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Lean Six Sigma
How to best combine Six Sigma and Lean Manufacturing
Each and every defect produced during manufacturing cause’s production delay, increase in product cost, less productivity and increase in lead time. So, every company is in pursuit of error free manufacturing along with higher production rates. To achieve both these things, then they are in need of applying Six Sigma and Lean Manufacturing principles in their organizations simultaneously. Six Sigma and Lean Manufacturing are different strategies, first focuses on variation and its reduction and other focuses on productivity. So, if we combine both a new concept was emerged known as Lean Six Sigma.
Many manufacturers are focusing these days that how they can improve their processes and improve productivity, reduce different types of waste and ultimately bringing more valuable products to customers. Old factory management tools and techniques are being replaced by latest ones; those promise higher productivity, fast delivery, less cost and improved quality. Lean Manufacturing is that tool that offers all above mentioned benefits. Lean Manufacturing implementation requires top management commitment and involvement of every person of the organization. This also requires that a comprehensive training program should be started for awareness of people about Lean Manufacturing concepts. Companies with proven record of Lean Manufacturing implementation are very few but companies who are adopting this philosophy are increasing day by day.
Six Sigma, a concept given by Motorola in 1980’s. The main focus was to reduce variations in manufacturing and target was 3.4 defects per million opportunities (DPMO). After its successful implementation, other organization started to implement it in their organization. Tremendous result achieved by General Electric gave Six Sigma a threefold boost. Then organizations combined Lean manufacturing tools with Six Sigma and new term was coined as Lean Six Sigma.
Lean Six Sigma tools used in different stages of training are as follows:
- 5 Whys
- 5S
- Affinity Diagram,
- Analysis of variance (ANOVA)
- Balanced Scorecards
- Bottlenecks Identification
- Box plots
- Brainstorming
- Cause & Effect Diagram
- Cause and Effect Matrix
- Cellular Manufacturing
- Control Charts
- Design of Experiment (DOE)
- Failure Mode Effect Analysis (FMEA)
- Force-field Analysis,
- Histograms,
- Hypothesis Testing (t-test (two-sided), Chi-Square test )
- Kaizen
- Kanban
- Lean Six Sigma and Overview of the DMAIC Steps
- Lean Six Sigma Project Charter
- Linear & Multiple Regression
- Measurement System Analysis (Gauge Repeatability & Reproducibility)
- Measures of Central Tendency & Variation (Mean, Mode, Median, Standard Deviation, Range)
- Mistake Proofing
- Normal Distribution
- Overall Equipment Efficiency (OEE)
- Pareto Diagram
- Process Capability Studies (Cp and Cpk)
- Process Control Plan
- Process Flow Charts
- Quality function Deployment/Voice of Customer
- Rapid Prototyping
- Sampling & Data Collection
- SIPOC Diagram
- SMED
- Takt Time
- Total Productive Maintenance (TPM)
- Value Stream Mapping
- Visual Controls
Both strategies require product focus and customer focus in terms of their requirements. Both tools are improvement tools, but one should focus more on those tools, which is more relevant. If wastes are need to be minimized or productivity needs to be improved then focus on Lean and if product variation needs to be controlled, then Six Sigma must be applied.
Oskar Olofsson, 2009
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