This document provides an overview of Lean Six Sigma fundamentals. It discusses why Lean and Six Sigma are implemented, individually and together. The DMAIC process (Define, Measure, Analyze, Improve, Control) for process improvement projects is outlined. Additional Lean tools like 5S, Just-in-Time, Total Productive Maintenance and Continuous Improvement are summarized. The document also notes how Lean Six Sigma can be applied to services and supply chains.

1. LEAN SIX SIGMA
FOUNDATIONS
Hunter Martin

2. Why Six Sigma?
■ To provide reliable, consistent, dependable products to your customers
■ If variation can be reduced, then there is less chance for defects to occur

3. Why Lean?
■ To eliminate all non-value-added activities (waste)
■ Standard processes
■ Just-in-time delivery
■ Rapid setup/changeover

4. Why Lean Six Sigma?
■ Lean will streamline your processes by eliminating non value added steps and
waste and reduce your average order time
■ Six Sigma experts will do that by applying statistical approaches to reducing
defects and bringing the process steps within control

5. Define
■ Define what you expect to accomplish from this project
■ Process mapping
■ What is not going to be included in the project?

6. Measure
■ Need to know various things like utilization rate, yield, and process time
■ Data collection, cause-and-effect diagramming, process mapping, value stream
mapping, process control charts, process capability charts, histograms, pareto charts

7. Analyze
■ How the existing process works
■ How the process should work
■ Process mapping
■ Time
■ Cost
■ Yield
■ Capacity

8. Improve
■ Brainstorming and communicating are tools that can be used for improvement
Implement the solution to effectively improve processes

9. Control
■ Enables you to have a continuous improvement organization
■ Checklists
■ Monthly review meetings
■ Document updates

10. Design for Six Sigma
■ Focus on attributes critical to quality
■ Define
■ 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
■ Standardize
■ Sustain

13. Just inTime
■ A manufacturing approach where raw materials, components, and subassemblies are
delivered to the factory as they are needed for production

14. Total Productive Maintenance
■ Maintaining and improving the integrity of production and the quality of systems

15. Quality at the Source
■ Throughput time decreased
■ Quicker delivery to customers
■ Just-in-time delivery

16. Continuous Improvement
■ Operating practices and procedures
■ Total involvement
■ Training

17. Lead the Project
■ Leadership for the top
■ Skilled team members
■ Supporting infrastructure

18. Control the Project
■ Initiate
■ Plan
■ Execute
■ Close
■ Effective communication is critical

19. Apply Lean Six Sigma to Services
■ Only allow complexity the customer is willing to pay for
■ A slow process is usually caused by too much “work in progress”

20. Lean Six Sigma for Supply Chain
■ Lean six sigma is not just for manufacturing anymore
■ Strategic gaps in performance
■ Cost reduction and cost avoidance
■ Customer issues