6 sigma and lean

[littlegreenfairy]

Can anyone point me in the direction of literature on 6 sigma and lean (the toyota way)? There is a book called the Toyota Way (or something along those lines) on Amazon - would it be worth having a look at?

Google comes up with loads and loads but I don't know what I'm looking for as such, and therefore don't know if what I'm reading is utter rubbish.

I need to know the principles and basically all about it and how it works etc. Oh and how to implement it...

Don't flame me - I know its not all that popular in some circles, but I'm only following orders!

Thanks

[minitici]

Poison chalice?

[littlegreenfairy]

Hmm possibly...

I need to become an expert in it really. Ouch.

[nsa]

Jack Welch implemented it at GE. Might be worth looking at a copy of his book "Straight From The Gut" to see if there are any references.

Edit: you've acknowledged that Google spits out loads of SS info.

Edited by nsa on Thursday 2nd April 15:40

[digger_R]

littlegreenfairy said:

C
Google comes up with loads and loads but I don't know what I'm looking for as such, and therefore don't know if what I'm reading is utter rubbish.

littlegreenfairy said:

Hmm possibly...

I need to become an expert in it really. Ouch.

I think you have it already

[Mr POD]

littlegreenfairy said:

Can anyone point me in the direction of literature on 6 sigma and lean (the toyota way)? There is a book called the Toyota Way (or something along those lines) on Amazon - would it be worth having a look at?

Google comes up with loads and loads but I don't know what I'm looking for as such, and therefore don't know if what I'm reading is utter rubbish.

I need to know the principles and basically all about it and how it works etc. Oh and how to implement it...

Don't flame me - I know its not all that popular in some circles, but I'm only following orders!

Thanks

You've come to the right man.

I have an Honours Degree in Manufacturing Systems Design, and 20 years experience of what is now called lean. I also am a CATAPILLAR Certified 6 Sigma Black Belt.

20 years of experience, but I'll summarize it like this.

1) Flow chart your process. Call it a Value stream map.
2) Identify the avoidable cost Call it NVA.
3) Get rid of it.
4) understand that every process has variation. Remove the variation where it costs money. Ignore it if it doesn't.

[quotemehappy]

Lean can be summarised into TIMWOOD also knows as the seven s's.

[drjazz]

As a g.p. interested in the commercial and business world, I read "The Toyota Way" cover to cover about a month ago, interested in how such processes might be applied to the skilled service sector. Whilst having the appearance of a heavy weight text book, it surprised me by being very easy to read whilst being highly detailed and well laid out. Would recommend it without reservation.

[limpsfield]

Mr POD said:

I also am a CATAPILLAR Certified 6 Sigma Black Belt.

I bet you can't keep your face straight when you type that

[pugwash4x4]

the main point that seems to get forgotten by just about every implementation of lean in the UK, is that the ESSENTIAL requirement is a total shift in company ethos- unless you change the base culture of a company so that EVERYONE from the tea boy upwards is working towards Lean then it isn't going to work!

Flowcharts and all the rest are just a way of measuring, testing and improving on the Lean ethos.

[monthefish]

[Mr POD]

limpsfield said:

Mr POD said:

I also am a CATAPILLAR Certified 6 Sigma Black Belt.

I bet you can't keep your face straight when you type that

Put it this way. There's so much bullst, hiding the really good stuff, that anyone in any position of authority or power feels threatened by the stuff that was taught, that they don't understand, that they seek any opportunity to belittle it. They'd rather make out that good decisions are made by Gutfeel.


I couldn't keep a straight face when I typed that either.

[R4PID]

Mike Zafirovski was one a student of 'Jack Welch' at GE doing the whole lean six sigma thing.

3 years ago he bought it to Nortel, a company already in serious trouble.

Well if it's possible the share price tanked even more and the company is now in Chapter 11 on the verge of break up.

So I say 'yay 6 sigma' in a sarcastic tone. Not saying LSS was the cause by any means but word inside the company was LSS didn't help a whole lot.

[Mr POD]

drjazz said:

As a g.p. interested in the commercial and business world, I read "The Toyota Way" cover to cover about a month ago, interested in how such processes might be applied to the skilled service sector. Whilst having the appearance of a heavy weight text book, it surprised me by being very easy to read whilst being highly detailed and well laid out. Would recommend it without reservation.

And then watch everyone else in the company try to back stap you, when you attempt to alter the power base.

[ninja-lewis]

littlegreenfairy said:

Can anyone point me in the direction of literature on 6 sigma and lean (the toyota way)? There is a book called the Toyota Way (or something along those lines) on Amazon - would it be worth having a look at?

Google comes up with loads and loads but I don't know what I'm looking for as such, and therefore don't know if what I'm reading is utter rubbish.

