PROCESS IMPROVEMENTN FOR QUALITY

(Lean, Six Sigma, System Approach)

Muhammad Zakaria Ali (MBAF14M062)

To:
MISS MEHREEN

tools featured in the Systems

Technology

Approach

Process

Extension Partnership (NIST

It is all too easy to dismiss

Improvement. And can even

MEP) defines lean as a

process

help to integrate the two

systematic

methodologies.

identify and eliminate waste

Lets now look at lean and six

(non-value added activities)

Process Improvement

improvement

initiatives as the flavor of the

month. This characterization
may even have some truth in
it, especially when it comes to
the

one

size

fits

all

programs offered by some

technical assistance teams
and

consultants.

Some

elements of these programs

may help your operations

for

sigma in more detail. By

doing so, you will get an idea
of which methodology best
fits the culture of your
organization, and which may
be right for the situations you

Manufacturing

approach

through

continuous

improvement by flowing the

product

only

when

the

customer needs it in pursuit

of perfection. NIST MEP
has also adapted the lean
philosophy

must address.

to

to

the

environmental function with

perform more effectively, at

Lean

least in certain areas. But if

philosophy that

you want to ensure a lasting

derived from the Toyota

operate

effect

Production System. It focuses

separately from each other.

and

continuous

improvement,
approaches

you
with

originally

Clean. Some organizations

these

programs

elapses between a customers

Tools and Techniques.

order and the shipment of the

The tools and techniques used

product or the provision of

during the implementation of

the service that fills the order.

lean are referred to as the lean

Lean accomplishes this by

building blocks. Although

eliminating

these

that

lean and six sigma. Both

will

a program now known as

more

currently are very popular:

methods

operating

on shortening the time that

This column examines two

approaches

an

need

staying power.

proven

is

offer

opportunities to use many of

the quality management tools
with utilization of system
approach.

waste

from

tools

vary

from

processes, with waste being

consultant to consultant and

defined as anything that is

from company to company,

not necessary to produce the

the most common tools that

product or service. Lean

are used can be described as

helps organizations reduce

follows.

both costs and cycle time,

As the discussion below

resulting in a more agile and

makes clear, both lean and six

market responsive company.

sigma work best when they

are implemented using the
structured

decision-making

The U.S.
Commerces

Department

of

National

Institute of Standards and

Five S-The Five S technique

is named after five words that
begin with the letter S in
Japanese. It aims to bring
orderliness,

tidiness,

and

cleanliness to operations --

along with the discipline

Quick

needed to keep processes

ability to change tooling and

orderly and standardized.

fixtures rapidly allows for

Visual Controls-With visual

controls, all tooling, parts,
and

other

production

Changeover-The

multiple products in smaller

understand

the

internal supplier does not

status of the process same

produce until an internal or

time. Visual controls are

external customer tells a need

usually linked to five S.

for the part or service using a

kanban

Poka-Yoke-Poka-yoke
literally

means

mistake

proofing. By using Pokayoke, process designs can be

modified to make it nearly
impossible
spills,

for

leaks,

mistakes,
and

other

process upsets to occur.

Cellular Design -Cellular
design refers to a technique
in which facility layout is
designed

according

optimum

to

operational

sequences. Raw materials,

parts, information, tooling,
and work standards are stored
where they are needed and
used.
centers

The

design

around

model

one-piece

flow, which is considered to

be the best batch size. If this
is not appropriate, the batch
size is reduced.

The general path for

includes the

pull scheduling system, the

involved

elimination.

equipment.

view

everyone

muda

implementing lean

Pull Scheduling-Under the

help

and

batches to be run on the same

activities are kept clearly in

to

heijunka,

system.

This

practice contributes to just in

time production and creates
what the practitioners refer to
as flow. At all times,
standardized

work

or

prescribed methods are used.

following steps
Value Stream Mapping
This technique details the
specific actions required to
bring a product family to the
state

of

being

finished

goods, based on customer

demand.

