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LASSIB - Industry Research Report on Achieving x% savings and y% growth

LASSIB - Industry Research Report on Achieving x% savings and y% growth

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  • 1. ACHIEVING X% SAVINGS ANDLASSIBSOCIETY Y% GROWTH USING LEAN SIX SIGMA An initiative of An initiative of
  • 2. An initiative of ACHIEVING X% SAVINGS AND Y% GROWTH USING LEAN SIX SIGMA COPYRIGHT LICENSEThis work is licensed under the Creative Commons Attribution-Noncommercial- ShareAlike 3.0 Unported License.To view a copy of this license, visithttp://creativecommons.org/licenses/by-nc-sa/3.0/ or send a letter to CreativeCommons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.Page 2 of 25 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: February15h 2013 An initiative of LASSIB Society
  • 3. An initiative of ACHIEVING X% SAVINGS AND Y% GROWTH USING LEAN SIX SIGMA Table of Contents1. EXECUTIVE SUMMARY ............................................................................................................ 42. SAMPL E ORGAN IZATION S USIN G L EAN AN D SIX SIGMA........................................................... 53. KEY SN IPPETS ON L EAN SIX SIGMA SUCCESS STORIES FROM THE IN DUSTRY ............................ 64. OUTCOMES DEL IVERED BY L EAN AN D SIX SIGMA .................................................................... 7 4 .1 . ROI RECEIVED FROM SIX SIGMA (SAMPL ES) ........................................................................ 7 4 .2 . ROI RECEIVED FROM L EAN (SAMPL ES) ................................................................................ 85. IN TRODUCIN G L EAN ............................................................................................................. 1 0 5 .1 . TOYOTA PRODUCTION SY STEM ......................................................................................... 1 0 5 .2 . MUDA I.E. L EAN WASTE EL IMIN ATION .............................................................................. 1 26. IN TRODUCIN G SIX SIGMA ..................................................................................................... 1 47. THE EMERGEN CE OF L EAN SIX SIGMA ................................................................................... 1 5 7 .1 . L EAN SIX SIGMA COMPL EMEN TARY N OT COMPETIN G ....................................................... 1 6 7 .2 . SAMPL E BEN EFITS OF L EAN SIX SIGMA ............................................................................. 1 88. ORGAN IZATION AL ECOSY STEMS N EEDED TO MAKE L EAN SIX SIGMA SUCCESSFUL ................. 1 99. CON CL USION........................................................................................................................ 2 010. BIBL IOGRAPHY ..................................................................................................................... 2 111. ABOUT L EAN AN D SIX S IGMA IN TERN ATION AL BOARD.......................................................... 2 212. ABOUT L ASSIB SOCIETY ........................................................................................................ 2 213. ABOUT L ASSIB RESEARCH REPORTS ...................................................................................... 2 314. CON TRIBUTORS TO THE RESEARCH REPORT .......................................................................... 2 315. HOW YOU CAN L EVERAGE AN D SUPPORT L ASSIB S OCIETY ..................................................... 2 4Page 3 of 25 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: February15h 2013 An initiative of LASSIB Society
  • 4. An initiative of ACHIEVING X% SAVINGS AND Y% GROWTH USING LEAN SIX SIGMA1. EXECUTIVE SUMMARYPage 4 of 25 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: February15h 2013 An initiative of LASSIB Society
  • 5. An initiative of ACHIEVING X% SAVINGS AND Y% GROWTH USING LEAN SIX SIGMA2. SAMPLE ORGANIZATIONS USING LEAN AND SIX SIGMAPage 5 of 25 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: February15h 2013 An initiative of LASSIB Society
  • 6. An initiative of ACHIEVING X% SAVINGS AND Y% GROWTH USING LEAN SIX SIGMA3. KEY SNIPPETS ON LEAN SIX SIGMA SUCCESS STORIES FROM THE INDUSTRYPage 6 of 25 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: February15h 2013 An initiative of LASSIB Society
