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LASSIB - Industry Research Report on Lean and Six Sigma Implementation in the Defence Sector

LASSIB - Industry Research Report on Lean and Six Sigma Implementation in the Defence Sector

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Industry research report on lean and six sigma implementation in the defence sector   preview Industry research report on lean and six sigma implementation in the defence sector preview Document Transcript

  • INDUSTRY RESEARCH ON LEAN AND SIXLASSIB SIGMA IMPLEMENTATION IN THESOCIETY DEFENCE SECTOR An initiative of
  • Industry Research Report on Lean and Six Sigma Implementation in the Defenc e Sector COPYRIGHT LICENSE This work is licensed under the Creative Commons Attribution- NonCommercial-ShareAlike 3.0 Unported License.To view a copy of this license, visit http://creativecommons.org/licenses/by-nc- sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.Page 2 of 31 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: January19th 2013 An initiative of LASSIB Society
  • Industry Research Report on Lean and Six Sigma Implementation in the Defenc e Sector TABLE OF CONTENTS1. Abstract.............................................................................................................................................................................52. Present Day Challenges faced by the Defence Sector ..............................................................................................6 2.1. Strategic challenges being faced by Defence Sector ......................................................................................7 2.2. Operational challenges being faced by Defence Sector .................................................................................83. Role of Lean Six Sigma to overcome these challenges .............................................................................................9 3.1. Strategic Benefits ............................................................................................................................................... 10 3.2. Operational Benefits.......................................................................................................................................... 114. LASSIB’s Proposed Approach to Implement Lean and Six Sigma in Defence Sector ........................................ 13 4.1. Possible areas in Defence Sector for Six Si gma application........................................................................ 145. Sample Defenc e organizations implementing Six Sigma ...................................................................................... 156. Case studies of Lean Six Sigma implementation in Defence Sector .................................................................... 16 6.1. Naval Aviation Enterprise (NAE) AIRSp eed .................................................................................................... 16 6.2. Hellfire Captive Carry Data Monitoring Project ............................................................................................ 16 6.3. Streamlined acquisition process generates Navy savings........................................................................... 17 6.4. U.S. Navy Unit: Continous Improvement Program ...................................................................................... 17 6.5. Streamlining Vehicle Repair Processes........................................................................................................... 18 6.6. Speed up the process of customizing Humvees for combat ...................................................................... 18 6.7. Military Supply Group: Inventory Transformation....................................................................................... 19 6.8. Speeding the Hiring Process at base in US West .......................................................................................... 19 7. What is Lean?........................................................................................................................................................... 20 7.1. Toyota Production System................................................................................................................................ 20 7.2. MUDA i.e. Lean Waste Elimination ................................................................................................................. 228. What is Six Sigma? ....................................................................................................................................................... 249. Conclusion ..................................................................................................................................................................... 2510. Works Cited .............................................................................................................................................................. 2611. About Lean and Six Sigma International Board ................................................................................................. 28Page 3 of 31 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: January19th 2013 An initiative of LASSIB Society
