Lean six sigma Yellow Belt Complete training

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Basic of Lean
Six Sigma
ANKIT SHARMA
LSS Trainer

Agenda
1. Understand Lean Six Sigma
2. Why LSS is necessary ?
3. 8 Wastes
4. DMAIC Methodology
5. Real time LSS Project

• Lean Six Sigma process is designed to provide organization-level effect from improvements to local
processes, and to provide this at reduced expenditure in organizational resources. It would require less
senior management time and effort to assure the organization-level results. And it would expend less
organizational resource to realize the benefits gained.
• Whether you like it or not, competition is a fact. Historically, if you had an “ok” business, you were
assured that you would continue to stay in business.
• Over the past twenty years, this has changed significantly. Because of advances in communications,
computing and transportation technologies, the consumer has a wide variety of choices for their
purchases. People and companies will always seek out the lowest price, highest quality and best
customer relationship combinations that exist.
• A company that understands the behavior of its processes is able manage it processes better, manage
the company better and therefore is more competitive. This is a fundamental fact many companies have
known for years, yet it has only been over the past several years that they are starting to do something
significant about it.
• Whether you are a gazelle or a lion, you better be running as fast as you can if you want to survive in
today’s economy.
Purpose of this Training

Competition in day to day Life
Every morning in Africa, a
gazelle wakes up; it knows it
must run faster than the fastest
lion or it will not survive.
Every morning in Africa, a lion
wakes up; it knows it must
outrun the slowest gazelle or it
will starve.
It doesn’t matter whether you are a lion or a
gazelle: When the sun comes up, you had
better be running!
Serious
Competition!

Lean Six Sigma is combination of two powerful methodology:
« Lean and Six Sigma »
Lean and Six Sigma both are two different methodology. Both methodology
serves different purpose.
Combining these two methods gives your improvement team a
comprehensive tool set to increase the speed and effectiveness of any
process within your organization – resulting in increased revenue, reduced
costs and improved collaboration.
Lean Six Sigma

The lean toolkit provides ways to streamline process by reducing waste
and the six sigma toolkit provide tools to reduce defects by conducting root
cause analysis.
Together they provide the fastest, most effective way to improve process.
Lean Six Sigma

8
Lean Six Sigma: What is it?
 Lean and Six Sigma are both process improvement
methodologies
 Lean is about speed and efficiency
 Six Sigma is about precision and accuracy –
leading to data-driven decisions
 Both rooted in the 1980s (and earlier)
 Lean arose as a method to optimize auto manufacturing
 Six Sigma evolved as a quality initiative to reduce
variance in the semiconductor industry

9
Why Lean and Six Sigma
● Six Sigma will eliminate defects but it will not address the
question of how to optimize process flow
● Lean principles exclude the advanced statistical tools often
required to achieve the process capabilities needed to be
truly 'lean‘
● Each approach can result in dramatic improvement, while
utilizing both methods simultaneously holds the promise of
being able to address all types of process problems with
the most appropriate toolkit.
- For example, inventory reduction not only requires reducing batch sizes
and linking operations by using Lean, but also minimizing process
variation by utilizing Six Sigma tools.

10
Lean Six Sigma Goals and Benefits
● Achieve total customer satisfaction and improved
operational effectiveness and efficiency
- Remove wasteful/non-value added activities
- Decrease defects and cycle time, and increase first pass
yields
● Improve communication and teamwork through a
common set of tools and techniques
(a disciplined, repeatable methodology)
● Develop leaders in breakthrough technologies to meet
stretch goals of producing better products and services
delivered faster and at lower cost

Lean vs. Six Sigma 11 .PPT
The Methods
Lean
&
Six
Sigma
Improve Speed
Achieve Breakthrough Dashboard Results
Lower Costs
Culture Change
Sustain Performance
Higher Quality
Methods Results

Where did lean Six Sigma comes from ?

