unit i sigma

8/21/2019 UNIT I sigma

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UNIT I LEAN & SIX SIGMA BACKGROUND AND FUNDAMENTALS 9

Historical Ovrvi! " D#i$itio$ o# %alit' " ()at is si* si+,a -T.M a$/ Si* si+,a " la$

,a$#actri$+ a$/ si* si+,a- si* si+,a a$/ 0rocss tolra$c " Si* si+,a a$/ cltral c)a$+s "si*

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4CO3.52 Cost o# Doi$+ Not)i$+ " assss,$t %stio$s

The Motorola Six Sigma model was developed in 1986 when employee Bill Smith

proposed a concept aimed at minimizing variability in manuacturing through the standardization

o product deect measurement! "n #$$8% the concept integrated the lean manuacturing

methodology o optimizing customer value and reducing waste! &ltimately% this accumulated

into what we currently call 'ean Six Sigma!

B()(*"TS

+esigned to help organizations optimize speed and agility% reduce costs% and improve

,uality- 'ean Six Sigma has given pro.ect leaders rom companies including /eneral (lectric%

"BM% and Mayo 0linic the analytic and statistical tools needed to achieve operational excellence

and enable growth! The ollowing industries are getting beneits 2ealthcare (nergy 3 &tilities Manuacturing 4etail Transportation 3 'ogistics

05M7) 74( 7B'( T5

Better meet customer expectations

7chieve bottomline ob.ectives and topline growth

(nhance their organization:s problemsolving capabilities

"ncrease customer satisaction and loyalty

+rive toward operational excellence

"ncrease brand image

Today;s manuacturing and business environments are reaching a point that competition

or survival and mar


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E 0ontinuously improve in pursuit o perection

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LEAN SIX SIGMA DEFINITION

Halue 7dded7ny activity or operation perormed that helps transorm a product or service rom its

raw state into its inished orm! 0ompleted right the irst time! 7ny activity customer is

prepared to pay or! 7ctivity re,uired to ensure that a product or service is delivered in

conormance to speciication!

)onHalue 7dded

7ny activity that doesn;t help to transorm a product or service into its inal orm or

7ctivity not perormed right or 7ctivity customer not willing to pay or! This includes=

II &nnecessary process steps

II Movement o inventory% paperwor


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http=KKwww!isixsigma!comKnewleansixsigmaK

()at is si* si+,a a$/ la$ ,a$#actri$+8

Six sigma and lean manuacturing are tool


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osters an environment prone to errors and oten re,uires rewor

becomes essential to business process management.

TheSix Sigmamethodology is a ,uality tool that emphasizes reducing the number o

errors in a process! "t ocuses on identiying variation in the types o data inputs% and loo


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control department and proessionals who specialize on ,uality improvements% usually% or their

entire career! Six Sigma aims to spread the ownership o ,uality improvement to the entire

organization while those who run TM are more experienced in the ,uality ield! Six Sigma is

oten driven by a ocus on cutting costs and tends to wor< best i it has speciic inancial goals!

TM% however% pursues ob.ectives that are harder to boil down to a single igure% such as

customer satisaction and longterm strategic excellence!

Six Sigma $s. Total Quality anagementSix Sigma is a relatively new concept as compared to Total uality Management DTME!

2owever% when it was conceptualized% it was not intended to be a replacement or TM! Both

Six Sigma and TM have many similarities and are compatible in varied business environments%

including manuacturing and service industries! ?hile TM has helped many companies in

improving the ,uality o manuactured goods or services rendered% Six Sigma has the potential

o delivering even sharper results!

Total .alit' Ma$a+,$t

Total uality Management is oten associated with the development% deployment% and

maintenance o organizational systems that are re,uired or various business processes! "t is

based on a strategic approach that ocuses on maintaining existing ,uality standards as well asma


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THE SIX SIGMA C6CLE OF CHANGE

RNot)i$+ $/rs 1t c)a$+; > 2eraclitus Dl! $$ B0E! " only it were that easy!