Value

stream

mapping, which operates at a

high level of abstraction,
concentrates on information
management and physical
transformation. Using a value

Kaizen-Kaizen is a staged

stream

event where many minor

implementation

adjustments are made in a

determine ways to bring the

particular part of a process.

lead time for a product much

This approach allows for

closer

continuous

improvement.

processing time by modifying

Many of the building blocks

bottlenecks and other process

discussed

constraints.

here

are

map,

to

the

lean

team

can

value-added

The

team

interconnected, and generally

produces a future state map

are implemented in tandem.

to show how the preferred

In addition to the specific

process should operate after

tools and concepts noted in

the bottlenecks are identified

this column, there are some

and remedied.

other jargon-laden techniques

-- such as takt time, jidoka,

Lean Baseline AssessmentLean is an assessment-based

procedure. This means that

the implementation team

be conducted to improve the

implemented within the basic

uses interviews, flow charts,

value stream over an entire

structure of the Systems

process observation, and

year. In many cases, the

Approach.

other data to generate a

facility creates a lean

situation or current state

promotion\ department to

report. Specific changes and

oversee a team of value

recommendations for

stream managers. These

improvements are then

managers lead those who are

detailed in the assessment

operating the process,

report.

encouraging them to take

Critical

Mass Training-

Most lean implementation

programs rely on training a
critical mass of employees
in the basics of the operating

implementing changes.
lean

programs, kaizen teams make

specific changes to address
or

constraint

areas. By using the lessons

learned

from

these

experiences,
implementation

a value stream map can

convey,

lean
can

then

spread to other areas of the

operation.

the

complexity of value stream

quite simple and easy for

most people to understand.

factors, quality

They also offer much more

considerations, and product

delivery, while also mapping
and leading implementation

the

without

mapping. Process maps are

responsibility for cost

Using

Teams-In

bottlenecks

all the same information that

of the future state map.

philosophy before

Kaizen

Process mapping can convey

detailed

information,

allowing

for

thus
better

understanding of the process

that is being considered.

system

In addition, process maps

approach in connection

portray a process as a system,

with lean:

and place it within a larger

To those who are familiar

with quality management, it
will be obvious that lean
building blocks are used at a
much higher level than the
more

basic

quality

management tools of the

Systems Approach, such as

system

of

supporting

processes and supplier inputs.

This

is

significant

advantage since it is much

easier to select opportunities
for

improvement

when

systems

information

readily

available

is
and

understandable at a glance.

Value Stream Planning.-A

process mapping and root

typical value stream plan

cause

looks like a cross between an

reason,

action plan and a Gantt chart

Approach tools can be used

(a planning chart that depicts

effectively with each of the

the expected duration of

lean

tasks). The value stream plan

Furthermore, the entire lean

Approach helps facilitate the

sets forth the work that will

program can be organized and

development of employee

analysis.
the

building

For

this

Systems

blocks.

The

systems

aspects

of

process mapping are largely

missing

from

the

lean

approach.
Moreover,

the

Systems

action

plans

for

making

predict the expected outcome

process operations;

process

of that process. If the outcome

- Analyze data and

improvements. Such action

is not satisfactory, associated

discover the causes of

plans serve as accountability

tools can be used to further

the problem;

documents,

understand

agreed-upon

while

also

very

strong

influencing the process. Most

bottom-up element to a

six sigma programs focus on

process

improvement

process improvement. These

program. Projects also are

efforts seek to eliminate the

converted

causes

providing

into

process

of

the

elements

variation

processes while leaving the

basic process.

oversight

function, providing the topdown element.

Intact. In six sigma terms,

process improvement teams
find the critical Xs (causes)

Approach includes a true

that create unwanted Ys

performance scoring system

(defects).

(based on the Baldrige quality

A definition of a six sigma

model) that can

project

quantify

the

and

continuous

actually

trend

the

improvement

effort. The results can be

given as a single score --

of defects;
- Control the process
to make sure defects
dont recur.
Define-Six

Systems

Finally,

to remove the causes

in

improvement programs using

management

- Improve the process

sigma

practitioners

begin

by

defining the problem. They

ask about customers and what
they require, and identify the
problems that are causing the
operation to fall short of

is

problem

scheduled for a solution with

corresponding metrics that
can be used to set project
goals and monitor progress.

something that is not possible

customer expectations.
The

six

sigma

process

identifies key characteristics

that are important to the
customer and the processes
that

support

these

Understanding DMAIC

characteristics, along with

Under the close supervision

existing output conditions

of a corps of trained black

and process elements.