1930 19501900
Ford
Assembly Line
Guinness
Brewery
Shewhart Introduces
SPC
Gilbreth, Inc.
•Management Theory
•Industrial Engineering
Deming
•14 Points
•7 Deadly Diseases
Toyota Production System
Lean Six Sigma Timeline

1990 20001980
Motorola Introduces Six Sigma
Just – in–Time
SPC
Lean Mfg.
TQM
AlliedSIgnal
GE Adapt LSS to Business
Processes
Lean Six Sigma Timeline

A Lean process is achieve by removing ‘WASTE’ , which is any activity not
required to complete the process.
After removing the waste, the only steps remaining will be those required to
produce a product or service that is of value to a customer.
Lean (also referred to as Lean Methods or Lean Speed) is a set of tools
developed to reduce the waste associated with the flow of materials and
information in a process from beginning to end. The goal of Lean is to
identify and eliminate non-essential and non-value added steps in the
business process in order to streamline production, improve quality and
gain customer loyalty.
Lean

Lean Approach
BatchDept 1
Dept 2
Dept 4
OUT
DONE
OUT
OUT
OUT
IN
IN
IN
IN
DONE
IN
4 3
1 2Dept 3
Continuous Flow
Batch processing has a direct impact
on the total Work-in-Process

Six Sigma is simply a method of efficiently solving a problem. Using Six
Sigma reduces the amount of defective products manufactured or services
provided, resulting in increased revenue and greater customer satisfaction.
Six Sigma identifies the cause(s) of your problem to efficiently develop
effective solution(s).
The ideal goal is to fix a process so that it will be 99.9997% defect free or
produce only 3.4 Defects per million opportunities or less!
For example: This could mean 3-4 broken light bulbs in one million
produced, or 3-4 customer calls with waiting times more than one minute.
Six Sigma

Six Sigma – 3.4 Defects out of 1000000 manufactured goods

Lean Six Sigma
20
How Does Six Sigma Solve Problems?
Practical Problem
(Define/Measure)
Statistical Problem
(Analyze)
Practical Solution
(Control)
Statistical Solution
(Improve)
Y=f(x)
Approved for Public Release

21
Fundamental Principle of LSS
We know we must change Xs to create a change in Y…
 But how do we know which Xs to change
and how to change them?
y = f (x1, x2, …)
process output is
key process and input factors
that cause variation in the output
a function of

22
What is US Government Mission?
Y (x)= f (x)(x)
Y (x)= f (x)(x)

1. Increase Revenue
2. Decrease Cost
3. Increase Efficiency
4. Effective people
Lean Six Sigma benefits.

Six Sigma methodologies use specific business data to identify
process errors and then apply a precise plan of action to make the
process as near perfect as possible. There is a hierarchy within Six
Sigma which is similar to that used in martial arts:
1. White Belt
2. Yellow Belt
3. Green Belt
4. Black Belt
5. Master Black Belt
6. Champion
Each belt offers different business benefits for the holder and the
teams he or she works with.
Lean Six Sigma Belts Levels

Where should you start?
White Belt Training & Certification if you’re new to process improvement and would like
learn what Lean Six Sigma is.
Yellow Belt Training & Certification if Lean Six Sigma is new to you and you’d like an
introduction.
Green Belt Training & Certification if you are going to be involved with any kind of process
improvement projects.
Black Belt Training & Certification if you will be leading multiple process improvement
projects and coaching others to apply their problem-solving skills.
Lean Training & Certification if you’d like to be able to apply tactical and strategic process
improvement concepts and tools.
Which Lean Six Sigma Training and Belt Is Right For Me?

Who Benefits From Using Lean Six Sigma?

Lean Six Sigma is simply an effective methodology used to fix a problem. It
is based on common sense practices and is completed in five phases:
Five Basic Phases:
Define: Define the problem and what is required to satisfy your customer.
Measure: Map the current process to collect data.
Analyze: Investigate and identify what causes the problem.
Improve: Implement a fix that will solve the problem.
Control: Sustain the improved results.
Simply put, Lean Six Sigma helps you identify the cause of a problem and
implement a fix based on facts, rather than assumptions. This produces
improved results and success that you and your team, managers and
organization can be proud of.
How Does Lean Six Sigma Work?

