Rapid - Lean Six Sigma:

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• Rapid - Lean Six Sigma
• Kick-Starting Your Continuous Improvement Program
• Facilitated by John Besaw, Ph.D.

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Renewal or stagnation!
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RapidLeanSixSigma

• Success depends on
• speed,
• simplicity, and
• boldness.
• A common complaint of traditional Lean and Six
  Sigma is that they take too long.

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Simplicity

• RapidLeanSixSigma promotes a culture that targets
  continuous improvement through the relentless
  elimination of waste.

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For Discussion The person closest to the work
knows how that activity can be simplified or
eliminated altogether. The challenge is to
create an environment that energizes and
stimulates workers to share their ideas.
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A Systems Approach

• A whole-systems approach that creates a culture
  in which everyone is continuously improving
  processes.
• Leaderships commitment
• Empowered, engaged employees
• An action orientation

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• RapidLeanSixSigma provides the tools and
  techniques for making decisions and solving
  problems - fast.
• An organizations early success will be realized
  through engaged employees using an empowered
  approach for rapid process improvement.

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Essential Skills

• Building Trust
• Managing Relationships
• Communicating Effectively

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Activity
What are the three biggest problems youre
facing?       
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Journey Never Ends
JOURNEY
RapidLeanSixSigma Current Lean 2004 Si
x Sigma 2000 TQM 1990s American
business rediscovers Deming 1970s
1980s Japan emerges as a leader of
Lean Transformation of Japanese
economy Japanese adopt Demings
principles 1950s Deming goes to
Japan 1950 Deming in America 1940s
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RapidLeanSixSigmaIntegrating Lean and Six
SigmaSpeed and Simplicity

• Lean
• Waste Reduction
• Velocity
• Six Sigma
• Problem Solving Methodology

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A Journey, not an end state
How are we going to get there?
Shared Vision
Future Value Stream
Lean and Simple
Where we are today
Current Value Stream
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Orientation Fixing
problems, Not - fixing blame.
We are in a new economic age. We can no longer
live with commonly accepted levels of delays,
mistakes, defective materials and defective
workmanship. Dr. W. Edwards Deming
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Example Deliverables
Key Deliverables
Performance Counts
Engaged Workers
Increased Efficiency
Higher Levels of Performance
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Alignment
Clarity Consistency Commitment
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Quantum improvements come not from simply working
harder or smarter at the same old things, but
from figuring out how to eliminate the need to do
the same old things.
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Activity

• What are we doing now that we shouldnt be doing
  at all.
• There may be too many To-Do lists.
• Consider A Not-To-Do List

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Basics

• Customer defines quality
• Top management leadership
• All employees responsible
• A way of life (our culture)
• Team problem solving
• Tools
• Training for all

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Two Sides

• The HARD Side
• is about
• processes
• measurement
• tools
• structures
• procedures

• The SOFT Side
• is about
• buy-in
• commitment
• attitude
• overcoming resistance to change
• self-leadership

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Transformation Curve
Cynics
Goal Shift the Curve
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20-60-20 Rule

• 20 of the people in the organization
• will be Transformation Friendly

• 60 will sit on the fence

• 20 will resist

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Emotional Rollercoaster
Vision
To Be
Growth
Awareness
As Is
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Culture

• RapidLeanSixSigma
• Participative
• Encourage change
• Job security
• Continuous improvement
• Policies that inspire people to
• want continuous improvement
• Work with supplier
• Close to customers
• Everyone trained in basic tools

• Traditional
• Authoritarian
• No risk-taking
• Fear of job loss
• Status quo
• Systems policies
• Beat on supplier
• Distant from customers
• Few people trained in basic tools

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Example Anchor to Culture

• Customer Satisfaction
• Pride in Continuous Improvement
• Teamwork
• Empowerment
• Employee Engagement
• Communication

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Resistance to Change

• Asking people to work differently often meets
  with stiff resistance.
• Overcoming resistance to change can be the
  hardest part of our job.
• It is against human nature to want to change the
  way things are done unless there is a compelling
  reason to do so.

continued
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• Leadership leads the cultural change and removes
  barriers to implementation.

