Lean Six Sigma Manufacturing & Service

Presented By:
Vincent Gaspersz Lean Six Sigma Master Black Belt CMQ/OE, CQE, CQA, CSSBB/MBB, CFPIM, CSCP, QMS-A
Professor of Total Quality and Operations Management (Prof.), Doktor Teknik Sistem dan Manajemen Industri (Dr.Eng), Doctor of Science in Management of Engineering and Technology (D.Sc.Eng), Magister Sains Statistika Terapan (M.St), APICS Certified Fellow in Production and Inventory Management (CFPIM) APICS Certified Supply Chain Professional (CSCP) International Quality Federation (IQF) Six Sigma Master Black Belt (SSMBB) American Society for Quality (ASQ) Certified Six Sigma Black Belt (CSSBB) American Society for Quality (ASQ) Certified Manager of Quality/Organizational Excellence (CMQ/OE) American Society for Quality (ASQ) Certified Quality Engineer (CQE) American Society for Quality (ASQ) Certified Quality Auditor (CQA) RABQSA Quality Management System Auditor (QMS-A) Malcolm Baldrige Criteria for Performance Excellence (MBCfPE) Examiner

Vincent Gaspersz, Lean Six Sigma Master Black Belt

Im FRUSTRASI KARENA: Performance Improvement Programsp(Random Approach)

Impro Improve prod v e va uctivity lue cr Impro eation ve co an mplain proce ce sses t man agem Improve HR selection Improve empl ent oyee turnover Improve margi es ns ss Improve cust omer/stakeho ce lder satisfaction ro p re co e Improve reward & recognition ov pr Im Improve qual ity lts su Impro re ment ve be nage e nchm prove supplier ma ov Impro arkingIm pr ve com Improve petitiv Im measure eness Improve accuracy ment le Improve ROI g a ak i n or s m ion m hic ecis f data ve et ve d eo o Improve planning rove Improve us pr pro Imp Im Im Impr ove recru iting Improve cycle time tisfaction employee sa Improve ining and development Improve employee tra 2 Improve compliance

So Where Do I Start?
kn ow led ge Im m pr an ov ag e em co en m m t un ic a t io n
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up pli er pe ip rfo ove leadersh Impr rm

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pr ov e

Im

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FRUSTRASI KARENA: Random (Wrong) SYSTEM Approach

Blue Ocean Strategy

Lean Six Sigma (LSS) Manufacturing & Service

Oleh: Vincent Gaspersz, Lean Six Sigma Master Black Belt

Sistem Manajemen Kinerja Lean Six Sigma (LSS)

-LSS Sebagai Filosofi Keunggulan Bisnis

-LSS Sebagai Strategi Bisnis -LSS Sebagai Metodologi Peningkatan Terus-Menerus (DMAIC) -LSS Sebagai Ukuran Peningkatan Kapabilitas Proses (Sigma) Aplikasi Lean Six Sigma -Contoh Aplikasi LSS pada Industri Manufaktur -Contoh Aplikasi LSS pada Industri Jasa

Vincent Gaspersz, Lean Six Sigma Master Black Belt

Hoshin Kanri (Strategic Planning & Deployment)

SISTEM MANAJEMEN KINERJA LEAN SIX SIGMA

Vincent Gaspersz, Lean Six Sigma Master Black Belt

Quality Initiatives
????
LSS-SCM Lean Six Sigma Lean Manufacturing Six Sigma
Malcolm Baldrige National Quality Award

Balanced Scorecard Benchmarking Business Process Reengineering ISO 9000 Statistical Process Control (SPC) Quality Circles

Vincent Gaspersz, Lean Sixand Case Studies, CRC Press, New York,8 Applications 2009 Sigma Master Black Belt

Source: Sandra L. Futerer (Editor), Lean Six Sigma in Service:

Prinsip-prinsip Fokus Lean dan Six Sigma

Fokus Lean
Eliminasi pemborosan

Fokus Six Sigma

Variasi proses

Menyeimbangkan aliran dalam proses Identifikasi akar-akar penyebab dari (value stream) masalah Reduksi cycle time Sangat penting untuk meningkatkan produktivitas Menciptakan output proses yang seragam bebas cacat Sangat penting untuk meningkatkan kapabilitas proses dan kualitas produk

Lean dan Six Sigma saling melengkapi

Lean Six Sigma

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What Is Lean Six Sigma?

