Page 46 - Lean six sigma demystified

Chapter 1 What iS Lean Six Sigm a ? 25

To narrow your focus from an enterprise perspective, you will want to use
two key tools.
1. Voice of the customer analysis to understand the links between what
customers want and what you do.
2. Balanced scorecard to establish key measures and targets for improve-
ment in four key areas: financial, customer satisfaction, quality, and
growth.

? still struggling

You don’t have to fix everything to make progress; you only have to fix a few key
problems to make 50 percent improvements in speed, quality, and cost.

Improve

He who would learn to fly one day must first learn to stand and walk and run and
climb and dance; one cannot fly into flying.
—Friedrich Nietzsche

Action will remove the doubt that theory cannot solve.
—Tehyi Hsieh

The only sustainable advantage may be the ability to learn faster than your
competition.
—Peter Senge, author of The Fifth Discipline

Step 1. Get started, but start simply, inexpensively. Focus in one of the two
broad areas: (1) eliminating delays using Lean or (2) reducing defects or
deviation using Six Sigma.
Step 2. Identify one mission-critical problem to solve. It must be something
you can affect directly. You can’t, for example, fi x loss of market share di-
rectly, but you can reduce the product defects and delivery delays that are
causing customer defections.