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Expertise at the Master Black Belt level in Six Sigma and Lean implementations, project facilitation, training, and coaching of project leaders, belts, and champions. Let us help you identify opportunities and drive these techniques to a positive effect on the bottom line.

Whether you’re already using these techniques, or are new to the philosophies, we can help you increase the value you receive from effective and efficient work. Using Lean and Six Sigma will ensure that Process Excellence in your facility drives benefit to improve profitability. Bench- marking can be used to determine how you compare to others.



The key to lasting improvement lies in identification and valuing opportunities. There are a number of tools that can help with this process. One is using a Goal Tree to identify opportunities and ensure that they align with strategic initiatives. This also can be done through Value Stream Mapping and Analysis. However it’s important to ensure that one is optimizing the whole and not just a part of it. Another part of this is to identify and work on the constraints that exist in every system.


There is a lot of discussion on which should come first, Lean or Six Sigma. The answer to this is that ‘It depends’. We suggest letting the opportunity objective identify the project type (Go Do, Lean, Six Sigma, Business Process Improvement, etc.). After the appropriate tool is identified, then the project can be scoped and chartered.


Before embarking on improvement efforts it is important to stabilize and/or standardize the process. This is done as part of establishing the baseline condition. Techniques include mapping the process, reviewing standard work documents, and implementing mistake proofing controls.


Taking waste out of a process is generally done through the use of Lean techniques. Lean tools include 5S, Visual Work Place, TPM, and QCPC. The mechanism to implement is through Kaizen.


Generally when reducing variation, Six Sigma methods are used. This can be traditional DMAIC (for general processes) or DFSS (for new products or processes). Either way, the focus is on making processes more reliable and predictable.


The rewards that come with implementing Process Excellence begin with the project work by saving on costs, improving efficiency, and/or growing revenues.  Benefits come to true fruition when the techniques are the way things are done (not something done in addition to regular work). Once this is accomplished, everyone is continually looking for ways to be more effective and work more efficiently. At this point, the pursuit of excellence via continuous improvement takes on a life of its own.

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