Question

How can chapters 1, 2, & 13 of Lean Six Sigma be summarized?

Answer 1

CHAPTER 1

Six Sigma projects have eight essential phases: recognize, define,
measure, analyze, improve, control, standardize, and integrate. This cycle
is sometimes expressed as DMAIC (define, measure, analyze, improve
and control). The tools utilized during a project include statistical
process control techniques, customer input, Failure Modes, and Effects
Analysis, Design of Experiments, process mapping, cause, and effect
diagrams, multivariate analysis, pre-control, design for manufacturability.
Six Sigma also places a heavy reliance on graphical methods for analysis.
Statistical methods, teamwork, and project management are key
components of Six Sigma.

CHAPTER 2

People who share the same culture share the same beliefs and values.
These beliefs and values provide members of the culture with rules of
behavior or accepted norms for conducting business. In a Lean Six Sigma
organization, the culture should reflect a focus on creating value for
customers. People should also be interested in seeking out and removing
sources of waste. Process improvement through reduction of variation is
key.

CHAPTER 13

Dr. Deming’s summarizes his philosophies on management involvement
and continuous improvement in his fourteen points. Several of those
points directly relate to kaizen and continuous improvement. The first of
his fourteen points for management states: Create constancy of purpose
toward improvement of product and service, with the aim to become
competitive and to stay in business and to provide jobs. This first point
encourages leadership to constantly improve their products or services
through innovation, research, education, and continual improvement in all
facets of their company. Dr. Deming’s fifth point clearly states the kaizen
and continuous improvement concepts: Constantly and forever improve
the system of production and service. An organization cannot remain truly
competitive unless it strives to continually enhance its business processes
that provide the products and services their customers want. In the
chapter’s opening quote, to ‘have pride of workmanship no matter how
small the task’ is reminiscent of Dr. Deming’s twelfth point ‘Remove
barriers that rob people of their right to pride in workmanship.’ Barriers
are any aspect of a job that prevents employees from doing their jobs well.
By removing them, leadership creates an environment supportive of their
employees and the continuous improvement of their day-to-day activities.
In lean Six Sigma organizations, employees work patiently to continually
improve the processes they work with. Dr. Deming’s sixth point, Institute
training on the job, also supports continuous improvement. Continual
education and training create an atmosphere that encourages the
discovery of new ideas and methods. This translates to continuous
improvement and innovative solutions to problems.