Philosophy of Operational Excellence Be the BEST - World Class Customer / Quality Focus Systematic: Data (Fact) Based Teamwork, Communication Measurement is Key

Business Strategy

Rp/$

Lean SIX SIGMA

Statistical Measure of Process Capability

Methodology Tools and Tactics

DMAIC (Define, Measure, Analyze, Improve, Control)

Business Problem -> Statistical Problem ->Statistical Solution -> Business Solution

Sigma Level, DPMO

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Lean Six Sigma:

Philosophy of Business Excellence

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Lean Six Sigma Business Excellence (5P Approach)

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Lean Six Sigma

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Profit = Revenue Costs Profitability = Revenue / Costs

Lean Six Sigma:

Business Strategy

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LEAN SIX SIGMA ENTERPRISE PROCESS MANAGEMENT

Purchasing Manufacturing Marketing Supporting

MIS P R O C E S S
O B J E C T I V E S C U S T O M E R S
S A T I S F A C T I O N
Vision/ Mission

BEST QUALITY PRODUCTS/SERVICES

LOWEST COST/COMPETITIVE PRICE

M A T C H

M A T Corp. C Strategic H Plan

FASTEST DELIVERY

Key Board of
MATCH Directors Business Objectives (KPIs)

FUNCTIONAL OBJECTIVES
MIS = Master Improvement Story

Control/ Improve

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Ukuran

Sasaran 5 years

Target (Tahun) 1 2 3 4 5

Inisiatif
Results-Oriented Programs

VISI/MISI
Perspective Pasar

KPIs

PPK 1 PPK 2 PPK 3

NILAI

Pasar& Finansial Finansial Pelanggan Product Product &Service Service Proses Internal SMK4L Training Sumber Daya Manusia
Rewards& Recognition Leadership Leadership & Corporate Social Responsibility

PPK 4 PPK 5 PPK 6-8 PPK 9 PPK 10 PPK 11 PPK 12

PPK = Program Peningkatan Kinerja Corporate Master Improvement Story

(Hanya Contoh)

Corporate Social
Responsibility

Ukuran

Sasaran 5 years

Target (Tahun) 1 2 3 4 5

Inisiatif
Results-Oriented Programs

VISI/MISI
Perspective ?????????

KPIs

PPK 1 PPK 2 PPK 3

NILAI

Productivity
????????? Quality (Q) ????????? Cost ( C ) ????????? Delivery ???????? Safety Safety (S) & Environment
Environment ?????????

PPK 4 PPK 5 PPK 6-8 PPK 9 PPK 10 PPK 11 PPK 12

PPK = Program Peningkatan Kinerja SBUs/ Projects Master Improvement Story

(Hanya Contoh)

Motivation (M)
?????????

Corporate Master Improvement Story

P R O F I T A B I L I T Y
KPIs = PQCDSME Master Improvement Story SBU/Project 1 Master Improvement Story SBU/Project 2 Master Improvement Story SBU/Project 3 Master Improvement Story SBU/Project 4 Master Improvement Story SBU/Project 5 Master Improvement Story SBU/Project 6 PQCDSME = Productivity, Quality, Cost, Delivery, Safety, Motivation, Environment
SBU = Strategic Business Unit Vincent Gaspersz, Lean Six Sigma Master Black Belt 20

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Daftar PPK (Program Peningkatan Kinerja) & Pengendalian Anggaran (Budget Control)
No. PPK Tujuan/Target KPIs Lokasi Waktu P.Jawab Biaya(Rp) Manfaat(Rp)

