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Lean is an approach that focuses on speed. In the light of this, the emphasis of most producers using the lean methodology is to reduce the quantum of time spent between different activities within the production cycle (Deisell, 2011). The notion is that there must be shorter cycle times so that as many cycles as possible can be completed within a given time frame. Because of the emphasis on speed, various forms of waste are focused on time related waste and bottlenecks including waiting, overproduction, rework, motion, over processing, inventory, intellect and unnecessary transporting (Bollen, 2009).
Six sigma methodology on the other hand focuses on perfection in the production process by reducing the number of errors that the production records (Deisell, 2011). To achieve the goal of this method, standards are set in the form of data inputs. Variations in the data inputs as part of the production therefore tell the extent to which there has been errors and the magnitude of the errors (Calantone, Cavusgil and Zhao, 2002). Root cause analysis is one of the major strategies that most producers have used to identify errors as part of the six
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Lean 6? – Root Cause Analysis process capability from the external customer’s and VOP perspectives Introduction Six Sigma has emerged as a method of identifying, classifying and solving problems that affect the overall productivity of a business. Large industrial names such as GE and Motorola have proved the efficacy of utilising Six Sigma over and over again.
A number of researchers and authors have presented definitions on six sigma. Interestingly, their understanding of the concept is expressed in different words but the meaning is standardized. We can say that six sigma is a tool employed for the measurement and improvement of operational performance of an organization.
Six Sigma uses a variety of quality management procedures and groups the workforce into a special infrastructure that is based on the employee’s skills (Pande & Holpp, 2002). Every Six Sigma project follows a specific sequence of steps which has its own objectives.
It functions by redesigning and the continuously improving the business processes. On the other hand, Lean Sigma or Lean Management covers the process improvement of a business that focuses on the management approach of minimizing waste and maximizing value (Meredith and Shafer, 2010).
The precursor of Lean Six Sigma was the Six Sigma which was first developed by Motorola in the 1980s. “Six Sigma is primarily a methodology for improving the capability of business processes by using statistical methods to identify and decrease or eliminate process variation.
According to the principle of Lean Six Sigma, "the activities that cause the customers' critical-to-quality issues and create the longest time delays in any process offer the greatest opportunity for improvement in cost, quality, capital and lead time." (George, 2002) It is the synergy of Lean and Six Sigma with a goal of reducing manufacturing overhead and quality cost by 20% and inventory by 50% in less than 2 years (George, 2002).
Six Sigma is initially developed by Motorola in mid 1980s for various systematic improvements and eliminating certain defects. It is a registered trade mark of Motorola which is being adopting by number of companies
According to the paper smokers even more than non-smokers understand the health consequences because they are living with the ill-effects of their habit and willingly take the necessary steps to ensure their smoking does not infringe on others. However, excessive, over restrictive policies and laws regarding smoking bans ignores the lawful rights of those who choose to smoke.
ly developed to improve manufacturing processes, it has also been used by many organizations to improve other areas of their business” (Guarraia 2009). Lean on the other hand had its roots back to production system of Toyota Production System which was “traditionally