The document provides an overview of Lean Six Sigma as a process improvement methodology. It discusses key Lean concepts like eliminating waste, standardizing processes, and continuous improvement. It also explains Six Sigma's statistical focus on reducing defects and variation. The DMAIC process of Define, Measure, Analyze, Improve, Control is introduced as the framework for process optimization projects using Lean Six Sigma.
This document discusses Lean and Six Sigma quality improvement methodologies used in healthcare. It explains that Lean focuses on eliminating waste using tools like 5S and value stream mapping. Six Sigma aims for near-perfect processes by reducing defects to 3.4 per million opportunities through the DMAIC methodology of define, measure, analyze, improve, and control. The document provides examples of different types of waste in healthcare like unnecessary motion, waiting, and overproduction. It emphasizes that adopting Lean thinking can help improve patient safety, satisfaction, productivity and other goals by standardizing processes and eliminating waste.
This document discusses how Lean principles can be applied to improve laboratory processes and culture. It provides examples of Lean tools that can streamline workflows, such as value stream mapping, pull systems, and 5S layout. However, it emphasizes that a Lean transformation requires a balance of both technical "tools" and cultural aspects like developing employee problem-solving skills. An overemphasis on either tools or culture can lead to unsustainable results if the other aspect is neglected. The document advocates for involving staff in continuous improvement and establishing a culture of transparency, trust and zero defects.
This document summarizes a presentation on lean leadership and management. It discusses:
1) The challenges organizations face in clearly defining their purpose, specifying value-creating processes, and engaging people to improve processes.
2) How lean thinking addresses these challenges by specifying value through end-to-end value streams, analyzing processes to remove waste, placing activities in continuous flow, and engaging people in continuous improvement.
3) The differences between the "Sloan school of management" focused on vertical organization and planning from the top-down, and the "Toyoda school of management" focused on horizontal processes, problem-solving by line managers, and steady continuous improvement.
This document introduces Lean Six Sigma as a methodology for improving business performance and reducing costs. It discusses how traditional cost-cutting approaches can often do more harm than good without properly analyzing the drivers of costs. Lean Six Sigma is presented as a robust combination of Lean, which aims to eliminate waste, and Six Sigma, which uses data-driven approaches to reduce defects. Together, Lean Six Sigma works to eliminate sources of waste and variability in processes. This allows companies to improve quality, increase profits, and better satisfy customer needs with fewer resources.
Raymond Limited's quality policy expresses their objectives to ensure flawless quality garments through best quality systems and procedures. They employ a 4 point inspection system and maintain a quality average of 2.39 C&D. Random sampling involves inspecting a percentage of daily production and escalating sample sizes if defects are found. Raymond implements a 5S system to develop a problem-solving culture and reduce defects through sorting, straightening, sweeping, standardizing, and self-discipline. Their quality manual details how their quality management system and continuous improvement processes operate.
The document provides a roadmap for optimizing sterile processing workflows through a seven step process: 1) Mapping workflows; 2) Improving functions and workflow by streamlining, identifying waste, simplifying work processes, and balancing capacity; 3) Optimizing workstation layout and operations sequence; 4) Standardizing work practices; 5) Scheduling processes; 6) Measuring performance; and 7) Active management and supervision. The goal is to produce quality instrument sets efficiently to meet surgical demand with existing resources.
Peter Gray and Dave Slater of Royal Bolton Hospital shown at the 2nd Lean Healthcare Forum on 6th June 2006 ran by the Lean Enterprise Academy
www.leanuk.org
This document discusses Lean and Six Sigma quality improvement methodologies used in healthcare. It explains that Lean focuses on eliminating waste using tools like 5S and value stream mapping. Six Sigma aims for near-perfect processes by reducing defects to 3.4 per million opportunities through the DMAIC methodology of define, measure, analyze, improve, and control. The document provides examples of different types of waste in healthcare like unnecessary motion, waiting, and overproduction. It emphasizes that adopting Lean thinking can help improve patient safety, satisfaction, productivity and other goals by standardizing processes and eliminating waste.
This document discusses how Lean principles can be applied to improve laboratory processes and culture. It provides examples of Lean tools that can streamline workflows, such as value stream mapping, pull systems, and 5S layout. However, it emphasizes that a Lean transformation requires a balance of both technical "tools" and cultural aspects like developing employee problem-solving skills. An overemphasis on either tools or culture can lead to unsustainable results if the other aspect is neglected. The document advocates for involving staff in continuous improvement and establishing a culture of transparency, trust and zero defects.
This document summarizes a presentation on lean leadership and management. It discusses:
1) The challenges organizations face in clearly defining their purpose, specifying value-creating processes, and engaging people to improve processes.
2) How lean thinking addresses these challenges by specifying value through end-to-end value streams, analyzing processes to remove waste, placing activities in continuous flow, and engaging people in continuous improvement.
3) The differences between the "Sloan school of management" focused on vertical organization and planning from the top-down, and the "Toyoda school of management" focused on horizontal processes, problem-solving by line managers, and steady continuous improvement.
This document introduces Lean Six Sigma as a methodology for improving business performance and reducing costs. It discusses how traditional cost-cutting approaches can often do more harm than good without properly analyzing the drivers of costs. Lean Six Sigma is presented as a robust combination of Lean, which aims to eliminate waste, and Six Sigma, which uses data-driven approaches to reduce defects. Together, Lean Six Sigma works to eliminate sources of waste and variability in processes. This allows companies to improve quality, increase profits, and better satisfy customer needs with fewer resources.
Raymond Limited's quality policy expresses their objectives to ensure flawless quality garments through best quality systems and procedures. They employ a 4 point inspection system and maintain a quality average of 2.39 C&D. Random sampling involves inspecting a percentage of daily production and escalating sample sizes if defects are found. Raymond implements a 5S system to develop a problem-solving culture and reduce defects through sorting, straightening, sweeping, standardizing, and self-discipline. Their quality manual details how their quality management system and continuous improvement processes operate.
The document provides a roadmap for optimizing sterile processing workflows through a seven step process: 1) Mapping workflows; 2) Improving functions and workflow by streamlining, identifying waste, simplifying work processes, and balancing capacity; 3) Optimizing workstation layout and operations sequence; 4) Standardizing work practices; 5) Scheduling processes; 6) Measuring performance; and 7) Active management and supervision. The goal is to produce quality instrument sets efficiently to meet surgical demand with existing resources.
