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LEAN SIX SIGMA QUICKSTART GUIDE
Copyright 2015 by ClydeBank Media - All Rights Reserved.
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From a Declaration of Principles which was accepted and approved equally by a Committee of the American Bar Association and a
Committee of Publishers and Associations. In no way is it legal to reproduce, duplicate, or transmit any part of this document in either
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The information provided herein is stated to be truthful and consistent, in that any liability, in terms of inattention or otherwise, by any
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Interior Design: Katie Poorman, Copyright © 2015 by ClydeBank Media LLC
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All Rights Reserved
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Audiobook Companion PDF
Chapter | 1 |
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Chapter | 2 |
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Chapter | 3 |
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Chapter | 4 |
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Chapter | 5 |
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Chapter | 6 |
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LEAN SIX SIGMA QUICKSTART GUIDE
Chapter | 1 |
Introduction To Six Sigma
Image 1
Continuous efforts to achieve stable and predictable process results are
of vital importance to business success.
Manufacturing and business processes have characteristics that can measured,
analyzed, improved and controlled.
Achieving sustained quality improvement requires commitment from the entire
organization, particularly from top level management.
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Audiobook Companion PDF
Chapter | 2 |
How Six Sigma Works
Image 2
Where:
x = each value in the data set
x = the average of the data in the data set
n = the number of values in the data set
NOTE : Readers may recognize an uppercase sigma (∑)
as the summation symbol, or the statistical operation that
produces a sum of a column or group of numbers.
Image 3
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LEAN SIX SIGMA QUICKSTART GUIDE
Image 4
Define - the system, goals, requirements, and the voice of the customer.
Measure - critical elements of the process and collect necessary data.
Analyze - collected data to identify root causes of defects and relationships between all factors.
Improve - the process using Six Sigma and other innovation tools based on collected data.
Control - the process during future executions to ensure consistant
adherence to quality standards.
Image 5
Define - target goals and the needs of the customer.
Measure - and identify elements that are Critical to Quality (CTQs).
Analyze - characteristics that have been defined and measured to
determine design alternatives.
Design - an improved alternative that is a ‘best fit’ based on
measurements and analysis.
Verify - the design and begin implementation of the process.
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Audiobook Companion PDF
Image 6
The Six Sigma Staff Hierarchy
Executive Leadership
•
•
The top-level management responsible for establishing the Six Sigma vision (CEO etc.).
Enables the creation of the other Six Sigma implementation levels within the organzaition.
Champions
•
•
Responsible for Six Sigma implementation across the enterprise.
Act as trainers and coaches for Black Belt level staff members.
Master Black Belts
•
•
Selected by Champion level staff.
Ensure constant and consistant adherence to Six Sigma protocol, statistical measurements,
and Six Sigma financial goals.
Black Belts
•
•
Apply Six Sigma to specific projects.
Devote all of their time to execution of process tasks in line with Six Sigma practices.
Green Belts
•
•
Operating under supervison of Black Belts, Green Belts are rank and file employees.
Have an understanding of Six Sigma in addition to their regular training.
White Belts
•
•
Rank and file employees with limited-to-no training in Six Sigma Practices.
Normally do not participate in Six Sigma activities.
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LEAN SIX SIGMA QUICKSTART GUIDE
Chapter | 3 |
An Introduction to Lean Production
Image 7
D
O
W
N
T
I
M
E
Defective Production -
Defects incur unnecessary costs, both tangible and intangible.
Over-Processing -
There is no need to further apply processes to a part that meets the customer’s specs.
Waiting -
Waiting is a non-value added activity. No matter how long a part has been ‘waiting,’
that time cannot be billed to the customer.
Non-Used Employee Talent -
Underutilized employee talent represents cost and waste for the organization.
Transportation -
Defects incur unnecessary costs, both tangible and intangible.
Inventory -
Maintaining an on-hand inventory incurs costs and waste in other areas.
Motion -
Unneeded motion, in the form of processing or movement of parts, creates waste events.
Excessive Production -
Production that outpaces demand creates costs and waste.
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Audiobook Companion PDF
Chapter | 4 |
How Lean Works
Image 8
The Six Components of Lean Philosophy
1. Continual Elimination of Waste
•
•
Identify the Eight Sources of waste
Differentiate between value-added and non-value-added activities
2. Goals with a Broad View
•
•
Goals drive tasks
Tasks are matched with organizational objectives at all levels
3. Simplcity
•
•
Simplier solutions are better solutions
Complex problems exist as simpler, smaller problems
4. Continuous Improvement
•
•
•
Learning from the past is growth
Understand how all six philosophies are related and interdependent
Understand that what you build today is the foundation for tomorrow
5. Organizational Visibility
•
•
Visible problems are solvable; invisible problems are not
Visibility at all levels encourages continuous improvement
6. Flexability
•
•
•
The organization must be ready to respond to a changing market environment
The organization must be ready to respond to changing customer needs
The organization must be prepared to restructure to survive
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LEAN SIX SIGMA QUICKSTART GUIDE
Image 9
PLAN
DO
CHECK
ADJUST
Image 10
Identify Product
Verify Improvement
Map Processes
Make Improvements
Design New Map
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Audiobook Companion PDF
Chapter | 5 |
A Hybrid Approach
Image 11
Voice of
the Customer
Statistical
and Business
Improvement
Tools
Lean
Six
Sigma
Process
Management
and Analysis
Total
Organizational
Commitment
Elimination
of Variation
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LEAN SIX SIGMA QUICKSTART GUIDE
Chapter | 6 |
3M, Lean Six Sigma, and Sustainability
Image 12
DESCRIPTION
GOAL RESULTS
Reduce volatile air emissions*
Reduce EPA Toxic Release Inventory releases*
Improve energy efficiency*
Reduce waste*
25%
61%
20%
27%
50%
25%
Double the number of 3P projects from
the previous five-year period (194)
400
* These metrics are indexed to net sales
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