Lean vs.

Six Sigma

Learning Objectives

1. Understand DMAIC and Lean Methodologies. 2. What are the differences between Six Sigma and Lean?

3. What are the tools used for Six Sigma and Lean?
4. Where are Six Sigma and Lean Methodologies used?

Lean vs. Six Sigma 2 .PPT

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and cost? Lean vs.Six Sigma Basic Premise Outputs (CTQ) Inputs Do you know what is important to customers? Do you know what “Xs” are important to meet customer needs? How do the “Xs” drive outcomes.PPT All Rights Reserved. Juran Institute. Inc. Six Sigma 3 . revenue. .

and Design for Culture Prove Effectiveness Control Identify Control Subjects Develop Feedback Loops Develop Process Control Plan to Hold the Gains Implement. Inc. . Juran Institute.PPT All Rights Reserved. Six Sigma 4 .Six Sigma DMAIC Methodology Define Develop Project Charter Determine Customers & CTQs Map High-Level Process Establish and Measure Ys Plan for Data Collection Validate Measurement System Measure Baseline Sigma Identify Possible Xs Test Hypotheses List Vital Few Xs Measure Analyze Improve Select the Solution Design Solution. Controls. Replicate Lean vs.

Inc. Juran Institute. Six Sigma 5 . .PPT All Rights Reserved.Six Sigma Methodology Practical Problem Statistical Problem Define Process Characterization Measure Y Analyze Improve Process Optimization Statistical Solution Practical Solution Xs Control Goal: Y = f ( x ) Lean vs.

Sources of Variation y Poor Design Changing Needs Measurement System Insufficient Process Capability Skills & Behaviors x Lean vs.PPT All Rights Reserved. Six Sigma 6 . Inc. . Juran Institute.

Inc. Six Sigma 7 .Lean Methodology Define Value Measure Value Analyze Process . Balance. Load the Process Standardize Work Tasks Implement New Processes Stabilize and Refine Value Stream Complete Process and Visual Controls Identify Mistake-proofing Opportunities Implement S4-S6 Control Plan.Flow Define Stakeholder Value and CTQs Define Customer Demand Map High-level Process Assess for 6S Implementation Measure Customer Demand Plan for Data Collection Validate Measurement System Create a Value Stream Attribute Map Determine Pace.Pull Control Process Conduct the Rapid Improvement Event Design the Process Changes and Flow Feed. Takt-time and Manpower Identify Replenishment and Capacity Constraints Implement S1-S3 Analyze the Value Stream Attribute Map Analyze the Process Load and Capacity Perform VA/NA Decomposition Analysis Apply Lean Problem Solving to Solve for Special Causes Improve Process . Monitor Results. Lean vs. Juran Institute.PPT . and Closeout Project All Rights Reserved.

Lean vs. Inc. Six Sigma 8 .  Reduces defects in products and deficiencies in processes.  Focuses on improving specs and cost.Why Define a Process as a Value Stream? A Value Stream  Focuses attention on what is important for the customer. .PPT All Rights Reserved.  Identifies waste inherent in processes and works to remove it. Juran Institute.  Identifies all the necessary components to bring a product or service from conception to commercialization.

Juran Institute. Inc. . Non-value added/waste Value added Lean vs. Six Sigma 9 .PPT All Rights Reserved.What Is Typically Found Lean Value Stream Management starts with defining value in terms of products and process capabilities to provide the customer with what they need at the right time and at an appropriate price.

. etc. electronic files. Inventory—raw materials. Six Sigma 10 . work-in-progress. Defects—errors. 7. Lean vs. 2. etc. skills that are not utilized. inspection rather than prevention. 4. Juran Institute. Overproduction—making or doing more than is required or earlier than needed. rework. Transport—moving people or goods around or between sites. papers. Waiting—for information. 6. etc. 3.The Eight Wastes adapted from Taiichi Ohno 1. maintenance. Motion—inefficient layouts or poor ergonomics at workstations or in offices.PPT All Rights Reserved. 5. finished goods. people. 8. Inc. Poor process design—too many/too few steps. nonstandardization. Underutilized personnel resources and creativity—ideas that are not listened to. materials. non-conformance. scrap.

PPT All Rights Reserved. Juran Institute. Inc.History of Lean US war production  Large quantities  Rapid pace  High training TPS  Toyota  Ohno and  Just-in-Time Shingo  Schonberger  Flow of work “Japanese  Small batch  Womack “Mach. . Mfg sizes Changed World” Techniques”  New philosophy  Eliminate Waste  Takes TPS  Added to 6s tool and imports  Improve performance kit to US  Flexibility JIT Lean Lean 6s 1940 1952 1964 1980 1990 2000 2008 Lean vs. Six Sigma 11 .

