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Lean Dec 3

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Satpreet Singh
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4 views2 pages

Lean Dec 3

Uploaded by

Satpreet Singh
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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Lean

 Originated with Toyota Production System. Focused on reducing


"muda" (Japanese for waste).
 Key principles:
 Identify value from the customer's perspective
 Map the value stream (end-to-end process) and identify waste
 Create flow in value-adding steps
 Establish pull-based system (downstream signals trigger upstream
activity)
 Continuously improve in pursuit of perfection
 Key tools and concepts:
 5S - Workplace organization
 Value stream mapping
 Standard work
 Total productive maintenance
 Just-in-time production
 Kanban scheduling system
 Benefits: Increased speed, lower costs, improved quality, greater
flexibility
 Limitations: Requires strong leadership support and cultural shift.
Does not specifically address statistical process control.

Six Sigma

 Originated at Motorola in 1980s. Became widely adopted after


success at GE in 1995.
 Emphasizes use of statistical analysis and structured DMAIC model:
 Define - Identify goals and customer requirements
 Measure - Quantify current performance
 Analyze - Identify root causes of defects
 Improve - Optimize process to remove defects
 Control - Sustain gains
 Focused on reducing variability and defects. Goal of achieving less
than 3.4 defects per million opportunities.
 Utilizes project management skills and structured analytic approach
 Specialized technical statistical skills required (Green and Black
belts)
 Benefits: Robust analytical approach, statistical rigor, quantifiable
results
 Limitations: Perceived as overly rigid by some. Significant technical
training investment required.

Theory of Constraints

 Originated from Eli Goldratt (book The Goal and Thinking Processes)
 Based on principle of constraints - every process has at least one
constraint limiting its ability to achieve higher performance
 Focuses process improvement efforts on the system constraint
rather than local optimizations
 Identify constraint -> Decide how to exploit it -> Subordinate other
parts of system to support constraint
 Then iterate - "continual improvement" mindset
 Benefits: Conceptual clarity. Systemic approach leads to significant
performance gains.
 Limitations: Can focus too much on one constraint vs. balanced
approach. Requires shift in mental models.

In summary, all three offer process improvement frameworks. Lean


excels at waste reduction through flow and pull. Six Sigma uses
statistical analytics to reduce variation and defects. Theory of
Constraints adopts a systemic approach to identifying and managing
key limiting factors. An integrated approach can yield powerful
results.

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