DMAIC (Lean Six Sigma) is also a system of management that results in a
steady pipeline of projects that are ready for improvement. There are
obstacles to smooth operations in any business, and Lean Six Sigma
provides guidelines to help you select the right projects at the right time.
Once projects are selected, you and your improvement team(s) can use
DMAIC to further refine the projects and deliver quantifiable, sustainable
results.
DMAIC

35
Lean Six Sigma: A Powerful Methodology
(DMAIC)
MeasureDefine ImproveAnalyze Control
what is important
to the customer:
Project Selection
Team Formation
Establish Goal
how well we are doing:
Collect Data
Construct Process Flow
Validate Measurement System
the process:
Analyze Data
Identify Root Causes
the process gains:
Ensure Solution is
Sustained
the process performance measures:
Prioritize root causes
Innovate pilot solutions
Validate the improvement

What is Waste?
Waste is “Muda” in Japanese. Waste is a strain on an organization’s time and resources.
Also waste does not add value for the customer
Waste is any step or action in a process that is not required to complete a process (called
“Non Value-Adding”) successfully. When Waste is removed, only the steps that are required
(called “Value-Adding”) to deliver a satisfactory product or service to the customer remain in
the process.
The 8 Wastes - Lean

1. Defects – Products or services that are out of specification that require resources to
correct.
2. Overproduction – Producing too much of a product before it is ready to be sold.
3. Waiting – Waiting for the previous step in the process to complete.
4. Non-Utilized Talent – Employees that are not effectively engaged in the process
5. Transportation – Transporting items or information that is not required to perform the
process from one location to another.
6. Inventory – Inventory or information that is sitting idle (not being processed).
7. Motion – People, information or equipment making unnecessary motion due to workspace
layout, ergonomic issues or searching for misplaced items.
8. Extra Processing – Performing any activity that is not necessary to produce a functioning
product or service.
8 Wastes

To remember The 8 Wastes, you can use the acronym, “DOWNTIME.”
“DOWNTIME” – Remember 8 Wastes

Before Waste is removed, processes are often scattered, which can negatively affect your
customers:
Process Improvement

After Waste is removed, processes are more streamlined, resulting in more satisfied
customers. You’ll also save your organization time and money:
Process Improvement after removing Defects

Example: Defects in a Restaurant

Lean Six Sigma is simply a process for solving a problem. It consists of five basic phases:
Define, Measure, Analyze, Improve, and Control.
This process is also known as DMAIC (pronounced “duh-may-ik”), its acronym.
To help you better understand the process and provide you with insight you can use to easily
apply the methodology to an existing problem within your organization, we’ve broken down
the steps for each phase below.
However, before beginning the process, you’ve got to set yourself up for success. How’s that
done? By making sure that you select the right projects.
DMAIC

Before beginning any process improvement project, it’s vital that you choose projects that are
good candidates for improvement. A good project for improvement:
• Has an obvious problem within the process
• Has the potential to result in increased revenue, reduced cost or improved
efficiency
• Has collectable data
DMAIC (Lean Six Sigma) is also a system of management that results in a steady pipeline of
projects that are ready for improvement. There are obstacles to smooth operations in any
business, and Lean Six Sigma provides guidelines to help you select the right projects at the
right time. Once projects are selected, you and your improvement team(s) can use DMAIC to
further refine the projects and deliver quantifiable, sustainable results.
Selecting the Right Projects

Define
What problem would you like to fix?
The Define Phase is the first phase of the Lean Six Sigma improvement process. In this
phase, the leaders of the project create a Project Charter, create a high-level view of the
process, and begin to understand the needs of the customers of the process. This is a critical
phase of Lean Six Sigma in which your teams define the outline of their efforts for themselves
and the leadership of your organization.
Now, on to the DMAIC process!

