Constant customer complaints  Inconsistent quality  Poor customer service  High costs and prices  Poor internal communication “It's not the big that eat the small...it's the fast that eat the slow.” Jason Jennins These companies are destined to vanish! 15 How can we increase productivity? Quantitative approach More people More machines Larger investment Work harder Eliminate waste & simplify Lean Six Sigma Approach Qualitative approach Let's work smart! • Overbearing Tasks • Work related stress • High-Risk Tasks Total Variability • The variation that results from all process inputs • Overproduction • Excess inventory • Defects and Rework • Unnecessary movements • Overprocessing • Waiting and Searching • Transport • Waste of energy • Non-utilized talent • Contamination / Pollution TOO HEAVY! DIRTY ! DANGEROUS ! MACHINES METHODS MATERIALS MANPOWER TOTAL VARIABILITY MEASUREMENTS MOTHER NATURE Muri Overburden Mura Variability Muda Waste Methods to increase productivity Limitations to Productivity BackgroundIntroduction to Lean Six Sigma 16 BackgroundIntroduction to Lean Six Sigma Non-value added time Value-added time Total Time Total Time Traditional Organizations Eliminate overload, variation, and waste Lean Six Sigma Total time Value-added time Non-value-added time (waste) In plain sight/ Has physical evidence Is not in plain sight (worse!) • Defective orders • Numerous complaints • Rejects • Interruptions and waiting • Searching • Movement • Transportation • Product transformation • Service delivery Reduce: Time, Costs, Defects, Inventory, Space, Waste. Increase: Productivity, Customer Satisfaction, Quality, Cash Flow. Lean Six Sigma reduces non-value adding time 17 1. System / Process Design 2. KPI Definition 3. System / Process Implementation 4. Performance Measurement 7. Continuous Improvement & Innovation Actions 6. Corrective & Preventive Actions Opportunities Best Practices Comparison (Benchmarking) 5. Performance Analysis Improvement Cycles Adaptation Cycles WB YB YB GB BB MBB Start (Design and implementation) Development (Adaptation cycles) Competent (Improvement cycles + benchmarking) Reliable (In-control, improvement cycles) World-class (Improvement cycles + benchmarking + best in its class) KPI - Key Performance Indicators Introduction to Lean Six Sigma Business Development Model Lean = Speed Improves flow by eliminating waste Six Sigma = Quality Improves the process by reducing variation The path to improvement does not have an end. Motorola What is Lean & Six Sigma? 20 • Healthcare • Plastics • Lubricants • Logistics & Customs • Education • Cosmetics • Footwear • Textile • Printing • Foundry • Pharmaceutical • Banking • Insurance • Hotels • Restaurants • Construction WHITE BELT YELLOW BELT GREEN BELT BLACK BELT MASTER BLACK BELTLEAN MANAGEMENT • Food & Beverage • Electronics • Services • Automotive • Government • Agriculture • Mining • Packaging • Airports • Military Traditional Lean Six Sigma MFG. MFG. Supply Chain Sales SVCS. MFG. MFG. Supply Chain Sales SVCS. Isolated Projects by departments A few high-impact projects in the value stream or service family Cu st om er "If I could change the way we implemented it, I would have started with Lean and then Six Sigma." Jack Welch, Ex-CEO GE Lean Six Sigma applies to any industry Traditional vs. Lean Six Sigma What is Lean & Six Sigma?Introduction to Lean Six Sigma 21 Lean Six Sigma Management System Hoshin Kanri Leader Standard Work Gemba ScrumVSM Kata Talent Kata Continuous Flow 5 S´s TPM6 σ Kanban Quick Setups Standard Work Lean Six Sigma Production / Service System Visual Management Kaizen Canvas Preparation Pilot Phase Deployment to All Value Streams Lean Six Sigma Company Traditional Company Lean Six Sigma Culture Transformation Process Change Management Strategic Tools Tactical Tools Value Stream Structure Development Preparation Pilot Deployment to All Value Streams Lean Six Sigma Company 4 - 6 months • Initial assessment • Initial training • Develop Hoshin Kanri • Define team leader • Define value stream / service family map • Select pilot project • Design initial plan • Communicate plan • Kick off Basic Tools • 5 S Housekeeping, Visual Mgmt., Standard Work, etc. Improvement and Problem- Solving Tools • A3, FMEA, Continuous Flow, TPM, SMED, Kanban, Statistics, etc. Certify • White and Yellow Belts • Pilot Process • Design Value Stream • Implement VS Office Deploy to all processes • Accounting • Human Resources • Sales & Marketing • Logistics • Service / Production • IT • Quality • Maintenance Certify • Yellow, Green & Black Belts • Value Stream Certify • Processes • Value Streams • Company / Organization 1 -3 months 1 – 2 years 1 – 2 years and onward Benefits Introduction to Lean Six Sigma Implementation Process 22 Introduction to Lean Six Sigma • Analyze the market • Analyze the competition • Identify possible risks and opportunities • Develop the vision • Develop strategies to carry out the vision • Avoid obstacles • Improve and modify the structure • Increase risk taking • Expand growth to other areas • Constantly evaluate results • Support successful processes 1. Create a sense of urgency 3. Develop a vision & strategy 5. Empower action • Plan performance improvements • Achieve & announce victories • Reward the responsible parties • Communicate and share the