Lean Six Sigma is a methodology that combines the methods and concepts of Lean Manufacturing with those of Six Sigma. This presentation is a basic overview of the implementation of lean six sigma. Presentation by EMS Consulting Group, Inc. www.emsstrategies.com

1. Lean Six Sigma Implementation
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2. Agenda
• Combining Lean and Six Sigma
• The Laws of Lean Six Sigma
• Deploying Lean Six Sigma
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3. Combining Lean and Six Sigma
• The Lean Six
Sigma Approach
combines
– The DMAIC
Methodology
(from Six Sigma)
– Quality Tools
(used in both Six
Sigma and TPS)
– Lean Tools (from
TPS)
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4. Lean and Six Sigma Tools
System Lean / Toyota Six Sigma
Production
System
Philosophy •Elimination of •Reduction of
waste defects/variation
Improvement •PDCA •DMAIC
Process/Cycle
Tools VSM, 5S, Process Mapping,
Standardized Work, SIPOC, Hypothesis
Leveling, SMED, Testing, DOE,
TPM, One Piece Control Charts, etc.
Flow, Kanban, etc.
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5. The Laws of Lean Six Sigma
Lean Six Sigma, George, 2002
• Lean means speed; it applies to all processes.
• Slow processes are expensive processes.
• The Lean metric is process cycle efficiency
(Value-added Time/Total Lead Time)
• Batch sizes must be calculated using flow
variables
• 95% of the lead times in most processes is
wait time.
• To improve speed, you need to identify and
eliminate the biggest time traps using the
Laws of Six Sigma
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6. The Laws of Lean Six Sigma
Lean Six Sigma, George, 2002
• Laws of Six Sigma
– The Law of the Market:
Customer CTQ (critical-to-
quality) issues must be
addressed first.
– The Law of Flexibility: Process
Velocity is directly proportional
to flexibility.
– The Law of Focus: 80% of the
delay in any process is caused
by 20% of the activities
– The Law of Velocity: The
average velocity of flow through
any process is inversely
proportional to both the number
of “things” in the process and
the average variation in supply
and demand.
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7. Execution of Lean Six Sigma
1. Initiation – Top Management
becomes engaged in supporting the
initiative.
2. Resource and Project Selection
• Linked to Customer CTQ
• Focus on creating value (high NPV
projects)
3. Implementation / Sustainability /
Evolution
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8. Deployment Plan
• Process
• Organization
• Measures
• Rewards
• Tools
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9. Deployment Plan
• Process
Org Results
VSM Projects
Goals ($)
Select Identify Quality
Products / Opportun- DMAIC Productivity
Value ities Kaizen Inventory
Streams (Projects) Lead-Time
Sales
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10. Deployment Plan
• Organization
Executive
Leadership
Resources Accountability
Project
Champions
Resources Accountability
Master Process
Black Belt
Black Belt Owners
Team
Members
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11. Deployment Plan: Organization
MBB
Black Belts
Green Belts
Yellow Belts
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12. Deployment Plan
• Measures
– Leading Indicators
• # of champions
identified
• # of BB/GB identified
and trained
• Size and value of
project queue
– Financial
Improvements linked
to each initiative
• Quality
• Productivity
• Inventory
• Lead-Time
• Sales
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13. Deployment Plan
• Rewards
– Bonuses tied to
project performance
(savings generated)
for team
leaders/participants.
– Recognition –
visible support from
executives
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