I also like using DMAIC when conducting a Lean project or series of events. Here are some tools or things to consider for each phase. I’m sure others have some ideas on what works for them.

• Define would still require a project charter
• Measure would include a VSM or process map, gemba observations, time studies, spaghetti diagrams and interviews with workers and staff. More advanced projects would include standardized work combination sheets, and takt time
• Analyze would include identification of waste, root cause analysis for flow issues, data analysis on flow constraints or delivery issues or quality issues
• Improve would be similar to Six Sigma, with a pilot study showing that the changes will work, or the list of kaizen events conducted. Tools would include a layout of the area, some 5S activity, kanban systems, poka yoke, andon systems, etc
• Control would be a communication board, visual controls, 5S audit process, documentation changes, huddle board meetings, metrics to monitor each day, etc

I also use an A3 for project status updates, project reviews, or displaying on a communication board

Hope that helps

@mrsandman436,

Perhaps a different perspective …

“Lean” is usually driven by kaizens; i.e., an improvement event. These kaizens tend to be quick and usually well less than 5 days. They most often consist of the people doing the work and can be as short as two minutes. As such, it is rare to see someone using tollgates when you’re talking kaizens.

Tollgates (and even the DMAIC steps) are most often used (effectively I might add) with projects. In particular, with Six Sigma projects. @Straydog did a good job defining them and sharing some of the pros and cons. I agree with him.

I know there are those who do Lean Six Sigma. I tend to blend the tools myself using what makes sense for a particular job. However, in my opinion, tollgates would detract from some of the big advantages of Lean Kaizens (that is, quick and employee-driven).

I appreciate others will disagree. Thanks for allowing me to share my two cents. :)

Best regards,

Mike

Mike, I 100% agree. I find tollgates make sense for DMAIC and less so for how I do Lean (although often I’m implanting Lean as a subset of DMAIC), with Lean its mainly 5S Kaizens that naturally flow from 1 into the next. That’s why I am interested how Roy is defining his Lean steps here.