DOCSLIB.ORG

Lean Six Sigma for Dummies‰

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Lean Six Sigma for Dummies‰ Lean Six Sigma FOR DUMmIES‰ 2ND EDITION by John Morgan and Martin Brenig-Jones A John Wiley and Sons, Ltd, Publication Lean Six Sigma For Dummies®, 2nd Edition Published by John Wiley & Sons, Ltd The Atrium Southern Gate Chichester West Sussex PO19 8SQ England www.wiley.com Copyright © 2012 John Wiley & Sons, Ltd, Chichester, West Sussex, England Published by John Wiley & Sons, Ltd, Chichester, West Sussex All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system or transmit- ted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except under the terms of the Copyright, Designs and Patents Act 1988 or under the terms of a licence issued by the Copyright Licensing Agency Ltd, Saffron House, 6-10 Kirby Street, London EC1N 8TS, UK, without the permission in writing of the Publisher. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Ltd, The Atrium, Southern Gate, Chichester, West Sussex, PO19 8SQ, England, or emailed to [email protected], or faxed to (44) 1243 770620. Trademarks: Wiley, the Wiley logo, For Dummies, the Dummies Man logo, A Reference for the Rest of Us!, The Dummies Way, Dummies Daily, The Fun and Easy Way, Dummies.com, Making Everything Easier, and related trade dress are trademarks or registered trademarks of John Wiley & Sons, Inc., and/or its affiliates in the United States and other countries, and may not be used without written permission. All other trademarks are the property of their respective owners. John Wiley & Sons, Inc., is not associated with any product or vendor mentioned in this book. LIMIT OF LIABILITY/DISCLAIMER OF WARRANTY: THE PUBLISHER AND THE AUTHOR MAKE NO REPRESENTATIONS OR WARRANTIES WITH RESPECT TO THE ACCURACY OR COMPLETENESS OF THE CONTENTS OF THIS WORK AND SPECIFICALLY DISCLAIM ALL WARRANTIES, INCLUDING WITHOUT LIMITATION WARRANTIES OF FITNESS FOR A PARTICULAR PURPOSE. NO WARRANTY MAY BE CREATED OR EXTENDED BY SALES OR PROMOTIONAL MATERIALS. THE ADVICE AND STRATEGIES CONTAINED HEREIN MAY NOT BE SUITABLE FOR EVERY SITUATION. THIS WORK IS SOLD WITH THE UNDERSTANDING THAT THE PUBLISHER IS NOT ENGAGED IN RENDERING LEGAL, ACCOUNTING, OR OTHER PROFESSIONAL SERVICES. IF PROFESSIONAL ASSISTANCE IS REQUIRED, THE SERVICES OF A COMPETENT PROFESSIONAL PERSON SHOULD BE SOUGHT. NEITHER THE PUBLISHER NOR THE AUTHOR SHALL BE LIABLE FOR DAMAGES ARISING HEREFROM. THE FACT THAT AN ORGANIZATION OR WEBSITE IS REFERRED TO IN THIS WORK AS A CITATION AND/OR A POTENTIAL SOURCE OF FURTHER INFORMATION DOES NOT MEAN THAT THE AUTHOR OR THE PUBLISHER ENDORSES THE INFORMATION THE ORGANIZATION OR WEBSITE MAY PROVIDE OR RECOMMENDATIONS IT MAY MAKE. FURTHER, READERS SHOULD BE AWARE THAT INTERNET WEBSITES LISTED IN THIS WORK MAY HAVE CHANGED OR DISAPPEARED BETWEEN WHEN THIS WORK WAS WRITTEN AND WHEN IT IS READ. For general information on our other products and services, please contact our Customer Care Department within the U.S. at 877-762-2974, outside the U.S. at 317-572-3993, or fax 317-572-4002. For technical support, please visit www.wiley.com/techsupport. Wiley publishes in a variety of print and electronic formats and by print-on-demand. Some material included with standard print versions of this book may not be included in e-books or in print-on-demand. If this book refers to media such as a CD or DVD that is not included in the version you purchased, you may download this material at http://booksupport.wiley.com. For more information about Wiley products, visit www.wiley.com. British Library Cataloguing in Publication Data: A catalogue record for this book is available from the British Library ISBN 978-1-119-95370-8 (pbk); ISBN 978-1-119-96646-3 (ebk); ISBN 978-1-119-96648-7 (ebk); ISBN 978-1-119-96647-0 (ebk) Printed and bound in Great Britain by TJ International, Padstow, Cornwall 10 9 8 7 6 5 4 3 2 1 About the Authors John Morgan is the author of several books, including The Lean Six Sigma Improvement Journey and Go Lean, and is co-author of SPC in the Office. His experience has led to him being interviewed on BBC Radio 4 about the potential of Lean Six Sigma in the UK, especially in the public sector and National Health Service. John has been a Director of the Lean Six Sigma specialists Catalyst Consulting for over 15 years, and much of their highly acclaimed material has been created by him, including tailored work for