7chieving a speciic change% liget rolling! ou have to put in a lot o energy to overcome the inertia and resistance that is


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Six Sigmais the most effectivemethodologyavailable for improving theperformanceof any organization by

minimizing the defects in its products or services. Every error committed, has a cost associated to it in form of losing

customers, redoing a task, replacing a part, waste time/material or losing efficiency.

TheSix Sigmamethodologywas first endorsed at Motorola in the mid-1980s. The company was trying to devise a

methodology that could measure defects at a granular level than previous methods and thus help in reducing these defects.

This resulted in an astounding increase in thequalitylevels of several Motorola products, and the company received the

inaugural Malcolm Baldrige National Quality Award in 1988. Motorola shared the Six Sigma secret openly, and soon

variouscompaniesstarted reaping rewards. And by year 2003, total combined savings accumulated to over $100 billion.

Understanding the Sigma Scale:The Sigma scale is a universal measure of theperformanceof anybusinessororganization. Sigma () is a statistical term to represent standard deviation which is a measure of variation in a dataset.

Higher sigma score indicates better performance or more precise results. In other words, if the output is defective sixty-nine

percent of the time, it implies that the performance is One Sigma compliant. On the other hand if it is defective thirty-one

percent of the time, it means that the performance is demonstrating Two Sigma compliance.

Table: The Sigma Scale

SigmaPercent

DefectiveDefects per

Million

1 69% 691,462

2 31% 308,538

3 6.70% 66,807

4 0.62% 6,210

5 0.02% 233

6 0.00% 3.4

7 0.00% 0.019

As mentioned in the table above, Six Sigma implies almost perfect output resulting in only 3.4 defects per million

opportunities (DPMO).

DPMO:The term defect can be explained as the non conformities present in the output that falls beyond the satisfactory

customer limits. The number of defects present per million opportunities (DPMO) is used to determine as to which Sigma

scale a particularprocesscorresponds to. Most of the organizations around the world deliver results in the Three to Four

Sigma band which implies that they are losing around a quarter of total revenue due to the presence of defects in their

organizations.Application of Six Sigma:DMAICandDFSSare the elementary methodologies that exist for two potential scenarios

DMAIC:To modify an existingprocessor the application of DMAIC: This methodology (DMAIC) is required to modify an

existingprocessand make it Six Sigma compliant, hence more efficient.

DMAIC refers to:

o Dene the goals for processimprovementin coherence with the customers !eman! an! the

organi"ations strategies.

o Measurethe current performance an! amass rele#ant !ata for future

o Analyze the current setting an! o$ser#e the relationship $etween e& parameters an!

performance.

o Improvethe process $ase! on theanalysisto further optimi"e the process.

o Controlthe parameters $efore the& a'ect the outcome.

DFSS:To start a new process from scratch or the application of DFSS: When a new process is started, straight from

scratch, such that it is Six Sigma compliant, the DFSS or Design For Six Sigma methodology is incorporated. It is sometimesconsidered as an offshoot of Six Sigma while other times, it is considered as an entirely different methodology. DFSS

requires IDOVapproachthat refers to:

o Identifyan! !e(ne the process goals in consistence with the customers !eman!s an! in!ustr&

stan!ar!s.

o Design inclu!es reconing all the possi$le solutions an! selecting the optimal solution.

o ptimize the performance $& the application of a!#ance! simulations an! statistical mo!eling.

o !alidate or #erif& the selecte! solution.

At times, DMAIC ends up in DFSS when the process under study requires a complete redesign to achieve the desired

standards.

Implementation of Six Sigma:Six Sigma professionalized thequalitymanagementroles. Six Sigma has adopted

martial arts ranking nomenclature to define the hierarchy that covers all kinds ofbusinessfunctions. Six Sigma has

identified certain roles for itsimplementation. These designations define a promotion path.

o "#ecutive $eadershiprefers to topmanagementinclu!ing the )*+. he& are the #isionaries

who authori"e other team mem$ers an! pro#i!e them with resources for process improvement.

o Champions or %uality $eaders implement an! integrate -i -igma metho!olog& throughout

the organi"ation. he& are chosen from the upper management $& the *ecuti#e /ea!ership. he& also

act as mentors to lac elts.

