When it comes to selecting the “right” business process improvement methodology, many CEOs, CIOs and COOs have a wide array of options available including Six Sigma, Lean, Lean Six Sigma and ISO9000. The selection process then typically focuses on evaluating business drivers and deciding on an improvement methodology that closely matches their needs to improve…
In the Analyze phase of a DMAIC (Define, Measure, Analyze, Improve, Control) Six Sigma project, potential root causes of variations and defects are identified and validated. Various data analysis tools are used for exploratory and confirmatory studies. Descriptive and graphical techniques help with understanding the nature of data and visualizing potential relationships. Statistical analysis techniques,…
There are many process improvement methodologies – Six Sigma/DMAIC (Define, Measure, Analyze, Improve, Control), Lean, Design for Six Sigma (DFSS) and innovation to name merely a few. But with so many choices, it makes applying an improvement methodology difficult. There are questions such as: “What makes this toolset unique?” and “Which one should I be…
During the month of August – while many are taking time off to enjoy summer – we will be offering a resource page on a different topic each week. The resource page features an overview of the week’s topic and links to the best related content across iSixSigma. This week’s topic is takt time. What…
Tri-State Industries was founded by Don Keller in 1980 as a manufacturer of industrial pipe guides and slides. In the 1990s, the company adopted the principles and practices of Lean manufacturing. Since its founding, Tri-State has grown to three product lines with a fourth in process. Along with pipe guides, Tri-State is a manufacturer of…
Heijunka (pronounced hi-JUNE-kuh) is a Japanese word that means “leveling.” When implemented correctly, heijunka elegantly – and without haste – helps organizations meet demand while reducing while reducing wastes in production and interpersonal processes. According to many Lean experts, heijunka is better achieved as a later-stage implementation in a Lean organization, long after value streams have…
At the heart of the new-product development movement known as “Lean start-up” is a conversation. The conversation starts with an idea – a hypothesis – about what customers care about and how a company or an institution can address that with a product or service, with a concerted effort on soliciting the voice of the…
An information technology (IT) services company was engaged by a European telecom service provider to provide end-to-end testing for its five lines of business. End-to-end testing is a methodology used to test whether the flow of a software application is functioning as expected from start to finish – for example, from receipt of customer order…
Online retailer ABC sells books, DVDs, CDs, MP3 downloads, software, video games, apparel, furniture, food, toys and jewelry. ABC has a strong market research unit and a seamless feedback loop for enhancing the customer experience. In the last few years, however, sales had dropped significantly contributing to a slip in the overall market share of…
The Harada method helps individuals achieve self-reliance that in turn facilitates a company’s process improvement journey. Part One provides an overview of the method and its genesis. Part Two presents five templates to use to plan a goal, measure the goal’s progress and assess success. An example helps illustrate their practical use. As described in…
The Harada method helps individuals achieve self-reliance that in turn facilitates a company’s process improvement journey. This week’s article provides an overview of the method and its genesis. Part Two of this article presents five templates to use to plan a goal, measure the goal’s progress and assess success. No matter its size, an organization is driven by…
According to Merriam-Webster, ethics is the discipline of dealing with good and bad. If you look beyond the tools and the jargon of the Toyota Production System (TPS), this is exactly what you will find; TPS is a system for defining good and bad, and right and wrong in a production environment. When we understand…
Lean can be applied to any industry, not just manufacturing, because any business can benefit from improvements in cycle time, cost savings, productivity, efficiency and more. This case study examines the application of Lean to the engineering services industry in the areas of design, analysis and prototyping of parts to realize improvements in a subprocess…
In the fourth quarter of 2010, Fairbanks Morse Engine had to swallow a tough message from its customers: You are too slow and we are not going to take it anymore! After an extensive voice of the customer (VOC) effort, it was clear that our lead times for aftermarket parts were missing customers’ expectations. Although…
The following are selected highlights of a corporate leadership profile of FLEXcon. The complete article – with more details about Lean application and how the company avoided layoffs during the recession – is available for purchase on the iSixSigma Marketplace. FLEXcon positions itself for growth by embracing Lean at every level More than 50 years…
Implementing the Lean methodology in small teams can have enormous benefit, in one case increasing team effectiveness, as measured by throughput, by 200 percent to 300 percent. Other benefits include better communication (both internally and to the entire organization), improved employee moral, improved work output and increased customer satisfaction. Jim Benson describes how, through the…
Editor’s note: In a previous article, author Lindquist describes what a gemba walk is. Here he presents three examples of gemba walks. Gemba walks at Fairbanks Morse Engine demonstrate the importance of the sometimes-overlooked basics of process improvement. Case Study One Single Process – Pama Machining Center Observation: The objective of a series of events…
Editor’s note: A follow-up article features three specific examples of gemba walks. With so many tools available to a continuous improvement professional, it is easy to get overwhelmed and consequently focus on a narrow grouping of tools. Experience expands the practitioner’s toolbox, but sometimes it is just as important to return to the foundations to…
Lean Six Sigma (LSS) teams focus on the statistical analysis of metrics when identifying opportunities for improvement. The strong focus on data-driven evaluation, however, can overshadow the human element that exists behind the data collection plan. Despite its importance, the impact of human interaction is not easily visible or quantified, buried under reams of data….
