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Black Belt Bootcamp in Helsingborg

I contribute here Daniel and for my own part, I can not describe how happy I am to achieve my BB certificate. The whole course has been a real learning experience for me and I can highly recommend both Jac and Ulf giving yourself the opportunity to get BB. It’s like Daniel describes it that it was really good to try theories of through a case study that BB was about, but also extra good tools to come up with a good solution to the case.

By now I’ve come home I will closer look at all theories again and have them translated into human language (I mean Danish – sorry for saying this) but then I get all the details and do not miss anything at all.

Finally, I would say that I had not done this course without all your extreme friendly way of being and your great patience with me. You have been my friends for life. Special thanks to Karen for the good teaching in GB who founded that I could go to BB.

For Daniel and Jörn (Steve – Chris & …) is thanks a poor words “You did a great effort for me at BB”. I’m so happy.

And just one more time about hot meals J After having gone through both course and have learned more analysis on BB, I figured out that with included the warm eggs in the morning also it has been for 30 hot meals over 10 days converted to weight is approx. 5 kg. So now I have to jogging on country road. And was it the VOC ??? J

To you all I would say that you at any time feel free to visit me where I live.

I wish you all a very Merry Christmas and a Happy New Year and I hope we meet again in one time or another in our lives.

Best regards
Ole Christensen

GB’s in undertaking their individual projects.

Dear Yong,

 

Thanks for sending the pictures of the course through to us.

I thoroughly enjoyed the course and have taken the LSS deployment  to my organisation, At the NHS they have agreed to go ahead with it.

 

I am currently writing the business case for the projects to come and I will also deliver the actual LSS GB training, with my role also then being to mentor the GB’s in undertaking their individual projects.

Thx for everything

Kind Regards

 

Samantha Allen

Frimley Park Hospital NHS Foundation Trust

Lean Set Based Engineering

Detailed design  Variability in the process is reduced here through high levels of  standardisation of skills, processes and the designs themselves.  This helps eliminate waste and rework which allows greater  flexibility of capacity. Detailed standardisation also maximiseslearning and continuous improvement.

Prototype /Tools  Two sets of prototype tooling are usually produced, not to test solutions but to choose the different sub-systems and check their  integration. Engineering changes will not be accepted after this  phase. This is an intensive period for system design  manufacturing and quality engineers.

Set based engineering enables many different solutions for a design can be worked on and matured at one time.  As the development time increase and moves closer to the start of production unsuitable solutions are stopped but kept on file so potentially could be used for the next new product.  The main advantage of set based concurrent engineering is that if the design concept that is chosen fails to meet customer requirements it can be quickly replaced by a robust and mature alternative solution.

Conventional engineering usually starts with the generation of new concepts and ideas too, however the main difference is that the final solution is agreed at a very early stage of the development.  This could be before all the other component final designs are decided/understood.  Therefore, as the design stages mature if problems are found the solution may have to be reworked several times to ensure it still meets the customer requirements.  The major disadvantage of this process is that usually problems are not found until later in the development stages, sometimes as late as after the start of manufacturing.  Fixes problems that occur at this stage is much more expensive as you are now trying to change actual components instead of designs on paper.

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Lean Transformation; From Old Cheese To New Cheese.

What Old Cheese are we holding on to in our organisation?

When working out our Lean Transformation approach through the Lean Six Sigma methodology, we often give our sponsors the booklet written by Spencer Johnson.

Who Moved My Cheese? is the best-selling business book on transformation and change. It’s has been translated into 42 languages. People have relied on it to get them through changes big and small.

You can put those same principles to work in your organization. Whether you are reacting to changes around you or there are changes you would like to make happen, we can help you harness the ideas in the book to get results.

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Lean and Value Streams.

The key to Lead Time & Waste (Lean) is thinking about Value Add form a customer perspective.

  • This leads us to think in terms of categories for all other activity; either it is Value Add or it isn’t.
  • If it isn’t then it is something we have to do to “enable” Value Add (like deal with regulators) or it’s waste.
  • Waste comes in many different forms and the 7 wastes shown here are usually found in all operations.

But there are other forms of waste which we also should be aware of particularly the waste of human potential.

Once we understand the value add we then think in terms of ‘streams’ of value (a type of process mapping) and we think in terms of ‘families’ of products/services that have the same value streams.

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Where a Lean Six Sigma project selection and definition can go wrong.

Where can a Lean Six Sigma project selection and definition go wrong…?

Starting with the solution:

You must go backwards to find the problem that your solution is trying to fix. Any improvement project including the words ‘implement’, ‘roll-out’, ‘harmonise’, ‘unify’, ‘consolidate’, ‘merge’ or similar are likely to be starting with a solution.

In these cases ask yourself: What is the problem that causes me to do this solution? What do I hope to achieve by implementing this solution?

Your replies will help you to answer the 3 key questions.

  1. What is the problem that needs to be fixed?
  2. Why is it important?
  3. How will I know when I have succeeded?

 Scope is too big and/or Timescale too long:

Lean Six Sigma projects are restricted to 6 -8 months for good reasons – they are more likely to succeed if they are a ‘manageable’ size. Try to reduce the scope of the project. Here are some possibilities: Focus on fewer products/product lines/sites/people.

Aim to achieve an earlier milestone in a longer project/program Reduce the number of objectives you are aiming to achieve. A note on the 6 month rule: implementation of the solution should be finished within 6 months, but it may take longer to be able to prove that your project delivered the results. This is OK.

 

Other dangers that will be covered during the sessions of the training, include:

  • Low sponsor commitment
  • Lack of time
  • No team, or too few on the team
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