The six sigma philosophy

belts, six sigma project

Measure-The

maintains

reducing

teams address problems using

focuses on measuring the

variation will help solve

a five-step process known as

process at issue. During this

process

DMAIC:

step,

using any of the lean tools.

SIX SIGMA:

that

and

business

problems. By using a set of

statistical tools to understand
the fluctuation of a process,
management can begin to

Define the problem

key

characteristics

team

next

process
are

and what the

categorized,

measurement

customer requires;

systems are verified, and data

- Measure defects and

are collected.

are

belt practitioner serving as

As is the case with lean, six

collected, they are analyzed

the project manager. Projects

sigma generally involves

in the six sigma model. The

are expected to provide a

mass training.

intent

Analyze-Once

is

data

to

produce

measurable benefit to he

An organization that

that

provides

organization in terms of cost,

implements a six sigma

insights into the process and

quality, and timing. The six

program typically makes a

its problems. These insights

sigma program is managed

large investment in

include

with a five-step approach.

developing black belts. In

information

identifying

fundamental

the

and

most

important causes of defects

and/or

variability

in

Define processes, key

customer

the

requirements, and

process.

process owners.

Improve-At this stage of six

order to ensure a sound

return on this investment, the
black belts must perform
well.

Measure performance

USING THE SYSTEMS

sigma, the team identifies and

to customer

APPROACH IN

implements

requirements and key

CONNECTION WITH SIX

process indicators.

SIGMA

solutions

potential
to

process

problems. The results of these

Analyze data to

process changes are carefully

enhance measures,

measured, and adjustments

and refine process

are made as necessary.

management

Control-Finally,

the

mechanisms by

be

prioritizing and

process

is

found

if
to

performing at a desired and

implementing process

predictable level, it is put

improvements.

under control. This step is

Control performance

the maintenance portion of

through ongoing

the six sigma methodology.

monitoring of

The process is then monitored

inputs/operations/out

to assure that no unexpected

puts, and respond

changes occur.

quickly to problems
and process

IMPLEMENTING SIX
SIGMA.
Six

sigma

projects

are

implemented with a black

variations.

The DMAIC process allows

black belts to use literally
hundreds of different quality
management tools. It can take
black belts a long time to
develop the skills necessary
to use these tools effectively.
The Systems Approach helps
simplify the learning process
by focusing on a smaller
number

of

proven

tools.

These tools have been chosen

because

they

characteristics

have
that

key
make

them valuable: They are

interactive, which helps elicit

Expand and integrate the six

good

sigma system into the

employees. They also are

organizations core business.

visual,

participation

which

from

facilitates

communication

with

companies

managers

other

Given

and

stakeholders.
I have found that six sigma
black belts can easily adapt to
the Systems Approach tools.
Repetitive

use

of

this smaller number of tools

helps black belts develop the
skills they need to use the
tools
them

properly,
to

allowing

work

more

effectively with employees.

Other

Systems

Approach

components -- such as written

action plans and a program
management function -- bring
order to a six sigma program,
and help to hold black belts
accountable.
Moreover,

develop

the

both.

popularity

of

have evolved from different

the two methodologies, it was

paths, combining the two

inevitable that organizations

methods can offer companies

would start to merge them

many advantages.