Peter Gray and Dave Slater of Royal Bolton Hospital shown at the 2nd Lean Healthcare Forum on 6th June 2006 ran by the Lean Enterprise Academy
www.leanuk.org
Leadership institute lean kaizen briefing 8 16 13 handoutmdwallace
The document outlines an agenda for a Lean leadership and performance excellence workshop that introduces Lean concepts and tools. It includes sessions on Lean history and principles, value stream mapping, kaizen events, problem solving tools, and simulations to apply Lean techniques to healthcare processes. The overall goal is to help participants understand and apply Lean methods to improve efficiency and reduce waste in their organizations.
A Study On the Effectiveness Of Lean Manufacturing Practices In MSME.jas16
It is a study done on finding the Effectiveness of lean Manufacturing Practices In MSME (Micro Small Medium Enterprises) with the help of cluster approach. the Study has primarily been done on 33 industrial units in Mohali Chandigarh.This study is very necessary for the Engineering and as well as Business Students and Entrepreneurs for the implementation of Lean Manufacturing Practice. it gives the whole ideas of perception on Lean.
This document discusses optimizing sterile processing workflow through process mapping and identifying waste. It recommends managers map their process to identify all activities, determine which add value, and streamline workflows by eliminating unnecessary non-value-added activities. Process mapping helps pinpoint waste like excess motion, waiting, overproduction, and defects. Optimizing workflow can improve efficiency and quality while reducing costs.
The document describes the 5S methodology, which is a workplace organization method originally developed in Japan. It consists of five Japanese words that begin with "S": seiri, seiton, seiso, seiketsu, and shitsuke. The methodology involves sorting, setting in order, shining, standardizing, and sustaining a clean, orderly work environment. It is used to improve efficiency and effectiveness. The document also discusses the origins of 5S and how it relates to other improvement methods like kaizen and the PDCA (plan-do-check-act) cycle.
The document discusses how lessons from Lean Thinking and Toyota's production system can be applied in healthcare to improve quality, efficiency and productivity. It outlines three levels of Lean transformation: improving individual processes (Point Kaizen), redesigning patient pathways (Value Stream Kaizen), and aligning support processes across organizations (System Kaizen). Early results in Bolton Hospitals NHS Trust show improvements like reduced mortality and length of stay through Rapid Improvement Events. The document advocates adopting a Lean approach to operations and strategy to manage processes and redesign services using Lean principles. Some challenges to Lean adoption in healthcare are also acknowledged.
This document provides an overview of various quality improvement tools that can be used to analyze processes, identify issues, and implement solutions. It lists tools such as A3 forms, fishbone diagrams, flow diagrams, statistical process control, PDSA cycles, and SBAR communication. For each tool, it briefly explains what the tool is and how it can be used for quality improvement efforts in a healthcare setting.
The document discusses Lean Six Sigma and how it applies in healthcare. It provides an overview of Lean Six Sigma, including definitions of Lean and Six Sigma. It then gives examples of Lean Six Sigma projects at St. Elizabeth Regional Health, such as reducing door-to-balloon time for heart attack patients and improving operating room turnover times. The presentation aims to show how Lean Six Sigma principles can help healthcare organizations improve quality, safety, efficiency and patient satisfaction.
This document provides an introduction to quality improvement. It defines quality improvement as a formal approach to analyzing performance and systematically improving it, as opposed to quality assurance which focuses on finding faults. The Model for Improvement, consisting of setting an aim, establishing measures, and testing changes via the PDSA (Plan-Do-Study-Act) cycle, is introduced as a framework for quality improvement. Key aspects like establishing a team, choosing appropriate measures, developing potential changes using techniques like flowcharts, and testing changes through small tests of change are discussed. An example case focusing on reducing pain for emergency department patients with fractures is used to demonstrate applying the Model for Improvement.
This document discusses the concepts of value, waste, and lean manufacturing. It defines value-added activities as those that directly change a product to meet customer needs, while non-value added activities are necessary but do not increase value. The main types of waste are identified as muda (non-value added work), mura (unevenness), and muri (overburdening work). Specific examples of muda include transportation, inventory, motion, waiting, overproduction, overprocessing, and defects. The document emphasizes that eliminating waste through lean principles can improve flow and reduce costs for companies.
The 5S methodology is a workplace organization method originally developed in Japan that consists of five Japanese words: seiri, seiton, seiso, seiketsu, and shitsuke. The methodology involves sorting, setting in order, shining, standardizing, and sustaining a clean, orderly work environment. It is designed to increase efficiency, quality, and safety through identifying and storing the items used, maintaining the work areas and items, and sustaining the new order through standardization and employee training.
A basic ppt on the topic of JITs (Just in time Strategy), the 5S technique along with the Japanese practice of Kaizen followed by Toyota Motors since the 1970s! These are Industrial Engineering and Operational Research topics!
Total Quality Management (TQM) is a company-wide approach to quality that focuses on continuous improvement, customer satisfaction, and employee empowerment. Key concepts of TQM include continuous improvement, Six Sigma, employee empowerment, benchmarking, just-in-time production, and quality tools. TQM aims to prevent defects by building quality into processes from the beginning rather than relying on inspection and quality control.
This document discusses the FOCUS-PDCA methodology for continuous process improvement. It describes the FOCUS steps as finding a process for improvement, organizing a team, clarifying the current process, understanding causes of variation, and selecting potential improvements. The PDCA cycle is then described as planning an improvement, doing it, checking the results, and acting to hold gains or continue improving. Cause-and-effect diagrams are introduced as a tool to determine major categories of influences on a process. The document provides detailed questions to consider for each step of the FOCUS methodology and each phase of the PDCA cycle to systematically improve processes.
This document discusses continuous improvement (CI) and Kaizen. CI refers to ongoing efforts to improve products, services, or processes incrementally over time or through breakthrough improvements. Kaizen is a Japanese philosophy that means "continuous improvement" or "change for the better." The document recommends implementing CI/Kaizen through developing cross-functional teams to identify high-impact problems, setting metrics benchmarks, training employees on the need for change and improvement tools like the PDCA cycle, and utilizing frontline workers to develop and validate team-based improvement plans.
The document discusses various methods for continuous process improvement, including Juran's Trilogy, the DPSA cycle, Kaizen, and Six Sigma. It describes Juran's Trilogy as a systematic approach involving quality planning, control, and improvement. The DPSA cycle is a method for testing changes through planning, doing, studying, and acting on the results. Kaizen focuses on small, incremental changes to minimize waste and promote continuous improvement. Six Sigma provides a scientific, data-driven approach to process improvement and achieving significant financial results.
The presentations covers important topics like- an introduction to six sigma (DMAIC) along with basics of statistics - data, sample & population, data representation, central tendency, data distribution, variance etc.
