Time
9 hours 3 minutes
Difficulty
Beginner
CEU/CPE
9

Video Transcription

00:00
Hi, guys. Welcome Thio Introduction to Six Sigma What is six Sigman Lean. I'm Catherine MacGyver And today we're going to be going over the definition of both disciplines and the inner relationships between six sigma only.
00:17
So before we get started, the standard vernacular is lean six sigma or L S s or for a while it became very involved to call it lean six for this module on Lee. We will be referring to it as Six Sigma and lean.
00:36
So two separate disciplines.
00:40
All right, so first things first. This is my Scott Adams module. Dill, the author of Dilbert. Scott Adams was lean six Sigma's greatest advocate in Worst Enemy all at the same time. He is the person who popped lean six Sigma into well pushed lean six Sigma into pop culture.
00:59
So he was the inspiration for the bobs from office space who happened
01:03
to be efficiency experts or lean six sigma practitioners. But this one up here is my one of my favorite cartoons by him, because when you start laying six sigma, you want to start with identifying what are the things you want to work on? So when we talk about defined.
01:22
And so frequently I've been in my project teams and had people just be interested in. When am I gonna get my belt?
01:30
There you have it.
01:32
All right. So talking about what is lean six Sigma Lean six Sigma is a business philosophy that advocates for developing a culture of continuous improvement. What makes it a philosophy as compared to a group of tools is this. If you think about lean six Sigma, think about a triangle or a pyramid.
01:52
On one hand, you have employee engagement or employee collaboration
01:57
on one on the other side, you're gonna have data so data driven decision making metrics and then as your basic your foundation, you're going tohave customer requirements or customer outcomes. So when we think about what makes lean six Sigma Lee and six Sigma, it is this trifecta of
02:16
employees,
02:19
along with data getting towards value for customers. You can't have one without the other one. Otherwise, you're just going to have a set of tools. It is a common misnomer that lean six sigma is another set of tools.
02:34
There is more to it when we start talking about that cultural piece of continuous improvement,
02:39
lean six Sigma is a combination of two complementary process improvement philosophies. So we talk about lean manufacturing, which came from the Toyota production system, and we talked about Six Sigma, which came from Juran and Demming, evolved into Motorola
02:57
and about and developed into the 16 now that we understand
03:00
today. But they are two unique disciplines that have their own philosophies, methodologies and tools and techniques.
03:09
So starting to talk about six Sigma six Sigma focuses on the reduction of defects and variation. So when we talk about variation, we're talking about the things that your customers feel customers feel. Variation. Imagine going to a coffee shop every single day. You get a really bad
03:30
a cup of coffee
03:30
and Ugo every single day because
03:34
I don't know you like the ambiance, but you know what to expect. You did a bad cup of coffee Now imagine a different coffee shop where you go and you get a great cup of coffee and you love it and then you go back the next day.
03:46
It's a mediocre cup of coffee. You go back again. It's a great cup of coffee, so you, as the consumer are going to be frustrated because you feel variation. Consumers need to understand what to expect in their products. Service's those sorts of things Could
04:05
customers feel variation?
04:08
That's what Lean and Six Sigma targets. Lena. Excuse me, six Sigma six Sigma also derives the competitive advantage from customer satisfaction happy and customers mean happy cos
04:20
this is what the goal is. We start talking about competitive advantage in How do we swear cuts customers to use our company over other ones
04:30
Always comes back to that.
04:31
Six Sigma tools tend to be outcomes or objectives focused. They tend to be more quantitative. So when we talk about that, we talk about scientific problem solving. We talk about focus on quality issues, so things that we can measure that have a tangible. This is what happened when,
04:51
conversely, Lean focuses on the elimination of waste. That's it waste. We also focus quite a bit on speed and throughput time. But if you were to distill it down, it's the elimination of waste. Um, lean is also
05:06
competitive. Is drives their competitive advantage from customer satisfaction. So this is one of the areas that you do see an overlap happy customers, Main happy Cos lean tools tend
05:18
to be based in visual management's of simplifying processes, mistake proofing processes and then increasing that speed throughput cycle time
05:28
those sorts of things.
05:30
So how they work well together is six. Sigma helps lean because Lien doesn't have a formal project methodology, which means there isn't necessarily the structure needed to get to the results. Conversely, Lien has alternatives,
05:46
too. Formal project methodologies that allow you to address less complex improvement goals without having to do a full, large project.
05:55
Lean does not address variation on Lee waste inflow. Six. Sigma does not address waster flow, but focuses rather on variation and defects.
06:03
This is one of the next one is one of the areas where you will see some conflicting priorities between the lean and six Sigma.
06:12
Six. Sigma tends to have a positive of viewpoint or thinking about your process quantitatively. How can we measure it? How do we know it's not being repeated? Very numerically based lean. It tends to have a subjective ism, viewpoint or thought. Thinking about your processes
06:31
qualitatively,
06:32
what was your employees experience? What was your customers experience? There is no right or wrong in this. It is more what is appropriate for your organization and your project team.
06:47
One of the shifts that we're seeing in health care is that the industry is health care, is moving away from six Sigma entirely and focusing rather on
06:57
lean methodology and tools because it is so
07:02
driven by experiences and healthcare has a large experiential component. So there is no right or wrong just what's appropriate for your organization.
07:16
All right, so really quick. Let's check our knowledge. The focus of lean is to a
07:23
fix or improve quality. Be get the customers opinions heard. See, eliminate waste or D improve employee job satisfaction.
07:34
The answer is C eliminate waste. However, through the implementation of your lean Six Sigma program or even just Darlene program, the other three are tertiary benefits or additional benefits over and above the goal of eliminating
07:55
waste.
07:56
All right, so
07:58
one last thing on Scott Adams and Dilbert, Um, we're talking about starting a lean six Sigma program,
08:07
the perception that it is just a waste of time.
08:11
All right,
08:13
last cut last light on here. Recap of what we've gone over lean six Sigma or are complementary process improvement disciplines. They do have unique tools and ideology. They are completely separate and can be functioned or can be implemented separately, depending on your organization.
08:33
And they are
08:33
blended for optimal outcomes and flexibility and implementation. And what this means is by having both you the practitioner has more resiliency in what you're going to offer for your organ it

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Lean Six Sigma Yellow Belt

This online Lean Six Sigma Yellow Belt course teaches you how and where to apply the Lean and Six Sigma process improvement methodologies. Once completed, you will have the knowledge to pass the Six Sigma Yellow Belt certification exam.

Instructed By

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Kathryn McIver
Lead Instructor at Evidence-Based Management Association
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