  • Industry Research Report on Lean and Six Sigma Implementation in the Defenc e Sector12. About LASSIB Society .............................................................................................................................................. 2813. About LASSIB Research Reports ........................................................................................................................... 2814. Contributors to the Research Report .................................................................................................................. 2915. How You Can Leverage and Support LASSIB Society ........................................................................................ 30Page 4 of 31 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: January19th 2013 An initiative of LASSIB Society
  • Industry Research Report on Lean and Six Sigma Implementation in the Defenc e Sector1. ABSTRACTDefence forces are critical for any country to safeguard their boundaries and exhibit power in globalpolitical circles as required. However, if not managed well, these forces can eat into significantgovernment budgets and sometimes also lead to the fall of the government within the country.Given the increasing nature of security threats, both local and international for any country, theneed for strong, proactive, flexible defence systems is very high.Lean Six Sigma initiatives has helped many defence organizations align their activities within theneeds and expectations of the various stakeholders they serve.Lean Six Sigma applied to the defencesector has resulted in both strategic and operational advantages to these organizations.This research report deals with how we can apply Lean Six Sigma tools and techniques inthe defencesector. The report highlights the challenges faced by the defence sector organisations and how theycan be addressed by using Lean and Six Sigma. It also includes a number of case studies to showcasethe same.The report draws upon LASSIB Society’s experience in the defence sector as well as secondaryresearch sources. Please refer to the list of references at the end of the report for a complete list ofsources used to build this report.Page 5 of 31 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: January19th 2013 An initiative of LASSIB Society
  • Industry Research Report on Lean and Six Sigma Implementation in the Defenc e Sector2. PRESENT DAY CHALLENGES FACED BY THE DEFENCE SECTORPage 6 of 31 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: January19th 2013 An initiative of LASSIB Society
  • Industry Research Report on Lean and Six Sigma Implementation in the Defenc e Sector 2.1. STRATEGIC CHALLENGES BEING FACED BY DEFENCESECTORPage 7 of 31 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: January19th 2013 An initiative of LASSIB Society
  • Industry Research Report on Lean and Six Sigma Implementation in the Defenc e Sector 2.2. OPERATIONAL CHALLENGES BEING FACED BY DEFENCE SECTORPage 8 of 31 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: January19th 2013 An initiative of LASSIB Society
  • Industry Research Report on Lean and Six Sigma Implementation in the Defenc e Sector3. ROLE OF LEAN SIX SIG MA TO OVERCOME T HESE CHAL LENGESPage 9 of 31 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: January19th 2013 An initiative of LASSIB Society
  • Industry Research Report on Lean and Six Sigma Implementation in the Defenc e Sector 3.1. STRATEGIC BENEFITSPage 10 of 31 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: January19th 2013 An initiative of LASSIB Society
  • Industry Research Report on Lean and Six Sigma Implementation in the Defenc e Sector 3.2. OPERATIONALBENEFITSPage 11 of 31 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: January19th 2013 An initiative of LASSIB Society
  • Industry Research Report on Lean and Six Sigma Implementation in the Defenc e SectorPage 12 of 31 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: January19th 2013 An initiative of LASSIB Society
  • Industry Research Report on Lean and Six Sigma Implementation in the Defenc e Sector4. LASSIB’S PROPOSED AP PROACH TO IMPLEMENT LEAN AND SIX SIGMA IN DEFENCE SECTORPage 13 of 31 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: January19th 2013 An initiative of LASSIB Society