vision and strategy • Determine the Team leader • Form a group of influential and responsible individuals • Teamwork 7. Consolidate improvements & produce more change Preparation Pilot Phase Deployment to All Value Streams 2. Build a guiding team 4. Communicate the change vision 6. Secure short term gains 8. Make it last Lean Six Sigma Company • Continue to support the change • Focus on values and the customer • Improve management effectiveness 20 % + 20 % - 60 % Neutral It has been proven that when facing projects: If there is good leadership, many who are neutral or negative will become positive. Otherwise, the project may not evolve. • 20% of people tend to have a positive attitude towards change. • 60% of people tend to be neutral. • 20% of people tend to have a negative attitude towards change. Resistance to change Change Management - John Kotter 25 Leaders 100 % 1 % - 3 %10 % - 20 %20 % - 50 % 1 % Responsible for budget and resources Lean Six Sigma Project Sponsor Experienced Implementation Expert and BB coach Expert in practicing Lean Six Sigma throughout the company and supply chain Project Leader & Coach Ensures correct implementation for the value stream Small Project Leader who provides specific support Ensures sustainability in his / her area of responsibility Lean Practitioner Ensures philosophy is sustained on a daily basis CHAMPION LSS Management MASTER BLACK BELTBLACK BELTGREEN BELTYELLOW BELTWHITE BELT Project Team Member Practices the basic tools every day as part of his/her work Productive Teams Corporate Office Region Country Transactions Family of Products or Services Improvement Teams Value Stream Teams Support Teams Master BB Black Belt Green Belt Yellow Belt Value Stream Champion Executive Staff Project Champion Staff Experts Selected People Green Belt Black Belt Products / Services Improvement Teams Improvement Teams Corporate Champion Roles Structure Structure and RolesIntroduction to Lean Six Sigma 26 Introduction to Lean Six Sigma • Manages employees • Depends on authority • Inspires fear • Says, "I" • Places blame for breakdowns • Knows how it is done • Uses people • Takes credit • Commands • Says, "Go" • Coaches employees • Has goodwill • Generates enthusiasm • Says, "We" • Fixes the breakdowns • Shows how it is done • Develops people's talent • Gives credit • Asks • Says, "Let's go" Lean Six Sigma requires Leaders Boss Leaderversus “No organization, large or small, local or global, is immune to change.” “To address new technological, competitive, and demographic forces, leaders from all sectors are trying to fundamentally alter the way their organizations do business.” John P. Kotter Conclusion Leadership “No organization, large or small, local or global, is immune to ch ge.” “To address new technological, competitive, and demographic forces, leaders from all sectors are trying to fundamentally alter the w y their organizations do business.” John P. Kotter 27 Learning objectives 1. Understandtheimportanceofbusinessmodelsin developingnewideasandincontributingnewwaysto develop business strategy. 2. Understandtheelementsthatformpartofit. 3. Identifyopportunitiesforimplementation. 4. Understandhowitisdeveloped. Content > Background > WhatisCanvas? > WhousesCanvas? > Elements > Examples > Procedure > Exercise Canvas 2 30 Canvas It is a visual and practical business tool to describe, test, implement, and manage business models during their life cycle. What is Canvas? 31 Canvas 650 000 copies sold 26 languages • Directors, Executives and Managers: Manage business and organizations • Entrepreneurs: Develop new business and organizations • Employees: Sustain and improve business models • Consultants: Help their clients • Designers: Create high value products • Investors: Evaluate business opportunities Who uses Canvas? What types of professionals use Business Model Canvas? 32 Canvas Your business model on one page 1. Customer Segments 2. Value Propositions 3. Communication & Distribution Channels 4. Customer Relationships 5. Revenue Streams 6. Key Resources 7. Key Activities 8. Key Partners 9. Cost Structure Elements Business Model Canvas Template 35 Canvas Revenue 2017 = $109.65 Billions US Dollars • Larry Page and Sergey Brin • They created the Google search engine • It is free! • So, how to make money from a free service? Internet users Search algorithm Free search Free $ per clicks Audience Advertisers & marketers Automated www.google.com AdWords Developers R & D Data management Distribution partners IT R & D Sales & Marketing Data Operations Apps Google Examples Google was founded in 1998 36 • They invented a machine that could photocopy 2000 copies a day when the competition could do 30 to 40 copies a day. • The machine was 7 times more expensive. • They did a market study and they found that no customer would buy such an expensive machine. Great product! Wrong business model Xerox Corporations Copy Machine Monthly leasing $95 per month leasing $.04 /copy after 200 copies included Examples Canvas Xerox 1958 37 AntecedentesCanvas How is it develop? • Choose a business product / service • Teams of 5 people • Structure of the Canvas: 1. Introduction to the methodology 2. Current Canvas 3. Research environment around the current canvas: • Market trends • Technology trends • Needs Trends • Strengths and weaknesses 4. Generate future canvas prototypes 5. Feedback 6. Define Canvas future and following Define Execution Design Test • Several business models can be generated for each line of business. • To make it effective, only those that can be executed must be chosen. Generally, great enthusiasm is generated in the creation of the model. • Make sure you keep that enthusiasm in the execution. Note Procedure Implementation phases 40 41 Learning objectives 1. UnderstandthekeyelementsofStrategicPlanning. 