There is a misconception that Lean and Lean Six Sigma methodologies are only applicable to manufacturing or supply chain processes. However, these tools can be used within ALL aspects of a business. For example, transactional, service, and other entirely different environments can all get concrete enhancements and results by using Lean and Lean Six Sigma. The essential foundation needed for Lean and Lean Six Sigma methods succeed within all areas of a company is the capability to recognize waste, decrease the waste, and vehemently strive to eradicate all activities that do not add value or increase customer satisfaction both within the company and outside. (An example of an internal customer would be the employees contacting a help-desk). To view our public schedule click here. If you would like more details about this program please click here.
These methods are not a new phenomenon. In fact, the Lean methodology has been an effective tool since the dawn of the industrial age. The idea of improving performance and meeting the expectations of customers while still improving the bottom line has always been the goal of businesses. A perfect example could be found in Henry Ford’s birth of the mass produced automobile to the military’s use of these skills to crank out B24 Liberators in a mere 56 minutes during World War II. That is an astonishing fete even today. It wasn’t until the 1950’s and 60’s that Toyota fine-tuned and defined Lean methods, along with other companies. The Lean methods have continued to evolve other years into an accepted business model that includes:
- 5S Programs
- Theory of Constraints
- The 7 Wastes
- Toyota Production Systems (TPS)
- Demand Flow
- Just in Time
- Value Stream Mapping
- Transactional Mapping
- TQC
- Re-engineering
In all the scenarios, the outcome is the same:
- Customer Satisfaction Focus – What are expectations and perceived value?
- A desire for Continuous Improvement in the eradication of waste
- Determination of the businesses’ value added elements and non-value activities to ensure the effective implementation of the prospective image
- Instituting a system that allows products or activities, such as transactions to move through a process map as quickly as possible
- Creating processes that connect Customer Demand straight to processes, transactions, resources, or material
The evolution of Lean and Lean Six Sigma is based on understanding what methods or mixture of methods should be used to ensure the biggest impact to the business. The Six Sigma DMAIC foundation is the base for our Lean training and service programs.
In most cases, a company implementing Lean will utilize one or two aspects of Lean methodologies and realize short term success. For example, a business might institute the deployment of a 5S program or have a group of employees create a Value Stream Map related to specific process connections or transactional flow. Obviously, there would be value to the company because the low hanging and on the ground fruit would be “harvested” or improved with immediate results.
The 6Sigma.us approach to Lean methods is intended to produce fast rewards by backing the methodology that best fits the organization’s corporate goals and requirements while forming a supportable process for continuing progress. This philosophy offers measurable results and conveys additional capacities for improvement using Six Sigma projects.
By what means do we delineate the most effective Lean approaches to use? What are the stages for overseeing a Lean makeover? What is the average time required to complete the implementation? What amount of participation is required of group participants? Are we achieving the outcomes outlined in our goals? How do we maintain our growth and assimilate Six Sigma into our endeavors?
6Sigma.us’ established educational and service methodologies deliver the implements and procedures of Six Sigma into Lean instruction and Lean deployment platforms. This technique will initiate outcomes and sustainability quicker and ensure lasting sustainability through measureable systems.
Our development of a seamless process for utilizing both Lean and Lean Six Sigma deployments makes it possible to implement these methodologies through different industry and governmental processes. We have a number of programs available that we invite you to attend. From our educational Lean and Lean Six Sigma classes to our Lean Master training, we provide a unique approach to both methodologies for proven results. A great way to gain a comprehensive appreciation for the potential improvements possible in your organization is by utilizing our Lean assessment program or attending one of our Lean Six Sigma training opportunities.
In order to guarantee success with a Lean or Lean Six Sigma implementation it is vital that you understand and comprehend the first steps involved in the process. Our Lean and Lean Six Sigma syllabuses are designed to meet the explicit needs of our students. We want to ensure that a solid foundation is established that will guarantee effective process improvement initiatives. These training opportunities are provided on site and as a traditional public class.
If you would like additional information regarding Lean Six Sigma Training, please Click here. The Lean Agent Learning Outcomes and Agenda are also available.
More Information Lean Flow applies to Service or Transactional processes.
Consider a low-cost Lean Assessment.
A Lean Flow implementation fits within the DMAIC structure.
