In the beginning, Dr. Chan introduced Six Sigma background and DMAIC methodology. DMAIC is the heart of Six Sigma, meaning Define, Measure, Analyze, Improve and Control.
Then different Six Sigma tools were mentioned.
After that Dr. Chan showed some cases for discussion. Project Charter was the first step and included the following items.
i) Project Title
ii) Project Leader
iii) Business Case
iv) Problem Statement
v) Project Scope
vi) Team Member
vii) Goal Statement
viii) Stakeholders
ix) Preliminary Plan and Target Date, etc.
Another example was about application form design. After analyzed by six sigma tools, it was found that the longer time filled the application form, the lower selection rate obtained from customer. After improvement action such as simplification of the form, the selection rate was increased.
Dr. Chan then introduced the Lead principles. There were three characteristics:
i) dramatically reduced lead and cycle times,
ii) reduced inventories and work in process (WIP), and
iii) reduced “waste”.
i) Project Title
ii) Project Leader
iii) Business Case
iv) Problem Statement
v) Project Scope
vi) Team Member
vii) Goal Statement
viii) Stakeholders
ix) Preliminary Plan and Target Date, etc.
Another example was about application form design. After analyzed by six sigma tools, it was found that the longer time filled the application form, the lower selection rate obtained from customer. After improvement action such as simplification of the form, the selection rate was increased.
Dr. Chan then introduced the Lead principles. There were three characteristics:
i) dramatically reduced lead and cycle times,
ii) reduced inventories and work in process (WIP), and
iii) reduced “waste”.
There were 5 steps to becoming Lean:
i) Define Value → Customer
ii) Identify the Value Stream → Follow the Product
iii) Flow the Product → Eliminate Waste
iv) Pull → Produce Just-in-time
v) Strive for Perfection → Continual Improvement
The following slide showed the comparison of Lean and Six Sigma.
i) Define Value → Customer
ii) Identify the Value Stream → Follow the Product
iii) Flow the Product → Eliminate Waste
iv) Pull → Produce Just-in-time
v) Strive for Perfection → Continual Improvement
The following slide showed the comparison of Lean and Six Sigma.
Dr. Chan explained Six Sigma project was comparative long term about 4 to 6 month and Lean project such as Kaizen was about 5 day. Six Sigma involved Engineers and Administrators and Lean usually involved Worker and Frontline Staff.
The following showed how to decide to implement Lean or Six Sigma first.
Finally, Dr. Chan introduced HKQAA Lean Sigma Green Belt and Black Belt course structure, project and examination criteria.
Holders of HKQAA Lean Sigma Certificate can apply to be Hong Kong Society for Quality (HKSQ) Certified Six Sigma Green Belt.
Lastly, Dr. CO Chan and I took a photo for memory. Dr. Chan is my senior classmate in EngD of City University of Hong Kong. His research topic was “The development and application of six sigma implementation model for HK/China manufacturing companies”.
Reference:
HKQAA LSS courses: http://www.hkqaa.org/b5_tra_coursedetail.php?id=49&loc=1&catid=13
HKSQ Certified Six Sigma Green Belt CSSBB Registration: http://www.hksq.org/cert_hksq_ssgb.htm
Dr. CO Chan’s company: http://www.greattech.com.hk/
2 則留言:
Lean could be applied to any process with customer. And so in the table of "Comparison of Lean and Six Sigma", Lean application could include the process other than manufacturing.
The effect of Lean together with Six Sigma is more significant than their standing alone. I would suggest to review how they are supporting each other.
To: Sparklema,
Per speaker, Lean is a short term project but six sigma is a longer term project. Both cause continual improvement. You can search Dr. Chan thesis for more details.
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