process improvement practice

Achieve no more than 3.4 defects per million opportunities (DPMO) by reducing variation and eliminating process defects.

What is the goal of Six Sigma?

six sigma

A data-driven, statistically based approach that uses the DMAIC method to improve processes, eliminate defects, and produce measurable financial returns.

Motorola

Who pioneered and popularized Six Sigma?

key players in six sigma

• champions

• master black belts

• black belts

• green belts

• yellow belts

yellow belts

• entry-level

• produce empirical results or effective information collectors

• report issues to upper-level experts 

• beginners w/ some general six sigma knowledge 

• basic principles, fundamental quality tools

green belts

• in less critical projects, they can be group leaders

• trained in basic quality tools and work in teams

• knowledgeable within the problem-solving model of DMAIC

• obtain empirical results and make actual transformation

• process mapping, hypothesis testing

black belts

• full time project leaders on six sigma project 

• spend about two years as a black belt

• significant and statistics training accomplished

• project review measurement, multiple regression 

master black belts

• full-time, cross-functional, in-house six sigma

• experts / consultants / coaches

• identified by champions

• experienced black belts serve as mentors and trainers

• optimization experiments, advanced regression methods

champions

• senior level or executive managers

• establish six sigma vision

• work with black belts to identify possible projects

• provides continuing support for the project and validates the results at end of project

• cultivate six sigma culture

DMAIC methodology 

1. define

2. measure

3. analyze

4. improve

5. control

define

• project selection

• validate problem statement

• business impact and goal statement with key metrics 

measure

• understand the current process status

• measure current performance

• assess process capability for baselines 

analyze

• analyze the process flow data and identify bottleneck points with problems

• generate theories to explain potential causes, focusing on why defects, errors, or excessive variation occur

• experimentation and verification of root causes

improve

• generate potential solutions to address the root causes 

• evaluate solutions 

• develop a “to be” value stream map of the redesigned process 

• implement pilot solutions and compare results to baseline 

• develop and execute a full-scale implementation plan 

control

• complete the project and hand off the improved process to process owner

• finalize the control system with revised procedures

• maintain improvements

Maximize customer value by eliminating waste and improving process flow.

What is the goal of Lean?

Just-In-Time System (JIT)

Producing and delivering goods only when needed, in exact quantities, to reduce inventory and expose system problems.

1. T ransportation

2. I nventory

3. M otion

4. W aiting

5. O verproduction

6. O ver-processing

7. D efects

8. S kills (under-utilized talent)

What are the eight wastes (TIMWOODS) in Lean?

1. specify value in the eyes of the customer 

2. identify the value stream and eliminate waste

3. use a pull system that is triggered by the customer 

4. involve and empower employees

5. pursue continuously improve (Kaizen & 5S — short, straighten, stnadardize, and sustain) 

Steps to Create a Lean Enterprise

Sort, Straighten, Shine, Standardize, Sustain

What is 5S in Lean?

kanban

Japanese word meaning “card” or “visible record” that refers to cards used to control the flow of production through a factory and to ensure just-in-time

Visual Management

The use of visual cues (colors, markings, charts) to monitor process status, manage flow, and ensure transparency.

Lean Vs. Six Sigma

Lean: Removes waste, improves flow, and shortens lead time

Six Sigma: Reduces variation and defects through data analysis

Lean Six Sigma

Combines Lean’s waste elimination with Six Sigma’s data-driven problem solving for a comprehensive improvement approach.

Lean: Visible process issues (inventory, flow, safety)

Six Sigma: invisible issues (variation, inconsistency)

What does Lean address vs Six Sigma?

Lean: PDCA cycle, value-stream analysis, pull system

Six Sigma: DMAIC framework 

What tool or philosophy guides each?

PDCA cycle

• continuous improvement

• more flexible and adaptable

• faster and simpler

• relies on trial and error

• less data-driven

DMAIC

• data-driven analysis and rigorous planning

• more rigorous and structured

• root-cause analysis

• through and complex

• require more resources and time

• too complex for smaller-scale improvements