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Lean Six Sigma Philosophy and Thought of

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									Lean Six Sigma Philosophy and Thought of
   Six Sigma originated in the philosophical method of the late 80s of this century,
Motorola. Six Sigma in many other previously established the most advanced
management concepts and practices on the basis, characteristics, starting from
customer requirements, process-oriented. Its goal is to pursue 6SIGMA 3.4 defects per
million opportunities for products or services. Not only play a major role in
production, and marketing, services, human resources, finance, sales, etc. is equally
important role. Typical Six Sigma improvement step is in accordance with the D
(define), M (measurement), A (analysis), I (improvements), C (control) or D (define),
M (measurement), A (analysis), D (design ), V (verify) the five stages. Focus on
data-speaking point of view, combined with a number of statistical methods and tools
such as C & E Matrix, FMEA (Failure Mode Effects Analysis), SPC
(statistical process control), MSA (Measurement Systems Analysis), ANOVE
(variance analysis), DOE (experimental design) and related software and other
applications within the enterprise through the Black Belt and Green Belt leading the
way to complete the project, to reduce process variation and COPQ, optimize
processes, reduce costs and improving economic efficiency goals. At the same time by
improving customer satisfaction, the enterprise's overall competitiveness
improved. In other words, Six Sigma is not only concerned about saving, greater
emphasis on open source. As we all know, Six Sigma methods in the United States is
widely used General Electric and develop, as one of the company's four
strategic, GE former president Jack. Welch will become a Six Sigma culture, and the
staff to handle daily work behavior, and the formation of the "no
border" management. Nearly 10 billion won for the enterprise's
economic benefits. In recent years, they will lean thinking and Six Sigma business
philosophy of combining their respective strengths, gained great success again and
again. Similarly, the Six Sigma method in Allied Signal / Honeywell, Toshiba,
Samsung and other companies have also achieved great success, and even some
non-manufacturing areas such as Citibank, Disney, Hilton Hotels, also introduced the
Six Sigma methods, benefit from great deal. Six Sigma is being more and more
enterprises in the world accepted and respected.
   Lean thinking originated in the late 40s of this century after World War II,
Japan's Toyota Motor Corporation. Toyota, Taiichi Ohno manager at Ford
Motor Company's advanced management methods, based on further
developed its philosophy, organization, management and the user may Guanxi, supply
chain, product development and manufacturing operations, etc. which will bring
efficiency and profitability have been greatly improved - that is to put less and less
access to more and more output. The basic idea of lean production is to eliminate
waste and reduce costs. The key starting point for lean thinking is value, it will be a
waste is defined as: 'If you do not add value is a waste'. And will
waste down to seven, namely: excess production of waste, excessive inventory waste,
unnecessary waste of material transport, unnecessary waste movements (search for
parts, etc.), waiting before the next process waste, as tooling or product design
problem to many parts of the waste processing, waste product defects. The commonly
used tools are: single-piece flow, pull systems (Kanban), time production (JIT), value
chain management, TPM (Total Productive Maintenance), SMED (quick die),
production line balancing, error prevention, workplace organization ( Workplace
organization) and so on. Lean thinking is now being widely used in industries such as
automotive, aerospace, machinery manufacturing, construction, food retail and postal
services. In our country, especially in the automotive industry, the introduction and
application of this method also has several years of history, and achieved amazing
results.
   Lean and Six Sigma thinking has many similarities, at least in the following
aspects:
Both need the support of senior management to ensure success;
Both are continuous improvement approach;
Both are not only for the manufacturing process, can also be used for
non-manufacturing process;
Both stressed that reduce costs, improve efficiency, reduce waste;
Both use the team approach to improve it;
Both have significant financial effect.
   Lean and Six Sigma thinking in the solution is somewhat different. To sum up the
following points:

   Activities in the implementation of Six Sigma strategy, if the combination can lean
thinking to the project implementation will play a greater role. For example, the five
stages of DMAIC, the measurement and improvement stage, if we find some
problems of the reason is obvious, belonging to a typical waste, Jiu Ke Yi Sheng Chan
Lean methods to solve out Zhexie problems quickly, and then further improved with
Shuojufenxi and to achieve more good results. Unnecessary to wait 4 months, as the
reasons for delay to solve the problem.
   Through observation, the obvious question (for example, too much inventory,
action or transport distance is too long, etc.), no need to use data definition, and based
on lean thinking, clear solutions can be quickly resolved Quick Hit, and the best use
of lean techniques. In a relatively short period of time in order to achieve rapid
improvement in the form of workshop objectives. On the contrary, if the
problem's cause or solution method are not clear, need to collect data,
apply some statistical techniques to analyze data, issues from possible impact of the
many reasons to find the root causes of problems and found to improve the prospects,
more suitable for Six Sigma methodology. Project team set up by the Black Belt or
Green Belt as a project manager in preparation for 2-4 months to complete
improvements to obtain optimum results. Two different methods for different types of
problems to solve each other irreplaceable. In addition, practitioners have received
training are different.
   We should not only master these two methods is more important is to understand
when to use which method. If you want to eliminate waste, improve process efficiency,
production line or face caused by unbalanced workload of the problems of waiting,
Ke Yi Yong Lean Gongju to solve the problem. But this does not mean that the
product consistency is good, no defects, parameter setting in the best condition, or the
perfect design.
   If you want to reduce variation, improve performance or to set, no production of
defective products, you can use Six Sigma methods to improve. Similarly, this does
not mean that the site occupied by the least and most efficient production processes.
In short, lean tools to reduce waste, Six Sigma to reduce variation. Once you
understand the characteristics of these two methods, you can use the right methods to
solve the problem.
   Lean Thinking and Six Sigma is like a toolbox of wrenches and pliers, have both to
achieve maximum efficiency. GE and a number of successful companies shows that
Six Sigma and Lean production methods are mutually reinforcing and mutually
complementary. There is no contradiction between two ideas or conflict.
   Some companies have these two as completely different and isolated - would lead
to unfavorable results, the two methods in different directions to push the limited
resources and power to spread out, one had to be determined to give up. In fact,
customers do not really care which way companies use, they only care about results!
   In short, Six Sigma and Lean undoubtedly promote each other. If you want to
continue to improve the company's organizational culture, it is best to use
the two together.

								
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