Valuable Information

as you begin the Lean transformation

Our Blog

BEGINNING THE LEAN JOURNEY

By Drive, Inc. on Saturday 15 May 2010.

This is a question that befuddles many an executive. In fact, 70% of companies who have embarked upon a Lean Journey are dissatisfied with the results they’ve achieved (McKenzie & Bain study). Millions of dollars are spent each year by companies hiring consultants, creating Continuous Improvement departments, attending training and seminars, doing Kaizen Events, moving equipment, and implementing Lean tools. Yet most companies who do this are not happy with the return on investment. Why is this?

PLANNING YOUR LEAN JOURNEY

By Drive, Inc. on Thursday 15 April 2010.

Hoshin what? Many organizations who are years into their Lean Journey have never heard the term, yet it is the heart of the Toyota Production System. Hoshin Kanri helps ensure that an organization works on the right things in order to get the expected results. That sounds attractive until I mention that an organization usually needs to turn their entire approach to managing manufacturing upside down; product development, back-office business processes… indeed, the entire enterprise needs to be managed differently. Can you get results without it? Sure, albeit limited results. As an example, SMED will work as a stand-alone process. A mass manufacturer can use SMED to reduce changeover time and therefore make more parts on the same equipment, amortizing the capital cost of the equipment over more parts, thus reducing cost per piece. However, with Hoshin Kanri, it might become evident that it is more important to use the changeover time reduction to reduce batch size and change over more often, leading to greater flexibility to meet customer demand and lower inventory carrying cost. So the tool without the holistic approach of Hoshin Kanri can get some results, but likely won’t lead to the best result and the greatest return on investment.

LEADING YOUR LEAN JOURNEY

By Drive, Inc. on Tuesday 16 March 2010.

As mentioned in last month’s newsletter, we stated the three basic steps to creating a Hoshin Plan. They are: (1) Establish goals, (2) Establish a plan to meet your goals, and (3) Establish a system for progress review that ensures your plan is executed on time with the expected results.

Hands-on Six Sigma

By Drive, Inc. on Tuesday 16 February 2010.

The following is an actual example of how LMSPI applied “Hands-On” Six Sigma to help a customer solve a problem that had crippled them since a product’s inception. The client is a US manufacturer of custom thermoplastic profile extrusion that engaged LMSPI to apply our brand of Six Sigma.

LEVERAGE SIX SIGMA

By Drive, Inc. on Friday 15 January 2010.

Together, we have taken a dive into each step of the DMAIC Cycle for Six Sigma in order to address the value and form, fit and application in your environment. In the last publication, we focused on the “C” in the DMAIC Cycle. We discussed the processes and tools used to CONTROL the new process. In this issue, we will focus on the value of LEVERAGING our success. When LEVERAGING our improvements, we should consider many different aspects of the business. Don’t limit yourself to just your area. Below is a list of most commonly seen areas that may benefit from LEVERAGE: 1. Material Lots 6. Products 2. Part Types 7. Departments 3. Areas within a Department 8. Product Families 4. Machines 9. Divisions 5. Processes 10. Regions 11. Plants

CONTROL PHASE

By Drive, Inc. on Tuesday 15 December 2009.

Last month, we focused on the “I” in the DMAIC cycle for Six Sigma. We discussed the processes and tools used to IMPROVE the output performance of the process. In this issue, we will focus on the “C” in the DMAIC cycle, which is the CONTROL phase. In this phase our goal is to ensure the problem stays fixed and make certain that the new methods can be further improved over time. Have you ever ‘fixed’ a problem only to see it surface again just a few months later? We observe that the lack of sustainment of improvements (including the lack of permanent corrective actions to problems) is the number one inhibitor to DMAIC success.

IMPROVE PHASE

By Drive, Inc. on Saturday 14 November 2009.

Last month, we focused on the “A” in the DMAIC cycle for Six Sigma. We discussed the processes and tools used to ANALYZE the output performance of the process. This month, we will focus on the “I” in the DMAIC cycle, which is the IMPROVE phase. In this phase, we should now be ready to develop, implement, and evaluate solutions targeted at our VERIFIED cause. The goal is to demonstrate, with data, that our solutions solve the problem and lead to an improvement. We must VERIFY the effectiveness of the solution. Failing to VERIFY the effectiveness will lead to false hope and busy work trying to maintain the improvement.

ANALYZE PHASE

By Drive, Inc. on Thursday 15 October 2009.

In the previous issue in this series, we focused on the “M” in the DMAIC cycle for Six Sigma. We discussed the processes and tools used to MEAURE the output performance of the process. This month, we will focus on the “A” in the DMAIC cycle, which is the ANALYZE phase. In this phase, we will develop theories of root causes, confirm the theories with data, and finally identify the true root cause(s) of the problem. The true root cause(s) will form the basis for solutions in the next phase of the DMAIC cycle, which is the IMPROVE phase covered in our next newsletter.

MEASUREMENT PHASE

By Drive, Inc. on Tuesday 15 September 2009.

Last issue, we focused on the “D” in the DMAIC cycle for Six Sigma. We discussed the processes and tools used to DEFINE the project. This month, we will focus on the “M” in the DMAIC cycle, which is the MEASURE phase. In this phase, we discuss the process and tools used to pin point the location or source of deviation. By doing this, we will build a factual understanding of the existing process condition and problems. The knowledge gained in this phase will help the team narrow a range of potential causes that need to be investigated in the ANALYZE phase, which we will cover in next month’s newsletter. Although the intent of this newsletter is not to completely teach you how to perform the MEASURE phase, it can get you started in the right direction. As you know, the complete process of Six Sigma is very data intensive; therefore, this newsletter series on Six Sigma creates a guided introduction and does not cover the topic entirely.

DEFINE PHASE

By Drive, Inc. on Saturday 15 August 2009.

In the last newsletter we discussed the phases of Six Sigma. There are 5 phases in the Six Sigma problem solving process. Each phase is very important to the overall success of the project. This month we will dive into the first phase of the Six Sigma process, which is called the DEFINE phase.

Showing 101 - 110 of 111 Articles

Looking for More?

Archives: