BSI - A Short Introduction to Process Excellence and Lean Six Sigma

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BSI Lean Six Sigma

Excellence in Continual Improvement

Copyright © 2016 BSI. All rights reserved.

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Contents

• What is Lean Six Sigma?

• What Are the Goals of Lean and Six Sigma

• What Can Lean Six Sigma Deliver to an Organisation?

• What Are Some Example Lean Six Sigma Tools?

• Who’s Used BSI’s Lean Six Sigma Programme? Some Examples

• Are there any Published Lean Six Sigma Standards?

• Who to Contact for More Information?

Notes: The contents of this presentation cover all of the above topics albeit in brief. As an introduction to Lean Six Sigma for those who are not at all familiar you may want to focus on slides 3, 4 and 5, including the notes associated with each slide.


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What is Lean Six Sigma?

• Methodology – Define, Measure, Analyse, Improve, Control (DMAIC)

• Tools & Techniques – Practical, Graphical, Statistical (PGA) Tools, Project Management, Change Management, Effective Leadership Techniques

• Organisational Structure and Roles – Champions, Sponsors, Belts (Project Leaders), Improvement Teams

• Philosophy & Culture – Continuous Improvement, Right First Time, Broad Based Actions, Inclusive Problem Solving, Do It Now!

• Mission – The Understanding of Customers / Stakeholders and What they Value, Improvement of Processes in Order to Consistently Deliver that Value in the Long Term

A system and strategy for continual improvement that encompasses the following:


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What is Lean Six Sigma? Additional Notes Lean Six Sigma encompasses all of the factors on the previous slide and could be considered a complete system for process and therefore organisational improvement. Many of the operational goals that management teams strive for in order for an organisation to fulfil it’s strategic intent can in fact benefit from what is essentially the ‘Plan Do Check Act’ way of thinking and behaving that underpins a Lean Six Sigma approach. The types of goals that Lean Six Sigma can help an organisation to attain now go beyond it’s historic remit of producing ‘great quality’ and often extend in to spheres such as environmental management, health and safety, data security and energy management to name but a few examples. Equally, the types of poor performing processes that Lean Six Sigma can be leveraged against are not restricted to the production and distribution of products, but extend in to areas such as service provision, information and data management, delivery of healthcare, as well as local and national government administration. Many other examples of successful usage of Lean Six Sigma in various sectors beyond the ones mentioned here can also easily be found. In fact, Lean Six Sigma, as a continual improvement methodology can, in a manifest way, help underpin the development of operational excellence and a resilient organisation which is one of the strategic goals that BSI is ultimately striving to help it’s clients achieve. See for example: http://www.bsigroup.com/en-GB/blog/Lean-Six-Sigma-Blog/How-does-Organisational-Resilience-link-with-Lean-Six-Sigma/#.V-pNd_6YZkQ Copyright © 2016 BSI. All rights reserved.

http://www.bsigroup.com/en-GB/blog/Lean-Six-Sigma-Blog/How-does-Organisational-Resilience-link-with-Lean-Six-Sigma/.V-pNd_6YZkQ




























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What are the Goals of Lean and Six Sigma?

• Goals of Lean – Removal of process waste, producing efficient and timely flow of valued

products and services to the customer, as well as internal and other stakeholders

• Goals of Six Sigma – A translation of customer and stakeholder

requirements in to the correct operational targets, with a focus on ensuring those targets are consistently met in the longer term (variation reduction)


Customers

Process Step 1

Process Step 3

Process Step 4

Process Step 2

Continuous Flow Minimum Waste

Just in Time Value Adding Activities

Engaged Workforce

Well understood, capable and predictable processes that deliver to target always

Satisfied Customers

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What are the Goals of Lean and Six Sigma? Additional Notes

In Lean Six Sigma all organisations and businesses are considered as a collection of often complex, unique and interdependent processes that are there to serve a purpose that has been defined to meet the needs of a particular customer, stakeholder or interested party.

Many processes in organisations that are not achieving their purpose or are under delivering in some way can often be better understood and developed such that they can then hit target consistently and efficiently by a Lean Six Sigma approach.

Example processes would include those that are associated with the development, manufacture and delivery of product (e.g., car manufacture, ready meal food production), the delivery of a service or provision of information (e.g., insurance brokering, internet search engine provision, museum management), or the movement, transformation and development of people (e.g., international air or national coach transport, educational provision for adults and children).

Other processes that involve the achievement of organisational or regulatory standards can also benefit here from such an objective and systematic approach that Lean Six Sigma gives.

For any repetitive process, in fact, irrespective of context, Lean Six Sigma aims to and can help deliver effective and high quality outcomes, at minimum time and cost and with the most efficient use of the resources available.

See also: https://www.linkedin.com/pulse/why-train-staff-lean-six-sigma-approach-improvement-slaney?trk=mp-author-card


https://www.linkedin.com/pulse/why-train-staff-lean-six-sigma-approach-improvement-slaney?trk=mp-author-card






















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What Can Lean Six Sigma Deliver to an Organisation?

