SINGLE PIECE FLOW

For ease of understanding, the word ‘pieces’ means the making of any tangible
product. One of the Lean is single piece flow means Instead of building up a
stack of inventory between the steps in the process, the idea with single piece
flow is to build at the rate of customer demand.

With single piece flow, the idea is to make a piece only when the customer asks
for one.

Single piece flow obviously works well with a just-in-time methodology.  This is
in contrast with batch processing.

 Many organizations believe that batch processing is the most efficient way to
produce because it saves effort and may be cheap to produce in bulk, but the
truth is — batch processing usually isn’t efficient.

In fact, it’s very inefficient and the worst of all, the customer usually has to wait
until the next batches produced to get exactly what they want. The most efficient
organizations strive to develop processes designed for one-piece flow.

PULL SYSTEM

The purpose of implementing a pull system is to build products based on actual

demand and not on forecasts. By doing so, your company can focus on
eliminating waste activities in the production process. As a result, you’ll be able
to optimize your resources and reduce the possibility of overstocking.

SET-UP AND QUEUE REDUCTION

Everyone hates queuing. It annoys customers and business-owners alike; so

much so in fact that queue management is considered a significant part of
business theory as it can have a huge impact on the service that a customer
receives.

If it's done well, it becomes a barely noticeable experience. Done wrong, and it

can lead to excessive waiting times that will distress and irritate the customer.

Using Six Sigma, it's possible to reduce waiting times in queues for everywhere
from supermarkets to airports. This will lead to a better service overall and that
means happy customers.
Six Sigma is used in a wide variety of businesses and settings to increase
efficiency and quality. From factories to governments, its primary use is to make
processes better.

KANBAN

In Japanese, the word "Kan" means "visual" and "ban" means "card," so Kanban
refers to visual cards. Lean uses visual cards as a signaling system that triggers
an action to supply the process with its needs either from an external supplier or
from a warehouse.
It was originally invented as a part of the famous TPS - Toyota Production
System. It is associated with the design of pull systems and the concept of
delivering just-in-time goods.

TAKT TIME

Takt time, or simply Takt, is a manufacturing term to describe the required

product assembly duration that is needed to match the demand.

Often confused with cycle time,

takt time is a tool used to design work and it measures the average time interval
between the start of production of one unit and the start of production of the next
unit when items are produced sequentially.

STANDARDIZE WORK

In Lean Manufacturing, standardized work is a means of establishing precise

procedures to make products in the safest, easiest, and most effective way
based on current technologies

1. Work Sequence: The steps operators need to perform within Takt time, in
the order in which they must be completed.

2. Standard inventory (or in-process stock): Minimum quantity of parts and

raw materials needed to run operations.

5’S

5S stands for the 5 steps of this methodology:

Sort,
Set in Order,
Shine,
Standardize,
Sustain.
These steps involve going through everything in a space, deciding what's
necessary and what isn't, putting things in order, cleaning, and setting up
procedures for performing these tasks on a regular basis. When there's a plan for
making 5S an ongoing effort and not just a one-time event, it can be sustained
over time.

The 6th S is Safety

MULTI SKILLS WORKERS

Multi-skilled workers have training and skills in more than one area of a business.

For example, in a manufacturing environment, multi-skilled workers may receive

training in all aspects of building product, as well as the ability to perform quality
inspections.

Such accommodations allow a firm to move workers where they're needed from
one moment to another. Companies’ cross-train employees to increase
productivity and reduce labor costs.

ANDON BOARD

Andon in Lean manufacturing is a system designed to alert operators and

managers of problems in real time so that corrective measures can be taken
immediately. More like a Check Engine symbol in a Car.

It originates from –TPS (Toyota Production System), which empowered

operators to recognize issues and take the initiative to stop work without waiting
for management to make the decision.

POKA YOKE

Also known as error-proofing,

Poka-yoke is a method for taking steps to mistake proof a process. It is a

foundational tool of both Lean and Six Sigma, which focuses on defects, with a
goal of eliminating every mistake by creating systems that either immediately
prevent or detect them.

Poke-yoke reduces the waste caused by defects, which can help improve
efficiency and save costs in rework or additional processing. 

HEIJUNKA

Heijunka (hi-JUNE-kuh) is a Japanese word for leveling. It is part of the lean

methodology of process improvement that helps organizations match
unpredictable customer demand patterns and eliminate manufacturing waste by
leveling the type and quantity of production output over a fixed period of time.

Six Sigma Metrics

There are many Six Sigma metrics and/or measures of performance

used by Six Sigma

The Six Sigma metrics we will cover in the next two articles will be:
 Defects per Unit (DPU)
 Defects per Million Opportunities (DPMO)

Primary Metric
The primary metric is a generic term for a Six Sigma project’s most
important measure of success.
 Primary metrics should be tied to the problem statement
 Primary metrics should be measureable
 Primary metrics should be expressed with an equation
 Primary metrics should be aligned to business objectives
 Primary metrics should tracked at the proper frequency (hourly, daily,
weekly, monthly etc.)
 Primary metrics should be expressed pictorially over time with a run chart,
time series or control chart

Secondary Metric

A secondary metric is one that makes sure problems are not just “changing
forms” or “moving around”. The secondary metric keeps us honest and ensures
we’re not sacrificing too much for our primary metric. If your Primary Metric is a
cost or speed metric then your Secondary Metric should probably be some
quality measure.