Measure
How does the process currently perform?
Measurement is critical throughout the life of the project and as the team focuses on data
collection initially they have two focuses: determining the start point or baseline of the process
and looking for clues to understand the root cause of the process. Since data collection takes
time and effort it’s good to consider both at the start of the project.

Analyze
What does your data tell you?
This phase is often intertwined with the Measure Phase. The data collection team may consist
of different people who will collect different sets of data or additional data. As the team
reviews the data collected during the Measure Phase, they may decide to adjust the data
collection plan to include additional information. This continues as the team analyzes both the
data and the process to narrow down and verify the root causes of waste and defects.

Improve
How will you fix the problem?
Once the project teams are satisfied with their data and determined that additional analysis
will not add to their understanding of the problem, it’s time to move on to solution
development. The team is most likely collecting improvement ideas throughout the project, but
a structured improvement effort can lead to innovative and elegant solutions.

Control
How do you sustain the newly achieved improvement?
This phase is a mini version of process management. The team has been building a form of
infrastructure throughout the life of the project, and during the Control Phase they begin to
document exactly how they want to pass that structure on to the employees who work within
the process

Lean six sigma Yellow Belt Complete training

Define Voice of Customer (VOC)

Question for your team ?
Data collection Planning

Benefits of the 5 Whys
Help identify the root cause of a problem.
Determine the relationship between different root causes of a problem.
One of the simplest tools; easy to complete without statistical analysis.
When Is 5 Whys Most Useful?
When problems involve human factors or interactions.
In day-to-day business life; can be used within or without a Six Sigma project.
How to Complete the 5 Whys
Write down the specific problem. Writing the issue helps you formalize the problem and
describe it completely. It also helps a team focus on the same problem.
Ask Why the problem happens and write the answer down below the problem.
If the answer you just provided doesn’t identify the root cause of the problem that you wrote
down in Step 1, ask Why again and write that answer down.
Loop back to step 3 until the team is in agreement that the problem’s root cause is identified.
Again, this may take fewer or more times than five Whys.
The 5 Whys ?

Problem Statement: You are on your way home from work and your car stops in the middle
of the road.
1. Why did your car stop?
– Because it ran out of gas.
2. Why did it run out of gas?
– Because I didn’t buy any gas on my way to work.
3. Why didn’t you buy any gas this morning?
– Because I didn’t have any money.
4. Why didn’t you have any money?
– Because I lost it all last night in a poker game.
5. Why did you lose your money in last night’s poker game?
– Because I’m not very good at “bluffing” when I don’t have a good hand.
5 Whys Examples

Problem: Your client is refusing to pay for the leaflets you printed for them.
Why? The delivery was late, so the leaflets couldn't be used.
Why? The job took longer than we anticipated.
Why? We ran out of printer ink.
Why? The ink was all used up on a big, last-minute order.
Why? We didn't have enough in stock, and we couldn't order it in quickly enough.
Counter-measure: We need to find a supplier who can deliver ink at very short notice.
5 Whys Examples

Step 1: Identify the Problem
Step 2: Work Out the Major Factors Involved
Step 3: Identify Possible Causes
Step 4: Analyze Your Diagram
Fishbone Diagram - Cause and Effect Analysis

A Pareto chart is a bar graph. The lengths of the bars represent frequency or cost (time or
money), and are arranged with longest bars on the left and the shortest to the right. In this
way the chart visually depicts which situations are more significant.
When to Use a Pareto Chart:
• When analyzing data about the frequency of problems or causes in a process.
• When there are many problems or causes and you want to focus on the most significant.
• When analyzing broad causes by looking at their specific components.
• When communicating with others about your data.
Pareto Chart

