Lean Six Sigma

Lean Six Sigma is a method for systematically reducing errors. Lean Six Sigma is a statistical strategy for improving quality that incorporates manufacturing, engineering, and purchasing processes. Lean Six Sigma uses two ways to achieve its goal: DMAIC and DMADV.

 DMAIC

Typically, the Lean Six Sigma DMAIC approach improves an existing process. The abbreviation DMAIC stands for:

Define the issue as well as the desired conclusion.

Assess the process’s capability.

Analyse the data to find the source of the variations (defects)

Improve or alter the method to produce fewer deviations (defects).

Take command of the situation. Preventing and correcting differences before they become flaws is essential.

DMADV (Six Sigma)

Use the Lean Six Sigm DMADV when developing a new process. It’s also referred to as DFSS (Design for Six Sigma). Defining design standards that fit with product or process goals is what DMADV stands for.

Measure and identify the essential product or process attributes.

Analyse the data and look for potential flaws.

Changes to the design that eliminate the source of problems or failures

Check to see if the design will match the specifications.

Five Lean Six Sigma Principles to Remember

Success in Lean Six Sigma focus on five essential principles:

Concentrating on the needs of the customer

To understand how to do the work and to discover the core cause of problems, rigorous measurement and statistical analysis are used (variations)

They are taking proactive steps to eliminate variation and improve the process.

Involving people in cross-functional Lean Six Sigma teams

Being thorough and adaptable

Customer-centred

Lean Six Sigma is a quality improvement methodology. The first goal is to determine what was to define “quality” in the eyes of the customers who matter most. A company must assess quality in the same way that its customers do. A firm can increase the quality of its products by focusing on the client.

Determine the source of the problem

A thorough grasp of the process is required to identify the root cause appropriately. It does not imply simply comprehending how a process functions. It entails understanding how the procedure works in practice. To do so, you must:

Have a clear idea of what you want to get out of your data collecting.

Identify the data that needs to be collected.

Have an apparent reason for collecting data.

Determine what kind of information you’re hoping to glean from the data.

By precisely defining terminology, you may ensure proper communication.

Make sure your measurements are precise and repeatable.

Set up a consistent data collection system and procedure.

Check to determine if it gives you the necessary information and achieves your objectives. If not, rethink your data collection method and obtain more information.

“What makes us do things the way we do?”

“Can you think of anything that might make your job easier?”

“Can you tell me a little bit about some of the activities you do that seem to be a waste of time?”

After you’ve gathered the data, look for ways to improve or optimise the process by determining the root cause of variation.

Eliminate the variation.

After determining the core causes, make adjustments to the process to eliminate variance and, as a result, problems. Finally, look for ways to eliminate stages that don’t bring value to the customer’s experience. It will help to reduce trash.

Be proactive in detecting and eliminating variation. Don’t wait for evidence of change to appear. Instead, collect data, interview people, and analyse the data to look for differences in the process that may have become acceptable because “that’s how we’ve always done things.”

Lean Six Sigma-Teamwork

Lean Six Sigma entails teams and leaders in charge of the processes. Lean Six Sigma procedures, including the Six Sigma measurement methods and improvement tools used, must be taught to the employees on the teams. They also need communication skills to engage, serve, and communicate clearly with coworkers and consumers.

Creating teams with people with various talents and backgrounds connected to a process will aid the team in spotting variations. For example, people from operations, maintenance, engineering, and purchasing should be involved in the production process.

Be adaptable as well as thorough.

Lean Six Sigma necessitates adaptability in a variety of ways. The company’s management system must be able to tolerate and empower beneficial developments. Employees should be encouraged to adjust to changing circumstances. The modifications’ advantages should be evident to workers at the outset. It will assist in constructing an environment that is more receptive to change.

The flexibility to adjust or adapt procedures as needed is critical to Lean Six Sigma. The change process should not be so complicated that employees and management would work with a faulty process rather than fix it.

Lean Six Sigma also necessitates a detailed approach to problem-solving. Understanding every facet of a process—the procedures, people, and departments involved—will ensure that any new or revised process functions correctly.

Quality Management Tools based on Lean Six Sigma

Value Stream Mapping (VSM), Capability Analysis, 5 Whys, Plan-Do-Check-Act (PDCA), and Statistical Process Control are just a few of the technologies used to support Lean Six Sigma (SPC).

VSMs are visual maps or flowcharts that help firms comprehend and specify all aspects of a process. Unlike traditional flow charts, VSMs account for internal (departments and personnel) and external (customers and shipping) aspects that influence a process. As a result, it is considerably easier to define possible difficulties by completely drawing out a function.

Capability Analyses assess a process’s ability to meet a company’s needs. This tool enables businesses to quantify the relationship between customer needs and the current process’ ability to meet those needs, allowing them to create customer-centric strategies.

Lean Six Sigma DMAIC

Lean Six Sigma DMADV

Instead of addressing surface-level concerns that only temporarily improve a situation, organisations can use the Five Whys to zero in on a problem’s fundamental cause and fix it. Five Whys demands employees to ask “why” until we discover the core cause of a problem, as the name suggests.

The PDCA method (Plan, Do Check, Act) is a lean tool that uses four steps to address problems. First, once we discover a root cause, this tool allows it to be handled methodically by developing a solution, testing it, evaluating its success and finally putting it into action.

SPC is a quality-control tool that tracks metrics to monitor and control a process. Control charts, which capture data and allow firms to identify when a process stops working, are a systematic way to implement SPC.

Clear, Effective Visual communication is a crucial Lean Six Sigma principle.

Change is an integral part of Lean Six Sigma, and change necessitates good ongoing communication. It’s time to break old habits and make room for new ones. Graphic Products has a variety of supplies, including printers and labels, that can help you implement Six Sigma in your company.

Other lean approaches can also support six Sigma. For example, 5S may make noticing problems and developing standardised procedures simpler. In contrast, you can use Kaizen to create an environment where you embrace changes and continually improve company practices.JK Michael Institute Lean Six sigma courses and certification cover DMAI and DMADV. We offer yellow belt, green belt and black belt certification.

JK Michaels institute also offers other products and courses, including Six Sigma, OPERATIONAL EXCELLENCE & ROOT CAUSE TRAINING, ACTION LEAN SIX SIGMA GREEN BELT, and ACTION LEAN SIX SIGMA YELLOW BELT. (Opens in a new browser tab)