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Lean Six Sigma Foundations
- 1. LEAN SIX SIGMA FOUNDATIONS Conor Almoney
- 2. PART 1: INTRODUCING LEAN SIX SIGMA
- 3. WHY SIX SIGMA? It is based on the notion that if variations can be reduced and held close to the middle of a product's specification limits, then there is less chance for defects to occur.
- 4. WHY LEAN? The goal of Lean is to find areas of waste, and permanently eliminate them by applying a strong focus on continual improvements and performance measurements.
- 5. WHY LEAN SIX SIGMA? How Lean Six Sigma is applied is up to you; Lean's tools for reducing cycle time, for example, can be combined with the problem-solving principles of Six Sigma.
- 6. PART 2: UNDERSTANDING SIX SIGMA
- 7. DEFINE In this first step, the Six Sigma team determines what the project is and exactly what it is to be accomplished.
- 8. MEASURE This step involves determining what data is to be collected and how that will occur.
- 9. ANALYZE Here, you must focus on why you are experiencing a particular problem based on the date that was collected.
- 10. IMPROVE Based on the analysis, the project team must generate a list of possible solutions to the problem and then evaluate all of them one by one until the most favorable solution is determined.
- 11. CONTROL In the control phase, the improvement is made permanent; tools and procedures are put in place in order to ensure the chosen solution is maintained and the change is everlasting.
- 12. DESIGN FOR SIX SIGMA When a process is irreparable, it may be necessary to use the steps of the Six Sigma process to create a new one entirely.
- 13. PART 3: UNDERSTANDING LEAN
- 14. LEAN METRICS It is important to evaluate performance metrics in order to determine what steps are providing value and which ones are not.
- 15. 5 S’S There are five basic steps to standardizing and organizing the workplace- Sort, Set In Order, Shine, Standardize, and Sustain.
- 16. JUST IN TIME JIT means that raw materials, components, and subassemblies are delivered to the factory just when they are needed for production, allowing inventory to be maintained at minimal levels in order to reduce costs and increase flexibility within the system.
- 17. TOTAL PRODUCTIVE MAINTENANCE TPM is about understanding both preventive and corrective maintenance procedures and applying those methods in the most effective manner (i.e.: keeping the factory running when needed).
- 18. QUALITY AT THE SOURCE If assembly line workers are authorized to stop the process when they spot a defect, they can fix the problem immediately and prevent the need for a costly inspection.
- 19. CONTINUOUS IMPROVEMENT It is important to continue improving both the process and products in order to keep up with one’s competition and prevent complacency.
- 20. PART 4: IMPLEMENTING LEAN SIX SIGMA
- 21. LEADING THE PROJECT To be successful in leading a Lean Six Sigma project, you must provide adequate leadership from the top, recruit skilled team members and possess a strong supporting infrastructure.
- 22. CONTROLLING THE PROJECT You must communicate properly with all team members by making sure they are doing the right things and know which direction the entire team is moving.
- 23. APPLYING SIX SIGMA TO SERVICES It is beneficial to reduce complexity within your service processes and eliminate unnecessary steps, since experts have estimated that as much as half of the work done in a typical service process adds no value whatsoever in the eyes of the customer.
- 24. LEAN SIX SIGMA FOR SUPPLY CHAIN MANAGEMENT If you discover a problem with meeting a particular customer's orders, you may launch a project to determine why you were having this problem and to implement a solution for your customer.
- 25. CONCLUSION Lean Six Sigma is all about processes, making them better, and solving problems for your customers.