o Master &lac' &elts, i!enti(e! $& )hampions, are epert coaches on -i -igma. he& act as

gui!e lac elts an! reen elts an! assist )hampions to implement -i -igma an! integrate the

metho!olog& throughout the organi"ation inclu!ing all !epartments an! their respecti#e functions an!

processes.

o &lac' &elts operate un!er the gui!ance of aster lac elts an! their tas is to appl& -i

-igma metho!olog& to #arious proects speci(e!. heir primar& focus is the eecution of -i

-igmapro(ect,as against to )hampions an! aster lac elts who primaril& focus on i!entif&ing

functions an! goals for the -i -igma pro(ect.
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o )reen &elts wor on -i -igmaimplementationalong with other(obresponsi$ilities unlie

lac elts, aster lac elts an! )hampions who !e#ote 100% of their time on -i -igma eecution.

he& are gui!e! $& lac elts an! pro#i!e them support in achie#ing the !esire! results.

o *ello+ &elts are emplo&ees who are traine! in -i -igma techniues, $ut ha#e not practicall&

applie! their nowle!ge to a -i -igma proect.

1.5 Sigma Shift:It has been observed that the accuracy or efficiency of any process erodes with time. In other words,

processes do not work as efficiently in long term as they do in short term i.e. the quality or the Sigma level is likely drop over

a stretched period of time. Taking this drop in account, an empirical 1.5 Sigma shift is introduced in statistical calculations. If

a process is Six Sigma compliant in a short run is likely to deliver 4.5 Sigma level outcomes. Therefore, the popular 3.4DPMO in reality corresponds to 4.5 Sigma level viz. 6 Sigma minus 1.5 Sigma.

Why is Six Sigma Used?

o he ualit& of the pro!uct an! the pro!ucti#it& of the compan& impro#e immensel&.

o he num$er of possi$le !efects per million opportunities re!uces immensel&. hus, the ualit& of

the pro!uct impro#es further.

o he result of an& process is !e(ne!, $ase! on collecti#e !ata an! facts rather than assumptions.

o he pro(tle#el of the compan& increases immensel& an! there$& pro#i!es a growth in the

corporate sector.

o t calls for a more integrate! an! correlate! approach to sol#e the eisting pro$lem.

o ather than a!opting the con#entional cost cutting metho!, it prefers remo#ing costs that gi#e no

#alue to the customers.

o he net pro!uction cost incurre! while manufacturing a pro!uct re!uces.o & re!ucing the num$er of !efect, it pro#i!es the compan& a ra& of hope for higher epectations.

o he nee! an! epectations of the customers are met $& pro#i!ing them the same pro!uct with a

$etter ualit&.

o he internal un!erstan!ing $etween the !epartments increase, there$& the emplo&ees ten! to $e

more aware of the techniues an! strategies use! for sol#ing a particular pro$lem.

o here is a $etter prospect of

(ob satisfaction for emplo&ees, $ecause of which, the internal

communication within the organi"ation increases.

o he pro!uction time spent while manufacturing a pro!uct !ecreases there$& the !eli#er& of the

ser#ice is fast.

o he maret #alue of the compan& impro#es.

The Other Side of Six Sigma:Even though the Six Sigma standard of 3.4 defects per million opportunities sounds

fantastic, this quality standard may not be optimal for some processes. A process concerning a human beings health mayrequire a higher quality standard. On the other hand, certain other operation might work well with lower Sigma levels. There

is no clear justification for choosing the number Six.

Because of this capriciousness, several Quality Managers do not rate Six Sigma methodology very highly.

Six Sigmastepsare quite simple to be implemented but needs a lot ofanalysis. It is desirous to employ well qualified Six

Sigma professionals having good deal of experience in the field. There are numerous organizations that have followed the

stepwiseprocessof Six Sigma and received genuine benefits in terms ofqualityand profits.

Six Sigma is not just anothermanagementstrategythat is implemented to reap temporary profits from abusiness.

This is a complete set ofmanagementtoolssupported by applications that can bring about the best from a system and

also increase the efficiency of the employees. If an organization is about to implement Six Sigma in their set up for the first

time, they should seek suggestions from a goodconsultantwho is already experienced and completely aware of the Six

Sigmasteps.Six Sigma can prove to be extremely beneficial in terms of revenue andqualityof services, only if it is

implemented in a systematic manner.

