Lean & Six Sigma

Above the Shop

Floor
Proposal for AIAA paper
 Outline
 Comparison of Lean & Six Sigma
 Approach and characteristics
 Common tools & methods

 Product Development Imperative

 Cycle Time and Lean
 Variation and Six Sigma
 Six Sigma vs. Lean
Characteristics
Six Sigma Lean
 Remove variation  Remove waste,
from processes rework, inventory
 Design more  Improve flow,
capable processes velocity
 Research projects
(3-4 months)  Immediate results
 Focus on parts (1-2 weeks)
 Focus on system
•High Complexity •Low Complexity
•Unknown Root Cause •Known Solutions
•Good Data Available
 Six Sigma vs. Lean
Tools & Approaches
Six Sigma Lean
 DMAIC  Value

 Design for Stream

Six Sigma Mapping
 Design of  Kaizen

Experiment Events
s  5 S
 Statistical Process
Control
 Root Cause Analysis
 1st Time Quality
Strategic Improvement
Cycle
Business Needs
Track Results Assessment
Metrics
Findings

Strategic Improvements
PBM Lean Six Sigma

Potential Return

Process
Improvement

Prioritize
(VSM)
 Product Development
Imperative
 80% of product cost is determined in
product development

 To date Lean & Six Sigma have been

addressing 20% of costs
Importance of Cycle Time
35

30

25

20

15
67 Days

10

0
1
4
7
10
13
16
19
22
25
28
31

37
40
43

49
52
55
58
61
64
67
70
73
76
79
82
85
88
34

46

Cum Value Curve

Lean Thinking eliminates value creation plateaus

Benefit of Reduced Cycle
Time

Extended
Extended Decision
Decision Space
Space New
New
Development
Design

1 2 3 4 5 6 7 8 9 10 11 12 13 14

Sustaining Support Earlier Incorporation

 Iterations
 Iterations are always bad in manufacturing
 Iterations are inherent in design
 Learning
 Iterations due to rework are waste
 Design rework on the shop floor is very
costly waste
 Often due to poor understanding of
process capability and/or variation
 Variation due to unpredictable results

Lean thinking may lead to Six Sigma projects

 Summary
 Most of the waste and cycle time
opportunities still remain
 Lean and Six Sigma are
complementary
 An integrated approach to Lean and
Six Sigma can identify and exploit
the non-manufacturing opportunities
 Probably requires dismantling of
Lean and Six Sigma infrastructures