Six Sigma Tools Used in Lean Manufacturing

Your business could see many tangible benefits from a lean transformation designed so that operations can drive the overall business strategy.

A new commitment to quality can result in improved process yields, a reduction in scrap costs, and a reduction in costs associated with rectification. You will see a real reduction in conversion costs, an improved cash flow, and a greater return on your business assets. You will be able to respond quickly to customer requests, leading to shorter production lead times and improved product delivery. While many businesses have tried, many have been unable to truly capitalize on all the benefits of lean processes.

Many businesses have approached change in a tactical manner, which makes it almost impossible to see the real fundamental changes needed for lean manufacturing processes that can only come from strategic planning. A lack of commitment and knowledge on the part of senior management personnel is also often to blame for the failure of lean manufacturing transformations. Many companies opt for a series short term solutions that will not be able to sustain long term results. Another part of the failure of many companies to truly implement a lean manufacturing process is the tendency to focus on a particular area, such as operations or manufacturing, rather than looking at the business as a whole.

Conditions Needed for a Successful Lean Manufacturing Transformation
To successfully implement a lean manufacturing transformation there are several conditions that must be present in your organization. Before beginning the process ensure that the top management on site will:

1. Regularly be an active participant in lean production.
2. Commit to zero redundancies as a result of the lean environment.
3. Be willing to make any necessary changes to shop floor payment methods.
4. Change the roles and responsibilities of personnel if necessary.
5. Make necessary expenditures on justifiable changes to the production system.
6. Give personnel time during the normal work hours to participate in lean activity.
7. Consistently and systematically review shop floor activity.
8. With the goal of model value stream creation, offer focused maintenance support.
9. Enforce new and existing policies.
10. Give the program the resources it needs to survive.
11. Ensure that the measurements the company uses are compatible with lean ideals.
12. Effectively communicate the need for lean manufacturing.
13. When encouraging the design of systems over processes, maintain a commitment to a cross-functional approach.
14. Make a commitment to lean manufacturing for the long term.
15. Be willing and able to make any necessary fundamental changes to the organizational structure.
16. The must senior management person on site needs to be willing to become a champion of change on behalf of lean manufacturing. This includes establishing a strong steering committee to transfer the process throughout the company.