2. UnderstandtheHoshinKanriimplementationprocess. 3. StarttheHoshinKanriplanningprocessinacompany. Content > Background > WhatisHoshinKanri? > Benefits > Whenisitusedandhowlongdoesittake? > Procedure > Example Lean Strategy: Hoshin Kanri 3 42 Lean Strategy: Hoshin Kanri • Only between 10% and 20% of companies in the world create a strategic plan. • Only between 10% and 20% execute the plan successfully. • 91% of executives qualify as "exceptional decision-makers”. Source: Harvard Business School. Background • No connection between strategy and continuous improvement • Too many projects in process • The plans from one year to the next never seem to connect Symptoms of companies in need of Hoshin Kanri planning 45 Hoshin kanri means management and control of an organization’s direction or focus. Hoshin kanri ho = Direction shin = Needle hoshin = Direction of needle or compass kan = Control ri = Reason or logic kanri = Administration control Meaning of hoshin kanri What is Hoshin Kanri?Lean Strategy: Hoshin Kanri 1. Guidelines (What's) 4. Indicators (How much) 2: Strategies (How's) 4. Indicators (How much) 3. Projects (How's of strategies) 5. Resources (Who) Hoshin Kanri model 46 • Focuses the whole company on a few vital goals, instead of the many trivial ones. • Creates alignment towards objectives through the participation of the entire management team in the planning process. • Leadership at all levels. • Communicates key goals to all managers and staff. • Integrates and encourages inter-functional cooperation to achieve significant progress. A review process that holds participants accountable for achieving their part of the plan. Benefits • Hoshin Planning (Hewlett-Packard) • Policy Deployment (AT&T, Infineon Technologies) • Policy Management (Texas Instruments) • Management by Results (Xerox) • Priority Management • Goals Deployment • “Catch-ball” Process Other terms used for Hoshin Kanri What is Hoshin Kanri?Lean Strategy: Hoshin Kanri 47 • Start of operations: fundamental plan (Hoshin Kanri and Box score). • Realization time: 1 week • Annually: update of the fundamental plan (Hoshin Kanri). • Realization time: 2-4 days • Monthly: evaluation of global progress (balanced scorecard). • Realization time: 1 hour • Weekly: evaluation of value streams (box score). • Realization time: 30 minutes • Daily: evaluation of progress per hour (process board). • Realization time: 5 minutes When is it used and how much time does it require? Lean Strategy: Hoshin Kanri 5 Vision Mission Values Guidelines Indicators & objectives Development of strategies Implementation (strategies) Indicators (box score) Situational analysis Internal & external analysis Philosophy Activities Adaptation 1 2 3 4 5 Procedure 50 ProcedureLean Strategy: Hoshin Kanri Establish objectives (what’s) Objectives Indicators Guidelines 1. Increase profitability Increase ROI from 7% to 12% 4. Make HR a competitive advantage Certify 100% of the staff in multi-skills 2. Increase sales Increase domestic sales by 15% and international sales by 32% 3. Become a world-class company (reduce expenses) Increase profitability of the operation from 25% to 45%, reducing defects and improving customer satisfaction 2 Financial Commercial Processes People ROI % Profit/Sales X RONA Profit / Sales Sales / Net Investment Sales - Cost of Sales Working Capital + Permanent Investment - Initial Debt Production Costs + Cost of Sales + Adminstrative Costs + Taxes Inventory + Accounts Receivable + Cash - Current Liabilities Materials + Labor + Overhead Example: DuPont Model 7.3 % 18 %41 % $ 2,060,000 $ 5,000,000 $ 5,000,000 $ 28,364,000 $ 5,000,000 $ 2,940,000 $ 25,098,000 $ 3,300,000 $ 34,000 $ 2,240,000 $ 150,000 $ 550,000 $ 25,000,000 $ 90,000 $ 4,000 $ 4,000 $ 990,000 $ 1,250,000 $ 90,000 $ 800,000 51 Balanced Scorecard Monthly Executive Indicator 5 Vision Mission Values Guidelines Indicators & objectives Development of strategies Implementation (strategies) Situational analysis Internal & external analysis Philosophy 1 2 3 Strategies represent actions that must be completed to achieve medium and long-term company objectives. The strategy defines a conceptual structure or frame of reference to guide these actions. It is designed to guide decision makers’ actions so that they are in accordance with the company’s vision. 3. Development of strategies Indicators and objectives of the guidelines ProcedureLean Strategy: Hoshin Kanri 52 “HOW’S” Strategies 3 Example of development of strategies ProcedureLean Strategy: Hoshin Kanri Method: SWOT Matrix Strengths 1. 2. 3. Weaknesses 1. 2. 3. Opportunities 1. 2. 3. Use the strengths to take advantage of the opportunities Overcome weaknesses while taking advantage of opportunities Threats 1. 2. 