Lean six sigma process cycle time

Six Sigma mostly finds application in large organizations. [23] An important factor in the spread of Six Sigma was GE's 1998 announcement of $350 million in savings thanks to Six Sigma, a figure that later grew to more than $1 billion. [23] According to industry consultants like Thomas Pyzdek and John Kullmann, companies with fewer than 500 employees are less suited to Six Sigma implementation or need to adapt the standard approach to make it work for them. [23] Six Sigma however contains a large number of tools and techniques that work well in small to mid-size organizations. The fact that an organization is not big enough to be able to afford Black Belts does not diminish its abilities to make improvements using this set of tools and techniques. The infrastructure described as necessary to support Six Sigma is a result of the size of the organization rather than a requirement of Six Sigma itself. [23]

Process Maps on the other hand can be 1/5 the length, show a greater amount of detail and complexity, are easy to follow, and are readily available (posted on walls, accessed via intranet, etc.). Process Maps play on the strength of the brain to recognize and recall patterns. They take a very complex system and make it a simple step-by-step operation that is visually intuitive. Inconsistencies and open loop processes are easily identified when placed in a graphical model. The Process Maps are then easily modified and used to train people quickly. Consequently, improvements are introduced in a matter of minutes. Having the ability to develop and maintain process mapped documentation as your organization evolves is a key component of the Lean QMS ® methodology.

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Lean manufacturing is a process improvement methodology based upon the highly acclaimed Toyota Production System (TPS).  The main focus in lean manufacturing is the removal of waste from a value stream.  Waste in this instance is defined as anything that consumes resource but does not add value for the customer.  By removing the waste in a value stream it becomes possible to only produce the right material, in the quantity desired by the customer, at exactly the right time.  This results in a process that is more efficient and delivers product to the customer more quickly.  The elements within a value stream that add value for the customer tend to represent a very small percentage of the total process.  Therefore focusing on removing the waste , or non-value adding elements represents a significant opportunity for improvement in many businesses.

Lean six sigma process cycle time

lean six sigma process cycle time

Lean manufacturing is a process improvement methodology based upon the highly acclaimed Toyota Production System (TPS).  The main focus in lean manufacturing is the removal of waste from a value stream.  Waste in this instance is defined as anything that consumes resource but does not add value for the customer.  By removing the waste in a value stream it becomes possible to only produce the right material, in the quantity desired by the customer, at exactly the right time.  This results in a process that is more efficient and delivers product to the customer more quickly.  The elements within a value stream that add value for the customer tend to represent a very small percentage of the total process.  Therefore focusing on removing the waste , or non-value adding elements represents a significant opportunity for improvement in many businesses.

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