Lean Vs Six Sigma

Lean vs.
Six Sigma
Learning Objectives
1. Understand DMAIC and Lean Methodologies.
2. What are the differences between Six Sigma and

Lean?
3. What are the tools used for Six Sigma and Lean?
4. Where are Six Sigma and Lean Methodologies

used?
Lean vs. Six Sigma 2 .PPT All Rights Reserved, Juran Institute, Inc.
Six Sigma Basic Premise
Outputs Inputs
(CTQ)
Do you know what is important to customers?

Do you know what Xs are important to
meet customer needs?
How do the Xs drive outcomes,
revenue, and cost?
Six Sigma DMAIC Methodology
Develop Project Charter
Define Determine Customers & CTQs
Map High-Level Process
Establish and Measure Ys

Plan for Data Collection
Measure Validate Measurement System
Measure Baseline Sigma
Identify Possible Xs
Test Hypotheses
Analyze List Vital Few Xs
Select the Solution

Improve Design Solution, Controls, and Design for Culture
Prove Effectiveness
Identify Control Subjects

Control Develop Feedback Loops
Develop Process Control Plan to Hold the Gains
Implement, Replicate
Six Sigma Methodology
Practical Problem Define
Characterization
Measure
Process
Statistical Problem
Y
Statistical Solution Analyze
Optimization
Process
Improve
Practical Solution Xs
Control
Goal: Y = f ( x )
Sources of Variation
Poor Design
Changing Needs
Measurement System
Insufficient Process
Capability
Skills & Behaviors
Lean Methodology
Define Stakeholder Value and CTQs
Define Define Customer Demand
Map High-level Process
Value Assess for 6S Implementation
Measure Customer Demand

Plan for Data Collection
Measure Validate Measurement System
Create a Value Stream Attribute Map
Value Determine Pace, Takt-time and Manpower
Identify Replenishment and Capacity Constraints
Implement S1-S3
Analyze the Value Stream Attribute Map
Analyze Analyze the Process Load and Capacity
Perform VA/NA Decomposition Analysis
Process - Flow Apply Lean Problem Solving to Solve for Special Causes
Conduct the Rapid Improvement Event

Improve Design the Process Changes and Flow
Feed, Balance, Load the Process
Process - Pull Standardize Work Tasks
Implement New Processes
Stabilize and Refine Value Stream

Control Complete Process and Visual Controls
Process Identify Mistake-proofing Opportunities
Implement S4-S6
Control Plan, Monitor Results, and Closeout Project
Why Define a Process as a Value Stream?
A Value Stream
Focuses attention on what is important for the customer.
Identifies all the necessary components to bring a product or
service from conception to commercialization.
Identifies waste inherent in processes and works to remove
it.
Reduces defects in products and deficiencies in processes.
Focuses on improving specs and cost.
What Is Typically Found
Lean Value Stream Management starts with defining

value in terms of products and process capabilities
to provide the customer with what they need at the
right time and at an appropriate price.
Non-value
added/waste
Value
added
The Eight Wastes
adapted from Taiichi Ohno
1. Overproductionmaking or doing more than is required or

earlier than needed.
2. Waitingfor information, materials, people, maintenance, etc.
3. Transportmoving people or goods around or between sites.
4. Poor process designtoo many/too few steps, non-
standardization, inspection rather than prevention, etc.
5. Inventoryraw materials, work-in-progress, finished goods,
papers, electronic files, etc.
6. Motioninefficient layouts or poor ergonomics at work-
stations or in offices.
7. Defectserrors, scrap, rework, non-conformance.
8. Underutilized personnel resources and creativityideas
that are not listened to, skills that are not utilized.
History of Lean
US war
production
Large quantities TPS
Rapid pace
High training Toyota JIT
Ohno and
Just-in-Time
Shingo
Flow of work
Schonberger Lean
Japanese
Small batch Womack Mach.
Mfg
sizes Changed World
New philosophy
Techniques
Eliminate Waste
Lean 6s
Takes TPS
and imports Improve Added to 6s tool
to US performance kit
Flexibility
1940 1952 1964 1980 1990 2000 2008
The Methods
Methods Results
Improve Speed Higher Quality

Lean
Lower Costs
&
Sustain Performance
Six Culture Change
Sigma Dashboard Results

Achieve Breakthrough
How to Think About Improvement
The Juran Trilogy

Plan Control Improve
DFSS RCCA Lean Six Sigma
Lessons Learned
Sporadic Spike
Breakthrough
Six Sigma
Chronic Waste & Beyond
COPQ
Time
Accelerated Change Management Support
Matching Improvement Process to Need
Small Gains or Medium Large Launch New

Clear Solution Gains Gains Product,
Service, or
Process
Plan, Do, Lean & Design for