companies such as General Electric, BAA, Saint-Gobain Glass, and British Telecom. In addition to training delivery and coaching, John’s primary responsibilities are in the areas of product design and development. John also jointly heads the British Quality Foundation’s Lean Six Sigma Academy. A Chartered Insurer and Fellow of the Chartered Insurance Institute, John’s early career background was in Aviation Insurance and Reinsurance. He first started to apply Lean Six Sigma techniques in his role of Customer Service Director for a North American financial services company before joining Catalyst. A keen song writer, he is working on his first novel, Black Widow Blues, which he plans to publish in early 2013. Martin Brenig-Jones is a Director at Catalyst and has trained and coached over 1,000 people in Lean Six Sigma and business improvement techniques working mainly across Europe and occasionally in the US and Asia. He has worked with organisations in a diverse range of sectors including IT, transport, computer manufacturing, local government, police, health, aerospace, rail, telecoms and financial services. Prior to joining Catalyst in 2000, Martin was Head of Quality at BT with responsibility for Quality and Business Excellence across the group. Martin is a member of the General Committee of Lloyd’s Register. Martin studied Electronic Engineering at the University of Liverpool and has a Postgraduate Diploma in Management. He is a member of the Institute of Engineering and Technology, and in his earlier career he worked in telecommunications, software, and systems development. Martin was born and brought up in Wales before heading east to London and then Suffolk. He is also a lifelong Pink Floyd fan. Authors’ Acknowledgements Writing a book, even a second edition, tends to take a fair bit of concentration, time and effort, so there’s a general thank you to my wife Margaret, family, and friends for putting up with that. In particular though, I’d like to thank my long-time friend and colleague, Jo Ballard, for once again helping with typing, support and input to the book, both in keeping me on track, and in helping me get the grammar or the scanning of the words in a sentence right. In putting this second edition together, it was also a question of trying to get the balance right in terms of how much additional material to incorporate, so there is a general thank you to everyone at Catalyst who has helped in some way. The team at Wiley have provided great support, too, especially Jo Jones, Erica Peters and Claire Ruston, and there’s been helpful technical input from Jim Alloway. JM I’d particularly like to thank my best friend and wife, Di, who is the greatest wife, friend, mother, and teacher in the world. She lives with someone who spends far too much time doing this work stuff and who ought to keep his office at home a lot tidier by actually practicing 5S. I’d also like to thank my four children, Jo, Laurence, Alex, and Oliver for being so patient with the bod who is always seeing ‘process improvement opportunities’ – particularly annoying when on holiday. Finally I must thank everyone at Catalyst and my clients who have given me the experience that I have tried to distil into this book. MB-J Publisher’s Acknowledgements We’re proud of this book; please send us your comments at http://dummies.custhelp.com. For other comments, please contact our Customer Care Department within the U.S. at 877-762-2974, out- side the U.S. at 317-572-3993, or fax 317-572-4002. Some of the people who helped bring this book to market include the following: Acquisitions, Editorial, and Composition Services Vertical Websites Senior Project Coordinator: Kristie Rees Project Editor: Jo Jones Layout and Graphics: Claudia Bell, (Previous Edition: Rachael Chilvers) Sennett Vaughan Johnson, Corrie Niehaus Commissioning Editor: Claire Ruston Indexer: Infodex Indexing Services, Inc. Assistant Editor: Ben Kemble Copy Editor: Kate O’Leary Technical Editor: Jim Alloway Proofreader: Dawn Bates Production Manager: Daniel Mersey Publisher: David Palmer Cover Photo: © iStock / Marcello Bortolino Cartoons: Rich Tennant (www.the5thwave. com) Publishing and Editorial for Consumer Dummies Kathleen Nebenhaus, Vice President and Executive Publisher Kristin Ferguson-Wagstaffe, Product Development Director Ensley Eikenburg, Associate Publisher, Travel Kelly Regan, Editorial Director, Travel Publishing for Technology Dummies Andy Cummings, Vice President and Publisher Composition Services Debbie Stailey, Director of Composition Services Contents at a Glance Introduction ................................................................ 