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Untitled Document
Lean Sigma
Simply put, Lean Sigma is a way to make anything work faster and better. The name comes from two different but related improvement methodologies, Lean and Six Sigma.
In any workplace, “Lean” is designed to help you eliminate waste and accelerate processes. “Six Sigma” can carry you further by improving quality to the point of having fewer than 3.4 defects per million opportunities. That is, you improve to the point that if a machine stamped out 3.4 million parts in a day, only one of those would be defective. In technical terms, it means six standard deviations from the mean.
How Does It Work?
The proven approach Innovative Productivity, Inc. uses is a four-step process, as shown below and in the accompanying diagram
- Executive Planning Session (EPS): Senior leaders learn the methods and then select areas they want to improve. The result is a charter that assigns team leaders and resources for each value stream selected.
- Value Stream Analysis (VSA): One of the first steps of a VSA is to define value from the customer’s perspective. This then allows you to identify non-value-adding activities while you map the process. Along the way you brainstorm ways to improve flow and reduce transport, movement, storage (inventory), waiting and excess processing. You also redesign the process toward a pull system to reduce overproduction and respond to actual customer needs. From there, produce an improvement plan as to how to implement through projects, Rapid Improvement Events, and/or “Just Do Its”.
- Improvement Events. In addition to a few projects and individual “Just Do Its,” one VSA may spawn many Rapid Improvement Events (RIEs). RIEs are usually 3-5 days of concentrated activity implementing improvements. Some of the more common tools and techniques include: “The 5S’s,” Error Proofing, Standard Work, and Visual Controls, along with additional process mapping, and prototyping. Sign-off by executive champions is a regular part of the events.
- Sustainment. Of course, to sustain the gains you’ve made, you’ll need to promote visibility of performance indicators and continue to pursue perfection through continuous improvement.
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So, where did this all come from anyway?
Contrary to common misperceptions, there is no one source of Lean Sigma. The diagram below traces a few of the many contributors to the current state of the art.
Common Terminology
Kaisen: “Change better,” taking apart & putting together.
Eight Wastes: Defects, Overproduction, Waiting, Not utilizing talent, Transportation, Inventory, Motion, Extra steps.
5S: Sort, Simplify, Shine, Standardize, Sustain.
DMAIC: Define, Measure, Analyze, Improve, Control
Seven Quality Tools: Fishbone, Flowchart, Histogram, Control Chart, Pareto Chart, Scatter Diagram.
Innovation Techniques: Ideal Solution, Brainstorming, Brainwriting, Imagery Associations, Random Words, TRIZ, etc.
Stages of a Team: Forming-Storming-Norming-Performing
Other Common Tools and Techniques
- Visual Controls
- Takt
- Cellular Manufacturing
- FMEA
- DFX (Design for Profit)
- Process Documentation
- Data Collection Tools
- Root Cause Analysis
- Mistake Proofing
- Lot Size Reduction
- 5S
- Pull
- Set-up Reduction
- Measurement Systems Analysis
- Self Inspection/Successive Inspection
- SPC
- Failure Mode & Effects Analysis
How Lean Manufacturing Applies to Shipyards
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