Six Sigma Methodology & Lean

Many parts have to fit together to make a product, like a cell phone. When engineers design the parts, they account for the fact that all parts will display some amount of variation as they are produced. Variation is the degree to which a part, product, service, or transaction differs from all others in the same class or category. In the case of a phone, each class of parts, like the plastic casting, vary in size, weight, and even color. Just as the phone cases vary, so does the clear plastic display that covers the liquid crystal display. Then you have the many hinges, buttons, antenna, internal component, and so on. All these parts have to snap and fit together well if the phone is to perform its function to your satisfaction. In other words, you can only tolerate a certain amount of variation. A little too much variation and the phone won’t work property. A little more variation and it won’t work at all. And we all know who’s going to end up with the bad phone, right?

The Kaizen culture is one that requires discipline and dedication. It is not something that is isolated to management or non-management staff. It is a way of doing business. In adapting TFS culture to The Toyota Way, we should consider matching: • Job related requirements, including: o Ways to act o Ways to think o Key accountabilities • Corporate goals • Staff training and development Human Resources will play a large roll in the facilitation and management of these activities. Translating The Toyota Way into meaningful actions is necessary to encourage and develop the people of TFS. Moments of truth where staff should encounter The Toyota Way are: • Corporate, Business and Personal goals • Induction and Orientation • Job descriptions • Training and Development • Policies and Procedures

Movie name: Value Stream Mapping By: Bill Webb & Jim Bickerstaff January 2007 http://www. TPSmethods .com/ Value Stream Mapping is a Lean technique used to analyse the flow of materials and information currently required to bring a product or service to a consumer. At Toyota , where the technique originated, it is known as "Material and Information Flow Mapping" Implementation Identify the target product, product family, or service. Draw a current state value stream map, which is the current steps, delays, and information flows required to deliver the target product or service. This may be a production flow (raw materials to consumer) or a design flow (concept to launch). There are 'standard' symbols for representing supply chain entities. Assess the current state value stream map in terms of creating flow by eliminating waste . Draw a future state value stream map. Implement the future state.

The Five Objectives of Six Sigma To satisfy the customer To lift internal performance To enable better performance by better design To improve the quality of purchased supplies To reduce the costs Six Main Benefits of the Sigma Breakthrough Strategy Remarkable improvements in: Processes Products and services Investor relations Design methodology Supplier relationships Training and recruitment Six Sigma tells you 1 Your don't know what you don't know You can't...

Six Sigma Black Belt Handbook, By: Thomas Mc Carty, Micheal Bremer, The Six Sigma methodology builds on the Six Sigma metric. Six Sigma practitioners measure and assess process performance using DPMO and sigma. They apply the rigorous DMAIC (Define, Measure, Analyze, Improve, Control) methodology to analyze processes in order to root out sources of unacceptable variation, and develop alternatives to eliminate or reduce errors and variation. Once improvements are implemented, controls are put in place to ensure sustained results. Using this DMAIC methodology has netted many organizations significant improvements in product and service quality and profitability over the last several years. The Six Sigma methodology is not limited to DMAIC. Other problem- solving techniques and methodologies are often used within the DMAIC framework to expand the tool set available to Six Sigma project teams. These include: Theory of Inventive Problem Solving (TRIZ) Lean Ford 8Ds (Disciplines) 5 Whys Is...

سئوال اول: آیا شش سیگما نظیر سایر موارد کیفیت مدار دیگری نیست که در گذشته آغاز شدند و تقریباً تمام آن ها به شکست انجامیدند؟ پاسخ: این پرسش رایج‌ترین پرسشی است که می‌شنویم. همچنان که پیشتر هم مطرح شد، شش سیگما از ابزارها و روش‌هایی مشابه با فعالیت‌های کیفیت‌افزایی استفاده می‌کند اما تفاوت‌های بسیاری بین شش سیگما و تلاش‌های قبلی موجود است . نخست آن که دیگر فرایندهای کیفیتی هرگز نظر مدیران ارشد را جلب نکردند. حال فرایندها هر چه بود، چه کنترل آماری فرایند، مدیریت کیفیت جامع، برنامه‌ریزی و چه دیگر موارد، خیلی به ندرت مدیریت در آنها درگیر شده ‌است. آن چه به طور معمول رخ می‌داد این بود که تیم پروژه بلافاصله از افرادی که به بهبود علاقه‌مند بودند، شکل می‌گرفت. این تیم‌ها تلاش کردند از روش‌ها و ابزارهای کیفیت استفاده کنند و آنها را به کار ببرند؛ اما تمام این قبیل فعالیت‌ها بدون حمایت مدیریت بوده‌اند. بنابراین هم تلاش‌ها و هم نتایج حاصل شده ناقص بوده‌اند. شش سیگما متفاوت است زیرا مدیریت در آن حضور فعال دارد. جک ولش در جنرال الکتریک می‌گوید شش سیگما مهمترین راهکاری بوده است که در طی 20 ...

Six Sigma - What is Six Sigma? By: www.isixsigma.com Six Sigma at many organizations simply means a measure of quality that strives for near perfection. Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects (driving towards six standard deviations between the mean and the nearest specification limit) in any process -- from manufacturing to transactional and from product to service. The statistical representation of Six Sigma describes quantitatively how a process is performing. To achieve Six Sigma, a process must not produce more than 3.4 defects per million opportunities. A Six Sigma defect is defined as anything outside of customer specifications. A Six Sigma opportunity is then the total quantity of chances for a defect. Process sigma can easily be calculated using a Six Sigma calculator . The fundamental objective of the Six Sigma methodology is the implementation of a measurement-based strategy that focuses on process improvement and va...

Six Sigma is a set of practices originally developed by Motorola to systematically improve processes by eliminating defects. [1] A defect is defined as nonconformity of a product or service to its specifications. While the particulars of the methodology were originally formulated by Bill Smith at Motorola in 1986 [2] , Six Sigma was heavily inspired by six preceding decades of quality improvement methodologies such as quality control , TQM , and Zero Defects . Like its predecessors, Six Sigma asserts the following: Continuous efforts to reduce variation in process outputs is key to business success Manufacturing and business processes can be measured, analyzed, improved and controlled Succeeding at achieving sustained quality improvement requires commitment from the entire organization, particularly from top-level management The term "Six Sigma" refers to the ability of highly capable processes to produce output within specification. In particular, processes that oper...