  • 7. An initiative of ACHIEVING X% SAVINGS AND Y% GROWTH USING LEAN SIX SIGMA4. OUTCOMES DELIVERED BY L EAN AND SIX SIGMA 4.1. ROI RECEIV ED FROM SIX SIGMA (SAMPLES) Six Sigma Cost And Savings By Company Revenue Invested % Revenue Savings % Revenue ($B) ($B) Invested ($B) Savings Motorola 1986-2001 Allied Signal 1998 GE 1996 1997 1998 1999 1996-1999 Honeywell 1998 1999 2000 1998-2000 Ford 2000-2002Page 7 of 25 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: February15h 2013 An initiative of LASSIB Society
  • 8. An initiative of ACHIEVING X% SAVINGS AND Y% GROWTH USING LEAN SIX SIGMA 4.2. ROI RECEIVED FROM LEAN (SAMPLES)Page 8 of 25 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: February15h 2013 An initiative of LASSIB Society
  • 9. An initiative of ACHIEVING X% SAVINGS AND Y% GROWTH USING LEAN SIX SIGMASome of the benefits which have been commonly observed from Lean include:Page 9 of 25 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: February15h 2013 An initiative of LASSIB Society
  • 10. An initiative of ACHIEVING X% SAVINGS AND Y% GROWTH USING LEAN SIX SIGMA5. INTRODUCING LEANLean is a philosophy and a set of management techniques focused on continuous “wasteeliminating” so that every process, task or work action is made “value adding” (the real outputcustomer pays for) as viewed from customer perspective.This is achieved through the implementation of the Toyota Production System and Lean WasteElimination, also called as Muda. 5.1. TOYOTA PRODUCTION SYSTEM (Toyota) Toyota Production System (TPS) has three desired outcomes: To provide the customer with the highest quality, at lowest possible cost, in a timely manner with the shortest possible lead times To provide members with work satisfaction, job security and fair treatment It gives the organization flexibility to respond to the market, achieve profit through cost reduction activities and long-term prosperityPage 10 of 25 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: February15h 2013 An initiative of LASSIB Society
  • 11. An initiative of ACHIEVING X% SAVINGS AND Y% GROWTH USING LEAN SIX SIGMA TPS strives for the absolute elimination of waste, overburden and unevenness in all areas to allow members to work smoothly and efficiently. The foundations of TPS are built on standardisation to ensure a safe method of operation and a consistent approach to quality. Just-in-Time: o Essentially, Just-in-Time manufacturing consists of allowing the entire production process to be regulated by the natural laws of supply and demand o Customer demand stimulates the production of a product or delivery of the service. In turn the production or delivery stimulates production and delivery of the necessary parts and services, and so on o The result is that the right products and services are produced and served, and provided in the exact amount needed - and when and where they are needed o Under Just-in-Time the ultimate arbiter is always the customer. This is because activity in the system only occurs in response to customer orders. Production is pulled by the customer rather than being pushed by the needs or capabilities of the production system itself Jidoka: o In Japanese Jidoka simply means automation. At Toyota it means automation with a human touch o In 1902 Sakichi Toyoda invented the worlds first automatic loom that would stop automatically if any of the threads snapped. This principal, Jidoka, of designing equipment and processes to stop and call attention to problems immediately when they sense a problem is a central concept of TPS Heijunka:(Wikipedia, 2012) o Production leveling, also known as production smoothing or – by its Japanese original term – Heijunka is a technique for reducing the Muda (waste) o It was vital to the development of production efficiency in the Toyota Production System and Lean Manufacturing. The goal is to produce intermediate goods at a constant rate so that further processing may also be carried out at a constant and predictable rate.Page 11 of 25 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: February15h 2013 An initiative of LASSIB Society