3. Use the strengths to avoid threats Minimize weaknesses and avoid threats SWOT Matrix 55 Ta ct ics 5 Ex am pl e of d ev el op m en t o f t ac tic s ProcedureLean Strategy: Hoshin Kanri 56 Tactics 5 Example of development of tactics Note: Scrum is a tool that will be reviewed during the Black Belt certification • Once the tactical planning has been defined, work on the development of the projects can begin. • To ensure that the strategy is executed, these projects must be successfully carried out through an agile management system called SCRUM. ProcedureLean Strategy: Hoshin Kanri 57 Learning objectives 1. Understandhowcompaniesofthefuturewillbe designed by value streams. 2. Showhowself-managedteamscanperform. 3. UnderstandthebasicconceptsofLeanAccounting in value streams. Content > Background > Whatisvaluestreamstructure? > Whyimplementvaluestreams? > Whoparticipates? > Procedure > Example Value Stream Structure 4 Teamwork is possible if the structure is right 60 Functional Structure Matrix Structure Departmental Structure Cutting Forming Painting Department PunchingWarehouseAssembly Purchasing Human Resources Reception Sales Director Production Office Engineering Quality Office 1 Office 2 BackgroundValue Stream Structure  Managers delegated poorly or tried to solve problems at all levels.  Lower-level staff simply received orders and didn’t always understand why they were doing certain activities.  It was rare that everyone involved in the processes could answer the following questions: • At what speed the customer is willing to buy? (Takt-time) • What is the companies' capacity? • Where is the main constraint? • Are we delivering our products or services on time? • Do you really know what the customer thinks about your products? • Are you reaching the costs goals and are you making money? • Does everybody knows the same? Organizational structure types Conclusions 61 Suppliers Control Functions Customers Material/Workflow Information flow A value stream structure is a business unit that: • Is composed of all those directly responsible for the activities of a family of products or services. • Is comprised of cross functional teams that continually analyze available information and execute any necessary changes. Each value stream will be analyzed through a map (VSM), where you will see the process flow of information, activities and materials. “The way companies of the future are being designed.” Value Stream Structure Management Team Human Resources Admin. & Finance Information Technology Business Development Value Stream 1 Value Stream 2 Value Stream 3 MaintenanceQuality Control Product Development Each value stream represents a product or service family. Value stream structure What is value stream structure? 62 Value Stream Structure • To eliminate all the bureaucracy that prevents to develop successful businesses. • It gives management time to plan, analyze the future of the business, and devote more energy to future development. • It allows strategies such as Lean Six Sigma to be successful. Level 2: Value Stream Teams and Support Level 1: Production or Service Teams Level 3: Owners and Directors Why implement value streams? Who participates? 65  Value stream manager, financial analyst, customer service representative, sales associate, scheduler, manufacturing engineer, quality analyst, etc.  Work in the “value office”  Weekly planning and review of box score  Daily analysis of obligations, profitability, potential problems and requirements  Daily analysis of results  Take action  Solve level 2 problems  Support level 1 ProcedureValue Stream Structure  Support areas: HR, Maintenance, IT, etc.  They work in their processes as internal service providers  Weekly planning  Daily analysis of box score results, responsibilities, profitability, and potential problems  Take action  Solve level 2 problems 2. Define level 2 staff and train them on their roles Level 2 responsibilities 66 ProcedureValue Stream Structure Tr oq ue lad o So ld ad ur a 1 So ld ad ur a 2 M on ta je I M on ta je I I Ex pe di ci ón . pr ep ar ac ió n En sa mb lad or a de la ca lle su r 18 ,40 0 p zs /m es - 1 2,0 00 “ I” - 6 ,40 0 “ D” - T ari m a = 20 pi ez as - 2 tu rn os 1 1 1 1 1 TC = 1 se gu nd o TC P = 1 h or a TF = 85 % 27 ,60 0 s eg . d is p. CP C = 2 s em s. TC = 39 se gu nd os TC P = 10 m ins . TF = 10 0% 2 t ur no s 27 ,60 0 s eg . d isp . TC = 46 se gu nd os TC P = 10 m in s. TF = 80 % 2 t ur no s 27 ,60 0 s eg . d isp . TC = 62 se gu nd os TC P = 0 TF = 10 0% 2 t ur no s 27 ,60 0 s eg . d isp . TC = 40 se gu nd os TC P = 0 TF = 10 0% 2 t ur no s 27 ,60 0 s eg . d isp . I I I I I I I I I I I I Ro llo s 5 d ía s 4,6 00 I 2,4 00 D 1,1 00 I 60 0 D 60 0 I 85 0 D 1,2 00 I 64 0 D 2,7 00 I 1,4 40 D Co nt ro l d e Pr od uc ció n Pr ev isi ón d e 90 /6 0/ 30 d ías Pe di do di ar io M RP Pr ev isi ón d e 6 se ma na s Si de ru rg ic a M ic hi ga n Fa x se ma na l 1 x dí a M ar te s + ju ev es Ro llo s d e 50 0 pi es Pr og ra ma ci ón se ma na l Pr og ra ma ci ón de e xp ed ici ón di ar ia Pla zo d e en tr eg a = 23 .6 d ía s TV A = 18 8 se gu nd os 5 dí as 7. 6 dí as 1. 8 dí as 2. 7 dí as 2 dí as 4. 5 dí as 1 se g. 39 s eg . 46 s eg . 62 s eg . 40 s eg . 1 Cu rre nt VS M Li ne a Ba se Ob je tiv o 2. 1 Pr om oc ión d e inc re m en to d e ve nt as co n cli en te s c au tiv os 2. 2 Pr om ov er C on tra ct m an uf ac tu rin g en E sta do s U nid os 2. 