Coaches work with teams using RapidLeanSixSigma
tools - putting discipline into the
process. Green Belts Black Belts
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Leading in a RapidLeanSixSigma Environment

• Build a Shared Vision
• Create a Guiding Coalition
• Empower Broad-Based Action
• Generate Short-Term Wins
• Communicate the Vision
• Anchor RapidLeanSixSigma in the Culture

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• Ready
• Aim
• Aim
• Aim
• Aim
• Ready
• Aim

To know, and not to do, is not to know.
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To Empower Broad-Based ActionUpdate Philosophies

• Middle Management is often the least equipped to
  respond to the changes because of an autocratic
  style that pervades throughout many
  organizational systems.

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Generate Short Term Wins

• Start small, gain success, and then expand.
• Raise awareness boost enthusiasm.
• Transform from within.

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Rapid Recognition

• Use existing awards and recognition program.
• Develop additional incentives such as
  certificates of appreciation.
• Publicize success stories, initiatives, and
  results.
• Recognize individuals and teams.

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Build Behavior First

• People will believe in RapidLeanSixSigma when
  they see behavior that leads them to conclude
  that it works.
• Use action to gain understanding and commitment
  to RapidLeanSixSigma. Learn by doing.
• Accept stumbling as part of the journey.

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Sustainment

• Customs and Norms
• Rules and Policies
• Senior Leadership Behavior
• Learning Opportunities
• Communication Networks
• Rewards and Recognition
• Infrastructure
• (formal and informal)

RapidLeanSixSigma
Sustained Improvements
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Activity Targets

• Cost Reduction (improved profitability)
• Continuous Improvement
• Workforce Engagement
• Speed and Simplicity

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For Discussion85/15 Rule85 of professional
errors are a result of business systems.15 of
professional errors are a result of individual
workers.
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Bias - from Plan to Actions

Actions
Plan
Its OK to learn by trying!
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Activity

• One of the keys to success is highly visible
  Leadership commitment to RapidLeanSixSigma
  initiatives. (Employees must perceive active
  leadership during implementation.)
• How do we do this?

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Lean

• Customer defined quality
• Top management leadership
• Lean as a strategic issue
• All employees responsible for quality
• Continuous improvement
• Shared problem solving
• Tools
• Training for all employees

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Lean Benefits

• Why Lean?
• Improved Processes
• Reduce Waste
• Increase System Flexibility
• Satisfied Customers!
• Standardization
• Strong Culture - Team Oriented and Empowered

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Lean Strategies

• System/Process Mapping
• Organized for Flow
• Total Employee Involvement
• Pull Systems
• Design Out Wastes
• Institutionalized Improvement

• Standardized Work
• Visual Workplace
• 5 Ss
• Flexible Assembly
• Supplier Integration
• Quality
• Total Productive Maintenance

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Lean Traces its Roots to Toyota Production
System (TPS)
Best Quality - Lowest Cost - Shortest Lead
TimeThrough shortening the Production Flow by
Eliminating Waste
The right partat the right timein the right
amount
Flexible, Capable,Highly Motivated,
Engaged Workers
Built in Quality
Operational Stability
Standardized Work Total Productive Maintenance
Robust Products Processes Supplier Involvement
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History
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Lean Tools and Techniques

• Value Stream Mapping for opportunity
  identification
• Kaizen events for rapid improvement
• 5S for cleanliness and organization
• Kanban for pull from the customer
• Work flow / layout improvement to reduce
  non-value add transportation
• Process Balancing to identify time traps, balance
  workloads and increase throughput
• Mistake-Proofing to eliminate rework

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WHAT IS SIX SIGMA? According to Mikel Harry and
Richard Schroeder
A business process that allows companies to
drastically improve their bottom line by
designing and monitoring everyday business
activities in ways that minimize waste and
resources while increasing customer satisfaction.
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Origin of the term Six Sigma"
Sigma (the lower-case Greek letter s) is used
to represent the standard deviation (a measure of
variation) of a statistical population. The
term "six sigma process" comes from the notion
that if one has six standard deviations between
the process mean and the nearest specification
limit, there will be practically no items that
fail to meet specifications.
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The Normal Distribution
68.27
95
99.74
-1
0
1
2
-2
-3
3
One Sigma 68.27 Two Sigma 95.45 Three
Sigma 99.74 Six Sigma 99.9997 (3.4
defects per million parts) (Six Sigma being
perfection or pretty close to it.)
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• One of the most powerful tools that Six Sigma
  offers to an organization is a structured
  approach to problem solving in a disciplined
  manner, providing for data-driven
  decision-making.

