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The word is, lean transformation !

By on February 22, 2012 in Lean Six Sigma, Lean Six Sigma @de, Uncategorized

Businesses in all industries and services, including healthcare and governments, are using lean principles as the way they think and do. Many organizations choose not to use the word lean, but to label what they do as their own system, such as the Toyota Production System or the Danaher Business System. Why? To drive home the point that lean is not a program or short term cost reduction program, but the way the company operates. The word transformation or lean transformation is often used to characterize a company moving from an old way of thinking to lean thinking. It requires a complete transformation on how a company conducts business. This takes a long-term perspective and perseverance. A client of PEEC doing just that, it’s the new word! lean transformation.

Lean for Production and Services A popular misconception is that lean is suited only for manufacturing. Not true. Lean applies in every business and every process. It is not a tactic or a cost reduction program, but a way of thinking and acting for an entire organization.

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Looking for new types of waste in Lean

By on February 21, 2012 in Lean Six Sigma, Lean Six Sigma @de, Uncategorized

As Lean concepts have been developed over the years some other wastes have been added to the original 7 (TIM WOOD).

  • The waste of Untapped Human Potential

This relates to intellectual capacity not just physical labour

 

  • The waste of Inappropriate Control Systems

This relates to minimising complexity (Push ERP/MRP/SAP vs Pull JIT and Kanban)

 

  • Wasted Energy and Water
  • Waste of Customer Time and Defecting Customers
  • Service and Office Wastes

 

  • The waste of Human Capacity

This relates to physical capacity during meetings, decision making

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Translating Customer Needs into Key Process Measures

By on February 6, 2012 in Lean Six Sigma, Lean Six Sigma @de, Uncategorized

Listening to the Voice of the Customer.

Do we really know the answer to these questions?

  1. How does the customer view my process?
  2. When it starts for them?
  3. When it is finished?
  4. What is the customer looking for when measuring the performance of my process ?
  5. How well does my process meet the customer’s expectation of what constitutes value ‘in their eyes’?

We must first understand who the Customer actually is.  We should then define how to listen to the Customer when he is expressing his opinions about the quality of our products or services.  There may already be an established process within your business to extract this valuable information on an ongoing basis (Market Research), however, it may also be the case that the business does not capture such information in a coherent and usable format.  This is often the case with internal customers.  Therefore, specific techniques and deeper analysis is required to understand what the customers requirements for the process output actually are.

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Process Improvement requires ‘solution thinking’

By on January 26, 2012 in Lean Six Sigma, Lean Six Sigma @de, Uncategorized

Solution thinking often means being “creative”

It is useful to think about looking elsewhere for ideas as Benchmarking and looking within the team for ideas as Creativity

Many people, technical thinkers in particular, but others as well, often view all kinds of “creativity” on projects negatively; we want hard facts and analysis, “Creativity” has the reputation for being wild, uncontrolled, undisciplined; the generation of new ideas that were of limited (or no!) practical use

But remember, you have not improved something until you have created something new.

Green and Black Belts will learn that creativity can be managed. It can be focused. It can be the reason that the Lean Six Sigma project succeeds.

Creativity is a skill which anyone can learn to do better, the creative process can be accelerated and directed.

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Don’t get stuck in ‘methodology wars’

By on January 25, 2012 in Lean Six Sigma, Lean Six Sigma @de, Uncategorized

It is easy to get stuck in deciding what methodology to use.

Yet the underlying activities are very similar.

The real work is in using the DMAIC methodology and LSS Black belts should always be able to use any sensible methodology;

  • If you try to make improvements or solve problems without a methodology, you will probably jump to conclusions or you may become lost.
  • All improvement methodologies cover the same basic sequence of events, see also PDCA
  • Methodologies designed to react to new problems, such as DMAIC, include containment actions to quickly stop the customer being affected.
  • Use the Lean Six Sigma methodology, it will lead to innovation.
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DMAIC is a team-based problem solving methodology.

By on January 24, 2012 in Lean Six Sigma, Lean Six Sigma @de, Uncategorized

Teamwork divides the task, but doubles the success.

It is imperative that the project team comprises of the necessary cross-functional members that may have an influence on the problem solving process

  • Recommended team size is between 6-8 members
  • The team can evolve over time. Only invite those who are needed to specific meetings
  • The team must be supported and empowered by Senior Management

The team roles must be clearly defined:

  •  Project Sponsor
  •  Team Leader – Black Belt or Green Belt
  •  Team Members – Yellow Belt or Green Belt
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Green Belt Training Sessions in Krakow and Warsaw

By on January 23, 2012 in Lean Six Sigma, Lean Six Sigma @de, Uncategorized

the next green belts sessions have been booked in March and May for the Polish participants. the green belt weeks can be used at the same time as the 1st week for the future black belt trainees. all sessions will be conducted in the Novotel Conference Centres in Krakow and Warsaw. starting Mondays at noon and ending Fridays’ at noon, after the Green Belt examination. Polish candidates can book for special prices. all material and training is in english. coaching in polish is available. pls look for the details on the site.

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