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Lean Six Sigma

Lean Six Sigma Description

Lean Six Sigma combines the principles of flow and waste removal from the Lean movement with those of evidence-based problem solving found in Six Sigma and this has given rise to the term 'Lean Six Sigma'.

Lean

Lean is an improvement approach to improve flow and eliminate waste that was developed by Toyota. Lean is basically about getting the right things to the right place, at the right time, in the right quantities, while minimising waste and being flexible and open to change.

Lean thinking focuses on what the customer values: any activity that is not valued is waste. If you remove the waste, the customer receives a more value added service.  For example, in healthcare this could mean any activity that helps patients get better and / or manages their symptoms and comfort. 

- See more at: http://www.institute.nhs.uk/quality_and_service_improvement_tools/quality_and_service_improvement_tools/lean.html#sthash.mMxAvir8.dpuf

Lean is an improvement approach to improve flow and eliminate waste that was developed by Toyota. Lean is basically about getting the right things to the right place, at the right time, in the right quantities, while minimising waste and being flexible and open to change.

Lean thinking focuses on what the customer values: any activity that is not valued is waste. If you remove the waste, the customer receives a more value added service.  For example, in healthcare this could mean any activity that helps patients get better and / or manages their symptoms and comfort. 

- See more at: http://www.institute.nhs.uk/quality_and_service_improvement_tools/quality_and_service_improvement_tools/lean.html#sthash.mMxAvir8.dpuf

Lean is an improvement approach to improve flow and eliminate waste that was developed by Toyota. Lean is basically about getting the right things to the right place, at the right time, in the right quantities, while minimising waste and being flexible and open to change.

Lean thinking focuses on what the customer values: any activity that is not valued is waste. If you remove the waste, the customer receives a more value added service.  For example, in healthcare this could mean any activity that helps patients get better and / or manages their symptoms and comfort. 

- See more at: http://www.institute.nhs.uk/quality_and_service_improvement_tools/quality_and_service_improvement_tools/lean.html#sthash.mMxAvir8.dpuf
Lean is an improvement approach to improve flow and eliminate waste that was developed by Toyota. Lean is basically about getting the right things to the right place, at the right time, in the right quantities, while minimising waste and being flexible and open to change. - See more at: http://www.institute.nhs.uk/quality_and_service_improvement_tools/quality_and_service_improvement_tools/lean.html#sthash.mMxAvir8.dpuf

Lean is an improvement approach to improve flow and eliminate waste that was developed by Toyota. Lean is basically about getting the right things to the right place, at the right time, in the right quantities, while minimising waste and being flexible and open to change.

In classical Lean there are 3 categories of waste.

Muri

Overburden. Typically this is because the process and the resources needed have been poorly designed, planned and allocated by the management

Mura

Unevenness. This can be due to unsteady external demand, but can also be created internally, e.g. by batch processing 'dumping' a load of work on the next department

Muda

Non-value-added work.

•The classic 7 Wastes are all Muda

7 Wastes
In Manufacturing
In Product Dev.
Overproducing
Producing more or earlier than the next process needs
Batching, unsynchronised concurrent tasks
Waiting
Waiting for materials
Waiting for decisions, information, sign-offs, prototype parts
Conveyance
Moving material from place to place
Hand-offs, excessive information distribution
Processing
Doing unnecessary processing on a task or an unnecessary task
Stop & go tasks, redundant tasks, reinvention, process variation, lack of standardisation. Finding information. Working on ‘wrong’ or outdated information. Not using standards
Inventory
A build up of material that is not being used
Batching, system over-utilisation, arrival variation
Motion
Excess motion or activity during task execution
Long travel distances, redundant meetings, superficial reviews
Correction
Inspection to catch quality problems or fixing an error
External quality enforcement, correction & rework, redesign

•Many Lean initiatives focus only on Muda. Note that the definitions that are often used in manufacturing have to be re-interpreted for another situation, such as product development.

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Six Sigma

Lean is an improvement approach to improve flow and eliminate waste that was developed by Toyota. Lean is basically about getting the right things to the right place, at the right time, in the right quantities, while minimising waste and being flexible and open to change.

Lean thinking focuses on what the customer values: any activity that is not valued is waste. If you remove the waste, the customer receives a more value added service.  For example, in healthcare this could mean any activity that helps patients get better and / or manages their symptoms and comfort. 

- See more at: http://www.institute.nhs.uk/quality_and_service_improvement_tools/quality_and_service_improvement_tools/lean.html#sthash.mMxAvir8.dpuf

Lean is an improvement approach to improve flow and eliminate waste that was developed by Toyota. Lean is basically about getting the right things to the right place, at the right time, in the right quantities, while minimising waste and being flexible and open to change.

Lean thinking focuses on what the customer values: any activity that is not valued is waste. If you remove the waste, the customer receives a more value added service.  For example, in healthcare this could mean any activity that helps patients get better and / or manages their symptoms and comfort. 

- See more at: http://www.institute.nhs.uk/quality_and_service_improvement_tools/quality_and_service_improvement_tools/lean.html#sthash.mMxAvir8.dpuf

Lean is an improvement approach to improve flow and eliminate waste that was developed by Toyota. Lean is basically about getting the right things to the right place, at the right time, in the right quantities, while minimising waste and being flexible and open to change.

Lean thinking focuses on what the customer values: any activity that is not valued is waste. If you remove the waste, the customer receives a more value added service.  For example, in healthcare this could mean any activity that helps patients get better and / or manages their symptoms and comfort. 

- See more at: http://www.institute.nhs.uk/quality_and_service_improvement_tools/quality_and_service_improvement_tools/lean.html#sthash.mMxAvir8.dpuf

Lean is an improvement approach to improve flow and eliminate waste that was developed by Toyota. Lean is basically about getting the right things to the right place, at the right time, in the right quantities, while minimising waste and being flexible and open to change. - See more at: http://www.institute.nhs.uk/quality_and_service_improvement_tools/quality_and_service_improvement_tools/lean.html#sthash.mMxAvir8.dpuf

Six Sigma is about a well defined approach to problem solving that makes use evidence and statistical testing of hypotheses to make decisions rather than 'gut-feel'. See Six Sigma.

 

 

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