Sigma And Lean As A Change And Change Procedure

Dip Com (LM ) –SCM Tutorial 6 Text Book-Chapter Eight Discussion Questions 1. (1).Explain why lean production and Six Sigma are so important to successful supply chain management. Ans. 

The driving factors for a success or failure of implementing Six Sigma is largely dependent on the inputs set forth at the conception and duration of the integration. This whitepaper will compare and contrast these critical inputs for a successful deployment. In order to accomplish this five various companies: GE Electric, W.R. Grace, Royal Chemicals, Diversified Paper and Lemforder. Some of these organizations had very successful results while others failed to reach their full potential. What is clear is the similarities of those that succeed and those that failed.

Six Sigma can help companies achieve performance levels that externally are invaluable to customers and internally can reduce costs. These projects can now be found in very diverse industries and can span far-reaching …these two initiatives can be complementary, especially for "Greenfield" process improvements… UPS Supply Chain Solutions 2 business processes and geographies

In this document we have done a detailed study of Six Sigma and Lean Six Sigma and how they help Business Analysts to maximize their skill sets to attain maximum process improvements in their activities. We introduce the topic, provide a historical timeline and disucuss its relevance to the topic. After that, we analyze current state and use the information to provide results in Analysis and Synthesis section.

Now a day's global market in the world and all companies are looking up making new improvements that drive bottom line results. In that process all originations and companies are turning to process improvement methodologies such as lean six sigma. Continual improvement, as one of the objectives of a quality management system is achieved by the improvement of all processes and activities at a particular stage of the production cycle. Continual process improvement is also the only way how to survive and succeed among competitors. The management of the company will always be looking for opportunities that will enhance the effectiveness of the company’s processes. Lean Six Sigma is one of the significant methodologies of quality management, this seeks to increase productivity and improve quality of process outputs. As a customer oriented managerial strategy, it emphasizes that imperfection is an opportunity for improvement. The Lean Six Sigma system helps to effectively reduce any defective process; it improves the quality of the provided services and makes the

Six Sigma was first introduced in the 1980’s by none other than Motorola. It was not however necessarily a novel concept at the time so much as it drew from a conglomerate of proven manufacturing principles. It is strikingly similar to the scientific method in design. Six Sigma approaches areas that may not necessarily be viewed as problematic with an open mind. It seeks to analyze problems or questions with a stepwise, statistical, and quantitative focus in order to discover, fix, or disprove problems that may or may not exist within a process. By doing this Six Sigma can improve efficiency and therefore improve positive outcomes for whatever the endpoint may be (Mast, Bisgaard, & others, 2007).

Successful Lean Six Sigma (LSS) deployments rely on the ability of a deployment to effectively apply Six Sigma DMAIC methodologies with the ability to concurrently apply Lean tools in order to drive Continuous Improvement into the culture of the business. Designing a Lean Six Sigma deployment to be an integrated model ties together the Six Sigma well structured approach with the Lean approach of matching quantity and quality to satisfy customers. Various companies have begun

Six Sigma methodologies focuses on reducing variation to eliminate defects and have a standard output with less inventory (Kubiak & Benbow, 2009). Implementation of Six

The concept of Six Sigma was developed in the early 1980’s at Motorola Corporation (Harry and Schroeder, 2000). Six Sigma can be defined as a statistical measure of the performance of a process or product (Kumi et. al., 2006). It is used as a quality control mechanism, which seeks to reduce defects or variations in a process to 3.4 per million opportunities thereby optimizing output and increasing customer satisfaction (Sambhe, 2012). Sigma is representing the standard deviation, a unit of measurement that designates the distribution or spread about the mean of a process (Six Sigma Academy, 2002). In addition, the Six Sigma uniquely driven by close understanding of customer needs, disciplined use of fact, data, and statistical analysis, and diligent attention to managing improving, and reinventing business processes (Pande, P., et. al. 2000). The Six Sigma methodology uses statistical tools to identify the factors that matter most for improving the quality of processes and generating bottom-line results. The Six Sigma DMAIC (Define, Measure,

Disadvantages: employees should have certificates to use the six sigma process, cost too much for organizations, and if fails then the process needs to be repeated. Sigma Six focus totally on quality and improvement and ignores efficiency and not designed to reduce costs. Advantages: increases and improves quality using quality control, reduces defects by reducing variations, and addresses the entire process, customer driven, diversification of product. Adopting Six Sigma process improvement puts in place a continual process improvement methodology at all levels of an organization (Tamara Wilhite, 2015).

The establishment of Lean Six Sigma is to take a gander at items/benefits through the client 's eyes and decide how enhancements can wipe out "waste". Lean Six Sigma takes after a thorough methodology of DEFINE… MEASURE… ANALYZE… IMPROVE… CONTROL. Through this procedure we distinguish the 7 sorts of waste that is, Overproduction, Inventory, Extra Processing, Motion, Defects, Holding up, and Transportation. A group is structured to direct an Action Work Out to actualize changes that will wipe out the waste. Since "Waste makes Waste" we should ceaselessly Kaizen (improve) to streamline and streamline our methodologies. We exceed expectations to model the Toyota Production System (TPS) with the aid of Shingijutsu specialists that show us the

Supply chain specialists, however, will have the training and expertise to give proper focus and attention to improving processes and managing quality. Several approaches may be used when implementing a process or quality improvement initiative. Some of these approaches include Accelerated Improvement, Business Process Improvement (BPI), Process-Oriented Architecture (POA), Rummler-Brache Methodology, Helix Methodology, and Six Sigma. In this report, the Six Sigma approach will be examined, including benefits of the Six Sigma approach, implementing the Six Sigma approach, costs to consider, and risks and cautions of the Six Sigma approach.

Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimising variability in manufacturing and business processes. It uses a set of quality management methods, including statistical methods, and creates a special infrastructure of people within the organisation ("Black Belts", "Green Belts", etc.) who are experts in these methods. Each Six Sigma project carried out within an organisation follows a defined sequence of steps and has quantified targets. These targets can be financial (cost reduction or profit increase) or whatever is critical to the customer of that process (cycle time, safety, delivery, etc.).

They went further to state that “There was a considerable interchange of tools and techniques between lean manufacturing and Six Sigma” (McAdam and Donagan, 2003). Implementation challenges were highlighted in this study and were similar to those previously discussed. The researchers simple stated that “this study has found no recipe for success” (McAdam and Donagan, 2003). McAdam and Donagan (2003) significant finding from this study was “that three business improvement methodologies of different philosophical origins could all be systematically combined to contribute to organizational goals.” They support this finding by explaining that “there was a distinct lack of evidence, at any level, of complaints of unnecessary overlap and contradictory goals” (McAdam and Donagan, 2003). They recommend further research is this area because “the integration and aggregation of these approaches and their effects would appear to have the potential to produce a coherent approach to business improvement strategy” (McAdam and Donagan,

Jacob et al. (2009) in their business novel “Velocity: Combining Lean, Six Sigma and the Theory of Constraints to achieve breakthrough performance”, by combining the concepts of Lean, Six Sigma and the Theory of Constraints within the organizational program follow a “best of breed” approach. The author suggests taking the best of each school of thought has to offer and combining them to maximize the performance. Thus the weakness of one approach can be overcome by the strength of other and particularly by inclusion of Theory of Constraints in the mix.