Key Principles of Lean Six Sigma
Lean Six Sigma takes the features of Lean and of Six Sigma and integrates them to form a magnificent seven set of principles. The principles of each approach aren’t dissimilar (, and the merged set produces no surprises. The seven principles of Lean Six Sigma are:
Focus on the customer.
The customer’s CTQs (Critical to quality ) describe elements of your service or offering they consider Critical To. Written in a way that ensures they’re measurable, the CTQs provide the basis for determining the process measures you need to help you understand how well you perform against these critical requirements.
Focusing on the customer and the concept of value-add is important because typically only 10–15 per cent of process steps add value and often represent only 1 per cent of the total process time.
These figures may be surprising, but they should grab your attention and help you realise the potential waste that’s happening in your own organisation. As you improve your performance in meeting the CTQs, you’re also likely to win and retain further business and increase your market share.
Identify and understand how the work gets done.
The value stream describes all of the steps in your process – for example, from a customer order to the issue of a product or the delivery of a service, through to payment. By drawing a map of the value stream, you can highlight the non-value-added steps and areas of waste and ensure the process focuses on meeting the CTQs and adding value.
To undertake this process properly, you must ‘go to the Gemba’. The Japanese word Gemba means the place where the work gets done – where the action is – which is where management begins.
Process stapling involves you spending time in the workplace to see how the work really gets done, not how you think it gets done or how you’d like it to be done.
You see the real process being carried out and collect data on what’s happening. Process stapling helps you analyse the problems that you want to tackle and determines a more effective solution for your day-to-day activities
The value stream reveals all of the actions, both value creating and non-value-creating, that take your product or service concept to launch and your customer order through the supply chain to delivery. These value-creating and non-value creating actions include those to process information from thecustomer and those to transform the product on its way to the customer.
Manage, improve and smooth the process flow.
This concept provides an example of different thinking. If possible, use single piece flow, moving away from batches, or at least reducing batch sizes. Either way, identify the non-value-added steps in the process and try to remove them – certainly look to ensure they do not delay value-adding steps. The concept of pull, not push, links to our understanding the process and improving flow. And it can be an essential element in avoiding bottlenecks. Overproduction or pushing things through too early is a waste.
Remove non-value-adding steps and waste.
Doing so is another vital element in improving flow and performance, generally. The Japanese refer to waste as Muda; they describe two broad types and seven categories of waste. Of course, if you can prevent waste in the first place, then so much the better
Manage by fact and reduce variation.
Managing by fact, using accurate data, helps you avoid jumping to conclusions and solutions. You need the facts! And that means measuring the right things in the right way. Data collection is a process and needs to be managed accordingly. Using Control Charts enables you to interpret the data correctly and understand the process variation. You then know when to take action and when not to
Involve and equip the people in the process.
You need to involve the people in the process, equipping them to both feel and be able to challenge and improve their processes and the way they work. Involving people is what has to be done if organisations are to be truly effective, but, like so many of the Lean Six Sigma principles, it requires different thinking if it’s to happen.
Undertake improvement activity in a systematic way.
DMAIC comes into play here: Define, Measure, Analyse, Improve and Control. One of the criticisms sometimes aimed at ‘stand-alone’ Lean is that improvement action tends not to be taken in a systematic and standard way.
In Six Sigma, DMAIC is used to improve existing processes, but the framework is equally applicable to Lean and, of course, Lean Six Sigma. Where a new process needs to be designed, the DMADV method is used.
i hope you like the article on lean six sigma principal. write to us in comment if you look forward to have blog on any other topic or may be on lean six sigma & Lean six sigma principal
- SMART Goal Setting in Six SigmaSMART Goal Setting in Six Sigma A SMART goal is an acronym that stands for Specific, Measurable, Achievable, Realistic, and Time-bound. Thus, SMART goals integrate all of these criteria to help us increase the possibilities of achieving your goal. The project’s goals and objectives can be defined base on the project scope and problem statement. Goal Statement defines the expected improvement […]
- 12 Step of TPM Implementation12 Step of TPM Implementation| How to Implement TPM? Few Things we will cover in this post of 12 steps of TPM implementation How to Apply TPM (Total Productive Maintenance)? Preface of TPM 8 Pillars of Total Productive Maintenance Benefits of TPM (Total Productive Maintenance) 12 steps of TPM Implementation Also watch TPM Video:- https://www.youtube.com/watch?v=M-YccQYqRr4&t=22s […]
- Muda Mura MuriWhat’s Muda Mura Muri in Lean Manufacturing? The 3M methodology in Lean Manufacturing is basically used in the Toyota Production System. The 3M stands for Muda, Mura, and Muri. This is a Japanese Concept. The goal of Lean Manufacturing is to deliver increased value to the client with the help of barring all kinds of wastes from […]
- 7 Types of Abnormalities in TPM7 Types of Abnormalities in TPM Anything which isn’t normal that’s called an abnormality Fuguai is a Japanese word. Fuguai means abnormality. We can also say that the abnormality is a deviation from the standard requirement. The abnormality is a very much popular concept in Total Productive Maintenance (TPM). Several types of abnormalities are the part of Jishu Hozen Pillar in TPM Abnormality classify Matrix is also prepared in JH […]
- 8 Wastes of Lean ManufacturingWhat are the 8 Wastes of Lean? 8 Wastes of Lean are identified as Transportation, Inventory, Motion, Waiting, Overproduction, Over-processing, Defects, & Skillset or Non-utilized talent. Earlier it was considered as 7 waste of lean manufacturing too. We will cover the following topics in this blog The acronym we can say is TIMWOODS or DOWNTIME. What’s Waste in Process or Lean Manufacturing? […]
- Cost of Quality vs Cost of Poor Quality (COPQ)What’s the Cost of Poor Quality (COPQ)? It’s the cost related to providing poor quality products or services. In easy words, we can say that it’s the total financial losses incurred by the company due to doing the wrong things. COPQ is the cost that would disappear if in smooth operating conditions. It’s a refinement of the conception of COQ. […]
- What is Lean Six Sigma ?What’s Lean Six Sigma? Sigma (𝝈) is the Greek letter representing a statistical unit of measure that defines the standard deviation (SD) of a population. Six refers to the number of SD’s from the technical limit to the mean. It measures the variability or spread of the data. 6 sigma is a largely structured strategy. […]
- Six Big Losses in OEESix Big Losses in OEE and TPM The Six Big Losses are responsible for productivity. We’ve to exclude these to ameliorate productivity. One of the major goals of TPM ( Total Productive Maintenance) and OEE (Overall Equipment Effectiveness) is to reduce and eliminate Six Big Losses. Also refer to: https://www.youtube.com/watch?v=6ubu3vO1LDs&t=70s OR https://www.youtube.com/watch?v=M-YccQYqRr4 We will cover the following topics in this blog Classification of Big Losses Classification of Six Big Losses in […]
- Top Lean ToolsTop lean Manufacturing – Lean Operation Tools Top lean Tools are the methodical and scientific approaches for problem- working. Spare Tools are also used for relating and barring waste from the system or process. These tools are veritably important to apply Lean Manufacturing culture in the plant. Watch video on lean manufacturing crash Course just […]
- 5S in the Workplace | 5S ImplementationWhat’s 5S in the Work Place? 5S Methodology was developed in Japan and it’s a system for organizing spaces so work can be performed efficiently & effectively safely and it’s a fundamental tool of Lean Manufacturing It’s a system for organizing space so work can be performed efficiently & effectively with safely. Now and then it’s also […]