Total(Rp)
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Total (Rp)
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Best Fastest
Cheapest

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Peranan Master Improvement Story (MIS) dalam Strategy Focused Organization

Make Strategy a Continual Process Improvement CASH (Customer Loyalty, Always Improving Value Innovation, Strategically Managed, Hard Knowledge-Based Performance
Management System)
Mengaitkan strategi dengan anggaran (budgets)
Pembaharuan Strategi

STRATEGI Strategic Learning Loop Master Improvement Story (MIS)

Pencapaian Target KPIs Tim manajemen berfokus pada isu-isu strategik

BUDGET
Mengalokasikan anggaran (budgets) pada programprogram peningkatan kinerja (KPIs)
Pem-biayaan (Anggaran)

Management Control Loop

Manajemen Kinerja

Pelaporan Kinerja Output: KPIs (Hasilhasil)

Tim manajemen organisasi melaporkan kinerja (KPIs)

Input (Kebutuhan Pelanggan, Inisiatif & Program Sumber-sumber daya, Peningkatan Kinerja dll)

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Lean Six Sigma: Establishing a Corporate Culture that will maximize management system effectiveness

Customer Satisfaction Over Global Competition Productivity Environment Motivation Quality Cost

CHANGING CULTURE
Safety Delivery

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Lean Six Sigma Benefits

6 Sigma Cost 6 Sigma Productivity Customer Benefits $2.5B
$3.0B

$3.5B
$500

$3.4B
$900

$1.2B $700 $200 $170 $380 $450 $500 $600 $600

$2.5B

Cost Benefit Cost Benefit Cost Benefit Cost Benefit Cost Benefit 1996 1997 1998 1999 2000

Cost Benefit 2001

$3.4 Billion in 2001 Customers & Shareholders Love It!

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Lean Six Sigma:

Methodology

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PENDEKATAN LEAN SIX SIGMA YANG DILAKUKAN VG (DMAIC)

DEFINE: Menciptakan Master Improvement Story yang terintegrasi dengan Perspektif Bisnis Perusahaan MEASURE: Pengumpulan Informasi tentang Baseline dan Kemajuan KPIs (Key Performance Indicators) ANALYZE: Menetapkan target-target KPIs dan action plan untuk mencapai target-target KPIs itu IMPROVE: Meningkatkan KPIs melalui implementasi action plan (5W-2H) CONTROL: Memonitor KPIs setiap hari/minggu/bulan sesuai target yang telah ditetapkan oleh manajemen perusahaan

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Lean Six Sigma:

Statistical Measure of Process Capability

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Kinerja PLN (No Electricity): Perspektif Lean Six Sigma

1 Tahun = 365 hari x 24 jam x 60 menit x 60 detik = 31,536,000 detik Process DPM No Electricity No Electricity No Electricity No Electricity Capability (/000,000) (Detik/Tahun) (Menit/Tahun) (Jam/Tahun) (Hari/Tahun) 1.00 691,462 21,805,945.63 363,432.43 6,057.21 252.38 1.50 500,000 15,768,000.00 262,800.00 4,380.00 182.50 2.00 308,538 9,730,054.37 162,167.57 2,702.79 112.62 2.50 158,655 5,003,344.08 83,389.07 1,389.82 57.91 3.00 66,807 2,106,825.55 35,113.76 585.23 24.38 3.50 22,750 717,444.00 11,957.40 199.29 8.30 4.00 6,210 195,838.56 3,263.98 54.40 2.27 4.50 1,350 42,573.60 709.56 11.83 0.49 5.00 233 7,347.89 122.46 2.04 0.09 5.50 32 1,009.15 16.82 0.28 0.01 6.00 3.4 107.22 1.79 0.03 0.00 DPM = Defects Per Million 1 Bulan = 30 hari x 24 jam x 60 menit x 60 detik = 2,592,000 detik Process DPM No Electricity Capability (/000,000) (Detik/Bulan) 1.00 691,462 1,792,269.50 1.50 500,000 1,296,000.00 2.00 308,538 799,730.50 2.50 158,655 411,233.76 3.00 66,807 173,163.74 3.50 22,750 58,968.00 4.00 6,210 16,096.32 4.50 1,350 3,499.20 5.00 233 603.94 5.50 32 82.94 6.00 3.4 8.81 DPM = Defects Per Million No Electricity No Electricity No Electricity (Menit/Bulan) (Jam/Bulan) (Hari/Bulan) 29,871.16 497.85 20.74 21,600.00 360.00 15.00 13,328.84 222.15 9.26 6,853.90 114.23 4.76 2,886.06 48.10 2.00 982.80 16.38 0.68 268.27 4.47 0.19 58.32 0.97 0.04 10.07 0.17 0.01 1.38 0.02 0.00 0.15 0.00 0.00

