Lean Six Sigma methodologies are a combination of standard 6-Sigma quality improvement techniques and lean manufacturing principles that are used for speeding up business processes. 6-Sigma methodologies focus on reducing defects in business processes, whereas Lean 6 Sigma does not only eliminate defects but also improves the speed of a process and reduces waste by eliminating non-value added steps in a business process. Combining 6-Sigma and lean manufacturing principles is like combining the contents of two different toolboxes that help companies to improve quality and efficiency.
Compatibility
Depending on the type of methodologies used by an organization, Lean Six Sigma is often referred to as Lean Service, Lean Manufacturing, and Lean Enterprise. These concepts are compatible with standard Six Sigma methodologies and can be applied to every type of business processes. Both the concepts use similar strategies and methods and focus on improving business processes that serve customer needs. Both focus on identifying and eliminating sources of waste and processes that do not add value for maximizing output, efficiency, and throughput. They emphasize providing requisite training for enabling employees of an organization to understand the tools and processes of the methodology. Both concepts encourage the involvement of senior managers and key mentors within an organization for ensuring that quality improvement projects are executed without affecting the day-to-day operations.
Lean 6 Sigma uses different techniques for reducing costs, reducing production cycle times, expanding capacity, and improving productivity. It uses "value stream mapping" for identifying improvement opportunities. However, Lean Six Sigma concepts may sometimes prove inadequate in solving some of the more complex problems that call for advanced analysis.
Benefits
Standard 6-Sigma methodologies follow a disciplined, data driven approach and use statistical tools for analyzing quality at every stage of the production process. When combined with Lean manufacturing principles, it helps in identifying and resolving quality issues. Its successful implementation is important in reaping quick results and enabling employees and plant managers to harness better work patterns on plant floors. Lean Six Sigma programs are executed under the guidance of 6-Sigma Champions and Black Belts for enhancing the efficacy of quality improvement initiatives. It is necessary to deploy lean manufacturing techniques during the Six Sigma implementation process for ensuring that the improvement process includes a standard problem-solving approach.
Lean Six Sigma focuses on adding value to manufactured goods or services rendered by eliminating defects in every business process. This helps in building customer loyalty, as customers often prefer products and services that offer consistent quality. The matrices used in Six Sigma help in identifying customer needs, manufacturing quality products and rendering quality services.
Lean Six Sigma concepts and methodologies are based on a highly sustainable approach that gets easily integrated with the existing work processes within an organization. It requires the involvement of employees at all levels within an organization. The deployment of 6-Sigma programs can initiate a culture shift within an organization that helps in eliminating waste within the production process.
Lean Six Sigma helps in ensuring future success of an organization by radically improving quality and reducing waste. It also allows employees within an organization to design and develop new business processes that will help in making drastic improvements to the organization's performance.
Online Lean Six Sigma
The low steady rumble, of a volcano about to erupt is audible below the vast territory spanned by the US Air Force. A process improvement tool known as Lean Six Sigma has already exploded across the military and naval landscape and is about to render the US Air Force it's next Pompeii.
Developed from improvement techniques introduced by the Toyota Corporation, in Japan, Lean Six Sigma, has come to be known as simply, ?Lean,? within many of the US service organizations in which it has been become standard procedure.
One might consider volcano a rather extreme term with which to describe any business improvement methodology, but lean is in a class of its own. Consistently quoted, as, ?the way forward,? in services reports and initiative documents, a status that has probably never been bestowed upon any other of its equivalents, it seems that no one is in any doubt that it is set to change the culture and landscape of the immense services empire.
The document that is the ?Air Force Smart Operations for the 21st Century(AFS021)- CONOPS and Implementation Plan,? is proof of Lean Six Sigma dominance of recent Air Force policy
The Executive Summary of this document states that,
?The Secretary of the Air Force and Chief of Staff of the Air Force have issued clear direction to implement ?Lean Across the Air Force?This CONOPS and attached implementation plan outline the Air Force approach to implement and institutionalize continuous improvement as a way of thinking and doing our job as Airmen.?
The summary of this document explains succinctly the anticipated gains that the Air Force considers to justify institutionalizing the lean philosophy. It reads as follows:
?The USAF is the world's most effective, most respected, and most powerful Air Force. However, we face a challenging future. We must continue to improve and adapt. A comprehensive approach to continuously improving our work processes will provide us with the method we need to reduce the stress on our airmen and recapitalize the inventory.
We are seeking three things from this approach. First, we want Airmen who are fully aware of the importance of their work and how it contributes to the mission; Airmen who look to improve what they do every day and see their role as one that focuses on providing value and eliminating non-value added activity. Second, we want to enhance our ability to accomplish our mission and provide greater agility in response to rapidly changing demands. Finally, we want to make the most of our existing budgets and free resources for future modernization by systematically identifying and eliminating the waste in our day-to-day processes. This approach fits our Air Force. We can do this ? and we need to do this. ?
Col. Sheri Andino explains, "We must fundamentally change the culture of our Air Force so that all Airmen understand their individual role in improving their daily processes and eliminating things that don't add value to the mission."
She further explains that, ?The Lean concept includes two predominate process attributes:
* Do it right the first time.
* Stop doing non mission-critical tasks. ?
Army and navy initiatives utilizing lean have yielded extraordinarily spectacular results in terms of more efficient systems and resultant cost cutting. For example, in the USAF the 11th Security Forces Squadron has successfully affected performance improvements using the method and there are many other units that have done likewise. The AFS021 document is testimony to the fact that Lean Six Sigma philosophy is the hottest show in town as far as the USAF is concerned. It seems that this volcano is well and truly set to blow.
Both Tony Jacowski & Peter Peterka are contributors for EditorialToday. The above articles have been edited for relevancy and timeliness. All write-ups, reviews, tips and guides published by EditorialToday.com and its partners or affiliates are for informational purposes only. They should not be used for any legal or any other type of advice. We do not endorse any author, contributor, writer or article posted by our team.
Tony Jacowski has sinced written about articles on various topics from University, Six Sigma and Information Technology. Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solution's Six Sigma Online offers online and certification classes for lean six sigm. Tony Jacowski's top article generates over 90500 views. to your Favourites.
Peter Peterka has sinced written about articles on various topics from Six Sigma, Leadership and Six Sigma. Peter Peterka is the President of SixSigma.us. For information on ,
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