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A Deeper Understanding
Too often we have dealt with problems at the
level of symptoms -- often not solving
fundamental problems leading to the original
difficulty. A fix at the level of symptoms
exacerbates the original problem and makes
solution more difficult.
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Concept

• A standard problem-solving process provides the
  means for basing decisions on data.
• Sustained improvement is only possible with
  employee engagement.

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DMAIC
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You may have experienced problem solving as a
one-step process - Solve it! There is much more
to it. You have to know what the problem really
is, whats causing it and look at creative ways
of solving it. DMAIC as a problem-solving model
can be used as a road map.
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Define

• Why is this a problem?
• What specifically is the problem?
• What pain is occurring?
• Where is the problem occurring or not occurring?
  
• When did the problem first occur?
• How much of a problem do we really have?
• Who is involved with the problem? Who is not?

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Measure

• Identify essential information that is needed to
  understand the problem.
• Collect data.
• Use data a lot of people will have opinions, but
  data are more reliable.

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Analyze

• Brainstorm as many solutions as possible.
• Get the ideas of those who are affected by the
  problem, involving them directly.
• Dont be concerned about cost or feasibility at
  this point.
• Dont be judgmental of either people or ideas.
• Select the best solution from among the
  alternatives generated in the prior step.

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Improve

• Create an action plan.
• Identify the steps that will need to occur to
  implement the solution.
• Identify the time each step will take and create
  a schedule.
• Identify the human, material and financial
  resources required for each step.
• Determine the decision makers whose approval will
  be sought.
• Determine accountability for carrying out each
  step.

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Control

• Once a problem has been eliminated - follow up
  the corrective action to make it permanent.
• Make sure the corrective action is documented and
  understood by everyone.

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Summary
We look at work as a process with emphasis on
spotting opportunities for improvement. We
assume most people want to do well in their work
its the processes we must concentrate on
improving. DMAIC provides a structured approach
to identify and effect positive changes in the
Continuous Improvement effort.
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Process
What is a process? A series of tasks that
provide a good or service. (Everything is a
process a series of activities or steps used to
transform inputs into outputs.) Who is the
process owner? The person who, with a stroke of
a pen, can authorize changing the process.
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Work as a Process A series of activities used to
transform input(s) into output(s).
Internal
Outputs
Inputs
Work Process
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• JIT (Just in Time)
• Standardized Work
• Visual Workplace
• Work Flow
• Basic Tools

• Value Stream Mgt
• Kaizen
• Poka-Yoke
• Kanban
• 5S

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Value stream map
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Future State Value Stream Map
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Kaizen

• KAI ZEN
• To modify, to change Think, make good, make
  better
• KAIZEN
• Make it easier by studying it and making the
  improvement through elimination of waste.
• The organized use of common sense to improve
  cost, quality, delivery and responsiveness to
  customer needs.

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Continuous Improvement Vehicle

• Kaizen is the focused application of
  RapidLeanSixSigma tools to reduce muda (waste) to
  improve cost, quality, delivery, speed,
  flexibility and responsiveness to internal and
  external customer needs.
• Kaizen focuses on incremental change and is the
  continuous improvement vehicle
• Kaizen is a vehicle for driving quick hit value
  by implementing do-now solutions through
  employee involvement

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Basic Tools

• 1. Brainstorming
• 2. Flow charts (process flow charting)
• 3. Check sheets
• 4. Histograms
• 5. Pareto analysis
• 6. Fishbone diagram (cause effect)
• 7. Input/Output

Regardless of which tools are listed, the
fundamental criterion is that the tool be a
structured technique for collecting and analyzing
data.
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Brainstorming

• To establish a common method for a team to
  creatively and efficiently generate a high volume
  of ideas on any topic by creating a process that
  is free of criticism and judgement.
• Encourages open thinking when a team is stuck in
  the same old way of thinking.
• Gets all team members involved and enthusiastic
  so that a few people dont dominate the whole
  group.
• Allows team members to build on each others
  creativity while staying focused on their joint
  mission.

