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Lean six sigma lynda
- 1. Lean Six Sigma Foundations By: Colin Osborne
- 2. Why Six Sigma? • Provide reliable, consistent, and dependable products
- 3. Why Lean? • Lean- the elimination of all non-value added activities (waste) • Facilitators include: empowered employees, flexible equipment, and efficient layouts
- 4. Why Lena Six Sigma? • Lean Six Sigma is the application of Lean principles and Six Sigma methodology • Combine lean tools for reducing cycle time to require more emphasis on Six Sigma methods
- 5. Define • MAIC Methodology • Measure • Analyze • Improve • Control
- 6. Measure • All about the data • Where is it? • Who can help you find it? • How do you make sure the data is accurate? • Consideration • Data collection methods • Operational definitons
- 7. Analyze • How the existing process works • How the process should work • Process Mapping Considerations: • Time • Cost • Yield • Capacity
- 8. Improve • Improvement tools: • Brainstorming • Communicating • Evaluate ideas one by one • Communicate with everyone involved • Recognize those affected by the change
- 9. Control • Checklists • Monthly review meetings • Document updates • Training
- 10. Design for Six Sigma • Design • Measure • Analyze • Design • Verify
- 11. Lean Metrics • Eliminate anything that does not provide value • Determine the value • Identify the value stream • Make value flow without interruptions • Allow the customer to pull value • Pursue perfection
- 12. Five S’s • Sort • Set in order • Shine • Sustain • Standardize
- 13. Just in Time • Raw materials, components, and subassemblies are delivered to the factory as they are needed for production
- 14. Total Productive Maintenance • Ensures: • Machines will not breakdown unexpectedly • Scheduled maintenance completed in a timely manner
- 15. Quality at the Source • Quality is doing it right when no one is looking • Should be foolproof
- 16. Continuous Improvement • Continually improve to outlast competitors • Lean tools help with the reduction of waste • Kaizen- gradual and orderly continuous improvment
- 17. Lead the Project • Leadership and learning are indispensable to each other • Leadership must communicate the strategy and demonstrate their support in their daily activities
- 18. Control the Project • Initiating • Planning • Executing • Closing
- 19. Apply Lean Six Sigma • Half of the work done in a typical service process adds no value in the eye of the customer • 80% of the delay is caused by 20% of the activities
- 20. Lean Six Sigma for Supply Chain • Causes for inventory issues • Poor forecast of demand • Supplier problems • Capacity issues • Transportation company