Application of Six Sigma in a company is aprocess,consisting of several steps that are explained below:

o Discovering the Scopes he (rst step towar!s implementing -i -igma is !isco#ering all the

scopes of the process. he eperience! -i -igma consultants can easil& i!entif& if there is an& scope

a#aila$le in a particular !epartment of an organi"ation for implementing -i -igma. he e#aluation

process shoul! $e eecute! thoroughl& in or!er to assess the possi$le outcome of -i -igma in that

!epartment. f the scopes are wi!e an! the pro$a$le impact is goo! enough, &ou shoul! go ahea!

toplana pro(ectfor it.o Decide he -i -igma professionals can planthe proects an! eplain the possi$le $ene(ts of

the -i -igma process $ut the& cannot tae the !ecisions as the po+eris alwa&s with the

management. :ence, this is #er& important that the management !eci!es an! appro#es

the pro(ect$efore going an& further with it. f the management is !etermine! to implement the

principles, thedeployment$ecomes much easier. -o, the secon! step is getting the appro#al an!

!ecision from the higher managements en!.

o rganize the ,argets +rgani"ing is one of the most important steps of -i -igma. he -i

-igma professionals shoul! $e aware of the (nancial targets which the& wish to achie#e. f the goal is

to impro#e the ualit& of ser#ice or correct the infrastructural !efects, the o$ecti#es shoul! $e !e(ne!

clearl& an! ept in front of the team mem$ers. he time frame that is epecte! to co#er the entire

proect shoul! $e (e! sillfull& an! eecute! accor!ingl&. *!ucating the team mem$ers on the process

is also a part of organi"ing the resources.

o Initializing the -rocess he initiali"ation process for -i -igma inclu!es se#eral tass. ;irst of

all, the resources shoul! $e collecte! looing at the reuirement of the proect.
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green an!blac' beltprofessionals shoul! $e hire! an! thetrainingmaterial shoul! $e a#aila$le for

!etaile! nowle!ge. he cost sa#ing factor shoul! $e highlighte! an! the a#aila$le resources shoul! $e

eploite! full&. -elfeplanator& presentations nee! to $e prepare! in or!er to communicate with the

emplo&ees of all le#els.

o Implementation of Si# Sigma his is the (nal step of -i -igma. he proects an! strategies

are (nall& incorporate! in the s&stem to achie#eimprovementfrom all aspects. he process

of implementationshoul! $e completel& un!er control of the lea!ing masterblac' beltso that it can

$e stoppe! imme!iatel& when there is slightest chance of loss.

These are few steps of Six Sigma which can make the Six Sigma project a major success. The steps can be further altered

according to the requirements of thecompaniesbut the fundamental principles remain the same.

The Six Sigmastrategybehind the execution of anyprocessis based on understanding the consumerprocessand

thereby creating excellence in the workplace. It emphasizes mostly on minimizing the errors and thereby maximizing the

profit level of the company by improving thequalityand productivity of the organization. The workingstrategyof the Six

Sigma process is to rely mainly on the statistical data, related to any problem and, as a matter of fact, find its solution.

Nowadays, the increase in the corporate waste and decrease in the market value of thecompanieshave become a

common topic. Many suchcompaniesare facing this problem because they do not know their customer well. Knowing the

needs and the demands of the customers is the first and the foremost thing behind any organizations success. According to

Six Sigma, anything, which provides no value to the consumers, is a waste or defect. Six Sigma aims at reducing suchnumber of defects to less than 3.4 defects per million opportunities (DPMO). This ensures the success of any process in any

firm and thereby creates a path of good market value and a greater consumer satisfaction for the organization.

The Six Sigma strategy is a statistical measure of the effectiveness and theperformanceof any process in any firm. Six

Sigma not only provides a company an increase in the profit level but also helps them in achieving customer satisfaction in

terms ofqualityof the product, on-time delivery of the product, the price value of the product etc. Six Sigma aims at

eradicating the cost that provide no good to the customers rather than adopting the conventional cost method, which may

lower thequalitylevel of the final product. As a result of which a better quality product can be provided to the consumers

at a comparatively lower price. This, indeed, increases the market value and reputation of the organization and helps them to

gather morebusiness.

