iSixSigma

PK

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  • #154198

    PK
    Participant

    Dear RD,
    I agree to all the points mentioned by you. People who understand benchmarking will come out with superior ways to make the total process a success, instead finding out faults in it. In clear language, benchmarking is mainly to set a “Stretched Target”, a “Time”  frame – speed at which the things are to be moved and all these things provides a particular “Direction” to work for continuous improvement in any business process. Benchmarking is not only setting the things with organization from outside, like people talk about benchmarking with GE, but this can be done inside the organization itself. As righly said:
    Fools You Are …. To Say You Learn From Your Own Experiences…. I Prefer to Profit By Others’ Mistakes and Avoid the Price of My Own. 
     
    …….Otto Von Bismarck (April 1, 1815 – July 30, 1898)
    New methodologies are never bad till you work on it religiously to see the positive results. Instaed of beating around the bushes, to say that benchmarking is not useful,  a more dedicated and sincere approach is useful to see the positive output.

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    #151724

    PK
    Participant

    Quality is a set of mind, a devoted, dedicated, committed rigorous practice which when accepted, implemented and sustained thorughout the organization and that too whole heartedly becomes a culture.
    Lean, which I see as a subset of TPS( Toyota Production Systems), is all about the culture building steps. Any organization, let it be of any size, service, employee strength or product can adopt the Lean Culture.
    Thanks.
    PK

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    #151571

    PK
    Participant

    Lean is considered to be “Proactive” approach and Six sigma is “Reactive” approach. The basic philosophy of Lean is to develop a robust culture to eliminate the basic seven types of wastes (Defct, Over production, Transportation, Waiting time, Inventory, Motion and Processing), which hence manya times starts with Value Stream Mapping to create the present state mapping and hence decide about the future state mapping too. Six Sigma is said to be reactive, because, it is always a defect elimination and hence has to wait for some defect (CTQ-as defined by the customer) to come up. That is why there is an urgent need to understand the customer and the defect in Six Sigma.
    But, as a whole, it is both the approaches that if implemented simultaneously can give a far more better result.

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    #151560

    PK
    Participant

    Dear Anon,
    I agree to all the points mentioend by Mr George. Pl. find few more for your use,
    1. While making the current state of mapping in preparing the value stream map, pl. go in the reverse direction of the process flow. all including the information flow has to be mentioned upto the supplier end.
    2. After making the current state, then move forward for the future state mapping steps.
    3. Pl. try to get the book “Learning to See” by Mike Rother and John Shook for your reference. Which is cheap enough to buy for your organization.
    JIT can be implemented in any type of organization and hence pl. donot ever take it as impossible. It is always better to understand the process clearly in an organization, rather than just completing the projects for improvemnt. Understanding the organization and its processes/operations would come out with the obstacles, the non value added activities and hence you can be successful in implementing the tools and techniques.

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    #151476

    PK
    Participant

    Dear All,
    Whether SS is dying or dead, but all these methods have some or other type of good points that should be followed for the benefit of the organization. It is for sure the SS approach will slowly loose it’s lustre, which is time taking (is slow) in present situation of customers looking for fast response. That is where the  Japanese “Total Quality Approach” which is more focussed towards process optimization and continual improvement(even though the Japanese believe on implementation of basic tools in a very systematic way and sustainining the things) will rule.
    Six Sigma which started with defect reduction, went for cost optimization and now is more towards “Value” will come up with some or other new options to keep this alive, but till when is a question.
    On the other hand, TPS/Lean which gives stress on basic Factory Physics and follows “Total Quality Management” approach will be the evergreen one.
    Thanks.
    PK

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    #151185

    PK
    Participant

    Dear Fidel,
    I very much agree with Mr Simon and just to add few more lines:
    Since Lean is all about elimination of wastes in the processes, is mainly related to SPEED and Six Sigma is reduction of defects in business processes, is mainly related to ACCURACY. Hence, if both the things are carried out simultaneously will prove to be more fruitful for the organization.
    Thanks.
    PK

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    #151141

    PK
    Participant

    Both the approaches follow Process Approach (the PDCA approach). ISO is talking about “minimum requirement” and Six Sigma is talking about defect reduction (CTQs) in any business process following a systematic management approach. But, systematically practiced, ISO clauses also talks about the same philosophy. It depends upon the organization as to how they are accepting, implementing and practicing any of the disciplined approaches like ISo and Six Sigma. I have seen many of the Japanese organizations, which neither are certified to ISO nor follow Six Sigma approaches have far more better results.
     

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    #150430

    PK
    Participant

    Six Sigma follows a ‘Process Approach” to tackle the business process problems. The Japanese have been using the “Process Approach” from the beginning, the “PDCA” cycle. Six Sigma too follows the “PDCA” cycle. Japanese give more stress to Planning and Sustainability stages. Whereas, the Six Sigma approach gives least preference to Sustainability of the things, which in many cases leads to failure of Six Sigma implementation. But it is not the Six Sigma Approach that fails, the appraoch to Six Sigma is a failed one.
     

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    #149990

    PK
    Participant

    Dear all,
    I may be wrong but have noticed one thing that, including OMNEX, all are making money in six sigma business. Can some body prove that, OMNEX has  done a very great job in six sigma deployment in Chennai/India? 
     
     

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    #147667

    PK
    Participant

    Dear Mr Ravi,
    Both Lean and Six Sigma have two different meanings. Lean is mainly for “Elimination of Wastes” and is talking about “Speed” in any business process, whereas Six Sigma talks about “Accuracy” with reduction of defects in any business process. Both follow different approaches. Six Sigma on Lean projects are some what which I could not understand. If you can pl. brief me in details may help me to clarify your doubts.
    Thanks and rgds.
    PK

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    #141796

    PK
    Participant

    Hi, Marlon,
    As far as what i know or understood, TPS was first started from Toyota production plant and best known for it’s lean manufacturing concept. Toyato has used it very effectively and achieve major sucess in lean manufacturing. According to author of ‘Kanban-Just in Time at Toyota’, Toyota achieved great sucess in 70’s when the company was critised for making too much money during first oil shock.
    Although some authors may just it Lean Manufacturing. I believe both meanings are the same.

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    #105060

    PK
    Participant

    Hi Andrea,
    I’m guessing your supplier has sent you data from an Isoplot. The Isoplot is a techniques populaised by Dorian Shainin. The Isoplot is a simple method of determining measurement system repeatability and operator reproducability. The same 30 samples are measured twice (in a randomised order) and plotted on an X-Y graph as trial 1 vs trial 2.
    In an ideal world the regression line for the graph will pass through 0,0 at an angle of 45° with minimal variation from the regression line. Any deviation or tilt from the regression line indicates the effect of problems such as measurement bias etc.
    The data from the Isoplot can be used to calculate what Shainin call the Discrimination Ratio (DR) which is the ratio of product variability to measurement error. The higher the DR the more suitable the measurement system is. If you have a problem with the DR or detect bias etc. further work is needed to develop your measurement system.
    I can explain how to calculate the DR or if you send me the data, I can run it through the Shainin software which automatically calculates the DR for you.
     
    Hope This Helps,
     
    Paul

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    #93278

    PK
    Participant

    Please could you send your spreadsheet [email protected] Regards

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Viewing 13 posts - 1 through 13 (of 13 total)