  • 12. An initiative of ACHIEVING X% SAVINGS AND Y% GROWTH USING LEAN SIX SIGMA 5.2. MUDA I.E. LEAN WASTE ELIMINATION Lean “waste elimination” targets the “Eight Wastes” namely: Motion – Mainly people, document movement, searching etc. Waiting – For material, information, people, equipment, procedures, approvals and more Overproduction – Making more than what is needed by customer / market demand Over-processing – Doing more to a product / service (but not perceived as value by customer or business) Defects – Errors, mistakes, non- complying products, services, documents, transactions Rework and Scrap – Products, transactions or outputs not meeting specifications and have to be fixed, redone, rectified, marked down or scrapped / unusable Inventory – Buffer stocks or resources (Raw, Work in process, Finished Goods, Bench staff etc.) Transportation – Movement of products / items during or after production Unused Creativity – People knowledge and skills that are not utilized by the company Lean methods help to remove / reduce waste and contributes to drive agility (velocity) through smooth work flow across the organization resulting in rapid fulfilment of customer needs in an optimum manner. Lean tools and techniques are designed to eliminate waste, and every organization is subject to generating waste. Waste in the supply chain Waste in the technical specifications Waste in the staff support functions Waste in the office processingPage 12 of 25 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: February15h 2013 An initiative of LASSIB Society
  • 13. An initiative of ACHIEVING X% SAVINGS AND Y% GROWTH USING LEAN SIX SIGMA Waste in the manufacturing processes Waste equates to dollars wasted, opportunities lost, and loss of human motivation. Each of these three criteria can have a negative impact on the organizations cost. Waste equates to dollars wasted Every organization has an intrinsic proclivity to generate waste in the way they run their business. Waste is the difference between the way things are now and the way things could be if everything were perfect - no errors, troubles, problems or complexities. The Lean Enterprise process can be simplified by first, “find the waste;” secondly, to “get rid of the waste;” and thirdly, “prevent its return-forever." The Lean process looks everywhere for waste and reviews every activity to evaluate whether it adds value from the external customer’s viewpoint. Waste equates to opportunities lost Implementing lean tools and techniques will enable your organization, no matter how large or small, to meet your customers’ demand for a quality product or service, at the time they need it, and for a price that is competitive. A Lean system also creates processes that are agile and efficient, and that will help your company manage its total costs and provide a fair ROI. Waste equates to loss of human motivation For Lean management to be successful, everyone in your organization must contribute to the effort. They must feel a part of the improvement process, and be empowered to commit time and intellectual resources to the effort.Page 13 of 25 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: February15h 2013 An initiative of LASSIB Society
  • 14. An initiative of ACHIEVING X% SAVINGS AND Y% GROWTH USING LEAN SIX SIGMA6. INTRODUCING SIX SIGMA 1995: Jack 2000: GE Saves 1986: Motorola Welch Initiates ~>$2 Billion Starts Six Sigma Six Sigma in GE Annually Initiative 1986: Motorola 1998: Allied Saves ~$16 Signal Starts Billion Saveing ~$1.2 Cumulatively Billion per YearSix Sigma is a break through and continuous improvement management strategy, originallydeveloped by Motorola in 1986. Six Sigma became well known after Jack Welch made it acentral focus of his business strategy at General Electric in 1995, and today it is widely usedin many sectors of industry.Six Sigma seeks to help prioritize and define organizational strategies that help with: Better delivery of value to end customers, along with Improve Revenue RealizationSix Sigma also helps improve the quality of outcomes delivered by identifying and removingthe causes of defects (errors) and minimizing variability in processes.It uses a set of Management methods, and creates a special infrastructure of people withinthe organization ("Black Belts", "Green Belts", etc.) who are