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Six Sigma Green Belt Certification Workshop

LECTURE 6: Lean Concepts and Tools

I. Overview: Six Sigma and the Organization

B. Lean Principles in the Organization

1. Lean Concepts and Tools

ASQ Body of Knowledge I.B.1

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Lean Manufacturing : Introduction

► The term „Lean‟ was first used in a literature

● “The machine that changed the world” (1990).

● By James P Womack, Daniel T Jones & Dan Roos.

● To compare the production systems of American and Japan auto

industries.

► This term was used to brand the principles and tools used at Toyota and

other Japanese auto industries.

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Why it was termed Lean?

► Because it uses less of everything compared to other manufacturing

philosophies:

● Less human manufacturing effort.

● Less the manufacturing space.

● Less engineering hours to develop new product.

● Less inventory on site.

● Fewer defects.

● And greater and ever growing variety of products.

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Manufacturing Philosophies

► Craft Manufacturing (before 1800):

● Low volume

● High variety

► Mass manufacturing (after 1800):

● Low variety

● High volume

► Lean manufacturing(1970..):

● Combining craft & mass

● High variety in batches

Definition:

“Manufacturing philosophy ,that shortens time between customer order

to payment, by eliminating waste”

Best Example: Toyota Production System (TPS)

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Basic Concepts of Lean

► Value chain - Identifying the activities in the process chain:

● that does not add value product/service and,

● Reduce or eliminate wherever possible.

► Create Flow - producing and creating near to one piece flow:

● Eliminate batch and queue systems.

● Reduce batch size ideally to one.

► Pull production - trigger productions:

● Only when there is a customer order.

● Link productions through customer pull rather than push.

► 5S house keeping:

● Clean organized work places.

● Everything has a place and everything in its place.

► Poke Yoke – error proofing:

● Mistakes cant be happened even by mistake.

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14 Principles of TPS (4P model)

Philosophy

Process

People & Partners

Problem

Solving

• Management Decision based on

long term vision

• Create process flow to surface problems

• Use pull system to avoid overproduction

• Level out workload

• Stop line when there is quality problem

• Standardise tasks

• Use visual controls; no problems are hidden

• Use only reliable, tested technologies

• Grow leaders who live the philosophy

• Respect, develop and challenge your people and teams

• Respect, challenge and develop your suppliers

• Continuous organization learning through kaizen

• Go See for yourself to thoroughly understand the situation

• Make decisions slowly by consensus, thoroughly, implement rapidly

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