Session 8

Introduction to Six Sigma (continued)

Lean Sigma – 5S (House Keeping)

S1: SORT

• It does not mean that you remove only the items that you
know will never need
• It does not mean that you simply arrange things in a neater
fashion
• When you sort, you leave only the bare essentials – “When in
doubt, move it out”
5s

S2: Set in Order (Simplify)

• Set in order means to arrange needed items in the area and

to identify or label them so that anyone can find them or put
them away

GOAL : To arrange all needed work items in line with the

physical workflow, and make them easy to locate and use
5s

S3: Shine

• Shine emphasizes removing the dirt, grime, and dust from

the work area. This is a program of keeping the work area
swept and clean of debris.
1. Determine the shine targets
− Think about .. Safety , Waste , Cleanliness
2. Set a housekeeping schedule and assign responsibilities
3. Create procedures for continued daily shine processes
4. Set periodic inspection and targets for machinery,
equipment, computers, furnishings etc.
5s

S4: Standardize

• Standardize means creating a consistent way of implementing

the tasks performed daily , including Sort, Set in order, and
shine.
• It means doing “the right things the right way, every time”.
5s

S5: Sustain

• Sustain means that the 5S program has a discipline that

ensures its continued success.
1. Create S5 audit form for summarizing results
2. Establish periodic schedule for conducting audits
3. Establish checklist for visitors to review
4. Celebrate accomplishments and continue improving
 Before 5 S

M. Sc. Statistics, Sunandan Divatia School Of Science

After 5 S
After 5 S

MIMS
Session 9

Six Sigma - Define Phase

Improved Problem Statement

• The current process for handling customer tickets in relation to the

application areas XYZ , for customers based in the India region and with
specific reference to messages with high priority does not allow to respect
relevant, Internal SLA’s (Service Level Agreement) defined in relation to the
processing time.
• The average resolution is approximately 14 days (against an SLA of 9 days)
and we have also observed that in 25% of the cases that messages with high
priority are taking over 21 days to be resolved.
• As a consequence of this poor performance, our customer rating of the
support service we provide (see survey may 2013) is , on average 15% lower
than those of our close competitors. There is a growing number of customers
(7% last year) who have decided to review their procurement decisions and
moved to our competitors.
• The impact for the business can be estimated in lost revenues of over 2
million $ per year