experts in these methods. EachSix Sigma project carried out within an organization follows a defined s equence of steps andhas quantified outcomes.In the late-1980s following the success of the initiative, Motorola extended the Six Sigmamethods to its critical business processes, and significantly Six Sigma became a formalized in-house branded name for an Improvement Methodology, i.e., beyond purely defectreduction, in Motorola Inc.In a little over ten years, Six Sigma quickly became not only a hugely popular methodologyused by many corporations for quality and process improvement.Page 14 of 25 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: February15h 2013 An initiative of LASSIB Society
  • 15. An initiative of ACHIEVING X% SAVINGS AND Y% GROWTH USING LEAN SIX SIGMAThe tools, techniques and framework of Six Sigma have helped organizations like GE,Honeywell, and Allied Signal save more than $2 Billion dollars annually. In addition to costreduction, organizations have used Six Sigma to define their strategy, identify and meetcustomer requirements and overall achieve Organization excellence.7. THE EMERGENCE OF LEAN SIX SIGMA Following figure explains the evolutions of Lean and Six Sigma. LeanSix Sigma Taiichi ohno Deming Toyota Production System Quality Improvement Tools Just-in-time Reduce variation,TQM Lean Production Six Sigma Motorola Lean Enterprise Business Focus1960s1970’s1980’sPage 15 of 25 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: February15h 2013 An initiative of LASSIB Society
  • 16. An initiative of ACHIEVING X% SAVINGS AND Y% GROWTH USING LEAN SIX SIGMA1990’s2000’s (NHS,2005) Lean Six Sigma 2010’sThe figure above summarizes how Lean and Six Sigma started in their definition and haveevolved over time. Given the end goals for both were the same, they have been convergedto get the maximum benefits.Six Sigma is a methodical framework which generates high value over a period of time.Typical Six Sigma projects range from 3 months to 9 months to deliver the businessoutcomes. In the fast pace of today’s world and the quick response time expected bycustomers, it is sometimes not enough to deliver results in such long time frames. The Leanprinciples were clubbed together with Six Sigma by Allied Signal who introduced the conceptof Lean Six Sigma. Given the knowledge that Lean promised quick results and Six Sigmaoffered sustained results, the combination of the two was meant to deliver immediatebenefits that could be sustained over long periods of time. This combination hasproven verysuccessful in organizations of all sizes, across all business domains. 7.1. LEAN SIX SIGMA COMPLEMENTARY NOT COMPETING Lean Needs Six Sigma because: Six Sigma needs lean because: Lean does not prescribe the project Lean identifies waste, which optimizes the set up and roles needed to achieve process and sustain result Six Sigma provides a set of tools to Lean improves process speed/cycle time understand problems and sources of variation. Lean is not as strong as Six Sigma in Six Sigma is not as strong as Lean in thePage 16 of 25 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: February15h 2013 An initiative of LASSIB Society
  • 17. An initiative of ACHIEVING X% SAVINGS AND Y% GROWTH USING LEAN SIX SIGMA recognizing the problem and Improve and Control Phase measuring it (NHS, 2005)Page 17 of 25 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: February15h 2013 An initiative of LASSIB Society
  • 18. An initiative of ACHIEVING X% SAVINGS AND Y% GROWTH USING LEAN SIX SIGMA 7.2. SAMPLE BENEFITS OF LEAN SIX SIGMA Sustained Competitive Advantage Increased customer satisfaction Business Results Delivered Reduced Defects Delays eliminated Higher productivty and reduced cost Employee development and better job satisfaction Better utilization of resourcesPage 18 of 25 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: February15h 2013 An initiative of LASSIB Society
