1. An Overview of “Why” SixAn Overview of “Why” Six
Sigma LeanSigma Lean
Oct 2015 Rev 9.2
RAH Consultant Group
8478 Winged Foot Drive
Frisco, Texas, 75034
Tel: 214 766 0059
Email: rah1492@gmail.com
Experts in organizational process improvements
through education and assistance in problem solving
and solutions to improve Profitability and CustomerProfitability and Customer
Satisfaction.Satisfaction.
Rex Horne, Certified Master Black Belt Six Sigma Lean; Professional
Member of the International Society of Six Sigma Professionals

2. Insanity: doing the sameInsanity: doing the same
thing over and over againthing over and over again
and expecting differentand expecting different
results.results.
Albert Einstein summed upAlbert Einstein summed up
your issues in two statements:your issues in two statements:
The Thought that got youThe Thought that got you
into trouble can not beinto trouble can not be
the thought that gets youthe thought that gets you
out of troubleout of trouble

3. Reactive
Focus on Results
Measurements are well
established for outputs
Reacts to results
Waste Resources through
firefighting
Pro-Active
Focus on inputs, monitors
results
Measurements are established to
control and adjust inputs to
manage the corresponding
effects on output
Modifies inputs to attain desired
outputs
Reduce and eliminate the causes
of defects in the processes
TWO DIFFERENTTWO DIFFERENT
THOUGHTSTHOUGHTS

4. Six Sigma Lean is not a department or program
Six Sigma Lean is owned by all the employees of the
company
The employees are responsible for the successes or
failures in the improvement process
Six Sigma Lean is a proven methodology to attain and
maintain improvement
The only magic formula for improvement is people and a
desire to change
Six Sigma Lean is both a tool and a philosophy.
FIRST THINGS TO REMEMBERFIRST THINGS TO REMEMBER

5. Always ask what is it that my customer is expecting?
“VOC”
Focus on the process
Change the output by changing the inputs Y = f(x)
Use a systematic approach to process change “DMAIC”
Measurements are critical to controlling the inputs
Get the process under control by getting it centered – Remove
special causes from the process
Remove Waste from the System
Work=Results: Not the amount of energy used
OVERVIEW TO CONTINUOUSOVERVIEW TO CONTINUOUS
IMPROVEMENTIMPROVEMENT

6. SIX SIGMA PHILOSOPHIES DIFFERS FROM MANYSIX SIGMA PHILOSOPHIES DIFFERS FROM MANY
OTHER EDUCATIONAL ACTIVES IN THAT:OTHER EDUCATIONAL ACTIVES IN THAT:
It recognizes that you are the expert at what you do. Six Sigma Lean is
design to give you a set of tools and a methodology to solve problems.
It’s purpose is not to tell you how to do your job.
Management must be engaged in the process for it to be successful to:
prioritize activities, provide resources, encourage, set expectations,
and foster an environment where Six Sigma Lean becomes the
behavior of the culture.
The Process Experts are the closest group to the Input Factors that
drive the Results. By using their understanding of the Process, they
use the scientific method to determine Root Cause, and develop
improvements activities.
Six Sigma Lean is a natural problem solving tactic that uses data and
not guessing to reach solutions.

7. Focus: On the Elimination of
Variability in Results and the
Centering of the process on
the Customer Target Value
Six Sigma
Quality, Cost, +
Process Structure
• Focus: on the Elimination
of Waste and Non-Value-
Added Efforts.
Improvement of Speed
Lean
Speed + Waste +
Overall Infrastructure
Both must be present and working in
conjunction to maximize results
Product can be perfect and there still be a lot of waste in how it
was produced
LEAN AND SIX SIGMA: THEIR FOCUS

8. Six Sigma is NOT about putting in more checks
and inspections
You would still have mistakes & defects
More inspections just allows you to catch them earlier and requires more
resources (and more $$$)
Six Sigma IS about finding the ROOT CAUSES of mistakes
and eliminating them through process improvement, and
putting Controls in place so that they don’t happen again.
THE BOTTOM LINE…THE BOTTOM LINE…