3 La nz am ien to d e nu ev os p ro du cto s e n tie m po re co rd 3. 1 Co ns ol ida ció n de L ea n en ca de na s, so po rte y es tru ctu ra 3. 2 Im ple m en ta ció n de e str uc tu ra p or ca de na s d e va lor 3. 3 A um en ta r i nf ra es tru ctu ra p ar a cr ec im ie nt o de ca pa cid ad % a di cio na l 3. 4 M an te nim ien to d el sis te m a de ca lid ad a n ive l C of ep ris , F DA e IS O 3. 5 A ut om at iza ció n de p ro ce so s 3. 6 De sa rro lla r m at er ia les y/ o pr ov ee do re s a lte rn os 3. 7 M ini m iza r r ies go s e n los p ro ce so s 4. 1 De sa rro llo d e ta len to 4. 2 De sa rro llo h um an o Financiera 1. M ejo ra r l a r en ta bi lid ad d el ne go cio Lo gr ar R OI > a U tili da de s > a RO NA > DI RE CC IÓ N 35 00 00 0 us d 79 25 00 0 us d Negocios 2. In cr em en ta r v en ta s y pa rti ci pa ció n de m er ca do Ve nt as > 1 00 % in te rn ac ion al, Pa rti cip ac ión d e m er ca do , L og ra r re co no cim ien to d e m ar ca N PS > Personas 4. De sa rro lla r p er so na l c om pe te nt e y c om pr om et id o Cl im a or ga niz ac ion al > 95 % , Pe rso na l c er tifi ca do > 9 0% Pr od = X , Si gm a in t = X Si gm a Ex t = X % E nt re ga s a tie m po O EE > X ca de na Procesos 3. Ma xi m iza r l a sa tis fa cc ió n de lo s cli en te s y ex ce le nc ia en n ue st ra s op er ac io ne s Pr od uc tiv id ad , N ive l S igm a, E nt re ga a tie m po , O EESt ra te gy Co no cim ien tos Alb ert o V az qu ez Pe dro In fan te Vic en te Fd z Jo nh Tra vo lta Se gu rid ad Pr ev en ció n Ca lid ad Pr oc es os He rra mi en tas BO X SC OR E Ob jet ivo Cu m pli m ien to 07 -e ne 14 -e ne 21 -e ne 28 -e ne 04 -fe b 11 -fe b Un ida de s p or p er so na 21 14 .0 0 16 .0 0 18 .0 0 20 .0 0 19 .0 0 23 .0 0 En vío s a tie m po 10 0% 10 0% 10 0% 10 0% 10 0% 10 0% 10 0% Tie m po d e en tre ga (d ias ) 4 3 4 1 3 4 5 Dí as d e pu er ta a p ue rta 3 6 12 23 14 9 7 Ca lid ad a la p rim er a 95 % 80 % 80 % 80 % 85 % 85 % 85 % Ni ve l s ig m a 5 4. 10 4. 30 4. 11 4. 32 4. 70 4. 34 Co sto d e no ca lid ad 25 0 $ 2, 34 5 $ 3, 11 2 $ 64 5 $ 34 5 $ 1, 24 5 $ 3, 12 4 $ Co sto p ro m ed io de l p ro du cto 30 0 $ 34 3 $ 33 7 $ 36 2 $ 33 8 $ 33 7 $ 32 5 $ Va lor d el inv en ta rio 54 5, 00 0 $ 3, 00 4, 23 4 $ 2, 33 4, 75 6 $ 2, 94 5, 89 3 $ 2, 56 4, 39 2 $ 1, 94 5, 67 8 $ 1, 23 4, 97 5 $ Vu elt as d e inv en ta rio 12 4. 50 4. 00 6. 70 7. 10 8. 30 9. 00 Co sto d e m an te nim ien to 50 0 $ 2, 82 0 $ 64 5 $ 2, 32 3 $ 97 6 $ 1, 73 3 $ 75 6 $ Ev alu ac ión 5 ´s 10 0% 10 0% 10 0% 10 0% 10 0% 10 0% 10 0% OE E 85 % 70 % 73 % 75 % 79 % 81 % 81 % Tie m po d e lan za m ie nt o NP 25 d ias 42 42 42 42 37 37 Ve loc ida d de d em an da 3. 45 Ve oc ida d de p ro du cc ió n 5. 50 Ca pa cid ad D isp on ibl e In gr es o 43 2, 05 0 $ 38 4, 87 0 $ 42 2, 45 6 $ 38 9, 75 4 $ 38 9, 45 5 $ 45 6, 03 2 $ Co sto d e M at er ial 18 9, 00 0 $ 12 5, 67 9 $ 16 7, 45 3 $ 13 3, 45 6 $ 13 3, 23 4 $ 19 7, 03 4 $ Co sto d e Co nv er sió n 13 1, 20 0 $ 13 0, 24 2 $ 13 2, 00 0 $ 13 2, 42 6 $ 12 8, 03 4 $ 11 1, 34 2 $ Ut ilid ad B ru ta d el Va lue S tre am 11 1, 85 0 $ 12 8,9 49 $ 12 3, 00 3 $ 12 3,8 72 $ 12 8,1 87 $ 14 7,6 56 $ Re to rn o de la ca de na 25 .89 % 33 .5 0% 29 .1 2% 31 .78 % 32 .91 % 32 .38 % St ru ct ur e Ka ize n pr og ra m Re su lts Si de rú rg ica M ich iga n Ru ta di ar ia Ro llo s En la p re ns a Co nt ro l d e Pr od uc ció n M RP Pr ev isi ón d e 6 se ma na s Pe di do di ar io ro llo rol Ex pe di ció n pr ep ar ac ión En sa mb lad or a de la ca lle su r 18 ,40 0 p zs ./m es - 1 2,0 00 “I ” - 6 ,40 0 “ D” - T ari m a = 20 pi ez as - 2 tu rn os 1 x dí a 1 I D 20 Ta rim a de 20 p iez as Re tir o Tr oq ue lad o 1 So ld . Y M on t. I D 60 1.5 dí as Lo te Co no cim ie nt o Fu tu re V SM Op po rtu nit y ca rd s Ap ro ve d ca rd s 1 2 3 4 5 6 28 29 30 23 24 25 9 10 11 16 17 18 7 8 12 13 14 15 19 20 21 22 26 27 AP RI L A C D Ca nt id ad M on to Di re cto r 1 As ist en te 2 To ta l 3 Ca nt id ad M on to Ca nt id ad M on to Ca nt id ad M on to Co m pr ad or es Ex pe rto s en o pe ra c. Ve nt as 8 Pl an ea ció n m ae st ra In v. O pe ra cio ne s M KT - CR M 1 Al m ac en En tre na do re s NP I E ng . 8 Di re ct or Di re ct or Di re cto r 1 To ta l 0 To ta l 0 To ta l 17 VS M 1 Ca nt id ad M on to Cl ie nt es Fa ct ur ac ió n M áq ui na s un ida de s O pe ra do re s c él ul a A 36 Ar ea m 2 O pe ra do re s c él ul a B 18 M en su al es Ta kt ti m e O pe ra do re s e ns am . 18 De m an da se m an al W at er S pi de r 18 In ge ni er os 6 Co st o Co nv . se m an al G er en te 1 Pr od uc tiv id ad Cu st om er R ep . 1 Pl an ea do r 1 - $ po r e m pl ea do m en su al Fi na nc ie ro 1 M ec án ico s 3 En tre na do r 1 To ta l 10 4 0 VS M 2 Ca nt id ad M on to Cl ie nt es Fa ct ur ac ió n M áq ui na s un ida de s O pe ra do re s c él ul a A Ar ea m 2 O pe ra do re s c él ul a B Ta kt ti m e O pe ra do re s e ns am . De m an da se m an al W at er S pi de r In ge ni er os Co st o Co nv . se m an al G er en te Pr od uc tiv id ad Pr og ra m Pl an ea do r Fi na nc ie ro M ec án ico s En tre na do r To ta l 0 0 Ca nt id ad M on to Ca nt id ad M on to Ca nt id ad M on to Co nt ab ilid ad 3 M an te ni m ie nt o pl an ta 8 Re clu ta m ie nt o 2 Te so re ría 1 In g. P la nt a 1 De sa rro llo 5 Nó m in a 2 In g. M ej or a (L ea n 6S ) 1 Se gu rid ad y sa lu d 30 Di re ct or 1 Di re ct or 1 Di re cto r 1 To ta l 6 To ta l 10 To ta l 37 Ca nt id ad M on to Ca nt id ad M on to Ca nt id ad M on to In co m in g 3 Ar ea s De sp lie gu e 20 So ftw ar e 2 Au di to re s 3 Ca de na s #R EF ! Ha rd wa re 2 Ct ro l D oc um . 