Lean Six Sigma Implementation

Lean Six Sigma Implementation

Copyright © 2005-2008 EMS Consulting Group Inc. All Rights Reserved

Agenda

• Combining Lean and Six Sigma
• The Laws of Lean Six Sigma
• Deploying Lean Six Sigma


Combining Lean and Six Sigma
• The Lean Six
Sigma Approach
combines
– The DMAIC
Methodology
(from Six Sigma)
– Quality Tools
(used in both Six
Sigma and TPS)
– Lean Tools (from
TPS)


Lean and Six Sigma Tools
System Lean / Toyota Six Sigma
Production
System
Philosophy •Elimination of •Reduction of
waste defects/variation

Improvement •PDCA •DMAIC
Process/Cycle

Tools VSM, 5S, Process Mapping,
Standardized Work, SIPOC, Hypothesis
Leveling, SMED, Testing, DOE,
TPM, One Piece Control Charts, etc.
Flow, Kanban, etc.


The Laws of Lean Six Sigma
Lean Six Sigma, George, 2002

• Lean means speed; it applies to all processes.
• Slow processes are expensive processes.
• The Lean metric is process cycle efficiency
(Value-added Time/Total Lead Time)
• Batch sizes must be calculated using flow
variables
• 95% of the lead times in most processes is
wait time.
• To improve speed, you need to identify and
eliminate the biggest time traps using the
Laws of Six Sigma

The Laws of Lean Six Sigma
Lean Six Sigma, George, 2002
• Laws of Six Sigma
– The Law of the Market:
Customer CTQ (critical-to-
quality) issues must be
addressed first.
– The Law of Flexibility: Process
Velocity is directly proportional
to flexibility.
– The Law of Focus: 80% of the
delay in any process is caused
by 20% of the activities
– The Law of Velocity: The
average velocity of flow through
any process is inversely
proportional to both the number
of “things” in the process and
the average variation in supply
and demand.

Execution of Lean Six Sigma
1. Initiation – Top Management
becomes engaged in supporting the
initiative.
2. Resource and Project Selection
• Linked to Customer CTQ
• Focus on creating value (high NPV
projects)
3. Implementation / Sustainability /
Evolution


Deployment Plan
• Process
• Organization
• Measures
• Rewards
• Tools


Deployment Plan
• Process

Org Results
VSM Projects
Goals ($)
Select Identify Quality
Products / Opportun- DMAIC Productivity
Value ities Kaizen Inventory
Streams (Projects) Lead-Time
Sales

Deployment Plan
• Organization
Executive
Leadership
Resources Accountability

Project
Champions

Resources Accountability

Master Process
Black Belt
Black Belt Owners
Team
Members

Deployment Plan: Organization

MBB
Black Belts
Green Belts
Yellow Belts


Deployment Plan
• Measures
– Leading Indicators
• # of champions
identified
• # of BB/GB identified
and trained
• Size and value of
project queue
– Financial
Improvements linked
to each initiative
• Quality
• Productivity
• Inventory
• Lead-Time
• Sales


Deployment Plan
• Rewards
– Bonuses tied to
project performance
(savings generated)
for team
leaders/participants.
– Recognition –
visible support from
executives


Lean Six Sigma Implementation

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