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Similar to Lean Six Sigma Basics is used for basic training to team,
Lean Six Sigma Basics is used for basic training to team,
- 1. Today’s Topic- Lean& Six Sigma basics https://ce.sunysuffolk.edu/course/lean-six-sigma/
- 2. 1 What is LeanSix Sigma? Agenda for Today’s Discussion 2 Why Lean Six Sigma? 3 What is Lean? 4 What is Six Sigma? 5 Types of Waste 6 Measure of process performance 7 Methodologies in Six Sigma 8 Benefits of Lean
- 3. 6𝜎 6𝜎 LEAN Reduces wastethrough simplification of a process SIX SIGMA Reduces defects by addressing issues quickly LEAN SIX SIGMA Six Sigma is accelerated by LEAN Problem Solving + Improving Processes delivers greater results What is Lean Six Sigma?
- 4. Basics of LeanSix Sigma Increased revenue, reduced costs, and improved collaboration Lean and Six Sigma complement each other Lean accelerates Six Sigma Comprehensive tool set to increase the speed and effectiveness of any process Why Lean Six Sigma? Helping the organization make more money by improving customer value and efficiency Focusing on improving quality by helping the organization to produce products or services better, faster and cheaper
- 5. What is Lean? ActivityProcess Value Added Activity must transform the product/service Customer must be willing to pay for it It must be done correctly first time Lean or Lean management is a business approach for maximizing customer value while minimizing waste.
- 6. There are 8types of waste (DOWNTIME) Defects Overproduction Waiting Non-utilized Talent Transportation Inventory Motion Extra Processing
- 7. What is SixSigma? SIX SIGMA helps in: Reduces the amount of defective products or services provided Results in increased revenue Results in greater customer satisfaction Set of techniques and tools for Process Improvement Sigma (σ) is a statistical concept that represents how much variation there is in a process relative to customer specifications – S or “SD”. Sigma Value is based on “defects per million opportunities” (DPMO). Six Sigma (6σ) is equivalent to 3.4 DPMO. The variation in the process is so small that the resulting products and services are 99.99966% defect free. Amount of Variation Effect Sigma Value Too much Hard to produce output within customer specifications Low (0 – 2) Moderate Most output meets customer specifications Middle (3 – 5) Very little Virtually all output meets customer specifications High (6)
- 8. Six Sigma Concept ParkingYour Car in the Garage Has Variability... Target defects defects Customer Specification Customer Specification
- 9. Six Sigma Tablewith various levels of Six Sigma. Sigma Level DPMO Long Term Yield 2 308,537 69.15% 3 66,807 93.32% 4 6,210 99.38% 5 233 99.98% 6 3.4 99.99966% Defects is the number of defects found in a sample, so it's 11 Units - for this example, it's 10,000 pairs of jeans Defect opportunities - the number of defects opportunities per unit, so in our case, it's 5. As each jeans can have 5 defects opportunities •Missing button •Dingy material; •Faulty seams 🧵 •Inaccurate size; and •Broken zip 🧵 https://www.omnicalculator.com/other/dpmo Sigma level 5
- 10. Methodologies in SixSigma DMAIC DMADV Define Measure Analyze Improve Control Define Measure Analyze Design Verify Document the detailed process that meets the deliverables Design Verify that the goals & deliverables are achieved through the newly designed process Verify
- 11. Lean usage inSoftware development https://appinventiv.com/blog/how-we-integrate-lean-principles-in-software-development/ Manufacturing Industry Waste Software Development Industry waste Inventory Incomplete/Partial work done Extra processing Extra or not needed Feature Overproduction Additional Processing or additional documentation Transportation Task switching Waiting Waiting/ delay Motion Hand-off Defect Defect (Counter-intuitive it seems at this moment, more details below)
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- 13. DMAIC Define Define theproblem statement Map the current process, gather data, identify and understands the root cause of the problem Measure Analyze Analyze the data & the process to reduce the defect & wastes of the existing process Improve Work on the defects by using the improvement ideas Control Document how the process improvements will be passed on Appendix
- 14. DMADV Define Project goals& deliverables are defined Measure the factors that are critical to its deliverable Measure Analyze Analyze different process options that will best meet the required deliverables Design Document the detailed process that meets the deliverables Verify Verify that the goals & deliverables are achieved through the newly designed process
- 15. •Examples: • Very detaileddocumentation • Extra management/planning activities •How to reduce? • Minimize extra activities • Plan as per requirement WASTE 4: Task Switching - Every time a person shuffles between tasks, there is a significant time that is required to gather the information, thoughts, and get into the new task. According to research, it takes a minimum of 15 minutes of concentration to enter flow, and during this time, you are not productive. Imagine - if a developer is interrupted two times a day, over half an hour of work is lost. •Example: •One person working on two projects •Developer interrupted for breaks for conversations over other projects. •How to reduce? •Minimize shuffling and assign resources to one project at a time •Eliminate what is not important •Minimize interruptions •Prioritize the activities WASTE 5: Waiting/Delays-
- 16. Champion Master Black Belt BlackBelt Green Belt Yellow Belt White Belt Six Sigma Certification Levels
- 17. Reduces process cycletime Eliminatesthe chance of defectgeneration Improvesproduct or Service delivery time Reduces inventory levels LEAN helpsin: Optimize resourcestowards key improvementsamong others
- 18. How Six SigmaApplies to Business Performance −6𝜎 −5𝜎 −4𝜎 −3𝜎 −2𝜎 −1𝜎 1𝜎 2𝜎 3𝜎 4𝜎 5𝜎 6𝜎 6 Standard Deviations = Sigma Level Mean Process Average Upper Limit Lower Limit 99.7% 95% 68%