a laboratory cage match: six sigma vs leandn3g20un7godm.cloudfront.net/2011/am11sa/134.pdf · a...

A Laboratory Cage Match:

Six Sigma vs Lean

Which method packs the biggest punch?

Sue Kozlowski, MSA, MT(ASCP)SBB, DLM,

Certified Six Sigma Black Belt (ASQ)

Objectives

At the end of the presentation, participants will be able to:

• Describe Six Sigma and its three key deliverables

• Discuss the lean approach, and its three key deliverables

Cage Match: Six Sigma vs Lean

deliverables

• Compare and contrast the three major elements of each philosophy

• Evaluate which method will be most effective in a particular work environment

Agenda

• Six Sigma Overview

• Lean Overview

• Six Sigma vs Lean – Strengths Comparison

• What to Use When


• What to Use When

• For More Information

• Q&A

Polling Question – In Your Lab…

• Experience in Lean or Six Sigma?

1. Neither

2. Beginning Lean or Six Sigma

3. Experienced Lean


3. Experienced Lean

4. Experienced in Six Sigma

5. Experienced Lean Six Sigma

Polling Question - Skills

• Experience Level – Six Sigma

1. No experience in either

2. Novice – White Belt

3. Experienced or Certified – Lean Facilitator,


3. Experienced or Certified – Lean Facilitator, Green Belt

4. Experienced or Certified – Lean Leader, Black Belt

5. Experienced or Certified – Sensei, Master Black Belt

Six Sigma

Six Sigma Methodology

�Project Protocol

� Define

�Measure

� Analyze


� Improve

� Control

�Teams

� Facilitator: Green Belt, Black Belt

� Leadership: Process Owner, Champion

Six Sigma Approach

�Define the Problem

�Measure the Current State

�Identify the Customer Specifications / Tolerances

�Identify the Key Factors that lead to variation


�Identify the Key Factors that lead to variation

�Solve for the most significant Factors

�Design of Experiments to test solutions

�Measure the Improved State

�Develop a Control Plan

Six Sigma Terms

�Critical to Quality (CTQ)

�Voice of the Customer (VOC)

�SIPOC (Suppliers, Inputs, Process, Outcomes,

Customers)


Customers)

�Measurement System Analysis (MSA)

�Key Factors

�Statistical Analysis (t-test, ANOVA, Chi square,

Mood’s Median, Analysis of Variance)

�Failure Modes Effect Analysis (FMEA)

Six Sigma – Three Key Deliverables

�Meet customer specifications

�Reduce the variation

�Minimize defects – not only 1% defects (4

sigma) or even 0.01% (5 Sigma) – but 99.9997%


sigma) or even 0.01% (5 Sigma) – but 99.9997%

(6 Sigma, or 3.4 defects per 1 million

opportunities)

Six Sigma - Strengths

�Customer-focused

�Rigorous statistical analysis

�Solve for Key Factors only

�Process control methods


�Process control methods

�Control Plan to prevent relapse

Six Sigma - Weaknesses

�Some customers don’t have clear specifications

�Can be seen as not innovative

�Statistical analysis is difficult if the process is not

“in control”


“in control”

� Process not stable

� Process outcome not normally distributed

�Difficult to use when outcomes are subjective

�Needs statistical expertise

�Takes a LONG time (3 – 12 months for a team)

Polling Question – SS Accomplishments

• Experience with Six Sigma

1. N/A – not using SS

2. Just starting – too soon for achievement

3. Positive experience, for where we are



4. Negative experience, for where we are

5. Huge positive impact

Polling Question – If negative

• Why negative?

1. Lack of leadership commitment

2. Poor training experience

3. Needed more “hand-holding” to start out



4. Didn’t develop infrastructure (project

documentation, pipeline, integration into

performance evals)

5. Other

Polling Question – If positive

• What made the biggest difference?

1. Leadership commitment

2. Training experience

3. “Hand-holding” to start out & gain confidence



4. Infrastructure (project documentation, pipeline,

integration into performance evals)

5. Other

Polling Question – Where are you now?

• What’s Your Status?

1. Thinking about starting SS

2. Beginning the journey

3. Moving forward


3. Moving forward

4. Still trying but stalled

5. Tried it but gave up

Lean Methodology

�Project Protocol

� Plan

� Do

� Check


� Act / Adjust

�Teams

� Facilitator: Lean Leader / Facilitator / Coach

� Leadership: Team Leader, Champion

Lean Approach

�Define the Problem

�Understand the Current State

� Process flow, data

�Analyze the root cause of problems


�Analyze the root cause of problems

�Develop countermeasures

�“Try-Storm” or pilot small tests of change

�Evaluate success

�Repeat

Lean Terms

�5S (or 6S): Sort Out, Set-in-order, Shine,

Standardize, Sustain (Safety)

�Value and Waste – Value Stream Map (VSM)

�One-Piece Flow


�One-Piece Flow

�Level-Loading or Line Balancing

�Visual Signals

�Error-proofing

�“See and Solve”

Six Sigma – Key Deliverables

�Reduce waste / effort in the process, to provide

most value to customer

�Reduce cost / expense in the process, a

reflection of waste reduction


�Produce continuous, even flow to the customer,

ON DEMAND, maximizing value-added effort

and content

Lean - Strengths

�Easy to understand – “common sense”

�Incremental movement forward

�Build on easy / quick wins

�Very visual - engaging


�Very visual - engaging

�Easy to build team enthusiasm

Lean - Weaknesses

�“Value” can be a relative term

�May not mesh with corporate culture, if “top-

down”

�Feels “fuzzy” if not properly focused


�Feels “fuzzy” if not properly focused

�Easy to go down the wrong path

�If environment is not changed, it’s easy to slip

backwards

�Can be misunderstood to “not need data”

Polling Question – Lean Accomplishments

• Experience with Lean

1. N/A – not using Lean

2. Just starting – too soon for achievement




4. Negative experience, for where we are

5. Huge positive impact

Polling Question – If negative

• Why negative?

