Lean Six Sigma Raises Productivity

Lean Six Sigma is all about improving quality and minimizing errors. It can help to speed up manufacturing and most any other business process. This is mostly because it creates an infrastructure of people in an organization that are experts at their given level of Six Sigma knowledge. They have a specific job, know how to carry it out and will help reduce cost and increase profit. This is their main mission.

Since 1986, this method has been working. There are six steps to the process that have to be carried out exactly for it to work properly. These steps concentrate on getting more out of less work and eliminating the defects that exist in product development. It basically accelerates the decision making process within the company. In today’s economy, that is priceless. Most companies these days could use more production with less pay.

With big companies like Toyota adopting this philosophy, its success is easy to recognize. By identifying waste, transportation issues, inventory issues and equipment failures, companies can significantly cut costs and speed up production. Many times it can cut costs by 50%. In this economy, that is amazing. It can actually help to eliminate layoffs. Employees find that adopting this methodology a much better solution to declining sales, especially when they get to keep their jobs.

Since Lean Six Sigma focuses on management, it works. The employees will not only accept the changes but will be less frustrated in the end. They will be able to do their job and do it much easier. In fact, using the Six Sigma process will end up creating stronger communication between management and the employees. When tensions are very high, this can really be a blessing. No company really likes to have problems with communication between management and employees.

The strategies are simple. They include defining, measuring, analyzing, improving and controlling for process improvement. This is otherwise known as the DMAIC method. When these elements are attended to, they can be powerful tools for identifying and eliminating waste in process and productivity. This method minimizes inputs and wasteful outputs, and will result in overwhelming inventory at lower cost.

When productivity is low and stagnate, a new way of management needs to be developed. That is just the way manufacturing works. Changing things up can accomplish a lot and sometimes be so vital that the future of the company may be in jeopardy without it. Having the proper training and implementing a new process can take time and money, but in the end it is very much worth it.

While the Lean Six Sigma is a great theory for most companies, it is very important to get the proper training before implementing it. A company needs expert advice and training or it will not work properly and will not be affective. Shortcuts are not encouraged, implementing this process properly is vital for a successful result.

Experience Enhanced Productivity With Lean Six Sigma, Here Is How

As the name suggests, lean six sigma methodology integrates the principles of lean manufacturing with those of Six Sigma. Many manufacturing organizations that have implemented the methodology have experienced enhanced productivity with a significant reduction in human resources, time and capital resources.

But why are organizations of all shapes and sizes want to adopt the method? What advantage does the method offer? In this article, we have attempted to answer these questions.

Let’s first understand what exactly lean methodology is

Lean is basically a process aimed at continual improvement based on increasing the value for customer. The main objective of the methodology is to eliminate everything that does not contribute to what customers exactly want.

Lean manufacturing methodology comprises of a number of principles and methods such as:

  • Kaizen – It aims at continuous improvement based on employees’ suggestions.
  • Kanban – It is a ‘pull’ system aimed at pushing inventory into warehouse for “safety stock” in order to deal with any change in demand due to changing forecasts.
  • TPM – Total productive maintenance reduces equipment downtime.
  • TQM – Total quality management emphasizes on improving quality of products and services being offered.
  • 5S – It aims at improving quality and efficiency through cleaning up and getting organized.
  • SMED – The principles of Single-Minute Exchange of Die minimize the time needed to change a machine or production line for production of different products.
  • Poka-yoke – It is used to eliminate the possibility of errors.

Lean is primarily used to streamline manufacturing and production processes by cutting out unwanted steps involved to add value to the production and services.

Approach a consultant for intense lean manufacturing assessment.

What exactly is Six Sigma?

Six Sigma is a quantitative method aimed at improving quality in manufacturing using data collection and measurement. The method basically addresses errors involved in both the production and design of a product or service. It consists of two approaches named DMAIC and DMADV.

Let’s understand both the approaches.

DMAIC

DMAIC refers to a five-step process used to improve an existing product. The five steps are given below:

Define the Project – At this stage, goals, resources, and limits of a project are determined.

Measure – Then, data about the current system or process is collected.

Analyze the Data – Data collected is analyzed to find the root cause of the error.

Improve – Design and implement changes (poka-yoke and standard work) are introduced to the process to address the error found. Some techniques that are used include design of experiments, poka-yoke and standard work.

Control – It refers to providing a system to monitor and adjustments to maintain and improve on what was attained.

Another approach is DMADV which is embraced to improve an existing product or service’s quality. The major steps involved in DMADV include:

Define – Establish the methods that are needed to be used and the goals are defined of the project.

Measure -Characteristics that are critical to quality (CTQ), production process capabilities, capabilities and limits, and potential risks are determined.

Analyze – Develop and test design alternatives.

Design – The best alternative based on customer requirements is determined.

Verify – Authenticate the design in harmony with the goals of the project and make adjustments on the basis of feedback and new data.

When both the methodologies are integrated high level of customer satisfaction is aimed to achieve.

Consult a Lean Six Sigma Manufacturing Consulting firm to know how lean six sigma can improvise your manufacturing process.

