Posted by: meikah | 28 October 2008 | 9:47 pm
IndustryWeek invites you to the Live Internet Broadcast titled Lean and Six Sigma in Our Turbulent Economy.
Sponsored by SAP and itelligence
Wednesday, November 12, 2008 – 2:00 p.m. EST (GMT -05:00, New York)
Estimated Length: 1 hour
Leading organizations “knuckle down” and use this time to search for and eliminate the hidden, non-people wastes in their processes. They take a more aggressive approach with their Lean/Six Sigma deployment because they see it as the key enabler to reduce costs, improve competitiveness, or accelerate growth. Regardless of your industry, an effective Lean/Six Sigma deployment requires that executives go on the defense and offense concurrently, and seize the day from their competition. You need to deploy the right improvement methodologies (e.g., Kaizen, Lean, Six Sigma, enabling IT) and resources to the highest impact opportunities now.
Filed under: Lean Six Sigma, Six Sigma, Six Sigma Organizations, Six Sigma References, Webinar
Posted by: meikah | 28 October 2008 | 8:49 pm
Buhler’s reason for doing so is:
… to improve its customers’ performance and competitiveness by applying Lean Six Sigma methodologies and tools to its customer-facing business processes. According to Buhler, Instantis EnterpriseTrack will play a pivotal role by helping to better identify the highest priority opportunities for improvement, apply consistent project tools and templates and maximize project benefits and ROI.
Filed under: Buhler AG, Deployment, Lean Six Sigma, Software/Technology
Posted by: meikah | 26 October 2008 | 8:14 pm
It’s time for some link-loving and see what other blogs are saying about Six Sigma, Lean, Lean Six Sigma and other quality improvement processes.
Safety Culture shares an overview of Basic Lean Six Sigma Training Tools And Techniques. The overview is useful and a timely reminder.
Fresh Web Content says that (Six) Sigma data collection requires asking the correct questions. True! And this is achieved through DMAIC.
Over at Healthcare Transformation, Dr. Healthcare shares how QFD contributes to the success of Lean Six Sigma in healthcare. The value of QFD in healthcare is that it has the VOC component in it. Go over and read the discussion. It’s a very useful tip.
Lean Blog reacts to a post that says allowing blog comments is waste or “muda” according to Lean standards. The blog claims that “it’s waste for the blogger to have to deal with the problems that come from comments — spam, insults, and general crap.” Well, it really takes time to go through comments, but then there’s a good plugin for spam comments. For me, reading comments from readers are also sources of new learning.
Lean Six Sigma Academy shares a rather touching story, which was on Evolving Excellence blog. Kevin of Evolving Excellence lost a colleague, which helped him come to the realization that “authentic continuous improvement should be focused on the person.” In other words, any improvement effort should give consideration to the team members and their capacity to do the work, yet still take care of their families.
Good links worthe checking out!
Filed under: Six Sigma References, SixSig, Tips
Posted by: meikah | 26 October 2008 | 7:50 pm
PowerSteering Software, the leading provider of on-demand Project & Portfolio Management (PPM) solutions for managing Lean Six Sigma, IT, New Product Development, and other enterprise programs, will host a complimentary webcast.
“Lean Six Sigma Meets IT”
Thursday, November 6 at 1:00 p.m. (EDT)
Featured Speaker: Dan Miklovic, V.P. of Research for Gartner Inc., and is part of the ongoing PowerSteering Practical Insights Thought Leadership webcast series
The session will describe how Lean Six Sigma has become a truly enterprise initiative that transcends the entire organization. CIOs and Deployment Leaders alike can gain valuable insights about Lean Six Sigmaâ€™s expansion into IT, the natural intersection of Lean and IT, and why the two are so complementary.
Don’t miss it!
Filed under: Lean Six Sigma, PowerSteering, Six Sigma, Tools/Toolkits
Posted by: meikah | 26 October 2008 | 7:39 pm
According to the news:
Kenworth-Chillicothe was recognized for successfully reducing the paint departmentâ€™s impact on the environment and significantly enhancing paint quality. A 10-person team used Six Sigma methodology and analysis to annually eliminate 21,000 gallons of paint waste from the landfill and reduce volatile organic compound emissions by more than 15 tons. The project helped to significantly enhance paint quality on the main production line, while increasing process efficiencies in hood paint preparation by nearly 85%.
At Kenworth, Six Sigma is not only improving process, but it is also helping the company be sustainable.
Filed under: Awards, Benefits and Savings, Manufacturing, Six Sigma, Six Sigma Organizations
Posted by: meikah | 21 October 2008 | 9:30 pm
As a result toward this effort, the company recently received a $30,000 grant from the state of North Carolina through the Incumbent Workforce Project for Lean Manufacturing training.
Initially, there would be 55 Safelite employees who received Six Sigma “lean” training.
According to Rich Glover, assistant vice president of manufacturing and distribution for Belron US:
“We plan to continue the Kaizen events in different areas of our operation to further optimize our process. Our mission is continuous improvement and the lean philosophy along with Six Sigma methodology will be used to accomplish further improvements in our operation.”