Lean Six Sigma (LSS) has demonstrated the ability to produce outstanding results; over time, however, returns from LSS may begin to slow. One of the more common reasons cited for slowing returns is poorly targeted projects. This occurs because organizations fail to recognize that continuous improvement efforts need to be addressed on a systemic level…
Isn’t it amazing how there’s “the next big thing” everyday? Headlines from blogs, sales websites, newspapers, even Twitter and LinkedIn, carry this headline continuously. How many of these “things” really are new? Years ago when I started my continuous improvement journey, I read about Deming and Juran. Quality Circles and SPC were big. Then Total…
Let’s start off by defining Lean manufacturing. Lean (as described on multiple on-line resources) is described as a production practice that focuses on the elimination of wasteful elements in all process to increase the value to the customer. Sounds great! What organization wouldn’t want to implement a program to eliminate waste? The problem is that…
During both prosperous and difficult times, successful businesses naturally look for new ways to improve performance. However, in recent years, as the world economy suffered through one of the worst recessions in history, many companies turned in droves to Lean and other variations of continuous improvement programs to rescue their sagging businesses. But, did they…
The first article of this series discussed how many Lean initiatives either fail outright or fail to deliver as planned. Furthermore, that article went on to attribute these shortcomings to four cultural factors. This article explores the second of these cultural factors: Lean Leadership. We will focus on why leadership is critical and highlight the…
According to a March 24 report from Objective Analysis, nearly 25 percent of the world’s semiconductor production capacity is in Japan, as well as more than 60 percent of the silicon wafers from which semiconductor chips are created. In 2010, industry analysis firm iSuppli determined that Japan held about 35 percent of the $31.5 billion…
The first article of this series discussed how a number of Lean initiatives either fail outright or fail to deliver as planned. Furthermore, the first article went on to attribute these shortcomings to four cultural factors: an organization’s purpose, its leadership, how it treats its people and how the organization views continuous improvement. This article…
Line balancing – the process of aligning operations within a specific production line to minimize production fluctuations and operational downtime – is often closely associated with the manufacturing sector. However, it also can be applied to any process-based organization that delivers output on a frequent basis. Some examples where line balancing can be used in…
Don’t it always seem to go that you don’t know what you’ve got till it’s gone?… Well, almost gone. After 10 years of ups, downs and near cancellations, the Lean Six Sigma team at Starwood Hotels and Resorts, North America, knows what it’s like to see years of hard work nearly wiped out by mistakes…
In December 2010, the company announced that it would be ramping up production of its popular 777-series wide-body jet from 5 airplanes a month to 7 per month in 2011, and again to an average of 8.3 a month in 2013. Earlier in the year, Boeing also said it would be boosting production of its…
As the calendar flips to 2011, several technology experts and software providers have made predictions about how Lean Six Sigma and other process improvement methodologies will shape IT departments in the coming year. Collected here are four of their forecasts for the next 12 months.
Employed with Textron for 22 years, Stern entered the continuous improvement program in 2005 as a Black Belt and has since become a Master Black Belt. She currently oversees training in Textron’s CI program and leads value stream mapping improvement workshops. Here are Stern’s thoughts about the evolution of the company’s CI efforts and how…
As hard as it can be to cut costs in this tough economic environment, it’s harder to sustain the reduction once it’s achieved. “Five ways CFOs can make cost cuts stick” (McKinsey Quarterly May 2010) illustrated exactly this challenge and concluded that “Companies must improve their processes and capabilities if they hope to reduce or…
Lean and Six Sigma have helped many organizations improve quality and productivity in their manufacturing and transactional processes. However, applying these methodologies remains a challenge in a knowledge work environment, such as the life sciences, based on my 15+ years of experience at various companies –from a start-up to a global pharmaceutical giant, as well…
How’s your Lean initiative doing? Is it going great? Or is it starting to lose steam? Or is it clearly failing to meet expectations? Have you given up and gone back to the not-so “good old days” from which you had hoped to escape? These are questions I see a lot of firms both asking…
A recently released study of compensation trends at manufacturing companies across the country contained some reassuring news for quality professionals: The deployment of Lean and Six Sigma methods remains strong in the manufacturing sector. Within the more than 1,000 pages of the 2010 Compensation Data Manufacturing survey on salaries and benefits, conducted by consulting firm…
By mapping the entire software application development life cycle, IT departments can see dramatic improvements in efficiency.