  • 19. An initiative of ACHIEVING X% SAVINGS AND Y% GROWTH USING LEAN SIX SIGMA8. ORGANIZATIONAL ECOSYSTEMSNEEDED TO MAKE LEAN SIX SIGMA SUCCESSFUL“A six sigma company is a company whose Management understands that variation is evil.It is a company in which has a leadership from the top down that understands the need forcustomer centric approach and doesn’t allow or tolerate people who don’t get it.” (Welch, 2010)Although the success of Lean Six Sigma has been widely observed in the industry, it isimportant to note that for every success story there are many more stories where Lean SixSigma was not effective and did not generate the business returns. Like any other initiative,the implementation of Lean Six Sigma needs a set of bare minimu m factors to support itssuccess. Below is a list of challenges that most organizations grapple with before they cangenerate the ROI from their Lean Six Sigma initiatives. •Lack of Management Commitment •Lack of Training/Understand of Concepts People •Inadequate Funding •Short term perecptive without long term vision •Projects which do not generate business value •Weak mechanisms to track effectiveness and ROI from projects Process •Projects implemented in silos without enterprise visibility •Six Sigma used as marketing buzz word without commitment and/or resources available for it •No centralized tracking of projects Technology •Poor MIS leading to lack of data in place before /after improvementsAlso refer to the whitepaper “Lean Six Sigma Consulting Framework” by the Lean and SixSigma International board to understand the detailed methodology to be followed forimplementing Lean Six Sigma. The paper includes detailed framework on how to overcomethe above challenges.Page 19 of 25 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: February15h 2013 An initiative of LASSIB Society
  • 20. An initiative of ACHIEVING X% SAVINGS AND Y% GROWTH USING LEAN SIX SIGMA9. CONCLUSIONLean Six Sigma has been at the forefront of the quality movement in recent years. Lean Six Sigmais a new strategic paradigm of management innovation for company survival in this 21 st centurywhich implies things such as management strategy and culture of excellence. Lean Six Sigmaapproaches provide flexibility in managing any business unit. In any field dealing with lot ofvariations, defects and waste in processes is the exact place for Lean Six Sigma application. Theseprinciples promote the speedy implementation of the right method that will make a significantand successful difference in organizations future.However, in order for this approach to be successful, it needs to have strong linkages to strategy,a clear collaborative framework and a combination of tools for addressing the twin goals o fwaste and variation reduction.The benefits for a company by application of Lean Six Sigma can be manifold. These benefits, forexample, can be increase in customer satisfaction, increase in revenues, reduction in cycle timesand higher flexibility to capitalize on present-day market demands.Page 20 of 25 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: February15h 2013 An initiative of LASSIB Society
  • 21. An initiative of ACHIEVING X% SAVINGS AND Y% GROWTH USING LEAN SIX SIGMA10. BIBLIOGRAPHYDr. Manisha Sharma, D. K. (2007). Six Sigma at Wipro Technologies: Thru st on Quality.Drickhamer, D. (2011, July 20). Lean ROI at Denver Health . Retrieved from LeanROI.org – Where lean hits the bottom line.: http://www.leanroi.org/archives/513Gregory, R. (2006, June). Coast Guard Saves a Lean $1 Million. Retrieved from NC State University IES eNews: http://www.ies2.ies.ncsu.edu/enews/USCoastGuard_Lean_June06.cfmHerku, P. (2011, February 2). 3 Reasons Why Lean Six Sigma Is Successful in Differen t Industries. Retrieved from Practical Lean Six Sigma: http://peterherku.com/2011/02/02/3-reasons-why-lean-six-sigma-is- successful-in-different-industries/inc., I. p. (n.d.). Benefits Of Lean Manufacturing. Retrieved from IPS: http://www.ipscoatedpipes.com/education/benefits -of-lean-manufacturing.htmliSixSigma. (2012). Six Sigma Cost And Savings By Company.LeanROI.org. (2009). Gary S. Kaplan, MD. Retrieved from LeanROI.org – Where lean hits the bottom line.: http://www.leanroi.org/contributors/gary-s-kaplan-mdMarx, M. (2005). Retrieved from Six Sigma at Johnson Controls: http://www.isixsigma.com/industries/automotive/six-sigma-johnson-controls/Marx, M. (2005, August 3). LG Electronics. Retrieved from iSix Sigma: http://www.isixsigma.com/industries/computers -electronics/lg-electronics/Marx, M. (2005, August 25). Six Sigma at Merrill Lynch. Retrieved from iSix