Aim of the Six Sigma Strategy:In todays scenario, amethodologywith a better strategy is very necessary for the

success of any process. The following are the few main points behind the formulation of a Six Sigma strategy for any

process:

o he -i -igma strateg& aims at pro#i!ing a !efectfree pro!uct to the consumers, with a $etter

ualit&. his is accomplishe! $& limiting the num$er of !efects to 3.4 !efects per million opportunities.

o -i -igma process wor un!er statistical control, measuring the input processes, which a'ect the

output of the process, an! aims at minimi"ing the pro!uction time to pro#i!e a ontime !eli#er&.

o he -i -igma strateg& aims for maimi"ing the spee! an! accurac& !uring the pro!uction an!

thus aims to minimi"e the o#erhea! costs.

o he -i -igma strateg& !eman!s for a complete cooperation from the professionals in#ol#e! in

an& -i -igma process. his, in turn, increases the internal communication within an& organi"ation.

Six Sigma strategy for the execution of any process mainly involves all those factors which may affect itsperformance.

The Six Sigma strategy is based on an organizedapproachand the followingbusinessissues play the vital role behind

its formulation:

o -rocess Designing < pro!uction process, $ase! on the statisticalcalculation, is !esigne! in

such a manner that the process &iel!s a !efectfree pro!uct an! pro#i!es a consistent outcome from

the $eginning.

o Identifying the !ariables his in#ol#es the analysisan! measurement of all the input

#aria$les, which ma& a'ect the output of an& process.

o .easoning and Analysis he pro$lems, which ma& create !e#iation in the !esire! output, are

anal&"e!, $ase! on collecti#e !ata an! facts rather than assumptions.

o -rocess Improvement he strateg& focuses on impro#ing the process an! there$& maimi"ing

the ualit& of the pro!uct.

o Disciplined Ambience < more structure! an! !iscipline! approachshoul! $e pro#i!e! in or!er

to tacle an& pro$lem.

o Internal Communication he strateg& !eman!s a goo! internal communication within the

organi"ation to preclu!e an& such pro$lem from occurring, which ma& hin!er the progress of an&

process. his also helps in getting more people in#ol#e! in (n!ing the solution for an& gi#en pro$lem

an! there$& sol#ing it with mutual cooperation.

o /no+ledge Communion his in#ol#es the learning an! sharing of new pro$lem sol#ing

techniues, which ma& spee! up the progress of an& process an! there$& &iel! uic result.

o )oal Setting he organi"ation shoul! set shortterm an! longterm goals for the process, with

respect to the ualit& le#el of the pro!uct, the !esire! pro(t margin an! the maret #alue of the

compan&. hese goals shoul! $e logicall& an! anal&ticall& achie#a$le as well as challenging. he (rm

shoul! alwa&s stri#e for theimprovement.his ensures a consistent improvementin the ualit& of

the pro!uct as well as the maret #alue of the compan&.

o .eduction in the Cycle0,ime he process shoul! aim at re!ucing the time taen in

the manufacturingof an& pro!uct. his, in turn, will re!uce the o#erhea! cost incurre! !uring the

pro!uction an! woul!, there$&, increase the chances of its ontime !eli#er&.

o Application of DMAIChe constant application of the DMAICmethodologyshoul! $e applie!

to the process, to achie#e the !esire! result as well as to increase the ualit& le#el of the pro!uct.

o Data0&ased Decision0Ma'ing his !eman!s the maing of a !ecision, $ase! on !ata an! facts

rather than assumptions, to pro#i!e a consistent growth to the process in terms of progress. he
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process shoul! alwa&s $e statisticall& anal&"e! an! new metho!s shoul! $e implemente! in or!er to

achie#e the !esire! goals of the process.

The various Six Sigma principles should be kept in mind while designing or formulating the Six Sigma strategy for any

process. The needs and the demands of the consumers should be kept in mind. Moreover, there should be no compromise

with the quality of the product; rather an organization should aim at constantly improving the quality level of the products.

