lean six sigma implementation success story

LEAN SIX SIGMA IMPLEMENTATION SUCCESS STORY SERIES

The methodology was pioneered by Bill Smith, a quality engineer, whose goal was to improve the way the quality and measurement systems worked so as to eliminate errors. Six Sigma was first developed at Motorola during the late 1980s. It is now used in literally all functions and all industries.

Over-burdening resources beyond their normal rated capability – stresses and damages resources so that they are unable to do a normal workload.Īs you can probably tell from both of these lists, the principles of Lean can be applied to any business process or operation, not just manufacturing. Unevenness in flow – unpredictable variation requires compensation elsewhere in the system. Using the terms of the Toyota Production System, the Lean methodology identifies and strives to eliminate three types of waste: The continuous assessment of value stream performance to identify and improve the value created and delivered to the customer, rather than resisting changes that improve the process of creating and delivering customer value. The degree to which the value stream is only processing products and services for which there is a customer demand, rather than creating something and hoping someone wants it. The degree to which there is smooth uninterrupted flow of activities that add value to the customer, rather than waste and inefficiency that impedes the flow through the value stream. The set of business activities and steps involved in creating and delivering products and services to the customer it is the connection of the steps together rather than considering each step in isolation. Value is determined by what the customer considers to be important within a product or service, rather than what the individuals developing or delivering the product or service consider important. Let’s take a look at the history of Lean Six Sigma, and how the different parts of this methodology were formed to become the process improvement approach we know today. Fortunately, the Lean Six Sigma approach to business improvement includes all three layers. An improvement process does not produce the desired results unless it includes the tools and techniques that define the activity of the process steps and there is a culture that insists on systemic data-based approach to solving problems.įinally, a culture that seeks to continuously improve will be frustrated if there are no tools and techniques for analysis and no process or methodology that can be applied to organize and focus the improvement efforts. Analytical techniques are not used effectively unless there is a process for applying them and a mindset of continuous improvement creating the need for them. These three elements reinforce each other. Mindset and culture: A way of thinking that relies on data and processes to achieve operational performance goals and continuously improve.

LEAN SIX SIGMA IMPLEMENTATION SUCCESS STORY SERIES

Process and methodology: A series of phases that organize the use of the problem-solving tools to ensure that the true root causes are found and that a solution is fully implemented. Tools and techniques: A comprehensive set of tools and analytical techniques that are used to identify and solve problems.

There are three key elements to Lean Six Sigma.

Lean six sigma implementation success story