The document discusses different business process improvement methodologies including Kaizen, Lean, Six Sigma, Lean Six Sigma, and Design for Six Sigma. It provides definitions and comparisons of each methodology. The key points are: - Kaizen focuses on continuous incremental improvements through standardizing processes. Lean aims to eliminate waste and non-value added activities to increase process speed. Six Sigma uses data to reduce defects and variability. - Lean Six Sigma combines the approaches of both Lean and Six Sigma. Design for Six Sigma ensures new products and processes meet customer expectations from the start. - There is no single "best" methodology as it depends on an organization's needs. A combination of approaches may be most effective. Process mapping

1. Process Improvement: Which Methodology is Best for Your Project? PMI Skyline Luncheon Sharon Valencia, PMP

6. Kaizen’s Deming/ Shewhart PDCA Cycle Plan Start with an idea for doing the job better; study the current situation; identify the problem and formulate a plan Conduct experiments to investigate the idea; implement the plan on a small scale If desired results were achieved, implement the change into the SOP Observe and evaluate results to determine if the idea produced the desired results Act Do Check * It is also acceptable to use the DMAIC framework for Kaizen events

8. Lean’s 5s Approach Sort Sustain Determine what is necessary to perform the job; Eliminate unnecessary items from the workplace Arrange all essential items so that they are clearly marked and easily retrieved Sustain the other steps and continually improve the process Make cleaning and organizing routine; promote an orderly work environment; perform work the same way every time (standardize) Keep clutter out of the workplace; Scrub all machines and the work environment to maintain cleanliness Systematize Straighten Scrub

10. Six Sigma Distribution Upper Control Limit/ Specification Lower Control Limit/ Specification Normal, Bell-Shaped Curve/ Distribution of Values Defects Defects

12. DMAIC Framework for Six Sigma Define Measure Analyze Control Improve Define the goals of the improvement activity; determine project’s business case; identify customer; map current & future state processes; determine scope Measure the existing system or process; determine metrics; define project success factors Control the system or process, including risk, quality, cost, scope, change management; determine reporting needs Improve and implement the system or process; determine necessary activities to achieve goals Analyze the system to eliminate gap between current system or process and the desired goal; determine and reduce obstacles to achievement

16. DMADV Framework for DFSS Define Measure Analyze Verify Design Define the goals of the design act; determine critical to quality (CTQ) characteristics and their relative importance Identify CTQs to be addressed; establish metrics for CTQs; determine how customer satisfaction will be measured Standardize; establish control metrics; develop transition plan Detain selected design; simulate process; ensure design meets CTQs; develop implementation plan Link CTQs to features & determine importance; perform process benchmarking; develop, evaluate, and select designs

17. Methodology Analogy Design For Six Sigma Lean Six Sigma Kaizen Lean Six Sigma

18. Methodology Comparison

25. Sample Process Map

28. Experience. Results. Sharon Valencia, PMP Principal Computer Sciences Corporation [email_address]