LEAN THINKINGwith
Six Sigma
Cutting Costs, Improving Quality, & Speeding Delivery
byContinuous Process Improvement
Prepared By: Kurt E. RobertsonOrganization Consulting DepartmentSaudi Aramco874-6204
LEAN THINKING with SIX SIGMA
The Robertson Guarantee
IF YOU KEEP ON DOING WHAT YOU HAVE ALWAYS DONE
YOU WILL KEEP ON GETTING WHAT YOU’VE ALWAYS GOT.
I PROMISE
LEAN THINKING with SIX SIGMA
PRESENTATION OBJECTIVE
To Provide a brief overview of Lean & Six Sigma.
Lean is a:• physical transformation to your processes
• transformation of your organization cultural
Lean is Team-based Lean takes a Systems Approach
Both Lean and Six Sigma are data driven
Automation shouldn’t be the first answer
Things you should know about Lean:Lean and Six Sigma can be successfully applied in both operations and service environments
LEAN THINKING with SIX SIGMA
LEAN IS ABOUT PEOPLEEMPOWERMENT
Empowerment does not mean total freedom; it is the ability to make choices within boundaries. It is focused freedom. A shared vision of what we want to create providesthe focus and direction that ensures that empowerment does not lead to chaos.
Center for Study of Work TeamsHarley Davidson Company
LEAN THINKING with SIX SIGMA
Lean compared to Six Sigma• Lean and 6σ are like the Democrats and the Republicans in the U.S.
Congress– they both think they are right, and that you are wrong if you don’t agree with them– very few from one side ever change sides– some of their methods and decisions are sub-optimal– but each adds balance to the process when applied reasonably and
knowledgeably• Lean focuses on:
– reducing the 8 Wastes– Improving process flow– Increasing process speed• Lean cannot always bring a process under statistical control
• Six Sigma helps:– reduce process variation (one of the 8 wastes)– reduce defects• Six Sigma alone cannot dramatically optimize process flow and reduce wastes
Because of their complementary natures, each brings to theimprovement process something the other does not, and the fusion ofLean and 6σ is rapidly gaining popularity.
DO LEAN FIRST before SIX SIGMA 99% of the time
LEAN THINKING with SIX SIGMA
Source: SIX SIGMA RESEARCH INSTITUTEMotorola University Motorola, Inc.
OVERALL YIELD vs SIGMA(Distribution Shifted ±1.5σ)# of
Steps ±3σ ±4σ ±5σ ±6σ
17
1020406080100150200300400500600700800900
100012003000170003800070000
150000
93.32%61.6350.0825.086.291.580.400.10- - -- - -- - -- - -- - -- - -- - -- - -- - -- - -- - -- - -- - -- - -
99.379%95.73393.9688.2977.9468.8160.7553.6439.3828.7715.438.284.442.381.280.690.370.200.06- - -- - -- - -
99.9767%99.83999.76899.53699.07498.61498.15697.7096.6195.4593.2691.1189.0286.9784.9783.0281.1179.2475.8850.15
1.910.01
99.99966%99.997699.996699.993299.986499.979699.972899.96699.94999.93299.89899.86499.83099.79699.76299.72999.69599.66199.59398.98594.38487.88078.82060.000
LEAN
6 Sigma
Less w
aste -
fewer
steps
- less v
ariation
Complementary Tools
LEAN THINKING with SIX SIGMA
•Lean reduces cost, improves quality, and speeds delivery by eliminating non-value added activity in a process by identifying and eliminating waste.
•Six Sigma is a more data-driven approach which aims to reduce cost, improve quality, and speed delivery by reducing process variabilityvariability and defectsdefects using the five-step DMAIC model. 6σ depends heavily on data mining and data integrity.
•Lean Six Sigma: Any combination should maintain the integrity of each discipline while combining the benefits of each. Attempting to make one look like a part of the other Sub-optimizes both. Problem complexity often determines which to use. Don’t use a hammer to crack a peanut shell.
Combining Lean and Six Sigma
LEAN THINKING with SIX SIGMA
When to use Lean or Six Sigma
Lean is an AXE. Use Lean if:This is the first and or second pass at identifying and eliminating wasteProcess problems include:
flowoperator cycle timeproduct lead timedelivery timequalitycosts
You need rapid improvementYou need a mile-wide, inch-deep approach
Six Sigma is a SCALPEL. Use Six Sigma if:Lean has made a first pass with improvementDefects and variation still persist and you need refined data analysis with an inch-wide, mile-deep approach
Lean is not about tinkering with your existing processes. It is a Process and Cultural Transformation
LEAN THINKING with SIX SIGMA
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Difficult-to-Reach FruitProduction Preparation Process (PPP)Design for Six Sigma (DFSS)
Middle FruitSix Sigma tools
Low-Hanging FruitLean tools
Ground FruitLogic and Intuition
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Degreeof
Complexity
Harvesting the Fruit of Lean Six Sigma
LEAN THINKING with SIX SIGMA
Let’s Talk Lean First
And you should Do Lean First in most cases
LEAN THINKING with SIX SIGMA
AGENDA• History• Definition• Goal• Process• Value Stream Mapping• Kaizen• Becoming Lean• Lean and Quality• Metrics• Why Lean Fails• Six Sigma• Resistance• Six Sigma• Your Responsibility• How it ends• Resources
LEAN THINKING with SIX SIGMA
Lean History
15th Century
The Republicof Venice
1905
“Today and Tomorrow”
byHenry Ford
1945-1973
The ToyotaProduction
System
W. Edwards Deming
1973
Oil Embargo
1974-2005
Books about :JIT
Cellular ManufacturingVisual Factory
Agile ManufacturingFlexible Manufacturing
Synchronous MfgPull Production
Rapid ContinuousImprovement
KaizenGroup Technology
MIT“The Machine That Changed the World”
“Lean Thinking”by
James Womack
1973-2005
BoeingDanaher
U.S. NavyU.S. Air Force
AirbusDell Computer
MaytagWhirlpool
McDonald’sMicrosoft
And most companies that have tried
Theory of Constraintsand Six Sigma
LEAN SIX SIGMA
Time
LEAN THINKING with SIX SIGMA
AGENDAHistory
• Definition• Goal• Process• Value Stream Mapping• Kaizen• Becoming Lean• Lean and Quality• Metrics• Why Lean Fails• Resistance• Your Responsibility• How it ends• Resources
LEAN THINKING with SIX SIGMA
Is based on the Toyota Production SystemIs the Identification and Elimination of
WASTE in the ProcessGot its name from MIT and James Womack’s
research teamIs process simplification, and the relentless
removal of waste from all processesImproves Quality, Cost, Delivery, Safety,
Morale (QCDSM)Increases process capacityReduces defectsResults in a stable, reliable, repeatable, predictable
process
LEAN
LEAN THINKING with SIX SIGMA
General Rules
1. Lean is about fixing the SYSTEM and transforming the CULTURECULTURE (CM).
2. Lean is about FLOW.FLOW.3. Lean is about people, not just about improvement tools.4. Lean is about YOUR expectations and about what
YOU are willing to tolerate in terms of Quality, Cost, Delivery, Safety, and Morale (QCDSM).