9. The only way to change the Results is toThe only way to change the Results is to
understand, control, and modify theunderstand, control, and modify the
factors that drive the Resultsfactors that drive the Results
THE BOTTOM LINE…THE BOTTOM LINE…

10. .. A 4ð company will spend 10%-30% of revenue on internal and external repair
. A 6ð company will spend <1 % of revenue on internal and external repair
WHY "SIX" SIGMA?
Simply put: Six Sigma Lean is
about improving profitabilityprofitability
by the reduction of waste in
the organization.

11. SIX SIGMA LEAN IS A “PROGRESSIVESIX SIGMA LEAN IS A “PROGRESSIVE
APPROACH TO BETTER RESULTSAPPROACH TO BETTER RESULTS
It is critical that each task along the way, whether it supplies information,
a service, or product is done right the first time to a clearly defined set of
requirements.
AA A*BA*B A*B*CA*B*C A*B*C*DA*B*C*D Complete
AA Continuous Improvement CultureContinuous Improvement Culture will create a mindset thatwill create a mindset that
insuresinsures “Correctness”“Correctness” every step of the way.every step of the way.

12. CHANGE INPUTS TO CHANGE RESULTS
Engine Inputs
•AIR
•FUEL
•SPARK
Engine Output
•Performance
You adjust these To Change This

13. ProcesProces
ss
Environment
Measurement
Man
Woman
Material
Machine
Methods
Results
Control of Input
Factors is the only
way to improve
Results
Continuous Improvement Focuses onContinuous Improvement Focuses on
the Process Factorsthe Process Factors
Understanding how the Input FactorsInput Factors Affect the Results will reduce
Surprises and Fire FightingSurprises and Fire Fighting

14. Environment
Man
Woman
Material
Methods
ProcessProcess
TaskTask
ProcessProcess
TaskTask
ProcessProcess
TaskTask
Machine
Measurement
Environment
Man
Woman
Material
Methods
Machine
Measurement
Environment
Man
Woman
Material
Methods
Machine
Measurement
Results Results
Questionable Product
or Service
=
Little or no understanding of how the Input affect the Results: Lack of data to support being under
Control / Predictable
Not well understood and is
the result of just doing some
described action
Results
What a Uncontrolled Process Looks LikeWhat a Uncontrolled Process Looks Like
Unpredictable Results,
Reworks, Uncertainty
as to how good
product is delivered to
Customer, Returns,
Higher than expected
Cost
Uncontrolled and
undocumented
Rework without Root
Cause Action
Uncontrolled and
undocumented
Rework without Root
Cause Action
Final Inspection
Reject Non-
Conforming
product back to
line
Reliance on Inspection
to find problems!
Rejects
Variation and Special Causes being introduced without Understanding –
What, Where, and How
? ? ? ?

15. Environment
Man
Woman
Material
Methods
ProcessProcess
TaskTask
ProcessProcess
TaskTask
ProcessProcess
TaskTask
Machine
Measurement
Environment
Man
Woman
Material
Methods
Machine
Measurement
Environment
Man
Woman
Material
Methods
Machine
Measurement
Results Results
Completed Product
or Service=
Understanding of how the Input
affect the Results: Data to
support being under Control /
Predictable
Documented Repeatable
Results that demonstrate
Compliance to Customer
Requirements
Results
Characteristic of a Controlled ProcessCharacteristic of a Controlled Process
Documented Repeatable
Results that demonstrate
Compliance to Customer
Requirements
Documented Repeatable
Results that demonstrate
Compliance to Customer
Requirements
Understanding of how the Input
affect the Results: Data to
support being under Control /
Predictable
Understanding of how the Input
affect the Results: Data to
support being under Control /
Predictable
Expected
Results that
meet the
Customer
Requirements
the First Time;
At Expected
Cost