Better Process Flow Less Waste Variation Reduction Targeted Processes

• Higher Client Satisfaction Scores

• Lower Operational Costs

• Lower Indirect Costs

• Reduced Administration

• Greater Responsiveness

• Lower Material Waste and Rework

• Better Use of Time and Resources

• Lower Internal Process and Supply Chain Risk

• Faster Time to Market

• Enhanced Brand Reputation

• Greater Engagement by Workforce

• Enhanced Skillset Available to the Organisation

• Complements ISO certification

• Less Frustration

Long Term Organisational Resilience and a Measurable ROI £££

Leading to a range of benefits including…

And ultimately for the benefit of all stakeholders…


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What Can Lean Six Sigma Deliver to an Organisation? Additional Notes

In order to make the most effective use of Lean Six Sigma the question as to where the organisation sees it’s greatest challenges, as well as it’s ‘current state’ in terms of performance need to be explored.

Operational ‘pain points’, associated with poorly performing or inefficient processes, that are directly impacting the organisations ability to realise it’s overall strategy can then be identified as priorities.

It is the identification and development of these process ‘pain points’ through continual improvement work that then forms the basis of how Lean Six Sigma can majorly impact and elevate overall organisational performance.

See also: https://www.youtube.com/playlist?list=PLrXx5UOwprvBSpkFSDHadOOUGXoU4OwIv


https://www.youtube.com/playlist?list=PLrXx5UOwprvBSpkFSDHadOOUGXoU4OwIv


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What Are Some Example Lean Six Sigma Tools?

Visual Management Mistake Proofing Rapid Changeover

Techniques Statistical Process

Control

Measurement Systems Analysis

Failure Modes and Effects Analysis Fishbone Diagram


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What Are Some Example Lean Six Sigma Tools? Additional Notes

There are many tools, techniques and ideas that can be used to improve the performance of processes either within or outside of a Lean Six Sigma programme. The Lean Six Sigma framework can often, however, allow for a more systematic, robust, resource efficient and holistic approach, wherein the sum of the parts often gives a much greater benefit than the whole.

In developing the Lean Six Sigma approach, much human thinking, creativity and innovation has taken place. Ideas and techniques that now form part of the Lean Six Sigma methodology and system, in many cases actually predate usage of the terms Lean & Six Sigma in the context of continual improvement (1980-90s) by many decades and in some cases centuries. A few of the proven to be effective approaches that are now used within the Lean Six Sigma framework along with a flavour of the associated timeline for their initial development are given below:

• Flow Production – the Venetion Navy (1500s) • High Volume Interchangeable Parts - Samual Colt (1860s) • Principles of Scientific Management - Frederic Winslow Taylor (1890s) • Moving Assembly Line – Henry Ford (1910s) • Statistical Process Control - Walter Shewhart (1920s) • Design of Experiments – Ronald Fisher (1930s) • TQM – based on the teachings of W. Edwards Deming etc. (1980s)

It should be noted that the above represent only a fraction of the ideas and concepts that underpin Lean Six Sigma and any researcher of the subject will find many, many more.


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Who’s Used BSI’s Lean Six Sigma Programme? Some Examples


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Who’s Used BSI’s Lean Six Sigma Programme? Additional Notes

The names on the previous slide are just a few of the examples of clients that the BSI Lean Six Sigma and business improvement approach has benefited previously.

BSI has standard public training packages at venues across the country and also provides both standard and bespoke interventions on site through company specific packages. Once an organisation’s ‘current state’ and strategic and operational goals are known BSI can work to develop the selection of both training and support services needed to get a client moving on their improvement journey and realising the goals that they have determined they need to meet. Some clients have in fact returned a 17,000+% ROI on the training they have undertaken with BSI, giving an effective Payback Period of just 2 days! Very few organisations can turn an opportunity such as this down.

Further information, as well as example case studies and Lean Six Sigma related video’s see: http://www.bsigroup.com/en-GB/iso-13053-lean-six-sigma/ and https://www.youtube.com/playlist?list=PLrXx5UOwprvBSpkFSDHadOOUGXoU4OwIv


http://www.bsigroup.com/en-GB/iso-13053-lean-six-sigma/















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Are there any Published Lean Six Sigma Standards?

• ISO13053 Part 1 Quantitative methods in process improvement – Six Sigma – DMAIC Methodology

• ISO13053 Part 2 Quantitative methods in process improvement – Six Sigma – Tools and Techniques

• ISO17258 Statistical methods – Six Sigma – Basic criteria underlying benchmarking for Six Sigma in

organisations

• ISO18404 Quantitative methods in process improvement – Six Sigma – Competencies for key

personnel and their organizations in relation to Six Sigma and Lean implementation

• ISO/TR 16705:2016 Statistical methods for implementation of Six Sigma -- Selected illustrations of

contingency table analysis


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Are there any Published Lean Six Sigma Standards? Additional Notes

The above are all standards that are directly associated with Lean Six Sigma. It is important to note, however, that the approach taken in Lean Six Sigma can dramatically help organisations meet some of the requirements and components of certification with respect to other schemes.

For example, the clauses around organisational planning and control, performance evaluation and improvement that are common in schemes such as ISO9001, ISO14001 and ISO27001 can be very positively impacted by an appropriate usage of the Lean Six Sigma philosophy, culture and tools.


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Who to Contact for More Information

Web: http://www.bsigroup.com/en-GB/iso-13053-lean-six-sigma/ Call: +44 345 080 9001 Email: [email protected]

Please call or e-mail BSI if you have any questions or wish to explore what Lean Six Sigma can help you achieve in your organisation.














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BSI - A Short Introduction to Process Excellence and Lean Six Sigma

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