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Two Methods for Brainstorming

• Structured a process in which each team member
  gives ideas in turn.
• Unstructured a process in which team members
  give ideas as they come in mind.

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Brainstorming with Post-its

• This tool builds on Brainstorming because it
  allows group members to record their own options
  on Post-it notes as they are generated. Group
  members say their options aloud to the group,
  write them on a Post-it note, and give them to a
  group leader or facilitator, who displays the
  Post-its in a visible place.

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Flow Chart

• A process or flow of activities
• Used to
• Aid understanding how the process works
• Display and explain
• Analyze and improve
• Facilitate training of team
• Document the standard method of a process

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Flowchart Symbols
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Getting to Work
SNOOZE
EAT
ALARM SOUNDS
NO
SHOWER AND DRESS
ARRIVE AT WORK
DRIVE TO WORK
NO
YES
YES
BREAKFAST
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A form for recording data. It might be used to
record bad parts, typing errors, or anything else
for that matter whatever you are trying to fix.
Check Sheet
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Check Sheet
COMPONENTS REPLACED BY LAB TIME PERIOD REPAIR
TECHNICIAN Bob
TV SET MODEL 1013 Integrated Circuits Capaci
tors
Resistors Transformers Commands CRT

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Anna Smiths First Grade Daily Self-EvaluationScr
oggs Elementary School, Chapel Hill, NC
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Also called a bar graph, is used for arranging
and displaying data by groups or classes. It
helps you spot patterns in a whole bunch of data.
Histograms
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Cause and Effect (Fishbone)
METHOD
PEOPLE
EFFECT
ENVIRONMENT
MATERIAL
EQUIPMENT
CAUSE
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Fishbone Diagram
Machines
Measurement
Human
Out of adjustment
Poor supervision
Faulty testing equipment
Lack of concentration
Tooling problems
Incorrect specifications
Improper methods
Old / worn
Inadequate training
Quality Problem
Inaccurate temperature control
Poor process design
Defective from vendor
Ineffective quality management
Not to specifications
Dust and Dirt
Material- handling problems
Deficiencies in product design
Process
Environment
Materials
Identification of the most probable cause(s)
leads to development of a theory for solution.
78
A histogram that shows problems or possible
causes arranged according to the frequency with
which they occur. 80 / 20 rule Trivial many
/ vital few
Pareto
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Fault Prioritization
Total of 133 Faults in descending order
Frequency
19
12
9
4
2
32
55
Pump Timing
Joint Leaking
Faulty Injector
Injector Sticking
2 Seating Washers
Injector not sealing
Incorrect Fuel Level
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5 Whys

• Ask Why? Thats the key to finding the root
  cause (or causes) of a problem. This technique
  can also help you understand how different causes
  might be related. Asking Why? lets you focus
  on the process, and avoids focussing on
  personalities.
• (Source Taiichi Ohnos practice of asking
  why five times whenever a problem was
  encountered, in order to identify the root cause
  of the problem so that effective countermeasures
  could be developed and implemented.)

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Why 1. Why 2. Why 3. Why 4. Why 5.
Activity 5 Whys
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Example
Problem Oil leaks from the hydraulic
press 1. Why? Clogged filter 2. Why?
Oil was dirty 3. Why? Metal filings
got into oil 4. Why? Oil fill cap
missing 5. Why? Misplaced lost
Find the root cause
Solution! Oil filler cap attached to filler neck
by a chain (Poka-Yoke)
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Benchmarking

• A careful study of some specific aspect of an
  outstanding company (its customer service hot
  line, for instance) in order to establish a
  standard against which to measure and improve
  your own way of doing something.

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Process Control Chart
Sample number
85
No Cookbooks

• There are no cookbooks for change.
• There is an inherent messiness to change.
• Change implementation should not be considered a
  once-and-for-all effort.
• The contingency approach suggests that there is
  no one best way.