2 So po rte 66 Co m un ica cio ne s 1 M et ro lo gí a 3 Di re ct or es 9 Di re cto r 1 To ta l 8 To ta l #R EF ! To ta l 5 Ca lid ad To ta l Te cn ol og ía de In fo rm ac ió n Di re cc ión Lo gi st ica O pe ra cio ne s Ne go cio s Ad m in is tra ci ón & F in an za s In ge ni er ía Re cu rs os H um an os Ta le nt D ev el op m en t M ud a an al ys is Sa fe ty Fi rs t p as s Qu ali ty % /p pm Cu sto m er ’s re jec tio ns % /p pm M on ito rin g & Fo llo w- up sh ee t Pr od uc tiv ity pe r p er so n Qu ali ty Co st M on ito rin g & Fo llo w- up sh ee t % o f o n- tim e de liv er ies Ch an ge ov er tim e M on ito rin g & Fo llo w- up sh ee t Te am Pi ctu re Cr os s- tra ini ng m at rix Qu ali ty Co st De liv er y Pe rs on ne l Tr ain ing Sc he du le M on ito rin g & Fo llo w- up sh ee t Be fo re 5S pic tu re s! Af te r 5S pic tu re s 5S ! Su m m ar y Va lu e st re am bo ar d: n am e St ra te gy Cu rre nt VS M Fu tu re V SM Re su lts St ru ct ur e Ta le nt De ve lo pm en t M ud a A na lys is Ka ize n pr og ra m 1. Un ba lan ce d pr od uc tio n 1. TP M Ev en t Ap ril 5t h 2. $1 ,0 00 ,0 00 ex ce ss inv en to ry 2. SM ED Ev en t M ya 22 nd 3. Tr an sp or ts- 2 km 3. Ev en to m. Ce lul ar Ju ne 1s t. 4. Mo ve me nt 14 km 4. En er gy Sa vin gs ev en t Ju ly 2n d 5. De fe cts 9% 5. Si gm a ka ize n Ju ly 16 th 6. Ov er bu rd en :5 60 ho ur so fO T 7. Va ria bil ity :C pk = 1. 1 8. OE E= 49 % 9. Ch an ge ov er tim es > 4 ho ur s Value stream board 67 ProcedureValue Stream Structure 3. Value office design • Value stream Manager • Sales • Planner/Buyer • Finance • Process Engineer • Quality Engineer • Equipment Engineer People responsible for the value stream work full-time in the value office. They have scheduled meetings to review and analyze results, and make decisions. The room must have: • Visibility to areas that generate value • A strategic location • Proper lighting • Work stations for each member • A meeting table at the center of the room • A projector and screen • Writing board You must select an area in which the value stream team members will work. 70 ProcedureValue Stream Structure  Managers, directors, and chief executives • Strategic planning and monitoring • Monthly review of results and annual strategic planning • If necessary, weekly meetings for decision making • Look for new business opportunities • Solve level 3 problems • Support level 2 • Conduct “Gemba Walks” frequently 5. Design how level 3 (management team) will work, if the pilot was successful in the deployment phase • Eliminate waste from administrative and accounting processes • Internal understanding of the real costs of a company’s products and/or services • Better marketing and sales strategies • Members of the value stream share a common objective • Guides decision-making in relation to the value created for customers and the business • Financial statements delivered every week • Eliminate bureaucracy that prevents better communication and therefore better results • Calculate and evaluate the benefits of a Lean implementation Lean Accounting benefits Level 3 responsibilities 71 ProcedureValue Stream Structure Ba la nc ed Sc or ec ar d Balanced Scorecard 72 Value Stream Structure Example Example: initial situation Individual work centers The ACME company had a departmental work structure and separate offices in which people only worked in groups when they met in the meeting room. Individual work centers The ACME company had a departmental work structure and separate offices in which people only worked in groups when they met in the meeting room. Individual work enters The ACME company had a departmental work structure and separate offices in which people only worked in groups when they met in the meeting room. 75 Learning objectives 1. Understandtheimportanceoftalentdevelopmentinan organization. 2. Understandtheprocesstoimplementtalent developmentasacompetitiveadvantage. 3. Applyacreativeandeffectivemethodtotransfer knowledge. Content > Introduction > Background > Whatistalentdevelopment? > Keyelements > Whenshouldanorganizationimplementit? > Talentdevelopmentprocedure > Benefits > Exercise Talent Development 5 76 Talent Development Introduction 2 Inefficient training 3 Different and inefficient results 1 No time for development • Many issues in quality, communication, and productivity are not caused by a lack of technology or special resources. • What is really needed is sufficient time dedicated to teaching, learning, and practicing. 2 Inefficient training 3 Different and inefficient results 1 No time for development Many i sues in quality, commu ication, and productivity are not caused by a lack of technology or special resources. • What is really needed is sufficient time dedicated to teaching, learning, and practicing. 2 Inefficient training 3 Different and inefficient results 1 No time for development • Many issues in quality, communication, and productivity are not caused by a lack of technology or special resources. • What is really needed is sufficient time dedicated to teaching, learning, and practicing. 