Confirming Root cause Hypothesis with the Data

10 Types of Troublesome Team Member

Which Initiative
To overcome one problem our team took 5 Initiative:
● Creating tool to mass close Inspection lot 03 Globally across Synergy Corp
to reduce the cycle time for closing Inspection lot 03 and also of process
order closure.
● Creating SOP (Standard Operating Procedure) for Process Order Closure
and Inspection lot procedure. Which will be followed by Synergy Corp
across globally.
● Collecting Stakeholder, key user and Synergy Corp managers name who
work on these activities. (CXM team was not having updated list as most of
the key user left the organization. Also they don’t have KU names as per
there activities)
● Providing training to all the key user related to MAKE and Quality related
processes. (When and which activities need to be completed and at what
time)
● Providing Six Sigma training to all Synergy Corp Analysts where they can
help Synergy Corp to improve process and start taking Initiative

Why there was need to take Initiative
● To ensure that process order close on time within the timeframe.
● Efficient and accurate month end closure
● Adherence to compliance requirements that ensure transactional
accuracy wherein completed process orders can no longer have any
actual postings applied.
● Accurate supply reporting.
● Overall system performance improvement (e.g. reporting speed)
● To ensure that Synergy Corp Grower does not loses there revenue due
to wrong followed activities

Plan for execution
● Initially we were not knowing the exact problem and Root cause. So to
proceed further we have decided to follow DMAIC methodology to
overcome all the problem which Synergy Corp key user are facing

112
A Powerful Methodology (DMAIC)
MeasureDefine ImproveAnalyze Control
what is important
to the customer:
Project Selection
Team Formation
Establish Goal
how well we are doing:
Collect Data
Construct Process Flow
Validate Measurement System
the process:
Analyze Data
Identify Root Causes
the process gains:
Ensure Solution is
Sustained
the process performance measures:
Prioritize root causes
Innovate pilot solutions
Validate the improvement

How we are going to Solve problem
Practical Problem
(Define/Measure)
Statistical Problem
(Analyze)
Practical Solution
(Control)
Statistical Solution
(Improve)

Business Case
● Cycle time improvement in closing of process order and Inspection lot
would result in an enhanced client experience.
● Cycle time improvement could also translate into monetary benefits.
Also it will act as per compliance and the standard procedure which
Synergy Corp management have designed.
● Processing time of background job and mass processing tool will be
less.

Problem Statement
● Unable to close last year Process Order on time.
From last 6 months (when) , we have been
receiving business queries about the errors which
key users are facing while closing the process
order of last year (What). Currently as per
procedure last year process order must be closed
after full & final payment of Grower, but its not been
closed. If it continues it can cause compliance
issue, wrong reporting issue, dissatisfaction for
grower(Magnitude). We could lose revenue
(Impact).

Goal Statement
● Decrease cycle time for closing Inspection lot 03 by the end of 2nd
quarter this year 2016.
● Decrease cycle time of closing process order by the end of 2nd quarter
this year 2016.

SCOPE
● All Crop: This year only Seed Business i.e. Multiplication and Seed
Processing.
● Time: It will take 5-6 month.
● Work Unit: 5 WU
● Cost: (5 * 1250 USD) = 6250 $
● In Scope: Small enhancement of creation of mass tool, SOP creation,
Organizing Training for all the Key users globally

Team Member
● Team Manager: Rajesh Kadam
● Team Lead: Santosh Serde
● Team Member: Ankit Sharma

Preliminary Plan
● Need to be completed this activity before start of next season and before
freeze of Foundation system i.e. before July 2016.
● Everything should be aligned before July 2016.

Data Collection
● Collected all the information related to Multiplication Process Order.
● Data is collected Globally i.e. APAC, NAFTA, EAME, LATAM
● All the information related to procedure collected.
● All the stakeholder names collected
● All the key user names collected
● All the Finance Controller are identified
● All the activities which need to be performed

Interpreting Data
Process Order Status

Interpreting Data
Closure Process

Interpreting Data
Common Error while closing Process
Order

Interpreting Data
Cycle Time for closing Inspection lot

5 Whys ?
● Why 1: Why KU unable to close PO on time ?
● Why 2: Why there are errors while closing PO?
● Why 3: Why there is no standard procedure to do same activity across
Synergy Corp ?
● Why 4: Why KU does not follow DACI defined by Synergy Corp
Management ?
● Why 5: Why PO not closed on daily basis ?

