Basic Lean Six Sigma Concepts

Name: Basic Lean Six Sigma Concepts
Author: Paul van Putten

Understand the principles of Lean Six Sigma and how to apply them.

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Course: On-Demand

(upbeat music) When learning Lean Six Sigma concepts, we must first consider the issues of quality, continuous improvement, and eliminating waste. Let's also look at the closely related processes of Just-in-Time, Kaizen, and Nemawashi. Quality at the source is the process of placing the responsibility of catching errors in the hands of the operator, or to put it in simpler terms, any errors that are found should be identified during production. While some may think it's only possible to identify problems after a product has been completed, this isn't true. The goal is to identify errors at the source, or during the initial stage of the manufacturing process. This allows for projects, processes, or products to be adjusted before completion or distribution. Quality at the source makes every member of the team responsible for errors. Each team member is responsible, not only for good products, but also holds the same level of responsibility for identifying errors before a product leaves the production area. Quality at the source is made up of five key factors that must be acknowledged by every Lean Six Sigma team. These factors are standardization of work, self-checks, success checks, visual management, and mistake proofing continuous improvement. Standardization of work means making sure that all products are being made the same way. Each product should be completed using the same standards, making the process one that is easy to replicate. Self-checks allow all members of the team to be able to identify problems in the process and stop the process once a problem has been identified. Success checks mean that every team member must check the success of each project, and each product must pass the standard of success. Once again, if the product is not able to pass success checks, the product must be returned to the previous stage to be reviewed and checked again. The objective of visual management is to visually identify whether any defects, mistakes, or errors need to be corrected. It's also at this point where senior engineers or staff can step in and make adjustments to the process, if necessary. The process can be completely halted or revised at this time, and adjustments can take place before the product moves to the continuous improvement phase. Continuous improvement is often the most difficult stage of the quality at the source process. It involves being willing to make ongoing improvements to a process, even if the process is considered to be complete. You have to be continually objective and prepared to take action if even the slightest changes are needed to improve a product before distribution. Some managers shy away from continuous improvement because it means that something can go wrong at any time. The continuous improvement process takes place as defects are identified. The objective is to remove defects before they reach the customer, which means that continuous improvement must take place over and over again. But if a modern company is not looking for continuous improvement, there's a problem. To stay relevant, companies must continually improve and seek to improve the people involved in the process. You now know the key elements of ensuring quality at the source, which you can fold into your efforts toward continuous improvement.

Beginner Provider : Paul van Putten 6 Lessons · 16m in Arabic, German, English, Spanish, French, Portuguese, Chinese

Course Description

This course dives deeper into the principles of the Lean Six Sigma framework to highlight how it can be used to ensure quality and continual improvement. It introduces the concept of just in time, a method of eliminating waste by waiting until orders have been placed, specified, and paid for before production begins. Finally, this course discusses kaizen and nemawashi, two methods of ensuring continuous improvement while getting to the root of problems in order to resolve them.

What You'll Learn

Apply the principles of the Lean Six Sigma framework to ensure quality and continual improvement
Understand the benefits of continuous improvement and standardization of work
Identify the elements of waste and how to avoid or correct them
Define the just in time process of streamlining work
Explain how kaizen and nemawashi support continuous improvement and root-cause problem solving
Recognize how quality at the source contributes to Lean Six Sigma

Key Takeaways

The Lean Six Sigma framework can be used to ensure quality and continual improvement.
Just in time is a method of eliminating waste by waiting until orders have been placed, specified, and paid for before production begins.
Kaizen and nemawashi are two methods of ensuring continuous improvement while getting to the root of problems in order to resolve them.
Standardization of work and continuous improvement deliver benefits within the Lean Six Sigma approach.
Recognizing the elements of waste allows them to be avoided or corrected.

Frequently Asked Questions

What does this course cover?

It dives deeper into the principles of the Lean Six Sigma framework to highlight how it can be used to ensure quality and continual improvement, introduces the concept of just in time, and discusses kaizen and nemawashi. Lessons include Quality at the Source, Continuous Improvement, Eliminating Waste, Just in Time, Kaizen and Nemawashi, and Test Your Knowledge.

What is the just in time method taught in this course?

Just in time is described as a method of eliminating waste by waiting until orders have been placed, specified, and paid for before production begins.

What are kaizen and nemawashi in this course?

Kaizen and nemawashi are presented as two methods of ensuring continuous improvement while getting to the root of problems in order to resolve them.

What skills does this course relate to?

It relates to Lean Six Sigma, including Lean Six Sigma White Belt, Yellow Belt, Black Belt, Master Black Belt, and Lean Six Sigma Certification.