Lean Six Sigma is a methodology based on both Lean Manufacturing and Six Sigma. This presentation gives a brief overview and history of each methodology. Presentation by EMS Consulting Group, Inc. www.emsstrategies.com

1. Lean Six Sigma Overview
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2. Agenda
• What is Six Sigma?
• What is Lean?
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3. What is Six Sigma?
• Six Sigma
concentrates on
reduction of
defects/variation in
processes.
• A measure of quality
3.4 defects per million
opportunities (DPMO)
• DMAIC (Define -6 -5 -4 -3 -2 -1 +1 +2 +3 +4 +5 +6
Measure Analyze
Improve Control)
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4. What is Six Sigma? X’s and Y’s
Y = f(x)
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5. History of Six Sigma
1980 1985 1990 1995 2000 2005 Present
1994:
1984: Bob
Application
Galvin
Experts leave
of Motorola
Motorola
defines
Six Sigma 1995: Allied
objectives Signal and GE
embrace
1985: T.I. and Six Sigma
ABB work
1997- Present: Six Sigma
with Motorola
spans industries
to further
worldwide
Develop Six
Sigma © 2005-2008 EMS Consulting Group Inc. All Rights Reserved
Copyright

6. Six Ingredients of Six Sigma
1. Genuine Focus on the
Customer
2. Data and fact-driven
management
3. Process focus, management,
and improvement
4. Proactive Management
5. Boundary-less Collaboration
6. Drive for perfection
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7. Six Sigma: DMAIC
• Define the problem and what the customers
require
• Measure the defects and process operation
• Analyze the data and discover causes of
the problem.
• Improve the process to remove causes of
the defects.
• Control the process to make sure defects
don’t recur.
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8. Lean: The Rise of Toyota
• Taiichi Ohno’s situation after WWII:
– no money
– a small diverse market
– productivity - one-tenth that of Detroit
– production - less than one-hundredth that of Ford
• Ohno’s marching orders in the 1950’s:
– “Catch up with Detroit in three years”
• Ohno’s solution
– after studying Ford for years, created a manufacturing
system to reduce cost through eliminating waste
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9. Goal:
Highest Quality, Lowest Cost, Shortest Lead Time
Best Safety, High Morale
Just In Time Jidoka
Right part- Quality at the
Source
Right amount-
Right Time •Line Stop
•Visual
•Flow Controls
•Takt Time •Error Proofing
•Pull •Andon
•Quick •5 Whys
Changeover
Operational Stability
Standardized Work
PM/ TPM
5S
Leveled Production
Toyota Production System
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10. Thinking Lean
5 Principles of Lean
(Womack and Jones, Lean Thinking)
• Specify value
– can only be defined by the ultimate customer
• Identify/Map the value stream
– exposes waste and sources of waste
• Create one piece flow
– reduce WIP and delays
• Let the customer pull product through the value stream
– make only what the customer has ordered
• Seek perfection
– Continuously improve quality and eliminate waste
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11. What does Lean do?
Total Lead Time
Lean
Transformation
“All we are doing is
looking at the time
line from the moment
the customer gives us
an order to the point
Total Lead Time when we collect the
cash. And we are
reducing that time line
Value-Creating Time by removing non-
Non-Value-Creating value-added wastes.”
Time (waste) – Taiichi Ohno
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