Fishbone Diagram
Cause & Effect Diagram

Current Problem / challenges
● Problem 1: For Inspection lot 03 there is no result recording done. Only UD and
ICCO need to be done. Closing of Inspection lot need to be done within 3 month after
full and final payment to Grower. Again this activity is not followed by key user as
closing of inspection lot need to be done manually one by one. It takes lot of time and
human effort.
Total Inspection lot 03 for year 2015: 15144
Time taken to close one Inspection lot manually : 2 minute
Time require to close all the inspection lot : 2* 15144 = 30288 Minutes = 504 Hours
Approx.
● Problem 2: Closure activities should be considered a monthly activity and
should not be postponed until the situation is critical. In the appropriate
timeframe depending on process order type (12 months from the order Basic
finished date) these orders must be set to closed. But it is not followed by key
users of Synergy Corp.
Total Process Order for year 2015: 15144
Order Closed till date: 70%
Order need to be closed: 30%

Current Problem / challenges
● Problem 3: Due to errors user need to close process order
manually one by one via COR2. Much effort required.
● Problem 4: Key user are unable to close Prerequisite
activities before background job run and because of which
this job used to give several error. Also because of this
performance of background job is reduce
● Problem 5: Most of the key user feel shy when it comes to
discussion of problem on a call. This could be because of
English. There is a communication problem between
Analysts and Key users.

Poka Yoke (Mistake - Proofing )
● Hard Mistake – Proofing:
1. Key user need to use the mass tool created for closing Inspection lot
2. Key user need to do parallel processing to close process order
● Soft Mistake - Proofing:
1. Key User need to follow SOP
2. Key user to do activities as per DACI

5S
● Sort – Removing unwanted steps for the closure of Process Order.
● Set in Order – Arranging the activity process so that key user can go
step by step to close process order
● Shine – Prepared Task and then cleaning of task
● Standardize – Creating SOP which will be followed by Synergy Corp
across globally
● Sustain – Management commitment to the system (audit/checklist for
monitoring adherence)

Solution Designed
● To overcome Problem 1:
1. Created mass closure tool - QM_AUTOUD which will close Inspection
lot 03 in mass. 1000s of Inspection lot will be close within few
seconds.
2. Created SOP for closing of Inspection lot 03
3. Providing Training Globally
1. Created SOP (Standard Operating Procedure) for Synergy Corp so that
all the key user should follow same procedure across globally.
2. Created DACI for all the process
3. Proving Training Globally

Solution Designed
● To Overcome Problem 3:
1. Analysts need to organize monthly stakeholder meeting.
2. Identifying Analysts who is responsible for particular process. This
names will be provided to Stakeholder so that they can communicate
directly to the Analyst.

Process Control Plan
● Providing training to all the key users related to SOP
● Proving training to all the key users related to process order
closure
● Providing training to all the key users related to newly
created tool to mass close inspection lot
● Providing Six Sigma training to Analysts so that they can
help Synergy Corp in improving the process

Monitoring Process Control Plan
● Monthly organizing stakeholder meeting
● Proving training to key user – Quarterly
● Identified Analysts related to different process which can be contacted
by key user directly if any problem arises

Cycle Time Result
Closing Inspection lot 03
0
200
400
600
800
1000
1200
1400
1600
1800
2000
Time Taken to Close
(In Minutes)
Time Taken to Close
(In Minutes)
Inspection lot 03 closing time Per Thousand
Lot