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CONTOH APLIKASI LEAN SIX SIGMA (INDUSTRI MANUFAKTUR)

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CONTOH APLIKASI LEAN SIX SIGMA (INDUSTRI JASA)

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APLIKASI LEAN SIX SIGMA SERVICE

Jasa Hospitality (Hospitality Services): Katering (catering), hotel, pariwisata, pertunjukan (entertainment), radio, televisi, rekreasi (leisure), dll Komunikasi: Bandar Udara (Bandara) dan penerbangan, jalan, transportasi kereta api dan laut, telekomunikasi, pos, data, dll Jasa Kesehatan: Dokter/staf medik, rumah sakit, ambulans, laboratorium medik, dokter gigi, ahli kaca mata, dll Pemeliharaan (Maintenance): Listrik, mesin, kendaraan, sistem pemanas, pendingin udara (air conditioning), bangunan, computer, dll
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APLIKASI LEAN SIX SIGMA SERVICE

Utilitas (Utilities): Dinas kebersihan, manajemen limbah (waste management), penyediaan air (water supply), pemeliharaan landasan (grounds maintenance), penyediaan listrik, gas, dan energi, pemadam kebakaran, polisi, pelayanan publik, dll. Perdagangan: Perdagangan besar, perdagangan eceran, distributor, pemasaran, pengepakan, dll Keuangan: Bank, asuransi, dana pensiun, jasa-jasa properti, akuntansi, dll. Profesional: Arsitektur (desain bangunan), surveying, hukum, penegakan hukum, keamanan, rekayasa, manajemen proyek, manajemen kualitas, konsultansi, pendidikan dan pelatihan, dll.

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APLIKASI LEAN SIX SIGMA SERVICE Administrasi: Personalia, perhitungan, jasa-jasa perkantoran, dll. Teknikal: Konsultansi, fotografi, laboratorium uji, dll. Pembelian: Kontrak, manajemen dan distribusi inventori, dll. Keilmuan (Scientific): Riset, pengembangan, studies, bantuan-bantuan keputusan (decision aids), dll.

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Roadmap Implementasi Lean Six Sigma

No
1 2 3 4

Aktivitas
Workshop (2-day) MIS Pembuatan MIS Training (3-5day) LSS Implementasi LSS * Corporate * Pilot Project (Desain,
Training, Implementasi, Monitoring & Evaluasi)

Bulan ke- 1 2 3 4 5 6 7

8 9 10 1112

LSS Deployment * All SBUs/Projects

*) Perlu keterbukaan informasi dalam penetapan baseline & target kinerja (KPIs) *) MIS = Master Improvement Story

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Contact:

Thank You

SMARTER
Specific Goals Measurable Achievable Result-oriented Timely Empowerment Reward & Recognition

Vincent Gaspersz Phone: 0251-8332933 or 0813-1940-6433

E-mail: vincentgaspersz@yahoo.com

Smarter: Shorter Cycle Time

Smoother processes Simpler rules or procedures

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