Question

Lean and Six Sigma Research:

What Companies created each of these methodologies (Lean and Six Sigma) and approximately what date?

Define “Lean” and “Six Sigma” and identify the purpose or goal of each in their most fundamental terms.

What is “Lean Six Sigma”?

What is the basic methodology used in Lean versus the basic methodology used in Six Sigma?

What are the major tools used by Lean versus by Six Sigma?

Identify a company that has implemented, Lean and report a significant quantitative measure of improvement.

Identify a company that has implemented, Six Sigma and report a significant quantitative measure of improvement.

Identify a company that has implemented, Lean Six Sigma and report a significant quantitative measure of improvement.

Answer 1

Answer : - as per my theoryatical knowledge of my education Meaning : Primarily Six sigma means maintenance of the desired quality in processes and end products. It means taking systemic and integrated efforts toward improving quality and reducing cost.
It is a highly disciplined process that helps in developing and delivering near-perfect products and services. It strives to meet and improve organizational goals on quality, cost, scheduling, manpower, new products and so on. It works continuously towards revising the current standards and establishing higher ones. Six sigma has its base in the concept of probability and normal distribution in statistics. Six sigma strives that 99.99966% of products
manufactured are defect free.
Six sigma efforts target three main areas:
• Improving customer satisfaction
• Reducing cycle time
• Reducing defects
Six sigma and other quality programs
Six sigma is improvement over other quality programmes:
(i) Six sigma is customer focused. It strives to provide better satisfaction to the customer
owning the product.
(ii) Six sigma is a total management commitment and philosophy of excellence, process improvement and the rule of measurement.
(iii) Six sigma induces changes in management operations - new approaches to thinking, planning and executing to achieve results.
(iv) Six sigma combines both leadership and grassroots energy and involvement for its success.
Six themes of six sigma
The critical elements of six sigma can be put into six themes as follows:
• Theme one ? genuine focus on the customer: Companies launching six sigma often to find that how little they really understand about their customers. In six sigma, customer
focus becomes the top priority. For example, the measures of six sigma performance begin with the customer. Six sigma improvements are defined by their impact on customer satisfaction and value.
• Theme two ? data and fact-driven management: Six sigma takes the concept 'of "management by fact" to a new, more powerful level. Despite the attention paid in recent
years to improved information systems, knowledge management, and so on, many business decisions are still being based on opinions, assumptions and gut feeling. Six
sigma disciplines begins by clarifying what measures are key to gauging business

performance and then gathers data and analyzes key variables. Problems are effectively
defined, analyzed, and resolved. Six sigma also helps managers to answer two essential
questions to support data-driven decisions and solutions.
What data/information is really required?
? How to use the data/information for maximum benefit?
• Theme three ? processes are where the action is Designing products and services, measuring performance, improving efficiency and customer satisfaction and so on. Sixsigma positions the process as the key vehicle of success. One of the most remarkable breakthroughs in Six Sigma efforts to date has been convincing leaders and managers.
Process may relate to build competitive advantage in delivering value to customers.
• Theme four ? proactive management: In simple terms, being proactive means acting in advance of events rather than reacting to them. In the real world, though, proactive
management means making habits out of what are, too often, neglected business practices: defining ambitious goals and reviewing them frequently, setting clear priorities,
focusing on problem prevention rather than fire-fighting, and questioning why we do things instead of blindly defending them.Far from being boring or overly analytical, being truly proactive is a starting point for creativity and effective change. Six sigma, encompasses tools and practices that replace
reactive habits with a dynamic, responsive, proactive style of management.
• Theme five – boundaryless collaboration:"Boundarylessness" is one of Jack Welch's mantras for business success. Years before launching six sigma, GE's chairman was working to break barriers and to improve teamwork up, down, and across organizational lines. The opportunities available through improved collaboration within companies and with vendors and customers are huge. Billions of dollars are lost every day because of disconnects and outright competition between groups that should be working for a common cause: providing value to customers.
• Theme six ? drive for perfection; tolerate failure:Organizations need to make efforts to achieve perfection and yet at the same time tolerate failure. In essence, though, the two ideas are complementary. No company will get even close to six sigma without launching
new ideas and approaches-which always involve some risk. Six sigma cannot be implemented by individuals who are overly cautious and are scared of making mistakes.