Six sigma lean training is one of the best ways to optimize your business and production. This basically trains the management and crew of a firm in the guiding principles of both six sigma and lean manufacturing. Since the methodology used by this practice needs a particular ethos and workflow for a more effective application, training is an essential aspect in implementing your plan.
A focus on consistent and targeted manufacturing is the newest trend in making production more efficient. The drop in costs with the increase in customer satisfaction will ensure greater dividends for the company. This is also a reliable source of demand, since the steady movement triggered by the demand pool will mean higher efficiency and less overhead costs. This propelled Japanese manufacturing giants, like Honda and Toyota, to greater heights.
In fact, six sigma and lean manufacturing are dissimilar techniques. Yet presenting them in a complementary manner during training will help a lot, since the twin focus on production quality and production efficiency will ensure that one will not suffer at the expense of the other. Traditional methods dictate that when you improve one aspect, the other will suffer marginally.
A hierarchical system, similar to those used in karate or judo, is used to train people and sort them to different tasks. Seniors will train juniors who will train sophomores who will finally train apprentices. This insures that the culture of efficiency is integrated properly and will not be forgotten. This also is a fail safe method, since there will always be someone to teach newcomers or refresh knowledge.
This regimen has also found applications outside the manufacturing industry. In finance, marketing or anything with discrete business processes, this thinking can be found. As long as there is unwanted variability that can be reduced, then six sigma lean training will find its niche.
The firm should also be guided by robustness and other factors, aside from variability when employing this regimen. The prime importance should be placed on the value added to the customer, rather than to the number of "sigmas" you have in your product line. There are instances when variability is actually desirable, as it creates a number of options for creative thinking. This thinking runs the risk of creative thinking going down the drain, so it will be best to have a creativity program to complement the training given in efficiency.
The company should also strive to be independent in its implementation and interpretation of these systems and principles. There should be a culture where consultants are seen as starters, and not as fellow travelers. The firm must continuously wean itself from these consultants to ensure that the program is implemented properly. Remember that it is the firm, and not the advisers who will determine whether the system will work.
Six sigma lean training should be practiced by everyone. From the top CEO and directors to the foreman in the actual factory floor, everyone should know the big picture to ensure that they know their role and can do it well. This will ultimately be the key factor in deciding whether your efforts are successful or not.
A focus on consistent and targeted manufacturing is the newest trend in making production more efficient. The drop in costs with the increase in customer satisfaction will ensure greater dividends for the company. This is also a reliable source of demand, since the steady movement triggered by the demand pool will mean higher efficiency and less overhead costs. This propelled Japanese manufacturing giants, like Honda and Toyota, to greater heights.
In fact, six sigma and lean manufacturing are dissimilar techniques. Yet presenting them in a complementary manner during training will help a lot, since the twin focus on production quality and production efficiency will ensure that one will not suffer at the expense of the other. Traditional methods dictate that when you improve one aspect, the other will suffer marginally.
A hierarchical system, similar to those used in karate or judo, is used to train people and sort them to different tasks. Seniors will train juniors who will train sophomores who will finally train apprentices. This insures that the culture of efficiency is integrated properly and will not be forgotten. This also is a fail safe method, since there will always be someone to teach newcomers or refresh knowledge.
This regimen has also found applications outside the manufacturing industry. In finance, marketing or anything with discrete business processes, this thinking can be found. As long as there is unwanted variability that can be reduced, then six sigma lean training will find its niche.
The firm should also be guided by robustness and other factors, aside from variability when employing this regimen. The prime importance should be placed on the value added to the customer, rather than to the number of "sigmas" you have in your product line. There are instances when variability is actually desirable, as it creates a number of options for creative thinking. This thinking runs the risk of creative thinking going down the drain, so it will be best to have a creativity program to complement the training given in efficiency.
The company should also strive to be independent in its implementation and interpretation of these systems and principles. There should be a culture where consultants are seen as starters, and not as fellow travelers. The firm must continuously wean itself from these consultants to ensure that the program is implemented properly. Remember that it is the firm, and not the advisers who will determine whether the system will work.
Six sigma lean training should be practiced by everyone. From the top CEO and directors to the foreman in the actual factory floor, everyone should know the big picture to ensure that they know their role and can do it well. This will ultimately be the key factor in deciding whether your efforts are successful or not.
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