77 • When the United States entered WWII, they began to deploy young working men to the war. However, the country still had to produce day-to-day products required by the country and its people. • The new labor force was made up of older men and women, who were not necessarily prepared to take over those jobs. • The US government decided to develop the Training Within Industry (TWI) method to train the employees who would be replacing the workers going to war. • The program would prepare trainers in any industry who are capable of teaching employees key skills, in order to help them perform their jobs effectively (i.e., leadership skills, teaching skills, improvement skills, etc.) Talent Development • The program was aimed for: managers, supervisors and team leaders. • The training program included 3 courses:  Job Instruction (JI)  Job Methods (JM)  Job Relations (JR) Background • The program was aimed for: managers, supervisors and team leaders. • The training program included 3 courses:  Job Instruction (JI)  Job Methods (JM)  Job Relations (JR) 80 1. Prepare the organization to develop exceptional people. 2. Identify critical knowledge. 3. Transfer knowledge to others. 4. Verify the learning process and success of the program. Talent Development Human Resources Profit Sales Costs & Expenses Quality Customer Satisfaction Lean Six Sigma Sales Plan Deployment of quality culture Development of Human Capital • According with box score results, define where training is required • Results determine the areas of focus for Talent Development • Develop the strategy (Hoshin Kanri) to focus on critical knowledge Assess the needs Talent development procedure 1. Prepare the organization 81 Talent development procedureTalent Development 2. Identify critical knowledge 1. Di vi de th e jo b in to in di vi du al ta sk s 2. Di vi de th e ta sk s i nt o st an da rd ize d m et ho ds – cle ar st ep s 3. Di vi de th e st ep s i nt o de ta ile d ac tiv iti es fo r t ea ch in g Co m pl et e jo b Ta sk Ta sk Ta sk St ep St ep St ep St ep St ep St ep St ep Cr iti ca l No t c rit ica l Br ea k do w n th e jo b in to st ep sf or te ac hi ng On ly 2 0% o f k no w le dg e is cr iti ca l a nd co nt rib ut es 8 0% o f t he re su lts . Jo b br ea kd ow n in clu de st hr ee m ai n pa rt s: 1. Id en tif y ke y st ep si n th e w or k ta sk 2. Id en tif y im po rt an ti nf or m at io n w ith in th e st ep s( ke y po in ts ) 3. W hy ar e th e ke y po in ts im po rt an t? 1. Di vi de th e jo b in to in di vi du al ta sk s 2. Di vi de th e ta sk s i nt o st an da rd ize d m et ho ds – cle ar st ep s 3. Di vi de th e st ep s i nt o de ta ile d ac tiv iti es fo r t ea ch in g Co m pl et e jo b Ta sk Ta sk Ta sk St ep St ep St ep St ep St ep St ep St ep Cr iti ca l No t c rit ica l Br ea k do w n th e jo b in to st ep sf or te ac hi ng On ly 2 0% o f k no w le dg e is cr iti ca l a nd co nt rib ut es 8 0% o f t he re su lts . Jo b br ea kd ow n in clu de st hr ee m ai n pa rt s: 1. Id en tif y ke y st ep si n th e w or k ta sk 2. Id en tif y im po rt an ti nf or m at io n w ith in th e st ep s( ke y po in ts ) 3. W hy ar e th e ke y po in ts im po rt an t? 82 Talent development procedureTalent Development Identify critical knowledge Cr iti ca l k no w le dg e m us t b e do cu m en te d in a w or k in st ru ct io n fo rm at . Te am le ad er Su pe rv iso r Ar ea : Ite m : Cr ea te d by Ro dr igo D iaz Da te 3/ 20 /2 01 2 Sa fe ty Q ua lit y Te ch ni qu e Ti m e Cr im p wi re te rm ina ls 2. M ak e su re to c rim p co nn ec to rs w ith th e ins ide o f t he c rim pin g to ol co nn ec to r 3. M ak e su re n o co pp er w ire is s ho wi ng o n th e ins ide o f t he St ep # 2 1. M ak e su re n o co pp er w ire is s ho wi ng o n th e ins ide o f St ep # 3 1. T wi st w ire s be fo re c rim pin g Pe el wi re te rm ina ls th e co nn ec to r St ep # 1 1. In se rt th inn er e dg e fir st Ri gh t d im en sio n to fit T 10 0 an d re ac h th e sw itc h Ins er t s tra in re lie f 2. S tra in re lie f m us t b e 13 " f ro m th e st ar t o f t he c or d AP O LL O S PR AY ER S - W O RK IN ST RU CT IO NS Su ba ss em bly T1 00 C or d KE Y ST EP S KE Y PO IN TS RE AS O N FO R KE Y PO IN TS St ep # 4 1. If ye s, b ac k t o st ep 3 Co uld le ad to p ro ble m s du rin g te st ing a nd fin al Ch ec k i f w ire te rm ina ls ar e loo se as se m bly Cr iti ca l k no w le dg e m us t b e do cu m en te d in a wo rk in st ru ct io n fo rm at . Te am le ad er Su pe rv iso r Ar ea : Ite m : Cr ea te d by Ro dr igo D iaz Da te 3/2 0/ 20 12 Sa fe ty Qu ali ty Te ch ni qu e Ti me Cr im p wi re te rm ina ls 2. M ak e su re to c rim p co nn ec to rs w ith th e ins ide o f t he c rim pin g to ol co nn ec to r 3. M ak e su re n o co pp er w ire is s ho wi ng o n th e ins ide of th e St ep # 2 1. M ak e su re n o co pp er w ire is s ho wi ng o n th e ins ide of St ep # 3 1. T wi st w ire s be fo re c rim pin g Pe el wi re te rm ina ls th e co nn ec tor St ep # 1 1. In se rt th inn er e dg e fir st Ri gh t d im en sio n to fit T 10 0 an d re ac h th e sw itc h Ins er t s tra in re lie f 2. S tra in re lie f m us t b e 1 3" fr om th e st ar t o f t he co rd AP OL LO S PR AY ER S - W OR K IN ST RU CT IO NS Su ba ss em bly T1 00 C or d KE Y ST EP S KE Y PO IN TS RE AS ON F OR K EY P OI NT S St ep # 4 1. If ye s, b ac k t o st ep 3 