5. Processes rarely get better on their own.6. Successful processes have rules, standards, &
absolutes.7. To solve a problem you have to admit you have one.8. Problems need to be quantitatively defined and their
corrective action quantitatively tracked. (Measurement System).
9. Every project needs a Value Stream Champion.
LEAN THINKING with SIX SIGMA
The SystemThe System
Value Stream
OperationsPlanning Material Supply Sales and Marketing
Value Stream
Waste is any activity that:1. The customer isn’t willing to pay for.
WASTE
2. Doesn’t positively change the form, fit, or function of the product or service (Value Added)
LEAN THINKING with SIX SIGMA
If it prevents the FLOW of product or information….
LEAN THINKING with SIX SIGMA
Lean Focus – The 8 WastesLean focuses on identifying and eliminating the 8 hidden wastes common to both
manufacturing and service industries:1. OVER-PROCESSING: Adding more value to a service or product than
customers want or will pay for. A 15 page report when 1 page would do. Design Engineer enhancing or modifying customer specifications. PROCESS COMPLEXITY
2. MOTION: NeedlessNeedless movement of people (hunting, searching, gathering things).3. TRANSPORTATION: Unnecessary movement of materials.4. EXCESS INVENTORY: Work-In-Process (WIP) or raw material (RM) that is in
excess of what is required to produce Just-In-Time (JIT) for the customer.5. WAITING: Any delay between when one process step/activity ends and the next
step/activity begins.6. DEFECTS: Any aspect of the product or service that does not conform to
customer needs. (SIX SIGMA) Variation = defects7. OVER-PRODUCTION: Production of service outputs or products beyond what is
needed for immediate use.8. UNUSED EMPLOYEE CREATIVITY: Losing time, ideas, skills, improvements,
and learning opportunities by not engaging or listening to your employees.-- The Toyota Production System
LEAN THINKING with SIX SIGMA
The 9th Waste - HASTE
– American (or Western adage):
“Haste makes waste.”
“If you don’t have time to do it right, when will you have time to do it over?” -- J. Raymond Robertson
LEAN THINKING with SIX SIGMA
Understanding FLOWUnderstanding FLOW
LEAN THINKING with SIX SIGMA
Business as UsualPRODUCTPRODUCT
BUILT & SHIPPEDBUILT & SHIPPEDCUSTOMERCUSTOMER
ORDERORDER
Lead-time
Waste
Lean ProcessPRODUCTPRODUCT
BUILT & SHIPPEDBUILT & SHIPPEDCUSTOMERCUSTOMER
ORDERORDER
Lead-time (Shorter)
Waste
Why Lean?Why Lean?
LEAN THINKING with SIX SIGMA
97% NVA 3%VA
Most Process Improvement
. . . Achieve this . . .
97% NVA
Teams Attack this . . .
. . . and Ignore this
Typical Value Stream Ratio of Value-Added to Non-Value-Added Activity
Source: C. Fiore; Lean Strategies for Product Development, ASQ, 2003
Where’s the Real
Opportunity?
Why Lean?Why Lean?
LEAN THINKING with SIX SIGMA
A $ea of RM & WIPA $ea of RM & WIP
Reduce the inventory and see the Reduce the inventory and see the wa$tewa$te!!
Excess InventoryOur corporate body guard against bad processes
You can ‘t be Lean unless your suppliers are Lean.
LEAN THINKING with SIX SIGMA
Who Is Lean??
• Fire Fighters• Hospital Emergency Rooms• Lifeguards• Boeing (Leaner)
Where lives are at risk, you will probably find Lean processes.
What about the rest of us??
LEAN THINKING with SIX SIGMA
Typical Causes of Waste
1. Layout (distance)2. Long set-up time3. Poor work methods4. Lack of training5. Functional organizations6. Technology Gaps7. Little understanding of the
entire process
8. Historic supervisory roles9. Irrelevant performance measures10. Lack of workplace organization11. Supplier quality/reliability12. Poor communication13. Avoidable interruptions14. Complexity15. More…
LEAN THINKING with SIX SIGMA
Non-Value-Adding Activities(Operations)
“Non-value-adding” activity (NVA) consumes time and money...but does not change the value of an item.
1. SORTING2. COUNTING3. STACKING4. EXPEDITING5. TRANSFERRING6. CHECKING7. TRANSPORTING8. HUNTING, SEARCHING, GATHERING
LEAN THINKING with SIX SIGMA
Non-value-adding (NVA)(office)
Examples1. CHECKING2. SIGNATURES3. ASKING4. APPROVING5. REVIEWING6. MONITORING7. REWORK8. TRANSPORTING9. DOUBLE HANDLING10.HUNTING, SEARCHING, GATHERING
LEAN THINKING with SIX SIGMA
Improved product Quality, Cost, Delivery; Improved employee Safety and Morale (Q C D S M) in any operational or service process.
