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CONTENTS
LEAN ENTERPRISE 2. SIX SIGMA 3. LEAN SIX SIGMA 4. WHY LEAN SIX SIGMA ? 5. MARKS CARD-L6S 6. CONCLUSION
1.
Lean technology assists businesses in optimizing the processes that meet the needs of their customers. It is a fact that at least 95% of cycle time in a non-lean factory do not add value. Those activities that do not add value and are not important i.e. wastes may be eliminated.
SIX SIGMA
Six Sigma seeks to improve the quality of process outputs by 1. identifying and removing the causes of defects 2. minimizing variability in the firms manufacturing and business processes
Aims at having less than 3.4 defects per million opportunities or better.
SIX SIGMA
1. 2. 3.
The sigma scale of measure may correlate to defects-per-unit parts-per million defective probability of a failure/error
Poor Process Capability Excellent Process Capability
Very Low Probability of Defec ts Very Low Probability of Defec ts Very High Probability of Defec ts
LSL
USL
LSL
USL
An integrated and balanced combination of the speed and variation reduction power of both Lean and Six Sigma to achieve full optimization of business management process.
Six Sigma is deployed mainly for innovative, breakthrough and continual improvements.
Lean is deployed mainly for daily continual improvements and performance sustaining activities.
Speed + Stability
American Medical Network suffered from long processing times, errors in recording information and too much clerical work. Accenture came to their help. It analysed the workflows and identified areas for change or improvement.
For ex: Reduced paperwork, well designed electronic forms, and fast allocation of patient requests to a team of nurses. Lean Six Sigma thus quickened patients access to care at medical network on US East Coast.
: : :
57 40 35
Appointments booked
34
CONCLUSION
LEAN SIX SIGMA combines the advantages of both LEAN and SIXSIGMA : Speed and Stability