Unlocking Lean Six Sigma: A Competency-Based Approach to Applying Continuous Process Improvement Principles and Best Practices (Competency Based Books for Structured Learning)

by Dr. Wesley E. Donahue

Lean manufacturing or lean production, or often just “lean,” is a systematic method for the elimination of waste (Muda) within a process system. Lean considers waste created through overburden (Muri) and waste created through uneven workloads (Mura). Lean typically follows a bottoms-up organizational improvement strategy where goals, projects, and tasks are informed largely by employee feedback. Six Sigma is a disciplined, data-driven approach and methodology for eliminating variation and defects (driving toward six standard deviations between the mean and the nearest specification limit) in any process, from manufacturing, healthcare, government, to the quality improvement of

products or services. Six Sigma typically follows a top-down organizational improvement strategy where goals are passed down the chain of command.

Six Sigma was

The method typically follows five steps: define, measure, analyze, improve, and control.

Project Management

includes five phases: project initiation, planning, evaluation, controlling, and closing.

Lean was developed by Toyota and is based on eliminating waste or Muda as it is called in Japan.

Mura – describes unevenness in a process Muri – refers to overburdening or relying too much on one part of a process Kaizen – means continuous improvement Kanban – is a visual system that typically uses cards or stickers to control and alert people when inventories or flow problems occur Poka-Yoke – means to mistake-proof a process

Quality Function Deployment (QFD), or Voice of the Customer (VOC), is a method intended to transform user demands into design quality, to deploy the functions forming quality, and to deploy methods for achieving the design quality into subsystems and component parts, and ultimately to specific elements.

QFD helps planners focus on the characteristics of a new or existing product or service from the viewpoint of the customer. VOC methods consider customer needs, demands, expectations, preferences, and aversions.

85/15 Rule. It states that at least 85 percent of problems (or wasteful attributes) are in systems.

Theory of Constraints (TOC).

This continuous improvement philosophy stresses the importance of identifying the weak links in a process with an understanding that a chain is no stronger than its weakest link.

value stream describes the necessary factors that contribute to the value of a product or service from the viewpoint of the customer.

Waste is something that does not add value to the customer and that is not needed by any part of the process.

Gemba walk refers to observing a process to assess the situation and gain firsthand knowledge of what is occurring.

four basic rules associated with applying Toyota’s Total Production System (TPS) or Lean methodology

All work is specified as to content, sequence, timing, and outcome.

Every customer-supplier connection must be direct, and there must be an unambiguous yes-or-no way to send requests and receive responses. The pathway for every product and service must be simple and direct. Any improvement must be made by using the scientific method, under the guida...

SIPOC (Suppliers, Inputs, Process, Outputs, Customers)

diagram is a high-level process map that describes a process as well as the boundaries of the project.

A VSM is a sophisticated flowchart that typically includes a visual picture of a process incorporating symbols, essential metrics or measures such as time, number of defects, output, delays, dollars, and so on.

VSM has three main components. The first is documenting how the request to improve a process is communicated.

second component, the process map or flowchart, has situational factors appropriately noted.

third component is the metrics relevant t...

Takt time is a calculation that compares the time available to do work by the customer demand for a product or service.

Brainstorming is a process improvement tool developed by Alex Osborn. It has these four rules: Focus on quantity. Withhold criticism. Welcome unusual ideas. Combine and improve ideas.

future state map is a graphical representation of what the desired new process should look like

Champions – These are senior management leaders responsible for the success of the Six Sigma efforts.

Master Black Belts – First and foremost Master Black Belts must be teachers.

Black Belts – These are the leaders of teams responsible for measuring, analyzing, improving, and controlling key processes that influence customer satisfaction and productivity growth. Black Belts are typically full-time positions.

Green Belts – Green Belts are trained by a similar method as Black Belts, but they usually stay in their operating assignments and work Six Sigma projects part-time, typically as team leaders or members.

Yellow Belts – Typically these are team members or others associated in some way ...

Define: The objective of this step is to describe the context in which the Six Sigma project is performed.

Measure: The objectives of this step are to identify the key internal processes that influence CTQs and measure the defects generated relative to identified CTQs.

Analyze: The objective of this step is to understand why defects are generated.

Improve: The objectives of this step are to confirm the key variables, quantify the effect of these variables on the

CTQs, identify the maximum acceptable ranges of the key variables, ensure that the measurement systems are capable of measuring the key variables, and modify the process to stay within acceptable ranges. Control: The objective of this step is to ensure that the modified process now enables the key variables (Xs) to stay within the maximum acceptable ranges using tools such as statistical process control (SPC) or checklists.

Nominal variables allow for only qualitative classification.

Ordinal variables allow rank ordering the items measured in terms of less and more of the quality represented by the variable, but they do not define how much more.

Interval variables allow not only rank ordering of the items that are measured, but you can also quantify and compare the differences.

Ratio variables are like interval variables.

kurtosis is a measure of pointedness or peakedness of the distribution,

two enemies of product quality: (1) deviations from target specifications, and (2) excessive variability around target specifications.

Quantifiable elements are things such as anticipated profit, the future value of money, and a competitive analysis. Non-quantifiable elements (qualitative) might include your experience, your gut feeling for turns in the marketplace, consumer surveys, and other factors such as safety and regulatory compliance.