1. By establishing• (one-piece) Flow• Based in Takt Time• In a Pull environment (JIT)
2. But first I need processes that are:• Stable• Reliable• Predictable• Repeatable
3. I get those processes by establishing:• Awareness - at all levels of the organization• 5S – Workplace organization• Value Stream Mapping – information and material flow• Flow – improve plant or office layout• Leveled Production – reduce lot sizes, setup time, lead times,
inventory• Standard Work – improve quality, maintenance; simplify processes
The Goal of Lean
LEAN THINKING with SIX SIGMA
Lean Kaizen Sequence
-5S –Organize the workplace
FLOW: AIWs (Gemba Kaizen) Factory Layout Kaizen
Standard Work: Operator Methodsprocess simplification, quality and maintenance
Equipment Kaizen (TPM)3P, Autonomation
Leveled ProductionLine Balancing
Reduce: lot sizes, setup times, lead times, operator cycle times, inventory
Distribution System Kaizen
One-piece flowPull/Kanban
Takt time
AW
AR
EN
ESS
Processes can be transformedin days, weeks or months, but plan 1- 6 years for the corporatetransformation
LEAN THINKING with SIX SIGMA
The Lean Toolbox1. Value Stream Maps 2. Rapid Improvement (Kaizen)
Events3. Education 4. Employee Involvement5. Metrics and Alignment6. Flow Cells7. Standard Work
– Capacity Analysis– Takt Time / Cycle Time
Standard Ops Worksheet– Production Control Board
8. 5S / Visual Controls9. Pull/Kanban Systems10. Brainstorming11. Prioritization12. Spaghetti Chart13. Poka-Yoke / Mistake Proofing14. Set-up Reduction15. Total Productive Maintenance16. Change Management
17. SIX SIGMA18. Chaku-Chaku / Load-Load19. Heijunka / Load Leveling20. Bottlenecks21. Point-of-Use Delivery22. DFMA23. Control Charting24. Pareto Analysis25. Histograms26. Root Cause Analysis27. 5 Why’s28. Hypothesis Testing29. Supply Chain Management30. Critical Chain Project
Management31. 7 Quality Control Tools32. 7 Management & Planning
Tools33. Nominal Group Technique34. Production Process
Preparation (3P)
LEAN THINKING with SIX SIGMA
How Do I Know Which Tool To Use?
How do you know whether to use Microsoft:– Excel– PowerPoint– Word– Access– Project – Visio
Excel is probably not the best choice for word processing.Word is probably not the best choice for calculations.**The KNOWLEDGEABLE, EXPERIENCED use of a tool
is the key to the SUCCESSFUL use of a tool**
LEAN THINKING with SIX SIGMA
AGENDAHistoryDefinitionGoalProcess
• Value Stream Mapping• Kaizen• Becoming Lean• Lean and Quality• Metrics• Why Lean Fails• Resistance• Six Sigma• Your Responsibility• How it ends• Resources
LEAN THINKING with SIX SIGMA
Project Description:
Business Reason for the Project:
Potential Implementation Costs:
Dates:
Team Leaders and Members:
Expected ROI:
VSMRIEProjectJust Do It Difficulty
Impa
ct
Value Stream Champion:
Senior Management Sponsor:
Project Constraints (Financial, Personnel, Equipment):
Team Charter
LEAN THINKING with SIX SIGMA
Definition of a Value Stream
The VALUE STREAM is the entire set of processes or activities designed to transform the products and services into what is
required by the customer.
A Primary Focus is TIME,
Product and / or Service Flow
Information Flow: Quickly In All Directions
The VALUE STREAM
Sell Sell CustomersCustomersSuppliersSuppliers Make Make ProcureProcureDesignDesign
LEAN THINKING with SIX SIGMA
Define the Boundaries
• Where are the stakes in the ground that define your Value Stream boundaries?– We’ll focus our efforts between them!
Value stream outputs customerssuppliers inputs
start stop
What keeps you awake at night?
LEAN THINKING with SIX SIGMA
18400 pieces/month-12000- L- 6400- RTray = 20 pieces
2 shifts
CUSTOMER
Shipping
Staging
Stamping
1
C/O=1 hourC/T=1 sec
Uptime = 85%
27,600 *2 sec. avail.
S. Weld #1
1
C/T=39 sec
Uptime = 100%
27,600 *2 sec. avail.
C/O=10 m
S. Weld #2
1
C/T=46 sec
Uptime = 80%
27,600 *2 sec. avail.
C/O=10 m
Ass’y #1
1
C/T=62 sec
Uptime = 100%
27,600 *2 sec. avail.
C/O = 0
Ass’y #2
1
Uptime = 100%
27,600 *2 sec. avail.
C/T=40 secC/O = 0
Coils5 days
I I4600 L2400 R
I1100 L600R
I1600 L850R
I1200 L640R
I2700 L1440R
500 ft coils
SUPPLIER
Tues. &
Thurs.
Daily Ship Schedule
Production Control
MRP
6 week forecast
WeeklyFax
Weekly Schedule
Daily Order
90/60/30 day forecasts
(VAT) = 188 sec.
.0014% VA
1 sec 40 sec62 sec46 sec39 sec Process TimePLT = 23.6 days5 days 7.6d 1.8d 2.7d 2d 4.5d
Value $tream Map – Finding the WA$TE
LEAN THINKING with SIX SIGMA
Current StateValue Stream Map
Improve Harrier Maintenance Flight Operating Performance
Identify, remove and repair failed, broken, or obsolete parts for Harrier Weapon Platform, functional test, and reapply finish
ON DEMAND
DEFECT FREE
1 BY 1Cost of other Platforms Floor Space LOWEST COST
On Time Delivery
Core Manpower Requirements
Current State - March '02AREA: Harrier Maintenance Flight (500 Hour Minor)
BUSINESS CASE: VALUE STATEMENT: KEY REQUIREMENTS: MEASUREMENTS: IDEAL STATE:
Operational RiskQuality and Flight Safety
Productivity (hours per unit)Throughput Time
Future State Implementation Pan
LEAN THINKING with SIX SIGMA
Current State Map
• Total time: 156 hrs
• waiting time: 148 hrs
• Value added time: 8 hrs (5%)
• No. of steps: 63
• Defect rate: 10%
• Backlog: 2 weeks
• Distance traveled: 1.2 km
LEAN THINKING with SIX SIGMA
Spaghetti ChartsCommunication and Motion
LEAN THINKING with SIX SIGMA
IN CHARGE OF FOLLOWUP: Project NameStatus of overall completion = % 28
Plan DatesACTION Who
Start Finish
PROJECT SUMMARY:
Action DepartmentIn charge
of this item
BEGINCCOMPL
ETE
Comments 40
1 ASD / MZU
7/3/2007
7/10/2007
AAD to AJD:Follow-up this action item and report completion 100
2
AJD / ASD / MZU
7/3/2007
8/10/2007
AAD to AJD: Make sure this is done MAS: You can decide where the location of the hotline be.