Value Stream Analysis Kaizen Training provides an overview of lean concepts and terminology, and details the value stream analysis process. The process involves 3 phases: pre-event planning, the main event where current, ideal and future state value stream maps are created, and an accountability process. Key elements of the training include identifying value-added vs. non-value added activities, eliminating waste, developing future state plans, and setting short-term goals for improvement.
Clasificaciones Vuelta a Costa Rica después de la etapa 2Ruben Dario Correa
Este documento presenta los resultados de la Etapa 2 de la Vuelta a Costa Rica 2016, una carrera de ciclismo de ruta de 176 km entre Nicoya, Filadelfia y Nicoya. El ciclista mexicano Efrén Santos ganó la etapa con un tiempo de 4:10:41, seguido por el colombiano César Paredes a 00 segundos y el costarricense Jose Varela a 06 segundos. El equipo colombiano Strongman - Campagnolo- Wilier ganó la clasificación por equipos con un tiempo acumulado de 12:36:
The MEMatch algorithm standardizes contact information from two files that is in inconsistent formats to maximize matching records between the files. It applies variations of matching fields like name, address, city, zip code, and state through a proprietary algorithm. The algorithm uses a criteria table to sequentially match records based on different matching rule variations, like full matches or partial matches on certain fields. This produces files with one-to-one matches, one-to-many matches, and unmatches for further validation.
Leadership institute lean kaizen briefing 8 16 13 handoutmdwallace
The document outlines an agenda for a Lean leadership and performance excellence workshop that introduces Lean concepts and tools. It includes sessions on Lean history and principles, value stream mapping, kaizen events, problem solving tools, and simulations to apply Lean techniques to healthcare processes. The overall goal is to help participants understand and apply Lean methods to improve efficiency and reduce waste in their organizations.
A Study On the Effectiveness Of Lean Manufacturing Practices In MSME.jas16
It is a study done on finding the Effectiveness of lean Manufacturing Practices In MSME (Micro Small Medium Enterprises) with the help of cluster approach. the Study has primarily been done on 33 industrial units in Mohali Chandigarh.This study is very necessary for the Engineering and as well as Business Students and Entrepreneurs for the implementation of Lean Manufacturing Practice. it gives the whole ideas of perception on Lean.
This document discusses optimizing sterile processing workflow through process mapping and identifying waste. It recommends managers map their process to identify all activities, determine which add value, and streamline workflows by eliminating unnecessary non-value-added activities. Process mapping helps pinpoint waste like excess motion, waiting, overproduction, and defects. Optimizing workflow can improve efficiency and quality while reducing costs.
The document describes the 5S methodology, which is a workplace organization method originally developed in Japan. It consists of five Japanese words that begin with "S": seiri, seiton, seiso, seiketsu, and shitsuke. The methodology involves sorting, setting in order, shining, standardizing, and sustaining a clean, orderly work environment. It is used to improve efficiency and effectiveness. The document also discusses the origins of 5S and how it relates to other improvement methods like kaizen and the PDCA (plan-do-check-act) cycle.
The document discusses how lessons from Lean Thinking and Toyota's production system can be applied in healthcare to improve quality, efficiency and productivity. It outlines three levels of Lean transformation: improving individual processes (Point Kaizen), redesigning patient pathways (Value Stream Kaizen), and aligning support processes across organizations (System Kaizen). Early results in Bolton Hospitals NHS Trust show improvements like reduced mortality and length of stay through Rapid Improvement Events. The document advocates adopting a Lean approach to operations and strategy to manage processes and redesign services using Lean principles. Some challenges to Lean adoption in healthcare are also acknowledged.
This document provides an overview of various quality improvement tools that can be used to analyze processes, identify issues, and implement solutions. It lists tools such as A3 forms, fishbone diagrams, flow diagrams, statistical process control, PDSA cycles, and SBAR communication. For each tool, it briefly explains what the tool is and how it can be used for quality improvement efforts in a healthcare setting.
The document discusses Lean Six Sigma and how it applies in healthcare. It provides an overview of Lean Six Sigma, including definitions of Lean and Six Sigma. It then gives examples of Lean Six Sigma projects at St. Elizabeth Regional Health, such as reducing door-to-balloon time for heart attack patients and improving operating room turnover times. The presentation aims to show how Lean Six Sigma principles can help healthcare organizations improve quality, safety, efficiency and patient satisfaction.
This document provides an introduction to quality improvement. It defines quality improvement as a formal approach to analyzing performance and systematically improving it, as opposed to quality assurance which focuses on finding faults. The Model for Improvement, consisting of setting an aim, establishing measures, and testing changes via the PDSA (Plan-Do-Study-Act) cycle, is introduced as a framework for quality improvement. Key aspects like establishing a team, choosing appropriate measures, developing potential changes using techniques like flowcharts, and testing changes through small tests of change are discussed. An example case focusing on reducing pain for emergency department patients with fractures is used to demonstrate applying the Model for Improvement.
This document discusses the concepts of value, waste, and lean manufacturing. It defines value-added activities as those that directly change a product to meet customer needs, while non-value added activities are necessary but do not increase value. The main types of waste are identified as muda (non-value added work), mura (unevenness), and muri (overburdening work). Specific examples of muda include transportation, inventory, motion, waiting, overproduction, overprocessing, and defects. The document emphasizes that eliminating waste through lean principles can improve flow and reduce costs for companies.
The 5S methodology is a workplace organization method originally developed in Japan that consists of five Japanese words: seiri, seiton, seiso, seiketsu, and shitsuke. The methodology involves sorting, setting in order, shining, standardizing, and sustaining a clean, orderly work environment. It is designed to increase efficiency, quality, and safety through identifying and storing the items used, maintaining the work areas and items, and sustaining the new order through standardization and employee training.
A basic ppt on the topic of JITs (Just in time Strategy), the 5S technique along with the Japanese practice of Kaizen followed by Toyota Motors since the 1970s! These are Industrial Engineering and Operational Research topics!
Total Quality Management (TQM) is a company-wide approach to quality that focuses on continuous improvement, customer satisfaction, and employee empowerment. Key concepts of TQM include continuous improvement, Six Sigma, employee empowerment, benchmarking, just-in-time production, and quality tools. TQM aims to prevent defects by building quality into processes from the beginning rather than relying on inspection and quality control.
This document discusses the FOCUS-PDCA methodology for continuous process improvement. It describes the FOCUS steps as finding a process for improvement, organizing a team, clarifying the current process, understanding causes of variation, and selecting potential improvements. The PDCA cycle is then described as planning an improvement, doing it, checking the results, and acting to hold gains or continue improving. Cause-and-effect diagrams are introduced as a tool to determine major categories of influences on a process. The document provides detailed questions to consider for each step of the FOCUS methodology and each phase of the PDCA cycle to systematically improve processes.