  • Industry Research Report on Lean and Six Sigma Implementation in the Defenc e Sector 4.1. POSSIBLE AREA S IN DEFENCESECTOR FOR SIX SIGMA APPLICATIONPage 14 of 31 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: January19th 2013 An initiative of LASSIB Society
  • Industry Research Report on Lean and Six Sigma Implementation in the Defenc e Sector5. SAMPLE DEFENCE ORGANIZATION S IMPLEMENTING SIX S IGMAPage 15 of 31 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: January19th 2013 An initiative of LASSIB Society
  • Industry Research Report on Lean and Six Sigma Implementation in the Defenc e Sector6. CASE STUDIES OF LEAN SIX SIGMA IMPLEMENTATION IN DEFENCE SECTOR 6.1. NAV AL AVIATION ENTERPRI SE (NAE) AIRSPEED 6.2. HELLFIRE CAPTIVE CARRY DATA MONITORING PROJECTPage 16 of 31 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: January19th 2013 An initiative of LASSIB Society
  • Industry Research Report on Lean and Six Sigma Implementation in the Defenc e Sector 6.3. STREAMLINED ACQUISITION PROCESS GENERATES NAVY SAVINGS 6.4. U.S. NAVY UNIT: CONTINOUS IMPROVEMENT PROGRAMPage 17 of 31 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: January19th 2013 An initiative of LASSIB Society
  • Industry Research Report on Lean and Six Sigma Implementation in the Defenc e Sector 6.5. STREAMLINING VEHICLE REPAIR PROCESSES 6.6. SPEED UP THE PROCESS OF CUSTOMIZING HUMVEES FOR COMBATPage 18 of 31 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: January19th 2013 An initiative of LASSIB Society
  • Industry Research Report on Lean and Six Sigma Implementation in the Defenc e Sector 6.7. MILITARY SUPPLY GROUP: INVENTORY TRANSFO RMATION 6.8. SPEEDING THE HIRING PROCESS AT BAS E IN US WESTPage 19 of 31 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: January19th 2013 An initiative of LASSIB Society
  • Industry Research Report on Lean and Six Sigma Implementation in the Defenc e Sector7. WHAT IS LEAN?Lean 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. 7.1. TOYOTA PRODUCTION SYSTEM (Toyota, n.d.)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 prosperity 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.Page 20 of 31 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: January19th 2013 An initiative of LASSIB Society
  • Industry Research Report on Lean and Six Sigma Implementation in the Defenc e Sector 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 levelling, 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 21 of 31 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: January19th 2013 An initiative of LASSIB Society
  • Industry Research Report on Lean and Six Sigma Implementation in the Defenc e Sector 7.2. 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 processing Waste in the manufacturing processesPage 22 of 31 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: January19th 2013 An initiative of LASSIB Society
  • Industry Research Report on Lean and Six Sigma Implementation in the Defenc e Sector 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 23 of 31 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: January19th 2013 An initiative of LASSIB Society
  • Industry Research Report on Lean and Six Sigma Implementation in the Defenc e Sector8. WHATIS SIX SIGMA? 1979: 2000: GE Motorola 1995: Jack Saves ~$2 Starts Six Welch Billion Sigma Initiates Six Annually Initiative Sigma in GE 1986: 1998: Allied 2006: U.S. Army Motorola Signal Saves Saves ~$19.1 Saves ~$16 ~$1.2 Billion Billion in 5 years Billion upto 2011 (U.S. Army, 2011)Six Sigma is a break through and continuous improvement strategy, originally developed byMotorola in 1986. Six Sigma became well known after Jack Welch made it a central focus of hisbusiness strategy at General Electric in 1995, and today it is widely used in many sectors of industry.Six Sigma seeks to help prioritize and define organizational strategies that help with: Strategic competitive advantage over other relevant countries Better delivery of value to end customers, along with Cost ReductionSix Sigma also helps improve the quality of outcomes delive red by identifying and removing thecauses of defects (errors) and minimizing variability in processes.It uses a set of Management methods, and creates a special infrastructure of people within theorganization ("Black Belts", "Green Belts", etc.) who are experts in these methods. Each Six Sigmaproject carried out within an organization follows a defined sequence of steps and has quantifiedoutcomes.In the late-1980s following the success of the initiative, Motorola extended the Six Sigma methodsto its critical business processes, and significantly Six Sigma became a formalized in-house brandedname for an Improvement Methodology, i.e., beyond purely defect reduction, in Motorola Inc.In a little over ten years, Six Sigma quickly became not only a hugely popular methodology used bymany corporations for quality and process improvement.Page 24 of 31 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: January19th 2013 An initiative of LASSIB Society
