Here is the "Bottom-line from a Lynda lesson on the topic of Lean Six Sigma. Please feel free to leave any feedback. Thank you for helping!

1. LEAN SIX SIGMA
By. Ryan King

2. SIX SIGMA ORIGINATION
• Developed by Motorola
• Reason:
 Combat quality issues
• Began to combat manufacturing defects:
 Attain only 3.4 defects per million opportunities

3. GOAL OF SIX SIGMA
• Provide reliable, consistent, and dependable products to customer
• Processes focus on:
 Defects
 Variability
 The Customer

4. SIX SIGMA CERTIFICATIONS
GREEN BELT BLACK BELT MASTER BLACK
BELT

5. LEAN
• Eliminate non-value activities
 Waste
• Goal
 Find and permanently remove waste
• The Elegant Solution
 Simplest Solution

6. WASTES
REWORK UNNECESSARY
STEPS
WAITING
TIMES
EXCESS
INVENTORY

7. LEAN SIX SIGMA
• Lean Principles and Six Sigma combined
• Lean
 Combats visible problems
• Six Sigma
 Combats less-visible problems

8. SIX SIGMA PROCESS
• DMAIC
 Define
 Measure
 Analyze
 Improve
 Control

9. DEFINE
• Figure out the problem at hand
• Outline the future accomplishments
• Find out financial measurements
• Prioritize problems that are critical to the customer

10. MEASURE
• Examples
 Utilization time
 Yield
1. Scrap rate
2. Rework rate
 Process time

11. MEASUREMENT
TOOLS
Data collection
Cause-and-effect diagram (Fishbone)
Process mapping
Value Stream mapping
Process control charts
Pareto charts

12. ANALYZE
• Find why the problem exists
• Statistical analysis
• Black belts and Master black belts

13. ANALYZE
• How existing process works
• How should it work
• Key elements
 Cost
 Yield
 Time
 Capacity

14. IMPROVE
HEART OF SIX
SIGMA PROJECT
IMPLEMENT
CHANGES TO
RESOLVE ISSUES
BRAINSTORM
POSSIBLE
SOLUTIONS
COMMUNICATE
WITH KEY
STAKEHOLDERS!

15. CONTROL
• Most important step
• Permanent improvement
• Examples
 Checklists
 Monthly meetings
 Document update
 Continued training

16. LEAN
• Toyotas approach
 Determine the value
 Identify value stream
 No interruptions
 Customers demand run flow
 Pursue perfections

17. LEAN
Reduce delivery times
Reduce inventories
Improved customer service
Reduce waiting times

18. LEAN
• 5S’s-Organize and standardize workplace
 Sort- Items in proper place
 Set in order- Easily attainable
 Shine- Clean workplace
 Standardize- Formal procedures
 Sustain- Ongoing training and communications

19. JUST-IN-TIME
• Henry Ford-Father of JIT in U.S.
• Manufacturing approach:
 Materials delivered exactly when there needed
• Pull System
 Customer demand drives output
• Kanban system
 Cards used to signal throughout production line

20. QUALITY AT THE SOURCE
• Line operators in charge of there own quality
 Managers are not the only people who can halt production
 No defect can proceed further
• Poka-yoke- Fool proofing

21. QUALITY AT
THE SOURCE
BENEFITS
Decreased throughput time
Faster delivery
Improved JIT production
Decreased inspections

22. CONTINUOUS IMPROVEMENT
• Kaizen
 Gradual and orderly continuous improvement
 Used in all business activities
 Not perfect but improvement
• Kaizen Blitz
 Expedited improvement to meet deadlines
 Intense process
 Effective in emergency situations

23. LEAN SIX SIGMA IMPLEMENTATION
• Successful project
 Top leadership
1. Communicate lean six sigma commitment
 Skilled team members
1. Project leader skilled in lean six sigma
2. Top talent
 Strong infrastructure
1. Extensive training program
2. Process programs

24. PROJECT CONTROL
• Lean Six Sigma phases
 Initiating
 Planning
 Executing
 Closing

25. SERVICE OPERATIONS
• Half of service work does not add value to the customer
• Decrease service complexity
• Standardize services

26. SUPPLY CHAIN MANAGEMENT
• Lean issues
 Supplier issues
 Poor demand forecasts
 Capacity
 Transportation
• Lean Six Sigma creates a balance in the Supply Chain

27. CONCLUSION
• Lean Six Sigma “Bottom-line”
 Improve business processes
 Solving problems for the customer