5
3 ASD / MZU
7/3/2007
8/10/2007 100
Comments %Status
LEAN THINKING with SIX SIGMA
LEAN AGENDA
HistoryDefinitionGoalProcessValue Stream Mapping
• Kaizen• Becoming Lean• Lean and Quality• Metrics• Why Lean Fails• Resistance• Six Sigma• Your Responsibility• How it ends• Resources
LEAN THINKING with SIX SIGMA
Kaizen = continuous improvement
•• RAPIDRAPID IMPROVEMENT• At the end of the week, a new process should be in place.• Anything else is not rapid improvement. It’s a “STUDY”.
LEAN THINKING with SIX SIGMA
Project Description:
Business Reason for the Project:
Potential Implementation Costs:
Dates:
Team Leaders and Members:
Expected ROI:
VSMRIEProjectJust Do It Difficulty
Impa
ct
Value Stream Champion:
Senior Management Sponsor:
Project Constraints (Financial, Personnel, Equipment):
Team Charter
LEAN THINKING with SIX SIGMA
Rapid Improvement Events (RIE)
• Action oriented– “leaned” process in place and
functioning by close of event– creativity before capital
• Learning by doing• Transform the Value Stream• Structure
– 3-5 days in length– 3-5 teams cross-functional teams– 6-8 people per team– Seven week improvement cycle
• 3 weeks preparation• 1 week execution• 3 weeks follow-up
LEAN THINKING with SIX SIGMA
Rapid Improvement Events
By: Date: Prep. % COT:
Team:
3rd Week Before Event: 2nd Week Before Event: 1st Week Before Event:
PREPARATION
(% COT: ) (% COT: ) (% COT: )
1) Select the Value Stream from the EnterpriseTransformation Plan.2) Select the target area from Value StreamAnalysis.3) Determine the focus - which Lean toolswill be applied?4) Identify the Team Leader, Co-Leader, and Team Members.5) Assure at least 1/3rd of participants arefrom the affected area.6) Clear participants calendars for the Improvement Event Week.7) Complete the Team Roster.
1) Identify the suppliers and inputs2) Identify the customers and outputs3) Identify the start / stop boundaries4) Gather facts and data to populate startingnumbers on Target Progress Report5) Populate the Target Progress Report6) Identify top three improvement metrics7) Establish improvement targets on top threemetrics, be aggressive8) Meet with affected stakeholders to communicate Improvement Event schedule, metrics, targets, and tools to be applied9) Set a flip chart up in affected area, ask stakeholders to put ideas for improvementon flip chart. Start Improvement Newspaper.10) Capture flow stopper information from Production Control Boards11) Confirm the availability of any specialresources for:- equipment or furniture moves- computer / phone moves- 5S, shadowing, kitting- Production Control Boards12) Obtain any special data collection instructions from your Coach such as:- Information from previous Improvement Events- Customer critical to quality issues- Safety data13) Confirm all participants are still availablefor entire Event week
1) Communicate key metrics, targets, and tools to be applied to all team participants2) Train team participants on improvementprocess and tools to be applied3) Identify what "triggers" work4) Double check availability of all resources:- equipment or furniture moves- computer or phone moves- 5S, shadowing, kitting- Production Control Boards5) Communicate with affected area, review items listed on flip chart and ask for clarification, make sure these are added to Improvement Newspaper6) Make sure team break-out area is ready:- flip charts, markers, post-its, VSA blanks- forms, stop watches7) Make sure Process Champion is setto give opening remarks on Mondaymorning8) Make sure Process Champion is availablefor Team Leader Meetings Monday - Wednesday9) Schedule Final Presentation with ProcessChampion and appropriate leadership10) Plan working lunches11)Confirm all team participants are going to be available full time for entire event12) Confirm Target Progress Report and Team Roster are complete
RIE Preparation Checklist
LEAN THINKING with SIX SIGMA
RIE Daily ChecklistRapid Improvement Events
Day One. Day Two. Day Three. Day Four.
1. Review team goals and objectives, create Day 1 plan. 1. Identify wastes to attack. 1. Train Stakeholders on new cell layout and standard 1. Train Stakeholders on new cell layout and work. standard work
2. Meet with Cell Stakeholders and review goals. 2. After TAKT time/Cycle time bar charts. (loading diagram) 2. Assign a team member to each Stakeholder. 2. Assign a team member to each Stakeholder.
3. Before Data, Documentation and "Tools" TAKT Time Calculation 3. Create plan for new cell layout. 3. Run new cell. 3. Run new cell. Before Time Observations Before Cycle Time Bar Charts (Loading Diagrams) 4. Meet with Stakeholders, review progress and plans 4. Fix problems immediately. 4. Create/post Key Point, Work Combination Sheets, Before Standard Work Sheet/Cell Layout solicit ideas and concerns. Standard Work Sheet, Production Control Board, Before WIP Count ($ and pieces) 5. Create production control board. and Kaizen Newspaper. Before 6S Audit 5. After standard work combination sheets. Before Safety Audit 6. Work on 6-S and safety issues. 5. Fix problems immediately. Before Work Combination Sheets (one per operator) 6. Notify support groups by 2.00 PM of required
support. 7. Create/post Key Point, Work Combination Sheets, 6. After 6-S and safety audits.4. Take a "Waste Walk", to further identify opportunities. Standard Work Sheet, Production Control Board,
7. Daily recap. and Kaizen Newspaper. 7. Off shop floor by 1:00.5. Daily recap.
8. Create daily plan for Wednesday. 8. Daily recap. 8. After area pictures and Team picture.6. Meet with Stakeholders and review progress.ideas.
9. Team Leader/Co Leader. How late do we stay? 9. Create daily plan for Thursday. 9. Prepare final presentation.7. Create daily plan for Tuesday.
10. Daily Team Leader meeting. 10. Team Leader/Co Leader. How late do we stay? 10. Complete Team/Event binder.8. Team Leader/Co-Leader. How late do we stay?
11. 6-S meeting area. 11. Daily Team Leader meeting. 11. 6-S meeting area.9. Daily Team Leader meeting.
12. Implement plan/create cell. 12. 6-S meeting area. 12. Inventory kit boxes and find missing articles.10. 6-S meeting area.
** Team Leaders need to assign action items ** Team Leaders need to assign action items ** Team Leaders need to assign action items ** Team Leaders need to assign action itemsto specific people on the teams and require to specific people on the teams and require to specific people on the teams and require to specific people on the teams and requirefollow up reports on progress at a minimum follow up reports on progress at a minimum follow up reports on progress at a minimum follow up reports on progress at a minimumof two hour increments. of two hour increments. of two hour increments. of two hour increments.