1 Part I: Lean Six Sigma Basics ....................................... 7 Chapter 1: Defining Lean Six Sigma .................................................................................9 Chapter 2: Understanding the Principles of Lean Six Sigma ......................................23 Part II: Working with Lean Six Sigma .......................... 41 Chapter 3: Identifying Your Customers ........................................................................43
Load more

Recommended publications
  • Lean Infographic
    LEAN MANUFACTURING DEVELOPMENT TIMELINE Global competition Inception The rise of global competition begins with American domination of the internation auto market. Toyota Motor Corporation is Early developments in lean manufacturing center around automation, standardization of work and developetd in Japan, largely in response to low domestic sales developments in manufacturing theory. of Japanese automobiles. Lean manufacturing begins Henry Ford KIICHIRO TOYODA Alfred P. Sloan Ford GM 1913 first turns on his assembly 1921 visits U.S. textile 1923 becomes president of 1925 begins assembly in 1927 begins assembly in Japan, at with advancements in line, signaling a new era in factories to observe General Motors, institutes Japan, under their their subsidiary company, automation and year manufacturing year methods year organizational changes year subsidiary company, year GM-Japan interchangeability, dating back as far as the 1700s. 1924: Jidoka Coninuous flow Sakichi Toyoda perfects his automatic production leads to 15 million Kiichiro Toyoda loom and coins the term”Jidoka,” units of the Ford Model T over 15 owned a textile company, and actively meaning “machine with a human touch,” In the late 1920s and years sought ways to improve the manufacturing referring to the automatic loom’s ability to process 1930s, American detect errors and prevent defects. automaking dominates the global market, including the Japanese market. Ford and GM “A Bomber an Hour” expand operations Ford-run, government-funded Willow Run Bomber plant mass produces the
    [Show full text]
  • Statistical Process Control for Monitoring Nonlinear Profiles: a Six Sigma Project on Curing Process
    This is the author’s final, peer-reviewed manuscript as accepted for publication. The publisher-formatted version may be available through the publisher’s web site or your institution’s library. Statistical process control for monitoring nonlinear profiles: a six sigma project on curing process Shing I. Chang, Tzong-Ru Tsai, Dennis K. J. Lin, Shih-Hsiung Chou, & Yu-Siang Lin How to cite this manuscript If you make reference to this version of the manuscript, use the following information: Chang, S. I., Tsai, T., Lin, D. K. J., Chou, S., & Lin, Y. (2012). Statistical process control for monitoring nonlinear profiles: A six sigma project on curing process. Retrieved from http://krex.ksu.edu Published Version Information Citation: Chang, S. I., Tsai, T., Lin, D. K. J., Chou, S., & Lin, Y. (2012). Statistical process control for monitoring nonlinear profiles: A six sigma project on curing process. Quality Engineering, 24(2), 251-263. Copyright: Copyright © Taylor & Francis Group, LLC. Digital Object Identifier (DOI): doi:10.1080/08982112.2012.641149 Publisher’s Link: http://www.tandfonline.com/doi/abs/10.1080/08982112.2012.641149 This item was retrieved from the K-State Research Exchange (K-REx), the institutional repository of Kansas State University. K-REx is available at http://krex.ksu.edu Statistical Process Control for Monitoring Nonlinear Profiles: A Six Sigma Project on Curing Process Shing I Chang1, Tzong‐Ru Tsai2, Dennis K.J. Lin3, Shih‐Hsiung Chou1 & Yu‐Siang Lin4 1Quality Engineering Laboratory, Department of Industrial and Manufacturing Systems Engineering, Kansas State University, USA 2Department of Statistics, Tamkang University, Danshui District, New Taipei City 25137 Taiwan 3Department of Statistics, Pennsylvania State University, USA 4Department of Industrial Management, National Taiwan University of Science and Technology, Taipei, Taiwan ABSTRACT Curing duration and target temperature are the most critical process parameters for high- pressure hose products.
