Using lean for faster six sigma results : a synchronized approach

Which is the right approach for effective continuous improvement? While much has been written on merging Lean and Six Sigma initiatives, this is the first book to detail a logical alternative - a no-nonsense strategy for maintaining the best of both initiatives without diluting either.

In Using Lean for Faster Six Sigma Results, Mark Nash, Sheila Poling, and Sophronia Ward lay out the differences between Lean and Six Sigma, define the distinct power and focus of each, and detail why and how to use them together in a synchronized and complementary way. While Lean focuses on the elimination of waste, Six Sigma addresses variability and reliability. Organizations that initiate Lean early in their continuous improvement efforts create culture change, immediate results, and streamlined processes, paving the way for faster and more effective Six Sigma results.

This practical, easy read shows how to choose the right projects, approach, people, and toolset to achieve bottom-line results faster. Readers will benefit from the authors' years of experience implementing Lean with Six Sigma, through detailed case studies from both manufacturing and service companies.
If you are struggling with the dilemma of how to integrate Lean and Six Sigma, or deciding which approach to use, read this practical, down-to-earth book to inspire and guide your strategy.

Author Notes

Mark Nash (Author) , Sheila R. Poling (Author) , Sophronia Ward (Author)

Acknowledgments	p. ix
Introduction	p. xi
1 The Purpose of a Lean or Six Sigma Initiative	p. 1
Gain Competitive Advantage	p. 3
Acquire a Structured Approach to Organizational and Operational Excellence	p. 6
Focus on Strategy-driven Results	p. 8
2 The Power and Focus of Lean	p. 17
Eliminate Waste in All Processes	p. 17
Lean Methodology Strategy	p. 21
Case Study #1 Adopting the Lean Philosophy at a Seat Belt Manufacturer	p. 31
3 The Power and Focus of Six Sigma	p. 37
Six Sigma's Goal is to Eliminate Defects	p. 38
Six Sigma's Structure and Improvement Methodology	p. 40
Create Predictable Processes and Reduce Variation	p. 45
Case Study #2 Using Six Sigma to Eliminate Defects at a Plastics Manufacturer	p. 48
4 Lean and Six Sigma Are Different Initiatives	p. 51
Lean and Six Sigma: Focus on Different Aspects of Improvement	p. 52
Limitations of Using Only Lean or Six Sigma	p. 60
Case Study #3 Using Six Sigma to Eliminate Defects from a Paper Manufacturing Process	p. 63
Case Study #4 Applying Lean When Six Sigma Tools Are More Applicable	p. 66
5 Creating the Culture for Successful Change	p. 71
Lean Thinking: Laying the Foundation for Cultural Change	p. 73
Case Study #5 A Lean Cultural Change at a Gear Manufacturer	p. 78
Strategy-Driven Six Sigma: Laying the Foundation for Cultural Change	p. 79
Case Study #6 A Six Sigma Cultural Change at a Cabinet Manufacturer	p. 85
6 Faster Six Sigma Results Come from a Lean Culture	p. 89
Benefit #1 of Using Six Sigma and Lean: Standardized Work	p. 92
Benefit #2 of Using Six Sigma and Lean: Reduced Process Steps	p. 94
Benefit #3 of Using Six Sigma and Lean: Accelerated Project Results	p. 97
The Results of a Study of Lean and Six Sigma Projects	p. 98
Case Study #7 Implementing Six Sigma After Successful Lean Improvement	p. 102
Case Study #8 Faster Six Sigma Results to Produce Complex Electrical Circuits	p. 107
7 Lean or Six Sigma: Applying the Right Methodology	p. 111
Choose the Right Projects	p. 112
Choose the Right Approach	p. 116
Choose the Right People	p. 120
Choose the Right Tools	p. 122
8 The Two-pronged Approach: Synchronizing Lean and Six Sigma	p. 125
Use Lean and Six Sigma to Attain Strategic Goals	p. 126
Synchronize the Two Initiatives to Maximize Results	p. 130
9 Beyond Lean and Six Sigma: From Project Focus to Future Focus	p. 137
Lay the Foundation for Sustaining the Gains	p. 140
Create a Structure That Supports Continuous Improvement	p. 143
Focus on the Future	p. 146
Design Processes for the Future	p. 148
Index	p. 151
About the Authors	p. 159

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Table of Contents