This, in turn, would improve the market value of the company and would achieve consumer satisfaction as well as

the(obsatisfaction amongst the employees.

Si# Sigma DMAICDMAICis an abbreviation, which stands for Design-Measure-Analyze-Implement-Verify. The Six

SigmaDMAICmethodologyis aprocessimprovementmethodology, which aims at

reducing the number of possible defects in an organization, by letting theprocessoperate at a 99.9997%

efficiency level. The DMAICmethodologybrings about melioration in the process of any firm and

thereby defines its outcome.

DMAIC is a systematic, statistical execution of any process under a controlledplan.It signifies the

following five, unified stages:

o t in#ol#es the !e(ning of the process an! its reuirements in terms ofquality,consumer satisfaction, compan&s pro(t le#el, its maret #alue etc.

o easuring its success $ase! on its output.

o


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o Cerif& the eistence of the pro$lem $ase! on measurements.

The most applicabletoolsof this stage are the Fishbone Diagram, Process Mapping. Cost and Effect

Matrix, preliminary Failure Mode and Effect Analysis (FMEA), and the Gauge Repeatability and

reproducibility (GR&R).

3. Analyze:This stage involves the comparison between the current performance of the existing

process and its requirements. This comparison shows the actual deviation of the existing process from its

expectation and the requirements. Once the deviation is measured the problem causing this deviation isidentified. This is a stage where practical problems are converted into statistical problems and are dealt

with utmost care. The following are the key factors of this stage:

o !entif& the pro$lem causing the !e#iation in the outputs.

o < statistical approachtowar!s the pro$lem shows the inputs that are creating the

#ariation in the outputs.

o -tu!& the changes in the inputs, which ma& a'ect the output.

o =raw a conclusion $ase! on the measurements.

The most applicable tools of this stage are the Five Whys, Tests for normality (Descriptive Statistics,

Histograms), Correlation/Regression Analysis, Analysis of Variances (A1!A), Failure Mode and

Effect Analysis (FMEA), and the Hypothesis Testing Methods.

4. Improve:This stage puts forward a solution to the problem being analyzed in the last stage, After

theanalysisof the problem, the team finds the solution for the existing problems and refines the existing

process. The following are the key factors of this stage:

o !entif& the wa&s to era!icate the eisting pro$lem.

o Cerif& the inputs that are creating the pro$lem an! are causing the #ariation in the

outputs.

o )ontrol the inputs that are creating the pro$lem.

o easure the amount of =D+ !ecrease!.

o =esign the changes in the eisting process to era!icate the eisting pro$lem an!

get the appro#al of the managementsection for its implementation.

The most applicable tools of this stage are the Process Mapping, Process Capability Analysis (CPK),

and Design of Experiment (DOE).

5. Control:This is the last method of the Six Sigma DMAIC methodology and apparently, is the most

important also. It helps to ensure that the problems that are creating variations in the desired output are

rectified. The new process is implemented under a controlled plan to achieve the desired results, The

following are the main key factors of this stage:

o Cerif& the longterm capa$ilit& of the implemente! process.

o mplement the new process un!er a controlle! plan to ensure that the pro$lems !o

not occur again.

o )ontinuall& monitor the process to control the ualit& le#el of the pro!uct.o easure the performance of the new process un!er a controlle! plan an! !e(ne its

e'ecti#eness.

o


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value added activities and improve response to that business% customer base #hether internal or

e"ternal.

&ublic !chedule$Online 'ourse Lising$!ee rochure

Lean methods have been proven since the beginning of the industrial revolution. usiness leaders

have been focused on driving performance and response to meet customer e"pectations #hilereducing costs. "amples include *enry +ord%s genesis of the automobile industry and the military%s

need to ta,e advantage of -etroit%s/ abilities in 0orld 0ar 11 #here a 23 Liberator #as rolling of the

assembly line every 45 minutes. Lean methods #ere 6uantified and fined tuned during the 7849%s

and 59%s by Toyota and other for#ard thin,ing out of the bo" companies to the current available

Lean methods available to businesses. These include:

4! &rograms

Theory of 'onstraints

The ; 0astes

Toyota &roduction !ystems (T&!)

emand +lo#

apping

Transactional >apping

T?'