    [Show full text]
  • Achieving Total Quality Management in Construction Project Using Six Sigma Concept
    International Research Journal of Engineering and Technology (IRJET) e-ISSN: 2395-0056 Volume: 05 Issue: 06 | June 2018 www.irjet.net p-ISSN: 2395-0072 Achieving Total Quality Management in Construction Project Using Six Sigma Concept Dr.Divakar.K1 and Nishaant.Ha2 1Associate Professor in Civil Engineering, Coimbatore Institute of Technology, Coimbatore-641014 2Assistant Professor in Civil Engineering, Kumaraguru College of Technology, Coimbatore-641049 ---------------------------------------------------------------------***--------------------------------------------------------------------- Abstract - A Six Sigma approach is one of the most Low Sui Pheng and Mok Sze Hui (2004) examined the efficient quality improvement processes. In this study, six strategies and concepts of Six Sigma and implemented sigma concepts were applied in construction scheduling those concepts in construction industry. A. D. Lade et.al. process to avoid delay as well as to maintain the quality of (2015) analysed the quality performance of Ready Mix the construction activities. Detailed schedule of the building Concrete (RMC) plant at Mumbai, India, using the six was analysed & also the updated schedule was verified. At sigma philosophy had been evaluated using various this stage, DMAIC (Define, Measure, Analyse, Improve and quality tools and sigma value was calculated. According to Control) principle was implemented. The variation in the the sigma level, recommendations were given for the scheduling due to delay of the activities was noted down. improvement. Seung Heon Han et.al. in their study they Delay reasons and their impacts in the whole project were developed a general methodology to apply the six sigma calculated. All delayed activities were considered as principles on construction operations rather than “Defects”. DPMO (Defects Per Million Opportunities) was construction materials in terms of the barometers to calculated.
    [Show full text]
  • Revised ASQ 711 THEORY of CONSTRAINS JUNE 13 2017
    THEORY OF CONSTRAINTS Presented by CHHANUBHAI (C.G.) MISTRY JULY 19, 2017 ASQ 711 THEORY OF CONSTRAINTS AGENDA Introduction Basics of Theory of Constraints TOC The Thinking Process Throughput, Inventory and Operating Expenses Different types of Constraints TOC, Lean and Six Sigma ASQ 701 6/13/2017 2 THEORY OF CONSTRAINTS INTRODUCTION Book: The GOAL Author: Dr. ELiyahu M. Goldratt • What to change---find and use the leverage point • What to change to---create the simple, practical solutions • How to cause the change---build a secure and stable improvement environment. ASQ 701 6/13/2017 3 THEORY OF CONSTRAINTS INTRODUCTION Every process has a constraint (bottLeneck) and focusing improvement efforts on the constraint is the fastest way to improved profitability. TOC heLps to prioritize the improvement activities. TOC heLps to improve bottom Line profits. It heLps to focus on rapid improvements. TOC heLps to identify constrains in compLex systems. ASQ 701 6/13/2017 4 THEORY OF CONSTRAINTS BOTTLENECK ASQ 701 6/13/2017 5 THEORY OF CONSTRAINTS BASICS OF THEORY OF CONSTRAINS • TOC – It is a methodoLogy used to identify the factor most responsibLe for not aLLowing the achievement of throughput at maximum efficiency and output. • It is a scientific approach to continuous improvements • TOC uses Management tooL - Thinking Process. ASQ 701 6/13/2017 6 THEORY OF CONSTRAINTS THINKING PROCESS When reaL constrain is poLicy or practice, Thinking process is very heLpful: • What to change: What core problem bedeviLs the organization • What to change to: What action wiLL provide a breakthrough soLution • How to create the change: Actions needed to create the desired environment and how they can be executed.