  • Industry Research Report on Lean and Six Sigma Implementation in the Defenc e SectorThe tools, techniques and framework of Six Sigma have helped organizations like GE, Honeywell, andAllied Signal save more than $2 Billion dollars annually. In addition to cost reduction, organizationshave used Six Sigma to define their strategy, identify and meet customer requirements and overallachieve Organization excellence.9. CONCLUSIONLean Six Sigma has been at the forefront of the quality movement in recent years. Defenceorganizations deal with a lot of variation and waste in each process, and hence stand to benefit fromapplication of Lean and Six Sigma principles.In addition to elimination of waste, these principles have proven very useful toreduce inventory cost,number of defects,etc. However, in order for this approach to be successful, it needs strong linkagesto strategy, a clear collaborative framework and a combination of tools for addressing the twin goalsof waste and variation reduction.The benefits for anorganization by application of Lean Six Sigma can be manifold. If good data isavailable, Six Sigma may be useful. If not, Lean or other continuous process improvement techniquesmay be more appropriate. Either way, the rewards are compelling: Savings and improvements not only for the Defence sector, but also Strategic competitive advantage over other relevant countriesPage 25 of 31 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: January19th 2013 An initiative of LASSIB Society
  • Industry Research Report on Lean and Six Sigma Implementation in the Defenc e Sector10. WORKS CITEDAccenture. (2010). Military Installation: Lean Six Sigma . Retrieved from Accenture: http://www.accenture.com/us-en/Pages/success-miltary-installation-lean-six-sigma-summary.aspxAccenture. (2010). US Military: Lean Six Sigma. Retrieved from Accentur e: http:/www.accenture.com/us- en/Pages/success-us-military-customize-vehicles-six-sigma-summary.aspxAccenture. (2011). Military Supply Group: Invento ry Transformation. Retrieved from Accentur e: http://www.accenture.com/us -en/Pages/success-improvement-cumbersome-processes-military- supply-group.aspxAccenture. (2011). U.S. Navy Unit: Continuous Imp rovement Program . Retrieved from Accenture: http://www.accenture.com/us -en/Pages/success-us-navy-continuous-improvement-summary.aspxAccenture. (2011). United States Army: Streamlining Vehicle Repair Pro cesses. Retrieved from Accentur e: http://www.accenture.com/us -en/Pages/success-us-army-streamlining-vehicle-repair-process.aspxAmerican Society for Quality. (2008, JANUARY 30). KNOW LEDGE BASED LEADERSHIP (KBL) OR SIX SIGMA “LIGHT BUSINESS PROCESS IMPROVEMENT" CASE STUDY SUMMARY. Retrieved from American Society for Quality: http://rube.asq.org/gov/knowledge-based-leadership.pdfArmy, U. S. (2011). Army Lean Six Sigma. Department of Army.Cavalier, C. M. (2010). Lean Six Sig ma (LSS)—Theory to Pra ctice in Join t Atta ck Munition Systems. ARMY AL&T.Defence secto r. (n.d.). Retrieved from Allocate software: http://www.allocatesoftware.com/sectors/defence/default.aspx(n.d.). DoD Lean Report to Congressional Defen se Committees. Appendix C. Navy. Retrieved from http://www.docstoc.com/docs/73155695/Lean-Business-StrategyHansen, K. (2009). Streamlined acquisition process gen erates Navy savings. San Diago: FISC Jacksonville Corporate Communications.Kanwal, G. (2012, September 24). India’s Milita ry Modernization : Plans and Strategic Underpinnings. Retrieved from The National bureau of Asian research: http://www.nbr.org/r esearch/activity.aspx?id=275Maleyeff, J. (2007). Improving Service Delivery in Govern ment with Lean Six Sigma . Retrieved from IBM Center for the Business of Government: http://www.businessofgovernment.org/report/improving-service- delivery-government-lean-six-sigmaMarx, M. (2006, March 10). Army-wid e Lean Six Sigma. Retrieved from isixsigma: http://www.isixsigma.com/i ndustries/military/army-wide-lean-six-sigma/Marx, M. (2007, June 5). Army Nears $2 Billion in Lean Six Sigma Savings. Retrieved from isixsigma: http://www.isixsigma.com/industries/military/army-nears-2-billion-lean-six-sigma-savings/NOVACES. (n.d.). Ho w lean and Six Sigma can improve d efence. Retrieved from NOVACES Advancing process improvement: http://www.novaces.com/government -defense.phpPaynter, H. (2008). FISC San Diego Black Belts focus on co mmand ch eck-in . San Diego: NAVSUP.Page 26 of 31 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: January19th 2013 An initiative of LASSIB Society