This document discusses continuous improvement (CI) and Kaizen. CI refers to ongoing efforts to improve products, services, or processes incrementally over time or through breakthrough improvements. Kaizen is a Japanese philosophy that means "continuous improvement" or "change for the better." The document recommends implementing CI/Kaizen through developing cross-functional teams to identify high-impact problems, setting metrics benchmarks, training employees on the need for change and improvement tools like the PDCA cycle, and utilizing frontline workers to develop and validate team-based improvement plans.
The document discusses various methods for continuous process improvement, including Juran's Trilogy, the DPSA cycle, Kaizen, and Six Sigma. It describes Juran's Trilogy as a systematic approach involving quality planning, control, and improvement. The DPSA cycle is a method for testing changes through planning, doing, studying, and acting on the results. Kaizen focuses on small, incremental changes to minimize waste and promote continuous improvement. Six Sigma provides a scientific, data-driven approach to process improvement and achieving significant financial results.
The presentations covers important topics like- an introduction to six sigma (DMAIC) along with basics of statistics - data, sample & population, data representation, central tendency, data distribution, variance etc.
Value Stream Analysis Kaizen Training provides an overview of lean concepts and terminology, and details the value stream analysis process. The process involves 3 phases: pre-event planning, the main event where current, ideal and future state value stream maps are created, and an accountability process. Key elements of the training include identifying value-added vs. non-value added activities, eliminating waste, developing future state plans, and setting short-term goals for improvement.
Clasificaciones Vuelta a Costa Rica después de la etapa 2Ruben Dario Correa
Este documento presenta los resultados de la Etapa 2 de la Vuelta a Costa Rica 2016, una carrera de ciclismo de ruta de 176 km entre Nicoya, Filadelfia y Nicoya. El ciclista mexicano Efrén Santos ganó la etapa con un tiempo de 4:10:41, seguido por el colombiano César Paredes a 00 segundos y el costarricense Jose Varela a 06 segundos. El equipo colombiano Strongman - Campagnolo- Wilier ganó la clasificación por equipos con un tiempo acumulado de 12:36:
The MEMatch algorithm standardizes contact information from two files that is in inconsistent formats to maximize matching records between the files. It applies variations of matching fields like name, address, city, zip code, and state through a proprietary algorithm. The algorithm uses a criteria table to sequentially match records based on different matching rule variations, like full matches or partial matches on certain fields. This produces files with one-to-one matches, one-to-many matches, and unmatches for further validation.
Este documento proporciona información sobre la XIV Jornada de Investigación Educativa y el V Congreso Internacional de Educación que se llevará a cabo en el Centro de Investigaciones Educativas de la Universidad Central de Venezuela. El evento incluirá un simposio el 20 de octubre sobre experiencias investigativas en universidades venezolanas, con presentaciones de la Universidad Nacional Abierta, la Universidad Pedagógica Experimental Libertador y la Universidad Central de Venezuela.
The trailer provides information through on-screen text to introduce the production companies, establish themes of royalty and status, and display the film's release date. Sound elements like music, voiceover, explosions, and dialogue are used to set the tone and build tension. Fast-paced editing, flash cuts, and shots that frame the protagonist as powerful drive the action-oriented narrative. Props, settings, training sequences, fights, and low-lighting reinforce the action genre through conventions seen in action films and trailers. The overall summary establishes the film as an action thriller through its presentation of production details, character development, and excitement-generating elements designed to attract audiences.
This document discusses the contingency approach to management. It provides definitions and explanations of contingency theory. Some key points:
- Contingency approach argues there is no single best way to manage and the approach should depend on the situation.
- It recognizes management and organizational structures are influenced by internal/external factors and the environment.
- Major contributors to contingency theory developed the idea that leadership effectiveness depends on situational factors.
- The approach aims to understand relationships within/among organizational subsystems and with the environment to design appropriate structures for specific situations.
Reassembling a Forgotten Library: The Library of the Royal College of Science...UCD Library
Presentation given by Evelyn Flanagan, Special Collections Librarian, UCD Library, at the 5th International Summit of the Book 2016, Limerick City, Ireland, on 3rd November 2016.
Improving Module Support for Academics and Students in UCDUCD Library
Presentation given by Catherine Ryan, Collections Support Librarian, and Joe Nankivell, Senior Library Assistant (Acquisitions), from UCD Library to the ANLTC seminar "Collection Management in CONUL Libraries - Sharing Experiences", held on 21 November at Royal College of Surgeons in Ireland (RCSI), Dublin, Ireland.
O documento discute vários tipos de fobias, incluindo suas causas, sintomas e tratamentos. As fobias mais comuns incluem medo de alturas, lugares fechados, aranhas e agulhas. As fobias geralmente surgem após experiências traumáticas e podem ser tratadas através da terapia comportamental de exposição gradual controlada.
Lean Six Sigma is a combination of Lean methodology and Six Sigma that aims to improve quality by identifying and removing waste and reducing variation. It was developed in the 1980s at Motorola and has since been applied in healthcare to improve various processes and outcomes. Key aspects of Lean Six Sigma include defining problems, measuring processes, analyzing sources of variation, improving processes by eliminating waste, and controlling improvements. The goals are to increase customer satisfaction, improve speed and quality of service, and lower costs through reducing defects and waste.
This document provides an introduction to Lean Six Sigma for Black Belt candidates. It outlines the goals of the Black Belt training program which are to understand and apply Lean Six Sigma tools and methods to solve problems, improve performance and achieve goals. The DMAIC process of Define, Measure, Analyze, Improve and Control is described as the model that will be applied to projects during the training. The training typically occurs over 4-6 months using a learn and apply approach with coached projects solving real problems in the organization.
This document provides an overview of Lean Management. It discusses key Lean concepts like the eight wastes (Muda, Mura, Muri), 5S methodology, visual management, and standardized work. The building blocks of Lean Management aim to eliminate waste and create continuous process improvement. Quality indicators are established to monitor performance across examination processes and ensure objectives are met. Lean Thinking focuses on delivering value to the customer with the least amount of wasted resources.
Overview of Lean Manufacturing and Six Sigma tools, comaprison between Lean Speed and Six Sigma Quality combining Lean with Six Sigma
Overview of DMAIC and SIX SIGMA FORMULA
Process improvement through use of lean six sigma methods 110609maedog
Saint Luke's Hospital and Missouri Enterprise are collaborating to improve processes at Saint Luke's using Lean Six Sigma methods. Saint Luke's is a large non-profit hospital that has participated in over 10 Lean Six Sigma projects through a partnership with Missouri Enterprise, a consulting firm specialized in process improvement. The presentation introduces Lean and Six Sigma concepts and waste, and provides an example of how blood management was improved at Saint Luke's using these methods. It also reviews process mapping and customer requirements analysis tools.