    [Show full text]
  • The Use of Six Sigma in Healthcare
    The Use of Six Sigma in Healthcare Jayanta K. Bandyopadhyay And Karen Coppens Central Michigan University Mt. Pleasant, Michigan, U.S.A. International Journal of Quality & Productivity Management Bandyopadhyay and Volume 5, No. 1 December 15, 2005 Coppens Six Sigma Approach to Healthcare Quality and Productivity Management By Jayanta K. Bandyopadhyay and Karen Coppens Central Michigan University Abstract: For decades the U.S. health care industry has been operating on its own way ignoring emerging factors such as competition, patient safety, skyrocketing health care cost, liability, malpractice insurance cost and use of DRG for Medicare and insurance payment. However, as these factors became more prevalent and competition within the industry intensified, many U.S. hospitals have been becoming increasingly aware of the critical needs of controlling the operating costs and meet and even exceeds the expectations of patient care quality. This paper presents a model of Six Sigma approach to health care quality management for hospitals in the U.S. and abroad. Keywords: six sigma, quality and productivity management in healthcare Introduction The health care industry in the U.S has been operating on its own traditional economic domain ignoring current emerging factors such as competition, patient safety, skyrocketing health care cost, liability from malpractice lawsuits and more government control on Medicare payment.( Hansson, 2000). But in recent years, these factors have become more prevalent and competition within the industry has been intensified, and many U.S. hospitals has been becoming increasingly aware of the critical needs of controlling their operating costs and meet the expectations of patient care quality (Chow-Chua et.al,2000).
    [Show full text]
  • 4. Six Sigma Six Sigma Is a Set of Strategies, Techniques, and Tools For
    4. Six Sigma Six Sigma is a set of strategies, techniques, and tools for process improvement. It was developed by Motorola in 1986. Six Sigma became famous when Jack Welch made it central to his successful business strategy at General Electric in 1995. Today, it is used in many industrial sectors. Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing variability in manufacturing and business processes.[5] It uses a set of quality management methods, including statistical methods, and creates a special infrastructure of people within the organization ("Champions", "Black Belts", "Green Belts", "Yellow Belts", etc.) who are experts in the methods. Each Six Sigma project carried out within an organization follows a defined sequence of steps and has quantified value targets, for example: reduce process cycle time, reduce pollution, reduce costs, increase customer satisfaction, and increase profits. The term Six Sigma originated from terminology associated with manufacturing, specifically terms associated with statistical modeling of manufacturing processes. The maturity of a manufacturing process can be described by a sigma rating indicating its yield or the percentage of defect-free products it creates. A six sigma process is one in which 99.9999998% of the products manufactured are statistically expected to be free of defects (0.002 defective parts/million), although, as discussed below, this defect level corresponds to only a 4.5 sigma level. Motorola set a goal of "six sigma" for all of its manufacturing operations, and this goal became a by-word for the management and engineering practices used to achieve it.
    [Show full text]
  • Developing an Innovative and Creative Hands-On Lean Six Sigma Manufacturing Experiments for Engineering Education
    Engineering, Technology & Applied Science Research Vol. 6, No. 6, 2016, 1297-1302 1297 Developing an Innovative and Creative Hands-on Lean Six Sigma Manufacturing Experiments for Engineering Education Isam Elbadawi Mohamed Aichouni Noor Aite Messaoudene Industrial Engineering Industrial Engineering Mechanical Engineering University of Hail University of Hail University of Hail Hail, Saudi Arabia Hail, Saudi Arabia Hail, Saudi Arabia [email protected], [email protected] [email protected] [email protected] Abstract—The goal of this study was to develop an innovative relevant to the needs of both students and market place. Such and creative hands-on project based on Lean Six Sigma integration is particularly important not only because the world experiments for engineering education at the College of has changed tremendously and new challenges have surfaced Engineering at the University of Hail. The exercises were over the last decade, but also because a considerable number of designed using junction box assembly to meet the following the students who join engineering schools have probably never learning outcomes: 1-to provide students with solid experience on had their hands on any practical engineering project. At the waste elimination and variation reduction and 2-to engage present, this integration has become an essential practice in students in exercises related to assembly line mass production most engineering schools worldwide. However, the number and motion study. To achieve these objectives, students were and complexity of the project-based courses significantly vary introduced to the principles of Lean manufacturing and Six among institutions with some having a project-based Sigma through various pedagogical activities such as classroom component to almost every engineering course [1] and others instruction, laboratory experiments, hands-on exercises, and that have only a few of such projects.