Closure Process Result
Usage of Closing Transaction

Benefits
Hard Benefits
● Reduction in cycle time for closing of Inspection lot 03. Cycle time
reduces to 0.4 % per thousand Inspection lot.
● 75 % order are successfully closed by usage of mass closure
transaction COOHVPI due to reduction of error.
● Increase in closing of process order by 5%
● Reduction in cycle time for closing of Process Order, as error are
reduced.
Soft Benefits
● Accepted proposal ownership
● Improved communication within Key user and Analysts
● Less waste (Reduction of unwanted steps)

Cycle Time
Improvement
Solution
• Creation of Mass closure tool, which
can close 1000s of Inspection lot
within a minute
• Creating Standard Operating
Procedure for Syngenta
Benefits
• Effort Savings of ~500 hours on yearly
basis
• Accurate supply reporting.
• To ensure the regulatory
• Ticket reduction: 20-50 tickets per year
Cost Optimization
Cost saving will be identified after
end of crop season
Organizational Risk
Inaccurate month end closure
Inaccurate supply reporting
System performance issue
serious compliance Issue
Agility
Since the mass automated
process for closing of Inspection
lot can be trusted, no further
delay in closing lot manually and
hence the closing accuracy and
time of process order could
improve.
Cycle Time Improvement in Inspection lot and Process Order Closure leads to ~500 hours of Yearly
saving in efforts
Methodology Used
Lean Six Sigma
DMAIC
Problem/ Focus Area
• Long Cycle Time for closure
of Process Order was
creating serious compliance
issue and Inaccurate supply
reporting.
• Additional Effort and Time
was spent during manual
cloure of Inspection lots.
Problem Identification
DMAIC methodology for root
cause analysis in case of delay in
closing of Inspection lot and
Process Order

Cycle Time Improvement
Business Case
Problem Statement
Perceived Business Benefits
• Cycle time improvement in closing of process order and Inspection lot would result in an
enhanced client experience.
• Cycle time improvement could also translate into monetary benefits. Also it will act as
per compliance and the standard procedure which Syngenta management have
designed.
• Processing time of background job and mass processing tool will be less.
• To ensure that process order close on
time within the timeframe.
• Efficient and accurate month end closure
• Adherence to compliance requirements
that ensure transactional accuracy
wherein completed process orders can no
longer have any actual postings applied.
• Accurate supply reporting.
• Overall system performance
improvement (e.g. reporting speed)
• To ensure that Syngenta Grower does
not loses there revenue due to wrong
followed activities
Unable to close last year Process Order on time. From last 6 months (when) , we have been
receiving business queries about the errors which key users are facing while closing the
process order of last year (What). Currently as per procedure last year process order must
be closed after full & final payment of Grower, but its not been closed. If it continues it can
cause compliance issue, wrong reporting issue, dissatisfaction for grower(Magnitude). We
could lose revenue (Impact).
Goal
• Decrease cycle time for closing
Inspection lot 03 by the end of 2nd
quarter this year 2016.
• Decrease cycle time of closing process
order by the end of 2nd quarter this year
2016.
Preliminary Plan
• Need to be completed this activity before start of next season and before freeze of
Foundation system i.e. before July 2016.
• Everything should be aligned before July 2016

Unable to close last year Process Order on time. From
last 6 months (when) , we have been receiving business
queries about the errors which key users are facing while
closing the process order of last year (What). Currently as
per procedure last year process order must be closed
after full & final payment of Grower, but its not been
closed. If it continues it can cause compliance issue,
wrong reporting issue, dissatisfaction for grower
(Magnitude). We could lose revenue (Impact).
 Creation of Mass
closure tool, which can
close 1000s of
Inspection lot within a
minute
 Creating Standard
Operating Procedure for
Syngenta
 Provided training to all
the key user across
Syngenta - Globally
Correct Identification of Batches during batch inheritance ensures
deliveries as per legal compliance of countries
 Reduction in cycle time. Cycle time
reduced to 0.4% per thousand lot
 ~500 Hours of yearly effort saving on
closing Inspection lot 03.
 Adherence to compliance
requirements
 Accurate supply reporting & system
performance improvement

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