| The Lean approach is one of elimination of waste and | | | | agreements to find out the mismatch of the actual |
| improving the flow using Lean tools to bring about | | | | with the SLAs exceeding tolerance levels can be |
| quick improvements in problem areas. | | | | measured. This helps in understanding the amount of |
| Need for Integrating Lean and Six Sigma | | | | improvement required to match the cycle time with the |
| Both have been successfully used in different | | | | Takt time. |
| companies. Six Sigma helps in elimination of defects, | | | | Ishikawa Diagram |
| but does not optimize the processes, and Lean does | | | | In the Analyze phase, it becomes imperative to find the |
| not use any statistical tools, which can be even more | | | | root causes of a problem area. In the absence of |
| effective and are required for making the system | | | | detailed statistical data, the 5 Whys can be used along |
| perfectly lean. | | | | with the Ishikawa (cause and effect) diagram to make |
| The experts on the matter are of the opinion that the | | | | the task easier and manageable. The 5 Whys tool can |
| combination of Lean tools and principles with Six | | | | be useful in pointing out areas that need immediate |
| Sigma can make a major difference in bringing about | | | | improvement and that can be addressed easily. |
| sustained improvements in the business processes | | | | Heijunka |
| and profits. A structured approach to integrating Lean | | | | Heijunka, which means load balancing, is a tool that |
| with the help of Lean tools and principles with Six | | | | helps the Lean team to provide a consistent flow of |
| Sigma can reap rich benefits for the organization. | | | | work by ensuring that the bottlenecks are removed in |
| The Lean Tools that can help integrating with Six | | | | the Design phase of Six Sigma. |
| Sigma are listed below. | | | | Load balancing can be useful in reducing inventory |
| Value Stream Mapping | | | | turnover by introducing a pull system rather than a |
| The focus of the value stream mapping tool is to | | | | push system, which is responsible for bottlenecks. The |
| categorize activities and materials into value adding, | | | | Takt time also supports the designing of the system, |
| non-value adding and value enabling. | | | | such that a level load balance is achieved. |
| If you utilize this tool in the DMAIC phase of Six Sigma, | | | | Poka Yoke |
| then the non-value adding activities can be segregated | | | | Poka Yoke, which stands for mistake proofing is a |
| from the value adding ones, thus helping to reduce the | | | | great tool of Lean, which can be used to fine-tune the |
| wait time between two processes. | | | | processes as such that the probability of error is |
| This means overall leaner processes. Value stream | | | | reduced in the given areas. |
| mapping can be combined with the analyze phase, as | | | | Combined with Ishikawa diagram and the Pareto |
| well as the improve phase. | | | | Analysis, it can be used in the Design and Improve |
| Takt Time | | | | phases to eliminate the major causes of errors. |
| Takt time is the time needed for a particular project to | | | | The combination of Lean tools with the Six Sigma |
| be completed to meet customer demand. Generally, | | | | methodology can be very useful for any type of |
| the efforts would be to record the existing cycle time | | | | organization, may it be manufacturing or even the |
| for the manufacturing processes in the Measure | | | | service industry. It can boost the benefits of the |
| phase. | | | | organization to a large extent. |
| A comparison is done with the existing service level | | | | |