lean vs-six-sigma

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  • 1.Lean vs. Six Sigma

2. Learning Objectives1. 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 .PPTAll Rights Reserved, Juran Institute, Inc. 3. Six Sigma Basic Premise OutputsInputs(CTQ)Do you know what is important to customers?Do you know what Xs are important tomeet customer needs? How do the Xs drive outcomes, revenue, and cost?Lean vs. Six Sigma 3 .PPTAll Rights Reserved, Juran Institute, Inc. 4. Six Sigma DMAIC Methodology Develop Project CharterDefine Determine Customers & CTQs Map High-Level Process Establish and Measure Ys Plan for Data CollectionMeasureValidate Measurement System Measure Baseline Sigma Identify Possible Xs Test HypothesesAnalyzeList Vital Few Xs Select the SolutionImproveDesign Solution, Controls, and Design for Culture Prove Effectiveness Identify Control SubjectsControlDevelop Feedback Loops Develop Process Control Plan to Hold the Gains Implement, ReplicateLean vs. Six Sigma 4 .PPTAll Rights Reserved, Juran Institute, Inc. 5. Six Sigma MethodologyPractical ProblemDefine CharacterizationMeasureProcess Statistical ProblemY Statistical Solution Analyze OptimizationProcessImprovePractical Solution XsControlGoal: Y = f ( x )Lean vs. Six Sigma 5 .PPT All Rights Reserved, Juran Institute, Inc. 6. Sources of VariationyPoor Design Changing NeedsMeasurement System Insufficient ProcessCapability Skills & BehaviorsxLean vs. Six Sigma 6 .PPTAll Rights Reserved, Juran Institute, Inc. 7. Lean Methodology Define Stakeholder Value and CTQsDefine Define Customer Demand Map High-level ProcessValueAssess for 6S Implementation Measure Customer Demand Plan for Data CollectionMeasureValidate 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 MapAnalyzeAnalyze the Process Load and Capacity Perform VA/NA Decomposition Analysis Process - FlowApply Lean Problem Solving to Solve for Special Causes Conduct the Rapid Improvement EventImproveDesign the Process Changes and Flow Feed, Balance, Load the ProcessProcess - Pull Standardize Work Tasks Implement New Processes Stabilize and Refine Value StreamControlComplete Process and Visual ControlsProcessIdentify Mistake-proofing Opportunities Implement S4-S6 Control Plan, Monitor Results, and Closeout ProjectLean vs. Six Sigma 7 .PPT All Rights Reserved, Juran Institute, Inc. 8. 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.Lean vs. Six Sigma 8 .PPT All Rights Reserved, Juran Institute, Inc. 9. What Is Typically FoundLean Value Stream Management starts with definingvalue 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-valueadded/waste Value addedLean vs. Six Sigma 9 .PPT All Rights Reserved, Juran Institute, Inc. 10. The Eight Wastes adapted from Taiichi Ohno 1. Overproductionmaking or doing more than is required orearlier 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 creativityideasthat are not listened to, skills that are not utilized.Lean vs. Six Sigma 10 .PPTAll Rights Reserved, Juran Institute, Inc. 11. History of LeanUS warproduction Large quantitiesTPS Rapid pace High training ToyotaJIT Ohno and Just-in-Time Shingo Flow of work SchonbergerLeanJapanese Small batch Womack Mach.Mfg sizes Changed World New philosophyTechniques Eliminate WasteLean 6s Takes TPSand imports Improve Added to 6s toolto USperformancekit Flexibility 1940 1952 19641980 1990 2000 2008Lean vs. Six Sigma 11 .PPT All Rights Reserved, Juran Institute, Inc. 12. The Methods Methods ResultsImprove Speed Higher QualityLeanLower Costs& Sustain Performance Six Culture ChangeSigma Dashboard Results Achieve BreakthroughLean vs. Six Sigma 12 .PPT All Rights Reserved, Juran Institute, Inc. 13. How to Think About ImprovementThe Juran Trilogy Plan Control Improve DFSS RCCA Lean Six Sigma Lessons Learned Sporadic Spike BreakthroughSix SigmaChronic Waste & BeyondCOPQ TimeAccelerated Change Management SupportLean vs. Six Sigma 13 .PPT All Rights Reserved, Juran Institute, Inc. 14. Matching Improvement Process to NeedSmall Gains orMediumLarge Launch NewClear Solution GainsGains Product, Service, orProcessPlan, Do, Lean &Design for ChangeStudy, Act Six SigmaLean Management (PDSA) DMAIC Six SigmaLean vs. Six Sigma 14 .PPTAll Rights Reserved, Juran Institute, Inc. 15. Lean and Six SigmaAnalyzeImprove DefineMeasureControlProcess- Process- ValueValue ProcessFlow PullLEAN = Improvement principles focused ondramatically improving process speed and eliminatingthe eight deadly wastes. DefineMeasureAnalyzeImprove Control SIX SIGMA = Breakthrough Process, Design, or Improvement Teams focused on eliminating chronic problems and reducing variation in processes.Lean vs. Six Sigma 15 .PPT All Rights Reserved, Juran Institute, Inc. 16. 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. ImprovementLean vs. Six Sigma 16 .PPT All Rights Reserved, Juran Institute, Inc. 17. 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 YieldImprovementLean vs. Six Sigma 17 .PPTAll Rights Reserved, Juran Institute, Inc. 18. Lean and Six Sigma Lean = Rapid Improvement Teams focused on dramatically improving process speed, and the elimination of the eight deadly wastes. AnalyzeImprove DefineMeasure ControlIMPROVED Process- Process- ValueValueProcessEFFICIENCY Flow Pull Six Sigma = Breakthrough Process Improvement Teams focused on eliminating chronic problems and reducing variation in processes. IMPROVED DefineMeasureAnalyze ImproveControl EFFECTIVENESSLean vs. Six Sigma 18 .PPTAll Rights Reserved, Juran Institute, Inc. 19. 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. AnalyzeImprove DefineMeasure Control Process- Process- ValueValueProcess Flow Pull DefineMeasure AnalyzeImproveControlLean vs. Six Sigma 19 .PPT All Rights Reserved, Juran Institute, Inc. 20. 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 projectsOther Reasons to Begin Lean?Lean vs. Six Sigma 20 .PPTAll Rights Reserved, Juran Institute, Inc. 21. 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 timeLean vs. Six Sigma 21 .PPTAll Rights Reserved, Juran Institute, Inc. 22. 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 hiresLean vs. Six Sigma 22 .PPT All Rights Reserved, Juran Institute, Inc. 23. 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 23 .PPTAll Rights Reserved, Juran Institute, Inc.


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