Software and IT experts discuss the best ways that methods such as business process managment and Agile can be applied to a Lean software development program.
A well-run event can be cathartic, exciting, and extremely effective. A poorly run one wastes a lot of people’s time, money, and at worst, vaporizes everyone’s motivation to support any future quality activities. In either case, you can be sure that people will spread the word about how it went. In no particular order,…
All over the world, industries are feeling a double pinch from the economic downturn and increased energy prices. Now is the time to introduce cost-saving measures – including increasing operational efficiency. To increase plant efficiency, organizations should focus both on broader as well as detailed factors. One way to manage the improvement process is by…
By Randy Woods The rumbling and ash plumes have subsided for now over Europe’s skies, but the echoes from April’s Eyjafjallajökull volcanic eruption in Iceland are still being felt throughout the Lean supply-chain structures of the continent and across the globe. Some European companies that have embraced the just-in-time (JIT) inventory strategy of the Lean…
As we prepare for the arrival of our second child, we’ve decided to repaint the nursery. If you’ve ever tried painting a ceiling before, you know how easy it is to miss spots. Rather than go with normal ceiling paint, we opted for a special paint that goes on pink, and dries white. Pros call…
I’ve used the phrase “closest to the customer” when explaining some aspects of lean – for example, starting improvements with the process closest to the customer outcome then working backwards in the process. Lately, I’ve been using the phrase “closest to the worker” to get people to think about removing non-value-added effort from out processes….
To improve the results of processes and make them leaner, practitioners need to identify which of the traditional seven wastes (or muda) are present in the process and take appropriate action. The seven wastes can be summarized with the acronym: DOTWIMP. D: Defect in the output, as identified in the eyes of the customer. O:…
Ina recent blog post, I mentioned a Waste Walk – and got a few queries about what that is. I see that I have assumed that everyone’s lean toolkit has the same tools, so I apologize for my assumption! Here’s some more information. Most lean approaches use a list of7 or 8 wastes to describe…
For any organization, the first step in a Lean Six Sigma deployment is deciding to use the methodology. Once the leadership of an organization believes they can benefit from using Lean Six Sigma, they can follow eight steps – from creating a burning platform for adopting the approach to recognizing team member contributions – to…
After overtaking General Motors as the world’s largest car maker in early 2009, Japan-based Toyota Motor Corp. is now facing withering criticism from its own shareholders and the U.S. Congress as a result of the accelerating and braking systems in its cars, which have led to the recall of about 9 million vehicles worldwide as…
Message: 16306 Posted by: Eric Posted on: Thursday, 25th July 2002 My company is actively deploying Lean Mfg principles. To this point, we have not been heavily involved with Six Sigma. Although recently our Customers have heightened our awareness of Six Sigma by asking/ requiring us to participate in their Six Sigma efforts – including…
Businesses today generally understand they need to do as much as possible to conserve energy and water, reduce waste and greenhouse gas emissions, and minimize their environmental impact overall. Societal pressures from customers, increasing regulation and economics all make this a fact of life for them. Most are taking steps to address these issues, consulting…
Michael George, chairman and CEO of George Group, answers common questions about integrating the Lean and Six Sigma methodologies.
Both the Lean and the Six Sigma methodologies have proven over the last twenty years that it is possible to achieve dramatic improvements in cost, quality, and time by focusing on process performance. Whereas Six Sigma is focused on reducing variation and improving process yield by following a problem-solving approach using statistical tools, Lean is…
Timothy Gaffney
Amit Kumar Ojha
Chris Freeborg
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Bruce C. Bechtel
Jamie R. Friddle
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Michael Cyger
Russell Lindquist
Janet Bautista Smith
Michael Higgins
Mike Thelen
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Fang Zhou
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