16. Where most organizations are and what theyWhere most organizations are and what they
need to becomeneed to become
Processes
QC - Police
?
?
?
?
??
??
Process
Predictability
Uncertain ResultsPredicable
Results
QA – Assurance: Verifying
Compliance and Capability
Does not mean that the process is
capable, but results are predictable
Documented Process and Tooling
Trained People
Measured Results with Controls
A Proactive Organization is fixing issues before they become PROBLEMS

17. The Goal of Lean Six Sigma is to improve the
activities conducted by an organization.
•Reduce Waste
•Determine what are the Factors that drive Poor
results using the Scientific Method
•Coming up with Best Solutions to Issues
•Controlling the Process so it doesn’t drift
•Improving Profitability

18. What Have We Discussed So Far?
•Six Sigma Lean is a set of tools to help the Process Expert solve problems
•It will cause a shift from being Reactive to Proactive, by identifying issue
and addressing them before they become a problem.
•Everyone is responsible for success
•The focus is on how Key Inputs affect the Results.
•By understanding and Controlling the Key Input Factors and monitoring the
Results, we will attain the desired Results.
•It is critical that every step of the way has clearly defined requirements for
success and each Process Expert is trained to Know “What to do,” “How to
Do,” and “How to know their actions were correct”.
•Nothing moves from a task unless it meets the requirements.

19. Management
Leadership Team
Six Sigma
Improvement Teams
Six Sigma Steering Team
Members
Associates
Team Leader
Champion
Technical
Champion
MBB/BB
Sponsor
SIX SIGMA LEAN STRUCTURESIX SIGMA LEAN STRUCTURE
Major activities are driven by
priorities set to meet the
“Company’s Critical Objectives”.“Company’s Critical Objectives”.
The “Best” functioning improvement environment
is one where the “Process Owners” using their Six
Sigma Lean Tools, under the direction of their
manager are solving issues before they become a
“PROBLEMPROBLEM”.

20. Sponsors: Approves and is owner of improvement teams; with functional personnel owns
improvements once implemented
• Plant Manager /Senior Functional Manager / President
Steering team: Sets priorities and leads improvement culture
• Senior Management Team
Master Black Belt:
• Trains and Mentors improvement teams; A go to expert in improvement
methodology:
Black Belt
• Train Green Belts/ Mentor Teams
Champion
• Team Leader
Green Belt
• Team Member/ Team Leaders
White /White / YellowYellow BeltsBelts
• Team Member
SIX SIGMA LEAN ORGANIZATIONSIX SIGMA LEAN ORGANIZATION

21. How does my organization get started?How does my organization get started?
• Attain the assistance of a Six Sigma Lean Professional with experience in
training, operational improvement, and structure.
• Select a group of “Process Owners” to train as Green Belts. These
become the Core of your Improvement Activities.
• Select a “Low Hanging Fruit” Opportunity as the first Six Sigma Lean
Activity.
• Allow the trained Process Owners to use their training and tools to gain
experience in Problem Solving and implementation of Solutions.
• Have the group report on their solution. Nothing Communicates success
better than those who attained the results.
• Communicate, Communicate, Communicate, the importance of
Organizational Improvement.
• Select an internal candidate or candidates to become Six Sigma Lean
Black Belts.
• Create an environment in which the organization “Owns” its
improvements
• Celebrate Successful ResultsCelebrate Successful Results

22. If you wish more InformationIf you wish more Information
regarding Six Sigma Leanregarding Six Sigma Lean
Please ContactPlease Contact
RAH Consultant Group
8478 Winged Foot Drive
Frisco, Texas, 75034
Tel: 214 766 0059
Email: rah1492@gmail.com
More than 20 years in Process Improvement
Education and Implementation.
Rex Horne, Certified Master Black Belt Six Sigma Lean; Professional
Member of the International Society of Six Sigma Professionals