TEAM DAILY CHECKLIST
LEAN THINKING with SIX SIGMA
LEAN AGENDA
HistoryDefinitionGoalProcessValue Stream MappingKaizen
• Becoming Lean• Lean and Quality• Metrics• Why Lean Fails• Resistance• Six Sigma• Your Responsibility• How it ends• Resources
The 5S Principles: Proper arrangement and orderliness
“Good factories (workplaces) develop beginning with the 5Ss; bad factories fall apart beginning with the 5Ss.” —Hiroyuki Hirano
LEAN THINKING with SIX SIGMA
5S Workplace Organization1. SORT (seiri): Clearly distinguish what is necessary & what is not. Remove
what does not support an organized, visual and Lean workplace. 2. SIMPLIFY (seiton): Ensure everything required to do the task has a visually
designated location, is available, functional, and can easily be seen, reached and returned in the sequence used; Consider an operating room or fire engine. Mark/label locations clearly.
3. SWEEP (seiso): Keep the work area, tools and equipment – Floors, machines, desks, files, equipment – organized, organized, repaired (TPM), and visually marked.
4. STANDARDIZE (seiketsu): Maintain & improve the first 3S’s. Establish procedures so storage and cleaning actions are consistently applied by everyone.
5. SUSTAIN (shitsuke): Hold the gains. Achieve the discipline/habit of following the correct procedures. From this new level of efficiency, start again.
LEAN THINKING with SIX SIGMA
Visual ControlsA Major Element of 5S
• Visual controls:– Answer a question before it is asked– Help spot abnormalities in the system– Examples:
• Medical – Moment of Truth• KSA/Bahrain Causeway booth lights:
– Avg and Std Dev
LEAN THINKING with SIX SIGMA
The 5S’s
1. SortNeeded from the unneeded
2. ShineClean, scrub, and fix
3. Set in orderA place for everything
4. StandardizeA plan to sustain
5. SustainFollowing through
Low Level of 5S
High Level of 5S
LEAN THINKING with SIX SIGMA
Standard Work Board
6S Layout and Assignments
Standard Work Bar Chart
TAKT time & Delivery Performance Measure
Andon Flag
Cell Key Measures
Corrective Action Matrix and Plan
LEAN THINKING with SIX SIGMA
LEAN THINKING with SIX SIGMA
Shadow Hand Tools
LEAN THINKING with SIX SIGMA
Signal Lights
LEAN THINKING with SIX SIGMA
LabelingShadowing
Color SchemesStripingProduction
Control Boards
Foot-printing
Visual Management
LEAN THINKING with SIX SIGMA
LEAN THINKING with SIX SIGMA
Visual Controls
LEAN THINKING with SIX SIGMA
Other Visual & Audio Controls
1. Clock2. Traffic lights with a timer3. Traffic Lines/ lights/signs4. Sounds announcing break time5. Call to Prayer6. Score boards at sporting events7. Arrival/Departure boards in airports8. Lights indicating machine or process condition9. Lights and siren on emergency vehicles10. Gauges on medical & industrial equipment11. Big teeth on a snarling lion12. Take-a-Number systems13. Colored caps on milk bottles
Visual and Audio controls answer questions before they are asked.
LEAN THINKING with SIX SIGMA
Point-of-Use Strategy: 7 Elements of Surgery
7 ElementsOf Surgery
Information
Instruments
Supplies
Fasteners
Hand Tools
Fixtures
Power Tools
LEAN THINKING with SIX SIGMA
Supermarket Pull System
•Customer Process goes to supermarket and withdraws what it needs when it needs it.
•Supplying Process produces to replenish what was withdrawn.
•Purpose: Controls production at supplying process without tying to schedule. Controls production between flows.
Supermarket
Supplying Process
Customer Processproduct product
KanbanKanban
LEAN THINKING with SIX SIGMA
Pull/Kanban SystemsPull/Kanban Systems
PullPull
• On Demand– Upstream Supplier– Downstream User– Visual Trigger
• Sequenced– Use FIFO lanes
• Replenished– Create supermarkets
LEAN THINKING with SIX SIGMA
Traditional vs Cellular Flow
Traditional flow Cellular flowDept 1
Dept 2
Dept 4
OUT
DONE
OUT
OUT
OUT
IN
IN
IN
IN
DONE
IN
•Demand paced production
•Value-adding steps in order
•No stops, piles, or back-ups
•Flexible
•Less transportation
•Less work-in-process
4 3
1 2Dept 3
LEAN THINKING with SIX SIGMA
U – Shaped Cell
RM
FG
Andon
LEAN THINKING with SIX SIGMA
Other Important Lean Tools
1. Setup Reduction2. Standard Operations3. Times
– Operator Cycle Time– Product Lead Time– Waste Time– Takt Time (customer driven)
4. Total Productive Maintenance (TPM)5. Production Preparation Process (PPP)6. Bottleneck reduction7. Mistake proofing (Poke Yoke) (Example:
mobile SIM card)8. 5 Whys9. Self-Inspection and Acceptance (SI&A)
LEAN THINKING with SIX SIGMA
Lean Implementation Sequence
-5S –Organize the workplace
FLOW: AIWs (Gemba Kaizen) Factory Layout Kaizen
Standard Work: Operator Methodsprocess simplification, quality and maintenance
Equipment Kaizen (TPM)3P, Autonomation
Leveled ProductionLine Balancing
Reduce: lot sizes, setup times, lead times, operator cycle times, inventory
Distribution System Kaizen
One-piece flowPull/Kanban
Takt time
AW
AR
EN
ESS
PEOPLE
LEAN THINKING with SIX SIGMA
LEAN AGENDA
HistoryDefinitionGoalProcessValue Stream MappingKaizenBecoming Lean
• Lean and Quality• Metrics• Why Lean Fails• Resistance• Six Sigma• Your Responsibility• How it ends• Resources
LEAN THINKING with SIX SIGMA
How Does Lean Help Quality?RULE #1: Do not make, accept or pass on a defect.RULE #2: Inspection is the enemy of quality.RULE #3: The operator is responsible for identifying,
tracking and correcting his defect rate.•By using standard work, reducing bottlenecks, and using other Lean tools, Lean makes processes
– stable– reliable– predictable– repeatable
•The HIDDEN FACTORY: Lean will not succeed without addressing and correcting variation and its resulting defect rate, because FLOW cannot exist in a process with a high defect rate.
