iSixSigma

stephanieareid

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  • #245786

    stephanieareid
    Participant

    @MBBinWI from what you stated your experiences seem limited especially when it comes to Lean. I know for a fact it is the best management system to run a company because it encompasses a holistic approach for guaranteed success which six sigma does not do. Toyota and other truly Lean companies can attest to that and you and other naysayers do not have to take my word for it, the proof is all there.

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    #245741

    stephanieareid
    Participant

    @leanmx welcome to the Lean Thinking journey and I’m sorry you havent been fully exposed to Lean manufacturing (the Toyota way). Firstly, in Lean Thinking a VSM is where the people who do the work define/map out each step including material and information flow and then applying cycle time to each step and lead time to each instance when waiting occurs. A VSM should be done with a team of employees who are stakeholders of that specific process and not done in a silo by one individual. Where the rubber hits the road is when you create a current state VSM and a future state VSM to determine what activities need to happen in order to close the gap of getting you from current to future state. Now these Lean tools and concepts are all fine and dandy but in order to see a true ROI on this approach to continuous process improvement you will have to make sure the entire company is bought in to this culture from the top down to the bottom up, or it simply will fail, no matter what tools you use.

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    #245740

    stephanieareid
    Participant

    KPIs should always be reviewed in terms of safety, quality, timeliness, productivity, and growth and its a discussion that must be had with the consensus of leadership.

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    #245739

    stephanieareid
    Participant

    SIPOC is another fancy way to define a business process from beginning to end before work begins. In Lean Thinking the best tool to help you holistically understand this is a Value Stream Map (VSM) where the people who do the work define each step including material and information flow and then applying cycle time to each step and lead time to each instance when waiting occurs. Where the rubber hits the road is when you create a current state VSM and a future state VSM to determine what activities need to happen in order to close the gap of getting you from current to future state.

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    #245737

    stephanieareid
    Participant

    No need for any fancy software, use the level-loading and demand staffing concepts instead. To determine number of people needed in a given day, you must first determine your Takt Time which equals available work hours of operation divided by the number of units that need to be produced or customers to be serviced. Once you have your Takt time in minutes, then you can determine the number of employees you will need to meet that demand by taking your cycle time and dividing it by the Takt time. Now the real work happens when you notice you are not meeting Takt time due to inefficiencies which come from some form of the 8 wastes. That is when you evaluate whether or not your employees are engaging in value-added activities which are the steps in a process that transforms the product/service your customer is paying for or non-value adding activities which slow down your production and cause you not to meet your goals. Try researching operator loading charts as one of your tools for this situation.

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    #245736

    stephanieareid
    Participant

    I like to take a holistic approach to problem solving by conducting a quick kaizen event.

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    #245726

    stephanieareid
    Participant

    @MBBinWI My sentiments exactly. It is interesting to see how folks try so hard to marry Lean and six sigma whereas I see them as completely separate. Lean (the Toyota way) is the holistic approach to operating a successful business and six sigma is a tool to be used on specific improvement projects (although I believe it unnecessary to use at all). Folks who have a “Lean Six Sigma” certification think they know anything remotely Lean but after working with some of them, it is clear that their teachers have failed them in Lean teachings. Lean isn’t just something you decide to do one day and start doing it, no! It is the way of life, part of the company’s culture and most importantly is a mandate that comes from leadership who have a strong buy-in to the proper way to approach Lean and expresses the need for their entire company to adopt Lean thinking. Six sigma does not provide this at all and instead takes more of a project management approach.

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    #245725

    stephanieareid
    Participant

    Lean (the Toyota way) is the best holistic approach to running a successful business because it provides the basis for educating your most valuable resource, your employees who do the work to provide the right quality products/services to the right customer, at the right time while on a continuous pursuit to eradicate waste. Meanwhile Six sigma is more so used as a tool and isnt applied as a business management system the way Lean is. However TOC ideology came after the creation of Lean.

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    #245722

    stephanieareid
    Participant

    Firstly, demand forecasting is an oxymoron, but what are you trying to forecast exactly? Most times when companies try to forecast or predict future sales, they are way off base. Instead look towards true Lean concepts (no six sigma required) such as Takt Time, cycle time and level loading. If you are trying to determine how many units to produce you will need to know what the rate of customer demand is where you would calculate Takt Time. (Takt Time = available working hours/# of units). From there you will be able to determine the amount of employees you will need based on Takt time (customer rate of demand) and cycle time (time in minutes it takes to make a product).

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Viewing 9 posts - 1 through 9 (of 9 total)