Process Improvement Through Use Of Lean Six Sigma Methods 110609maedog
Saint Luke's Hospital and Missouri Enterprise are collaborating to improve processes at Saint Luke's using Lean Six Sigma methods. Saint Luke's is a large non-profit hospital that has participated in over 10 Lean Six Sigma projects through a partnership with Missouri Enterprise, a consulting firm specialized in process improvement. These projects have reduced waste, defects, and costs while improving safety, communication, and leadership awareness of processes. The presentation introduces common Lean and Six Sigma tools and provides an example of mapping a process's suppliers, inputs, outputs, customers, and requirements.
This document discusses lean operations management and various lean tools and methodologies. It begins by introducing lean operations management and some of its key tools, including 5S, SMED, Kaizen, Poka Yoke, Kanban, Andon, and card-based systems. It then provides more detailed explanations of 5S methodology, including its five pillars of Sort, Set in Order, Shine, Standardize, and Sustain. It discusses how 5S provides the foundational elements for implementing other lean tools and techniques. It also discusses how 5S principles of cleanliness and organization can help during a pandemic by reducing the spread of infection.
This document provides an overview of Lean Six Sigma concepts and tools. It begins with objectives around improving product launches, quality, and productivity. It then defines Lean Six Sigma as an ongoing process of adding value and increasing productivity through creativity and significant changes. Key aspects covered include the five principles of Lean Thinking, the DMAIC process improvement model, Six Sigma quality levels, and the seven types of waste. Overall the document serves as an introduction to Lean Six Sigma for understanding its goals and basic approaches.
The document provides an overview of lean principles and quality control tools. It discusses lean as a philosophy focused on eliminating waste through continuous improvement. The key lean principles are specified as: specify value, identify the value stream and eliminate waste, make value flow, implement pull, and continuously improve. Quality control tools covered include check sheets, Pareto analysis, histograms, cause-and-effect diagrams, and brainstorming. 5S methodology and its five disciplines are also explained as a tool to maintain an efficient workplace.
Quality Clinic - Lean Six Sigma Fundamentals Training - SampleMark H. Davis
A sample of slides from our Quality Clinic training, which teaches the foundational elements of Lean Six Sigma DMAIC, with a dash of A3 and Constraints Management.
The document discusses Lean Thinking and Just-in-Time (JIT) systems. It defines Lean as doing more with less waste and focusing on core capabilities. The key principle of Lean is eliminating all waste to become faster, more dependable, higher quality, and lower cost. JIT aims to meet demand instantly with no waste. The document outlines Lean tools like value stream mapping, small batch production, visual controls, and 5S. It also discusses JIT techniques like pull scheduling, Kanban control, and levelled production to minimize inventory levels. Lean and JIT both focus on eliminating waste to improve productivity, quality and reduce costs.
I used this presentation at a kickoff meeting at one of our other sites. I had worked with the management team to define their Hoshin Plan prior to this and we wanted to share it with the plant.
Total Quality Management_module 4_18ME734.pptxRoopaDNDandally
Module - 4
Continuous Process Improvement: process, the Juran trilogy, improvement strategies, types of problems, the PDSA Cycle, problem-solving methods, Kaizen, reengineering, six sigma, case studies.
Statistical Process Control : Pareto diagram, process flow diagram, cause and effect diagram, check sheets, histograms, statistical fundamentals, Control charts, state of control, out of control process, control charts for variables, control charts for attributes, scatter diagrams, case studies
This document provides an overview of Lean Six Sigma and how it combines Lean Manufacturing and Six Sigma. Lean focuses on reducing waste and cycle times, while Six Sigma aims to reduce defects and variation. Together, Lean Six Sigma seeks to improve quality and processes by identifying and removing causes of defects and waste. It uses data-driven, statistical methods to solve problems and implement robust control plans for sustained improvements.
Total Quality Management (TQM) is a company-wide approach to quality that focuses on continuous improvement, customer satisfaction, and employee empowerment. Key aspects of TQM include establishing a commitment to quality at all levels of management, building quality into processes rather than inspecting outputs, and empowering employees. TQM aims to move organizations beyond traditional quality inspection and control methods toward more strategic, system-wide approaches to quality.
Total Quality Management (TQM) is a company-wide approach to quality that focuses on continuous improvement, customer satisfaction, and employee empowerment. Key concepts of TQM include continuous improvement, Six Sigma, employee empowerment, benchmarking, just-in-time production, and quality tools. TQM aims to prevent defects by building quality into processes from the beginning rather than relying on inspection and quality control.
The document discusses implementing a Lean Six Sigma strategy using a process-focused approach. It recommends defining Lean criteria, developing a current state baseline, identifying gaps, and creating a 5-year business plan to drive continuous improvement. Key elements include using the DMAIC process, value stream mapping, eliminating waste, and establishing standard work through tools like 5S and visual controls. The goal is to reduce costs, lead times, and inventories while improving quality, productivity, and time to market.
This document provides an overview of several quality management principles and methodologies, including:
- Lean manufacturing, which aims to eliminate waste and improve efficiency. Key aspects are flow, value streams, and eliminating muda (waste).
- The seven types of waste in lean manufacturing: overproduction, queues, transportation, inventory, motion, overprocessing, and defects.
- Just-in-time manufacturing, which supplies customers with exactly what they want when they want it by pulling supplies through the system as needed.
- Six Sigma, which identifies and removes defects from processes to improve quality using a DMAIC methodology of define, measure, analyze, improve, and control.
- Total quality management, which takes
How Leadership Commitment and a Systematic Approach Spread ImprovementKaiNexus
Hosted by KaiNexus, presented by Karen Kiel-Rosser and Ron Smith of Mary Greeley Medical Center.
Does your organization struggle with engaging everybody in daily continuous improvement? Is it difficult to figure out how to combine formal improvement events, projects, and "WorkOuts" while engaging all employees to bring forward their ideas? Are you unsure how to spread improvement methodologies across departments?
In this webinar, you will learn:
How MGMC has combined Lean tools and methodologies with a "managing for daily improvement" approach
How leadership and technology enable and support successful improvement methodologies
MGMC's vision for leaders getting everybody engaged in improvement
How MGMC has systematically (and successfully) spread continuous improvement methodologies across the hospital over the past 12 months
Why it's important to engage leaders and to educate them about improvement and the role they need to play
Mary Greeley Medical Center (MGMC), a 220 bed acute care facility in Ames, Iowa, has received "Gold" level recognition in the Iowa Recognition for Performance Excellence (IRPE) program, the top honor in the IRPE program (the state level Malcolm Baldrige award).
