| Any system invented or developed for improving | | | | activities. The focus is on identifying and eliminating |
| a process or product is not foolproof. A new | | | | the non-value added activities in each process |
| principle or system is like a trickling stream which, | | | | step, leading to the reduction in the waiting period |
| in the course of its evolutionary journey, is either | | | | between consecutive steps wherever possible. |
| joined by a number of other contributories or it | | | | The process becomes compact, which is beneficial |
| itself ends up contributing to a bigger stream of | | | | in the process improvement projects that are |
| thought and system. The synergy produced by | | | | aimed at reduction of variation. Value stream |
| this phenomenon benefits innumerable individuals | | | | mapping can be made a part of a Kaizen cycle |
| and organizations. | | | | that is included in the Analyze and Improve |
| The integration of Lean management tools and | | | | phases. |
| Six Sigma produces a synergy that can work | | | | -Mistake-Proofing or Poka Yoke: This Japanese |
| wonders for many companies. | | | | phrase, meaning mistake proofing, can be used to |
| In order to achieve the integration with Six Sigma | | | | fine tune process steps. It is also useful when |
| it is imperative that Lean management tools are | | | | creating a new system with DMADV (Define, |
| incorporated with caution and wisdom. If not done | | | | Measure, Analyze, Design, Verify). |
| properly, it can cause considerable damage. | | | | The Pareto analysis and Ishikawa chart bring out |
| Recent experiments in a business unit of a | | | | the problems of the current process. During the |
| Fortune 10 company found five Lean tools and | | | | Improve and Design phases, ways for error |
| principles that can be safely introduced into a Six | | | | elimination can be investigated and the process |
| Sigma framework. | | | | improved or redesigned in its entirety. |
| -Cause-and-Effect Diagram or Ishikawa and 5 | | | | For example, in a software system where data |
| Whys: When concrete statistical data is not | | | | needs to be entered, if there are two options |
| available in the Analyze phase, it becomes difficult | | | | such as 'end' and 'quit' which seem similar in utility, |
| to identify the root causes of a problem. | | | | there can be mouse-over text added, specifying |
| On such occasions, applying 5 whys in conjunction | | | | the utility of each option in clear terms. |
| with the cause and effect diagram can make the | | | | -Heijunka Or Load Balancing: This system of |
| job easier. It is a visual tool to logically organize | | | | production design is aimed at providing a more |
| possible causes of a problem area. | | | | even and consistent flow of process work. In the |
| -Takt Time: The German word "Takt" meaning | | | | Design phase, the principle can be used to |
| 'beat', is the time it takes to finish a project to | | | | eliminate the bottlenecks that may have been |
| the fulfillment of customers' demands. During the | | | | identified in the Analyze phase. |
| Analyze phase, the cycle times can be compared | | | | Load balancing can be used to introduce a level |
| to current SLAs (Service Legal Agreements) for | | | | load balance in the system that introduces push |
| processes that involve cycle times. | | | | systems to eliminate bottlenecks. Load balancing |
| In the event of a mismatch exceeding tolerance | | | | helps reduce inventory as well. |
| levels, improvements will be needed for matching | | | | A workout can be undertaken to design a |
| the cycle time with the takt time. | | | | roadmap for the integration of lean and Six Sigma |
| -Value Stream Mapping: During the Analyze phase, | | | | and include the lean tools and principles into the |
| a value stream map helps categorize value | | | | system. This will help improve the tangible benefits |
| enabling, value adding and non-value adding | | | | and turnaround time for improvement projects. |