Page 89 - Lean six sigma demystified

68 Lean Six Sigma DemystifieD

3. Develop a future state that
a. Creates a one-piece flow (no big batches).
b. Group work “cells” are a by product, not a process.

c. Avoid handoffs.
d. Level the load.
e. Standardize the tasks.
f. Eliminate redundancy.
g. Include visual controls to make management easy.

h. Reduce unnecessary movement of people and products.
i. Reduce unnecessary delays.
4. Implement the change.
5. Measure performance.
a. Lead or turnaround time (days).
b. Percentage on-time deliveries.

c. Defects in PPM.
d. Productivity (widgets/hour).
6. Monitor and sustain the improvement.
7. Do it again.

Six Sigma and Lean

There is an obvious case for the harmonious marriage between Six Sigma,

which fixes individual processes, and Lean, which fixes the connections among
processes.
Use technology to support, not replace people. Focus on process and people
first, then add information technology to support them. Use low-cost reliable
alternatives to expensive new technology.
Make decisions slowly, implement decisions rapidly.
Learn by doing first and training second. “You cannot PowerPoint your way
to Lean.” The Toyota way is about learning by doing (LBD). In the early stages
of Lean there should be at least 80% doing and 20% training. The best training
is training followed by immediate doing, or doing followed by immediate
training.