Our processes have high defect rates because we TOLERATETOLERATE high defect rates
LEAN THINKING with SIX SIGMA
AGENDAHistoryDefinitionGoalProcessValue Stream MappingKaizenBecoming LeanLean and Quality
• Metrics• Why Lean Fails• Resistance• Six Sigma• Your Responsibility• How it ends• Resources
LEAN THINKING with SIX SIGMA
Implementation MetricsLeading Indicators
1. Cycle Time2. Inventory (amount, turn rate, IRA)3. Productivity4. Square Feet (foot print)5. Set-up Time6. Product Lead Time 7. People Travel8. Product Travel9. Volume 10. Crew Size11. Safety/Ergonomics
Lean is data driven
LEAN THINKING with SIX SIGMA
METRICS - The Forensics of CPI
1. What gets measured gets fixed.2. If you can measure it, you can change it.3. Metrics drive behavior. Tell me how you will measure me and I will tell
you how I will perform.4. The folly of rewarding A while hoping for B.5. Measure first, then manage.6. Leading indicators versus Lagging indicators (NDE)– Always reviewing
the past, and not guiding the future. Manage the leading indicators, and the lagging indicators will be O.K.
7. Problems must be quantified, exposed and confronted. Lean cannot remedy an unacknowledged or hidden problem.
8. Don’t measure effort and process compliance. Measure results.9. What you allow, you encourage.10. Your Recommendations are only as good as your analysis. Your
analysis is only as good as your data. Your data is only as good as you measurement system. Data Integrity is the foundation of a credible project.
LEAN THINKING with SIX SIGMA
AGENDAHistoryDefinitionGoalProcessValue Stream MappingKaizenBecoming LeanLean and QualityMetrics
• Why Lean Fails• Resistance• Six Sigma• Your Responsibility• How it ends• Resources
LEAN THINKING with SIX SIGMA
Reasons Lean Fails1. No sense of urgency (burning platform)2. Looking for a quick fix (lean pill)3. No leadership commitment and support
• Awareness• Full-time practitioners
4. No education and awareness among the employees and management. (CM)
5. No understanding of Lean (flavor of the month)6. No Sensei (Do-It-Yourself Lean)7. No Value Stream Map8. No implementation or sustaining plan (PM)9. No customer and supplier involvement in the
improvement process.
LEAN THINKING with SIX SIGMA
AGENDAHistoryDefinitionGoalProcessValue Stream MappingKaizenBecoming LeanLean and QualityMetricsWhy Lean Fails
• Resistance• Six Sigma• Your Responsibility• How it ends• Resources
LEAN THINKING with SIX SIGMA
ManagementManagementattentionattention
Critical mass
ManagementManagementattentionattention
LeadingLeading ChangeChange
Increasing Increasing resistanceresistance
IncreasingIncreasingcooperationcooperationNeutralIncreasingIncreasing
resistanceresistanceIncreasingIncreasingcooperationcooperation
Neutral
Early adopters
Traditional SituationTraditional Situation
Anchor Anchor draggersdraggers
"UncommittedMass"
Strong pull from early adopters
You cannot ignore the anchor draggers!
Managing Resistance
“The focal point really shouldn’t be on managing resistance, but on getting people excited about the benefits of the change.” -- Jeff Hiatt, president and CEO of Prosci
LEAN THINKING with SIX SIGMA
• 40% reduction in assembly hours per unit• 60% reduction in lead time• 92% reduction in line move time
How Do You Know When You are Lean?
You never get Lean,
you only get Leaner
LEAN THINKING with SIX SIGMA
Some Lean Successes
• Helicopter BCD Check: Reduced TAT from 28-14 days
• Surveying Services: Exponentially increased flying hours for the photography aircraft. 10% increase in one week
• Wellhead Turnover: Days to turnover reduced • Material Supply: Staging time reduced, scanners
repaired, forklifts replaced.
LEAN THINKING with SIX SIGMA
Lean in Project Mgt and ConstructionStudies involving international companies suggest a 25% improvement in construction
productivity would be the low-hanging fruit. The main findings of the study are:
1. Avoidable Interruptions: Over 60% of workdays contain avoidable interruptions with a loss in man-hours of 10-40%.
2. Overtime: causes approximately 5% loss in productivity for every 5 hours of overtime per week.
3. Over-manning: 10% productivity loss for every 25% unplanned increase in labor force.
4. Days of Week: Productivity on Tuesdays, Wednesdays and Thursdays (Thursday/Friday/Sat in the West) can be 15% lower than that of the remaining part of the working week.
5. Productivity: can vary by up to 400% (from day to day) for same crew, and over 25% amongst crews performing similar activities under the same circumstances. Major causes of productivity variation are interruptions, quality of labor force, and motivation.
Dr. Rashad Zakieh (PMP)Operations ServicesSaudi Aramco, Saudi ArabiaTel. 874-3800 (Work)International email: [email protected]
LEAN THINKING with SIX SIGMA
BOEING 737 FINAL ASSEMBLYBEFORE
LEAN IMPLEMENTATION
LEAN THINKING with SIX SIGMA
LEAN THINKING with SIX SIGMA
The Boeing 737 Moving Line
LEAN THINKING with SIX SIGMA
LEAN AGENDAHistoryDefinitionGoalProcessValue Stream MappingKaizenBecoming LeanLean and QualityMetricsWhy Lean FailsResistance
• Six Sigma• Your Responsibility• How it ends• Resources
LEAN THINKING with SIX SIGMA
•It is a process capability measure
•It is a commercial program
•Packaged at Motorola in 1985
•May lead to “Analysis Paralysis”
SIX SIGMA
LEAN THINKING with SIX SIGMA
Lean Focus – The 8 WastesLean focuses on identifying and eliminating the 8 hidden wastes common to both
manufacturing and service industries:1. OVER-PROCESSING: Adding more value to a service or product than
customers want or will pay for. 2. MOTION: Needless movement of people (looking for things).3. TRANSPORTATION: Unnecessary movement of materials.4. EXCESS INVENTORY: any work-in-process or raw material that is in excess of
what is required to produce just-in-time for the customer.5. WAITING: Any delay between when one process step/activity ends and the next
step/activity begins.6. DEFECTS: Any aspect of the product or service that does not conform to
customer needs. (SIX SIGMA) Variation = defects7. OVER-PRODUCTION: Production of service outputs or products beyond what is
needed for immediate use.8. UNUSED EMPLOYEE CREATIVITY: Losing time, ideas, skills, improvements,
and learning opportunities by not engaging or listening to your employees.