Culture Clash

Lean

Unfortunately,

however,

companies that try both lean

and six sigma sometimes find
that the programs compete for
resources or foster a culture
clash

within

the

true

performance scoring offered

by the Systems Approach
provides a means of tracking
the continuous improvements
being made within a six
sigma program.

brings

intuition to the shop floor,

allowing employees to make
quick

improvements

picking the low hanging

fruit) through kaizen events.
Lean is great for boosting
changing

Lean programs rely on value

lean and six sigma, many

factory.

stream managers who coach

teams to improve processes.
The kaizen events featured in
lean tend to be of short
duration, with many limited

By

contrast,

requires

Six sigma uses statistical

tools to uncover root causes,
and

provides

metrics

as

progress markers. Six sigma

programs

are

popular,

focused, and effective but

six

sigma

organizations

to

projects often take months to

finish.

develop a group of black belts

who spend months collecting
data and using computers to
analyze

process

variation,

often with little input from

Using the two approaches

together

SUCCESSFULLY
COMBINING LEAN AND
SIX SIGMA

Comparison of Lean, Six Sigma, and the Systems Approach

can

allow

organizations to have the

best of both worlds, leading
to

ongoing

improvement.

Instead of choosing between

and

culture, and cleaning up a

people on the shop floor.

LEAN SIX SIGMA

action

productivity,

organization.

to a weeks time.
the

Although lean and six sigma

business

Program

Lean

Six Sigma

Systems Approach

Theory

Remove waste

Reduce variation

Improve process
Understand process and

identify value

Define

flow

Measure

pull

Analyze

perfection

Improve

Application Guide Lines

Control

system
Link to accounting sheets
Select

opportunities

to

improve
the process
Employees create action
plans

for

improvements
Focus

Flow focused

Problem focused

Opportunity focused

Waste removal will

A problem exists

Supporting processes

improve

Measurements are valued

business performance.
Assumptions

linked to
main process

System output improves as

Many small
improvements are

variation in all processes is

reduced

better than systems

Main processes linked

internally
All improvements can be

analysis

leveraged within the

system

Primary Effect

Reduced flow time

Uniform process output

Understanding linkages in
the
system

Secondary

Less waste

Less variation

Conservation of resources

Effects

Fast throughput

Uniform output

and

Less inventory

Less inventory

reduction of waste

Improved quality

Improved quality

Less inventory
Less waste
improved quality

Criticisms

Statistics or system

System interaction not

analysis not

considered.

valued.

Process improved

Training all employees

independently of system
Black belts may become

Lacks popular appeal of

other
methods.
Takes time to develop the

Coordinating Lean and Six

an

consuming.

elite corps

Approach:
The Systems Approach offers
an ideal way to coordinate
lean and six sigma. Using this
approach, employee projects
can be coordinated with a
oversight

function that includes value

stream managers and black
belts. The facility can get by
fewer

of

overhead

properly

Systems Approach uses a

environmental, health, and

Baldrige-model

safety programs.

scoring

Choosing the Best

and score the results.

management

skills to use the tools

method to track performance

Sigma via the Systems

with

can be time

these

Approach:

Many practitioners of lean

and six sigma have not yet
been properly trained in using
Systems Approach tools, and
have not had the opportunity
to become skilled at them.
Fortunately, however, as past
installments of this column
have made clear, the tools are

Selection of an appropriate
process

improvement

methodology depends on the

culture of your organization.
When considering lean, six
sigma,

or

the

Systems

Approach, one main concern

is the speed at which the
methodology will be accepted

relatively easy to learn.

by the organization. To help

personnel

As a functional manager, you

your company decide which

involved in the program since

can learn to use the Systems

would work best, keep the

they can more effectively

Approach tools to integrate

following guidelines in mind:

monitor written action plans,

lean and six sigma. In fact, the

and do not need to be

Systems Approach offers an

constantly in the workplace to

excellent

supervise activity.

processes

Neither lean nor six sigma has

means

to

within

link
these

If your organization
values
studies

analytical
(and

associated

frameworks.

their
data,

charts, and analysis),

Without the appropriate

then six sigma may be

tools, however, the popular

a great program to

improvement and tracking it.

lean and six sigma

lead off with.

They may track costs, but not

methodologies can actually

performance. By contrast, the

be at odds with corporate

simplified

determining

means

for

continuous

If your organization values visible

If your organization is seeking a

progress and immediate change, lean

systematic decision-making approach

may be the best way to initiate a process

with employee participation, then the

improvement program.

Systems

Approach

to

process

improvement will work well. Just be sure

that you develop the requisite skills to
use the decision-making tools.