PPT All Rights Reserved.The Methods Methods Results Improve Speed Higher Quality Lower Costs Lean & Six Sigma Sustain Performance Culture Change Achieve Breakthrough Dashboard Results Lean vs. . Juran Institute. Inc. Six Sigma 12 .

How to Think About Improvement The Juran Trilogy ® Plan DFSS Control Improve RCCA Lessons Learned Sporadic Spike Lean Six Sigma Breakthrough Chronic Waste Six Sigma & Beyond Time COPQ Accelerated Change Management Support Lean vs.PPT All Rights Reserved. . Juran Institute. Inc. Six Sigma 13 .

Act (PDSA) Lean & Six Sigma DMAIC Design for Lean Six Sigma Lean vs. Inc. Service. .Matching Improvement Process to Need Small Gains or Clear Solution Medium Gains Large Gains Launch New Product. Six Sigma 14 . Do. Study. or Process Change Management Plan. Juran Institute.PPT All Rights Reserved.

or Improvement Teams focused on eliminating chronic problems and reducing variation in processes. Lean vs.Lean and Six Sigma Analyze ProcessFlow Improve ProcessPull Define Value Measure Value Control Process LEAN = Improvement principles focused on dramatically improving process speed and eliminating the eight deadly wastes.PPT All Rights Reserved. Define Measure Analyze Improve Control SIX SIGMA = Breakthrough Process. Design. Six Sigma 15 . . Juran Institute. Inc.

 Lean improves average response time. Juran Institute. . Inc.PPT All Rights Reserved.  Lean reduces excess inventory. Six Sigma 16 .  Lean reduces average cycle time.” It focuses on efficiency.Lean Project Attributes Simply stated: “Lean is about moving the Mean. Improvement Lean vs.

The mean will most likely also be improved. Six Sigma 17 . Inc.Six Sigma Attributes Simply stated: “Six Sigma is about Reducing Variation.PPT All Rights Reserved. .  Decrease defect rate  Increase Process Yield Improvement Lean vs. Juran Institute.” It focuses on Effectiveness.

Juran Institute. . Define Measure Analyze Improve Control IMPROVED EFFECTIVENESS Lean vs. and the elimination of the eight deadly wastes. Six Sigma 18 .Lean and Six Sigma Lean = Rapid Improvement Teams focused on dramatically improving process speed.PPT All Rights Reserved. Define Value Measure Value Analyze ProcessFlow Improve ProcessPull Control Process IMPROVED EFFICIENCY Six Sigma = Breakthrough Process Improvement Teams focused on eliminating chronic problems and reducing variation in processes. Inc.

and increase customer delight. . maximize shareholder value. Juran Institute.PPT All Rights Reserved. Inc.Lean Six Sigma Lean Six Sigma is an approach to integrating the power of Six Sigma Tools and Lean Enterprise Tools which can be applied within an organization to create the fastest rate of improvement. Define Value Measure Value Analyze ProcessFlow Improve ProcessPull Control Process Define Measure Analyze Improve Control Lean vs. Six Sigma 19 .

Juran Institute.PPT All Rights Reserved.  Next. Six Sigma 20 . Inc. – “Low Hanging Fruit” is eaten. – This gets the operation in good order.  Begin with streamlining processes and Rapid Improvement Events. – These are easier to understand and implement. select Six Sigma projects Other Reasons to Begin Lean? Lean vs. – Chronic problems are now easier to deal with. .Which Technique to Begin With?  It is often advantageous to begin with Lean projects.

Juran Institute. Inc.Lean Projects Use Lean when you are trying to streamline any process and reduce process waste. . Six Sigma 21 .PPT All Rights Reserved.  Improve assembly line throughput  Reduction in Finished Goods Inventory  Reduce the time to process new proposals  Reduce machine setup time  Improve order processing time Lean vs.

These are often chronic problems. . and project success requires analysis of multiple input factors (Xs). Inc. Juran Institute.  Improve yield on a continuously running machine  Reduce defects on a machine with multiple inputs and machine settings  Reduce the amount of wait time for a call center  Improve the number of quality new hires Lean vs. Six Sigma 22 .PPT All Rights Reserved.Six Sigma Projects Use Six Sigma where process metrics are more difficult to collect or understand.

it may mean going back to utilize some Six Sigma tools before proceeding. What happens if a Lean project turns into Six Sigma?  Depending when this is discovered.  Use the Lean tools for project success. Lean vs. Inc. Six Sigma 23 .Mixed Projects What happens when you start a Six Sigma Project and it turns into a Lean project?  It is all about the correct tools. .PPT All Rights Reserved. Juran Institute.

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