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Invitation to Lean Leadership Workshop #August 9th, 2014 #Topic – Lean Six Sigma

Piyush 2014-07-24

 Lean Six Sigma – Strategy for Quality Excellence

Collaboration of the two most powerful business improvement concepts

 Vedzen Institute in collaboration with DCCIA Pune presents the fifth of the eight editions of Lean Leadership Workshop. The topic is “Lean Six Sigma for Quality Excellence”. The approach is to teach DMAIC Methodology for initiating Lean Six Sigma Thinking in the Organization. We intend to create Role Models who can be the beacon of change in the organizations and subsequently work towards enhanced capability of the org. Therefore, we will handhold during the Project Implementation too.

Date: 9th August 2014

Venue: Hotel Aurora Towers, Moledina Road, Camp

Value Proposition of Lean Six Sigma

Ask yourself these questions:

  • If I could deliver in 50% to 80% less time then what competitive advantage would I have?
  • What financial benefits would I get from a 20% (approx.) reduction in manufacturing overhead and quality cost?
  • What would be the benefits in cash flow from a 50% to 80% reduction in work-in-progress (WIP) and finished goods inventory?
  • What could be the result in revenue growth from reducing delivery time and time to market?
  • Do customer value-added activities consume less than 5% of my total process time?

History of Lean

Venetians introduced the concept of line manufacturing in 1450s when they established Arsenal in Venice to build warships. They had introduced the concept of continuous flow production to construct the galleys from initial component to last component fitting.

Lean concept was truly introduced by Henry Ford, Founder of Ford Motors in 1913. Ford was the first company who had aligned their all manufacturing assembly lines in a process sequence with special purpose machines (continuous flow production).

Toyota Motors from Japan adopted Lean techniques along with the Kaizen philosophy and achieved dramatic results in terms of Operational Excellence. They have idolized the Lean Production System (Toyota Production System or TPS) with highly evolved Continuous Improvement Culture.

History of Six Sigma

Since 1920′s, Mathematicians across the globe have been using “sigma” as a symbol to indicate a unit of measurement to measure the variation in quality.

Motorola Inc. was the first company that informally introduced the word “Six Sigma” to the world and used this concept to reduce defects and improve quality of their products. Being excited from their initial success, Motorola had extended the use of Six Sigma methods to their other business processes.

Motorola was the first company who begin the accredited training of Six Sigma methods and started certifying their employees with Six Sigma – Black Belt.

GE deployed the philosophy in its DNA completely. It has now become a culture for others to get inspired from. Six Sigma necessitates a combination of Continuous Improvement Culture at the workplace to be more productive and sustainable.

Lean / Six Sigma


“Lean is a business philosophy used to continuously identify, reduce and eliminate the wastes from all walks of business”.

(Source: The Six Sigma Way, Tata Mcgraw Hill)

Lean concept is used to identify Non-value adding activities in the processes and strategically remove it from the end-to-end value stream.

Six Sigma

“A flexible and comprehensive system for achieving, sustaining and maximizing business success”.

(Source: The Six Sigma Way, Tata Mcgraw Hill)

It is uniquely driven by close understanding of customer needs, disciplined usage of data & facts, statistical analysis and diligently attention to managing, improving, and re-inventing the business processes.

Lean Six Sigma is taken as another glamorous term that is doing a buzz around for the improvement professionals. Business world often describe this concept as highly technical method used by statisticians to achieve better products and processes with total employee involvement. It’s true that ‘Measures’ and ‘Statistics’ are key ingredients of Six Sigma methodology, but that is not the whole story. Lean brings in the humane aspect of the story and involves people into the string of continuous improvement of the Organization.

Six Sigma refers to a statistically derived performance target of operating with not more than 3.4 defects per million parts. It is the goal few organizations can claim to have achieved. Lean talks about identifying the Non-Value adding activities to eradicate any chances of error happening.

Sync Lean and Six Sigma

Connecting the concepts to the Quality philosophy, Lean talks about the Correction and Prevention whereas traditional Six Sigma is more of a Detection tool. We are talking about bringing together both of the concepts in a more inclusive and collaborative manner. Lean Six Sigma is a sweeping “culture change” effort to position a company/Organization for better profitability, competitiveness and customer satisfaction both internal as well as external customers.


To deliver on the opportunity, one must always follow the structured improvement method that leads them logically from defining a problem to implementing solutions that addresses the underlying causes.

DMAIC is one of the best and widely used models which consist of 5 structured phases:

Define Phase: Initial step to clarify the opportunities and goals with the team and understanding of the potential value of a project.

  1. Measure Phase: Here, we confirm the team goal, define the current state and collect & display the data to know what is actually going on in the workplace.
  2. Analyze Phase: Interpret the data to make sense of all that information collected and to determine the capability and speed. Determine Sources of variation and time bottlenecks.
  3. Improve Phase: Generate ideas, conduct experiments and develop solutions with a focused and practical mindset for the targeted causes. Develop and implement action plans.
  4. Control Phase: Develop control plan by implementing procedures. Monitor performances to make sure the improvements can be sustained.

Vedzen on Lean Six Sigma

We train people on the Lean Six Sigma principles and methodology. A new paradigm is needed to see the changes through the statistical and analytical scanner of LSS. We also create that Paradigm Shift.

Certification is what we conduct for working professionals across all industries. We take submissions of the implementation cases of Lean Six Sigma (LSS). We have an expert panel that scrutinizes the project for its veracity, validity of the results and sustenance of the change brought about by adopting LSS.

We take up the holistic implementation of LSS in Organizations across all levels and functions as a Consulting Assignment. We also support budding LSS practitioners by Handholding their projects on LSS.

LSS Case Submission for Free Evaluation

You may submit your completed LSS Project with us.

We will check your submission for veracity, comprehension of the problem, systematic and structured problem solving tool deployment, changes assured and results achieved. We shall approve the physical results achieved on the Gemba before we offer valid certificate for completion of LSS project. Our Expert Practitioner Panel would contact you for an interview on the Project within 15 days of your submission.


Mr. Sanat Sankrityayan is Principal Practitioner with Vedzen Institute. He is specialist in Value Stream Mapping, V-Map, 5S, Kanban, SMED, Strategy with Lean Deployment, OD Interventions, TOC. He is Trained Project Management Practitioner, Green Factory Professional from IGBC and Black Belt in Six Sigma from Anexas Denmark. Check his profile LinkedIn (

Industries he has worked for includes Rashmi Commercial (Construction), Gera Developers Pvt. Ltd. (Construction), Ruby Hall Clinic (Hospital – Healthcare), K K Nag Pvt. Ltd. (Pakaging Vendors to Whirlpool & LG), Sahney Insulation Group, Milton Plastics, Gestamp India (Prime Vendor to Volkswagen India), Rishi Laser Cutting Pvt. Ltd., Forbes Marshall (Spirax Marshall, Simmonds Marshall), Tata ASAL, Tranter India (Alfa Laval Group), Premium Transmissions (Greaves Cotton Group), Alfa Laval India, Putzmeister (Sany Group), Syntel Telecom (Arvind Mills – Lalbhai Group), SEAM Industries (Sunil Hitech Engg. Group) & more.

This will help Lean leaders to develop the basic ingredients of leader i.e. problem solving with DMAIC. The schedule and details of the workshop are attached herewith for your perusal and registration.

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