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Raise Awareness - Build Enthusiasm
Leadership Team
Process Owners
Coaches
Workers
87
Initial Steps Might Look Like This

• Generate executive leadership interest
• Conduct executive overview
• Decide to move forward with implementation
• Conduct training
• Select the first pilot
• Decide to expand the initiative
• Integrate lessons learned

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11 Keys to Getting Started

1. Tie RapidLeanSixSigma Efforts to Business
   Strategy
2. Keep Message Simple and Clear
3. Develop Your Own Path
4. Focus on Short-Term Results
5. Focus on Long-Term Growth and Development
6. Publicize Results, Admit Setbacks, and Learn from
   Both
7. Make An Investment to Make It Happen
8. Use RapidLeanSixSigma Tools and Techniques
9. Link Customers, Process, Data, and Innovation
10. Make Top Leaders Responsible and Accountable
11. Make Learning an Ongoing Activity

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The Gallery Walk
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Quality Improvement Story
Identify Improvement Opportunity

• Select Process for Improvement .
• Set a target for improvement (objective
  statement)
• Describe Process Flow
• Analyze flow for ways to streamline process
• Brainstorm Cause and Effect Analysis
• Collect Baseline Process Information using tools
• such as checksheets, Pareto charts, histograms,
  etc.
• Focus on the root cause
• Imagineering of ideal process
• Benchmarking
• Take Actions that correct root cause
• Use baseline before and after the improvement
  effort

Define Measure Analyze Improve Control
Gather Data
Determine What Changes Would Help
Select and Implement a Change
Did it Work?
No
Yes
Make Permanent
91
Quality Improvement Story

• Select Process for Improvement .
• Set a target for improvement (objective
  statement)
• Describe Process Flow
• Analyze flow for ways to streamline process
• Brainstorm Cause and Effect Analysis
• Collect Baseline Process Information using tools
• such as checksheets, Pareto charts, histograms,
  etc.
• Focus on the root cause
• Imagineering of ideal process
• Benchmarking
• Take Actions that correct root cause

Identify Improvement Opportunity
Define Measure Analyze Improve Control
Gather Data
Determine What Changes Would Help
Select and Implement a Change
Did it Work?
No
Yes
Make Permanent
92
Quality Improvement Story

• Select Process for Improvement .
• Set a target for improvement (objective
  statement)
• Describe Process Flow
• Analyze flow for ways to streamline process
• Brainstorm Cause and Effect Analysis
• Collect Baseline Process Information using tools
• such as checksheets, Pareto charts, histograms,
  etc.
• Focus on the root cause
• Imagineering of ideal process
• Benchmarking
• Take Actions that correct root cause

Identify Improvement Opportunity
Define Measure Analyze Improve Control
Gather Data
Determine What Changes Would Help
Select and Implement a Change
Did it Work?
No
Yes
Make Permanent
93
Quality Improvement Story

• Select Process for Improvement .
• Set a target for improvement (objective
  statement)
• Describe Process Flow
• Analyze flow for ways to streamline process
• Brainstorm Cause and Effect Analysis
• Collect Baseline Process Information using tools
• such as checksheets, Pareto charts, histograms,
  etc.
• Focus on the root cause
• Imagineering of ideal process
• Benchmarking
• Take Actions that correct root cause

Identify Improvement Opportunity
Define Measure Analyze Improve Control
Gather Data
Determine What Changes Would Help
Select and Implement a Change
Did it Work?
No
Yes
Make Permanent
94
Quality Improvement Story

• Select Process for Improvement .
• Set a target for improvement (objective
  statement)
• Describe Process Flow
• Analyze flow for ways to streamline process
• Brainstorm Cause and Effect Analysis
• Collect Baseline Process Information using tools
• such as checksheets, Pareto charts, histograms,
  etc.
• Focus on the root cause
• Imagineering of ideal process
• Benchmarking
• Take Actions that correct root cause

Identify Improvement Opportunity
Define Measure Analyze Improve Control
Gather Data
Determine What Changes Would Help
Select and Implement a Change
Did it Work?
No
Yes
Make Permanent
95
Quality Improvement Story