Craft the Perfect Message: Unveiling Customized Marketing Software Solutions ...chrisbrown798789
Shemon Software Solution specializes in Customized Marketing Solutions, offering tailored digital marketing strategies to enhance brand visibility and drive business growth.
How to do SEO with free tools - Arnout HellemansSearchNorwich
This talk from Dutch SEO legend, Arnout Hellemans is about how to use free tools to get started in SEO and start finding things that you can easily improve.
This isn't just for beginners in SEO, even seasoned SEOs have new things to learn.
Everything from Google Search Console and Bing Webmaster Tools to Google Sheets and the most helpful Chrome extensions.
For more details on SearchNorwich 16:
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Building a quality pipeline is a challenge, and Google isn’t making it any easier.
Changes in the way traffic, and leads, are coming to your site has probably shifted, yet lead gen is still a top priority.
During this webinar you’ll learn about channels and tactics that are working, and some of the common missteps we see brands making over and over.
Come prepared to take notes on the importance of customer journeys, how to build a customer-centric culture across all teams, and what to expect when working with third parties.
Plus we’re sharing case studies. Get an insider’s view into lead gen campaign successes and failures for ourselves, and our sponsors.
Get an exclusive peek behind the curtain and see how we approach product promotions using a holistic, consumer-centered strategy that pays off time after time.
Key takeaways:
The best ways to attract and nurture your leads through every step of their journey.
How to support your team, or an agency, to execute these strategies effectively.
What to do after the lead hits your workflow. Pitfalls to avoid, what’s working, what’s not, and how to set up effective nurture campaigns.
With our very own Heather Campbell and Brent Csutoras, we’ll explore how to evolve your strategy based on an ever-changing set of standards.
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31% expect AI to provide expert advice, replacing visits to specialists. 41% fear that overdependence on AI will reduce creative or critical thinking skills.
Top Digital Marketing Companies in Hyderabad 3.pdfEditvo
Hyderabad, the burgeoning tech hub of India, has become a hotspot for digital marketing. With a blend of traditional businesses and modern startups, the city offers fertile ground for digital marketing agencies to thrive. This article delves into the top digital marketing companies in Hyderabad, exploring their services, expertise, and what makes them stand out in a competitive market.
I am thrilled to share one of the best presentations I’ve made this year about e-commerce. In this presentation, I delved into the intricate details of the e-commerce landscape in Tunisia, supported by robust data and insightful analysis. As we all know, numbers speak louder than words, and real facts don't lie. This presentation aimed to shed light on the current trends, consumer behaviors, and market opportunities within Tunisia's e-commerce sector.
2. An Introduction to Lean Six
Sigma
“We don’t know what we don’t know.
We can’t act on what we don’t know.
We won’t know until we search.
We won’t search for what we don’t question.
We don’t question what we don’t measure.
Hence, we just don’t know.”
Dr. Mikel Harry
3. Process Improvement
1. Initial Perception of problem
2. Clarify Problem
3. Locate Point of Cause
4. Root Cause Analysis
5. Design Solutions
6. Measure Effectiveness
7. Standardize
4. Lean Six Sigma Process Improvement
• Lean Six Sigma Seeks to improve the quality
of manufacturing and business process by:
– identifying and removing the causes of defects
(errors) and variation.
– Identifying and removing sources of waste
within the process
– Focusing on outputs that are critical to
customers Define
Measure
AnalyzeImprove
Control
5. Lean Six Sigma Process Improvement
• LSS is a management philosophy that seeks to drive a
quality culture change through a multi-level based
program
Level Training
Green Belt LSS Methodology and basic tool
set
Black Belt Green Belt content plus
advanced data analysis
Master Black Belt Black belt content plus program
management, leadership skills,
some advanced tools
8. Background on Lean
• Lean comes out of the industrial engineering world
• Taiichi Ohno – Toyota Production System.
– 1940s-1950s company was on verge of bankruptcy
– Dynamics of industry were changing – moving from mass
production to more flexible, shorter, varied batch runs (people
wanted more colors, different features, more models, etc).
• Ohno was inspired by 3 observations on a trip to America
– Henry Ford’s assembly line inspired the principle of flow (keep
products moving because no value is added while it is sitting
still)
– The Indy 500 – Rapid Changeover
– The American Grocery Store – led to the Pull system – material
use signals when and how stock needs to be replenished
9. Path To Lean
Theory Waste is Deadly
Application 1. Define Value – act on what is
important to the customer
2. Identify Value Stream – understand
what steps in the process add value
and which don’t
3. Make it flow – keep the work moving
at all times and eliminate waste that
creates delay
4. Let customer pull -- Avoid making more
or ordering more inputs for customer
demand you don’t have
5. Pursue perfection -- there is no
optimum level of performance
Focus Flow Focused
Assumptions Non-Value added steps exit
Results Reduced cycle time
10. Waste Defined
Wastes Healthcare Examples
Transport 1. Moving patients from room to room
2. Poor workplace layouts, for patient services
3. Moving equipment in and out of procedure room or operating room
Inventory 1. Overstocked medications on units/floors or in pharmacy
2. Physician orders building up to be entered
3. Unnecessary instruments contained in operating kits
Motion 1. Leaving patient rooms to:
• Get supplies or record
• Documents care provided
2. Large reach/walk distance to complete a process step
Waiting 1. Idle equipment/people
2. Early admissions for procedures later in the day
3. Waiting for internal transport between departments
Over-Production 1. Multiple signature requirements
2. Extra copies of forms
3. Multiple information systems entries
4. Printing hard copy of report when digital is sufficient
Over-Processing 1. Asking the patient the same questions multiple times
2. Unnecessary carbon copying
3. Batch printing patient labels
Defects 1. Hospital-acquired illness
2. Wrong-site surgeries
3. Medication errors
4. Dealing with service complaints
5. Illegible, handwritten information
6. Collection of incorrect patient information
Skills 1. Not using people’s mental, creative, and physical abilities
2. Staff not involved in redesigning processes in their workplace
3. Nurses and Doctors spending time locating equipment and supplies
4. Staff rework due to system failures
11. Lean Foundations
• Standardized Work – people should analyze their work
and define the way that best meets the needs of all
stakeholders.
