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Hands on Introduction Training on Lean Six Sigma …by practitioners
Lean Six Sigma, a relatively well-known approach for achieving operational excellence, can, as it turns out, do more than simply improve processes. It can help leaders discover innovation opportunities far beyond operations, enhance financial performance and create organizations that have an inherent inclination toward innovation.
Lean Six Sigma, a relatively well-known approach for achieving operational excellence, can, as it turns out, do more than simply improveprocesses. It can help leaders discover innovation opportunities far beyond operations, enhance financial performance and create organizations that havean inherent inclination toward innovation.
Lean Six Sigma builds on the practical lessons learned from previous eras of operational improvement.
1. Deming/Juran - (1950s) 14 points, Statistical quality
2. Ohno - (1960s/1970s) Toyota production system
3. a. Lean Production (1990s) - “Machine that changed the world,” “Lean Thinking,” Value stream mapping
b. Just in Time (1980s) - Kanbans, Pull systems, Visual management
c. Total Quality Management (1980s) - Statistical Process Control, Quality circles, Kaizen, Culture change/benchmarking, Baldridge, ISO9000
d. Business Process Reengineering (1990s) - Downsizing, “To be” processes, Process owners
4. a. Motorola – Six Sigma (1980s)
b. GE (1980s-1990s)
Six Sigma (Applied method for growth and productivity)
Change Acceleration Process (CAP) (Change method and tools)
Customer Partnering (GE Toolkit, Customer CAP)
Process Improvement (New Product Introduction, Supply chain, Suppliers)
Best Practices (Benchmarking, Across and outside of GE, Ending Not Invented Here)
Work-out (Kaizen type, Cross functional teams, Boundarylessness, Values)
Strategy (Number 1 and Number 2 in each business, Fix, close or sell)
5. LEAN SIX SIGMA – 2000 onwards
Alongwith — GE, Ford and many others, organizations started working with this new tool and the Lean Philosophy.
Marriage of both the terms was not easy as there were takers of both the Six Sigma and the Lean techniques.
Lean is how you remove the wastes from the process; Six Sigma is how you maintain it. Lean is when you set the standards; Six Sigma is how you can monitor the variance. Six Sigma is how you track a problem and know where the problem; Lean is how you solve it.
Welcome to this half day session on Lean Six Sigma. The practitioners would unravel the mystery behind the latest tool in manufacturing world across the globe. This session ensures that you understand the philosophy behind the tool and be able to use it in your own firm with mastered ease and achieve grand results.
Faculty — Practitioner cum Trainer: Sanat Sankrityayan
Simplicity of expression is his forte. He is practitioner with Vedzen Institute for Lean Kaizen Training and Implementation at the clients site in and around India. Clients for whom he has worked are Tata ASAL, Forbes Marshall-Pune, Alfa Laval-Pune, Rishi Laser Cutting Ltd.-Pune, Aster Teleservices-Hyd, EMCO Transformers-Jalgaon and Sunil Hitech Engineering, Nagpur. He is an evangelist and has gone a step ahead to merge these two tools to form an in-formidable combination of Lean and Six Sigma.