lean vs six sigma

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This presentation explains Lean management and Kaizen

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  • Lean vs. Six Sigma

    Lean vs. Six Sigma * .PPT

    All Rights Reserved, Juran Institute, Inc.

    Lean vs. Six Sigma * .PPTLearning Objectives

    Lean vs. Six Sigma * .PPT

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    Lean vs. Six Sigma * .PPTSix Sigma Basic Premise

    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?

    Lean vs. Six Sigma * .PPT

    All Rights Reserved, Juran Institute, Inc.

    Lean vs. Six Sigma * .PPTSix Sigma DMAIC Methodology

    Lean vs. Six Sigma * .PPT

    All Rights Reserved, Juran Institute, Inc.

    Lean vs. Six Sigma * .PPT Six Sigma Methodology

    Lean vs. Six Sigma * .PPT

    All Rights Reserved, Juran Institute, Inc.

    Lean vs. Six Sigma * .PPTPoor DesignChanging NeedsMeasurement SystemInsufficient Process CapabilitySkills & Behaviors Sources of Variation

    Lean vs. Six Sigma * .PPT

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    Lean vs. Six Sigma * .PPTLean Methodology

    Lean vs. Six Sigma * .PPT

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    Lean vs. Six Sigma * .PPTWhy Define a Process as a Value Stream?A Value StreamFocuses 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 * .PPT

    All Rights Reserved, Juran Institute, Inc.

    Lean vs. Six Sigma * .PPTWhat Is Typically Found

    Lean vs. Six Sigma * .PPT

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    Lean vs. Six Sigma * .PPTThe Eight Wastes

    Lean vs. Six Sigma * .PPT

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    Lean vs. Six Sigma * .PPTHistory of Lean

    Lean vs. Six Sigma * .PPT

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    Lean vs. Six Sigma * .PPTThe MethodsLean & Six SigmaImprove SpeedAchieve Breakthrough Dashboard Results Lower CostsCulture ChangeSustain PerformanceHigher Quality

    Lean vs. Six Sigma * .PPT

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    Lean vs. Six Sigma * .PPTChronic WasteCOPQ Six Sigma & BeyondAccelerated Change Management SupportHow to Think About ImprovementRCCADFSSLean Six SigmaLessons Learned

    Lean vs. Six Sigma * .PPT

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    Lean vs. Six Sigma * .PPTMatching Improvement Process to Need

    Lean vs. Six Sigma * .PPT

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    Lean vs. Six Sigma * .PPTLean and Six Sigma

    Lean vs. Six Sigma * .PPT

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    Lean vs. Six Sigma * .PPTLean Project AttributesSimply 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.

    Lean vs. Six Sigma * .PPT

    All Rights Reserved, Juran Institute, Inc.

    Lean vs. Six Sigma * .PPTSix Sigma AttributesSimply stated: Six Sigma is about Reducing Variation. It focuses on Effectiveness. The mean will most likely also be improved.Decrease defect rateIncrease Process Yield

    Lean vs. Six Sigma * .PPT

    All Rights Reserved, Juran Institute, Inc.

    Lean vs. Six Sigma * .PPTLean and Six Sigma

    Lean vs. Six Sigma * .PPT

    All Rights Reserved, Juran Institute, Inc.

    Lean vs. Six Sigma * .PPTLean Six SigmaLean 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.

    Lean vs. Six Sigma * .PPT

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    Lean vs. Six Sigma * .PPTWhich 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

    Lean vs. Six Sigma * .PPT

    All Rights Reserved, Juran Institute, Inc.

    Lean vs. Six Sigma * .PPTLean ProjectsUse Lean when you are trying to streamline any process and reduce process waste.Improve assembly line throughputReduction in Finished Goods InventoryReduce the time to process new proposalsReduce machine setup timeImprove order processing time

    Lean vs. Six Sigma * .PPT

    All Rights Reserved, Juran Institute, Inc.

