Six Sigma methodology
Lean Six Sigma is a methodology for continuous process improvement based on procedures developed by Toyota and Motorola. These techniques have gradually spread around the world and today represent a set of important knowledge that should be adhered to in companies that want to constantly improve their internal functioning in relation to customer requirements.
What is Lean Six Sigma?
Lean Six Sigma is a methodology for continuous process improvement based on procedures developed by Toyota and Motorola.
These techniques have gradually spread around the world and today represent a set of important knowledge that should be adhered to in companies that want to constantly improve their internal functioning in relation to customer requirements.
Continuous improvement
The Lean Six Sigma methodology uses the cycle created by William Deming - DMAIC as a tool for continuous improvement
DEFINE - the aim of this phase is to clearly define the problem to be solved. Thanks to this boundary, the exact scope of the project is determined and expectations of future improvements are set.
MEASURE - in this phase, the performance of the current process is measured. The aim is to obtain as much data as possible, which will then be compared with the data after the process has been improved, so that real improvements can be verified.
ANALYSIS - analysis of measured data and process data in an effort to identify the real causes (root cause) of the problem. First, the most important factors that affect the performance of the process are selected on the basis of statistical analysis and these are further examined.
IMPROVE - in this step possible solutions to the causes of the problem selected in the previous step are selected and tested. Finally, solutions are implemented that not only eliminate the causes of the problem, but are also cost-effective.
CONTROL - monitoring of process data after implementation of improvement and comparison with data before improvement. Evaluating the benefits of improvement and ensuring the sustainability of improvements in the long term.
Waste
One of the main optimization goals of Lean Six Sigma is to eliminate activities that do not add any value in the processes from the customer's point of view. There are 7 basic types of waste, and over time one more has been added.
Overproduction
Production of more pieces than the current need or demand. The result is, for example, high storage costs.
Waiting
Waiting for distributed production for the next operation is the result of poor material or information flow planning.
Transporting
Any transport of the product between the individual steps of the process is a source of additional costs and possible damage.
Overprocessing
Often, several processing steps are performed, which from the customer's point of view do not add any value and only increase costs.
Inventory
High work in progress and its storage is the result of excessive production and waiting. Storage carries additional costs and the risk of product obsolescence.
Motion
This source of waste is associated with any movement necessary to perform the process step. An example is the need to come for work aids.
Defects
Any poor quality products result in additional costs associated with repair or disposal. This is often a significant cost for many manufacturing companies.
Under-utilization of talent
The company's employees only perform assigned work and are not motivated to make full use of their potential, knowledge and experience.
In projects, they work as experts in their field or process and have a basic knowledge of optimization techniques. Under the guidance of others, they analyze a specific area and help with the selection and implementation of improvements. In normal operation, they help identify potential problems and implement basic improvements using basic techniques.
Holders of this certification are responsible for managing individual projects, setting their scope and ensuring the correct application of Lean Six Sigma techniques and tools. In case of need and complex problems, they cooperate with Black Belts and at the same time professionally lead Yellow Belts and provide them with advice.
In the case of the Black Belts, it is usually a full-time job. Their role is not only to lead large-scale projects intervening in multiple processes at once, but also to provide professional supervision of projects led by Green Belts. One Black Belt is usually in charge of more than one project at a time.
Master Black Belt is the role of experienced Black Belts, who have already gained a lot of experience in individual projects. Their task is to set up the company's Lean Six Sigma strategy, oversee the entire portfolio of projects and ensure that it is in line with the company's business strategy and goals.