  • Industry Research Report on Lean and Six Sigma Implementation in the Defenc e SectorSociety, LASSIB. (2010). Lean Six Sig ma White Belt eLearning. Retrieved August 28, 2012, from Lean and Six Sigma International Board: www.lassib.org(2012). Sustaining U.S. Global Leadership: Priorities fo r 21st Cen tury Defense. Washington: The White House.Toyota. (n.d.). Toyota Production System. Retrieved from Toyota: http://www.toyota.com.au/toyota/company/operations/toyota -production-systemU. S. Mayor Newspaper. (2001, June 11). Best Pra ctice: Fort Wayne Adopts Six Sigma Methodology to Imp rove City Services. Retrieved from United States Conference of Mayors: http:www.usmayors.org/usmayornewspaper/documents/06_11_01/ft_wayne_best_practice.aspU.S. Army. (2011, April 11). Stand To: The Armys Lean Six Sig ma Progra m. Retrieved from U.S. Army: http://www.army.mil/standto/archive/2011/04/11/Wikipedia. (2012, November 11). Production leveling. Retrieved from Wikipedia: http://en.wikipedia.org/wiki/Production_levelingPage 27 of 31 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: January19th 2013 An initiative of LASSIB Society
  • Industry Research Report on Lean and Six Sigma Implementation in the Defenc e Sector11. ABOUTLEAN AND SIX SIGMA INTERNATIONAL BO ARDLean and Six Sigma International Board, an initiative of LASSIB Society is an organization pioneeringand spreading the knowledge of Lean and Six Sigma to the worldwide community. Our vision is tocreate and provide the worlds most useful Lean and Six Sigma resource centre and certificationprograms, available for the users at the lowest cost.12. ABOUT LASSIB SOCIETYLASSIB Society is a not-for-profit organization focussed on ‘Nurturing Next Generation GovernanceGlobally’.LASSIB Society’s mission is to create and provide the worlds most useful ‘Governance Management’resource centre and a set of certification programs, available for Individuals, Organizations andGovernments 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, enabling face-to-face interactions and virtual interactionsamong the global community.13. ABOUT LASSIB RESEARCH REPORTSIn conjunction with the Knowledge Base LASSIB Society publishes, LASSIB Society also releases a hostof research reports through primary and secondary research. These research reports get wideaudience across the industry and are sought after by International Journals as 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 Implementation 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 IndustryThese Research Reports are a valuable resource for the industry at large, and serve to provide keyinsights that can be used by industry leaders to shape the strategy for their organizations.Please refer to http://www.lassib.org/ for details of all research reports of LASSIB Society.Page 28 of 31 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: January19th 2013 An initiative of LASSIB Society
  • Industry Research Report on Lean and Six Sigma Implementation in the Defenc e Sector14. CONTRIBUTORS TO THE RESEARCH REPORTRole Full Name Designation OrganizationAuthor Mr. Rana Chetan Singh Intern, M. Tech in Industrial Indian School of Mines Engineering and Management University DhanbadReviewer Mr. Ujwal Tripurari Global Evangelist LASSIB SocietyReviewer Ms. Shilpa Roy Kota Secretary LASSIB SocietyReviewer Mr. Pavan Kota Executive President LASSIB SocietyPage 29 of 31 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: January19th 2013 An initiative of LASSIB Society
  • Industry Research Report on Lean and Six Sigma Implementation in the Defenc e Sector15. HOWYOUCAN LEVERAGEAND SUPPORT LASSIB SOCIETYAlthough 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 i n 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 fas test knowledge base.https://lassib.org/inde growing community of specialist, seniorx.php/membershipto leaders from the industryknow mor e about Get latest updates, insights and research fromLASSIB membership the 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 charged by LASSIB Society areof Organization experience and best in class training skills, the lowest in the Industry inExcellence tools and 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, Consulting fees derived byexperts to deliver deliver customer value through proven tools and LASSIB Society aids LASSIB tobusiness and customer techniques 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 Sponsorship costs andEvents leaders, 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 share Hear from exper ts on future forecasts your knowledge with the r est 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 30 of 31 Lean and Six Sigma International BoardVersion 1.0 http://www.lassib.org/Release Date: January19th 2013 An initiative of LASSIB Society
  • 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/