    [Show full text]
  • Success of Manufacturing Industries – Role of Six Sigma
    MATEC Web of Conferences 144, 05002 (2018) https://doi.org/10.1051/matecconf/201814405002 RiMES 2017 Success of manufacturing industries – Role of Six Sigma N. Venkatesh1* and C. Sumangala2 1Department of Mechanical Engineering, Canara College of Engineering, Benjanapadavu, Bantwal 574 219, Karnataka, India 2Department of MBA, University of Mysore, Mysore 570005, Karnataka, India Abstract. Six Sigma is a phenomenal quality management concepts which has helped many organizations to overcome quality crisis in the recent past. Six Sigma is observed as a very promising quality management tool for any organization to make its presence felt in the corporate world as it emphasizes on obtaining a fruitful solution to improve accuracy, reduce defect thereby reduce the cost and improve profits. The main objective of this investigation is to unearth the extent to which the companies have been benefitted due to Six Sigma implementation. This article presents the results based on the analysis of collective opinion of employees of various Indian manufacturing industries that have implemented Six Sigma. This research also examines interrelationship among various parameters defined in the research. The research revealed that industries are benefitted irrespective of their nature in terms of their growth, financial benefits, productivity and satisfaction of the customer. However, peoples’ equity that deals with the benefits that employees obtain after Six Sigma implementation is not certain. The research also revealed the existence of strong interrelationship among various parameters used to measure the success of Six Sigma. Keywords: Six Sigma; Qualitative analysis; manufacturing industry. 1 Introduction The Six Sigma philosophy aims to maintain a process within control limits in order to record no defects (Arendt, 2008).
    [Show full text]
  • What Is Six Sigma? Donald P
    What is Six Sigma? Donald P. Lynch, Ph.D. I: INTRODUCTION Six Sigma has become part of our everyday (defects per million opportunities). The standard vocabulary as its popularity has grown in today’s unit of measure can be used to compare processes, business environment. For those who work in business units and, furthermore, organizations. an organization that has embraced Six Sigma, Six Sigma, the methodology, comprises a the term is clear and the methodology is well systematic approach, a set of statistical tools understood. However, others are still trying to and a vehicle for customer focus, breakthrough figure out exactly what Six Sigma is, and how improvement and people involvement. This it may be able to help them reach their goals. viewpoint is really the “how” for the “why” – vision and “what” – metric. Six Sigma as a isd.engin.umich.edu/six-sigma A: What is Six Sigma? methodology is the step-by-step approach to reduce variation, in everything we do, to One of the reasons it has been so difficult for improve customer satisfaction. This approach ABSTRACT those not working in an organization that has follows a methodology sometimes referred embraced Six Sigma to really understand it to as the Breakthrough Strategy, and utilizes is because Six Sigma means multiple things. a set of tools to accomplish the results in a Six Sigma has burst onto The term Six Sigma is used interchangeably to project environment with dedicated personnel. the business world scene These three categories of Six Sigma can be reflect a vision, philosophy, commitment, goal, and has commanded level of performance, statistical measurement, summarized into a couple of phrases.
    [Show full text]
  • A Concise Literature Review on Comparison Between Lean Manufacturing and Six Sigma with Their Separate and Combined Applications to a Few Specific Industrial Sectors
    Proceedings of the International Conference on Industrial & Mechanical Engineering and Operations Management Dhaka, Bangladesh, December 26-27, 2020 A Concise Literature Review on Comparison between Lean Manufacturing and Six Sigma with Their Separate and Combined Applications to a Few Specific Industrial Sectors Nafiz Afsan, Md. Abdul Aziz and A.R.M. Harunur Rashid Department of Mechanical and Production Engineering (MPE) Islamic University of Technology (IUT) Boardbazar, Gazipur, Dhaka, Bangladesh [email protected], [email protected], [email protected] Abstract Lean Manufacturing heavily focuses on reducing waste in order to maximize production. Six Sigma is largely identical to Lean Manufacturing fundamentals, but its main focus is to produce high quality output in consistent manner. Though both methodologies aim at improving manufacturing processes and creating efficiencies, they have their unique set of characteristics that might be best suited when implemented separately. But in the long run, companies have identified the combined implementation of Lean Manufacturing and Six Sigma as the way forward, as it helps to take the advantage of the strengths of both the strategies while providing a comprehensive, effective and suitable solution to various issues related to the improvement of processes and products. This paper focuses on a comparative exploration of lean manufacturing and six-sigma in terms of their different types of applications to various industries. From our study, it has been observed that, Lean Manufacturing and Six Sigma methodologies are actively being implemented in conjunction and thus have coined themselves together as the Lean Six Sigma strategy. Keywords Lean Manufacturing, Six Sigma, Lean Six Sigma, TQM.