I need to know the principles and basically all about it and how it works etc. Oh and how to implement it...

Don't flame me - I know its not all that popular in some circles, but I'm only following orders!

Thanks

To start, try one of my lecturer's website. He teaches Operations Strategy (Lean) and Quality Management (Six Sigma) and adds links to various resources and readings on the subjects on the site.

Off the top of my head, Slack and Lewis distilled Lean into 4 principles (IIRC Toyota had 7):

Customer-based demand triggers - i.e. basing what you produce on actual customer demand
Synchronised Flow - no waiting for other stages to do their part etc
Involvement Behaviour - things such as giving employees responsibility/incentives etc
Waste Reduction - this largely comes from doing the above right

It's mainly common sense stuff in my opinion (but common sense isn't all that common...) Key things to remember are: all 4 areas are important (some only focus on the last); and interpret the principles and apply them to your own organisation rather than copying how Toyota/GE do it just because it apparently worked for them - culture plays quite an important part.

[Soovy]

Mr POD said:

littlegreenfairy said:

Can anyone point me in the direction of literature on 6 sigma and lean (the toyota way)? There is a book called the Toyota Way (or something along those lines) on Amazon - would it be worth having a look at?

Google comes up with loads and loads but I don't know what I'm looking for as such, and therefore don't know if what I'm reading is utter rubbish.

I need to know the principles and basically all about it and how it works etc. Oh and how to implement it...

Don't flame me - I know its not all that popular in some circles, but I'm only following orders!

Thanks

You've come to the right man.

I have an Honours Degree in Manufacturing Systems Design, and 20 years experience of what is now called lean. I also am a CATAPILLAR Certified 6 Sigma Black Belt.

20 years of experience, but I'll summarize it like this.

1) Flow chart your process. Call it a Value stream map.
2) Identify the avoidable cost Call it NVA.
3) Get rid of it.
4) understand that every process has variation. Remove the variation where it costs money. Ignore it if it doesn't.

Smooth.

Edited by Soovy on Saturday 4th April 22:43

[Somewhatfoolish]

Mr POD said:

limpsfield said:

Mr POD said:

I also am a CATAPILLAR Certified 6 Sigma Black Belt.

I bet you can't keep your face straight when you type that

Put it this way. There's so much bullst, hiding the really good stuff, that anyone in any position of authority or power feels threatened by the stuff that was taught, that they don't understand, that they seek any opportunity to belittle it. They'd rather make out that good decisions are made by Gutfeel.


I couldn't keep a straight face when I typed that either.

Great! If company improves it was six sigma wot dun it, if company doesn't improve it was the fault of those pesky people 'in any position of authority'.

[Mr POD]

Somewhatfoolish said:

Mr POD said:

limpsfield said:

Mr POD said:

I also am a CATAPILLAR Certified 6 Sigma Black Belt.

I bet you can't keep your face straight when you type that

Put it this way. There's so much bullst, hiding the really good stuff, that anyone in any position of authority or power feels threatened by the stuff that was taught, that they don't understand, that they seek any opportunity to belittle it. They'd rather make out that good decisions are made by Gutfeel.


I couldn't keep a straight face when I typed that either.

Great! If company improves it was six sigma wot dun it, if company doesn't improve it was the fault of those pesky people 'in any position of authority'.

If you want to believe that a company wishes to embrace 6 sigma, it will be the MD, followed by all the directors that go on the first 4 week training course.

[GavinPearson]

drjazz said:

As a g.p. interested in the commercial and business world, I read "The Toyota Way" cover to cover about a month ago, interested in how such processes might be applied to the skilled service sector. Whilst having the appearance of a heavy weight text book, it surprised me by being very easy to read whilst being highly detailed and well laid out. Would recommend it without reservation.

You'd be very interested in seeing my GP's surgery.

Clerical staff deal with the admin, and the patients are led into their own consultation room, where they have their blood pressure checked, weight taken, symptoms noted, and all other sensible questions for the doctor asked before he walks in. There's minimal messing about, the highest value asset (the Doctor) is fully utilised for the times he chooses to work.

Most Doctors we have visited operate the same system, a total contrast to the NHS.

But that is just the value stream map part.

The use of statistics tools and designed experiments could massively enhance the selection of treatments for effectiveness at most efficient cost.

You do need to back this up with appropriate expertise - but used correctly the tools can be a real enhancement.

[Mr POD]

When I lived near Longbridge, I used to frequent REDNAL libary, which had various books on the History of the motor industry.

One Biography I read, and I think it was whoever started MG, the guy was a warranty manager in his early years.

He didn't like to waste time, dictating letters to angry customers, so he'd pin notes to the top of claims letters for his secretary to summarise.

One said "Tell him to F**K Off - Politely" .

He clearly had the NA/NVA analysis for his precious time carefully defined.