LEAN THINKING with SIX SIGMA
Understanding Variation
Variation• means that a process or product does not
produce the same results every time it is measured
• is always present at some level• is inherent in every process or product• is our enemy in delivering services or
manufacturing products, • reduction helps to improve quality, reduce
costs, increase profits, and increase customer satisfaction.
LEAN THINKING with SIX SIGMA
Lean Six Sigma uses the DMAIC process for• Project Management• Project Execution
Lean Six Sigma Process ImprovementLean Six Sigma Process Improvement
LEAN THINKING with SIX SIGMA
Dissecting DMAIC
MeasureDefine ImproveAnalyze Control
what is important to the customer?:Project SelectionTeam FormationEstablish Goal
how well we are doing?:Collect Data
Construct Process FlowValidate Measurement System
the process:Analyze Data
Identify Root Causes
the process gains:Ensure Solution is
Sustained
the process performance measures:Prioritize root causes
Innovate pilot solutionsValidate the improvement
LEAN THINKING with SIX SIGMA
Y = f(x)
Y= f(x), refers to a problem or process output (Y), that is the result of one or more process inputs (Xs). Eliminating or improving the Xs reduces or eliminates the problem (Y). Controlling the Xs provides a process that is more
– Predictable– Reliable– Capable– Repeatable, and – Dependable
The results are a Y that can be forecast, and a proactive rather than reactive work environment.
LEAN THINKING with SIX SIGMA
Waste & Process Variation - The True Costs
Lost Opportunity
ScrapReworkInspection
Warranty
Rejects
Lost sales
Late delivery
Engineering Change Orders
Long cycle times
Expediting costsExcess inventory
Traditional Cost of Poor Quality (COPQ)
Hidden Cost of Poor Quality (COPQ)
(measurable)
(measured)
Lost Customer Loyalty
Longer Set-ups
Customer Dissatisfaction
Field Modifications
Customer Productivity LossLengthy Installs
Employee Morale, Productivity, Turnover
Travel & Living Expenses
Overtime
Penalties & damages
More receivables
Margin slippages
(intangible)
Sales compromises
LEAN THINKING with SIX SIGMA
Understanding & Reducing VariationUnderstanding & Reducing Variation
Lower Specification Limit
Upper Specification Limit
# of G
oals
LEAN THINKING with SIX SIGMA
Customers have Customers have a target in mind, a target in mind, but will allow but will allow some variation some variation within the Spec within the Spec RangeRange
UpperSpecification
Limit(customer)
Lower Specification
Limit(customer)
Target
What Does Sigma Level Mean?
Example
LEAN THINKING with SIX SIGMA
Actual Actual Measurement hasMeasurement has
Considerable Considerable VariationVariation
-- Resulting in Resulting in Scrap, Waste,Scrap, Waste,
Late Deliveries, Late Deliveries, and Customer and Customer Dissatisfaction Dissatisfaction
UpperSpecification
Limit
Lower Specification
Limit
Defects Defects
Target
What Does Sigma Level Mean?Example
LEAN THINKING with SIX SIGMA
On Average it’s OK - it’s a Variation issueOn Average it’s OK - it’s a Variation issue
How Capable is How Capable is our Process to our Process to Produce within Produce within
Spec?Spec?
22σσ
UpperSpecification
Limit
Lower Specification
Limit
Defects Defects
Target
Sigma Defects %Level Per Mill. In Spec.
What Does Sigma Level Mean?
BEWARE OF AVERAGES
2 308,500 69.1
LEAN THINKING with SIX SIGMA
Reducing Reducing Variation is Variation is
Clearly the Key Clearly the Key to Improvingto Improving
Process Process Capability Capability
UpperSpecification
Limit
Lower Specification
Limit
33σσSigma Defects %Level Per Mill. In Spec.
3 66,800 93.3
What Does Sigma Level Mean?
LEAN THINKING with SIX SIGMA
Causes of Causes of Variation Include Variation Include a Variety of a Variety of Factors, such as:Factors, such as:
1.1. Machines Machines 2.2. People People 3.3. MaterialMaterial4.4. EnvironmentEnvironment5.5. No Standard No Standard
Work. Work.
UpperSpecification
Limit
Lower Specification
Limit
44σσSigma Defects %Level Per Mill. In Spec.
4 6,200 99.4
What Does Sigma Level Mean?
LEAN THINKING with SIX SIGMA
Variation Causes Variation Causes Errors, which Errors, which
Cause Defects, Cause Defects, which Lead to which Lead to Rework, and to Rework, and to
Processes which Processes which are notare not
••StableStable••Reliable, Reliable, ••Repeatable, and Repeatable, and ••Predictable. Predictable.
UpperSpecification
Limit
Lower Specification
Limit
55σσSigma Defects %Level Per Mill. In Spec.
5 233 99.98
What Does Sigma Level Mean?
LEAN THINKING with SIX SIGMA
Reducing Reducing Variation Variation
Reduces Errors, Reduces Errors, and the and the
Resulting Resulting Defects and Defects and Rework, and Rework, and
therefore leads therefore leads to Improvedto Improved
Process Process Capability Capability
UpperSpecification
Limit
Lower Specification
Limit
66σσSigma Defects %Level Per Mill. In Spec.
6 3.4 99.9997
What Does Sigma Level Mean?
LEAN THINKING with SIX SIGMA
Variation = Unpredictable Processes
Output Variation in weeks
Existing Process
MeanWork Order Process
501 100
Customers Remember the Extremes (Variation), not the Average
Improved Process
• Contracting process• Material Delivery process• Time to sink a well • Wife’s shopping bill• Wife’s shopping time
LEAN THINKING with SIX SIGMA
ENTITLEMENT
Output Variation in weeks
Existing Process
Mean
501 100
Improved Process
Entitlement
UpperSpecificationLimit
LSS Helps Us Consistently Deliver the Best We Can Do.
LEAN THINKING with SIX SIGMA
UpperSpecification
Limit
Lower Specification
Limit
Sigma Defects %Level Per Mill. In Spec.
2 308,500 69.13 66,800 93.34 6,200 99.45 233 99.986 3.4 99.9997
66σσSigma Level is a Measure
Sigma Level is a Measure
of Process Capability
of Process Capability
What Does Sigma Level Mean?