    [Show full text]
  • Using the DMAIC Process to Direct the Sequencing of Lean/Six Sigma Tools for Successful Project Outcomes
    Using the DMAIC Process to Direct the Sequencing of Lean/Six Sigma Tools for Successful Project Outcomes Jim Ellis Certified Master Black Belt J&J Process Excellence Director – US Sales Strategic Accounts [email protected] Intent: Using the DMAIC Process to Direct the Sequencing of Lean/Six Sigma Tools for Successful Project Outcomes The purpose of this presentation is to share with the attendees my experience over the past 5 years using the DMAIC Process how to determine what Lean and/or 6 Sigma tools is the best to use when for assuring successful outcomes of your projects. Learning Objectives: 1.) Clear understanding of DAMIC Process 2.) Clear understanding of which common Lean and 6 Sigma Tools are best used in what stage of DMAIC 3.) Clear understanding of how to assess success for a project and know if you have achieved it. After Attending the attendees will: 1.) Know what the DMAIC process is and how it is applied in project planning 2.) Understand which Lean and 6 Sigma tools are used in what sequence to assure successful project outcomes © 2008 Ortho Clinical Diagnostics The Driving Forces of Change Today’s Healthcare Delivery Challenges… Declining Resources $29.9 Space Vacancy Capital Funds billion Skilled Labor Rates Medicare/Medicaid Reimbursement Laboratory Techs 5.9% Shortfall Imaging Techs 5.9% Pharmacists 8.1% RNs 8.1% Inpatient Admissions2 ED Visits2 Volume New Technology Market Pressures Increasing Pressures © 2008 Ortho Clinical Diagnostics Why are labs changing? “I need to transform my lab!” Why? • 2X Volume • ½ the
    [Show full text]
  • Review Paper on “Poka Yoke: the Revolutionary Idea in Total Productive Management” 1,Mr
    Research Inventy: International Journal Of Engineering And Science Issn: 2278-4721, Vol. 2, Issue 4 (February 2013), Pp 19-24 Www.Researchinventy.Com Review Paper On “Poka Yoke: The Revolutionary Idea In Total Productive Management” 1,Mr. Parikshit S. Patil, 2,Mr. Sangappa P. Parit, 3,Mr. Y.N. Burali 1,Final Year U.G. Students, Mechanical Engg. Department,Rajarambapu Institute of Technology Islampur (Sangli),Shivaji University, Kolhapur (India) 2,P.G. Student, Electronics Engg. Department, Rajarambapu Institute of Technology Islampur (Sangli), Shivaji University, Kolhapur (India) Abstract: Poka-yoke is a concept in total quality management which is related to restricting errors at source itself. It deals with "fail-safing" or "mistake-proofing". A poka-yoke is any idea generation or mechanism development in a total productive management process that helps operator to avoid (yokeru) mistakes (poka). The concept was generated, and developed by Shigeo Shingo for the Toyota Production System. Keywords— Mistake-proofing, Total quality management, Total productive management. I INTRODUCTION In today’s competitive world any organisation has to manufacture high quality, defect free products at optimum cost. The new culture of total quality management, total productive management in the manufacturing as well as service sector gave birth to new ways to improve quality of products. By using various tools of TQM like KAIZEN, 6 sigma, JIT, JIDCO, POKA YOKE, FMS etc. organisation is intended to develop quality culture.[2,6] The paper is intended to focus basic concept of poka yoke, types of poka yoke system, ways to achieve simple poka yoke mechanism. It also covers practical study work done by various researchers .
    [Show full text]