@e$engineering

1n all cases the results e"pected remain the same:

+ocus on 'ustomer their e"pectations and #hat they perceive as value

A passion for 'ontinuous 1mprovement in the elimination of #aste

1dentification of #here an organization adds value and the identification of non$value activities to

enable the successful implementation of the future state vision

'reating the ability for products or activities (transactions) to flo# through a process map in

shortest amount of time possible

stablishing disciplines to lin, 'ustomer emand directly to processes transactions resource or

material.

0hat has changed recently is understanding #hich of these methods or combination of methods #ill

have the greatest impact in your business. !i"!igma.us Lean education and service programs have

been developed on a solid !i" !igma >A1' foundation.

'ompanies #or,ing to implement Lean #ill normally grab onto one or t#o of the available Lean

methodologies and #ill see some short term benefits as in an e"ample of implementing a 4!

program or getting a team together to put together a =alue !tream >ap of the particular process

relationships or transaction flo#. y just raising the visibility and focusing on an area companies #ill

immediately realize the lo# hanging and on the ground fruit #aiting to be harvested.

!i"!igma.us Lean methods are designed to yield benefits 6uic,ly by supporting the optimum

methodology matched to a company%s business objectives and needs #hile establishing a
http://www.6sigma.us/training-lean-flow.phphttp://www.6sigma.us/training-lean-flow.phphttp://www.6sigma.us/product-category/online-training/lean-six-sigma/http://www.6sigma.us/product-category/online-training/lean-six-sigma/http://6sigma.us/Brochures/Lean%20Fundamentals.pdfhttp://6sigma.us/Brochures/Lean%20Fundamentals.pdfhttp://www.6sigma.us/training-lean-flow.phphttp://www.6sigma.us/product-category/online-training/lean-six-sigma/http://6sigma.us/Brochures/Lean%20Fundamentals.pdf


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sustainable process for ongoing improvement. Our methods are 6uantitative and bring to light

further areas of opportunity #here !i" !igma projects can be ta,en advantage of.

*o# do #e define the best Lean methods to apply 0hat are steps in driving a Lean

transformation *o# long #ill it ta,e 0hat is the level of involvement of team members Are #e

getting the results defined in our objectives *o# do #e continue our progress and integrate !i"

!igma into our efforts

!i"!igma.us has a proven education and services methodology that brings the tools and processes

of !i" !igma to Lean education and Lean implementation programs to drive results and

sustainability more 6uic,ly and #ith long term sustainability using 6uantifiable methods.

!i"!igma.us has developed a seamless process for supporting both Lean and Lean !igma

implementations across divergent business and governmental processes. 0e invite you attend one

of our informative Lean or Lean !igma #or,shops participate in our Lean >asters program or gain

an in depth understanding of the potential for improvement from our Lean assessment program orparticipating in our Lean !i" !igma continuing education series.

Bnderstanding and comprehension are important first steps to#ards guaranteeing success in

implementing Lean and Lean !i" !igma programs. !i"!igma.us% Lean curriculum and continuing

Lean !i" !igma ducation programs offer instruction geared to meeting the specific needs of the

participants to build the foundation for driving successful process improvement initiatives. ducation

programs are available onlineon siteand public.

+or more in depth information on Lean !i" !igma Training see the Lean +undamentals 'ourse

Objectivesand'ourse Agendafor details.

Assss,$t #or Si* Si+,a

?hen nominating 0hampions% conducting pro.ect selection wor


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2ow does the organization measure successO

+oes the organization measure the right thingsO

2ow oten does the organization measure these thingsO

+oes the organization have a ew metrics that all employees understand and useO

7re decisions based on data or assumptionsO

?ho owns each critical processO

?ho owns the dataO

?here is the dataO

"s data stored on spreadsheets on employee laptops or in a data warehouseO

2as the data been validatedO

7re the company;s reports written in simple% scientiic or inancial terms% or ree orm using uzzy languageO

7re there updated process maps o the most critical processesO

+o the executives

unit i sigma

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