LEAN THINKING with SIX SIGMA
6-Sigma99.99966% Good
6-Sigma99.99966% Good
• 20,000 lost articles of mail per hour
• 5,000 incorrect surgical operations per week
• Two short or long landings at most major airports each day
• 200,000 wrong drug prescriptions each year
• Seven articles lost per hour
• 1.7 incorrect operations per week
• One short or long landing every five years
• 68 wrong drug prescriptions per year
3.8-Sigma99% Good3.8-Sigma99% Good
3.4 defects per million
opportunities
Practical Meaning of Six Sigma
Develop solution options•Improve control of significant root causes•Re-design process to obtain required capability•Perform DOE as required
Evaluate options and select final solution
•Prioritization matrixDetermine measurement
system for improved processCreate implementation planUpdate FMEAUpdate financial benefits
statement•Contact Six Sigma OCD for concurrence
Obtain buy-in / support for improvement actions
Conduct pilot / testing to verify results
Implement improvementsCollect data to verify
improvementCommunicate resultsUpdate Charter
•as requiredDevelop Improve report out
•For Sponsor
Analyze Process Flow•Critical Path•Value-added steps•Non value-added steps•Opportunities
Analyze Data•Graphical tools•Hypothesis Tests•Interrelationship Digraph (if appropriate.)•Regression analysis
Identify and collect additional required data
Identify significant Xs•Tie to root cause analysis•Draw conclusions
Perform FMEAUpdate charter as
requiredDevelop Analyze
report out•Standard template
Create Fishbone•Tie to defined defect
Collect Data•Ys (results) with Xs (data tags)
Evaluate Measurement Systems
•Gage R&R, Understand detailed
process•Detailed process map w/ rework loops
Describe Process•Numerical statistics•Graphs: Time, Hist., Pareto, etc.•Create control chart
Establish Process Capability
•DPMO or % Defects•Calculate Z
Update Charter•as required
Develop Define/Measure report out
•Standard template
AnalyzeAnalyze ImproveImprove ControlControlMeasureMeasure
Identify Sponsor and other key stakeholders
Form project team•Team leader•Team members
Tour processClarify project
•Problem statement•Goal statement•Process output = Y
Define process boundaries
•High level map (SIPOC)
Define project boundaries•Resources•Authority
Determine project timelineIdentify CTQ Customer
Requirements•Define the Defect•Define defect measure
Develop estimate of potential financial benefit if project goal is achieved
Gain Sponsor Approval of Project Charter
Identify Pull and Push Leveraging opportunities
DefineDefine
Perform Capability Analysis of improved process
Develop and Implement a Control Plan
Complete Project Closure Package
Update financial benefits statement as required
•Get OCD focal final evaluation
List best practices•Identify lessons learned
Use SPC ChartsHand off project to
process owner•Create follow up action plan
Develop Final report out•Standard template
Project Champion Master Black Belt
Six Sigma Project Management Checklist
LEAN THINKING with SIX SIGMA
LEAN AGENDA
HistoryDefinitionGoalProcessValue Stream MappingKaizenBecoming LeanLean and QualityMetricsWhy Lean FailsResistanceSix SigmaYour Responsibility
• How it ends• Resources
LEAN THINKING with SIX SIGMA
You Turn the Gears
# of Teams Chartered# of Events
Full-Time ResourcesDiscipline to the Process
Value StreamPenetration
Multiple Passes
ResultsCritical MassInternal ExpertsSelf-sustaining Lean Culture
DEPLOYMENT METRICS
LEAN THINKING with SIX SIGMA
Leadership’s RoleSenior Leadership1. Create the Vision
– Where are we going and why are we going there?2. Align the Organization
– Goals and Objectives– One Plan – One Initiative
3. Participate in the Process– Don’t just “talk it” , WALK IT
4. Commit Resources– Right quantity and caliber
5. Educate the Workforce6. Communicate
– Vision, Results, Lessons Learned
LEAN THINKING with SIX SIGMA
The Manager’s Role1. Help pick the right value streams, projects and teams2. Follow the method
• Remove barriers to change• Have one plan
3. Clearly define roles and responsibilities4. Support the Education & Training of your employees5. Communicate
• Engage the workforce in dialogue about Lean.• Walk the walk, talk the talk.• Host and participate in continuous process improvement activities.
Be a cheerleader.• Emphasize quality, 5S, identification and elimination of waste.• Demand follow-up and sustained improvement.
Leadership’s Role
LEAN THINKING with SIX SIGMA
LEAN AGENDA
HistoryDefinitionGoalProcessValue Stream MappingKaizenBecoming LeanLean and QualityMetricsWhy Lean FailsResistanceSix SigmaYour Responsibility
• How it ends• Resources
LEAN THINKING with SIX SIGMA
The Results
• COST, QUALITY, DELIVERY, SAFETY, MORALE• Lean Increases Capacity
– Your process can produce the same amount with fewer people.– Your process can produce more with the same number of people.
• No more band aid solutions that become tomorrow’s problems.• You come much closer to solving your process problems for the last
time• In a process with
– Continuous Flow– Based on Takt Time– in a Pull Environment
REMEMBER: It is CONTINUOUS Process Improvement
LEAN THINKING with SIX SIGMA
Time
Def
ects
, cos
t, l t
ime,
was
te
Lean or Six SigmaBreakthrough
Future State Process
Improvement Period
Lean or Six Sigma Goal:Breakthrough Performance Focused on things that matter
Current State Process
LEAN THINKING with SIX SIGMA
LEAN AGENDA
HistoryDefinitionGoalProcessValue Stream MappingKaizenBecoming LeanLean and QualityMetricsWhy Lean FailsResistanceSix SigmaYour ResponsibilityHow it ends
• Resources
LEAN THINKING with SIX SIGMA
Reading List
• Lean Thinking• The Machine That Changed the World• Better Thinking, Better Results• Gemba Kaizen• High Velocity Culture Change• Learning to See• 5 Pillars of the Visual Workplace• The Goal• Critical Chain• The Gold Mine
LEAN THINKING with SIX SIGMA
WEBSITES- www.productivityinc.com– www.productivitypress.com– www.qualitypress.asq.org– www.sme.org– www.asq.org– www.crcpress.com– www.lean.org– www.nwlean.net– www.pmi.org– www.qualitydigest.com– www.isixsigma.com
LEAN THINKING with SIX SIGMA
LEAN AGENDA
HistoryDefinitionGoalProcessValue Stream MappingKaizenBecoming LeanLean and QualityMetricsWhy Lean FailsResistanceSix SigmaYour ResponsibilityHow it endsResources
SHUKRAN JAZEELAN