Lean Six Sigma For Dummies
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Maximise the quality and efficiency of your organisation with Lean Six Sigma
Are you looking to make your organisation more effective and productive? If you answered "yes," you need to change the way it thinks. Combining the leading improvement methods of Six Sigma and Lean, this winning technique drives performance to the next level—and this friendly and accessible guide shows you how. The third edition of Lean Six Sigma For Dummies outlines the key concepts of this strategy and explains how you can use it to get the very best out of your team and your business.
The jargon-crowded language and theory of Lean Six Sigma can be intimidating for both beginners and experienced users. Written in plain English and packed with lots of helpful examples, this easy-to-follow guide arms you with tools and techniques for implementing Lean Six Sigma and offers guidance on everything from policy deployment to managing change in your organisation—and everything in between.
- Gives you plain-English explanations of complicated jargon
- Serves as a useful tool for businesspeople looking to make their organisation more effective
- Helps you achieve goals with ease and confidence
- Provides useful hands-on checklists
Whether you want to manage a project more tightly or fine-tune existing systems and processes, the third edition of Lean Six Sigma For Dummies makes it easier to achieve your business goals.
process, and a process is a blend of PEMME: People: those working in or around the process. Do you have the right number in the right place, at the right time, and possessing the right skills for the job? Equipment: the various items needed for the work. Items can be as simple as a stapling machine or as complicated as a lathe used in manufacturing. Consider whether you have the right equipment, located in an appropriate and convenient place, and being properly maintained and serviced.
way, you may consider abandoning some measures and creating other, more appropriate ones. Cycle time (sometimes referred to as lead time) is the most important data. If you simply measure whether or not each item meets the service standard, you don’t know the range of performance being delivered. For example, you may see that the organisation processes 80 per cent of orders within the service standard of five hours, but you may not be able to see that some orders take one hour, some take two
company is heading – so they need to work in tandem. Lean Six Sigma helps you deploy strategy within the operational business. Many businesses now use Lean Six Sigma techniques as an essential component of their wider business transformation programme. These organisations use the essential tools of the Define, Measure, Improve, and Control phases (which we describe in Chapter 2) simultaneously across multiple processes to create a transformed business with the right set of services and products
fail. For starters, here are some common project traps: Methodology madness Not using a structured and planned approach Predetermining your solution Giving poorly managed handovers Allowing the control phase to be weak, so failing to hold the gain Scope scandals Running too many projects at the same time Undertaking too large a project Having a goal that isn’t measurable or is too vague Ignoring ‘outside-in’ customer focus Failing to link the
spending lots of money restyling the restaurant when customers actually liked the earlier style. The ultimate danger is kicking off a Lean Six Sigma project to fix the situation in option 4 above – and still end up doing the wrong thing! Overtraining Clearly, becoming trained in Lean Six Sigma is important and a well thought out training plan needs to form part of the overall deployment programme. But training works best when it’s delivered ‘just in time’ and at the right level. In