FRUITS OF LEAN SIX SIGMA

1-2 Sigma --------- Ground Fruit - which means Simplify and Standardize
3 Sigma -------------- Low Hanging Fruit – Which is Basic tools of Problem solving
3-5 sigma ----------- Bulk of Fruit – Process Characterization and Optimization
5+ Sigma -------Sweet Fruit – Design for Six Sigma

The DMAIC model is a roadmap for Six Sigma, used to improve the quality of results that
company processes produce. The letters DMAIC are short for: Define, Measure,
Analyse, Improve and Control. These five parts are filled in by following twelve
steps, which guide you through the process.

THE FIVE PHASES OF THE DMAIC MODEL

As said, there are twelve steps to the DMAIC model. We go into detail in regards to all of
the 5 phases and the 12 steps below. These will make your project succeed, so be sure
to read on!

THE ‘DEFINE’ PHASE

The purpose of the Define phase is to Describe the problems that need to be solved and
the weight the problem has for the organization or business. Organize the improvement
team.

The following two steps make up the Define phase:

1. Project selection and scope

2. Definition of the Defect
To execute step 1 successfully, the following five steps need to be completed first:”
 Identify the value defining elements of the organization,
 Identify opportunities and possibilities,
 Research the list of possibilities,
 Determine the scope and define projects,
 Prioritize the list of projects.
These five steps lead to the decision of which Lean Six Sigma project to do first.

Step 2: Defining the defect. The easiest way to do this is by describing it as a problem or
wish that your customer has. The improvement project should give substance to the
specific quality demands connected to the process. This means, in Lean Six Sigma terms,
that the Voice of the Customer is translated to Critical to Quality. Critical to Quality (CTQ)
is the term that is used for important, measurable characteristics of a product or
process. The CTQ, furthermore, indicates the ‘’performance standard’’ that needs to be
achieved in order to satisfy the needs of the customer.
THE ‘MEASURE’ PHASE
Goals of the Measure phase are:

To define the defect and collect baseline information regarding the performance of the
product or process. Define goals for improvement and ensure there is a proper system
for measurements in place.

Within the Measure phase, the following steps are followed:

1. Determine and analyze measurement system Y,

2. Baseline performance,
3. Goal determination based on baseline performance.
The Project Y is the CTQ, expressed as measurable output of the process. The Project Y
is always quantitative, measurable, unambiguous, and directly connected to the
process. Then the baseline performance. Based on the collected data, the current
process performance level is determined by measuring the process output Y. This Y can
be expressed in values like temperature, time, speed or any other measurable unit. With
that Y, connected to the process, a goal can be defined that will help strive for
improvements.

THE ‘ANALYZE’ PHASE

The goal of the Analyze phase is to:

Determine which process parameters, or inputs, have the most effect on the critical
process results (outputs).

Within the Analyze phase there are two key steps:

1. Possible causes of variation

2. Determination of main causes.
The first step is concentrated on finding the causes behind the variating values of the Y.
These can be variations as well as defects. Subsequently, during the next step, the main
causes within these are determined. It is key that these main causes can be directly
substantiated by data.

THE ‘IMPROVE’ PHASE

The main goal in this phase is:

To identify opportunities for improvement, substantiated with information on the way

these improvements help achieve the project goals.

The following steps make up this phase:

 1. Finding the most optimal solution
2. Testing the solution
The goal is to develop a fully functional process improvement which is tested by the
project team and ready to be implemented in an actual business environment. The
optimal solution is selected based on the following criteria:

 Predicted process performance,

 Cost,
 Implementation demands,
 Risks.
A pilot will be initiated in order to test the proposed solutions in practice. A pilot is
useful because it lowers the risk of failure and provides a more accurate prediction of
the projected (monetary) savings the project will produce. This helps the development
of the Business Case by substantiating the entire implementation.

THE ‘CONTROL’ PHASE

The goal in this final part of the DMAIC model is:

To implement the chosen solutions and make sure these are engrained in the
organizational process. Share the solutions with other stakeholders who face similar
issues as well!

The following steps make up this final phase:

1. Engraining and analyzing measurement systems,

2. Implementation and proving the improvement,
3. Project documentation and handover.
The process changes are documented in the control plan. Each main cause is explained,
including the way they are controlled in the new way of working. The control plan also
mentions how the project Y will be monitored. In addition to that, the control plan also
notes who is responsible for fixing any problems. Finally, the control plan contains the
intervals at which checks or audits are conducted in regards to the process and its
adaptations, to be sure that the changes made are permanent.

It is important that the implementation of the solution is done in a controlled way. Many
organizations have embraced their own method of project management. It is generally
speaking a good idea to stay in line with this method, as long as it contains the following
aspects: project definition, organization, planning, necessary means and budget, a risk
management plan, communication plan and training demands.

After the implementation the project can be handed over to the line organization. The
first point of contact for the Black- or Green belt is the sponsor as owner of the problem
and eventually the owner of the solution. Proper project documentation forms the
reference work for the current process owner and any future process owners as well. It
is therefore important to document the reasons behind changes in the process and the
implemented solutions, including their yield. This prevents people from needlessly
reinventing the wheel in the future