Lean Vs Six Sigma

Lean vs.
Six Sigma
Learning Objectives
1.
1.Understand
UnderstandDMAIC
DMAICand
andLean
LeanMethodologies.
Methodologies.
2.
2.What
Whatare
arethe
thedifferences
differencesbetween
betweenSix
SixSigma
Sigmaand
and
Lean?
Lean?
3.
3.What
Whatare
arethe
thetools
toolsused
usedfor
forSix
SixSigma
Sigmaand
andLean?
Lean?
4.
4.Where
Whereare
areSix
SixSigma
Sigmaand
andLean
LeanMethodologies
Methodologies
used?
used?
Lean vs. Six Sigma 2 .PPT
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Six Sigma Basic Premise
Outputs
(CTQ)
Inputs
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

Define
Develop Project Charter

Determine Customers & CTQs
Map High-Level Process
Measure
Establish and Measure Ys

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

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

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

Define Customer Demand
Map High-level Process
Assess for 6S Implementation
Measure Customer Demand
Plan for Data Collection
Validate Measurement System
Create a Value Stream Attribute Map
Determine Pace, Takt-time and Manpower
Identify Replenishment and Capacity Constraints
Implement S1-S3
Analyze the Value Stream Attribute Map
Analyze the Process Load and Capacity
Perform VA/NA Decomposition Analysis
Apply Lean Problem Solving to Solve for Special Causes
Conduct the Rapid Improvement Event

Design the Process Changes and Flow
Feed, Balance, Load the Process
Standardize Work Tasks
Implement New Processes
Stabilize and Refine Value Stream
Complete Process and Visual Controls
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

2.
3.
4.
5.
6.
7.
8.
earlier than needed.

Waitingfor information, materials, people, maintenance, etc.
Transportmoving people or goods around or between sites.
Poor process designtoo many/too few steps, nonstandardization, inspection rather than prevention, etc.
Inventoryraw materials, work-in-progress, finished goods,
papers, electronic files, etc.
Motioninefficient layouts or poor ergonomics at workstations or in offices.
Defectserrors, scrap, rework, non-conformance.
Underutilized personnel resources and creativityideas
that are not listened to, skills that are not utilized.
History of Lean
US war
production
Large quantities
Rapid pace
High training
TPS
Toyota
Ohno and
JIT
Just-in-Time
Shingo
Schonberger
Flow of work
Japanese
Small batch
Womack Mach.
Mfg
sizes
Changed World
Techniques
New philosophy
Eliminate Waste
Takes TPS
Added to 6s tool
and imports Improve
performance
kit
to US
Flexibility
Lean
Lean 6s
1940
1952
1964
1980
1990
2000
2008
The Methods
Results
Methods
Lean
Lean
&
&
Six
Six
Sigma
Sigma
Improve
Improve Speed
Speed
Higher Quality
Lower Costs
Sustain
Sustain Performance
Performance
Achieve
Achieve Breakthrough
Breakthrough
Culture Change
Dashboard Results
How to Think About Improvement
The
TheJuran
JuranTrilogy
Trilogy
Plan
Control
Improve
DFSS
DFSS
RCCA
RCCA
Lean
LeanSix
SixSigma
Sigma
Lessons Learned
Sporadic Spike
Breakthrough
Chronic Waste
Six Sigma
& Beyond
COPQ
Time
Accelerated
AcceleratedChange
ChangeManagement
ManagementSupport
Support
Matching Improvement Process to Need
Plan,
Plan, Do,
Do,
Study,
Study, Act
Act
(PDSA)
(PDSA)
Launch New
Product,
Service, or
Process
Mo
de
rat
e
Large
Gains
Lean
Lean &
&
Six
Six Sigma
Sigma
DMAIC
DMAIC
al
dic
Ra
Change
Change
Management
Management
Medium
Gains
ar
cle n
Un lutio
So
Cle
So ar
lut
ion
Small Gains or
Clear Solution
Design
Design for
for
Lean
Lean
Six
Six Sigma
Sigma
Lean and Six Sigma
Define
Value
Measure
Value
Analyze
ProcessFlow
Improve
ProcessPull
Control
Process
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.
Define
Value
Measure
Value
Analyze
ProcessFlow
Improve
ProcessPull
Control
Process
IMPROVED
EFFICIENCY
Six Sigma = Breakthrough Process Improvement Teams focused on

eliminating chronic problems and reducing variation in processes.
Define
Measure
Analyze
Improve
Control
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.
Define
Value
Measure
Value
Analyze
ProcessFlow
Improve
ProcessPull
Control
Process
Define
Measure
Analyze
Improve
Control
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

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Lean vs.

Lean vs. Six Sigma 2 .PPT

All Rights Reserved, Juran Institute, Inc.

Six Sigma Basic Premise

Do you know what is important to customers?

All Rights Reserved, Juran Institute, Inc.

Six Sigma DMAIC Methodology

Develop Project Charter

Establish and Measure Ys

Select the Solution

Lean vs. Six Sigma 4 .PPT

Identify Control Subjects

All Rights Reserved, Juran Institute, Inc.

Six Sigma Methodology

All Rights Reserved, Juran Institute, Inc.

All Rights Reserved, Juran Institute, Inc.

Define Stakeholder Value and CTQs

Conduct the Rapid Improvement Event

Why Define a Process as a Value Stream?

Lean vs. Six Sigma 8 .PPT

All Rights Reserved, Juran Institute, Inc.

What Is Typically Found

Lean vs. Six Sigma 9 .PPT

All Rights Reserved, Juran Institute, Inc.

The Eight Wastes

1. Overproductionmaking or doing more than is required or

earlier than needed.

Lean vs. Six Sigma 10 .PPT

All Rights Reserved, Juran Institute, Inc.

Lean vs. Six Sigma 11 .PPT

All Rights Reserved, Juran Institute, Inc.

Lean vs. Six Sigma 12 .PPT

All Rights Reserved, Juran Institute, Inc.

How to Think About Improvement

All Rights Reserved, Juran Institute, Inc.

Matching Improvement Process to Need

Lean vs. Six Sigma 14 .PPT

All Rights Reserved, Juran Institute, Inc.

Lean and Six Sigma

LEAN = Improvement principles focused on

SIX SIGMA = Breakthrough Process, Design, or

All Rights Reserved, Juran Institute, Inc.

Lean Project Attributes

Simply stated: Lean is about moving the Mean. It

All Rights Reserved, Juran Institute, Inc.

Six Sigma Attributes

Simply stated: Six Sigma is about Reducing Variation. It

All Rights Reserved, Juran Institute, Inc.

Lean and Six Sigma

Six Sigma = Breakthrough Process Improvement Teams focused on

Lean vs. Six Sigma 18 .PPT

All Rights Reserved, Juran Institute, Inc.

Lean Six Sigma

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

Lean vs. Six Sigma 19 .PPT

All Rights Reserved, Juran Institute, Inc.

Which Technique to Begin With?

It is often advantageous to begin with Lean projects.

Lean vs. Six Sigma 20 .PPT

All Rights Reserved, Juran Institute, Inc.

Lean vs. Six Sigma 21 .PPT

All Rights Reserved, Juran Institute, Inc.