Lean Six Sigma Quotes

When you are finished changing, you're finished.

Control your own Destiny or somebody else will

When everything is a priority, nothing is a priority.

Chaos is the enemy of any organization the strives to be outstanding.

If you want engagement, you must engage.

Chaos is NOT a condition of doing business.

Design is a funny word. Some people think Design means how it looks. But, of course, if you dig deeper, it’s really how it works. —Steve Jobs

Kaizen should be done when times are good or when the company is profitable, since your efforts to streamline and make improvements when the company is poor are limited to reduction in staff. Even if you try to go lean and cut out the fat to improve business performance, when your business is in a very difficult position financially there is no fat to be cut. If you are cutting out muscle, which you need, then you cannot say that your efforts to become lean are succeeding.The most important thing about doing kaizen is to do kaizen when times are good, the economy is strong, and the company is profitable

QUIT = Quickly Uphold Important Things

methodology

famous

So if every time a team member needs to do something they have to complete the conventional paper work and await approvals possibly from managers who have no idea when they are reporting to the office next, your project might be a disaster.  So instead of boxing those members within the rules of the old system, you need to empower them in carrying out any initiatives they may deem fit for the success of the project.

You need to be receptive to feedback   Timeliness is of essence when working with Lean Six Sigma. As such, you need to break a few walls and let team members air their views freely. That is the only way you are going to learn things as they are. But if you insist on conventional protocol and formal language and format of feedback presentation, you may not learn enough authentic details to help you make effective decisions.   In any case, with a methodology like this that pushes for perfection, you need data and information that is as true and as real as it can be. After all, the reality always comes out in the results, when it is clear how far away from, or how close to, perfection your processes were. 

How do we measure performance using the Lean speed concept?   Keeping in mind that our success is determined by how well we keep our customers happy, we calculate the time that passes from when we begin working on the customer’s order to the time we actually deliver. We call that Cycle time.  The shorter that period is, the more successful we deem our performance to be.

If you take eternity, the customer will begin to sense danger, and the chance of not being satisfied with your work is pretty high. And that usually has good grounds. Is that it? Well, from practical experience it really is. Often when you delay delivering what the customer ordered, there is a list of things that may be wrong; and they include:   Low morale on the part of your workforce   The work being too complex for your firm   Product defects discovered and are being corrected   Team handling too many jobs at a time   Lack of flexibility on the team to adjust to the demands of the customer   Inefficient systems

How do we measure performance using the Lean speed concept?   Keeping in mind that our success is determined by how well we keep our customers happy, we calculate the time that passes from when we begin working on the customer’s order to the time we actually deliver. We call that Cycle time.  The shorter that period is, the more successful we deem our performance to be.   If you take eternity, the customer will begin to sense danger, and the chance of not being satisfied with your work is pretty high. And that usually has good grounds. Is that it? Well, from practical experience it really is. Often when you delay delivering what the customer ordered, there is a list of things that may be wrong; and they include:   Low morale on the part of your workforce   The work being too complex for your firm   Product defects discovered and are being corrected   Team handling too many jobs at a time   Lack of flexibility on the team to adjust to the demands of the customer   Inefficient systems

The Project Champion is the one to take the project from the ground.

Ever heard if it ain’t broke don’t fix it?

Six Sigma helps you monitor, through observed data, how well you are doing.

Liaise with customers so that you know exactly when to start processing one customer’s order

Reduce the number of tasks your people do at the same time because it becomes more like attending to many pots at the same time.

Have a rhythm – cadence. If you do, your customers are not going to ask when the next delivery will be

you need to take orders according to your capacity.

Lean Six Sigma seeks to achieve: minimum waste, best performance and high returns on investment.

Do you realize that there is a lot that can go right if you view your profession as your business?

Having a clear and uncomplicated way of system analysis

Lean Six Sigma methodology works through sustainable processes.

Kai – Taking apart; and Zen – Making good.

Rendering great services while drastically reducing the cost of that delivery

What Six Sigma and Lean are to manufacturing, The 4 Disciplines of Execution is to executing your strategy.

Agile Methodology: Learn from how terror networks work. AGILE methodology is about being able to iterate and reiterate till you get it right. You are always at the start and the end at the same time till the launch. You are more nimble than the waterfall method and more resourceful than the lean method.

Agile brought the power of iteration to the forefront. It sought to recover what the Lean and Six Sigma world somehow lost. Instead of building a massive plan that is rife with assumptions that will hopefully lead you to your destination, just set a relatively short-term goal and iterate your way there.

Laozu had highlighted its importance back in 600 BC: Before it moves, hold it, Before it goes wrong, mould it, Drain off water in winter before it freezes, Before weeds grow, sow them to the breezes. You can deal with what has not happened, Can foresee Harmful events and not allow them to be.

​This is where you should start.  Develop a total system for continuous improvement not just going after the flavor of the month: six sigma, kaizen blitz, etc.  They are all good tools but you should plan what the entire ‘ship’ you will build looks like before you start using the tools to build it.

The organization must respect its people, continually educating, training, challenging, and empowering them. Any organization that thinks itself Lean has to see its people as its most prized asset, and this asset must be stimulated, celebrated, and compensated properly.

Lean Six Sigma is a combination of both the Lean and Six Sigma philosophies. This creates a powerful improvement concept that applies data-driven tools to solve problems, transform processes, and reduce costs.

The customer may offer you a ‘solution’ rather than express her real needs. Ask the customer ‘Why do you want this?’ until you truly understand the real need.

If you want to change outcomes, you need to realise that outcomes are the result of systems. Not the computer systems, but the way people work together and interact. And these systems are the product of how people think and behave. So, if you want to change outcomes, you have to change your systems, and to do that, you have to change your thinking. Albert Einstein summed up the need for different thinking very well: The significant problems we face cannot be solved by the same level of thinking which caused them.

Completed project plans. Requirements will vary by company but often include Gantt charts; stakeholder analysis; resistance analysis; risk analysis; action logs, responsibility assignments, and communication plans (not covered in this book)

• Typical categories include the 6 Ms: manpower (personnel), machines, materials, methods, measurements, and Mother Nature (or environment)

A good managerial record is more a function of which boat you get into rather than how effectively you row"1 Warren Buffett

Design means how something works, not how it looks – the design should evolve from the function. —James Dyson

Toyota’s success, in short, is not rooted in its application of a standard “lean” methodology to manufacturing, nor can it be found in any internally implemented equivalent of Six Sigma. Instead, it is rooted in its leaders. More specifically, it can be found in the approach that a Toyota leader takes, seeing self-development and training others as the only possible path, not only for finding the right solution for the problem at hand, but for constantly and consistently improving performance day after day.

Perfection is not attainable. But if we chase perfection, we can catch excellence.

The biggest challenge to any organization in transformation is always people management.

DMAIC is an acronym that stands for: Define Measure Analyze Improve Control

DMADV is built into five phases as follows: Define Measurement Analysis Design Verify