– “The current one best way to safely complete an activity
with the proper outcome and the highest quality, using the
fewest possible resources”
– Standardized not Identical – mindless conformity and the
thoughtful setting of standards should not be confused
– Written by those who do the work.
• Level loading – smoothing the workflow and patient
flow throughout the hospital.
• Kaizen – continuous improvement
12. Lean Methods
• Kaizen Events (or SCORE events)
– Planned and structured process that enables a small group of people
to improve some aspect of their business in a quick, focused manner.
• Select
• Clarify
• Organize
• Run
• Evaluate
• 5S – this methodology reduces waste through improved workplace
organization and visual management
– Sort, Store, Shine, Standardize and Sustain
• Kanban – a Japanese term that can be translated as “signal,” “card,”
or “sign.”
– Most often a physical signal (paper card of plastic bin), that indicates
when it is time to order more, from whom, and in what quantity.
13. Lean vs. Six Sigma
• Lean tends to be used for shorter, less complex problems. Often
time driven. Focus is on eliminating wasteful steps and practices.
• Six Sigma is a bigger more analytical approach – often quality driven
– it tends to have a statistical approach. Focus on optimizing the
important steps – reducing defects.
• Some argue Lean moves the mean, SixSigma moves the variance.
But they are often used together and should not be viewed as
having different objectives.
– Waste elimination eliminates an opportunity to make a defect
– Less rework means faster cycle times
• Six Sigma training might be specialized to the “quality” department,
but everyone in the organization should be trained in Lean
14. VOC vs. VOP
Voice of Customer
Voice of Process
The Voice of the Process is independent of
the Voice of the Customer
Sigma
Capability
Defects per
Million
Opportunities
% Yield
2 308,537 69.15%
3 66,807 93.32%
4 6,210 99.38%
5 233 99.98%
6 3.4 99.99966%
15. What’s good enough?
99% Good (3.8 Sigma) 99.99966% Good (6 Sigma)
20,000 lost articles of mail per hour
(based on 2,000,000/hr)
7 articles lost per hour
Unsafe drinking water for almost 15
minutes each day
1 unsafe minute every 7 months
5,000 incorrect surgical operations per
week
1.7 incorrect operations per week
2 short or long landings daily at an
airport with 200 flights/day
1 short or long landing every 5 years
2,000,000 wrong drug prescriptions
each year
680 wrong prescriptions per year
No electricity for almost 7 hours each
month
1 hour without electricity every 34
years
16. Goals of Lean Six Sigma
LSL USL
Customer Target
DefectsDefects
Prevent Defects by
Reducing Variation
LSL USL
Customer Target
Defects
Prevent Defects by
Centering ProcessLSL USL
Customer Target
Meet Customer
Requirements
17. What Makes a Good Lean Six Sigma
Project?
• There is no known solution
• The root cause is not known
• The problem is complex and needs statistical
analysis
• The problem is part of a process
• The process is repeatable
• A defect can be defined
• Project will take 3-6 months
• There are data available
18. The DMAIC Methodology
• Define – describe the problem quantifiably and the
underlying process to determine how performance will
be measured.
• Measure – use measures or metrics to understand
performance and the improvement opportunity.
• Analyze – identify the true root cause(s) of the
underlying problem.
• Improve – identify and test the best improvements that
address the root causes.
• Control – identify sustainment strategies that ensure
process performance maintains the improved state.
19. Define
• Define Scope of the Problem
– Document the Process
– Collect and Translate the Voice of the Customer
• Determine Project Objective and Benefits
– Define Metrics and Defects
– Establish Preliminary Baseline
– Develop Problem & Objective Statements
– Estimate Financial Benefit
20. Define (continued)
• Create Project Charter
– Confirm Improvement Methodology
– Define Project Roles and Responsibilities
– Identify Risks
– Establish Timeline
– Managerial Buy-in
• Focus here is on the problem
21. Measure
Measure what is measurable, and make measurable what is not so” – Galileo
• Define “As Is” process
– Value stream map/process flow diagram
• Validate Measurement System for Outputs
– Don’t assume your measurements are accurate –
measuring system must accurately tell what is
happening
• Quantify Process Performance
– Collect data (Y’s)
– Examine process stability/capability analysis
22. Analyze
• Identify Potential Causes (X’s)
• Investigate Significance of X’s
– Collect data on x’s
– Graphical/Quantitative analysis
• Pareto Chart
• Fishbone Diagram (cause and effect)
• Chi Square Test
• Regression Analysis
• Failure Mode Effects Analysis
• Identify Significant Causes to focus on (y=f(X))
– Evaluate the impact of x’s on y
• Here you identify the critical factors of a “good” output and
the root causes of defects or “bad” output.
24. Control
• Create Control & Monitoring Plan
– Mistake proof the process
– Determine the x’s to control and methods
– Determine Y’s to monitor
• Implement Full Scale Solution
– Revise/develop process
– Implement and evaluate solution
• Finalize Transition
– Develop transition plan
– Handoff process to owner
Editor's Notes
Transition effect for timeline, slide 1
(Basic)
Tip: This transition works well for graphics that horizontally span more than one slide.
To reproduce the shape effects on this slide, do the following:
On the Home tab, in the Slides group, click Layout, and then click Blank.
On the Home tab, in the Drawing group, click Shapes, and then under Block Arrows click Chevron (second row, eighth option from the left). On the slide, drag to draw a long, horizontal chevron shape.
Select the chevron. Under Drawing Tools, on the Format tab, in the Size group, do the following:
In the Shape Height box, enter 0.7”.
In the Shape Width box, enter 9.48”.
Drag the chevron until the right end is beyond the right edge of the slide, and the left end of the chevron is approximately one inch to the right of the left edge of the slide.
Select the chevron. Under Drawing Tools, on the Format tab, in the Shape Styles group, click the arrow next to Shape Fill, point to Gradient, and then click More Gradients. In the Format Shape dialog box, click Fill in the left pane, select Gradient fill in the Fill pane, and then do the following:
In the Type list, select Linear.
Click the button next to Direction, and then click Linear Up (second row, second option from the left).
Under Gradient stops, click Add or Remove until a total of four gradient stops appear in the drop-down list.
Also under Gradient stops, customize the gradient stops as follows:
Select Stop 1 from the list, and then do the following:
In the Stop position box, enter 0%.
Click the button next to Color, and then under Theme Colors click White, Background 1 (first row, first option from the left)
Select Stop 2 from the list, and then do the following:
In the Stop position box, enter 36%.
Click the button next to Color, click More Colors, and then in the Colors dialog box, on the Custom tab, enter values for Red: 213, Green: 219, Blue: 221.
Select Stop 3 from the list, and then do the following:
In the Stop position box, enter 73%.
