By Barbara Wheat
Leaning Into Six Sigma exhibits managers how one can mix present day preferred non-stop development methodologies - Lean firm and 6 Sigma - for dramatically more advantageous caliber and cycle time.This concise and fast paced "business novel" tells the tale of the way one skeptical corporation progressively got here to appreciate and enforce a Lean Six Sigma initiative - enhancing caliber in any respect degrees of the association. This attractive tale may help staff and executives comprehend simple caliber techniques from layout of Experiments (DOE) to research of Variance (ANOVA), whereas studying the best way to: * enforce paintings cells and preventive upkeep * put off extra stock * accelerate procedures"
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Additional resources for Leaning into Six Sigma: A Parable of the Journey to Six Sigma and a Lean Enterprise
Example text
There’s nothing wrong with being a good businessperson. As we finished our sandwiches, George and I also finished pulling together a plan of attack for breaking his fire-fighting mode and tackling the organizational issues directly at the root. We parted ways with the decision to meet in the large conference room at the plant first thing the next morning. I didn’t tell George that I had already reserved the room. A New Commitment 49 Key Points ■ It takes intelligence to understand the advantages of Lean and Six Sigma.
The subassembly operators started talking about what they could do to bring their process into the main line. This move would allow them to build just what was needed to keep the main line running. The savings for this move and the reduction of WIP inventory would more than pay for the class we were holding that week, including all the resources required (and my fees). It was hard to rein in the team members to the point where we could get back into the classroom. They were so revved up that they wanted to get started right away.
We needed to check everything in the work area and remove everything that was not required to do the job. Next we would look at the flow of work and 18 Chapter 3 organize the tools and component items in such a way as to ensure safety and reduce walk and wait time in the process. The team had some excellent ideas. Once again I found myself trying to calm them down long enough to finish the planning. Next we prepared for the Sorting of items. Each operator would be responsible for defining the location for his or her tools and equipment.