• Select Process for Improvement .
• Set a target for improvement (objective
  statement)
• Describe Process Flow
• Analyze flow for ways to streamline process
• Brainstorm Cause and Effect Analysis
• Collect Baseline Process Information using tools
• such as checksheets, Pareto charts, histograms,
  etc.
• Focus on the root cause
• Imagineering of ideal process
• Benchmarking
• Take Actions that correct root cause

Identify Improvement Opportunity
Define Measure Analyze Improve Control
Gather Data
Determine What Changes Would Help
Select and Implement a Change
Did it Work?
No
Yes
Make Permanent
96
Getting Started
Burning Platform
97
Transformation Planning
Stage 1 Awareness of Need for Change
Decision to Alter Status Quo
Mutual Expectations and Obligations
Stage 2 Entry and Intervention
Stage 3 Development of Mutual Expectations
Need for Valid Information
Stage 4 Data Collection Intervention
Identification of Problem Areas
Stage 5 Diagnosis of Specific Problems
Formulating Plans and Programs
Stage 6 Making Things Happen
Participation of and Feedback to Members
Stage 7 Monitor, Review and Stabilize
Self Renewal Capability
98
Resistence Looks Like ...

• Anger
• Blame
• Anxiety
• Depression
• Isolation
• Fear

99
The Transformation Curve
100
Transformation Planning Tracking System
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sept
Oct
Nov
Dec
Coaching/ Training
Booster Month
Communication Campaign
Coaching
Promotion
Evaluation
Follow-up
Continuous Improvement
Training Master Plan
101
RapidLeanSixSigma - Coach

• Repository of information
• Process helper
• Resource linker
• Help reduce resistance/win support
• Link job specifics with RapidLeanSixSigma
• Harmonize with different initiatives
• Help with necessary skill development
• Not decision maker
• Strength must be in listening to and
  understanding what is working and what is not
  working. This typically includes a "deeper
  understanding" of patterns that may be
  problematic and then facilitating strategy
  sessions to do something about them.

102
Characteristics of a Black Belt

• Highly effective Team Facilitator
• Highly Respected by Superiors, Peers and
  Subordinates
• Inspires Others to Excell
• Possesses a Creative, Critical, Out-of-the-Box
  Intellect
• Accepts Responsibility for identifying choices
• Solicits Diverse Ideas and Viewpoints
• Acts Decisively Under Pressure
• Effective in Mentoring and Coaching others
• Team Engagement

103

• Resources

104
Parking Lot
105
Kaizen
106
"Who do you think taught Japan how to make cars?"

• Taiichi Ohno, the father of the Toyota production
  system, said openly that he got the idea from
  Henry Ford's book and the American supermarket.
• Ford's Today and Tomorrow (1926) describes the
  benefits of just-in-time (JIT) manufacturing
  explicitly.
• In a supermarket, replenishment of shelf stock is
  triggered by depletion it is a "pull" system.
• Taylor influenced Shigeo Shingo

107
Lean Manufacturing
Toyota Production
Lean Enterprise
Craft Production
Mass Production
Frederick W. Taylor Used Scientific Management
to look at individual workers and work methods.
Henry Ford Charles Sorensen
Taichii Ohno Shigeo Shingo
Developed the first comprehensive Mfg
Strategy Result Just In Time and Flow
Manufacturing
Recognized the central role of inventory
assessed shortcomings of FORD system Result
Toyota Prod System (TPS)
James Womack Daniel Jones
Result Time study and Standardized work
First coined the term Lean Manufacturing in
their book Result Concluded TPS as the most
successful production system
108
Y f(x) Y is equal to the function of X or Y
is only as good as the input and process of X
X
X
X
X

• Inputs and processes (X) have a profound effect
  on the output (Y)
• Controlling the inputs, their interactions and
  the process will improve
• the output

109
For Comparison
Baldridge Award Criteria (1000 points)
110
CAP The Change Acceleration Process
111

• Resources

112
Website for the Lean Enterprise Institute books,
workbooks, and case studies that help companies
transform themselves based on the principles of
the Toyota Business System.