1. Lack of leadership commitment

2. Poor training experience




4. Didn’t develop infrastructure (project

documentation, pipeline, integration into

performance evals)

5. Other

Polling Question – If positive

• What made the biggest difference?

1. Leadership commitment

2. Training experience




4. Infrastructure (project documentation, pipeline,

integration into performance evals)

5. Other

Polling Question – Where are you now?

• What’s Your Status?

1. Thinking about starting Lean

2. Beginning the journey

3. Moving forward


3. Moving forward

4. Still trying but stalled

5. Tried it but gave up

Six Sigma vs Lean

Six Sigma vs Lean

� Focus on customer

� Big on statistical analysis

� Best with a process that is

already repetitive, reliable

� Small, long-term teams

• Focus on customer

• Big on visual process flow

• Works with processes that

are chaotic or streamlined

• Problem-solving employees


� Small, long-term teams

�Major impact on

decreasing variation

� Needs a statistical process

expert & problem-solving

team

• Problem-solving employees

• Incremental, but cumulative,

improvement in process flow

• Needs people who can “see”

waste and work together to

remove it

Polling Question – What do you need?

• What’s your overall situation?

1. Chaotic – don’t know if we’re meeting target

2. Semi-chaotic – meeting some targets

3. Somewhat stable – meeting most targets


3. Somewhat stable – meeting most targets

4. Pockets that are stable and in control (± 3 SD –

reliably meeting customer expectations)

5. Majority of processes are stable and within

control limits (reliable)

Polling Question – What do you need?

• What do you need?

1. Lean, to stabilize the process

2. Lean in some areas, Six Sigma in others

3. Six Sigma, to reduce variation


3. Six Sigma, to reduce variation

4. A combination of Lean Six Sigma

5. Neither of these will help me in my current

situation

Readiness Assessment

The Benefits

• Operational improvement - dashboard results

• Develop / free up capacity

• Avoid lay-offs (reduce by attrition /

redeployment / changing vacant positions)


redeployment / changing vacant positions)

• Leadership development - succession

planning

• Improve customer satisfaction

• Improve employee engagement

The Costs

• Leadership effort and engagement

– Not just a hobby for others

• Employee time

• Training & consulting expense


• Training & consulting expense

• HR effort – performance evals, integrating

training

• Tracking / monitoring system (people +

computers)

Deployment Models

• Toe in the door

– Small group, small project “proof of concept”

– “DIY” concept

– May not be enough to see impact


– May not be enough to see impact

• Trial or pilot

– Small group(s), trained facilitator, medium project

– May or may not “get lucky”

Deployment Models, cont.

• One Lucky Department

– Leadership on board, departmental training

– Initial mentored / coached project

– Will soon need to involve stakeholder


– Will soon need to involve stakeholder

departments (good!)

• Big Bang

– Immersion technique

– Big start-up effort

Are You Ready?

• Leadership Elements for Success

A. > 90% executives committed to Process

Improvement & willing to pay for the investment

B. Understanding that it’s a journey – might not


B. Understanding that it’s a journey – might not

see “WOW” results for 6 – 12 months

C. Ability to free up PI Leaders for extensive

training (20 – 60 hrs)

D. Ability to develop infrastructure – dashboard,

report-out / sharing events, HR integration

Are You Ready? – cont.

• Participant Elements for Success

A. Process Owners can be identified

B. Team members can attend (5–10 per team)

C. Coaching is available to give confidence


C. Coaching is available to give confidence

D. Tangible results (dashboard, environmental

change, new forms or processes), and

intangible results (morale, satisfaction)

monitored with dashboard outcomes AND

SHARED

Polling Question: Lean vs Six Sigma?

• Who “wins?”

1. Lean is all you need

2. Six Sigma is the 800 Pound Gorilla

3. It’s a draw – I need a combination of Lean


3. It’s a draw – I need a combination of Lean

process flow & Six Sigma reduced variation

4. Neither of these are what I need

5. Don’t know – no opinion

Six Sigma vs Lean

Summary

Objectives

At the end of the presentation, participants will

be able to:

• Describe Six Sigma and its three key deliverables

• Discuss the lean approach, and its three key


• Discuss the lean approach, and its three key

deliverables

• Compare and contrast the three major elements of

each philosophy

• Evaluate which method will be most effective in a

particular work environment

References

• iSixSigma.com

• Lean Enterprise Institute web site: www.lean.org

• Lean for Hospitals, by Mark Graban (lots of lab

examples!)


examples!)

• Lean Six Sigma; and Lean Six Sigma for Service,

by Michael L. George

• Getting the Right Things Done, by Pascal and

Womack

• Managing to Learn, by John Shook

Questions?

• From live audience

• From virtual audience


a laboratory cage match: six sigma vs leandn3g20un7godm.cloudfront.net/2011/am11sa/134.pdf · a...

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