    Lean vs. Six Sigma * .PPTSix Sigma ProjectsUse 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 machineReduce defects on a machine with multiple inputs and machine settingsReduce the amount of wait time for a call centerImprove the number of quality new hires

    Lean vs. Six Sigma * .PPT

    All Rights Reserved, Juran Institute, Inc.

    Lean vs. Six Sigma * .PPTMixed ProjectsWhat 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 * .PPT

    Lean vs. Six SigmaLean vs. Six SigmaLean Six Sigma is about improving what is important or critical to the customer and quality (CTQ). Y is the measurement of the CTQ that needs to be improved to meet customer needs.Once you understand what the Ys are, (those things critical to customers and quality), measure them and compare them to the targets. Understand the process characteristics that may cause variation and then reduce this variation by controlling the process variables. These process variables are called the Xs.There may be many Xs that can affect the Y.This simple equation is used to help communicate what a project is trying to accomplish. If Y is a function of X, then identify the Xs with enough precision to first improve them and then control them. Once Xs are maintained, the Y will be met.

    Your role is to identify the Xs that cause negative variation and improve on them.Lean vs. Six SigmaThe five phases of DMAIC are summarized here. In the Define Phase, the problem or Y is defined.In the Measure Phase, the Y is measured (size and span).In the Analyze Phase, the Xs are analyzed and are proven or disproven as to whether they belong in Y = f (X).In the Improve Phase, the levels of Xs are determined to achieve the desired level of Y performance.In the Control Phase, the Xs are controlled to those determined levels so that the desired Y performance is ensured. Focus on controlling the Xs, instead of inspecting Y.Lean vs. Six SigmaThis slide summarizes how Six Sigma attacks problems. Translate a practical problem into a statistical problem so it can be analyzed statistically and come up with a statistical conclusion. Then translate the statistical conclusion back into the practical world so that you can implement those practical solutions.

    Lean vs. Six SigmaAll products and services are designed with good intentions but without knowing what variables will cause the product or service to not meet customer needs over time. Over time excess variation from these root causes must be reduced.List examples of process variation in your system.Lean vs. Six SigmaThis slide summarizes the Lean methodology. Lean focuses on value and flow.Lean vs. Six SigmaAs part of the focus, processes are viewed as value streams. What value Is provided through each step of the process and what can be done to improve value-add. Waste and non-value add is removed or reduced.

    Lean vs. Six Sigma

    An activity that transforms or shapes material or information to meet customer requirements.

    Those activities that require time or resources, but do not add value to the customers requirement (but may meet company requirements).Lean vs. Six SigmaOverproductionmaking or doing more than is required or earlier than neededWhat is the minimum quantity the customer needs? What is the minimum order quantity or lot size?Waitingfor information, materials, people, maintenance, etc.Any wait-time is waste.Look to eliminate or minimize by ensuring that items arrive only when they are truly needed.Transportmoving people or goods around or between sitesAlthough some is necessary, this is also pure waste.Calculate the amount of travel distance and number of times items, materials, and WIP are moved per day (Spaghetti Diagram).Look to minimize distance or number of daily moves.Poor process designtoo many/too few steps, non-standardization, inspection rather than prevention, etc. This is attacked through VA/NVA analysis.U-shaped cells and moving areas in close proximity.Standardize on a size (i.e. using same screw size for all assemblies).Design to eliminate inspection.Inventorywork-in-progress, papers, electronic files, etc.Calculate days of supply for all goods.Understand how long it takes to replenish each item (more frequent supplies means less inventory).Develop strategy for the amount of supply to keep. Monitor and measure.Motioninefficient layouts at workstations; poor ergonomics in officesMotion requires detailed analysis of movements.Defectserrors, scrap, rework, non-conformanceAny defect is waste.Use Pareto Analysis to identify key defect reasons.Need to understand causes of the errorsuse cause-effect diagram.Look to eliminate all causes through mistake proofing.Underutilized personnel resources and creativityideas that ar

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