Lean Six Sigma Principles Training
Education Lean Six Sigma Online

Lean Six Sigma Training & Its Principles

Training to Use the Six Sigma Principles

In the workplace, there are numerous practical principles that are aiming to further improve and boost corporate performance. While Japanese manufacturers have devised and developed their own workplace principles, elsewhere in the world, other companies have also developed and adopted their own. United States-based Motorola Incorporated has its Six Sigma principle that is widely adopted and implemented by a number of major global companies worldwide.

Six Sigma is basically about eliminating defects when manufacturing. Since the systematic method was introduced in 1986, Six Sigma has been adjusted so that all companies and organizations, big or small, can definitely practice the principles. If you are managing a business or an organization, it would be helpful if you would train yourself and your staff to use the Six Sigma principles.

Training to use Six Sigma is not really hard. As a practical and simple guideline, here are several simple steps on how firms and groups can easily eliminate defects in their respective operations.

  1. Spend ample time to plan the project well ahead of time. Big and even small projects need to be planned well to ensure success. In the planning process, it would be advantageous if a working conceptual plan would be put in place. Set meetings with involved staff and inform all business members about the upcoming project or any business proposal.
  2. Set goals. In corporate and manufacturing operations, it is imperative that managers set business goals so that the operations would be very much guided accordingly. In this step, also determine the scope of the project. Set dialogues between managers and workers so that everyone could understand what there is to know and implement. This activity would incite teamwork.
  3. Understand any problem. When trying to solve problems about defects, it would be helpful if the challenge would be understood well based on collected facts. Be reminded that managers and employees would not be able to jointly resolve issues and problems if there is not sufficient understanding and comprehension.
  4. Use appropriate tools and instruments in developing ideas and solutions. Your company must allot enough capital amount to investing in necessary equipment, tools and gadgets as well as to human resource training and education so that there would be enough working resources to do tasks better. This way, setbacks can be reduced significantly, if not totally eliminated. Defects could also be trimmed and prevented.
  5. Set a good relationship with shareholders. Structures of modern companies are usually consisting of course of employees, managers and investors. It would be ethical and appropriate if shareholders would regularly be updated about problems occurring. Likewise, they should also be involved in the process.
  6. Execute the project well. As a manager, it is your duty to make sure the implementation of the plans and timetables would run smoothly.
  7. Assess the outcome. See if it satisfies and delivers the target. If the goals were met, make sure the effort would be sustained. This way, similar defects or problems would not be encountered again in the future.

Some companies are already implementing and practicing the Six Sigma, though those firms may not be fully aware of it. In the modern business landscape, companies are striving to subject all employees to trainings in using Six Sigma.

Lean Six Sigma Training – The Details Of Lean Waste

Lean Six Sigma is an altered form of Six Sigma Training, but also a process all its own in many capacities. Knowing the vital differences that come with Lean can prove to add more to your quality improvement projects than you might have thought possible. There are basic fundamentals of Six Sigma that will not be absent in the Lean process, but there are also a few additions to the process that make it what it is.

Lean Six Sigma training focuses on eight elements of waste, or work that doesn’t add value to an organization or company. It has been found that many places that eliminate these wasteful areas can actually improve quality with just that elimination alone.

The following is a list of the wastes according to the Lean process, along with examples of what each one alludes to:

-Wasted human talent: This includes people who don’t have a specific job function within the process or are simply slowing down the process with their presence.

-Defects: This can be products or processes that are not right. These obviously need solutions to fix them before they can be eliminated.

-Inventory: Too much product waiting to be worked. This can also refer to too many patients in a doctor’s waiting room, for example.

-Overproduction: Having too much of anything before it’s needed can get in the way of productive process operation.

-Wasted time: Waiting on product to arrive, free time that could be better spent on various processes or activities. Having 5 workers standing around waiting to unload a truck that has not arrived is a good example.

-Motion: Simply put, too much needless movement by people. For example, a clinic which sends patients to triage when they have booked appointments is wasted movement as they can certainly go straight to the examination room.

-Transportation: Ineffective transportation that shifts people and products can be wasteful when it isn’t necessary. Envision a warehouse making use of a forklift to deliver objects across the factory to a truck, when the production line could possibly be streamlined to transport right into the truck off of the line.

-Process Waste: Things that have to be done, but don’t put in value to the process, product, or service at hand. For instance, a bank manager has to process a whole lot of paperwork, but this doesn’t help customers or enhance the bank’s ability to serve those customers in most cases. Recognizing these waste products will strengthen the quality improvement projects that you approach making use of Lean Six Sigma processes.