The Five Laws of Lean Six Sigma

I found this today and it’s a great to-the-point description.  How many feel that some of this is just common sense?

Law Zero:  The Law of the Market – ensuring quality is absolutely central to the continued success of a business. Although Lean management stresses the importance of not overspending, of avoiding excess, it is not the case that you can get away with going too far in this respect. The quality needs to come up to the customer’s standards – this is measured as a “Customer Critical to Quality” score. Return on Invested Capital (ROIC) and Net Present value (NPV) are the other scores on which a project needs to pass muster if it is to be judged a success.
Law 1: The Law of Flexibility – it is important that a process can be turned around in the time allotted to it. Setting a deadline that requires working at breakneck pace around the clock may seem like a way of getting the workforce to get down to it, but if anything goes wrong – and this happens despite the best laid plans – then there is zero flexibility in order to quickly amend the process. A process will work quicker if there is a decent level of flexibility within it.
Law 2: The Law of Focus – it is a commonly held principle that in any process, 20% of the activities will cause 80% of the delay. Focusing on the activities likely to delay the process, then, will speed the process as a consequence. The nature of Six Sigma means that the act of focusing on the activities likely to cause delay does not mean there will be slippage in the other aspects, as these duties will be assigned to people who can ensure their prompt delivery.
Law 3:  The Law of Velocity – the speed of any process is inversely proportional to the amount of work in progress. Therefore, ensuring that work is completed in the quickest possible time will ensure that the project as a whole is delivered as promptly as possible. This basically entails delivering work to another part of the project on schedule so that the people involved in further work can do their job without having to wait.
Law 4:  The Law of Complexity – the more complex a job is, the more excess work and costs will be incurred. Making the job as simple as possible therefore removes the danger of poor quality or slow speed, and allows the job to be completed on time.
As for why the first law is “Law Zero”? Well, this is because it is a base from which all the other laws can be observed, and therefore a starting point. Without this law, there are no others. It is therefore less a step in the process, more an indispensable principle.

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Six Sigma Golf – PDF

Jay Arhur’s PDF on using Six Sigma to improve your game.

http://www.qimacros.com/pdf/golf.pdf

An easy way to understand how Six Sigma is used with some of the most common tools:

1. Line Graph.

2. Pareto Chart.

3. Cause -Effect.

4. Flow Chart

5. Control Chart.

6. Histogram.

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Funny Google Searchs!

http://pleated-jeans.com/2011/08/30/16-funny-google-search-results/

 

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Great way to improve your Google searchs

Try these – got any more?   Let us know!

 

http://knol.google.com/k/best-google-search-tricks-and-tips#

 

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Profits Anyone? The Six Sigma Profit Triangle

Excellent article explaining quickly how continuous process improvements can become natural and very profitable for any organization.

 

http://isixsigma.com/index.php?option=com_k2&view=item&id=451:how-to-explain-six-sigma-by-using-the-profit-triangle&Itemid=187

 

 

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DMAIC – It’s fun!

DMAIC – Think of all the uses!

DMAIC – (Define, Measure, Analyze, Improve and Control) is a process for continued improvement. It is systematic, scientific and fact based. This closed-loop process eliminates unproductive steps, often focuses on new measurements, and applies technology for improvement.

DMAIC is the start of the Six Sigma Process.  It can be applied to just about anything.

Jack Welch turbo-charged GE with it:

“There are two important contributions from GE’s way of implementation to the evolution of Six Sigma. First, Welch demonstrated the great paradigm of leadership. Second, Welch backed the Six Sigma program up with a strong rewards system to show his commitment to it. GE changed its incentive compensation plan for the entire company so that 60 percent of the bonus was based on financials and 40 percent on Six Sigma results. The new system successfully attracted GE employees’ attentions to Six Sigma. Moreover, Six Sigma training had become a prerequisite for advancement up GE’s corporate ladder. Welch insisted that no one would be considered for a management job without at least a Green Belt training by the end of 1998.”

Want to know more?

http://www.ge.com/sixsigma/glossary.html

 

 

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Tiger Woods on his game.

Love him or hate him notice Tiger understands to get back into form it’s a process and most if not all pro golfers use measurable metrics.

Watch him on U-Tube and let’s hear from his fans or not!

 

http://bottomline.msnbc.msn.com/_news/2011/11/21/8934156-tiger-woods-and-his-new-endorsement-strategy

 

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