Click the button next to Color, click More Colors, and then in the Colors dialog box, on the Custom tab, enter values for Red: 178, Green: 190, Blue: 194.
Select Stop 4 from the list, and then do the following:
In the Stop position box, enter 100%.
Click the button next to Color, click More Colors, and then in the Colors dialog box, on the Custom tab, enter values for Red: 213, Green: 219, Blue: 221.
Also in the Format Shape dialog box, click Line Color in the left pane, and then select No line in the Line Color pane.
Also in the Format Shape dialog box, click Shadow in the left pane, and then do the following in the Shadow pane:
Click the button next to Presets, and then under Outer click Offset Bottom (first row, second option from the left).
In the Transparency box, enter 60%.
In the Size box, enter 100%.
In the Blur box, enter 4 pt.
In the Angle box, enter 90°.
In the Distance box, enter 3 pt.
Also in the Format Shape dialog box, click 3-D Format in the left pane. In the 3-D Format pane, under Bevel, click the button next to Top, and then under Bevel click Circle (first row, first option from the left). Next to Top, in the Width box, enter 4 pt, and in the Height box, enter 4 pt.
On the Insert tab, in the Text group, click Text Box, and then on the slide, drag to draw the text box.
Enter text in the text box, select the text, and then on the Home tab, in the Font group, select Gill Sans MT Condensed from the Font list, enter 26 in the Font Size box, click Bold, click the arrow next to Font Color, and then under Theme Colors click White, Background 1, Darker 50% (sixth row, first option from the left).
On the Home tab, in the Paragraph group, click Center to center the text in the text box.
Select the text box. On the Home tab, in the Clipboard group, click the arrow under Paste, and then click Duplicate. Repeat this process to create a total of three text boxes.
Click in each of the two duplicate text boxes, and then edit the text.
Drag the text boxes onto the chevron shape to form a row.
Press CTRL+A to select all the objects on the slide. On the Home tab, in the Drawing group, click Arrange, point to Align, and then do the following:
Click Align to Slide.
Click Align Middle.
Press and hold SHIFT, and then select all three text boxes. On the Home tab, in the Drawing group, click Arrange, point to Align, and then do the following:
Click Align to Slide.
Click Distribute Horizontally.
To reproduce the animation effects on this slide, do the following:
On the Animations tab, in the Transition to This Slide group, click More, and then under Push and Cover click Push Left.
On the Animations tab, in the Transitions to This Slide group, in the Transition Speed list, select Slow.
Transition effect for timeline, slide 3
(Basic)
Tip: This transition works well for graphics that horizontally span more than one slide.
To reproduce the shape effects on this slide, do the following:
On the Home tab, in the Slides group, click Layout, and then click Blank.
On the Home tab, in the Drawing group, click Shapes, and then under Block Arrows, click Chevron (second row, eighth option from the left). On the slide, drag to draw a long, horizontal chevron shape.
Select the chevron. Under Drawing Tools, on the Format tab, in the Size group, do the following:
In the Shape Height box, enter 0.7”.
In the Shape Width box, enter 9.48”.
Drag the chevron so that the left end is beyond the left edge of the slide, and the right end is approximately one inch left of the right edge of the slide.
Select the chevron. Under Drawing Tools, on the Format tab, in the Shape Styles group, click the arrow next to Shape Fill, click Gradient, and then click More Gradients. In the Format Shape dialog box, click Fill in the left pane, select Gradient fill in the Fill pane, and then do the following:
In the Type list, select Linear.
Click the button next to Direction, and then click Linear Up (second row, second option from the left).
Under Gradient stops, click Add or Remove until a total of four gradient stops appear in the drop-down list.
Also under Gradient stops, customize the gradient stops as follows:
Select Stop 1 from the list, and then do the following:
In the Stop position box, enter 0%.
Click the button next to Color, and then under Theme Colors click White, Background 1 (first row, first option from the left).
Select Stop 2 from the list, and then do the following:
In the Stop position box, enter 36%.
Click the button next to Color, click More Colors, and then in the Colors dialog box, on the Custom tab, enter values for Red: 213, Green: 219, Blue: 221.
Select Stop 3 from the list, and then do the following:
In the Stop position box, enter 73%.
Click the button next to Color, click More Colors, and then in the Colors dialog box, on the Custom tab, enter values for Red: 178, Green: 190, Blue: 194.
Select Stop 4 from the list, and then do the following:
In the Stop position box, enter 100%.
Click the button next to Color, click More Colors, and then in the Colors dialog box, on the Custom tab, enter values for Red: 213, Green: 219, Blue: 221.
Also in the Format Shape dialog box, click Line Color in the left pane, and then select No line in the Line Color pane.
Also in the Format Shape dialog box, click Shadow in the left pane. In the Shadow pane, click the button next to Presets, under Outer click Offset Bottom (first row, second option from the left), and then do the following:
In the Transparency box, enter 60%.
In the Size box, enter 100%.
In the Blur box, enter 4 pt.
In the Angle box, enter 90°.
In the Distance box, enter 3 pt.
Also in the Format Shape dialog box, click 3-D Format in the left pane. In the 3-D Format pane, under Bevel, click the button next to Top, and then under Bevel click Circle (first row, first option from the left). Next to Top, in the Width box, enter 4 pt, and in the Height box, enter 4 pt.
On the Insert tab, in the Text group, click Text Box, and then on the slide, drag to draw the text box.
Enter text in the text box, select the text, and then on the Home tab, in the Font group, select Gill Sans MT Cond from the Font list, enter 26 in the Font Size box, click Bold, click the arrow next to Font Color, and then under Theme Colors click White, Background 1, Darker 50% (sixth row, first option from the left).
On the Home tab, in the Paragraph group, click Center to center the text in the text box.
Select the text box. On the Home tab, in the Clipboard group, click the arrow under Paste, and then click Duplicate. Repeat this process to create a total of three text boxes.
Click in each of the two duplicate text boxes, and then edit the text.
Drag the text boxes onto the chevron shape to form a row.
Press CTRL+A to select all the objects on the slide. On the Home tab, in the Drawing group, click Arrange, point to Align, and then do the following:
Click Align to Slide.
Click Align Middle.
Press and hold SHIFT, and then select all three text boxes. On the Home tab, in the Drawing group, click Arrange, point to Align, and then do the following:
Click Align to Slide.
Click Distribute Horizontally.
To reproduce the animation effects on this slide, do the following:
On the Animations tab, in the Transition to This Slide group, click More, and then under Push and Cover click Push Left.
On the Animations tab, in the Transitions to This Slide group, in the Transition Speed list, select Slow.