• http//www.lean.org/

113
Online Resource

• http//www.12manage.com/methods_value_stream_mappi
  ng.htmluserforum

114

• Nalicheri, N., Baily, C., Cade, S. The lean,
  green service machine. http//www.strategy-busine
  ss.com/
• Poppendick, M. (2002). Principles of lean
  thinking. http//www.poppendieck.com/papers/LeanT
  hinking.pdf

115
For Discussionhttp//www.thefreedictionary.com/ki
ck-starting

• Lean Six Sigma Lean Six Sigma is a business
  improvement methodology which combines (as the
  name implies) tools from both Lean Manufacturing
  and Six Sigma. Lean manufacturing focuses on
  speed and traditional Six Sigma focuses on
  quality. By combining the two, the result is
  better quality faster.
• Rapid (adjective) acting or moving quickly
• Kick-Starting (verb) to do something bold or
  drastic in order to begin or improve the
  performance of something.

116
http//www.infor.com/leanessentials/

• This comprehensive Web site developed by Infor is
  filled with information to help you improve your
  productivity, profitability and customer
  satisfaction.

117
For Discussionhttp//www.thefreedictionary.com/ki
ck-starting

• Lean Six Sigma is a business improvement
  methodology which combines (as the name implies)
  tools from both Lean Manufacturing and Six Sigma.
  Lean manufacturing focuses on speed and
  traditional Six Sigma focuses on quality. By
  combining the two, the result is better quality
  faster.
• Rapid (adjective) acting or moving quickly
• Kick-Starting (verb) to do something bold or
  drastic in order to begin or improve the
  performance of something.

118
Website for Rapid Lean Six Sigma resources.

• http//www.johnbesaw.com/

119
Online Resource

• http//www.12manage.com/methods_value_stream_mappi
  ng.htmluserforum

120
http//www.infor.com/leanessentials/

• This comprehensive Web site developed by Infor is
  filled with information to help you improve your
  productivity, profitability and customer
  satisfaction.

121
http//www.lean.org/WhatsLean/CommonLeanQuestions.
cfm

• Common Lean Questions

122
Resource

• http//www.statsoft.com/textbook/elementary-concep
  ts-in-statistics/?button1

Website for Statistics review.
123
Statistics on YouTube

• http//www.youtube.com/watch?vuhxtUt_-GyM

124
7 Basic Tools

• The designation arose in postwar Japan, inspired
  by the seven famous weapons of Benkei. At that
  time, companies that had set about training their
  workforces in statistical quality control found
  that the complexity of the subject intimidated
  the vast majority of their workers and scaled
  back training to focus primarily on simpler
  methods which suffice for most quality-related
  issues.
• The Seven Basic Tools stand in contrast to more
  advanced statistical methods such as survey
  sampling, acceptance sampling, statistical
  hypothesis testing, design of experiments,
  multivariate analysis, and various methods
  developed in the field of operations research.
• The seven tools are
• Cause-and-effect (also known as the "fish-bone"
  or Ishikawa) diagram
• Check sheet
• Control chart
• Histogram
• Pareto chart
• Scatter diagram
• Stratification (alternately, flow chart or run
  chart)

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Resources

• http//www.khanacademy.org/
• Statistics Handbook
• http//www.strategosinc.com/human_side.htm
• http//ocw.mit.edu/index.htm (search Lean Six
  Sigma)
• http//www.moresteam.com/resources/lean.cfm
• http//www.itl.nist.gov/div898/handbook/quantgal.h
  tm
• http//www.leansixsigmahpo.com/tools.html
• http//www.skymark.com/resources/refhome.asp
• http//www.freeleansite.com/
• http//www.dmaictools.com/
• http//www.accountability.wa.gov/leadership/lean/d
  efault.asp
• http//www.gembutsu.com/lean_faq.html
• http//leanyourcompany.com/improve/What-are-the-se
  ven-wastes.asp
• http//www.micquality.com/six_sigma_glossary/proce
  ss_improvement_tools.htm

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Example of a Leader Message RapidLeanSixSigma

• Continuous Improvement is a critical
  responsibility of everyone in ltorganizationgt. It
  involves a commitment from the top down and the
  bottom up hard work and the willingness to seek
  out new and better ways of doing things.
• Your acceptance and practice of the
  RapidLeanSixSigma tools and techniques is
  critical to our Continuous Improvement success.
• Leader Signature