Change
Study, Act Six Sigma Lean
Management
(PDSA) DMAIC Six Sigma
Lean and Six Sigma
Analyze Improve
Define Measure Control
Process- Process-
Value Value Process
Flow Pull
LEAN = Improvement principles focused on

dramatically improving process speed and eliminating
the eight deadly wastes.
Define Measure Analyze Improve Control
SIX SIGMA = Breakthrough Process, Design, or

Improvement Teams focused on eliminating chronic
problems and reducing variation in processes.
Lean Project Attributes
Simply stated: Lean is about moving the Mean. It

focuses on efficiency.
Lean reduces average cycle time.
Lean reduces excess inventory.
Lean improves average response time.
Improvement
Six Sigma Attributes
Simply stated: Six Sigma is about Reducing Variation. It

focuses on Effectiveness. The mean will most likely also be
improved.
Decrease defect rate
Increase Process Yield
Improvement
Lean and Six Sigma
Lean = Rapid Improvement Teams focused on dramatically improving

process speed, and the elimination of the eight deadly wastes.
Analyze Improve
Define Measure Control IMPROVED
Process- Process-
Value Value Process EFFICIENCY
Flow Pull
Six Sigma = Breakthrough Process Improvement Teams focused on

eliminating chronic problems and reducing variation in processes.
IMPROVED
EFFECTIVENESS
Lean Six Sigma
Lean Six Sigma is an approach to integrating the power of Six

Sigma Tools and Lean Enterprise Tools which can be applied
within an organization to create the fastest rate of
improvement, maximize shareholder value, and increase
customer delight.
Analyze Improve
Define Measure Control
Process- Process-
Value Value Process
Flow Pull
Which Technique to Begin With?
It is often advantageous to begin with Lean projects.

These are easier to understand and implement.
Begin with streamlining processes and Rapid Improvement
Events.
This gets the operation in good order.
Chronic problems are now easier to deal with.
Low Hanging Fruit is eaten.
Next, select Six Sigma projects
Other Reasons to Begin Lean?
Lean Projects
Use Lean when you are trying to streamline any process and
reduce process waste.
Improve assembly line throughput
Reduction in Finished Goods Inventory
Reduce the time to process new proposals
Reduce machine setup time
Improve order processing time
Six Sigma Projects
Use Six Sigma where process metrics are more difficult to

collect or understand, and project success requires analysis of
multiple input factors (Xs). These are often chronic problems.
Improve yield on a continuously running machine
Reduce defects on a machine with multiple inputs and

machine settings
Reduce the amount of wait time for a call center
Improve the number of quality new hires
Mixed Projects
What happens when you start a Six Sigma Project and it turns
into a Lean project?
It is all about the correct tools.
Use the Lean tools for project success.
What happens if a Lean project turns into Six Sigma?

Depending when this is discovered, it may mean going
back to utilize some Six Sigma tools before proceeding.

Lean Vs Six Sigma

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Lean Vs Six Sigma

Uploaded by

Copyright:

Available Formats

Lean vs.

1. Understand DMAIC and Lean Methodologies.

2. What are the differences between Six Sigma and

4. Where are Six Sigma and Lean Methodologies

Do you know what is important to customers?

Establish and Measure Ys

Select the Solution

Identify Control Subjects

Practical Problem Define

Statistical Solution Analyze

Skills & Behaviors

Measure Customer Demand

Conduct the Rapid Improvement Event

Stabilize and Refine Value Stream

Lean Value Stream Management starts with defining

1. Overproductionmaking or doing more than is required or

1940 1952 1964 1980 1990 2000 2008

Improve Speed Higher Quality

Sigma Dashboard Results

The Juran Trilogy

DFSS RCCA Lean Six Sigma

Accelerated Change Management Support

Small Gains or Medium Large Launch New

Plan, Do, Lean & Design for

LEAN = Improvement principles focused on

Define Measure Analyze Improve Control

SIX SIGMA = Breakthrough Process, Design, or

Simply stated: Lean is about moving the Mean. It

Simply stated: Six Sigma is about Reducing Variation. It

Lean = Rapid Improvement Teams focused on dramatically improving

Six Sigma = Breakthrough Process Improvement Teams focused on

Lean Six Sigma is an approach to integrating the power of Six

Define Measure Analyze Improve Control

It is often advantageous to begin with Lean projects.

Other Reasons to Begin Lean?

Reduction in Finished Goods Inventory

Reduce the time to process new proposals

Reduce machine setup time

Improve order processing time

Use Six Sigma where process metrics are more difficult to

Improve yield on a continuously running machine

Reduce defects on a machine with multiple inputs and

Reduce the amount of wait time for a call center

Improve the number of quality new hires

What happens if a Lean project turns into Six Sigma?

You might also like