Hello everybody. Thanks a lot for your comments.Now I am working in a company that is a distributor of Toyota Motor from Japan. Here They use PDCAA ( Plan – Do – Check – Act – Achieve ) flow. I use Six Sigma Methodology but I think the purpose is the same: IMPROVEMENT by the use of a PROBLEM SOLVING TECHNIQUE. Now the question is What do you think ?
Here They are introducing lot of Improvement Program that come from Toyota. Excellent programs. Now we are improving the Repairing Shop following a flow: The questions are: 1) Do you know some research using Six Sigma Methodology that has been use in Repairing Shops?
2) Toyota do not use Six Sigma Methodology but use Lean Manufacturing…..TPS. If Toyota do not use 6S and use lot of statistical tools in Six Sigma. What is the difference ? In my opinion Toyota developed their own way and the success of their program is strongly link to the Japanese Culture. What do you think about this ?.
I think its just peachy
As long as improvements are being made, who cares, go forth and conquer.
Just be aware that in Toyota circles, TPS is the main focus. Whatever you do, don’t denegrate it, or try to pump up other methodologies.
Toyota-ites can be very picky when it comes to nomenclature and naming conventions. When you work for Toy, you will be expected to immerse yourself in TPS above all else.
Toyota knows what they are doing.Just a clarification – it is a strong Toyota culture, not a strong
Japanese culture. I’ve know lots and lots of crappy Japanese
companies and I’ve seen Americans immersed in TPS achieving great
Good observation about “What is in a name?” I learned most of this methodology in the sixth grade where it was called the scientific method. I have seen it repackaged, molded, twisted and regurgitated many times with many different names.
I guess we all need something “new” to keep us motivated, huh? Or is it that a consultatant can become rich and famous by applying a new acronym t an old process? Maybe the “not invented here” syndrome overwhelms people in large, successful companies.
I agree with HeeBee, just do it the right way, and don’t worry about the name. Nobody will argue with your success if you don’t rock the boat.
A couple thoughts:
1) my company has used Lean Six Sigma in repair shops. while we have not yet achieved tremendous success, it is because of leadership issues, not the technical applicability of the methodology. Think about measuring any element of the repair process–quality, cycle time, rework, etc. It all lends itslef to the process improvement approach of DMAIC.
2) If you look carefully at TPS, you will find that it has quality (the corporate function that gave birth to the brand of Six Sigma) embedded in it. The tools at the heart of Six Sigma go back to the 1920s. All the “Lean”-branded methodology stuff assumes that basic manufacturing quality stuff is being done. It is only consultants that have separated the two. You cannot “do Lean” without a basic foundation of what we would call “Six Sigma”–i.e. process discipline, focus on defect reduction and objective measurement.
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