Co uld le ad to p ro ble m s du rin g te st ing a nd fin al Ch ec k i f w ire te rm ina ls ar e l oo se as se m bly 85 Exercise • Establish the critical processes in your organization • Choose one of them • Identify critical knowledge • Document the process in a work instruction format • Prepare a trainer • Teach the operation using the 4 steps method • Evaluate knowledge and performance and discuss the benefits • Establish the critical processes in your organization • Choose one of them • Identify critical knowledge • Document the process in a work instruction format • Prepare a trainer • Teach the operation using the 4 steps method • Evaluate knowledge and performance and discuss the benefits Talent Development 86 87 Learning objectives 1. UnderstandthebasicconceptsandprinciplesofLean Six Sigma. 2. UnderstandtheresponsibilitiesassociatedwithWhite Belts. 3. LearnhowteamworkaffectstheLeanSixSigma philosophy. 4. UnderstandTimeManagementtechniques. Content > Background > WhiteBeltresponsibilities > Limitationstoproductivity > Teamwork > Timemanagement Introduction to White Belt 6 90 ¡Mus! 無 理 無 駄 1. Muri = Overburden 2. Mura = Variability 3. Muda = Waste 3 Mu´s! Introduction to White Belt Limitations to productivity ¡Mus! 無 理 無 駄 1. Muri = Overburden 2. Mura = Variability 3. Muda = Waste 3 Mu´s! 91 The 10 wastes a b Over-Production Waiting & Searching Transportation Over-Processing Unnecessary Movements Defects & Re-work Excess Inventory Non-Utilized TalentEnergy Pollution Types of waste = Muda Productivity Problems Inventory Long setup times Rework/Defects Lack of communication Variable Demand Slow Production Time Excess inventory = waste Limitations to productivityIntroduction to White Belt 92 Introduction to White Belt • A team is a group of people who perform interdependent tasks to work toward a common mission. • White Belts are individuals that participate in teams and contribute ideas and actions to solve many problems with simple tools based on their individual job experience. • Process improvement teams are project teams that focus on improving or developing specific business processes. • Work groups, sometimes called “natural teams”, have responsibility for a particular process (e.g., a department, a product line or a stage of a business process) and work together in a participative environment. • Self-managed teams directly manage the day-to-day operation of their particular process or department. White Belts participate in every type of team and understand the team dynamics and the tools in order to maximize the results. Teamwork What is a team? Types of teams 95 Time management Introduction to White Belt 1. Plan your day. 2. Use the Pomodoro Technique. 3. Use your email effectively. 4. Conduct effective meetings. 5. Make effective phone calls. • Spend at least 15 minutes to plan your day. • Schedule the activities in the medium to long-term. • Plan daily life activities (exercise, food, transportation). • Classify activities as A, B or C.  A: Important and urgent  B: Important and not urgent  C: Less important and not urgent • When taking notes, define your tasks and schedule. • Before you start your day, picture what your day will look like. Time management best practices 1. Plan your day 96 “A” activities during high energy times Make sure you take breaks outside of the workplace “B” activities during high energy times “C” activities during low energy times Email and A type calls • The Pomodoro Technique is a time management method developed by Francesco Cirillo in the late 1980s. • The technique uses a clock to divide the time spent on a job in 25-minute intervals - called "Pomodoros" - and separates them into short pauses. 1. Pick the task. 2. Set the Pomodoro (watch or clock) to 25 minutes. 3. Work on the task until the clock rings and record it with an X. 4. Take a short break (5 minutes). 5. After 4 "Pomodoro“, take a longer break (15-20 minutes). A key objective of the technique is to eliminate (internal and external) interruptions. Time management Introduction to White Belt Daily planning example 2. Use the Pomodoro technique 97 Time management Introduction to White Belt Organize your inbox with a number of emails you can actually see at a glance. Organize your email in 4 folders: • Work • Personal • Need to reply • Response required 1. Answer only the emails you can complete in 2 minutes or less. 2. Eliminate the emails you don’t need. 3. Archive the emails you need to keep. 4. Flag the emails you still need to reply to. Meeting # Date Start time: End time: Actual Start Time Act. End Time Type of Meeting Title Leader Objective Secretary Location Meeting Cost Name Role Attended? Notes Sequence Time Alloted Actual Time Agreements/Commitments Person Responsible Due Date Effective Meetings Pa rti cip an ts Topic Ag en da Notes Ag re em en ts 1. Plan the meeting 2. Send invitations 3. Confirm the logistics 4. Use an attendance sheet 5. Explain the objective of the meeting 6. Assign specific times during the meeting and follow them 7. Take notes 8. Write down the tasks to be completed and the person responsible 9. Summarize the meeting (confirm the objective) 10.Send a “meeting report” to all participants 11.Follow-up on the activities 12.Evaluate the meeting 3. Use your email effectively 4. Conduct effective meetings