Sigma: http://www.isixsigma.com/industries/financial -services/six-sigma-merrill-lynch/Marx, M. (2005, August 16). Xerox Lean Six Sigma. Retrieved from i Six Sigma: http://www.isixsigma.com/industries/computers -electronics/xerox-lean-six-sigma/Miller, J. (2010). What is the ROI of a 5S progra m. Retrieved from http://www.gembapantarei.com/2010/01/whats_the_roi_of_a_5s_program.htmlNHS. (2005, December 11). Lean and Six Sigma. Retrieved from Institute for innovation and improvement: http://www.institute.nhs.uk/quality_and_value/lean_thinking/lean_six_sigma.htmlRanawat, M. (2007). Six Sigma in Logistics. Munich: GRIN Publishing GmbH.Rogers, G. (n.d.). Shropshire Council deliver £0.6 million savings through LEAN. Retrieved from W est Mid Lands: http://www.westmidlandsiep.gov.uk/index.php?page=834Society, LASSIB. (2010). Lean Six Sig ma White Belt eLearning. Retrieved August 28, 2012, from Lean and Six Sigma International Board: www.lassib.orgStanz, M. (2006, March). Industries fo r the Blind Use Lean to Save $337,000 Annually. Retrieved from NC State University IES eNews: http://www.ies2.ies.ncsu.edu/enews/IndustriesforBlind_Lean_June06.cfmPage 21 of 25 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: February15h 2013 An initiative of LASSIB Society
  • 22. An initiative of ACHIEVING X% SAVINGS AND Y% GROWTH USING LEAN SIX SIGMAToyota. (n.d.). Toyota Production System. Retrieved from Toyota: http://www.toyota.com.au/toyota/company/operations/toyota -production-systemValasquez, J. (2010, February 26). Senior Vice President, Quality a nd Productivity Executive, Bank of America.Welch, J. (2010). Interview with Jack Welch. Retrieved from http://management.curiouscatblog.net: http://management.curiouscatblog.net/2010/10/04/six-sigma-interview-with-jack-welch/Wiesenfelder, H. (n.d.). History of Lean Six Sigma. Retrieved from eHow: www.ehow.com/facts_5007033_history-lean-six-sigma.htmlWikipedia. (2012, November 11). Production leveling. Retrieved from Wikipedia: http://en.wikipedia.org/wiki/Production_leveling11. ABOUTLEAN AND SIX SIGMA INTERNATIONAL BOARDLean and Six Sigma International Board, an initiative of LASSIB Society is an organizationpioneering and spreading the knowledge of Lean and Six Sigmato the worldwide community.Our vision is to create and provide the worlds most useful Lean and Six Sigma resource centreand certification programs, available for the users at the lowest cost.12. ABOUT LASSIB SOCIETYLASSIB Society is a not-for-profit organization focussed on ‘Nurturing Next GenerationGovernance Globally’.LASSIB Society’s mission is to create and provide the worlds most useful ‘GovernanceManagement’ resource centre and a set of certification programs, available for Individuals,Organizations and Governments at the lowest cost.Based on the principles on Gandhian Engineering, we deliver cutting edge industry research andenhanced value to the community at large.LASSIB Society organizes multiple events, enablingface-to-face interactions and virtual interactions among the global community.Page 22 of 25 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: February15h 2013 An initiative of LASSIB Society
  • 23. An initiative of ACHIEVING X% SAVINGS AND Y% GROWTH USING LEAN SIX SIGMA13. ABOUT LASSIB RESEARCH REPORTSIn conjunction with the Knowledge Base LASSIB Society publishes, LASSIB Society alsoreleases a host of research reports through primary and secondary research. These researchreports get wide audience across the industry and are sought after by International Journalsas well.Some of the research reports published by LASSIB Society around the world include: - Framework for Implementation of Lean Tools in Indian MSME Sector - Lean Six Sigma for Graduates and Post Graduates - Return on Investment after Implementati on of 5S - Industry Research on Lean and Six Sigma Implementation in Logistics Industry - Industry Research on Lean and Six Sigma Implementation in Electrical and Electronic Industry - Industry Research Report on Lean and Six Sigma Implementation in the Defence Sector - Industry Research on Lean and Six Sigma Implementation in Government and Public SectorPlease refer to http://www.lassibsociety.org/and http://www.lassib.org/for details of allresearch reports of LASSIB Society.14. CONTRIBUTORS TO THE RESEARCH REPORTRole Full Name Designation OrganizationCo - Author Ms. Shilpa Roy Kota Secretary LASSIB SocietyCo - Author Mr. Rana Chetan Intern, M. Tech in Industrial Indian School of Mines Engineering and ManagementReviewer Mr. Ujwal Tripurari Global Evangelist LASSIB SocietyReviewer Mr. Pavan Kota Executive President LASSIB SocietyPage 23 of 25 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: February15h 2013 An initiative of LASSIB Society