Filed under: Lean, Lean Six Sigma, Services, Six Sigma, Training
Posted by: meikah | 21 October 2008 | 9:16 pm
Eric Hayler may be running for a seat in the S.C. House, District 37 of Boiling Springs, Inman SC, and thus may sound like your ordinary politician.
But I agree what he’s saying about government benefitting from Lean or Six Sigma. Anything that makes the government or public service efficient and considerate of people is always welcome.
Filed under: Leadership, Lean, Public Sector, Six Sigma
Posted by: meikah | 21 October 2008 | 7:53 pm
Marine Corps Base Camp Butler is going into Lean Six Sigma to improve processes in Camp Foster in Okinawa, Japan.
This how the Lean Six Sigma initiative went:
Seventeen people with MCB Camp Butler who participated in the week-long training for certification were assigned to one of six administration projects.
The projects included reducing the amount of wait time for getting common access cards, reducing the amount of time for completing the check in and out of commands and making recycling more efficient.
- The average wait time was one and a half to three hours, which was reduced to about five minutes.
- Before they would entertain walk-in customers. By making appointments, now they could control how many people came in, and thus they could be attended to properly.
According to Marisa Rhode, a budget analyst with Marine Corps Base, “Lean Six Sigma helps to reduce the amount of time to complete the mission by reducing the variables that interfere with the project.”
Filed under: Lean Six Sigma, Marine Corps, Six Sigma, Six Sigma Organizations
Posted by: meikah | 19 October 2008 | 11:03 pm
That reminded me of what happened in the Singapore F1 race. I’m sure you saw, read, or heard the mishaps during the race. Perhaps, the most disastrous for the F1 books was what happened to Felipe Massa, who left the pit stop with the fuel rig still attached to his racecar. The hose spilled fuel on the ground and knocked a crewman down.
Though the hose was removed by frantic mechanics, Massa lost those precious seconds and he finished at 13th, and worse, got slapped a drive-through penalty. The crewman who stumbled was rushed to a nearby hospital.
The incident of course was not Massa’s or the crewman’s fault. So that you will know the gravity of that faux pas, let me share with you how F1 pit stops work. I got this information from Joaquin Henson of Philippine Star. I chose his version because it’s the simplest to understand.
After you’ve read the F1 pit-stop process, ask yourself this question: Is Six Sigma enough for the Formula 1 race?
Once a driver is given the green signal, he’s good to go. He’s not expected to look back and check if the tires are in place or the fuel hose is safely removed. Every second counts in a pit stop and that’s why the crew must operate like clockwork. The driver is absolutely dependent on the crew doing its job and giving the go-signal to return to the track.
The rule of thumb is the work in the pit lane must be finished in less 10 seconds. The goal is seven seconds for a 25-man crew to change four wheels, deposit 65 liters of fuel (the hose has a capacity to deliver 12 liters a second), adjust the front wing, clean the radiator ducts, lower the jacks and send the car back on the road.
Roles are clearly defined for every man in the crew. For instance, there are three men assigned for each wheel. One removes the old tire, the second fits the new and the third, a gunman, reattaches the nut-all in about three seconds. The gunman attaches a pneumatic impact wench to the wheel’s single, central nut even before the car stops and removes the nut in a second.
Others in the crew are a nozzle man who attaches the hose to deliver a pre-programmed amount of fuel, according to strategy; a front jackman who holds the car until the work is finished and a lollipop man who controls the stop, tells the driver when to move first gear and when to leave. The lollipop man must be aware of the cars moving on the track and exercise precise timing in guiding the driver out of the pit lane.
Unlike other Formula One team, Ferrari doesn’t employ a lollipop man. Instead, it uses overhead lights to prompt the driver with green or red signals.
Filed under: Automotive, Formula One, Six Sigma
Posted by: meikah | 19 October 2008 | 10:00 pm
Any process that is one or two steps less is getting Lean. In the same manner, that a process that is making sure that it is not deviating from its standard norm is going Six Sigma.
In our every day life, we see Lean in action when we walk into fastfood chains or even restaurants that offer combi meals. These are meals that are already pre-selected or prepared ahead to go together. Examples would be Combo A, which include a cheese burger, fries, or coke; Meal A, which include 1/4 roasted chicken, rice or bread, 1 side dish, and a drink. So, instead of having the customer choose and decide the food he’s going to have, he would just choose from the combos and say, “Combo A, to go please.” Or “Meal A, please.”
An article on Aviation Week also show us how Lean or Six Sigma improves processes in certain functional areas.
United Services cut in half its turnaround time (TAT) on narrowbody aircraft landing gear overhaul. Collins Aviation Services slashed the TAT on some avionics repairs to four days Ã½Ã½Ã½ from 22. At its Corpus Christi, Texas, repair depot, the U.S. Army reduced the overhaul time on the T700/CT7 engines that power much of its helicopter fleet from 261 days to 93 days. Continue reading…