Lean Process Improvement – A Means for Service Companies to Increase Productivity and Responsiveness

Lean has brought about amazing changes on the factory floor. Many U.S. firms recognize that in today’s markets, the speed of response to customer demands is a key competitive advantage. These firms have worked continuously to reduce their manufacturing cycle times. By applying lean concepts, companies have transformed the factory and made considerable reductions in manufacturing throughput times; reductions in cycle time in excess of 50 percent are not uncommon.

The principles of Lean Process Improvement can be applied to service processes as well as manufacturing processes. By rethinking and streamlining service processes, some companies have cut expenses by 10 to 30 percent and made steep improvements in internal and external customer satisfaction.

With a few exceptions, companies have been slow to apply lean process improvement principles to service processes such as finance, human resources, accounting, health care and customer service. The problem stems from waste being invisible in service processes. Unlike on the factory floor, where idle workers and stacks of inventory are clear signs of broken processes, waste is usually hidden when it comes to services. It tends to lie in wait between functions and departments, so companies only see a small portion of the problem.

Service processes usually lack standardization. Every employee may have a different method for completing the same task. This lack of standardization and consistency is costly. Complex, inefficient processes are slower, have higher error rates and decrease overall responsiveness and customer satisfaction. There is also a human cost when employees are underutilized by spending their time on low value tasks, they have less time for more rewarding – higher value-added tasks.

Identifying the Problems

Service providers need to embrace the end-to-end process philosophy

Adopting this philosophy is critical to seeing and eliminating waste. Process waste in the form of excess steps, redundant activities, and non-value-added tasks cannot be pigeon-holed. Inefficiency in one part of the process spill over into other activities and other processes.

Inconsistency is a problem for many service processes

For example, during an assessment of a prospective client we observed that each customer service representative (CSR) in the same transaction center handled identical customer lab requests differently. The processing times for each CSR was highly variable as much as 50% difference between CSRs. Further analysis revealed that some CSRs were using short cut methods that decreased their cycle times. The company did not engage in cross-training or knowledge sharing that would improve the overall process and reduce the time in handling lab requests.

Another typical observation of service processes reveal the Pareto principle effect:

A small proportion of the work eats up a large percentage of the total time. A brief sampling of the transaction center processing time for lab requests indicated that approximately 80% of the transactions took about 40% of the total time, the remaining 20%, the more complex ones, accounted for about 60% of the total time. Exceptions like these are an enormous burden on productivity and are typical for most service processes.

Many service organizations are lack the ability or to analyze the workarounds, exceptions, and rework that effect productivity:

In the factory, targets for output and capacity utilization are established and measured, but most service businesses are unable to measure these performance metrics.

In manufacturing, the customer doesn’t see or care about the production process itself, if the product is of acceptable quality and delivered on time. But in health care, banking, insurance, and other service industries the customer is the product moving through the process-and experiencing first-hand the frustration of inefficiency, Satisfaction is crucial, whether the customer is internal or external. Poor satisfaction is costly when it prompts the customers to take their business to a competitor.

Overcoming the Challenges of Lean Service

Making services lean has its challenges. It requires creative thinking in adapting the lean methods to a service environment. To be successful implementing Lean Process Improvement in the service industry requires rethinking of how work is currently done. Being successful in your lean service initiative require the following six components.

Select and map your cross-functional processes

Most processes typically cross functions and departments, not many people involved with them have a complete picture of the end-to-end workflow, interdependencies, and the hidden interfaces. This usually result in costly inefficiencies and high error rates. Before a service process can be improved, its steps must be transparent. A detailed analysis of the process and its subprocesses often reveals inefficiencies, workarounds, and complexity, as well as major performance improvement opportunities. Look for non-valued added steps and analyze information flows to identify silos and constraints.

Reduce complexity whenever possible

Complexity is a major contributor to process inefficiency. Rethink and redesign the process to eliminate elements that sap efficiency. Establish a subroutine for handling exceptions. This allows employees to work more quickly and productively with fewer interruptions.

Define and standardize the work

Focus on reducing variation and increasing knowledge of the process by gathering the input of the people doing the work to arrive at the best-known way to do the work. Once the best-known way is determined, document the methods so that the process steps are repeatable.

Exploit the power of big data

Dramatic advances in computing power and processing speed allow companies to gather large amounts of data and perform data analytics to minimize waste, reduce costs, and improve overall process performance.

Establish and track performance metrics

Establish a set of measures. These measures will help continuously monitor how well the process is performing to customer requirements and provide data that will help you identify and solve process problems.

Cross-train to increase productivity

In some service processes the workload is uneven at different times of the day leading to periods of high activity mixed with periods of downtime. Cross training employees to step in to assist in areas with high workloads can increase productivity and customer satisfaction while reducing these periods of uncontrolled activity.

Implementing lean process improvement in service processes requires continued commitment from the top, but lean is driven from the bottom-up. In other words, service workers are the best source of customer insight and process improvement, so it is important to involve them at the outset of the lean initiative.

For the last 50 years manufacturers have used lean tools to improve productivity, eliminate waste and improve efficiency. The same lean tools can be applied to the service industry, where inconsistency and a lack of standardization increases errors, slow response times and hurt customer satisfaction. By embracing the six components described above, service companies can increase productivity and customer responsiveness.