  • 24. An initiative of ACHIEVING X% SAVINGS AND Y% GROWTH USING LEAN SIX SIGMA15. HOW YOU CAN LEVERAGE AND SUPPORT LASSIB S OCIETYAlthough LASSIB is a not for profit organization, it does not believe in raising funds through charitable means,without providing direct value to the contributor. There are many different ways in which organizations,institutions, governments and individuals across the globe are working with LASSIB to deliver value tothemselves and their customers. LASSIB is proud to be associated with all of them in developing and deliveringcutting edge solutions that have not only delivered quantified business value to them but also added thoughtleadership to the industry at large. Below are some ways in which you can leverage and support LASSIB. Leverage LASSIB for Benefits to you Support to LASSIB your initiativesBecome an Individual Access complete knowledge base including Funds collected throughor Organization training materials, best practices, case studies, membership fees are used toMember of LASSIB. videos and webinars from LASSIB Society maintain and grow LASSIBVisit Network, learn and contribute to the fastest knowledge base.https://lassib.org/inde growing community of specialist, senior leadersx.php/membership to from the industryknow mor e about Get latest updates, insights and research from theLASSIB membership industry delivered to your Inboxoptions.Leverage Training and Get trained from the leading experts from the Training and certification feesCertification in themes industry who bring together years of experience charged by LASSIB Society areof Organization and best in class training skills, tools and the lowest in the Industry inExcellence technologies order to ensure these key Acquire not only knowledge but skills to components are available implement the knowledge in real life scenarios within reach to masses. The Attain internationally respected certifications fees charged helps cover the thereby adding value to your organization and cost incurred by LASSIB yourself Society for hiring trainers and Join the growing panel of Accredited Training issuing certificates Providers (ATP) and Accredited Test Centr es (ATC) of LASSIB Society to deliver value within your organization.Consult with LASSIB Solve organization problems, create strategy, deliver Consulting fees derived byexperts to deliver customer value through proven tools and techniques LASSIB Society aids LASSIB tobusiness and customer of Lean and Six Sigma fund research, host eventsvalue and provide free consulting services to organizations which cannot afford to pay yet.Participate in LASSIB Network, brainstorm, and learn from industry leaders, Sponsorship costs andEvents face to face, over exciting discussions delegate fees assist LASSIB in conducting these events and spreading the awareness within the community.Participate and Understand the trends in the industry By participating in buildingleverage Industry Identify common challenges and best these reports, you provide theResearch practices opportunity to LASSIB to Hear from exper ts on future forecasts share your knowledge with the rest of the industry. Please refer to http://www.lassib.org/ for details on LASSIB or Send a note to contact@lassib.org to get connected to a LASSIB Associate or Call +91-9246185187 (India) to speak to a LASSIB Associate directly.Page 24 of 25 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: February15h 2013 An initiative of LASSIB Society
  • 25. An initiative ofHeadquarter Address:#5-62/9/22-B, V. V. Nagar, Street No. 8, Habsiguda, Hyderabad, Andhra Pradesh, India. PIN: 500007Office: +91-40-40045614 | India Fax: +91-40-40045615 | Toll Free Number: 1-800-425-1388Email: contact@lassib.org| Website:http://www.lassib.org/

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